ITEM NO: 7d attach 1 
DATE OF MEETING: JUNE 9, 2015 
MARITIME DIVISION 2016 BUSINESS PLAN 
June 9, 2015 
MISSION: 
Enrich our maritime legacy by leveraging our properties to create waterfront opportunities and grow
maritime jobs in a financially and environmentally sustainable way. 
VISION: 
A vibrant working waterfront generating economic vitality for the region 
MAJOR AND NEW INITATIVES: 
Seaport Alliance: Complete transition of marine cargo properties and portfolio management 
Port Stormwater Utility: Implement for port owned properties within the City of Seattle 
Dramatic Growth: Leverage maritime properties to grow net income and economic benefit 
o Fund and construct Shilshole Bay Marina's new bathrooms/ lockers/laundry facility 
o Develop Fisherman's Terminal Strategic Plan and obtain Commission approval 
o Modernize Pier 66 and Pier 91 for larger cruise ships (Big Ship Ready II) 
o Develop habitat restoration into a line of business (port owned waterfront habitat) 
High Performance Organization: Deliver operational excellence and develop our employees 
o Operational Excellence: Deliver safe, compliant operations and maintain port assets 
Integrate and optimize operations of the new Maritime Division 
Implement operational and safety practices to achieve zero injuries 
o Talent Development: Develop staff capabilities, bench strength and opportunities 
Identify and implement targeted training to increase employee capabilities 
Develop and implement employee development plans and career paths 
o Valued Communication: Provide information that is clear, concise and relevant 
Leverage technology to improve quality and efficiency of communications 
Develop and implement measures to improve Commission communications 
STRATEGIES - SUMMARY: 
Implement Century Agenda Strategies  Position the Puget Sound Region as a premier international
logistics hub 
Structure our relationships with Washington ports to optimize infrastructure investments and
financial returns (still a work is process with need for support from service groups 
Double the economic value of the fishing and maritime cluster 
Implement Century Agenda Strategies  Advance this region as a leading tourism destination and
business gateway 
Double the economic value of cruise traffic to Washington State 
Implement Century Agenda Strategies  Use our influence as an institution to promote small business
growth and workforce development 
Increase the proportion of funds spent by the port with qualified small business firms on
construction goods and services to 40% of eligible dollars spent 
Increase work force training, job and business opportunities for local communities in
maritime, trade, travel, and logistics 
Page 1

Implement Century Agenda Strategies  Be the greenest, and most energy efficient port in North 
America 
Meet all increased energy needs through conservation and renewable sources 
Meet or exceed agency requirements for stormwater leaving facilities owned or operated by
the Port 
Reduce air pollutants and carbon emissions 
Anchor the Puget Sound urban industrial land use to prevent sprawl in less developed areas 
Restore, create and enhance 40 additional acres of habitat in the Green/Duwamish watershed
and Elliot Bay 
Meet local, state, and federal environmental regulations as effectively and efficiently as
possible 
Manage our finances responsibly  "Optimize" Maritime Financial Performance 
Meet 2016 financial targets 
Grow Maritime Division net operating income 
Reduce Port's environmental liability through cost recovery 
Maintain existing assets and invest in new development to sustain and enhance Maritime vitality 
Provide timely, accurate and insightful financial information and analyses for the 
Commission, Executive and other Leadership teams for decision making 
Ensure compliance with Accounting policies and procedures, and standards 
High Performance Organization 
Align leadership, people and systems with strategic priorities and plans 
Strengthen a high integrity, continuous improvement culture 
Increase organizational/individual ownership for safe/secure work practices and healthy living 
DIVISION DESCRIPTION: 
The Maritime Division includes two major business groups: Cruise & Maritime Operations and Commercial &
Recreational Marinas. It also includes three service groups: Environmental Services & Planning, Finance &
Budget, and Marine Maintenance. These business and service groups oversee strategic planning, business and
facility development, maritime security and the management and operations of maritime facilities including
cruise, grain and multi-purpose terminals, commercial moorage, recreational marinas and related properties. 
The Maritime Division and its facilities serve a diverse mix of year round and seasonal activities. May through
September, Smith Cove Cruise Terminal and Bell Harbor Cruise Terminal serve as homeport for cruise ships
headed to Alaska. October through May, Fisherman's Terminal and Terminal 91, serve as homeport for the
North Pacific fishing fleet and factory trawlers. Throughout the year, recreational boats are served at Bell
Harbor Marina, Harbor Island Marina and Shilshole Bay Marina - home to a vibrant liveaboard community.
The Maritime Division also operates the Maritime Industrial Center and leases Terminal 86, a fully automated
grain terminal, along with other industrial properties connected with these maritime activities and businesses. 
INDUSTRY ASSESSMENTS: 
Cruise 
The global cruise market continues to grow with many lines increasing their focus and deployment in Asia.
This market growth is supported by global fleet expansion with larger ships and new product innovations to 
meet the more sophisticated demands of consumers. The Alaskan cruising market remains strong with cruise
lines deploying some of their best ships here in the Northwest. 
Maritime Operations 
Page 2

The industry continues to adapt to an evolving regulatory environment, fishing industry consolidation and more
limited marine terminal options. The North American Emissions Control Area (ECA) requires more stringent 
emission reductions for ocean going vessels operating within coastal waters. This places a higher burden of 
compliance on vessels transiting between Seattle and Alaska because the entire voyage is within the ECA,
when compared to vessels on transpacific voyages. In addition, ongoing consolidation of the commercial
fishing fleet is driving changes in facilities and services to meet the needs of larger homeport operations. The
availability of suitable and affordable marine terminals is growing increasingly scarce in the Northwest. 
Recreational Boating 
The Recreational Boating industry continues to face challenges such as the affordability of boats and boating,
attracting younger generations and minorities, and the emerging regulatory restrictions through taxes and
reduced access to water. For the first time in 16 years, the 2015 Seattle Boat Show reported the average age of 
attendees dropped from 51 to 48 years old. Boaters are demanding upscale moorage facilities including highend
amenities, finishes, and architectural details with more customization, automation and personalization. 
Nationally, the industry experienced steady growth with the majority of marinas reporting improved margins,
flat moorage rates and steady or improved occupancy. The largest increased revenues came from in-water 
rentals (kayaks, paddle boards, etc.), boat rentals, restaurants, leased slips, fuel, and boat sales. Washington
experienced strong growth in new boat sales, although the used boat market still composes the majority of boat
sales. 
Fishing and Commercial 
The Alaska commercial fishing industry remains strong with the Alaska fisheries recognized as the most
successfully managed in the world. With sustainable fisheries in the Bering Sea and Gulf of Alaska fisheries,
the commercial fishing industry that homeports in Seattle remains stable. Commercial fishing companies are 
revitalizing their fleets by building new boats to replace aging fishing vessels. Although Alaska ports are
working to build better infrastructure to support the small boat fleets, Puget Sound continues to be very 
attractive for off season moorage for all sizes of commercial boats due to better weather conditions conducive
to working on boats as well as an established parts supply and maintenance service network. 
Grain 
With a larger global supply of corn and a larger late season U.S. soybean crop, USDA is expecting 
lower crop prices. U.S. exports of corn and soybeans are projected to have modest growth potentially
curbed by a strong US dollar and increased competition from record South American supplies. Global
soybean trade will continue to be driven by China, which accounts for nearly two-thirds of the world
trade. 
Industrial Properties 
The Seattle/Puget Sound industrial market has been consistent and steady. This trend is expected to 
continue in 2016 and regional employment growth is expected to be positive. With positive growth
in both areas inching upward, absorption of industrial space has outpaced the delivery of new space
driving the high occupancy and low vacancy numbers reported in the industrial properties market.
Industrial rental rates will continue to be somewhat flat with the close-in large industrial markets
experiencing some modest increases. 
BUSINESS ASSESSMENTS: 
Cruise 
Moderate growth is expected with several larger vessels already confirmed for Seattle in 2016. Revenue 
passenger counts are expected to increase to more than 900,000. Based on continued surveys, the level of
satisfaction for Seattle cruise passengers exceeds industry standards. Passengers surveyed express a strong
desire to return to Seattle again in the future. The number of pre and post cruise passenger visits is steadily
increasing in the region. 
Page 3

Maritime Operations 
Fishing fleet homeport demand is expected to remain stable in 2016. Fishing, tug and barge companies are
making significant investments in vessel improvements and system upgrades. Other marine industrial 
moorage is expected to remain stable with moderate growth over time. The energy sector is driving change in
maritime facilities as forward effort continues in oil exploration in north Alaska and as liquefied natural gas
(LNG) for marine vessels becomes more prevalent in our region. 
Shilshole Bay Marina 
The monthly moorage occupancy at Shilshole Bay Marina remains strong, achieving over 95%. The
continued high level of success is attributed to the marina's location, docks with good maneuverability and
wide navigation channels, a strong and active liveaboard community, and strong customer focus.  Over the 
next five years, several marina improvements are planned or underway including replacement of 1960's era
restroom/shower/laundry buildings that are not adequate by today's standards; repairs to utilities, parking lot 
pavement and the 1962 fuel dock building; and rehabilitation of two docks omitted from the 2006-2008 Dock 
Replacement Project. The commercial property occupancy rate at Shilshole Bay Marina is currently at 100%.
The main focus throughout 2016 will be to retain existing tenants and maintain property values. 
Fishermen's Terminal and the Maritime Industrial Center 
Commercial fishing vessel moorage demand remains steady with annual occupancy over 80%, even with the 
majority of customers leaving to work in Alaska for various parts of the year. The small commercial fishing
boats (<40') market is most at risk due to the expense of operating a boat, owners retiring and boats relocating.
This loss of commercial fishing moorage business is somewhat offset by monthly moorage for smaller
recreational vessels which do not require year round moorage. 
The commercial property occupancy at both Fishermen's Terminal and the Maritime Industrial Center is 97%; 
better than the office industry wide average long term occupancy rate of 95%. The main focus throughout 
2016 will be to retain existing tenants and maintain property values. Continuous efforts will be made in
offering excellent customer service, increasing rental rates levels on renewals and accommodating space 
reductions and expansions while improving space for quality tenants. 
Dock and moorage assets at Fishermen's Terminal are all fairly new with the exception of the Northwest Dock,
which is the oldest dock and now approaching thirty years old. Available shore power systems for the various 
sizes of boats set us apart from our competition. Over the next ten years, the capital plan for the entire
Fishermen's Terminal property calls for up to $90M in projects including the NW Dock improvements, Docks 
3 and 4 rehabilitation, corrosion protection to seawalls, Net Shed buildings roof replacements, and the 
Maritime Industrial Center west and central pier resurfacing. These projects are subject to the overall Port of 
Seattle capital plan funding priorities. 
The financial outlook is projected to be stable as staff continues to look at Fishermen's Terminal in an
enterprenial fashion for revenue generating opportunities. Revenue gains are expected from an increased
number of recreational vessels, while the recapitalization of the large vessel fishing fleet replaces old vessels
with new ones; not necessarily adding vessels to their respective fleets. Moorage rates at the terminal for
fishing and commercial vessels are at market when compared to other Puget Sound public ports. Recreational
vessel rates at the terminal are at market as compared to local marinas. 
Grain 
The Pier 86 Grain Terminal handles corn and soy beans from the upper Midwest states primarily for export to
China. Despite its age, operational improvements and automation help keep this facility competitive with the
Tacoma facility and several other facilities on the Columbia River. Although capacity is increasing at other 
northwest grain facilities, the overall market projection is very strong and our terminal should remain
competitive and productive for a long time. With soybeans and corn export activity close to the volumes prior 
to the 2012/2013 U.S. drought, this trend is expected to continue well into the 2015 harvest year, particularly
for soybean exports. For 2015, the U.S. share of global trade is likely to remain at the 2014 level even with 
Page 4

higher competition from South America. (US Department of Agriculture, Grains and Oilseeds Outlook, Feb 
2014). 
Industrial Properties 
Consistent with the regional figures discussed under the Industry Assessment, the forecast for the Seattle 
Close-In industrial market is for lease rates to remain steady, with slight upticks in rents possible. Demand for 
Seaport industrial properties is expected to remain consistent. The Maritime Industrial portfolio management
staff will continue to manage the industrial portfolio for the purpose of maximizing revenue by balancing 
rental rates (demand) with fluctuating supply to match the performance of local Seattle Close-In market. 

