LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
2017  2021 Long Range Plan 
The Long Range Plan (LRP) contains the work produced by Port of Seattle staff that provides the fiveyear
plans to achieve the Century Agenda and High Performance Organization (HPO) Strategic
Objectives, which has been listed in the table below, including page numbers to help with navigating this
document. Both Century Agenda and HPO strategic objectives are needed to accomplish the vision to
more effectively and transparently improve the Port of Seattle's ability to support the local economy by
creating 100,000 new jobs for the Puget Sound region, while addressing key environmental
opportunities and social responsibility for all its stakeholders. 
Upon Commission adoption of the document, the Port of Seattle staff will transfer the contents to be
published and made available on the Port of Seattle website for the public. The Port of Seattle is aiming
to publish this document by August 31, 2016. 
LRP Century Agenda Strategy 1: Position the Puget Sound region as a premier international logistics hub 
Obj. 1 Grow seaport annual container volume to more than 3.5 million TEUs (Page 3) 
Obj. 2 Optimize infrastructure investments & financial returns with Washington Ports (Page 4) 
Obj. 3 Triple air cargo volume to 750,000 metric tons (Page 5) 
Obj. 4 Triple the value of our outbound cargo to over $50 billion (Page 6) 
Obj. 5 Double the economic value of the fishing and maritime cluster (Page 7) 
LRP Century Agenda Strategy 2: Advance this region as a leading tourism destination and business
gateway 
Obj. 6 Make Seattle-Tacoma International Airport the West Coast "Gateway of Choice" for international
travel (Page 8) 
Obj. 7 Double the number of international flights and destinations (Page 9) 
Obj. 8 Meet the region's air transportation needs at the Airport for the next 25 years & encourage the
cost-effective expansion of domestic and international passenger and cargo service (Page 10) 
Obj. 9 Double the economic value of cruise traffic to Washington state (Page 11) 
LRP Century Agenda Strategy 3: Use our influence as an institution to promote small business growth
and workforce development 
Obj. 10 Increase the proportion of funds spent by the Port with qualified small business firms on
construction, consulting, goods and services to 40 percent of the eligible dollars spent (Page 12) 
Obj. 11 Increase workforce training, job and business opportunities for local communities in maritime,
trade, travel and logistics (Page 13) 
Strategy 4: Be the greenest, and most energy efficient port in North America 
Obj. 12 Meet all increased energy needs through conservation and renewable sources (Page 14) 
Obj. 13 Meet or exceed agency requirements for storm water management (Page 15) 
Obj. 14 Reduce air pollutants and carbon emissions (Page 16) 
Obj. 15 Anchor the Puget Sound urban industrial land use to prevent sprawl (Page 17) 
Obj. 16 Restore, create, and enhance 40 additional acres of habitat in the Green/Duwamish watershed
and Elliott Bay (Page18) 

-1-

LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
LRP HPO Strategy 1: Increase Customer Satisfaction 
Obj. 1: Improve Customer Service (Page 19) 
Obj. 2 Improve Customer Service Between the Port's Departments/Functions (Page 20) 
Obj. 3 Improve process efficiencies and effectiveness (Page 21) 
LRP HPO Strategy 2: Eliminate Workplace Injuries 
Obj. 4 Reduce occupational injury rate and severity rate (Page 22) 
Obj. 5 All managers will lead safety performance (Page 23) 
LRP HPO Strategy 3: Act as One Port 
Obj. 6 Strengthen the culture and act as a single organization with a shared vision (Page 24) 
Obj. 7 Increase Port-wide common & standardized language, business processes, tools, and 
measures (Page 25) 
LRP HPO Strategy 4: Become a Model for Workplace Diversity & Inclusion 
Obj. 8 Increase management accountability for diversity and inclusion (D&I) (Page 26) 
Obj. 9 Increase percentage of employees who agree that the Port is committed to D&I (Page 27) 
Obj. 10 Increase awareness of our D&I programs internally and actively share the Port's D&I
programs externally to the public (Page 28) 
LRP HPO Strategy 5: Foster Employee Development & Leverage Talent 
Obj. 11 Develop a strong talent pipeline (Page 29) 
Obj. 12 Foster awareness of Port-wide talent (Page 30) 










-2-


LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 1 
GROW SEAPORT ANNUAL CONTAINER VOLUME TO MORE THAN 3.5 MILLION
TEUs 
KEY METRICS 
Annual container volume (in million TEUs) 
The ports of Seattle and Tacoma joined forces in August 2015, establishing the Northwest Seaport
Alliance (NWSA), to unify management of our marine cargo facilities and business to strengthen the
Puget Sound gateway and attract more marine cargo and jobs for the region. 
The NWSA strategic plan focuses on improving licensed NWSA terminal and waterway assets to meet
market demand (NWSA Strategic Plan #1A) as well as improving efficiency and cost competitiveness of
the supply chain (NWSA Strategic Plan #1B). Additionally, the NWSA aims to advance the Alliance's
market position in the international shipping industry (NWSA Strategic Plan #1C). 
The NWSA Strategic Plan can also be accessed from the NWSA website. For more information about the
NWSA, visit: www.nwseaportalliance.com. 
The Port of Seattle is aligning this objective with the NWSA TEU target of 6 million TEUs. 









-3-


LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 2 
STRUCTURE OUR RELATIONSHIP WITH WASHINGTON PORTS TO OPTIMIZE
INFRASTRUCTURE INVESTMENTS AND FINANCIAL RETURNS 
The ports of Seattle and Tacoma joined forces in August 2015, establishing the Northwest Seaport
Alliance (NWSA), to unify management of our marine cargo facilities and business to strengthen the
Puget Sound gateway and attract more marine cargo and jobs for the region. 
The NWSA strategic plan focuses on providing reliable and efficient regional and local infrastructure
connections: Enhance transportation infrastructure and improve the Seaport Alliance's infrastructure
(NWSA Strategic Plan #2 A and B). Additionally, the NWSA aims to increase revenue through growth and
diversification (NWSA Strategic Plan #3A). 
The NWSA Strategic Plan can also be accessed from the NWSA website. For more information about the
NWSA, visit: www.nwseaportalliance.com. 
With the creation of the NWSA, The Port of Seattle has successfully completed this objective. 











-4-

LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 3 
TRIPLE AIR CARGO VOLUME TO 750,000 METRIC TONS 
KEY METRICS 
Air Cargo Volume (metric tons) 
Space Utilization 
PRIORITY ACTION 1: INCREASE AIRLINE CARGO CAPACITY 
Airlines, operating both freighter and passenger aircraft services, perform the actual work of shipping air
cargo into and out of the region using Seattle-Tacoma International Airport. The extent of routes, the
number and frequency of services, and the size and capacity of specific aircraft used, define the overall
capacity for moving air cargo through the airport. The purpose of this action is to bring in additional
airline carriers and add routes, and to support the capacity growth of existing airlines at Seattle-Tacoma
International Airport. Air cargo is carried aboard by both freighter and passenger aircraft at Seattle-
Tacoma International Airport, with freighters handling 54% of total cargo and the remaining 46% termed
"belly cargo" as it travels in the bellies of passenger flights, along with passenger baggage. Two thirds of
all international freight is carried as belly cargo, emphasizing the significant synergy between
international passenger service and air cargo. While the air cargo team at Seattle-Tacoma International
Airport actively markets airport services to airline freighter operators, passenger airline routing
decisions are made on the basis of passenger demand and reflect the strategies of the air service
development team. The Air Cargo team is working closely with the Air Service Development team to
market the full suite of Seattle-Tacoma International Airport's capabilities for both passenger and cargo
particularly to interested international airlines (see page 9). 
PRIORITY ACTION 2: EXPAND ON- AND OFF-AIRFIELD CARGO FACILITIES FOOTPRINT 
Consistent with the airport's Sustainable Airport Master Plan, airfield air cargo facilities will be
relocated, redeveloped, or built new, on or directly adjacent to the airfield. Existing air cargo facilities
not directly impacted by terminal expansion will require redevelopment to increase their processing
efficiency. Preferably, the total inventory of air cargo warehouse facilities needed to support airline
cargo capacity will remain on the airfield, however if insufficient area exists in the future, adjacent offairfield
land may be needed to bridge the gap, either on an interim basis, or permanently. 
PRIORITY ACTION 3: BUILD STRATEGIC LOGISTICS PARTNERSHIPS 
Sponsor the development of all available Port-owned land in the airport vicinity for use by air cargo and
other logistics, manufacturing, and other supportive uses that contribute to growth in air cargo tonnage
at Seattle-Tacoma International Airport. Enhance global logistics presence at Seattle-Tacoma
International Airport and in the region. 

