port of seattle strategies update commission briefing february 28, 2006

Port of Seattle Strategies Update

Commission Briefing

February 28, 2006

2

The Steps of Strategy

Mission

Strategies

Objectives

Measures & Targets

Initiatives

Budget

Results

3

Our Strategic Planning Approach:

O b jec tives A c tio ns M e a su res

E a ch S tra te gyS p on sor & Te am

p u rsu e s:

C o m m iss ion A do p tedS e ven P o rt-w ide

S tra te g ies

4

Long Range Challenges & Opportunities – Some Examples

• Competition from other ports and regions • Decreasing availability of public funds • Difficult financial and market conditions for many port and

airport customers• New security restrictions and costs to the global

transportation system • Increasing surface traffic congestion • An emerging “new economy” based on information-

intensive products and services • A growing community interest in “sustainability” to achieve

a long-term balance of economic, social and environmental objectives and values

• Demographic changes in the present and future workforce

5

The Seven Port-wide Strategies:

AIRPORT AND SEAPORT VITALITY

ECONOMIC OPPORTUNITIES

PUBLIC UNDERSTANDING

REGIONAL TRANSPORTATION

TRANSPORTATION SECURITY

ENVIRONMENTAL STEWARDSHIP

HIGH PERFORMANCE ORGANIZATION

6

SeaportVitality

EconomicOpportunities

AirportVitality

PublicUnderstanding

RegionalTransportation

TransportationSecurity

EnvironmentalStewardship

High Performance Organization

Port of Seattle – 2005 Strategy “Map”

Customer:

Community:

Organization:

7

Today’s Strategy Updates

• Strategies & Objectives

• Current initiatives

Mission

Strategies

Objectives

Measures & Targets

Initiatives

Budget

Results

8

Strategic Objectives

• Create an extraordinary “Northwest” customer experience

• Maximize financial performance

• Plan and deliver high-density development; optimize airport throughput capacity

• Develop and maintain supportive community

• Enhance our high performance workplace

AirportVitality

9

Current Initiatives• Reduce projected airline Cost per Enplanement

– Increasing non-airline revenues– Examining elements of financing strategy– Evaluating scope and timing of capital program

• Improve security while improving customer service– Changing role of Transportation Security Administration and airports

(e.g., exit staffing)– Evolving approach to air cargo

• Continue capital investments– Roadway construction and coordination with Sound Transit– Runway / stormwater protection– Strategic asset management / sustainable facility development

• Enhance community partnerships via land development• Increase focus on employee development• Improve emergency preparedness

AirportVitality

10


• Maximize financial performance.

• Maximize asset utilization and enhance long-term growth capacity.

• Provide compelling value that attracts and retains customers.

• Develop new business opportunities to support our core businesses.

SeaportVitality

11

Current Initiatives

• Accommodating container growth, on and off terminal

• Planning for beyond 3 million “Terminal Equivalent Units (TEU’s) and beyond

• Capital improvements to Fishermen’s Terminal and Shilshole Bay Marina

• Insuring transportation projects such as the Viaduct and SR 519 provide good access to our facilities.

• Environmental Initiatives such as Air Emission Inventory, Environmental Management program at Fishermen’s Terminal

SeaportVitality

12


Develop new business and economic opportunities for the region and the port

• Redevelop land and build relationships to attract new jobs in the global economy

• Generate new revenue through new ventures

• Expand opportunities for diverse local businesses to succeed


13

Current Initiatives

• North Bay comp plan entitlements with City, and city-wide industrial strategy

• Puget Sound Regional Council’s Prosperity Partnership

• Enhancing tourism promotion

• International trade promotion

• International consultancy

• Small business program


14


Enhance Public Understanding and Support of the Port’s Role in the Region

• Provide clear internal and external communications about the Port’s mission, activities and accomplishments

• Enhance community engagement by improving public access to decision-making processes and providing opportunities for public interaction

• Build and maintain constructive working relationships with agencies, tenants and public interest groups

• Promote sound legislation and regulation

PublicUnderstanding

15

Current Initiatives

• Strategic community outreach

• Inclusive annual report distribution and annual meeting formats

• Issue management system development

• Policy alignment with City and other stakeholders in key port projects

• Communicating our environmental track record

PublicUnderstanding

16


Be a catalyst for regional transportation solutions

• Ensure long-term, effective access for airport & seaport facilities

• Provide access for future Port developments

• Promote regional transportation improvements for enhancing global competitiveness


17

Current Initiatives

Airport & Seaport Access:• Airport – SR 518 extra lane, SR 509 extension,

Sound Transit airport link• Seaport - Alaskan Way viaduct/seawall, Spokane

St. viaduct, 519 access to T46, Magnolia Bridge replacement

Regional Competitiveness:• WSDOT studies on rail, aviation, finance and

highway tolling• Sound Transit phase II• Governor’s container ports initiative


18

Strategic ObjectivesBe a Leader in Transportation Security• Provide for the safety and security of employees,

tenants, passengers, and cargo moving through our facilities, through a combination of:– Prevention - risk-based investments and actions– Planning - exercises and cooperative agreements– Response – using suitable resources while maintaining

functional integrity, and– Recovery - restoring critical functions to assure

business continuity


19

Current Initiatives

• Federal container security requirements

• Global container security system developments

• Maximizing grant income & project delivery

• Contingency planning for disaster mitigation and recovery


20


Exhibit environmental stewardship through our actions

• Integrate environmental thinking into actions

• Assure regulatory compliance

• Minimize resource consumption

• Enhance air and water quality and natural resources

• Influence our business partners to be good environmental stewards


21

Current Initiatives

• Integrating sustainability into strategic asset management

• Duwamish water and sediment quality

• Diesel emissions – trucks, ships, busses, trains, ground support & cargo handing equipment

• Third runway (water runoff, borrow sites, truck hauls)

• Mayor’s Green Ribbon Commission


22


Be a high performance organization

• Ensure effective people leadership, management, and total compensation

• Measure, innovate and improve

• Optimize new technology

• Achieve safety and health


23

Current Initiatives

• Healthcare cost management

• Labor strategy implementation

• IT investments & strategy development

• Employee development & diversity

• Strategic staffing – Recruiting, selection and retention– Staff and leadership development– Succession preparations


24

The Steps of Strategy

Mission

Strategies

Objectives

Measures & Targets

Initiatives

Budget

Results

port of seattle strategies update commission briefing february 28, 2006

Documents

environmental objectives

strategic objectives

environmental initiatives

future workforce slide

portwide strategies

financial performance

airport throughput capacity

strategic planning approach