CHALLENGES AND OPPORTUNITIES: 
Cruise Challenges 
Aggressive schedule of cruise line customers to expand facility passenger capacity by 2017 
Controlling the cost of building, maintaining and operating marine terminals 
Limited capital capacity for investment in cruise terminal modernization to support larger ships 
Cruise Opportunity 
Increased demand for shorter cruise itineraries 
Customer interest in bringing larger cruise ships to homeport in Seattle 
Maritime Challenges 
Adapting facilities and operations to meet dynamic regulatory environment 
Attracting new maritime customers and vessel homeport bases with changing land use environment 
Maritime Opportunity 
Capability to set up short term Transportation Worker Identification Credential (TWIC) berths 
Opportunities for attracting vessel homeport bases for seafood, tug and barge fleets 
Recreational Marina Challenges 
Retaining customers and facility availability during upcoming capital improvement projects including 
Seattle waterfront construction projects. 
Maintaining assets responsibly within the Port system while still controlling costs 
Designing and rebuilding the Shilshole multi-use service buildings (restrooms/showers/laundry) in a way
that will meet the long term needs of our customers and boost our current revenue streams. 
Identify and implement new revenue opportunities that take into consideration marina customer needs 
Recreational Marina Opportunity 
Implement new revenue opportunities that take into consideration marina customer needs 
Leverage new technologies to create efficiencies such as marina software update and handheld
technology 
Leverage partnerships to create opportunities with organizations such as the Corinthian Yacht Club, The 
Adventuress, Seattle Yacht Club, and the Northwest Marine Trade Association. 
Fishing and Commercial Challenges 
Potential for further slow decline of the small fishing boat fleet (<40') due to market conditions 
Capturing the new business from the revitalized large commercial boat fleet is essential to remain the
homeport of the North Pacific Fishing Fleet The revitalized fleet is out fishing longer, in port shorter. 
Small recreational boat owners are discouraged from taking moorage when summer weather is poor 

Page 5

Future planning and capital investment in properties with aging infrastructure and implementing energy
conservation improvements to improve operating efficiencies and retain customers 
Fishing and Commercial Opportunity 
Retain business from commercial fishing customers who are recapitalizing their fleets 
Continue to grow recreational vessel fleet during off-season as space allows 
Promote legislation that would incentivise continued growth within the fishing and maritime industry 
Grain Challenge and Opportunity 
Grain volume can fluctuate significantly from year to year due to weather and market conditions 
Revenues from the grain terminal include a minimum annual guarantee and otherwise are subject
to upside and downside depending on volume 

STRATEGIES AND OBJECTIVES 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  POSITION THE PUGET
SOUND REGION AS A PREMIER INTERNATIONAL LOGISTICS HUB 
Objective: Grow Seaport annual container volume to more than 3.5M TEU's (Big Ship Ready) 
Performance Measures   Performance Target      Actions 
Co-Manage the East and  2017 - work with USACE   Transition project to The Northwest
West Waterways      towards 2017 Feasibility    Seaport Alliance accountability:
deepening project with    Completion 
Contribute information and coordinate as 
the U.S. Army Corps of   2020 - obtain project      needed by USACE 
Engineers (USACE)     authorization and initiate
Draft Feasibility Study which will identify the
planning and design phase 
tentative deepening plan in 2016 
Acquire permit for       Terminal 5  Meet February   Transition project to The Northwest Seaport 
Terminal 5 modifications   2016 deadline            Alliance accountability: 
Complete environmental review
Prepare and submit permits
Manage the permitting process 
Objective: Structure our relationships with Washington ports to optimize infrastructure investments
and financial returns 
Performance Measures   Performance Target      Actions 
Support Washington     Complete transition of     Transition into contracting with the Northwest 
ports partnership        marine cargo properties and  Seaport Alliance to: 
initiative                portfolio management        Provide requested services and expertise 
Provide requested financial information and
financial analyses 


Page 6

Objective: Double the economic value of the fishing and maritime cluster 
Performance Measures   Performance Target      Actions 
Grow existing and attract  Increase/expand existing    Support existing customer base efforts to grow 
new seafood value       seafood customers.        Survey current customers at Terminal 91 to
determine what additional operational
requirements would be of benefit to them 
Attract new seafood       Recruit new seafood companies to the Port 
customers. 
Develop Fishermen's    Return to Commission by   Obtain consultant, perform outreach, and
Terminal Strategic Plan   end of Q4 with design      develop concept alternatives 
and obtain Commission   concepts 
approval 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  ADVANCE THIS REGION AS A
LEADING TOURISM DESTINATION AND BUSINESS GATEWAY 
Objective: Double the economic value of cruise traffic to Washington State 
Performance Measures   Performance Target      Actions 
Grow our market share in  Commitment from        Provide POS representation in the Cruise Lines
homeport cruise industry   customers for shorter       International Association (CLIA) Executive
itineraries for 2017 and     Partner Program at annual CLIA events
beyond               including the Leadership Forum, Congressional
Commitment from new    Caucus and Cruise3Sixty tourism/ travel trade
customer for homeport     show. CLIA provides forum to influence 
vessel for 2017 and beyond   positive outcomes through engaged participation
of stakeholders, aligning messaging on critical 
issues to speak through one voice 
Support Cruise Shipping Miami- Seatrade
Miami, West Coast Collaborative, Cruise the
West (CTW). Work with other ports in CTW to
promote West Coast/ Alaska and Hawaii cruise
markets at annual industry conference and trade
show. Cost of booth shared with other Ports 
Work with other Pacific Northwest ports on 
joint marketing efforts to promote shorter cruise
itineraries. 
Prepare Port of Seattle for  Identify operational        Work with the airport staff to improve
the changes occurring in   improvements to increase    passenger/bag efficiencies and logistics between
the cruise Industry       passenger terminal         P66, SCCT and STIA 
Larger ships will        efficiencies 
Work with Customs Border Patrol (CBP) to
eventually be on the West
improve passenger processing efficiencies (i.e.
Coast 
explore onboard clearance) at P66, SCCT and
STIA 

Page 7

Advance conceptual design  Work with SPM, AV and consultants to
development, estimate cost,  increase/optimize P66 passenger processing
schedule and permitting     capacity and utilization 
requirements for potential
Seek long-term berthing commitment from
cruise terminal expansion 
cruise line for future large ship 
Complete dredge of east    Complete work with agencies to permit
cruise berth at Terminal 91   dredging project 
Increase pre and post     Increase the awareness of   Partner with Visit Seattle, Washington Tourism
cruise passenger stays in   the travel industry and top   Alliance and local business on familiarization
Seattle and the region     selling cruise travel agents   events and cruise line visits. Coordinate work
on Seattle and the region     with Port tourism effort 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  USE OUR INFLUENCE AS AN
INSTITUTION TO PROMOTE SMALL BUSINESS GROWTH AND WORKFORCE
DEVELOPMENT 
Objective: Increase the proportion of funds spent by the port with qualified small business firms on
construction goods and services to 40% of eligible dollars spent 
Performance Measures   Performance Target      Actions 
Maintain high level of    Continue record of more    Execute contracts that support achieving target 
contract and consultant    than 40% of funds spent by
work performed by small  the Maritime Division on
businesses             contracting going to small
businesses 
Objective: Increase work force training, job and business opportunities for local communities in
maritime, trade, travel and logistics 
Performance Measures   Performance Target      Actions 
Support workforce      Support workforce       Interface with Manufacturing Industrial Council
development in maritime  development in maritime    of Seatttle 
cluster                 cluster 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  BE THE GREENEST AND
MOST ENERGY EFFICIENT PORT IN NORTH AMERICA 
Objective: Meet all increased energy needs through conservation and renewable sources 
Performance Measures   Performance Target      Actions 
Reduce electrical energy   No increase in electrical      Install outdoor lighting upgrades at
needs through         energy use from 2011        Fishermen's Terminal and Jack Block Park
conservation with       baseline by 2020            in 2016 
positive financial metrics                          Perform energy audit at one other Maritime
facility per energy performance plan for
inclusion in 2017 Capital Budget 

Page 8

Increase use of renewable  Include cost effective      Identify one cost effective renewable energy
energy              renewable energy project in   project by Q4 2016 
2017 Capital Budget 
Objective: Meet or exceed agency requirements for storm water leaving facilities owned or operated
by the port 
Performance Measures   Performance Target      Actions 
Meet conditions of Port   No non-compliance       Prepare annual report to Ecology to demonstrate 
Phase I municipal       conditions              2015 compliance. Track 2016 compliance for 
National Pollutant                           2017 report. 
Discharge Elimination
System (NPDES) permit 
Implement and manage   Assess and survey condition   Collect stormwater fees for Port Stormwater
Port Stormwater Utility   of all stormwater           Utility accurately, correctly, and verifiably
to deliver efficient and    conveyance by 2018 and       beginning on January 1, 2016 
effective stormwater     complete maintenance of      Extend utility billing/lease boundary
services               30% of stormwater system     database system to all sites by end of 2016 
by 2020 
Assess 40% of stormwater infrastructure by 
Q4 
Identify and plan for rehabilitation of
stormwater system for 200 acres 
Objective: Reduce air pollutants and carbon emissions 
Performance Measures   Performance Target      Actions 
Meet Northwest Ports     Admin-1: Port          Admin-1: Complete fuel efficiency (including
Clean Air Strategy goals   Administration fuel        anti-idling and other operational measures) plan
efficiency plan (including    for Port fleet 
anti-idling and other
operational measures) for
for Port vehicle fleet
maintained 
Reduce carbon emissions  Conduct 2015 The Climate   Complete TCR inventory and submit to TCR 
from port operations      Registry (TCR) inventory
by Q3 2016 
Downward trend in total    Analyze results and trends in Green House 
Green House Gases (GHG)  Gases emissions 
emissions reported to The   Update energy performance plan to ensure
Climate Registry          continued downward trend in Green House
Gases emissions 



Page 9

Objective: Anchor the Puget Sound urban-industrial land use to prevent sprawl in less developed
areas 
Performance Measures   Performance Target      Actions 
Industrial land use       Replace Industrial         Engage in in City public process associated with
regulations in City's      Commercial "IC" zoning    land use studies and processes by 
Comprehensive Plan     with a new industrial zone    advocating with City staff, 
update and in City land    concept that better
use code support a       incentivizes industrial       writing comment letters as opportunities
growing maritime      development and maritime-     arise, 
business              related development. Target    providing public testimony at City Council
2016                  meetings, and; 
City's Comprehensive Plan   collaborating with a wide range of
update process retains        stakeholders aligned with industrial
and/or improves the         preservation and coordinate mutual actions
preservation of industrial       as appropriate 
land use policies and
protects freight corridors.
Target: Annually 
City's arena triggered land
use studies result in no
residential or lodging uses
in the stadium overlay
district and that these
studies result in enhanced
industrial friendly land use
regulations in the
Duwamish manufacturing/
industrial center. Target: 
2016-2018 
Objective: Restore, create and enhance 40 additional acres of habitat in the Green/Duwamish
watershed and Elliot Bay 
Performance Measures   Performance Target      Actions 
Create 13 acres of habitat  Construction underway by    (assumes Trustee negotiations completed in 
at T117 by 2017        Q3                  2015) 
Bid and award T117 project by Q1 2016 
Start construction T117 project by Q3 2016 
Develop habitat        Develop a wetland habitat    Prospectus approved by interagency review
restoration into a line of   mitigation bank and          team Q1 2016 
business              evaluate other opportunities   Instrument approved Q3 2016 
for revenue generation 
Investigate potential of using habitat sites for 
City of Seattle ILF program mitigation 