-5-


LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 4 
TRIPLE THE VALUE OF OUR OUTBOUND CARGO TO OVER $50 BILLION 
KEY METRICS 
Value of outbound air cargo ($) 
The ports of Seattle and Tacoma joined forces in August 2015, establishing the Northwest Seaport
Alliance (NWSA), to unify management of our marine cargo facilities and business to strengthen the
Puget Sound gateway and attract more marine cargo and jobs for the region. 
The NWSA Strategic Plan can also be accessed from the NWSA website. For more information about the
NWSA, visit: www.nwseaportalliance.com. 
The Port of Seattle Air Cargo long range plan (see page 5) details the priority actions to also achieve this
objective. Furthermore, the Port of Seattle is assessing to update this objective to reflect only air cargo
value in the future. 











-6-

LONG RANGE PLAN: CENTURY AGENDA 
POSITION THE PUGET SOUND REGION AS A PREMIER
STRATEGY 1 
INTERNATIONAL LOGISTICS HUB 
OBJECTIVE 5 
DOUBLE THE ECONOMIC VALUE OF THE FISHING AND MARITIME CLUSTER 
KEY METRICS 
Economic Impact data (jobs, personal income, business revenue, local purchases, taxes) 
PRIORITY ACTION 1: FISHING VESSEL RECAPITALIZATION 
Retaining shipbuilding jobs throughout the Puget Sound Region including maintenance and provisioning
jobs sourced in Seattle is a key action for the Port of Seattle Maritime division. Efforts are focused in
workforce development training for workers in the community to be able to handle the increased
shipyard work. The Port of Seattle is assessing how shipyards are supported given the anticipated
regional growth. Additionally, there is a priority to advocate for State and Federal Legislative programs
pertaining to vessel financing. 
PRIORITY ACTION 2: DEVELOPMENT OF FISHERMAN'S TERMINAL 
The Port of Seattle embarked on a Long Term Strategic Plan for Fishermen's Terminal, which is a "use
and needs" analysis of the maritime cluster in and around Fishermen's Terminal. The plan allows the
Port of Seattle to bring more services and suppliers onto Fishermen's Terminal property that would
support and complement the commercial fishing industry.
PRIORITY ACTION 3: ASSET ACQUISITION AND MANAGEMENT 
The Maritime and Economic Development divisions are dedicating efforts to explore and address the
need to moor larger vessels, as they replace smaller vessels in operation now. While the economic
impact of building the vessels is substantial, so is the impact of long term presence of the fleet in Puget
Sound ports. Analysis is underway to better understand the demand. 
PRIORITY ACTION 4: DIVERSIFYING THE MARITIME CLUSTER 
The Port of Seattle will continue to encourage diversification of Commercial Fish processing products
and assets to accommodate new and expanding ventures. This includes developing or strengthening
partnerships with other maritime sectors to recruit and retain commercial vessel moorage and
associated economies: University of Washington, National Oceanic and Atmospheric
Administration/National Marine Fisheries Service, and fishing/process companies to explore. There are
opportunities to expand types of vessels utilizing Maritime moorage assets, such as research vessels,
environmental work vessels, constructions and transport barges, and supply ships. 


-7-

LONG RANGE PLAN: CENTURY AGENDA 
ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION
STRATEGY 2 
AND BUSINESS GATEWAY 
OBJECTIVE 6 
MAKE SEATTLE-TACOMA INTERNATIONAL AIRPORT THE WEST COAST "GATEWAY
OF CHOICE" FOR INTERNATIONAL TRAVEL 
KEY METRICS 
Customer Service Metric 
PRIORITY ACTION 1: COMPLETE THE INTERNATIONAL ARRIVALS FACILITY PROJECT (IAF) 
The budgeted $649 million IAF project will construct a new international arrivals facility on the landside
of Concourse A by 2019. The project will increase the capacity of the Federal Inspection Services area
and increase the number of gates connected to the international corridor from 12 to 20. 
PRIORITY ACTION 2: REDUCE MINIMUM CONNECT TIMES BY IMPROVING FACILITIES AND PROCESSES 
The Baggage Optimization project will facilitate in-line baggage transfers that will permit airport to
achieve a minimum connect time target of 75 minutes that is critical to passengers connecting to and
from international flights. 
PRIORITY ACTION 3: IMPROVE CUSTOMER SERVICE 
The Port of Seattle is dedicating significant efforts on the passenger and customer experience across all
business divisions. For Aviation, a team is in place to develop focused on providing more quantitative
and multi-dimensional customer insights that will link our resources dedicated to customer service
improvement efforts to our Century Agenda of making 'Seattle-Tacoma International Airport the West
Coast "Gateway of Choice" for international travel.' Additionally, the Port of Seattle, selected customer
services as a key element to the nonfinancial goal of the employee incentive pay plan. More detail for
this priority action can be found in the High Performance Organization LRP (See Page 19). 






-8-

LONG RANGE PLAN: CENTURY AGENDA 
ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION
STRATEGY 2 
AND BUSINESS GATEWAY 
OBJECTIVE 7 
DOUBLE THE NUMBER OF INTERNATIONAL FLIGHTS AND DESTINATIONS 
KEY METRICS 
Number of year-round, medium- and long-haul international air services (over 2,000 miles) 
Number of seats on year-round, medium- and long-haul services (over 2,000 miles)
Number of year-round, medium- and long-haul international destinations (over 2,000 miles) 
PRIORITY ACTION 1: IMPLEMENT BEST PRACTICE AIRPORT MARKETING TO DRIVE AIR SERVICE 
GROWTH 
To compete effectively with airports such as Vancouver, San Francisco and Portland, or other similarlysituated
airports in the country, the Air Service Development team will develop a comprehensive airport
marketing plan with a holistic approach, research best practices of airport marketing utilized by other
successful airports, and align them with our Century Agenda goals. 
PRIORITY ACTION 2: ENHANCE AIR SERVICE INCENTIVES TO ATTRACT NEW SERVICES 
Airports around the world commonly employ Air Service Incentives Programs that are designed to
attract and promote new air services and help mitigate the inherent risks of a new operation. The Air
Service Development team will continue to evaluate the effectiveness of current program components,
incorporating feedback from existing and potential airline partners, reviewing the competitive
environment with peer airports and utilizing these programs as necessary.
PRIORITY ACTION 3: BUILD STRATEGIC PARTNERSHIPS THAT ELEVATE THE REGION'S GLOBAL
PRESENCE 
Following a strategy successfully employed by Vancouver, Seattle has an opportunity to brand itself
globally to highlight the population base, the dynamic economy, the beautiful geographic setting and
the airport passenger volumes and many connections that could make Seattle the natural hub for the
Pacific Northwest. We will develop a regional partnership by all stakeholders in the Puget Sound region
in order to raise the awareness of Seattle's global prominence. 





