STRATEGIC
PLAN
Adopted
December 13, 2004
Modified
August 27, 2007
Modified
October 8, 2007
STRATEGIC PLAN
The
purpose of this Strategic Plan is to set forth the broad principles to guide
the Port forward over the next five years. It does not assume to predict the
future, nor detail specific projects or development alternatives under
consideration. The concepts and ideas it defines are generally opportunistic
and market driven, yet fully consistent with prudent stewardship of both
financial and environmental assets. The Strategic Plan, while a separate
document, can be reviewed in context with the Port’s annual operating budget.
The two documents together describe and set the direction and priorities for
the Port. The Strategic Plan sets policy and direction, while the operating
budget details the implementation of the policies set forth.
Meaningful strategic planning places
a strong emphasis on the planning process by following a deliberate methodology
and relying on open discussion on critical issues. This may be nearly as
important as the final document. This Strategic Plan is the product of many
hours and days of close collaboration with Port Commissioners, Port Staff, and
various Port stakeholders who offered input to the discussion. The strategic
planning process began in August 2004 with an existing conditions survey by
senior Port Staff. These perspectives became the starting point of reference
during a Strategic Planning Retreat held in Forks on September 28th
and 29th, 2004, of which notes are in the public record and open for
review. A redacted copy of the retreat agenda is included as Appendix A.
Although no specific decisions were made, the Commission provided Port Staff with
general policy guidance, and relevant legal and real estate issues were also
discussed. Selected photographs are included as Appendix B.
Several recurring themes are of
interest to note:
§
Values.
The Port expresses the underlying values of the Community.
§
Leadership.
The Port will be a strong leader in economic development.
§
Finance.
The issue of limited resources. With limited resources it is paramount that the
Port prioritizes the use of those limited resources, including leveraging with
external sources such as grants.
§
Risk.
The question as to how the Port should evaluate investment risk factors is
consistent throughout.
§
Entrepreneurial.
What business should the Port be in?
§
Jobs.
How to attract the best?
§
Strategic collaboration
with other economic development agencies.
§
Public-Private partnerships
to leverage opportunities.
§
Environmental stewardship.
§
Community awareness;
involve stakeholders.
§
Measurability.
When will the results be known?
§
Public Outreach:
The Port should embark upon a continuous outreach program to its constituency.
§
Security:
Maintain compliance with State and Federal security regulations.
The Strategic Plan is organized
conventionally around several broad principles beginning with a Declaration of Values. A review of the
Port's Vision for itself is followed
by a review of the Port's
Value Declaration
Values
define the motivation and behavior of the Port as a public enterprise
organization; how it conducts business and how it relates to Port stakeholders.
The
values of the
§
A resolute commitment to the public
trust.
§
High ethical comportment in
decisions and behavior at all times. Representing the Port well, with utmost
honesty and integrity in business.
§
Efficiency in operations and
administration.
§
An abiding respect for the
environment.
§
A high standard of accountability
to the stakeholders and taxpayers of the Port District.
Port
operations, administration, and planning are framed by these basic values. The
unique public enterprise character of the Port obtains a higher standard of
excellence by their recognition in all Port functions. They guide the Port in
its stewardship of productive economic assets, real estate development, and the
environment. While it is understood the Port is a quasi-governmental agency (a
special purpose municipal corporation), the Port is committed to creating
economic opportunities as a profitable, self-sustaining enterprise, responsive
to external market conditions and the interests of the citizens of Clallam
County.
Vision Statement
The
vision of the Port expresses not what it is today, but what we can hope for it
to be over the next five or ten years. The Port is not suspended in time.
Rather, it is progressive and constantly looking for new ways to serve the
Community in economic development.
In
the year 2010, the
Over
the next five years, the Port will be an active promoter of growth within the
Port District. Economic growth will be realized through diversification, and by
a higher level of partnership with the private sector and other public
agencies. While certainly not all inclusive or limited to these examples, as
the end of the Strategic Plan period is approached there can be anticipated new
industrial facilities at the airport; more commercial development along the
central waterfront; Port Angeles Boat Haven Marina will be redeveloped; a more
efficient log handling facility; and new companies providing additional jobs at
the marine terminal. During this time, the Port will improve its financial
condition relative to liquidity, debt leverage capacity, and net operating
income. Achieving a solid financial condition assumes maximization of assets
and resources, thereby increasing new opportunities for developing new
industrial and commercial facilities, and the creation of sustainable family
wage jobs.
In
addition, during the Strategic Plan implementation period the Port will also
strive to be a strong leader in environmental enhancement and resource
protection, and continue to own, operate, and maintain facilities necessary to
support both waterborne and airborne transportation.
The
§ The Port is a provider and developer of
facilities and services required to support waterborne and airborne
transportation and commerce.
§ Port policies and management are directed to
achieve a high standard of professionalism and leadership in the Community by
forming partnerships for the purpose of expanding economic development
opportunities and sustainable family wage jobs.
§ The Port is guided by the public trust in
matters of fiduciary and environmental stewardship.
§ The Port will demonstrate technical
proficiency in planning and promotion of industrial, commercial, and
recreational opportunities in a manner that will enhance the quality of life
within the Port District.
Goals and Objectives – 2007/08 (One year)
Operating Areas
These
goals and objectives for each of the operating areas are subject to change
depending on market conditions or shifts in policy. They are tied directly to the Port’s Capital
Budget, and form the basis for accountability and continuous improvement with
conventional metrics.
