8a Presentation Century Agenda
Item No. ___8a_supp_____ Meeting Date: May 26, 2020 Century Agenda Policy Directive May 26, 2020 Marin Burnett, Strategic Initiatives Veronica Valdez, Commission Office 1 Century Agenda Review Review: In 2019, at the direction of the Commission, Strategic Initiatives conducted a thorough review of the Century Agenda with the Executive Director, Executive Leadership Team and other staff across the Port. Key Findings: 1. Out of alignment with current Port goals and initiatives; 2. Too Rigid to allow for disruption or shifts in priorities; and 3. Measured by ineffective Key Performance Indicators (KPIs) The Remedy: The Executive Director seeks approval to modify the Century Agenda to make it an enduring document that aligns Commission/Port priorities, business planning and the shifting regional landscape 2 Gaps in our Century Agenda Goals create misalignment and inflexibility Mission Staff across the Port report that & Values inflexibility in Century Agenda Goals CA create gaps in the Port's ability to adjust Strategies to shifting priorities over time CA Objectives Filling these gaps makes the Century Division Strategies & Agenda an enduring document: Objectives Better alignment with Business Annual Business Plans/Budgeting planning More accurate view of our goals Port Wide (E.D.) Goals Improved communication and transparency with the public 3 Policy Directive Improves Alignment and Agility Gaps in our Century Agenda alignment can be remedied by modifying Century Agenda goals surrounding: Mission & Values CA 1. Economic Development Strategies 2. Equity, Diversity & Inclusion 3. Being a Highly Effective Public CA Objectives Agency Division Strategies & Objectives Once modified, Century Agenda goals will facilitate clear vertical Annual Business Plans/Budgeting alignment across Port business plans and goal setting processes Port Wide (E.D.) Goals 4 Proposal The Policy Directive: Creates needed alignment and clarity, not new priorities. Does not change or adjust current priorities or activities instead they create a more accurate and enduring representation of their intent, our priorities and actions. Directs Port staff to create new, enduring and relevant Key Performance Indicators to keep the Port accountable to its aspirational goals. This directive creates needed alignment and clarity, not new priorities. 5 Summary of Century Agenda Policy Directive Updated Century Agenda Goals to reflect existing Port priorities 1. Position the Puget Sound Region as a Premier International Logistics Hub (NO CHANGE) 2. Advance this Region as a Leading Tourism Destination and Business Gateway (NO CHANGE) 3. Responsibly Invest in the Economic Growth of the Region and all its Communities (MODIFIED) 4. Be the Greenest and Most Energy Efficient Port in North America (NO CHANGE) 5. Become a Model for Equity, Diversity and Inclusion (ADDED) 6. Be a Highly Effective Public Agency (ADDED) Create Port-wide, vertically-aligned structure for business planning and evaluation under the Century Agenda Design Century Agenda KPIs to provide better oversight 6 Added/Modified Century Agenda Goals Goal 3 (Modified) Goal 5 (Added) Goal 6 (Added) "Responsibly Invest in the "Become a Model for Equity "Be a Highly Effective Public Economic Growth of the Region Diversity and Inclusion" Agency " and all its Communities" Re-establishes our long-term The Port's clear focus on EDI is not The CA currently covers what we commitment to supporting the reflected in the current CA. A do; but not how we do it. economic health and prosperity of the Commission approved EDI Goal would: Through this goal we can elevate region. Included initiatives: our commitment to: COVID-19 Recovery & Response Provide greater visibility for our Safety, Security and Innovation WMBEs, SBEs, workforce dedication to EDI in the community On-time, on-budget delivery of Promoting Industrial land use Keep the Port accountable for the Capital Improvement great work we are already Career Connected Learning undertaking Attracting and retaining the Regional partnership region's top talent Create alignment between the EDI development Director's strategic plan and the Customer Experience Support for family-wage jobs Port's long-term vision Community Engagement These "added" goals reflect the Port's existing priorities and commitments to the public. 