-9-

LONG RANGE PLAN: CENTURY AGENDA 
ADVANCE THIS REGION AS A LEADING TOURISM DESTINATION
STRATEGY 2 
AND BUSINESS GATEWAY 
OBJECTIVE 8 
MEET THE REGION'S AIR TRANSPORTATION NEEDS AT SEATTLE-TACOMA
INTERNATIONAL AIRPORT FOR THE NEXT 25 YEARS AND ENCOURAGE THE COSTEFFECTIVE
EXPANSION OF DOMESTIC AND INTERNATIONAL PASSENGER AND
CARGO SERVICE 
KEY METRICS 
Million annual passengers that can be accommodated (Primary) 
Passenger airline cost per enplaned passenger (CPE) 
Specific airline rates (e.g., landing fee, Federal Inspection Station (FIS) rate, etc.) 
PRIORITY ACTION 1: COMPLETE AND IMPLEMENT THE SUSTAINABLE AIRPORT MASTER PLAN (SAMP) 
SAMP will identify the facility requirements to accommodate the 20 year forecasted growth at Seattle-
Tacoma International Airport (through 2034). Completing SAMP includes conducting the environmental
review, assessing financial feasibility and obtaining Federal Aviation Administration (FAA) approval.
Efforts will then take place involving additional planning and programming to develop projects for
incorporation into the Port of Seattle Aviation division capital plan. 
PRIORITY ACTION 2: RENOVATE EXISTING FACILITIES TO MAINTAIN CAPACITY 
Reinvesting in existing assets is critical to maintaining and enhancing capacity. Facilities and
infrastructure must be replaced and/or upgraded. Major projects underway include: the renovation and
expansion of the North Satellite and the Baggage Optimization project. Planning is underway to
renovate the South Satellite. 
PRIORITY ACTION 3: IMPROVE OPERATIONAL EFFICIENCY OF EXISTING FACILITIES 
The Port of Seattle is committed to increasing the capacity of existing facilities, which can be
accomplished through lean initiatives and other efforts to streamline passenger or vehicle flows. There
is also focus on enhancing systems (e.g. baggage makeup) to reduce down time, which effectively
increases capacity.
PRIORITY ACTION 4: KEEP AIRLINE COSTS COMPETITIVE 
The primary measure of airline costs at an airport is the passenger airline cost per enplaned passenger
(CPE). Rigorous budgeting and cost control are key to managing operating costs. Managing long-term
capital costs requires a strategic trigger driven capital plan and a financing plan that maximizes the
efficiency of Passenger Facility Charges (PFCs) through leverage and one that seeks to maximize FAA
grants. Growing non-aeronautical revenues reduces borrowing needs and increases the ability to
directly offset airline costs through revenue sharing. To keep airline rates competitive, the Port of
Seattle will continue to maintain a balanced funding plan that allows PFCs to be deployed to cost centers
where needed to reduce rate base costs.
-10-

LONG RANGE PLAN: CENTURY AGENDA 
USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE SMALL
STRATEGY 3 
BUSINESS GROWTH AND WORKFORCE DEVELOPMENT 
OBJECTIVE 9 
DOUBLE THE ECONOMIC VALUE OF CRUISE TRAFFIC TO WASHINGTON STATE 
KEY METRICS 
Economic Impact data (jobs, personal income, business revenue, local purchases, taxes, and per call
impact) 
Number of passengers and annual revenue to the port 
PRIORITY ACTION 1: INCREASE MARKET SHARE WHILE SUPPORTING REGIONAL JOB GROWTH 
In order to be a leading tourism destination and business gateway, the Port of Seattle understands the
importance of securing commitment for new homeport cruise vessels and new cruise products.
Additionally, the relationships with the cruise industry stakeholders must continue to be fostered while
also developing connections with new partners with a shared interest to promote tourism and economic
growth, as well as enhance the experience for the cruise passenger. Additionally, the Port of Seattle will
continue to market Pacific Northwest Cruises with partners in British Columbia. 
PRIORITY ACTION 2: INCREASE CRUISE TERMINALS EFFICIENCY AND COST EFFECTIVENESS 
The Port of Seattle Aviation and Maritime divisions are dedicated to the One-Port strategy, working
together to improve customer service and guest satisfaction from ship to plane and plane to ship. A
multi-stakeholder team, representing cruise industry related businesses and organizations working with
the Port of Seattle, has been formed to collaborate on areas that will improve the passenger experience.
For example, team will address new services aimed at separating the cruise line passenger from their
luggage to increase efficiencies and allow the guest to visit Seattle.
PRIORITY ACTION 3: MAXIMIZE ECONOMIC IMPACT FROM CRUISE PASSENGERS AND SHIPS 
Various efforts are underway to increase the economic impact of cruise passengers. Key projects include
raising awareness and interest about Alaska cruising from Seattle in key international markets by
reaching out to the travel trade and appropriate media through direct contact and familiarization tours.
Additionally, the Port of Seattle is working to educate the domestic and international travel trade,
(cruise lines, tour operators, and retail travel agencies) about the benefits of and opportunities to
extend cruise visitors' stays with pre and post extensions in Seattle and the region (see page 25). 
PRIORITY ACTION 4: IDENTIFY REDEVELOPMENT OPPORTUNITIES FOR PORT CRUISE FACILITIES 
The Port of Seattle is responsible for two port cruise facilities: Smith Cove at Pier 91 and Bell Street Pier
66. Pier 66 anchors an 11-acre complex along Seattle's downtown waterfront. This vibrant, multi-use
property is home to Norwegian Cruise Line and Oceania Cruises, which offer weekly sailings to Alaska.
The Port of Seattle is focused on the Pier 66 renovations to upgrade the terminal to meet the demand of
new larger vessels. Additionally, a market study will be conducted to determine growth potential and
market demand for additional home port berth, as well as an assessment to identify off-season
utilization and revenue opportunities at Terminal 91 and Pier 66.
-11-

LONG RANGE PLAN: CENTURY AGENDA 
USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE SMALL
STRATEGY 3 
BUSINESS GROWTH AND WORKFORCE DEVELOPMENT 
OBJECTIVE 10 
INCREASE THE PROPORTION OF FUNDS SPENT BY THE PORT WITH QUALIFIED
SMALL BUSINESS FIRMS ON CONSTRUCTION, CONSULTING, GOOD AND SERVICES
TO 40 PERCENT OF THE ELIGIBLE DOLLARS SPENT 
KEY METRICS 
Funds spent on small businesses 
Funds spent on women & minority owned businesses 
PRIORITY ACTION 1: EXPAND PORTGEN PROGRAM 
In 2016, the Port launched PortGen, a program focused on providing education and training to small
businesses on how to do business with the Port. The value of the Port Gen program increases the
number of small business bidding on Port work, strengthens the competitiveness of small business
bidding, and builds the pipeline of potential SBE firms ready, able, and willing to do business with the
Port. Over the next five years, the Port is committed to further engaging with small businesses,
developing Small business training and mentorship programs, as well as promote small business
incubators & accelerators. 
PRIORITY ACTION 2: FURTHER BUILD A MORE VERSATILE AND ACTIVE SUPPLIER DATABASE 
With a focus on operations excellence, efforts are underway to further develop our Supplier Database.
The database is designed to be a procurement tool that will allow the staff to have a line of sight into
firms that are ready, able, and willing to do business with the Port. This will enable the Port to identify
small businesses by skillset, develop forecast of SBE utilization and drivers of gaps to target, recognize
upcoming procurements with limited supplier base, apply more targeted supplier outreach and
development, and provide a better understanding of the regional supplier base across functional areas. 
PRIORITY ACTION 3: INTEGRATE BID LEVERS INTO PROCUREMENT ACQUISITION PLANNING 
In order to meet the Century Agenda, the Port is committed to structuring procurement contracts in a
way that will allow more small businesses to do work with the Port as Primes or subs. Integrating bid
levers into the procurement and acquisition planning process means setting more aggressive targets for
different procurements such as having carve-outs, bundling contracts, preferential score, price
advantaging, among others.
PRIORITY ACTION 4: STRENGTHEN SMALL BUSINESS PARTNERSHIP WITH GOVERNMENT AGENCIES 
Promoting small business growth is important to our region and various government agencies are also
invested in supporting small businesses. The Port will work and collaborate with government agencies to
leverage resources that will elevate the impact of efforts for small businesses. Additionally, the Port is
committed to local legislative efforts to increase small business participation including minority, women,
and disabled business enterprises.
-12-