Page 10

Objective: Pursue better ways to address and implement environmental regulations 
Performance Measures   Performance Target      Actions 
Implement          Lower Duwamish        1. Activated carbon study construction in 2016. 
Comprehensive       Waterway              Monitor results in 2017-2019 
Environmental Response,  1. Complete Lower
Compensation, and       Duwamish Agreed Order
Liability Act (CERCLA)    work by end of 2019 
and Model Toxics 
Control Act (MTCA)     2. T115N Remedial       2. Submit draft report by Q2 
projects as efficiently and     Investigation and 
Feasibility Study.                                  effectively as possible 
Submittal of draft
Remedial Investigation
in 2016 
East Waterway          3. Draft final report resubmitted to EPA by end
3. East Waterway          of Q2. 
Feasibility Study
finalized in 2016. EPA
signs Record of Decision
(ROD) and design phase
initiated by 2020. 
4. Design and implement   4. Complete design by Q4 
the remedial action at
T30 cleanup site by Q4 
2017 

STRATEGY: MANAGE O UR FINANCES RESPONSI BLY - OPTIMIZE MARITIME FINANCIAL
PERFORMANCE 
Objective: Meet 2016 fin ancial targets 
Performance Measures   Performance Target      Actions 
Maritime Division 2016   Net Operating Income of     Continually monitor potential risks to Net 
Net Operating Income     $TBD Million at         Operating Income 
12/31/2016 
Develop plans to mitigate or offset potential
losses resulting from these risks 
Maintain and enhance    Match occupancy targets of  Meet or exceed property occupancy targets that
Maritime Industrial/      Seattle close-in market for   match Seattle close-in market for our
Commercial Property    industrial and commercial   industrial/commercial property 
Occupancy Rates and    properties 
Key negotiations include option to extend lease
Budgeted Revenue 
with Marel Seattle Inc. consisting of three leases
at Terminal 91 and option to renew lease with
WSDOT at Terminal 106 East 


Page 11

Achieve average moorage  Recreational Marinas 95%   All staff continue to provide an extraordinary
occupancy target for year                       customer service experience (GEM-Going the
Fishing and Commercial
Extra Mile) 
facilities (Fishermen's
Terminal/Maritime       Operations and Marketing staff review monthly
Industrial Center) 80%      occupancy, demand, and trends together. Adjust
action plans as needed. 
Objective: Grow Maritime Division Net Operating Income 
Performance Measures   Performance Target      Actions 
Complete Street Vacation  Complete all T18         Reach agreement with City on Street Vacations
obligations to the City of   requirements by the end of    conditions 
Seattle for Terminal 18    2016 
Objective: Reduce the Port's environmental liability through cost recovery 
Performance Measures   Performance Target      Actions 
Partner reimbursements   Port partners are invoiced   Timely preparation of partner billings 
invoiced and partners pay  within 30 days after month-   Monitor timeliness of partner payment with
in a timely manner       end                  follow-up on any deliquencies 
Department of Ecology   Submissions are completed  Proper set up of processes to to efficiently and
Grants are processed     and reviewed within 30     effectively comply with grant requirements 
quarterly              days after quarter-end       Timely preparation and review of grant
submissions 
Insurance submittals are   Submissions are completed   Proper set up of processes to efficiently and
completed monthly      and reviewed within 45     effectively meet insurance requirements 
days after month-end.       Timely preparation and review of insurance
submissions 
Objective: Maintain existing assets and invest in new developments to sustain and enhance Maritime 
Division vitality 
Performance Measures   Performance Target      Actions 
Implement capital       Shishole Bay Marina      Work with Project Management to assist
projects               Restroom Buildings:       completion of projects per plans. 
Complete design and begin
construction by Q3 2016 
Comprehensive Maritime  Expand plan to include     Have updated list of needed projects available
Division Asset         Commercial and         for budget process 
Stewardship Program     Recreational Marinas       Monitor plan and implement minor repairs per 
Maritime Division Asset Stewardship Program. 



Page 12

STRATEGY: HIGH PERFORMANCE ORGANIZATION 
Objective: Align leadership, people and systems with strategic priorities and plans 
Performance Measures   Performance Target      Actions 
Alignment of Maritime   Maritime Division staff     Maritime Division "All-Hands" meetings are
Division staff with       have been briefed on       held on a monthly basis where staff is briefed on
strategic priorities and     Maritime strategic priorities  current events including at least annually
plans                and plans               Maritime Division Strategic Plan. 
Develop staff capabilities,  Identify and implement     Provide introductory LEAN training 
bench strength and       targeted training to increase  Provide other targeted training as identified 
opportunities           employee capabilities 
Objective: Strengthen a high integrity, continuous improvement culture 
Performance Measures   Performance Target      Actions 
Work process         Staff is process         Leadership reinforces need to continually look
improvements         improvement oriented     for ways to do things more effectively and
implementing small       efficiently, even with small changes 
improvements as well as    Celebrate successes in implementing process
more significant items.      improvements both big and small 
Objective: Increase organizational/individual ownership for safe/secure work practices and healthy
living 
Performance Measures   Performance Target      Actions 
Maritime Security       Provide support in        Provide information and tools needed for each
Program Manager      developing and maintaining  department to develop COOP 
supports Non-Aviation    COOP                Information sharing for individuals to be
Departments with their                       prepared at home and within their own work
Continuity of Operations                      environment 
Plans (COOP) 
Attain perfect score on    100% on year-end 2016      100% of Commercial and Recreational Marina
the Health and Safety     Safety Plan audit (published   employees complete all requirements and
Plan audit for marinas     Q1)                   training as specified in the facility safety plans 






Page 13

This page is intentionally left blank 
















APPENDIX  MARITIME DIVISION BUSINESS AND SERVICE GROUPS

MARITIME DIVISION 2016 BUSINESS PLAN 
Appendix containing 2016 Business Plan Documents for: 
Cruise & Maritime Operations              Pages A1-A6 
Commercial & Recreational Marinas         Pages A7-A17 
Environmental Services & Planning          Pages A18-A23 
Marine Maintenance                       Pages A24-A26 
Maritime Finance                          Pages A27-A31 











APPENDIX  MARITIME DIVISION BUSINESS AND SERVICE GROUPS

This page is intentionally left blank 

















APPENDIX  MARITIME DIVISION BUSINESS AND SERVICE GROUPS

CRUISE & MARITIME OPERATIONS 2016 BUSINESS PLAN 

MISSION: 
Provide safe, secure and efficient cruise ship terminals and cargo handling maritime facilities which include
large vessel berthing docks for moorage, working apron areas and related equipment, cruise passenger
terminals, utilities and services to encourage current and new customers to move greater amounts of marine
tonnage and cruise passengers through the Port of Seattle. Market and provide cruise ship services and
facilities that maintain and grow the cruise business in the Seattle area. These facilities and services will
enhance the economy of the region, protect jobs and provide a reasonable rate of return to the Port of Seattle
and the citizens of King County while advancing the Port's Century Agenda Goals. 
DESCRIPTION: 
Cruise & Maritime Operations is made up of multiple deep water commercial moorage facilities in and around
the harbor with over 17,000 lineal feet of large vessel berth moorage including two cruise passenger terminals.
Maritime Facilities include: T91 piers 90 and 91, T46 North; plus vessel berths at P2, P17, 18N, P25, P28, 
P34, P69, and other maritime facilities. The two cruise terminals include a single cruise vessel berth facility at 
Pier 66, the Bell Street Pier Cruise Terminal, and a two berth facility at Terminal 91, the Smith Cove Cruise 
Terminal. 
Customers include cruise lines, cruise terminal operator, charter and excursion vessels, tug and barge
companies, large fishing and commercial vessels, ships of state and other government vessels. Industry sectors
served include cruise, marine transportation, staging and transport, stevedoring service providers, the
commercial seafood industry, bunker and distillate fuel distribution, and tug and barge services. 
STRATEGY: 
2016 Business Strategy will focus on continued outreach to potential maritime business sectors in efforts to
increase utilization levels of Maritime facilities. Staff will continue to seek opportunities to grow our port's
market share of maritime business activity which aligns with the Century Agenda goals of supporting job
growth in our region. For 2016 overall strategy for Cruise & Maritime Operations will focus on growth
opportunities, increasing revenue and securing long term business commitments. Identifying synergies
between all sectors of the newly reformed Maritime Division 
Cruise: For the cruise business, our strategy is to market Seattle as a homeport and a port of call to cruise lines
serving Alaska and the Pacific Northwest. Our goal is to maintain and grow our market share, increase cruise
passenger volumes and annual number of ship calls. We also create value for our customers by making our
cruise terminals more efficient and cost effective; working with the Airport and logistic providers along with
our cruise terminal operator to improve the operations and passenger experience at the cruise terminals and
Airport; and working with the tourism and business community so that we maximize economic impact from
visiting passengers and cruise ships. A priority focus for 2016 will be expansion/ renovation/ redevelopment
opportunities of Port cruise facilities. 
Maritime Operations: For docks/commercial moorage facilities, we will work with the terminal operators,
tugboat, fishing industry, stevedoring companies, vessel agents and other dock users to maximize the use of
vessel berthing and dock facilities providing net income to the port. We focus on providing customer value
through building and maintaining relationships with our key customers, and continually strive to better
understand and anticipate their business needs. Retaining our current customers across all maritime sectors
continues to be a key focus. We also invest in strategic capital improvements to maintain and improve
facilities, accommodate current customers' needs, attract new business, and enhance revenue from our
facilities. 

Page A-1

Focus for the coming year will be on retaining customers and growing core business, asset stewardship-- 
annual maintenance procedures and condition monitoring, advancing capital improvement programs that align
with competing Maritime Division priorities, completing projects underway and expanding our green gateway
strategy. This will include identifying storm water improvements needed at T91 along with seeking energy
efficiencies and reducing operating costs through use of new technology in energy efficient yard lighting and
security equipment. 
Maritime Security: The focus of Maritime Security will be to maintain compliance with regulations and
policy, reduce security risks and to enhance business through identifying potential security technologies to
improve the efficiency of our Port and customer operations and to reduce cost-of-investment when possible
through the effective use of any available grants. Maritime Security will continue to provide security services
to the Corporate, Economic Development and Maritime Divisions. Emergency Preparedness: In connection 
with the Airport Emergency Management program which covers the entire organization, Maritime will support 
Non-Aviation Departments in developing and maintaining their department Continuity of Operations Plans
(COOP), Emergency Response Plans and Preparedness and assist in response to Non-Aviation emergencies.
Updates will be made to the Maritime Emergency Preparedness program, and information sharing and
education will be provided to Non-Aviation staff to better prepare themselves for an emergency situation. 
INDUSTRY ASSESSMENTS: 
Cruise 
Global industry growth expected to continue in 2016. According to recent CLIA report, in the U.S. alone the 
cruise industry contributes $44 billion in positive economic benefits, including 363,000 jobs with direct and
indirect employment paying more than$18 billion in wages. Market growth supported with global fleet
expansion, larger ships with new product innovations to meet the high demands of consumers. Alaska
Cruising market remains strong. Cruise lines continue to present some of their best products here in the North
West. 2016 vessel schedule for Seattle brings a larger RCI ship to the collective fleet. 
Maritime Operations 
Heightened regulatory and environmental standards driving industry change. Requirement for cleaner fuel for
ocean going vessels operating within the Emission Control Area (ECA). Supply of suitable and affordable
marine terminals is growing increasingly scarce in the NW. Ongoing consolidation of the commercial fishing 
fleets will require changes in facilities and services to meet demand of larger homeport operations. 
BUSINESS ASSESSMENTS: 
Cruise 
Expecting moderate growth for Seattle in 2016. Larger vessels confirmed. Revenue passenger counts expected 
to increase to more than 900,000. Based on continued surveys Seattle cruise passengers level of satisfaction
exceeds industry standards. Passengers surveyed have expressed strong desire to return to Seattle again in the 
future. The number of pre and post cruise passenger visits is steadily increasing in the region. 
Maritime Operations 
Fishing fleet homeport demand is expected to remain stable in 2016. Fishing, tug and barge companies making 
significant investment in vessel improvements and system upgrades. Other marine industrial moorage is
expected to remain stable with moderate growth overtime. Energy sector driving change in maritime facilities,
as forward effort continues in oil exploration north Alaska and LNG for marine vessels becomes more
prevalent in our region. 