7 Evaluation Structure & Vertical Alignment The Policy Directive proposes the following structure for evaluation and approval of key planning processes as they relate to Century Agenda goals. Reviewed Approved Life span Created by Evaluation criteria When? by by Goals When the Commission Enduring Commission Commission Commission None deems necessary Objectives Executive Alignment with Century Agenda Reviewed at least every 5 5 years Commission E.D. Director (E.D.) Goals and Commission priorities years, or as needed Annual Alignment with Century Agenda Business Goals and Commission priorities, Annually during the Budget 1 year ELT, Div, COEs Commission E.D. plans as well as Div/COE specific Process priorities Quantitative, performance-based KPIs Annually during the Budget 5 years ELT, Div, COEs Commission ELT, E.D. progress towards CA goals and Process objectives Targets (tied E.D. (w/ On-track or off for completing Annually during the Budget to KPIs) 5 years ELT, Div, COEs Commission commission objectives in the allotted 5 year Process input) time line 8 Century Agenda Goal 1: Vertical Alignment Position the Puget Sound as a Premier International EXAMPLE Enduring Set by Commission Logistics Hub CA Objective Meet the Puget Sound region's Support the con tinued success Long-term (3-5 yrs) - Set by the E.D. international trade and cargo needs in and competitiven ess of the NWSA Reviewed by Commission an efficient and sustainable manner AV - Continuous ly improve the Enhance Alliance, Local and regional Div/COE Strategic Plan MT - Support t he Terminal 5 efficiency of SEA ai r cargo facilities & Transportation Infr astructure as part Modernizat ion Project 3-5 year - Set by ELT mainte nance of the NWSA strategic plan Annual Business Plans Review of Termi nal 5 seismicity, Review land use a nd transportation Complete a CPI LE AN review of 20% Reviewed by E.D./Commission infrastructure p rior to issuing plans to mainta in and improve of SEA cargo ho using facilities construc tion RFP freight mobility al ong NWSA routes Executive Director Conduct feasib ility study on Milestones Finalize T5 tenant a greements by Q3 Create drayage imp rovement plan to warehouse rental o r construction to 2020 minimize tr uck queues Reviewed by E.D./Commission increase stor age capacity Key Performance POS TEU capacity; Indicators Percent of free space in cargo Status of NWSA strategic plan holding facilities Reviewed by E.D./Commission execution as it relates to the POS Current Key Performance Indicators The proposed Policy Directive requires the creation of KPIs to measure success against CA Objectives. Current KPIs and Metrics attached to the CA do not deliver actionable intelligence. Million annual Advance this Meet the passengers CA region as a region's Air Ke y accommodated leading tourism CA Obj Transportation Go al destination and needs at SEA for Met rics Cost per enplanement business the next 25 gateway years Specific Airline rates The scorecard associated with the CA indicates only if a project is: Green (on track), Yellow (In progress) or Red (Mitigation to be developed). Good KPIs are: Actionable Limited (no more than 10-12) Critical to the organizational success Tied to specific, time sensitive business goals Trackable over time Performance based 10 Proposed Key Performance Indicators With better, performance-based and enduring KPIs, that the public can relate to, we gain actionable intelligence about our status and trends and can tie business planning to data- informed outcomes. Percentage of budget spent with local businesses by department 30% 25% SAMPLE DATA 20% 15% 10% 5% 0% 2020 2021 2022 2023 2024 Marketing Communications Sales Research & Development TREND 11 Proposed Key Performance Indicators By disaggregating certain KPIs, we can: Account for potential in performance Set tangible goals for each metric SAMPLE DATA Define our performance standards See changes in performance as they relate to specific actions to assess their effectiveness 12 Appendix Century Agenda Full proposal: Compare and Contrast 13 Modified Century Agenda Vertical Alignment Models The proposed modifications to the Century Agenda Goals and Objectives create the opportunity to have clear and consistent vertical alignment between the goals set by the Commission and the work of each division and COE across the Port in meeting those goals. The following are strategic models, created by SI and informed by existing business plans, to demonstrate the alignment that could be realized under the new Century Agenda policy directive Century Agenda Goal 1: Vertical Alignment Position the Puget Sound as a Premier International EXAMPLE Enduring Set by Commission Logistics Hub CA Objective Meet the Puget Sound region's Support the con tinued success Long-term (3-5 yrs) - Set by