LONG RANGE PLAN: CENTURY AGENDA 
USE OUR INFLUENCE AS AN INSTITUTION TO PROMOTE SMALL
STRATEGY 3 
BUSINESS GROWTH AND WORKFORCE DEVELOPMENT 
OBJECTIVE 11 
INCREASE WORKFORCE TRAINING, JOB AND BUSINESS OPPORTUNITIES FOR
LOCAL COMMUNITIES IN MARITIME, TRADE, TRAVEL AND LOGISTICS 
KEY METRICS 
Placement in jobs 
Training completions 
PRIORITY ACTION 1: SUPPORT & PROMOTE QUALITY JOB OPPORTUNITIES 
The Port of Seattle is committed to creating quality jobs and equity criteria for economic development
projects that prioritize middle wage industries. Community Workforce Agreements may be established
to encompass apprentice utilization, diversity, and preferred entry to ensure that all members of the
community have access to quality jobs in port-related industries, and increased opportunities for career
advancement. The Port of Seattle will serve as a model employer for workforce development (WFD) by
incorporating apprentice positions into internal Port of Seattle departments where appropriate and
consistent with external apprenticeship goals, expanding high school internships and community
partnerships, and supporting employee career development. 
PRIORITY ACTION 2: STRENGTHEN LEADERSHIP COMMITMENT AND ACCOUNTABILITY TO PROMOTE
WFD 
The success of the WFD program relies heavily on the commitment of Port of Seattle management who
will designate staff to promote career pathways, equity in employment, and job quality for workers at
the Port and at Port-related businesses. This is can be accomplished through promoting public
awareness of port-related industries and career opportunities, identifying current and future workforce
demands of port-related industries, and strengthening industry engagement and participation in career
pathways efforts. 
PRIORITY ACTION 3: EXPAND CAREER PATHWAYS TO FOCUSED PORT-RELATED INDUSTRIES 
The Comprehensive Career Pathways Strategic investments support the Port's vision of creating family
wage jobs in the region by strengthening port-related industry sectors. They are designed to meet the
skill and workforce needs of employers by creating opportunities for workers and job-seekers, including
those with low skills, enter employment and advance within a target industry sector towards higherskill
, higher-wage jobs. Investments are focused port-related industries and include Airport,
Manufacturing, Trades and Maritime sectors. 
PRIORITY ACTION 4: BUILD A TALENT PIPELINE FOCUSED ON YOUTH CAREER DEVELOPMENT 
Employers in port related sectors having an aging workforce and find difficulty recruiting and retaining
younger workers. Additionally, many youth and high school students lack exposure to careers in port
related sectors and work-based learning opportunities. The Port will help build a talent pipeline to
connect port related employers with high schools and other education and training institutions, and
youth and high school students to port related careers. 
-13-

LONG RANGE PLAN: CENTURY AGENDA 
BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN
STRATEGY 4 
NORTH AMERICA 
OBJECTIVE 12 
MEET ALL INCREASED ENERGY NEEDS THROUGH CONSERVATION AND
RENEWABLE SOURCES 
KEY METRICS 
Annual energy use from natural gas, electricity, and liquid fuels (e.g., gasoline) in MMBTU (Million British
Thermal Units) 
PRIORITY ACTION 1: DEVELOP AN INTEGRATED ONE-PORT BASELINE OF ENERGY USE
As part of the migration towards a One-Port environmental strategy, the Aviation, Maritime and
Economic Development divisions are working on an integrated approach to energy usage. The
individual Port of Seattle divisions have been measuring their energy use for almost a decade, and
continue to refine their estimates. The divisions are currently working together to develop a consistent
measurement protocol to ensure that energy estimates are comparable across Port facilities. 
PRIORITY ACTION 2: SOURCE RENEWABLE NATURAL GAS 
In order to reduce carbon emissions from all operations by 50% over the next 10 to 25 years, the Port of
Seattle must find a source of renewable natural gas (RNG), as over 70% of Port of Seattle's carbon
comes from using fossil-based natural gas (CNG) in our boilers and bus fleet. The Port of Seattle is
actively looking for opportunities across Washington to purchase RNG from sources such as waste water
treatment plants, landfills, and dairy farms, and evaluating costs associated with bringing that fuel to the
Port of Seattle. 
PRIORITY ACTION 3: DEPLOY SOLAR ENERGY PANELS
The Port of Seattle is surveying and analyzing port properties for solar arrays, working in conjunction
with utility partners. The Port of Seattle will assess the costs and benefits of the various sites, along with
the environmental benefits, and identify the most promising locations. The review will also consider
options for financial incentives from state and federal programs.
PRIORITY ACTION 4: IMPLEMENT ENERGY EFFICIENCY PROJECTS 
The Port of Seattle is evaluating and implementing an array of energy efficiency projects at Port
operated facilities that are designed to reduce costs. 
At the airport, testing, adjusting and balancing of the Main Air Handlers is on-going and scheduled into
2017. The Maritime division is installing outdoor lighting upgrades and performing audits at three sites.
The Port of Seattle is also developing an Energy Plan in 2016 that will identify renewable and energy
conservation opportunities for both Maritime and Aviation divisions. The Plan will include a matrix of
the renewable energy and energy conservation opportunities available to the Port of Seattle, whether
each opportunity is commercially available, current costs, and if not commercially available, potential
steps and costs necessary to develop that opportunity.
-14-

LONG RANGE PLAN: CENTURY AGENDA 
BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN
STRATEGY 4 
NORTH AMERICA 
OBJECTIVE 13 
MEET OR EXCEED AGENCY REQUIREMENTS FOR STORM WATER LEAVING PORTOWNED
OR OPERATED FACILITIES 
KEY METRICS 
Airport treatment: percentage of acres treated 
Maritime: Maritime conveyance rehabilitation: % of linear feet completed 
PRIORITY ACTION 1: IMPLEMENT STORMWATER UTILITY 
The Storm water Utility in the Maritime division will collect money from Port of Seattle properties and
tenants and invest in storm water system cleaning, assessment, repair, rehabilitation and other
improvements, resulting in improved function of storm water system and improved water quality. 
PRIORITY ACTION 2: DEVELOP GREEN STORMWATER INFRASTRUCTURE AND RAINWATER CAPTURE 
The Port of Seattle will develop guidance for implementing green storm water infrastructure (GSI) on
Port properties specific to land use type. Consideration will be given to restrictions inherent to industrial
properties and unique to maritime and aviation activities. The guidance will be used to identify
appropriate measures necessary to comply with low impact development requirements, meet Salmon-
Safe certification standards, and incorporate sustainable storm water practices in future development. 
PRIORITY ACTION 3: MAINTAIN COMPLIANCE WITH EXISTING PERMITS 
The Port of Seattle will comprehensively manage the storm water permit compliance function, both
internally through a One-Port approach and externally with tenants to gather better information on
permit compliance and success of prevention practices across industrial, municipal, maritime and
aviation facilities, and identify opportunities for improvement. The Port of Seattle will further
determine and implement storm water management requirements for all new and redevelopment
projects. 