Page A-2

CHALLENGES AND OPPORTUNITIES: 
Challenges 
Aggressive schedule of Cruise Line customers to expand facility passenger capacity by 2017. 
Controlling the cost of building, maintaining and operating marine terminals. 
Limited capital capacity for investment in cruise terminal modernization for larger ships and new
technology. 
Opportunities 
Increased demand for shorter cruise itineraries. 
Customer expressed desire to bring larger Cruise ships to Homeport out of Seattle 
Ability to set up short term TWIC berths. 
Opportunities for homeport bases supporting seafood, tug and barge fleets, mega yachts and 
Commercial vessels 

2016 STRATEGIES AND OBJECTIVES 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  POSITION THE PUGET
SOUND REGION AS A PREMIER INTERNATIONAL LOGISTICS HUB 
Objective: Structure our relationships with Washington ports to optimize infrastructure investments
and financial returns 
Performance Measures   Performance Target      Actions 
NWMTA/CAPA meeting Maintain engaged      Provide POS representation from business group
participation            participation through       and legal department in all meetings of 
discussions with WA and   NWMTA and CAPA/NWMTA regarding rates 
CA port authorities to      and terminal investments 
advance common interests 
Objective: Triple the value of our outbound cargo to over $50 billion 
Performance Measures   Performance Target      Actions 
Increased frozen seafood  Grow volume to over       Partner with Seafood customers to attract more
cargo volume          50,000 MT             cargo through Port Facilities. Ensure port use
fees reflect current market consistent with value.
Perform survey of NW ports fee structures 
Objective: Double the economic value of the fishing and maritime cluster 
Performance Measures   Performance Target      Actions 
Grow existing seafood    Increase/expand existing    Support existing customer base efforts to grow.
value                seafood customers         Survey current customers at T91regarding what
additional operational requirments users of the
facility would benefit from 
Attract new seafood     Attract new seafood       Recruit new seafood companies to the Port 
value                customers 

Page A-3

Additional dry storage    Meet fishing and maritime   Complete an analysis to develop a new portable
facilities T91            customer on site dry storage  dry storage facility at T91 by year end  size and
needs in support their       placement location TBD 
operations at T91 
Review market demand
Determine feasibility and
for Dry Boat staorage                          Determine demand through Market analysis 
cost and location to develop
dry boat storage 
Complete rehabilitation   Redevelopment of berths 6   Complete an analysis to make a decision
of Pier 90 structure.       and 8 with adjacent uplands.   regarding prioritization/funding plan for the
design and permitting. 
Consider other use for this area. 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  ADVANCE THIS REGION AS A
LEADING TOURISM DESTINATION AND BUSINESS GATEWAY 
Objective: Double the economic value of cruise traffic to Washington State 
Performance Measures   Performance Target      Actions 
Grow our market share in  Commitment from        Provide POS representation in the CLIA
homeport cruise industry.   customers for shorter       Executive Partner Program at annual CLIA
itineraries for 2017 and     events including the Leadership Forum,
beyond.               Congressional Caucus and Cruise 3 Sixty
tourism/ travel trade show. CLIA provides
Commitment from new
forum to influence positive outcomes through
customer for homeport
engaged participation of stakeholders , aligning
vessel for 2017 and beyond 
messaging on critical issues to speak through
one voice 
Support CSM- Seatrade MIAMI  West coast
port collaboration "Cruise the West Assoc
CTW " Work with other ports in CTW to
promote West Coast/ Alaska and Hawaii Cruise
Markets at annual Industry Conference and
Trade Show. Cost of booth shared with other
Ports 
Work with other PNW ports on joint marketing
efforts to promote shorter cruise itineraries. 
Prepare Port of Seattle for  Identify operational        Work with the airport staff to improve
the changes occurring in   improvements to increase    passenger/bag efficiencies and logistics between
the cruise Industry       passenger terminal         P66, SCCT and STIA 
Larger ships deployed to   efficiencies 
Work with Customs Border Patrol (CBP) to
the West Coast Market 
improve passenger processing efficiencies (i.e.
explore onboard clearance) at P66, SCCT and
STIA 

Page A-4

Advance conceptual design  Work with SPM, AV and consultants to
development, estimate cost,  increase/optimize P66 passenger processing
schedule and permitting     capacity and utilization 
requirements for potential
Secure long-term berthing commitment from
cruise terminal expansion 
cruise line for future large ship. 
Complete dredge of east    Complete work with agencies to permit
cruise berth at Terminal 91   dredging project. 
Increase pre and post     Increase the awareness of   Participate with Visit Seattle, Washington
cruise passenger stays in   the travel industry and top   Tourism Alliance and local business on
Seattle and the region.     selling cruise travel agents   familiarization events and cruise line visits.
on Seattle and the region.     Coordinate work with Port Tourism effort 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  USE OUR INFLUENCE AS AN
INSTITUTION TO PROMOTE SMALL BUSINESS GROWTH AND WORKFORCE
DEVELOPMENT 
Objective: Increase the proportion of funds spent by the port with qualified small business firms on
construction goods and services to 40% of eligible dollars spent 
Performance Measures   Performance Target      Actions 
Review maintenance and  Identify small business    Select small business contractors from CPO
small cap work for small  contractors             business list when need for outside services is
business opportunities                          necessary 
Objective: Increase work force training, job and business opportunities for local communities in
maritime, trade, travel and logistics 
Performance Measures   Performance Target      Actions 
Veterans fellowship     Hire one Veterans Fellow in   Seek opportunites to hire a Veterans Fellow in
program            2016                the Maritime Division 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  BE THE GREENEST AND
MOST ENERGY EFFICIENT PORT IN NORTH AMERICA 
Objective: Collaborate with industry to reduce environmental impact while enhancing our
competitive advantage 
Performance Measures   Performance Target      Actions 
Represent the maritime   Reach agreement between   Facilitate communication with all parties, Port
Division in Memorandum  the three signatories of the   Commission and staff and the cruise lines and
of Understanding        MOU on crafting         participate in meetings and conference calls 
between the Port of       amendments to improve the
Seattle, CLIA-NWC and   program 
Ecology 


Page A-5

STRATEGY: MANAGE OUR FINANCES RESPONSIBLY  OPTIMIZE MARITIME FINANCIAL
PERFORMANCE 
Objective: Grow Maritime revenue 
Performance Measures   Performance Target      Actions 
Revenue growth        Commerical moorage      Market available berth space. Seek new use of 
increase                P69 Berth  Secure lease agreement for P-34 
Dolphins 
Revenue growth        Identify new business      Advance marketing efforts for attracting Mega 
prospects               Yacht business 
Revenue growth        Identify new business      Determine feasibility for passenger water taxi 
prospects               T91 to down town 
STRATEGY: HIGH PERFORMANCE ORGANIZATION 
Objective: Align leadership, people and systems with strategic priorities and plans 
Performance Measures   Performance Target      Actions 
PREPs aligned with Port  100% of CMOS annual     Ensure all staff Performance Plans incorporate
priorities               PREPs include metrics tied   at least one metric tied to Port Strategic
to Port priorities         Priorities and Plans 
Employee development 
Objective: Strengthen a high integrity, continuous improvement culture 
Performance Measures   Performance Target      Actions 
Continuous Process      One new idea for CPI      Review Maritime Operations billing procedures.
Improvement (CPI)      evauluation            Adopt, Implement new methods 
Embrace CPI improvements  CMOS aware of emerging new processes, and
adopted by Maritime      adopts when appropriate 
Division 
Objective: Increase organizational and individual ownership for safe and secure work practices and
healthy living 
Performance Measures   Performance Target      Actions 
Support Non-Aviation    Provide support in        Provide information and tools needed for each
Departments with their    developing and maintaining  department to develop COOP. 
Continuity of Operations  COOP                Information sharing for individuals to be
Plans (COOP)                           prepared at home and within their own work
environment 
Personal Protective      100% compliance/ Safety    CMOS staff utilizes appropriate PPE when on
Equipment (PPE) on                       terminals/construction sites. No Injuries 
jobsites 


Page A-6

COMMERCIAL AND RECREATIONAL MARINAS 2016 BUSINESS PLAN 
MISSION: 
To operate recreational marinas, commercial fishing harbors and commercial properties in a way that
distinguishes us from other marinas by: offering a full-range of products and services of value; delivering
extraordinary customer service; using our creativity to provide amenities and events that make us unique;
operating efficiently and cost-effectively; maximizing the assets that we manage for the Port; ensuring
compliance with all legal, financial, and regulatory aspects of ownership; providing a rewarding work
environment for our employees; and promoting a spirit of partnership within the communities that we serve.
Our goals will be accomplished with professionalism, integrity, and respect for the environment in support of
the mission of the Maritime Division and in alignment with the Port's Century Agenda. 
DESCRIPTION: 
The Commercial and Recreational Marinas' Group includes five marinas serving commercial and recreational
vessels as well as tenants of commercial buildings. The two commercial fishing moorage facilities, home to
the North Pacific Fishing Fleet, provide space for more than 600 commercial fishing vessels, commercial and
Tribal work vessels as well as recreational vessels. The three recreational marinas provide facilities for more
than 1,600 recreational, commercial fishing, and commercial pleasure vessels and 13,000+ guest boaters. The
waterside facilities provide floating moorage slips, fixed piers, inside and outside storage, cranes/hoists, fuel
dock/store and other products and amenities. Landside facilities are comprised of 219,000 square feet of
commercial buildings that include 85 offices, industrial and retail leases, which include a shipyard, two
boatyards, a marine transportation operation, retail shops, restaurants, sailing clubs, yacht brokers and more. 
Port facilities are: 
Bell Harbor Marina - a recreational marina on the Seattle Central Waterfront 
Fishermen's Terminal  the Homeport of the North Pacific Fishing Fleet is primarily a commercial
marina with commercial buildings that also accomodates recreational vessels, located at the north end
of Seattle on the Lake Washington Ship Canal 
The Maritime Industrial Center - a commercial marina with commercial buildings to the west of 
Fishermen's Terminal on the Lake Washington Ship Canal 
Harbor Island Marina - a recreational marina at the southwest end of Seattle at Terminal 102 
Shilshole Bay Marina - a recreational marina in the north end of Seattle, west of Ballard, next door to 
Golden Gardens Park 
Providing extraordinary customer service (GEM-Going the Extra Mile) is our primary focus. Customers
include: office, industrial and retail tenants, commercial and sport fishermen; commercial pleasure and work
boat operators; recreational boaters including mega-yacht owners; Tribal members; and other commercial
businesses including boating charters, sailing clubs, yacht brokers, parasail operator, kayak rental, a fuel dock
operator and more. 
There is a strong link between each of the facilities and our neighboring communities of Ballard, Magnolia,
Central Seattle Waterfront and West Seattle. 