the E.D. international trade and cargo needs in and competitiven ess of the NWSA Reviewed by Commission an efficient and sustainable manner AV - Continuous ly improve the Enhance Alliance, Local and regional Div/COE Strategic Plan MT - Support t he Terminal 5 efficiency of SEA ai r cargo facilities & Transportation Infr astructure as part Modernizat ion Project 3-5 year - Set by ELT mainte nance of the NWSA strategic plan Annual Business Plans Review of Termi nal 5 seismicity, Review land use a nd transportation Complete a CPI LE AN review of 20% Reviewed by E.D./Commission infrastructure p rior to issuing plans to mainta in and improve of SEA cargo ho using facilities construc tion RFP freight mobility al ong NWSA routes Executive Director Conduct feasib ility study on Milestones Finalize T5 tenant a greements by Q3 Create drayage imp rovement plan to warehouse rental o r construction to 2020 minimize tr uck queues Reviewed by E.D./Commission increase stor age capacity Key Performance POS TEU capacity; Indicators Percent of free space in cargo Status of NWSA strategic plan holding facilities Reviewed by E.D./Commission execution as it relates to the POS Century Agenda Goal 2: Vertical Alignment Advance the Region as a Leading Tourism Destination EXAMPLE Enduring Set by Commission and Business Gateway CA Objective Strengthen the competitiveness Continuously imp rove operational Long-term (3-5 yrs) - Set by the E.D. of SEA in the regional and global efficiency an d customer Reviewed by Commission marketplace experienc e at SEA Diversify SEA di ning and retail Advance Capita l Improvement Increase SEA Skytr ax score by 15 % in Div/COE Strategic Plan options while imp roving processes projects at SEA inc luding IAF, North critical areas to im prove customer 3-5 year - Set by ELT for lease ag reements Satellite a nd MTOP exper ience Annual Business Plans Complete CPI LEAN process Complete constru ction of the IAF Increase Skyt rax bathroom Reviewed by E.D./Commission improvement on ADR approval and welcome pas sengers in 2020 cleanliness score by 10% in 2020 proc ess Executive Director Milestones Sign lease agreeme nts with selected Reach 90% compl etion of Pod C at Complete SEA brand launch firm s the IAF Reviewed by E.D./Commission Key Performance Indicators Annual Skytrax sco re on ADR options Quarterly aggregated CIP project Airport wait time s and number of at SEA completion rates missed connections Reviewed by E.D./Commission Century Agenda Goal 3: Vertical Alignment **Invest in the Economic Growth of the Region and EXAMPLE Enduring Set by Commission all its Communities** CA Objective Advance Maritime Industries through Expand economic, cul tural and community Long-term (3-5 yrs) - Set by the E.D. innovation, strategic investment and benefits of maritim e operations and Reviewed by Commission capable management of Port facilities tourism while preserv ing industrial lands Extend and St rengthen the Div/COE Strategic Plan Complete Marit ime Innovation Complete Shore Po wer modernization partnership bet ween POS and Center (MInC) p lanning phase of Term inal 66 3-5 year - Set by ELT Maritime Blue (MB) Annual Business Plans Select final locati on for Maritime Extend partnershi p agreement to 3 Conduct review with cruise partners to Innovation Cente r; issue RFP for Reviewed by E.D./Commission years; develop stra tegic plan for POS determine shore p ower retrofitting smart building co nstruction of the and MB in marit ime investment facil ity nee ds Executive Director Evaluate interi m real estate Milestones Complete feasibilit y study for having Complete the State Env ironmental Policy Act strategies to suppo rt emerging MT MB manage (MI nC) by Q3 2020 (SEPA) R eview Reviewed by E.D./Commission entrepren eurship Key Performance Maritime Inno vation Center Percentage of new investment in Indicators Waterfront electrifi cation percentage; Completion percentage; crucial maritime industries in highest 30% by 2025 Reviewed by E.D./Commission Complete by 2022 need; Increase by 5% for 3 years Century Agenda Goal 4: Vertical Alignment Be the Greenest, and Most Energy Efficient Port in North EXAMPLE Enduring Set by Commission America CA Objective Meet all increased energy needs Restore, create and e nhance 40 additional Long-term (3-5 yrs) - Set by the E.D. through conservation and acres of habitat in th e Green/Duwamish Reviewed by Commission renewable sources watershed an d Elliott Bay Reduce stormwater r unoff in Duwamish by Div/COE Strategic Plan Reduce SEA car bon emissions; Flights out of SEA are powered by Increase # of port v ehicles operating 10% by 2022 ; Increase Duwamish valley intern sustainable AV fuels by 2028 3-5 year - Set by ELT on renewable sou rces 10% by 2022 participation, 30% by 2022 Annual Business Plans Conduct feasibility study with SAFN Replacement of na tural gas buses at to find affordab le sustainable SEA for employee s and rental car Implement plans for co mmunity urban forest Reviewed by E.D./Commission aviation fuel stand ards and options facilities ; re view bids Executive Director Partner with commun ity on environmental Milestones Release repor t with SAFN Sign contract w ith Electric Bus beautification projects ; increase water runoff recommendatio ns by Q4 2020 comp any urban forest Reviewed by E.D./Commission Key Performance Indicators % POS related airlin es signed onto MOU % of Port vehicles operating on Stormwater infiltration; to use sustainable AV fuels renewable energy sources Disaggregated intern participation by location Reviewed by E.D./Commission Century Agenda Goal 5: Vertical Alignment Become a model for Equity, Enduring Set by Commission Diversity, and Inclusion EXAMPLE CA Objective Increase Investment in WMBE Internal and ext ernal programs, Long-term (3-5 yrs) - Set by the E.D. and DBE firms to ensure their structures and p ractices provide Reviewed by Commission increased access to opportunities equitable oppo rtunities for all In job creation, p rovide equitable Infuse equity princ iples and practices Lower barriers to entry for Div/COE Strategic Plan and tangible bene fits to impacted into all aspects o f organizational WMBE/DBE firms t o obtain contracts communities of col or, and immigrant structure, progra ms, policies and 3-5 year - Set by ELT and partn erships and refugee c ommunities proce sses Annual Business Plans Increase commu nity of color and Establish Port-wid e EDI engagement CPO contract com pletion times are Reviewed by E.D./Commission immigrant particip ation in PortGen standards for each lowered by 1 0% in 2020 program by 1 5% in 2020 division/D ept/COE Executive Director Build an equity ind ex and framework Implement a p ort-side equity Milestones Deliver Workforc e Development for King County co mmunities for use strategy to influe nce workplans, strategic plan in April of 2020 Reviewed by E.D./Commission an investment guide policies, p rocesses Key Performance Days between be ginning of CPO Frequency of Div ision/COE use of contract to c ompletion; Indicators equity toolkit in policy development Training and qualification completion as a component of EDI standards Reviewed by E.D./Commission rates Century Agenda Goal 6: Vertical Alignment Be a Highly Effective Public Agency EXAMPLE Enduring Set by Commission CA Objective Partner and engage with external Advance the Por t's dedication to Set the standard for high-quality, Long-term (3-5 yrs) - Set by the E.D. stakeholders to build healthy, safe employee enga gement, safety, cost-effective, an d timely delivery Reviewed by Commission and equitable communities innovation, and fin ancial stewardship of capital programs Successfully cre ate a standing AV - Achieve a 5% reduction in the Complete the IAF; Div/COE Strategic Plan Duwamish Valle y Community number of individua ls not going home North Satellite North terminal 3-5 year - Set by ELT Benefits (DVC B) Program safe each year through 2024 utilities Phase 1 Annual Business Plans Build a standing bu dget for the DVCB AV - Launch New Behavior Based Lift Center Span of the IAF Pedestrian Reviewed by E.D./Commission program thr ough 2025; Coaching pro gram in Q1 Walkwa y by Q1 Create an EDI 5-y r strategic plan Executive Director Conduct 5 PCAT m eetings for DVCB; Milestones AV - Achieve a 90% safety evaluation Conduct 5 commu nity engagement Complete Pod C o f IAF by Q4 2020 score by the end of Q4 Reviewed by E.D./Commission sessions with ne w EDI Director Key Performance Percentage of near-misses; IAF completio n percentage; Indicators Number of uniq ue King County Percentage of dollars workers comp Planned Hours Vs. Time Spent; Communities engaged with annually dollars spent Reviewed by E.D./Commission Budget Variance Current Century Agenda Modified Century Agenda Goal 1: Position the Puget Sound as a Premier International Goal 1: Position the Puget Sound as a Premier International Logistics Hub Logistics Hub Obj. 1 Grow seaport annual container vol. to more than 6mil TEUs Obj. 1 Objective 1: Meet the Puget Sound region's international Obj. 2 Structure our relationship with WA Ports to optimize infrastructure trade and cargo needs in an efficient and