-15-

LONG RANGE PLAN: CENTURY AGENDA 
BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN
STRATEGY 4 
NORTH AMERICA 
OBJECTIVE 14 
Reduce air pollutants and carbon emissions, specifically: -- Reduce air pollutant
emissions by 50 percent from 2005 levels. -- Reduce carbon emissions from all
Port operations by 50 percent from 2005 levels and reduce aircraft-related carbon
emissions at Seattle-Tacoma International Airport by 25 percent 
KEY METRICS 
Particulate Matter (PM) 2.5 Emissions (metric tons)/ (% reduced) 
Diesel PM Emissions (metric tons)/(% reduced) 
Port Greenhouse Gas Emissions (metric tons)/(% reduced) 
PRIORITY ACTION 1: PROVIDE AVIATION BIOFUELS (AIRPORT JET FUEL) 
As leaders in aviation biofuels, the Port of Seattle, together with Alaska Airlines and Boeing, have
determined that the key first step to biofuel adoption and integration is to conduct an Aviation Biofuels
Infrastructure Feasibility Study to identify the best approach to deliver blended biofuel to Seattle-
Tacoma International Airport. Biofuel infrastructure will make Seattle-Tacoma International Airport an
attractive option for any airline committing to using biofuel, and will assist in attracting biofuel
producers to the region as part of a longer-term market development strategy. 
PRIORITY ACTION 2: SOURCE RENEWABLE NATURAL GAS 
In order to reduce carbon emissions from all operations by 50% over the next 10 to 25 years, the Port of
Seattle must find a source of renewable natural gas (RNG) as over 70% of Port's carbon comes from
using fossil-based natural gas in our boilers and bus fleet. The Port of Seattle is actively looking for
opportunities across Washington to purchase RNG from sources such as waste water treatment plants,
landfills, and dairy farms, and evaluating costs associated with bringing that fuel to the Port of Seattle. 
PRIORITY ACTION 3: IMPLEMENT NORTHWEST PORT'S CLEAN AIR STRATEGY 
A joint strategy with the Port of Tacoma and Port Metro Vancouver has been developed with goals to
reduce Diesel Particulate Matter by 80% per ton and Green House Gases by 15% per ton of cargo by
2020. Targets have been set together with the Port of Tacoma and Port Metro Vancouver for different
activities to reduce Emissions in each sector: ocean going vessels, heavy duty vehicles, cargo handling
equipment, harbor vessels, and rail and administrative. 
PRIORITY ACTION 4: DEVELOP AND IMPLEMENT GREEN FLEET STRATEGY 
Approximately 10% of the Port of Seattle's carbon emissions are due to fossil fuels used by our vehicle
fleet. The Port of Seattle is developing a Green Fleet Plan to reduce those emissions. The Plan will
include an evaluation of our current vehicle fleet, how the vehicles are used, and to research and
identify new vehicles and fuels that can provide the same service but with lower emissions. The Plan
will estimate potential emission reductions and financial costs from existing and emerging vehicles
including new technologies and advanced fuels, and provide recommendations to upgrade our fleet and
reduce emissions. 
-16-

LONG RANGE PLAN: CENTURY AGENDA 
BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN
STRATEGY 4 
NORTH AMERICA 

OBJECTIVE 15 
ANCHOR THE PUGET SOUND URBAN INDUSTRIAL LAND USE TO PREVENT SPRAWL
IN LESS DEVELOPED AREA 
KEY METRICS 
Remediation of contaminated sites 
Industrial land (acres) 
PRIORITY ACTION 1: IMPLEMENT CLEAN-UP PROJECTS ACROSS THE PORT 
The Port of Seattle has completed several remediation projects and will move forward with remediation
projects that clean up industrial land and keep industrial businesses thriving. These include the Lower
Duwamish, East Waterway, Lora Lake and others. 
PRIORITY ACTION 2: ADVOCATE FOR POLICIES AND PROJECTS THAT SUPPORT INDUSTRIAL USES 
In order to meet the Century Agenda, the Port of Seattle will work with the City of Seattle to advocate
for industrial land use regulations in the City's comprehensive plan update and in City land use code that
support a growing maritime business. 
PRIORITY ACTION 3: ENHANCE KEY PARTNERSHIPS 
Leveraging resources with key partners is important to support the Century Agenda objective of
anchoring Puget Sound urban industrial land use to prevent sprawl. Efforts are ongoing and continuing 
to build coalitions across the aviation and maritime industries to support urban industrial land uses.







-17-

LONG RANGE PLAN: CENTURY AGENDA 
BE THE GREENEST, AND MOST ENERGY EFFICIENT PORT IN
STRATEGY 4 
NORTH AMERICA 
OBJECTIVE 16 
Restore, create, and enhance 40 additional acres of habitat in the
Green/Duwamish watershed and Elliott Bay 
KEY METRICS 
Acres of habitat restored, created and enhanced 
PRIORITY ACTION 1: CONSTRUCT 13 ACRES OF HABITAT AT TERMINAL 117 
The Port of Seattle has undertaken extensive public outreach associated with the Terminal 117 project
and has received enthusiastic support from the community, resource agencies and Tribes. At present,
the design is 90% complete and local, state and federal permits are pending. The project team is
working towards breaking ground in summer of 2017. 
PRIORITY ACTION 2: CONSTRUCT 7 ACRES OF HABITAT AT TERMINAL 25 SOUTH 
The Terminal 25 (T25) South project is a valuable opportunity to establish critical habitat in the East
Waterway, which is an important migratory corridor for salmon. Recently, T25 project concepts were
presented to agencies and Tribes and were met very favorably. The Port of Seattle is now working to
develop the Mitigation Banking Agreement and associated studies. Once the Agreement has been
approved, the project will be moved through the design and permitting process. 
PRIORITY ACTION 3: CONSTRUCT ADDITIONAL HABITAT PROJECTS IN THE LOWER DUWAMISH 
The Mitigation Banking Agreement developed for the T25 project will provide an 'umbrella' under which
other potential restoration actions can occur. To that end, the Port of Seattle has begun environmental
due diligence and concept design work for several sites, totaling 13 acres. These sites are part of a
growing portfolio of important fish and wildlife restoration projects being undertaken by the Port of
Seattle. 






-18-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 1  INCREASE CUSTOMER SATISFACTION 
OBJECTIVE 1 
IMPROVE CUSTOMER SERVICE 
KEY METRICS 
Aviation  Airport Service Quality (ASQ) 
Maritime and Economic Development Business Divisions developing baseline for Moorage Customers &
Cruise Passengers 
PRIORITY ACTION 1: EXECUTE THE AIRPORT'S MULTI-LAYERED CUSTOMER SERVICE PLAN APPROACH 
The airport is focused on several key priority areas to improve the ASQ score. These areas include:
airport restroom cleanliness, curb to gate speed, airport signage and wayfinding master plan, and
terminal technology and connectivity. 
PRIORITY ACTION 2: DEVELOP AND IMPLEMENT A SYSTEM TO MANAGE AND TRACK EXTERNAL
CUSTOMER SATISFACTION FOR CORPORATE PROPERTIES AND MARITIME 
A customer satisfaction measurement program is under development for the Maritime and Economic
Development business divisions. Plans for implementation are set for the 3rd quarter of 2016. 
PRIORITY ACTION 3: PUBLIC AWARENESS & ENGAGEMENT SURVEY 
In order to better understand public perception, the Port conducted a county-wide survey in spring 2016
that provided a baseline. Focus groups conducted in summer 2016 will probe into the survey results.
Additional focus group research is underway to inform the Sustainable Airport Master Plan. 