Page A-7

STRATEGIES: 
Meet or exceed net operating income targets by maintaining market rates and achieving our occupancy
goals. Focus on new revenue streams and expense reduction opportunities. 
Respond to changing market conditions and enhance the value of each asset by continuing to selectively
evaluate the various assets within our portfolio to identify and pursue new opportunities, such as strategic
redevelopment plans, for existing assets. 
Maintain and manage assets to meet market demands, while focusing on earning a greater return on the
publics' investments. Analyze future capital improvement alternatives considering total cost of ownership
and impact to the bottom line. 
Focus on effective expense controls while meeting the needs of our tenants and customers. 
Be a leader in innovation and creativity within the Northwest recreational marina industry by continually 
looking at ways to add value to our customer's experience and to the marina industry. 
Support the Century Agenda and its maritime jobs objective by growing boating through
partnerships with organizations involved in the engagement of youth in maritime activities/events
and boating programs. 
Promote environmental stewardship by operating clean and green marinas/harbors and further educating
customers and the public. 
Maintain safe and secure facilities via safety programs and employee vigilance; thereby minimizing the
potential economic and physical loss to the Port. 
Develop and mentor our employees to enhance their skills and to better serve our customers. 
INDUSTRY ASSESSMENT: 
The Commercial and Recreational Marinas Group encompasses three different specialties:
Commercial real estate management; fishing and commercial vessel moorage and services
management; and recreational vessel moorage and services management. 
Commercial Properties  Ship Canal/Ballard Submarket 
(Reference: Kidder Mathews 4th Q. 2014, Colliers 4th Q 2014, and CBRE 4st Q 2014) 
The commercial buildings at Fishermen's Terminal, the Maritime Industrial Center and Shilshole Bay Marina
are located within the Ship Canal/Ballard submarket and are generally considered to be Class B and C
properties due to their age and condition. 
The effects of the recession have subsided and according to local market reports we will experience steady
improvements throughout 2016. Class B and C vacancy has continued to decrease in the Ship Canal Market
and was at 4.4% in the 4th Quarter of 2014. Rates in lower Queen Anne/Lake Union dropped from 8.9% to
below 7.0%. As Seattle's Central Business District recovers and the vacancies there decrease, the
attractiveness and popularity of Fremont, Magnolia, Ballard and Wallingford are factors that have allowed
many buildings in the area to retain tenants and sustain more demand than some of the other office
submarkets. There are plans for a 500,000 sf office campus to be built along the Lake Washington Ship Canal
in Ballard. Tech companies like Google and Tableau Software have been filling up buildings in nearby
Fremont and the developer is banking on the property's waterfront location to draw tenants. Joining in this
rush of tech companies moving to Seattle is Expedia, who recently announced its plans to move their
headquarters from Bellevue to the 42 acre Amgen campus in Interbay. According to Colliers there is little to
no new office space available in Ballard. Construction of new development won't start until some of the space
is pre-leased. 

Page A-8

Class B and C Office 
The vacancy rate for Class B and C office space in the Ship Canal submarket is 4.5% compared to 6.5 %
vacancy rate in the Queen Anne/Magnolia submarket and a 10.0% overall vacancy rate for the Puget Sound
region. Market rent rates for Class B office spaces are slightly higher than those in 2014 and range from 
$16.50 - $19.50/sf /NNN for nicer well-kept Class B office space. Brokers indicated that a landlord would be
fortunate to get $16.50/sf/NNN today for Class B space with aging improvements. Some landlords are starting
to pull back on concession packages but many in this sub-market are still offering concessions that include a
combination of abated rent and up to $40.00/SF for tenant improvements, particularly in buildings with lower
occupancy. The Maritime Industry has a large presence is the Ship Canal/Ballard submarket and has not been
lured away due to the need to be in close proximity to the commercial fishing fleets located there. According
to most reports and to local brokers, rent and occupancy rates should continue to increase as consistent leasing
and positive absorption ease pressure on landlords. 
Industrial 
The Puget Sound Industrial market has rebounded in the past two years and has been showing steady
absorption which is expected to continue through 2016. Demand for industrial users remains high, especially
for larger warehouse space in the 50,000  100,000 sf range. Rental rates rose during 2014 and are expected to
hold steady in 2015 and 2016. For the third time in four years, the Puget Sound industrial total vacancy rate is
well below 7.0%. Total vacancy in the Kent Valley is 5.8% and in the Seattle/Close-In market the total
vacancy rate is 5.7%. 
The available quarterly reporting on industrial property focuses on the Kent Valley, where average rates for
warehouse/distribution are $.40-$.50/sf/mo for spaces under 10,000 sf. In the Seattle/Close-In market, average
rates are $.45-$1.00/sf/mo for medium to high grade buildings. These rates are both expected to increase
slightly in 2016. Average warehouse rates in the Ship Canal area are around $.55/sf/mo. Land in this 
submarket is ranging from $.15-.20/sf/mo, which is the same range as land in the Seattle/Close-In submarket. 
In general the Ship Canal submarket, Ballard in particular, is an extremely tight market and warehouse space
remains scarce. The warehouse vacancy rate reported in the Interbay submarket was 2.2%. A lot of buildings
are owned and occupied by businesses that have been there for decades. . 
Recreational Boating 
Nationwide, marinas are experiencing steady growth in the recreational boating industry. For 2014 nationwide: 
82% of marinas reported that they maintained their previous occupancy or improved it over the
previous year and 52% of marinas reported higher gross profits in 2014. However, a majority of the
facilities reported that their moorage rates remained at the 2013 level. 
Facilities saw the largest increased revenues with in-water rentals (kayaks, paddle boards, etc.), boat
rentals, restaurants, leased slips, fuel, and boat sales. For Washington State, the 4th Quarter of 2014
out sold the 4th quarter in 2013 by 98 boats. This was a 75% increase for new boat sales. The used
boat market still composes the majority of boat sales and they outperformed 2013 by 492 boats. 
The industry continues to be challenged by trending barriers such as the affordability of boats and boating,
attracting younger generations and minorities, and the emerging regulatory restrictions through taxes 
and reduced access to water. However, the 2015 Seattle Boat Show registered a drop in average age of
attendees from 51 to 48 years old, which was the first drop of this metric in sixteen years. In addition, boaters'
expectations are driving up marina operating costs by demanding moorage facilities to be more innovative in 
their approach toward customization, automation and personalization. Amenities, finishes, and architectural
details once considered high-end and reserved for the most luxurious marinas are making their way into the 
mainstream. 
Fishing and Commercial 
The long-term financial forecast for the commercial fishing industry is stable mainly due to sustainable
fisheries in the Bering Sea and Gulf of Alaska. The Alaska fisheries are recognized as the most successfully
managed fisheries in the world, ensuring the success of the industry in the future. 
Page A-9

Fishing and commercial boat operations continue to remain strong in the Puget Sound region. Revitalization
of the large boat fleet is a good indicator of the health of the industry and commercial fishing companies
continue to plan for, and are starting to build, new boats to replace aging fishing vessels. 
In addition to new vessel construction, the Puget Sound region benefits from dollars spent on maintenance and
improvements to commercial fishing boats in the off season. According to a 2012 economic impact study by
the Workforce Development Council of Seattle and King County, there were 57,700 workers and $30 billion
impact by the maritime industry to our region. 
Although Alaska ports are working to build better infrastructure to support the small boat fleets, Puget Sound
continues to be very attractive for off season moorage for all sizes of commerical boats due to better weather
conditions conducive to working on boats as well as an established parts and service network. 
BUSINESS ASSESSMENT: 
Fis herm en' s Termi nal and The Mari ti me I ndust ri al Center - Waterside 
Commercial fishing vessel moorage demand remains steady with annual occupancy over 80%, even with the
majority of our customers leaving to work in Alaska for various parts of the year. Small commercial fishing
boats (<40') is the market that is most at risk due to the expense of operating a boat, owners retiring and boats
relocating. We are able to compensate for this loss of business to some degree by providing monthly moorage
for smaller recreational vessels which do not require year round moorage. 
Daily moorage demand for use of the loading docks on the West Wall and the Northwest Dock continue to
exceed supply at certain times of the year. Because many of our customers work in the same fisheries, they all
have the same deadlines and plans and accommodating all of them during key times of the year is challenging. 
Demand for gear storage, both inside and outside, continues to be strong and exceeds supply. Currently there
are no ground floor storage lockers (net sheds) available and all outside fenced storage gear does not fit into
the fenced storage areas resulting in net pallets loaded with gear being placed throughout the terminal. 
Dock and moorage assets at Fishermen's Terminal are all fairly new with the exception of the Northwest Dock,
which is the oldest dock and now approaching thirty years old. Available shore power systems for the various 
sizes of boats continues to set us apart from our competition. Over the next ten years, the capital plan for the 
entire Fishermen's Terminal property calls for as much as $90 million in projects such as the NW Dock
improvements, Docks 3 & 4 rehab, corrosion protection to seawalls, Net Shed buildings roof replacements, 
and the Maritime Industrial Center west and central pier resurfacing. These projects are subject to the overall 
Port of Seattle capital plan funding priorities. 
The financial outlook for the terminal is projected to continue to be stable. The opportunity for increasing
revenues will come from increasing the number of recreational vessels, as the recapitalization of the distant
water large vessel fishing fleet will, for the most part, replace old vessels with new ones, not necessarily
adding vessels to their respective fleets. However, the recapitalization of the commercial fleet represents a
stable and well managed industry. Moorage rates at the terminal for fishing and commercial vessels are at
market when compared to other Puget Sound public ports. Recreational vessel rates at the terminal are at
market as compared to local marinas. We continue to look at Fishermen's Terminal in an enterprenial fashion
for revenue generating opportunities. 
Fis herm en' s Termi nal and The Mari ti me I ndust ri al Center - Landside 
The commercial property occupancy rate at Fishermen's Terminal is 97% and at the Maritime Industrial
Center is also 97%. The office industry widely considers the average long term occupancy rate for office
space to be 95%. The main focus throughout 2016 will be to remain creative in retaining existing tenants and
maintaining property values. Continuous efforts will be made in offering excellent customer service,
increasing rental rates levels on renewals and accommodating space reductions and expansions while
improving space for quality tenants. 

Page A-10

Starting negotiations earlier to renew leases with existing tenants and providing rent abatement concessions in
exchange for longer lease-term commitments will keep the rents at market rate and be a pro-active move in
assuring tenants are not lured away by the new development of office space in nearby Ballard. 
There is a small amount of vacant office space that we will continue to market using the various MLS sites for
commercial office space. We will also be working closely with the Commercial and Recreational Marinas
Group to secure maritime related tenants that can use both the landside and waterside assets at the two
facilities. 
Shilshole Bay Marina - Waterside 
Monthly moorage occupancy remains strong at over 95% at Shilshole Bay Marina which handles the majority
of the port's monthly recreational moorage. The continued high level of success is attributed to the marina's
location, state of the art docks designed with good maneuverability and wide navigation channels, a strong and
active liveaboard community, and the customer focused experience the staff provides. Customer needs have
led to new revenue generating ideas which require more study such as: Gear storage rental, off-season RV 
use, additional non-port events, expanding the liveaboard cap and adding food trucks. There are plans in place
to analyze these ideas as well as to explore the following: Paid parking, providing Wi-Fi service to our 
customer which is now a common amenity in the industry; and soliciting development opportunities for an onsite
restaurant (ground lease) to attract guest moorage customers and the public. The marina will be facing a
number of major improvements over the next five years such as: replacement of the 1960's era
restroom/shower/laundry buildings that do not meet the needs of many of our customers; repairs to utilities;
repairs to the mile long parking lot/pavement; repair of the fuel dock building (built in 1962); and
rehabilitation to two docks that were not addressed in the 2006-2008 Dock Replacement Project. 
Shilshole Bay Marina - Landside 
The commercial property occupancy rate at Shilshole Bay Marina is 100%. The main focus throughout 2016
will be to retain existing tenants and maintain property values. Continuous efforts will be made in offering
excellent customer service, holding rental rates at current levels on renewals (if at market) and accommodating
space reductions and expansions while improving space for quality tenants. 
Bell Harbor Marina relies on short-term guest moorage revenues and remains the only marina with easy
access to the downtown corridor primarily. In the off season, a portion of guest moorage is changed over to
monthly moorage in order to increase revenues. As the local economy is showing signs of recovery, there is
an optimistic belief that Bell Harbor has the highest potential for future growth in terms of occupancy and
revenue. New floatation has recently been added to the docks that will help extend the life of these assets. In 
addition, the marina office has been remodeled to better help meet the needs of our customers. BHM is facing
capital improvement in the next few years to extend the life of the under pier pilings. The wavebreak panels
will have to be addressed in the future: however, the panels recently underwent an assessment that indicated
they have greater longevity than initially thought. BHM will eventually be affected by the waterfront
construction which could have an impact on its revenues in the near future. 
Harbor Island Marina is an aging facility. Plans are in place to begin repairs of E-dock (float used by
commercial tugs) in the fall of 2015. This dock is most in need of rehabilitation... Future dock repair projects
are planned to follow every two years. Harbor Island Marina has a lower price point that is attractive to many
cost-conscious boaters. This has led to the marina achieving a 94% occupancy rate, its highest rate in the past
two years. We expect this improving occupancy trend to continue for at least another two years as we 
continue to make repairs. A challenge for marina pricing is its proximity to two concrete plants which produce
dust on marina vessels. 



