PROPOSED STRATEGIC PLANNING PROCESS DECEMBER 3, 2014 Port of Port Angeles

Strategic Planning Presentation Agenda-  Articulate understanding of Port of Port Angeles project goals  Discuss critical success factors and our proposed methodology  Discuss public involvement opportunities  Present proposed process, schedule and budget

PORT OF PORT ANGELES’S GOALS & OBJECTIVES FOR THE STRATEGIC PLANNING PROCESS Strategic Planning

Plan Objectives  Reflects diverse needs of community  Small port, remote location, current activities for diverse lines of business  Focus on job creation and appropriate investment  5-year outlook  Communicate & collaborate  Coordinate with Commission, Staff and key stakeholders  Provide a strategic approach to implementation

Strategic Planning Is Interactive Each Part of the Process Informs the rest of the Process. It is a Staff Driven Process, with the Consultant Team as Advisors and Facilitators.

PROPOSED METHODOLOGY Port of Port Angeles

The Team  Jeannie Beckett- The Beckett Group – Project Lead  Facilitator  Process Designer  Lead Author Sub-contractor  Paul Sorensen- BST Associates  Facilitator and Industry / Subject Matter Expert

Methodology for this Project  Confirm the Port’s Vision  Refine the Mission- as needed  Review Values Statements  Identify Critical Success Factors including a SWOT  Review and Update Goals  Prepare Action Plans/ Strategies /Performance Measures  Achieve the Results RESULTS

The Process Draft VisionPort Profile Competitive Position Confirm Vision Statement Action Plan Port Profile Descriptive Information Trend Information Probable Scenario Preferred Scenario Vision Goals, Strategies & Actions Action Agendas and Priorities Who are we now? Where is the industry going? What do we want to be? How do we get there? Are we in alignment with our Dream? Let’s Dream!

Playing to Win versus Playing to Play  Starts with people rather than money— what does it mean to win with our customers?  Has a competitive dimension—who are we winning against? Doesn’t have a winning element but focuses on simply serving a customer segment Is focused on an internal metric, such as “We’ll sell 25% more than we did last year” 10 PLAYING TO WIN PLAYING TO PLAY Winning is the only real path to sustainability but it will require hard choices!

Proposed Framework Proposed Framework for Process  Process is almost as important as product  Educate  Engage  Build capacity  Be Nimble – Be willing to Refine Process as needed during the development of the Strategic Plan to best meet Port and community needs

Opportunities for Public Involvement  Website  Meeting notifications  Copies of draft documents  Submittal of comments  Public Meetings  Commission Workshops  Formal Commission Meetings  Draft Plan  Posted on the Port’s website- Public Comments taken  Outreach Meeting in each Commission District  Final Plan

Timeline – 5 month Process  Dec – Planning the Process  Start to Develop Public Outreach Plan  Each Month– 3 meetings with the Port  Review progress with Executive and Deputy  Meeting with Staff to develop work products  Meeting with Commission to review progress to date / work session  Jan – Vision, Mission, Values  What do we want to be, to achieve and by when?  Commission ½ day Work session  Review our Dreams for the future and Draft Vision and Mission Statements

Timeline – 5 month Process  Feb – Assess Current Situation  Who are we Now?  Where is the industry going?  Who is the customer?  Who is our competition?  What is our value proposition vs. our competition’s?  What are our strengths and capabilities?

Timeline – 5 month Process  Mar – Review and Research/ Confirming Priorities/ Setting Goals & Objectives  Are we in alignment with our Dream?  How do we get there?  Commission and Staff Full day Retreat –  Review Staff work products to date:  Port Profile- Who are we now?, Who are our Customers?  Competitive Position- Where is the industry going?  Who is Our Competition? What are our Strengths?  What is the community benefit vs financial return of our current activities?

Timeline – 5 month Process  Mar – Review and Research/ Confirming Priorities/ Setting Goals & Objectives  Review Vision, Mission and Values –  Do we need to revised anything in the Vision or Mission based upon work to date?  Review Commission Priorities  Are we following these Priorities in our daily activities?  Draft Port-wide Goals to support Vision and Mission  After Retreat: more detailed work on How to get there?  Staff draft initial Department/ LOB Goals and Strategies to support Port-wide Goals

Timeline – 5 month Process  Apr – Write and Present Draft Plan  Prepare Draft Strategic Plan  Continue to refine Department/ LOB Strategies  Present Draft to Commission for Consideration and Public Comment  Public Outreach in each Commissioner District  May – Approve Final Plan  Present Final Draft to Commission for Approval  Next Steps – Phase II  Organization Assessment and Development to align the organization with Strategic Plan

Proposed Schedule

Proposed Budget

Phase II  Implementation of Strategic Plan and Organization Alignment  Review the Organization’s structure – Provide Recommendations  Development of Supporting Department and Line of Business Plans of Actions  Alignment of Performance Planning  Individual Professional / Leadership Development Coaching  Phase II scope to be refined after Phase I is completed. Current estimate $10,000 plus individual coaching as requested.

Integrating the Planning Process It is about fitting the pieces together to make the Puzzle call the “Port” work as a whole to the benefit of the Community and it’s stakeholders! Balancing the Public Benefit with the Financial Return of the Port

Questions? Jeannie Beckett