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LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 1  INCREASE CUSTOMER SATISFACTION 
OBJECTIVE 2 
IMPROVE CUSTOMER SERVICE BETWEEN THE PORT'S DEPARTMENTS/FUNCTIONS 
KEY METRICS 
Customer Satisfaction 
On-Time Delivery 
PRIORITY ACTION 1: DEVELOP PROCEDURES, POLICIES, AND TOOLS TO MANAGE INTERNAL
CUSTOMER SATISFACTION 
Internal customer is defined as a Port of Seattle department providing service to another Port of Seattle
department. As the Port of Seattle strives for operations excellence, it is imperative for the organization
to transform into a data driven enterprise in order to meet the demands of customers quickly. It is
critical to measure operational performance and quality across the Port through metrics. This priority
action will develop a standardized and efficient system to measure internal customer satisfaction as well
as act on results, supporting the continuous process improvements identified as key areas in Priority
Action 2, below. 
PRIORITY ACTION 2: CONTINUOUS PROCESS IMPROVEMENT WITH KEY AREAS AT THE PORT OF 
SEATTLE 
Develop and streamline the Port of Seattle internal customer satisfaction measurement process through
the initiatives of continuous process improvement, prioritizing the following key service groups and
processes: Aviation Maintenance, Airport Operations, Capital Development, Marine Maintenance,
Central Procurement Office (see below action), the Commission Review Process, and Cruise Operations
(see page 25). These initial areas will serve as a model to learn from and in the future to apply to all
departments at the Port of Seattle. The improvement made through these identified groups and
processes will be seen and demonstrated through the improvement of their internal customer
satisfaction score, mentioned in Priority Action 1, above. 
PRIORITY ACTION 3: PROCUREMENT EXCELLENCE 
Central Procurement Office (CPO) is strategically and operationally critical to delivering key Century
Agenda goals, as well as to be a driver of financial stewardship and project excellence. In 2016, CPO
launched a Port-wide supported effort, with consulting support, to identify opportunities to increase
efficiency and effectiveness of our existing procurement processes, systems and capabilities. Over the
next years, the Port of Seattle is committed to implementing a set of four Procurement Principles: 
Principle 1: Procurement supports our values 
Principle 2: Procurement processes emphasize customer service 
Principle 3: Procurement is about planning ahead and working collaboratively 
Principle 4: Procurement should be grounded in rigorous and transparent decision-making


-20-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 1  INCREASE CUSTOMER SATISFACTION 
OBJECTIVE 3 
IMPROVE PROCESS EFFICIENCIES & EFFECTIVENESS 
KEY METRICS 
Cost, delivery, speed, & quality 
PRIORITY ACTION 1: DEVELOP INFRASTRUCTURE TO SUPPORT CONTINUOUS PROCESS IMPROVEMENT
(CPI) EFFORTS AND PROMOTE A PORT OF SEATTLE CULTURE EMBRACING LEAN 
Port of Seattle has challenged the organization to respond to an unprecedented rate of growth with new
levels of efficiency and effectiveness. By engaging employees in reengineering processes and reducing
waste, the Port of Seattle can: (1) streamline work and gain capacity to support growth, (2) use these
efficiency gains to free up resources, which can be reinvested. T o achieve operations excellence with a
culture embracing lean, the Port of Seattle is developing the infrastructure such that more lean training
and education is available, more CPI projects are planned and executed, and achieve a future state
where CPI is linked to performance management. 
PRIORITY ACTION 2: CPI CONDUCTED AT KEY AREAS AT THE PORT OF SEATTLE 
This action aims to develop and streamline the Port of Seattle internal customer satisfaction
measurement process through the initiatives of continuous process improvement, prioritizing the
following key service groups and processes: Aviation Maintenance, Airport Operations, Capital
Development, Marine Maintenance, Central Procurement Office (see below action), the Commission
Review Process, and Cruise Operations (see page 25). These initial areas will serve as a model to learn
from and in the future to apply to all departments at the Port of Seattle. The improvement made
through these identified groups and process will be seen and demonstrated through the improvement
of their internal customer satisfaction score (See page 20). 
PRIORITY ACTION 3: STRATEGIC POSITIONING FOR GROWTH 
The Port of Seattle is undertaking the Strategic Positioning for Growth (SPG) budgeting initiative, which
is designed to ensure that operating division budgets and activities are fully aligned with the Port of
Seattle's Long Range Plan. The initiative was launched in May 2016 looking at the Divisions' operating
expenses first. This priority action is focused on developing a Port-wide budget alignment program plan
applying the SPG model across all budgets to include all Corporate departments and Capital 
Development in the 2018 budget planning process.
PRIORITY ACTION 4: PROCUREMENT EXCELLENCE 
Central Procurement Office (CPO) is strategically and operationally critical to delivering key Century
Agenda goals, as well as to be a driver of financial stewardship and project excellence. In 2016, CPO
launched a Port-wide supported effort, with consulting support, to identify opportunities to increase
efficiency and effectiveness of our existing procurement processes, systems and capabilities. Over the
next years, the Port of Seattle is committed to implementing a set of four Procurement Principles: 
Principle 1: Procurement supports our values 
Principle 2: Procurement processes emphasize customer service 
Principle 3: Procurement is about planning ahead and working collaboratively 
Principle 4: Procurement should be grounded in rigorous and transparent decision-making 
-21-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 2  ELIMINATE WORKFORCE INJURIES 
OBJECTIVE 4 
REDUCE OCCUPATIONAL INJURY RATE AND SEVERITY RATE 
KEY METRICS 
Occupational Injury Rate - OIR  injuries occurring at work that require medical treatment 
Lost Work Day Injury Case Rate: LWCIR  injuries occurring at work that require days away from work
due to severity of injury 
PRIORITY ACTION 1: ANNUAL SAFETY EVALUATION PROCESS 
Port of Seattle has challenged the organization to respond to an unprecedented rate of growth with new
Operation and Administrative workgroups/departments will participate in Annual Safety Evaluation. The
evaluation measures how well organizations perform in several accident-prevention leading indicators,
such as: leadership, hazard and near miss reporting, job hazard analysis, safety training completion,
safety committees, worksite inspections, and leadership accountability. Any deficiencies noted in the
evaluation process are to be included in the next year's Safety Action Plans. 
PRIORITY ACTION 2: INCREASE LEADERSHIP ACCOUNTABILITY WITH SAFETY PERFORMANCE 
A culture of safety starts with leadership, because leadership drives culture and culture drives behavior. 
Leaders influence culture by setting expectations, building structure, teaching others, employee
recognition and demonstrating stewardship. Every Port leader will establish a safety performance goal
in their annual e-performance as well as leadership goals in their respective organization's Annual Safety
Evaluation Process. Leaders will consistently promote employee recognition related to safety
performance improvement. 
PRIORITY ACTION 3: ENHANCE EMPLOYEE ENGAGEMENT WITH SAFETY 
Bolster employee engagement by providing meaningful training to ensure compliance as well as
motivating safety behaviors, and providing opportunities for employees to have a voice in safety
improvement. This aims to expand Safety Solution Teams throughout the Port of Seattle to address high
risk areas: sprains, falls and noise exposure. Teams will use the 8-step problem solving process to create
countermeasures to enhance safety performance and evaluate impact of countermeasures.
PRIORITY ACTION 4: STANDARDIZE RETURN TO WORK FOR INJURED WORKERS 
If an injury occurs, the severity of the injury (days away from work) can be minimized by an aggressive
and standardized return to work process. All employees will receive training on the standardized Return
to Work process as a performance expectation. This priority will impact the Lost Work Day Case Injury
Rate. 