Page A-11

KEY CHALLENGES AND OPPORTUNITIES: 
Commercial Real Estate: 
Challenges 
Compliance with legal, financial and regulatory aspects of public entity ownership of real property can
result in having a less competitive edge than the private sector in the commercial real estate market
(contracting procedures, security deposit requirements, and limited flexibility in negotiations). This is
likely to be reflected in achievable lease rates at the lower end of the market range and/or lengthier
vacancies through missed opportunities. 
Having experienced high vacancy rates over an extended period, landlords of commercial real estate
will continue to aggressively pursue tenants looking for commercial space. Well-positioned and 
maintained properties that offer attractive amenity packages more readily benefit from improving
market conditions. 
Improving operating efficiencies in properties with aging infrastructure and implementing energy
conservation improvements will involve forward planning and capital investment. 
Increasing regulatory requirements increase maintenance costs. 
Opportunities 
The current real estate market appears to be trending toward continuing recovery which suggests more
opportunities for improving future revenue. 
Trends in lowering total operating expenses through maximizing building efficiency supports
investments made in energy conservation initiatives. 
Upland redevelopment in connection with the Fishermen's Terminal Strategic Plan. 
Recreational Boating: 
Challenges 
Keeping facilities available, customers satisfied and revenues coming in, during upcoming capital
improvement projects including Seattle waterfront construction projects. 
Maintaining assets responsibly within the Port system while still controlling costs. 
Designing and rebuilding the Shilshole multi-use service buildings (restrooms/showers/laundry) in a
way that will meet the needs of our customers and boost our current revenue streams. 
Receiving timely services from our Port Partners. 
To be understood as a business that is built on leisure, hospitality, and fun. 
To provide all of the services that our 1600 + customers need and the work product that our leadership
needs at three marinas with 17 staff members who cover a 7 days/week operation schedule. 
To find and implement new revenue streams without making the customers feel like they are being
nickled and dimed or being taken advantaged of. 
Opportunities 
Adding value to Shilshole Bay Marina and new revenues where possible through projects and grants
such as: Seaview Boatyard expansion, customer service buildings (restrooms/showers/laundry),
restaurant pad (ground lease), outdoor fitness trail, guest moorage kiosk, storage for boating
equipment, paid parking and bringing in more boatshows and 3rd party events. 

Page A-12

Exploring new lines of business that were previously not within the Port's strategy such as: dry stack 
moorage, creating a new Recreational or Commercial Marina at Harbor Island Marina, etc. 
Leveraging partnerships to create opportunities with CorinthianYacht Club, The Adventuress, Seattle 
Yacht Club, Northwest Marine Trade Association, to name a few. 
Utilizing new technologies to create efficiencies, such as an updated marina software system and
handheld technology. Provide reliable connectivity so that future income streams based on technology
would be available to us. 
Determining what additional staff services that we could charge for while not causing a labor issue. 
An example would be pressure washing boats. 
Fishing and Commercial: 
Challenges: 
Potential for further slow decline of the small boat fishing fleet (<40'). 
The price of fuel to vessel operators traveling to and from Alaska, likely at a new normal level. 
Poor weather conditions in June, July and August discouraging small recreational boat owners from
taking moorage. 
Capturing the new business from the revitalized large commercial boat fleet is essential to remain the
homeport of the North Pacific Fishing Fleet However, with the revitalized fleet comes longer stays on
the fishing grounds, as commercial fishing vessels are staying out of port longer to maximize 
economic returns by diversifying their use, i.e. from fishing to tendering. 
Opportunities: 
Retain business from commercial fishing customers who are recapitalizing their fleets. 
Continue to grow the recreational vessel fleet. 
Use visibility of the fishing and maritime industry economic impact results to promote legislation that
would incentivise continued growth within the industry. 
2016 STRATEGIES AND OBJECTIVES 
STRATEGY: MANAGE OUR FINANCES RESPONSIBLY  OPTIMIZE MARITIME FINANCIAL
PERFORMANCE 
Key Objective: Meet 2016 Financial Targets 
Performance Measure    Performance Target     Actions 
Commercial and        NOI before depreciation    Review performance monthly and adjust
Recreational Marinas      of ($TBD)               spending to meet the target. 
Group Total                               Execute the Marketing Plan and the 
Operations Plan. 
Work collaboratively with Marine
Maintenance to identify and implement
efficiencies throughout the year. 
Analyze additional revenue streams and
implement where feasible. 
Fishermen's Terminal      NOI before depreciation    Same actions as above. 
of ($TBD) 

Page A-13

Maritime Industrial Center   NOI before depreciation    Same actions as above. 
of $TBDK 
Shilshole Bay Marina      NOI before depreciation    Same actions as above. 
of ($TBD) 
Other Marinas           NOI before depreciation    Same actions as above. 
of ($TBD) 
Key Objective: Achieve Target Occupancy While Maintaining Market Rates 
Performance Measure    Performance Target     Actions 
Achieve moorage and     BHM Moorage: 74% FT    Develop and maintain an ongoing leasing
commercial occupancy    Commercial: 95% FT       and marketing strategy for assets that
targets by year-end.        Moorage:     80%         responds to current commercial real estate
HIM Moorage: 95%      market conditions that include
recommendations for: marketing; asking
MIC Commercial: 95%
rates based on market conditions;
MIC Moorage: 70%       concessions (i.e. improvement allowances
SBM Commercial: 95%     and rent abatements); level of maintenance;
SBM Moorage: 92%       capital improvements & utilization of
outside brokers 
All staff continue to provide an
extraordinary customer service experience
(GEM-Going the Extra Mile) through a
welcoming attitude, clean facilities and
docks, continuance of the GEM Program
and events. 
Operations and Marketing staff together
review monthly the occupancy, demand and
trends. Adjust action plans as needed. 
Increase daily and monthly  Increase daily and        Continue to implement where possible
recreational moorage at     monthly recreational        extending summer moorage availability at
Fishermen's Terminal      moorage over 2015         the beginning and end of the summer. 
Actual                Continue recreational customer outreach for
moorage availability and the quality of our
product via boat shows, NMTA, meeting
with customers and marine vendor groups. 
Increase guest moorage at    Increase daily and       Implement Marketing strategies/plans
BHM and SBM.        monthly recreational    specifically targeting guest moorage at SBM &
moorage over 2015      BHM through targeted marketing, event
Actual               advertising, creative partenerships and outreach. 
Key Objective: Identify and implement new revenue streams. 
Performance Measure    Performance Target     Actions 
Finding and fully vetting    Have one new revenue     Assemble list of revenue ideas and priotitize
potential new revenue      stream ready with plan to     by potential impact to revenue. Q1 
streams.                implement by the start of
Determine total costs and revenues for 3 of
Q1 2017. 
the top ideas. Give Finance the data to do a
long term analysis on ideas.Q3 
Page A-14

Develop plan for the item with the greatest
positive return.Q4 
Begin revenue stream implementation Q1 
2017. Q3 2017 develop plan for 2nd
revenue stream. 
Objective: Maintain existing assets and invest in new developments to sustain and enhance Maritime 
Division vitality 
Performance Measure    Performance Target     Actions 
Implement capital projects    Complete design and    Gain Commission funding approval for all
permitting for SBM      projects meeting the threshold. Work with
customer service        Project Management to assist with
center buildings         completion of improvements per Plans. 
(restroom, showers,     Continue Customer and Community
laundry, storage) Q3.      Communications and Coordination Plan
Construction bids for     working with Public Affairs. 
Customer Service
Bldg. and start of
construction by Q3. 
*Design for A-dock will only commence after
Complete the remodel  approval is granted by leadership. Any required
of SBM Fuel Float Q1.  construction will not be started until after
Begin design of SBM  restroom project is completed, May 2017. 
lower "A" Dock
improvements Q4. 
Complete design of 
BHM Pile Wraps Q4 
Complete the
refurbishment of HIM
Commercial E-Dock.
Q1. 
Implement planning
and design for FT
Paving Project Q3 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  USE OUR INFLUENCE AS AN
INSTITUTION TO PROMOTE SMALL BUSINESS GROWTH AND WORKFORCE
DEVELOPMENT 
Objective: Foster New Business Opportunities for Local Businesses 
Performance Measure    Performance Target     Actions 
Utilize small businesses     15% of direct expense.     When feasible, utilize qualified small
businesses. 
Objective: Increase Work Force Training for Local Communities in Trade, Travel and Logistics 
Develop a partnership with  Q4                 Work with Marine-related organizations such
other maritime groups to                       as,Corinthian Yacht Club, Seattle Yacht Club,
help expand youth maritime                    NW Marine Trade Association and/or the
programs                               Adventuress, etc, to develop programs, events
or relationships that will help expose youth to 
Page A-15

boating and the maritime industry. 
Hire interns              Hire by Q2             Hire an intern at FT and create a maritime
learning experience. 
STRATEGY: IMPLEMEN T  CENTURY AGENDA STRATEGIES  BE THE GREENEST, AND
MOST ENERGY EFFICI ENT PORT IN NORTH AMERICA 
Objective: Integrate Busi ness Friendly Environmental Objectives into our Organization 
Performance Measure    Performance Target     Actions 
Provide more vehicle      Determine method of      SBM: Work with Environmental to analyze
charging stations that will   implementation. Q4          and determine the means and methods of
support the growth of                           installing Electric Vehicle Charging
electric car utilization                               Stations. Q3- based on completed design
thereby improving the air                         and placement of restrooms, locate areas
quality.                                          that have easy utility access. Q4 - Analyze
available options: Port Installed or Private
vendor. 
2017, Q1  Move forward with design and
layout or begin RFP for Vendor solution.Q4 
implement design plan or sign contract. 
2018, Q1  project completed. . 
Utilize energy and resource  Designer fully analyzes    Work with Project Manager and designers to
efficiencies in the design    and discusses all         investigate green options for the Customer
and construction of the     opportunities for energy   Service Facility. Vet each relevant option
SBM Customer Service    efficiency, environmental  through the help of the Finance Department. 
Facilities.                impact and resources
used. 
Objective: Conduct Business Activities in Environmentally Appropriate Ways 
Performance Measure    Performance Target     Actions 
Maintain Clean Marina    Certification maintained    FT: Maintain regulatory requirements to
Washington/EnviroStar    and/or achieved Q4         achieve EnviroStar recertification by year- 
Certifications                                    end 
SBM/BHM/HIM: Maintain standards to
satisfy regulatory certification requirements
(certified every three years; 2014 last
certification) 
Enforce Marina Best      Zero regulatory         Marina staff continually educate customers
Management Practices     violations.              about the BMP's & agency regulations
(BMP's) & agency                         including enforcement. 
regulations. 
BMP Update Q4        Review FT & Recreational BMP's annually 
with Environmental and update as needed 



Page A-16

STRATEGY: HIGH PERFORMANCE ORGANIZATION 
Objective: Increase Organizational and Individual Ownership for Safe and Secure Work Practices
and Healthy Living 
Performance Measure     Performance Target     Actions 
Attain perfect score on the    100% on YE 2015 Safety   100% of employees complete all requirements
Health & Safety Plan audit   Plan audit (published Q1)   and training as specified in the facility Safety
Plans 
Objective: Align Leadership, People and Systems with Strategic Priorities and Plans 
Performance Measure     Performance Target     Actions 
PREP Plans include clear     Complete meetings     Managers meet with employees to ensure
accountabilities, measures,      with 100% of           understanding of accountabilities, measures
participation in Port           employees by end of      including linkages of their work to the 2016
diversity activity and a         January                strategies, goals, and actions. 
Personal Development Plan                      Staff members will attend or participate in
100% of PREP plans     one diversity activity per year. 
are completed on time    Each employee will include a personal
development plan in PREP; completion by
year by year-end. 
100% of Staff 
Employees and Managers complete PREPS 
on time. 
Objective: Strengthen a High Integrity, Continuous Improvement Culture 
Performance Measure     Performance Target     Actions 
Implement an industry     Q4                  Implement and complete the Work Plan
generated, 3rd party marina                         including software installation, training of
management system                          staff, working with ICT. 
Educate staff members     To be scheduled by       Require staff to attend a LEAN class by end
about Lean             Maritime Division         of Q4 (may need to be phased) 
Managing Director 
Implement work process     Q1 process review &    SBM: Review operation processes and
improvements utilizing the     prioritization.           prioritize by Q1. 
Lean process             Implement one new     Q4  Finalize agreed upon procedures and
process improvement     associated documents. 
by year-end 





