Port of Port Townsend Increase revenue for Port by 500K Modernize business processes Establish robust long term capital plan Comprehensive approach to all grant fund programs Complete 2017 capital projects on time and under budget ID: 623293
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2017 Mid Year Update
Port of Port TownsendSlide2
Increase revenue for Port by $500K
Modernize business processes
Establish robust long term capital planComprehensive approach to all grant fund programsComplete 2017 capital projects on time and under budgetControl all expenses focusing on utilities
2017 Business & Administrative GoalsSlide3
Point Hudson Development Strategy
Feasibility of an Industrial Development District
Foster Governance & Management Roles & Responsibilities2017 Strategic InitiativesSlide4
ADMINISTRATION
Completed and submitted 2016 annual report on deadline (5/31)
Developed new file structure and naming protocol Calculated utilities owed to Port since Jan 1, in accordance with leases. Notified tenants of balances due, via letter and aided tenantsUpdated Contract Templates for:Construction Services & Personal Services (non-A&E)Professional Services (A&E)Contracts Supported by Federal Grant Monies (certifications/assurances
2017 Mid-Year AccomplishmentsSlide5
ADMINISTRATION
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ITInitiated the expansion of communications via Fiber-optic and Wi-Fi networkManaged IT and phone needs for Port cell phone access and set-up for three additional staffone additional land line extension, four new laptops, troubleshooting Chrome access to project presentations at commission bldg. & upstairs admininstallation of 2nd computer for Maintenance staff3rd
computer for Yard office
set up workstation and connectivity for Quilcene office
purchased new server
set up Epson color copier/printer for upstairs staff
Researched and purchased replacement copier for admin building
Managed online email access, setting up accounts, blocking others, terminating licenses, saving termed employees’ old emails in the cloud and creating new email for Quilcene reservations
2017 Mid-Year AccomplishmentsSlide6
ADMINISTRATION -
Human Resources
Re-organization approved to align with business and organizational initiativesBusiness Manager role was defined and individual was promoted from within the PortQuilcene Marina caretaker has been transitioned; Quilcene Marina is now being actively managed via Customer Service with strong resultsTwo Yard staff FTE’s were recruited and hired and are providing substantial depth and expertiseRecruited 4 temporary customer service representatives for summer season
Review process is being amended to provide more substantive goals and benchmarks
Recruited and hired a Communications Coordinator to add to the administrative staff and launch our outreach efforts as well as develop a strong internal communications plan
Transitioned Environmental Compliance Officer responsibilities to Yard Manager (and shared with Maintenance)
Implemented Drug Screening protocol, including contract for testing work
2017 Mid-Year AccomplishmentsSlide7
ADMINISTRATION
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RISKSystematic review of organization for safety and other potential liability issuesMarine Travelift failure including vessel BERNICE claim, replacement of 75TBMII TraveliftL&I claims for employees 2017 Mid-Year AccomplishmentsSlide8
MAINTENANCE
Launched the development of a Facilities Maintenance Plan.
Developed an online work order tracking system including submittals of work orders from staffReviewed and developed fleet equipment replacement (asset management) scheduleUpdated Quilcene bathrooms and overall facility including pressure wash buildings; grade parking lot; septic system repair for backflow preventer; replace cleatsInstalled fiber from Yard building to ACIUpdated Mats Mats
boat ramp
Roof repair on Administration building
Sewer fixes for Craftsmen and Brew Pub
Cross-trained yard staff on wash-down procedures
2017 Mid-Year AccomplishmentsSlide9
PROPERTIES
Lease audit is underway and overall format has been established; key leases are being audited.
US Coast Guard lease renegotiated nearly tripling revenue to $58k and positioning the Port to at least break even on the asset over the asset’s life
Negotiated lease with PYR Preservations Services Inc. out of San Diego, CA. Terms include stepped ground rate that achieve break even rates for 300T ballasted yard area. Also, the agreement established revenue sharing model for future potential leases that may result in substantial upside for the Port.