-22-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 2  ELIMINATE WORKFORCE INJURIES 
OBJECTIVE 5 
ALL MANAGERS WILL LEAD SAFETY PERFORMANCE 
KEY METRICS 
Annual Safety Evaluation scores 
PRIORITY ACTION 1: ANNUAL SAFETY EVALUATION PROCESS 
Operation and Administrative workgroups/departments will participate in Annual Safety Evaluation. The
evaluation measures how well organizations perform in several accident-prevention leading indicators,
such as: leadership, hazard and near miss reporting, job hazard analysis, safety training completion,
safety committees, worksite inspections, and leadership accountability. Any deficiencies noted in the
evaluation process will be included in the next year's Safety Action Plan. 
PRIORITY ACTION 2: INCREASE LEADERSHIP ACCOUNTABILITY WITH SAFETY PERFORMANCE 
A culture of safety starts with leadership, because leadership drives culture and culture drives behavior. 
Leaders influence culture by setting expectations, building structure, teaching others, employee
recognition and demonstrating stewardship. Every Port of Seattle leader will establish a safety
performance goal in their annual e-performance plan as well as incorporating leadership goals in their
respective organization's Annual Safety Evaluation Process. Leaders will consistently promote employee
recognition with safety performance improvement. 
PRIORITY ACTION 3: SAFETY PERFORMANCE RECOGNITION 
The key to fostering a strong safety culture is recognizing safety improvement in work locations.
Consistent feedback and team recognitions at all levels will be communicated throughout the
organization. Recognizing people for safety improvement is an extremely powerful message to the
recipient, their work team and other employees through the grapevine and formal communication
channels. This action builds a strong safety culture. 






-23-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 3  ACT AS ONE PORT 
OBJECTIVE 6 
STRENGTHEN THE CULTURE & ACT AS A SINGLE ORGANIZATION WITH A SHARED
VISION 
KEY METRICS 
% of employees agree that the Port of Seattle acts as a single organization with a common vision 
% increase toward ideal culture 
PRIORITY ACTION 1: INCREASE PORT LEADERS' COMPETENCIES IN CREATING THE DESIRED CULTURE
AND MEASURE IF WE ARE ACHIEVING IT 
200 Port of Seattle leaders participated in a leadership and culture learning opportunity which
culminated in a two-day conference. Each leader is accountable for bringing the conference outcomes
back to their teams. Tools and support are being developed for this. To measure the progress toward
our desired culture and One-Port, the Port of Seattle is developing a survey to get targeted employee
feedback. The surveys will be conducted periodically. 
PRIORITY ACTION 2: IMPLEMENT PERFORMANCELINK WHICH FACILITATES STRATEGIC ALIGNMENT OF
ORGANIZATIONAL PRIORITIES THROUGH PERFORMANCE MANAGEMENT 
During 2016, the organization is implementing a new performance management process which
encourages all individual leader and employee goals to be linked to business objectives directly or
through their manager's performance goals. This process facilitates the discussion about organizational
priorities and alignment between those priorities and the individual employee's performance goals. The
new performance management process also requires quarterly check-ins which allow for further
opportunities to align actions.
PRIORITY ACTION 3: IMPLEMENT INCENTIVE PAY PLAN 
The Port of Seattle is implementing an incentive pay program. The new Incentive Pay Plan is a resultsoriented
, self-funding, values-driven and Century Agenda focused plan. It is designed to provide
incentives to achieve both financial and values driven non-financial goals; requires financial
performance to be above a threshold before awards are paid out and does not add to fixed salary costs.
PRIORITY ACTION 4: IMPLEMENT CENTERS OF EXPERTISE STRUCTURE TO MORE EFFECTIVELY
SUPPORT THE LINES OF BUSINESS 
The Port of Seattle is implementing a new organizational structure that utilizes Centers of Expertise.
Centers of Expertise are teams that provide leadership, expertise, policy and strategic direction for a
given area of focus. Implementing Centers of Expertise include such actions as defining their vision,
mission, strategies and metrics, clarifying roles and responsibilities internally and with the operating
divisions and identifying process improvement opportunities. 

-24-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 3  ACT AS ONE PORT 
OBJECTIVE 7 
INCREASE PORT-WIDE COMMON AND STANDARDIZED LANGUAGE, BUSINESS
PROCESSES, TECHNOLOGY TOOLS, AND MEASURES 
KEY METRICS 
# of processes that are standardized and implemented 
% performance plans that link goals to manager or organizational goals through e-Performance system 
PRIORITY ACTION 1: IMPLEMENT OPERATIONS EXCELLENCE THROUGH STANDARDIZED PROCESSES,
TOOLS, AND SYSTEMS USED PORT-WIDE 
For the Port of Seattle, operations excellence is defined as doing the right work with the least cost,
delivered efficiently and with highest quality, safely and together. This means building quality into the
process, working collaboratively across divisions, and recognizing and rewarding value added work. The
Port of Seattle will develop and implement a Port-Wide plan to assess number of key organizational
processes to be standardized, prioritize processes and set target for number to standardize and
implement per year. Additionally, The Port of Seattle will establish a best practices system for the
organization to use as a reference for ideas to apply to teams, projects, and processes all across the Port
of Seattle. 
PRIORITY ACTION 2: DEVELOP A COMMON PORT-WIDE CONTINUITY OF OPERATIONS PLAN (COOP) 
Consolidate Port of Seattle COOP plans into a single integrated "One-Port" Continuity of Operations Plan
that will maximize the Port of Seattle's ability to recover from emergencies and sustain a stable
business-continuity environment for its employees, tenants, and customers. 
PRIORITY ACTION 3: ONE-PORT EFFORT TO IMPROVE THE END-TO-END CRUISE PASSENGER 
EXPERIENCE 
In order to achieve the Century Agenda, the Port of Seattle aligned the internal strategy of achieving a
"one-port" cruise customer experience through the application of continuous process improvement. In
partnership with the Cruise Stakeholders team (referenced in CA Objective 9, Page 11), this action aims
to streamline the end to end Cruise Operations process to enhance the cruise passenger experience and
increase customer satisfaction (Reference in HPO Objective 1, Page 19). 
Additionally this priority action will improve process efficiencies (capacity, operations cost, lead time)
and strengthen the collaborative support from external stakeholders and business partners. 