Page A-17

MARITIME ENVIRONMENTAL & PLANNING 2016 BUSINESS PLAN 
MISSION: 
The mission of the Maritime Environmental and Planning department is to be the global leader among ports in
demonstrating stewardship and reduction of the environmental impact of our operations, while enhancing our
competitive advantage and preparing for the future of a growing maritime business. 
DESCRIPTION: 
Maritime Environmental and Planning is comprised of teams of professionals working in Remediation, Air
Quality, Permitting and Compliance and Facility and Land Use planning. We support the Maritime and
Economic Development Divisions as well as the Seaport Alliance and seek to demonstrate environmental
stewardship and value to the business that we support and to the surrounding community. 
STRATEGY: 
Long Term Strategic Planning: To prepare for the future of a growing Maritime Business 
Asset and Portfolio Management: Pursue better ways to address and implement environmental regulations 
Operations: To improve income from operations while providing asset and environmental stewardship
Finance and Information Systems: To use information systems and financial analysis to make prudent
decisions consistent with our guiding principles. 
CHALLENGES AND OPPORTUNITIES: 
Challenge: Washington State has increasingly stringent regulations, particularly in the area of stormwater,
construction and sediment clean up, and these can add substantial costs and impediments to business and
operations. 
Opportunity: Increasingly stringent regulations are creating a market for mitigation 
Challenge: Funding is increasingly difficult to obtain for grant funded projects and funds available from
business revenues are also increasingly constrained. However, proposed changes to MTCA grant rules may
open up funding opportunities 
Challenge: Cleanup project and permitting schedules controlled by regulatory agencies and may move slowly 
Challenge: Department of Ecology direction increasing the number of sites under cleanup agreed orders is
challenging 
Challenge: City policies for densification can make maintaining industrial uses challenging 
Opportunities to further apply CPI principles to permitting 
Increasing controls on Green House Gases could be both a challenge and an opportunity 
Opportunity: Creation of a stormwater utility creates revenue to maintain and repair stormwater infrastructure. 



Page A-18

2016 STRATEGIES AND OBJECTIVES 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  POSITION THE PUGET
SOUND REGION AS A PREMIER INTERNATIONAL LOGISTICS HUB 
Objective: Grow Seaport annual container volume to more than 3.5M TEU's (Big Ship Ready) 
Performance Measures   Performance Target      Actions 
Co-manage Harbor-wide  Work with ACE towards    Contribute information and coordinate as
(East and West        2017 Feasibility         needed by USACE 
Waterways): USACE/   completion. 2020  obtain   Draft Feasibility Study which will identify the
Seattle Harbor         project authorization and    tentative deepening plan in 2016 
Deepening Study       initiate planning and design 
phase. 
Complete environmental  Meet defined permit      Manage permitting process to meet Feb 2016
review and prepare,      schedule               deadline for T-5 
submit and acquire
permits for Terminal 5 
Objective: Double the economic value of the fishing and maritime cluster 
Performance Measures   Performance Target      Actions 
Develop Fishermen's    Return to Commission by   Obtain Consultant, perform outreach, and
Terminal Strategic Plan   end of Q4 with design      develop concept alternatives 
and Obtain Commission   concepts 
approval 

STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  ADVANCE THIS REGION AS A
LEADING TOURISM DESTINATION AND BUSINESS GATEWAY 
Objective: Double the economic value of cruise traffic to Washington State 
Performance Measures   Performance Target      Actions 
Complete environmental  Meet defined permit      Manage permitting process to meet project goals 
review and prepare,      schedule 
submit and acquire
permits for Alaska Way
Street widening. 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  BE THE GREENEST AND
MOST ENERGY EFFICIENT PORT IN NORTH AMERICA 
Objective: Meet all increased energy needs through conservation and renewable sources 
Performance Measures   Performance Target      2016 Actions 
Reduce electrical energy   No increase in electrical     Install outdoor lighting upgrades at 
needs through         energy use from 2011       Fishermen's Terminal and Jack Block Park in 
conservation with       baseline by 2020           2016 
positive financial metrics                         Perform energy audit at 1other Maritime
facility per energy performance plan for 
Page A-19

inclusion in 2017 CIP budget 
Increase use of renewable  Include cost effective       Identify 1 cost-effective renewable energy
energy              renewable energy project is     project by Q4 
2017 CIP budget 
Objective: Meet or exceed agency requirements for storm water leaving facilities owned or operated
by the port 
Performance Measures   Performance Target      Actions 
Meet conditions of Port    No non-compliance       1. Prepare Annual report to Ecology to
Phase I municipal        conditions               demonstrate 2015 compliance. Track 2016
NPDES permit.                            compliance for 2017 report. 
Implement and manage   Assess and survey       1. Collect stormwater fees for Port utility
Port Stormwater Utility   condition of all stormwater     accurately, correctly, and verifiably
to deliver efficient and    conveyance by 2018 and       beginning on January 1, 2016 
effective stormwater     complete maintenance of     2. Extend utility billing/lease boundary
services.               30% of stormwater system      database system to all sites by end of 2016. 
by 2020 
3. Assess 40% of stormwater infrastructure by 
Q4 
4. Identify and Plan for rehabilitation of
stormwater system for 200 acres for 2017 
Objective: Reduce air pollutants and carbon emissions 
Performance Measures   Performance Target      Actions 
Meet Northwest Ports     Admin-1: Port          Admin-1: Implement and update e fuel
Clean Air Strategy goals   Administration Fuel       efficiency (including anti-idling and other
Efficiency plan (including   operational measures) plan for Port fleet by Q4 
anti-idling and other
operational measures) for
Port vehicle fleet
maintained 

Reduce carbon emissions  Conduct 2015 The Climate  Complete TCR inventory and submit to TCR 
from port operations      Registry (TCR) inventory
by Q3 2015 
Downward trend in total    Analyze results and trends in GHG emissions 
Green House Gases (GHG)  Update energy performance plan to ensure
emissions reported to The   continued downward trend in GHG emissions 
Climate Registry 
Objective: Anchor the Puget Sound urban-industrial land use to prevent sprawl in less developed
areas 
Performance Measures   Performance Target      Actions 
Industrial-land use       Replace 'IC' zoning with a  Engage in in City public process associated with
regulations in City's      new industrial zone concept  land use studies and processes by 
Comprehensive Plan     that better incentivizes 
Page A-20

update and in City land    industrial development and    advocating with City staff, 
use code support a       maritime-related          writing comment letters as opportunities
growing maritime       development  Target:        arise, 
business              2016 
providing public testimony at City Council
City's Comprehensive Plan 
meetings and 
Update process retains and 
/or improves preservation    collaborating with a wide range of
of Industrial land use          stakeholders aligned with industrial
policies and protects freight     preservation and coordinate mutual actions as
corridors. Target: annually      appropriate. 
City's arena triggered land
use studies result in no
residential or lodging uses
in the stadium overlay
district and that these
studies result in enhanced
industrial friendly land use
regulations in the
Duwamish MIC. Target: 
2016  2018. 
Objective: Restore, create and enhance 40 additional acres of habitat in the Green/Duwamish
watershed and Elliot Bay 
Performance Measures   Performance Target      Actions 
Restore, create or       Create 13 acres of new     (assumes Trustee negotiations completed 2015)
enhance 40 additional    habitat at T117 by 2017     Bid and award T117 project by Q1 
acres of habitat in the
Start construction T117 project by Q3 
Gteen/Duwamish
watershed and Elliott Bay
by 2035 
Generate revenue from   Develop a wetland habitat   Prospectus approved by Interagency review team 
habitat sites. Develop     mitigation bank and         Q1 
plan to develop habitat    evaluate other opportunities  Instrument approved  Q3 
restoration into a line of   for revenue generation 
Investigate potential of using habitat sites for
business. 
city of Seattle ILF program mitigation 






Page A-21

Objective: Pursue Better ways to address and implement environmental regulations 
Performance Measures   Performance Target      Actions 
Implement CERCLA and  Lower Duwamish        1. Activated Carbon study construction in 
MTCA projects as      Waterway               2016. Monitor results in 2017-2019 
efficiently and effectively   2. Complete Lower        2. Submit draft report by Q2 
as possible                Duwamish Agreed
Order work by end of 
2019 
3. T115N Remedial
Investigation and
Feasibility Study.
Submittal of draft
Feasibility Study in 
2016. 
East Waterway          1.  Draft final report resubmitted to EPA by
1. East Waterway          end of Q2. 
Feasibility Study finalized
in 2016. EPA signs ROD   2. Design and implement the remedial action at 
and design phase initiated      T30 cleanup site by Q4 2017 
by 2020. 
2. Design and implement
the remedial action at T30
cleanup site by Q4 2017 

Facilitate compliance by   Complete 30 inspections     Conduct inspections in compliance with Phase 1
tenants through ECAP                      municipal permits 
program 

STRATEGY: MANAGE OUR FINANCES RESPONSIBLY  OPTIMIZE MARITIME FINANCIAL
PERFORMANCE 
Objective: Reduce environmental liability through cost recovery 
Performance Measures   Performance Target      Actions 
Provide cost recovery     Maximize cost recovery for  Research, track costs, develop cost estimates
support as needed to     environmental cleanups by   and provide backup documents for cost sharing
other groups           working with the legal and   activities with other PRPs and to maximize
financial teams in all       recovery from insurance 
environmental related
actions as needed in 2015 
Provide support to legal for   Provide technical and strategy support as needed
the lower Duwamish      to support justification of Port smallest 
cleanup allocation         allocation possible 
Continue to apply for      Provide 10 year forecasts, cost tracking,
remedial action grants       reporting and grant proposals. 

Page A-22

STRATEGY: HIGH PERFORMANCE ORGANIZATION 
Objective: Strengthen a high integrity, continuous improvement culture 
Performance Measures   Performance Target      Actions 
Continue CPI progress    Complete additional CPI     Pursue shoreline stabilization programatic
process                permit or other process. 


















Page A-23

MARINE MAINTENANCE 2016 BUSINESS PLAN 

MISSION: 
The mission of the Marine Maintenance Department is to maintain, preserve, upgrade, improve and enhance,
as directed, the assets owned by the Maritime and Economic Development Divisions. We conduct our
activities in a manner that fosters competitive business practices, customer service and benefit to the public
and local businesses, as well as environmental responsibility and conservation. 
We serve in support of the Century Agenda and tie our departmental goals to that plan and to the mission and
goals of the Maritime and Economic Development Divisions. 
STRATEGY: 
Our business strategy is to fulfill the maintenance and property stewardship needs of our partners and
customers while acting as stewards of the assets in the public trust. 
We conduct Preventive Maintenance and Corrective Maintenance to properly safeguard Port assets 
We engage in expense and capital improvements to support partner departments' business strategies 
We fully support the Port's business, community and environmental strategies with programs focused
on Economics, Equity - Social Responsibility, Environment, Workforce Development and Employee
Engagement. 

DESCRIPTION: 
Maintenance disciplines include automotive, carpentry, marine carpentry, electrical, general labor, painting,
plumbing, sprinkler-fitting (fire protection), sheetmetal, welding, truck driving, sign writing, HVAC
maintenance and elevator/escalator maintenance. Maintenance also provides services such as storm water
pollution prevention, custodial labor, landscape labor, regulatory compliance and regulated materials
management which fall into the property stewardship area. Most maintenance activities required by Port assets
are available through the Marine Maintenance Shop, as are public works including small capital construction
services and environmental and safety compliance support activities. 
INDUSTRY ASSESSMENT: 
Maintenance services are provided in many different ways to local industries. Contract, ad hoc, emergency
response and fixed crew maintenance are all evident locally. There is no directly comparable market for the
breadth of services Marine Maintenance provides. 
BUSINESS ASSESSMENT: 
Marine Maintenance has an assignment that is different from other local government entities. It is also
different from that of Aviation Maintenance. The ages and types of properties are unique. 
In a recent study by TokuSaku Consulting, data was collected and comparisons made against established
benchmarks in clearly identifiable areas of maintenance. 
Marine Maintenance compared favorably with a broad range of private and public maintenance organizations
in cost of maintenance per rentable square foot. 
Locally, in a cost per catch basin comparison to the University of Washington, Marine Maintenance performed
at only two thirds the cost at UW. Similar results were noted in the comparison of fleet maintenance costs
between Marine Maintenance and UW. (Full study submitted to Commission and available upon request.) 