sustainable investments and financial returns manner Obj. 3 Triple air cargo volume to 750,000 metric tons Obj. 2 Objective 2: Support the continued success and competitiveness of Obj. 4 Triple the value of outbound cargo to over $50 billion the NWSA Obj. 5 Double the economic value of the fishing and maritime cluster Goal 2: Advance this Region as a Leading Tourism Goal 2: Advance this Region as a Leading Tourism Destination and Business Gateway Destination and Business Gateway Obj. 6 Make Seattle-Tacoma Int'l Airport the West Coast "Gateway of Choice" for international travel Obj. 3 Continuously improve operational efficiency and customer experience at SeaTac International Airport Obj. 7 Double the number of international flights and destinations Obj. 4 Strengthen the competitiveness of Sea-Tac Airport in the Obj. 8 Meet the region's air transportation needs at SeaTac Airport for the regional and global marketplace next 25 years and encourage the cost-effective expansion of domestic and int'l cargo service Obj. 5 Meet the region's air transportation needs by delivering vital facilities and infrastructure in a sustainable and cost- Obj. 9 Double the economic value of cruise traffic to Washington State effective manner Yellow = modify Orange = move/merge/modify White = no change Eliminate Current Century Agenda Modified Century Agenda Goal 3: Use Our Influence as an Institution to Promote Small **Goal 3: Invest in the Economic Growth of the Region and Business Growth and Workforce Development all its Communities Obj. 10 Increase dollars spent with women and minority-owned businesses Obj. 6 Increase career and business opportunities for local (WMBE) firms on construction, consulting, goods and services to 15 communities in all port-related industries percent and triple the number of WMBE firms doing business with the port by 2022 Obj. 7 Advance Maritime Industries through innovation, strategic Obj. 11 Increase the proportion of funds spent by the port with qualified investment and capable management of Port facilities small business firms on construction, consulting, goods and services to 40 percent of the eligible dollars spent Obj. 8 Expand the economic, cultural and community benefits of Cruise Operations while preserving industrial lands Obj. 12 Increase workforce training, job and business opportunities for local communities in maritime, trade, travel and logistics Goal 4: Be the Greenest, and Most Energy Efficient Port in Goal 4: Be the Greenest, and Most Energy Efficient Port in North America North America Obj. 9 Meet all increased energy needs through conservation and Obj. 13 Meet all increased energy needs through conservation and renewable sources renewable sources Obj. 10 Meet or exceed agency requirements for stormwater leaving Obj. 14 Meet or exceed agency requirements for stormwater leaving port-owned or operated facilities port-owned or operated facilities Obj. 11 Reduce air pollutants and carbon emissions Obj. 15 Reduce air pollutants and carbon emissions Obj. 12 Restore, create & enhance 40 add'l acres of Green/Duwamish Obj. 16 Anchor the Puget Sound urban industrial land use to prevent sprawl habitat Yellow = modify Orange = move/merge/modify White = no change Eliminate 22 Current Century Agenda Modified Century Agenda Goal 5: Become a National Model for Equity, Diversity and The Current Century Agenda does not directly Inclusion address: Obj. 13 Increase utilization of WMBE and DBE firms and eliminate disparity of access to opportunities Equity, Diversity and Inclusion Obj. 14 Ensure that all internal and external programs, structures and Dedication to effectiveness as a public agency practices provide equitable opportunities for all Innovation Obj. 15 Advance regional workforce development in port-related industries Safety to provide equitable access to quality careers External partnerships and the community Capital Delivery Dedication to employees Goal 6: Be a Highly Effective Public Agency Obj. 16 Advance the Port's dedication to employee engagement, safety, innovation, and financial stewardship Obj. 17 Foster an environment of transparency, accountability, respect, leadership, and fairness to give Port staff the tools to be exceptional public Obj. 18 Partner and engage with external stakeholders to build healthy, safe and equitable communities Obj. 19 Set the Standard for high-quality, cost-effective, and timely delivery of capital programs Obj. 19 Set the standard for high-quality, cost-effective, and timely delivery of capital programs
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