Marine
Terminals/Cargo Handling
§ Explore new cargo opportunities such as bulk
(
§ Market facilities to vessels other than the
traditional tanker fleet. Look for lay berth and other revenue opportunities.
§ Review the market for additional working
pads for smaller vessels and the associated permit and land allocation issues.
§ Begin engineering and permitting to ensure
long term viability of top side repair activities.
§ Proceed with permitting.
§ Complete improvements to consolidate log
handling activities.
1. Maximize revenue opportunities at the Port’s
two marina facilities by looking at expanded commercial activities and moorage
rates
§ In conjunction with the Marine Facilities
Master Plan, and PABH Master Plan (phase II) and JWM Master Plan (phase I)
studies, review land allocation and commercial/ industrial activities to
further enhance revenue.
if warranted.
5. Analyze construction of a fishing pier at the
John Wayne Marina.
Airports
1. Continue to operate the
§ Seek long term, sustainable passenger
connection to
§ Support existing commercial air carriers by
leasing terminal facilities and suitable airfield operational areas.
2. Continue to utilize, as appropriate, FAA
funds to leverage Port investment in airport facilities and infrastructure.
§ Utilize the FAA’s Airport Improvement Program
(AIP) process to pay (95%) for ongoing maintenance and improvements to the
runway and air operations areas.
§ Review long term needs for additional
infrastructure needs for future development of additional hangars and aviation
related activities.
3. Continue to look for public/private
partnerships for future airport development.
§ Review market for additional hangar pad
sites/infrastructure and plan for future development as needed.
Rental
Properties
1. Promote Port facilities and land with the
purpose of seeking economic diversification opportunities that result in family
wage jobs.
§
2. Maximize revenue potential by seeking market
rents for land and facilities as well as maintaining high occupancy rates.
§ Continue to review rents for facilities and
seek market rates as appropriate.
§ Work with local real estate community and
others to ensure Port facilities are competitive in the market place.
3. Ensure that Port facilities and properties
are ready for development when an existing or new company is ready for
expansion.
§
Proceed with engineering and long
term planning for
infrastructure
improvements (storm water/utilities).
§
Work with the City of
§
Aggressively pursue development
opportunities on Port properties.
4. Review the Port’s current inventory of
properties and reposition those assets if necessary to better fit the Port’s
overall mission. At the same time, be aware of opportunities to expand the
Port’s inventory by adding strategically located properties and facilities.
§ Review the land use status for Port
properties.
§ Conduct review appraisals if necessary to
ensure true market value.
§
Where appropriate, seek proposals
for development through RFP’S and other solicitations to potential private
partners.
§
Advocate for maintaining industrial
properties throughout Port district.
Environmental/Planning
Ensure that the Port is proactive in its
planning and permitting efforts, by staying knowledgeable about new trends and
laws that may affect the Port’s ability to operate effectively.
§ Work with permitting agencies and
other interested parties to make sure the Port’s operational and construction
permitting is in compliance.
§
In conjunction with local parties
(DNR, City, Elwha Tribe et. al.), continue to review and modify if necessary
long term planning efforts for the Port Angles harbor.
§
Actively pursue grant opportunities
to leverage/support capital programs.
Finance
and Administration
1. Invest portfolio in types of securities and
security structure to assure adequate funds are always available to Commission
and operating divisions.
2. Transfer cash and
securities among funds to maximize balances in General Fund; the fund which
carries no restrictions in how funds are spent.
3. Review investment
portfolio resolution and procedures with Commission; amend as necessary to
reflect Commission’s risk parameters and ROI preferences.
4. Review current
Port debt structure with Commission to identify any profitable opportunities
within bond market.
5. Review
Information Technology contracts with Commission; alter if necessary. (Upgrade of system hard drives completed in
mid-2007)
6. Develop risk assessment models to assist
operating divisions in project decisions.
7. Review insurance program with Executive
Director and modify deductibles and coverage as necessary.
8. Coordinate budget development process;
deliver budget variance reports in timely and informative manner.
9. Review and update Human Resources Manual;
modify practices as indicated.
10. Continue to identify training opportunities for
employees; strongly encourage employee participation.
11. Update Affirmative Action Program as needed.
12. Encourage firms with expansion needs to take
advantage of financing opportunities of Industrial Development Corporation.
13.
Review and update Emergency management procedures.
Public
Outreach Program
Inform and
influence stakeholders in support of the Port’s mission, goals and strategic
priorities. A stakeholder is any person,
group or institution that can influence the Port’s ability to achieve its goals
and accomplish its mission; any person, group or organization that has a share in
the enterprise.
§ Consider
consultant services
Involve
Port staff to encourage “buy in”.
Incorporate
the outreach message in all communications of the Port.
§ Publish a monthly newsletter to be
posted on Port web site and mailed to stakeholder groups and individuals.
§
§ Create and deliver a radio
advertisement campaign, consistent with the message theme.
§ Identify stakeholder groups and
persons and develop a plan tailored to each stakeholder.
§ Assign staff or Commissioners as
appropriate as member/representatives to stakeholder groups.
§ Develop inventory of community service
or civic groups and actively schedule Port presentation on an annual basis.
§ Enhance working relationships with
civic stakeholder groups by scheduling public joint meetings to take up common
interests.
§ Executive Director and Port
Management team addresses this issue regularly and sets leadership examples.
§ Design and publish a tri-fold
brochure that is consistent with outreach theme and includes facts that highlight
the Port’s positive accomplishment.