Page A-24

CHALLENGES AND OPPORTUNITIES: 
Challenge - Changes in maintenance demands from Maritime and Economic Development have required
reconfiguration of Marine Maintenance service delivery 
Challenge - Increasing regulatory compliance requirements increase maintenance costs for business units 
Opportunity  Work with Storm Water Utility to structure appropriate relationship between department
and utility 
Opportunity  Examine relocation of permanent MarineMaintenance Shop, which could offer
opportunities to review service delivery model and cultivate new efficiencies, while creating interesting
options for Economic Development - Real Estate related to the current Shop properties. 

2016 STRATEGIES AND OBJECTIVES 
STRATEGY: MANAGE OUR FINANCES RESPONSIBLY  OPTIMIZE MARITIME FINANCIAL
PERFORMANCE 
Objective: Meet 2016 Financial Targets - Conduct Marine Maintenance Activities Efficiently and 
Cost-Effectively 
Performance Measure   Performance Target      Actions 
Meet Authorized Budget   +/- 2%               Monthly review and adjustment in spending to
meet target 
Reduce trip costs        Fifty (50) users processing   Acquire units 
work remotely           Measure remote usage and trips saved 
Evaluate MM Shop     Full analysis, with       Analyze needs, location, cost and benefits of
location               recommendations          new location v. current 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  PROMOTE SMALL BUSINESS
GROWTH AND WORKFORCE DEVELOPMENT 
Objective: Foster New Business Opportunities for Local Businesses 
Performance Measure   Performance Target      Actions 
Utilize small businesses    15% of operating and       Track purchasing and contracting activities in 
capital expenditures        conjunction with OSR goals 
Objective: Increase Work Force Training for Local Communities in Trade, Travel, and Logistics 
Increase work force      Five Apprentices and       Continue outreach to schools and support
training, job and business  Twelve Interns per year      organizations - Utilize Apprenticeships and
opportunities for local                          Internships 
communities in trade,                         Work with OSR and Aviation to share 
travel and logistics                              programs such as Career Workplace Exploration
ind Skilled Trades (CWEST) 



Page A-25

STRATEGY: HIGH PERFORMANCE ORGANIZATION 
Objective: Strengthen a High Performance, High Integrity, Continuous Improvement Culture 
Performance Measure   Performance Target      Action 
Identify work process    Identify one new tool to     Identify new work or technology tools to
improvements.         improve efficiency.        improve effectiveness (eg workflow,Akwire,
etc) 
Participate in LEAN programs 
% Personal development  100% of staff            Each non-represented employee will
plan in PREP                                includes a personal development plan in
PREP 
Staff and craft personnel  Six (6) people actively         Opportunities documented and reported 
involved in development  engaged in development 
opportunities. 














Page A-26

MARITIME FINANCE 2016 BUSINESS PLAN 
MISSION: 
To be a leading edge provider of quality financial management services and strategic support to the Port
Commission, Executive, and Maritime and Economic Development Divisions and to play a fiduciary role in
ensuring the most efficient and effective use of Port resources. 
To be viewed by our customers as strategic business partners who provide exceptional, value-added services
that enable them to achieve their mission and goals. We assume personal responsibility for understanding our
customers' needs and delivering services that consistently exceed their expectations. 
DESCRIPTION: 
The Maritime Finance group provides financial consulting services and expertise to the Maritime and 
Economic Development Divisions of the Port of Seattle and to the Northwest Seaport Alliance. 
STRATEGY: 
Provide the Commission, Executive, Maritime and Economic Development and Seaport Alliance leaders with
the tools to make informed business and strategic decisions related to current and future financial performance
of the two divisions, the Port of Seattle overall and to the Seaport Alliance. 
Ensure that the Maritime and Economic Development Divisions and Seaport Alliance are in compliance with
accounting policies and procedures, Generally Accepted Accounting Principles (GAAP) and Governmental
Accounting Standards to support a clean opinion on the Port of Seattle's audited financial statements. 
Reduce the Port of Seattle's environmental liability through cost recovery from clean-up partners, grants and
insurers. 
Attract, retain and develop a staff of financial experts with strong business sense and a customer service focus.
Continuously seek out ways to improve processes to make them more effective and efficient. 
INDUSTRY ASSESSMENT: 
Not applicable 
BUSINESS ASSESSMENT: 
The Maritime Finance team is made up of a group of dedicated, resourceful, and professional team members.
We support a diverse group of businesses and an equally diverse group of customers who have varying
knowledge of financial concepts, goals for financial improvement and wants/needs for financial support.
Unlike the private sector, the Port of Seattle's primary goal is not just about improving the bottom line, but
about creating jobs and economic vitality for the region while being a responsible steward of the environment.
This creates a challenge for Maritime Finance where the focus is on improving the bottom line. We reconcile
this situation by ensuring that the decision makers are well informed about the financial aspects and
implications of decisions so that the appropriate tradeoffs are taken into consideration. 
CHALLENGES AND OPPORTUNITIES: 
Maritime and Economic Development Divisions are made up of a relatively diverse group of businesses that
require lead time for new staff members to fully understand. 

Page A-27

Maritime Finance supports a diverse group of customers who have varying knowledge of financial concepts,
goals for financial improvement and wants/needs for financial support. 
The budgeting cycle has extended from an approximately 4 month cycle (July  October) to effectively 6
month cycle (May  October). 
Recent staff turnover has reduced the average years of Port experience staff members. 
Time sensitive nature of business decisions typically require near immediate turn-around of financial analyses
and other work projects. 
Due to volume of unanticipated requests we often find ourselves in a reactive mode rather than position to
make improvements and otherwise be proactive. 
2016 STRATEGIES AND OBJECTIVES 
STRATEGY: IMPLEMENT CENTURY AGENDA STRATEGIES  POSITION THE PUGET
SOUND REGION AS A PREMIER INTERNATIONAL LOGISTICS HUB 
Objective: Structure our relationships with Washington ports to optimize infrastructure investments
and financial returns 
Performance Measures   Performance Target      Actions 
Advance the financial   Financial analyses and     Partnering with Port of Tacoma personnel,
aspects of the Seaport    actions to advance the      support the Performance Reporting for the 
Alliance.              Seaport Alliance are       Seaport Alliance 
insightful, thorough and     Determine appropriate Seaport Alliance
timely                 financial support structure 
Develop service cost share model 
STRATEGY: MANAGE OUR FINANCES RESPONSIBLY  OPTIMIZE MARITIME FINANCIAL
PERFORMANCE 
Objective: Meet 2016 financial targets 
Performance Measures   Performance Target      Actions 
Maritime Finance &     Operating Expenses within   Develop realistic Budget 
Budget 2016 Operating   5% of 2016 Budget        Monitor expenses on an ongoing basis and make
Expenses                               adjustments in spending as needed 
Objective: Reduce the Port's environmental liability through cost recovery 
Performance Measures   Performance Target      Actions 
Partner reimbursements   Port partners are invoiced   Timely preparation of partner billings 
invoiced and partners pay  within 30 days after month-   Monitor timeliness of partner payment with
in a timely manner       end                  follow-up on any deliquencies 
Department of Ecology   Submissions are completed  Proper set up of processes to to efficiently and
Grants are processed     and reviewed within 30     effectively comply with grant requirements 
quarterly              days after quarter-end       Timely preparation and review of grant
submissions 
Page A-28

Insurance submittals are   Submissions are completed   Proper set up of processes to efficiently and
completed monthly      and reviewed within 45     effectively meet insurance requirements 
days after month-end.       Timely preparation and review of insurance
submissions 
Objective: Provide timely, accurate, and insightful financial information and analyses for the 
Commission, Executive and other leadership teams for decision-making 
Performance Measures   Performance Target      Actions 
Financial analyses       Financial analyses are      Provide analyses to evaluate existing and
insightful, thorough,       changing business opportunities including: 
accurate, and timely.           Investments in major capital and expense
projects 
Lease negotiations 
Customer financial operational issues 
Market rate analyses for marinas 
Real estate valuations 
Other business opportunities 
Financial reporting       Reporting deadlines as      Complete quarterly performance reports 
published by Corporate     Monitor and update current year forecasts 
Finance & Budget are met 
2017 Maritime, Economic Budget deadlines as       Facilitate the Maritime, Economic Development
Development, Seaport     established by Corporate    and Seaport Alliance 2017 Business Planning
Alliance Budgets and    Finance & Budget and     process. 
financial capacity        Commission Office are met   Manage the Maritime, Economic Development
analysis.                                     and Seaport Alliance 2017 Capital Budget 
process 
Manage the Maritime, Economic Development
and Seaport Alliance 2017 Operating Budget
process 
Manage the 10-Year Environmental 
Remediation forecast process 
Manage the process and develop the 10-Year 
Net Operating Income forecast 






Page A-29

Objective: Ensure Divisions are in compliance with Accounting policies and procedures, Generally 
Accepted Accounting Principles and Government Accounting Standards 
Performance Measures   Performance Target      Actions 
Bi-annual measurement   Completed on time and with  Establish calendars for bi-annual update 
of Environmental       no audit findings         Set up files and schedules in advance of start of
Remediation Liabilities                         update 
Ensure proper training of project managers
making update 
Perform thorough review of schedules with
analyses of unexpected results 
Booking of new assets,    Completed on time and with  Team member are responsible for monitoring
removal of demolished   no audit findings         asset changes within assigned business and
assets and adjustment for                       service groups. 
impaired assets.                              Reports monitoring the status of capital projects
are run on a quarterly basis with follow-up with
project managers 
Detailed impairment review performed each
January with interim reviews performed as
circumstances arise. 
2016 1/3 inventory of     100% complete by         Initiate process including calendar of due dates
fixed assets             11/30/2016               with Marine Maintenance by March 15, 2016 
Meet interim deadlines 

Annual Environmental   Key deadlines are met and   Establish calendar and process for meeting
Remediation Liability    reports are accurate.        deadlines 
spending authorization                        Perform process 
and quarterly spending
Perform detailed as well "big picture" review of
reports. 
authorization memo/quarterly spending reports. 

STRATEGY: HIGH PERFORMANCE ORGANIZATION 
Objective: Align leadership, people and systems with strategic priorities and plans 
Performance Measures   Performance Target      Actions 
% Participation in       100% of staff            Each staff member will attend or participate in
diversity activities                               one diversity activity per year. 
% Participation as a      100% of staff            Each staff member will volunteer in at least one 
volunteer in at least one                         Port sponsored event. 
Port sponsored event. 
% Personal Development   100% of staff           Each staff member will include a personal
Plan in PREP                             development plan in PREP. 

Page A-30

Completion of annual    Complete PREP review    Team members submit PREP self-reporting 2
PREP review on a timely  within 1 week of review    weeks prior to PREP review date. 
basis                 date.                   Manager completes input and holds review
meeting within 1 week of review date. 
Objective: Strengthen a high integrity, continuous improvement culture 
Performance Measures   Performance Target      Actions 
Work process         Continue to restructure and  Continue to optimize structures. 
improvements         repopulate libraries within   Move files from other libraries and from
the Maritime Finance      M:Drive into new libraries. Especially key
SharePoint site to make it    historic information. 
easier (e.g. more intuitive)
Inform other relevant groups about new
for all to find past financial
structure. 
analyses, supporting
workpapers, etc. 
Objective: Attract, retain, inspire, and develop a diverse workforce that will achieve the Port's vision 
Performance Measure   Performance Target      Actions 
Staffing utilization        Department is appropriately  Continuous monitoring of workload and
staffed in that all members   resources with adjustments as warranted 
are fully utilized, but have
enough time to be able be
proactive rather than reactive.










Page A-31