-25-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 4  BECOME MODEL FOR WORKPLACE DIVERSITY & INCLUSION 
OBJECTIVE 8 
INCREASE MANAGEMENT ACCOUNTABILITY OF DIVERSITY & INCLUSION (D&I) 
KEY METRICS 
% of managers who include "lead and manage staff effectively" goal in their PerformanceLink 
% of employees who completed diversity and inclusion development opportunity (workshop, classes,
council participation, etc.) at least every 3 years 
PRIORITY ACTION 1: DEVELOP A PORT OF SEATTLE MODEL OF DIVERSITY AND INCLUSION 
The Port of Seattle will join a number of public agencies and professional sectors in identifying a set of
operating principles and practices addressing diversity and inclusion. After a review of models in use by
other organizations, Port of Seattle leadership will engage port employees, and community partners, in
refining and finalizing a model for implementation. 
PRIORITY ACTION 2: ALIGN DIVERSITY INCLUSION MODEL WITH PERFORMANCE MANAGEMENT
PROCESS 
The Port of Seattle will increase accountability by clarifying performance expectations for management
by utilizing the Port of Seattle competency framework in the performance management process, which
will also be aligned with the diversity and inclusion model mentioned above in Priority Action 1. Each
employee will have the opportunity to participate in diversity and inclusion development learning such
as workshop, class, and council participation every three years, among other activities. 
PRIORITY ACTION 3: STRATEGICALLY ENGAGE EMPLOYEE RESOURCE GROUPS IN BUILDING EMPLOYEE
UNDERSTANDING OF DIVERSITY AND INCLUSION 
Employee resource groups (ERGs) are important representatives of segments of the employee
population. Human Resources will convene ERGS to discuss and identify ways to convey the Port of
Seattle's commitment to diversity and inclusion and partner with them to engage and educate
employees. For example, an increased use to a variety of methods such as CEO webcasts, Town Halls,
and Executive Roundtables. 





-26-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 4  BECOME MODEL FOR WORKPLACE DIVERSITY & INCLUSION 
OBJECTIVE 9 
INCREASE THE PERCENTAGE OF EMPLOYEES THAT AGREE THAT THE PORT OF
SEATTLE IS COMMITTED TO DIVERSITY & INCLUSION 
KEY METRICS 
% of all employees agree that the Port of Seattle is committed to diversity and inclusion 
PRIORITY ACTION 1: STRATEGICALLY ENGAGE EMPLOYEE RESOURCE GROUPS IN BUILDING EMPLOYEE
UNDERSTANDING OF DIVERSITY AND INCLUSION 
Employee resource groups (ERGs) are important representatives of segments of the employee
population. Human Resources will convene ERGS to discuss and identify ways to convey the Port of
Seattle's  commitment to diversity and inclusion and partner with them to engage and educate
employees. For example, an increased use to a variety of methods such as CEO webcasts, Town Halls,
and Executive Roundtables. 
PRIORITY ACTION 2: INCREASE VISIBLE AND PURPOSEFUL EFFORTS TO FULLY ENGAGE LESBIAN, GAY,
BISEXUAL, AND TRANSGENDER (LGBT) EMPLOYEES AND TO EDUCATE MANAGERS ABOUT ISSUES OF
INCLUSION FOR THIS DEMOGRAPHIC GROUP 
Human Resources will partner with the Port-wide Pride ERG to convene LGBT employees to identify how
they would like to be engaged and produce a plan to integrate LGBT inclusion more explicitly in manager
and employee development. The Port of Seattle will continue to participate in the Seattle Pride Parade. 
PRIORITY ACTION 3: INCREASE INCLUSION OF REPRESENTED EMPLOYEES IN POS SPONSORED 
DEVELOPMENT OPPORTUNITIES 
Human Resources will continue to partner with Labor Relations to establish a process for providing
performance feedback for represented employees; expand development opportunities for represented
employees in convenient locations and on various shifts; and foster a shared commitment to the Port of
Seattle's future. 






-27-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 4  BECOME MODEL FOR WORKPLACE DIVERSITY & INCLUSION 
OBJECTIVE 10 
INCREASE AWARENESS INTERNALLY AND ACTIVELY SHARE D&I PROGRAMS
EXTERNALLY 
KEY METRICS 
# of unique visits to website pages related to diversity and inclusion 
# of unique visits to D&I pages 
# of free (news stories/editorials) and paid (advertisements) media placements related to D&I 
PRIORITY ACTION 1: DEVELOP A PORT OF SEATTLE MODEL OF DIVERSITY AND INCLUSION 
The Port of Seattle will join a number of public agencies and professional sectors in identifying a set of
operating principles and practices addressing diversity and inclusion. After a review of models in use by
other organizations, Port of Seattle leadership will engage port employees, and community partners, in
refining and finalizing a model for implementation. 
PRIORITY ACTION 2: TELL THE PORT OF SEATTLE'S DIVERSITY AND INCLUSION STORY 
Public Affairs and Human Resources will create robust diversity and inclusion content for the Port of
Seattle's internally and externally facing websites and social media. Public Affairs will continue to
promote the Port of Seattle with no-cost media placement and explore paid placement. 
Public Affairs will continue to survey the community to gauge awareness of the Port of Seattle's
commitment to diversity and inclusion and refine communications strategy as data becomes available. 
PRIORITY ACTION 3: STRATEGICALLY ENGAGE EMPLOYEE RESOURCE GROUPS IN BUILDING EMPLOYEE
UNDERSTANDING OF DIVERSITY AND INCLUSION 
Employee resource groups (ERGs) are important representatives of segments of the employee
population. Human Resources will convene ERGS to discuss and identify ways to convey the Port of
Seattle's commitment to diversity and inclusion and partner with them to engage and educate
employees. For example, an increased use to a variety of methods such as CEO webcasts, Town Halls,
and Executive Roundtables. 





-28-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 5  FOSTER EMPLOYEE DEVELOPMENT & LEVERAGE TALENT 
OBJECTIVE 11 
DEVELOP A STRONG TALENT PIPELINE 
KEY METRICS 
% of executive team leaders that have documented succession plans for their leadership teams and key
positions 
% of non-represented employees who have a development goal 
PRIORITY ACTION 1: LAUNCH PERFORMANCELINK 
Human Resources has begun implementation of a new approach to performance management,
PerformanceLink, aligning the organization around cascading performance goals and business
objectives and establishes more consistency in performance ratings and rewards. 
PRIORITY ACTION 2: DEVELOP AND IMPLEMENT THE SUCCESSION PLANNING MODEL 
The Port of Seattle is taking a strategic approach to ensuring there is a strong talent pipeline for
executive leader position and their teams, as well as other key positions. All non-representative
employees will set a development goal as part of the performance management process
PerformanceLink. 
PRIORITY ACTION 3: DEVELOP AND IMPLEMENT A LABOR RELATIONS STRATEGY TO INCREASE THE
NUMBER OF REPRESENTED EMPLOYEES WITH DEVELOPMENT PLANS 
Labor Relations with Human Resources will determine a method for recording development plans and
measuring participation and impact. Such a strategy would include manager and foreman education and
employee outreach and education and an evaluation of results and methods. 







-29-

LONG RANGE PLAN: HIGH PERFORMANCE ORGANIZATION 
STRATEGY 5  FOSTER EMPLOYEE DEVELOPMENT & LEVERAGE TALENT 
OBJECTIVE 12 
FOSTER AWARENESS OF PORT-WIDE TALENT 
KEY METRICS 
% of non-represented Port Employees contributing to skills bank 
% of positive feedback from departments that had internal interns 
PRIORITY ACTION 1: CONDUCT AN ORGANIZATIONAL LEARNING NEEDS ASSESSMENT 
Engage representatives from across the organization in conducting an organizational learning needs
assessment to identify key workforce strengths, gaps, and development opportunities. 
PRIORITY ACTION 2: CREATE A PORT-WIDE TALENT BANK 
Leverage Human Resources information systems to make talent data more accessible. Design and
implement a talent bank web-platform in which managers and employees can collaborate as well as
share and exchange knowledge and skills. 
PRIORITY ACTION 3: IDENTIFY EMPLOYEE DEVELOPMENT LESSONS LEARNED AND EXTEND BEST
PRACTICES 
Collect and analyze results from employee development programs such as the Internal Internship
program and identify ways to leverage best practices for targeted purposes such as manager
development and succession planning. 









-30-