Drafted/executed License Agreements (Mo-Chili, Paella House, etc.)
2017 Mid-Year AccomplishmentsSlide10
MOORAGE
Robust method for rate recommendations including data collection and collation
Conducted customer engagement process regarding recommended moorage rates.
Waggoners
Cruising Guide to conduct an assessment for our moorage facilities; moving forward with implementation
Good Sam’s assessment of the RV park at Point Hudson
Brought Quilcene Fueling Facility into compliance with
Dept
of Ecology.
Preventative Derelict Vessel Program has been rolled out. Awareness of this problem has resulted in a more proactive stance to preventing derelict vessels from being allowed entry.
Developing relationship with Sheriff Marine Unit to clarify custody of derelict vessels
Derelict/Abandoned Vessel – “Cool Change” – sale/removal in progress
Eviction of vessel “R/V Lightning aka Dakota”
Conducting robust review of waiting list policies and procedures
Instituted box truck fee for commercial openings
2017 Mid-Year AccomplishmentsSlide11
AIRPORT
Jefferson County International Airport Runway Rehab – Phase I:
Prepared and Submitted WSDOT Airport Aid Grant (for 5% match of Phase I expenditures)Coordinated with Reid Middleton to prepare/submit Airport Improvement Program Grant Application (90% of Phase I funding)Revised/updated Disadvantaged Business Enterprise Program Draft (required for federal contracts exceeding $250,000)Revised Port standard Contract to Incorporate FAA Required ProvisionsExtensive stakeholder outreach regarding capital projectsDue diligence phase for UST replacement
2017 Mid-Year AccomplishmentsSlide12
PLANNING, FUNDING and PERMITS
Received CERB funding for Point Hudson Development Strategy
Initiated Point Hudson PlanningContract with MFARegular meetings with City and NWMCJoint Port-City and NWMC meetingSubmitted application for CERB grant for QuilceneSuccessful inclusion of IPG funding for BH planning grant (in House Capital Budget)Completed Permitting for the Point Hudson Jetty Demolition & Replacement Project:
Section 401 Water Quality Certification
Section 404 Dredge/Fill
Section 7 – to be issued by the USF&WS by late July or early August
2017 Mid-Year AccomplishmentsSlide13
PLANNING, FUNDING and PERMITS
Prepared/Submitted BIG Tier 2 Funding Request – Point Hudson Jetty:
Requesting $1,440,645 Amending Port Management Agreement to extend term“Downscoped” Point Hudson Jetty Grant Agreement: In collaboration with RCO staff, Port staff have succeeded in obtaining an amendment to the agreement - #14-1588 D – which:Extends the project deadline through March of 2019Engaged consultants to develop full mapping of BH yard to include utilities, lease areas, travel ways, ballast
Developing on-line digital library
New timeline for consideration of an Industrial Development District
2017 Mid-Year AccomplishmentsSlide14
COMMUNICATION
Collaborative Outreach
Collaboration Workshop – Commission, City, and NWMC BoardSupport Letter for Capital Heritage Grant Fund (NWSWBB)Port Presentation to City Council on Current Projects (June 5)Community Outreach, Participation & Presence2017 Rhody Parade (first time)
Boating Opening Day - Guest of Cmdr. Van de Griend
Jefferson County Chamber of Commerce – introduction of new staff
Community Presentations
Director Gibboney featured quarterly on KPTZ’s Tossed Salad
Participation at R2AK Ruckus and Race Start
SeaBeast
Launch – Wood Boat School
Recreational Fishing Openers – New high visibility green staff shirts
Quilcene – End of School Year Party
2017 Mid-Year AccomplishmentsSlide15
COMMUNICATION
Direct Contact for News Reporters
Allows for consistent messaging; one point of contact for questions and official statements. Establishes trust and professional courtesy.Social Media PresenceIncreases opportunities for information sharing and dialogue. Begins to brand the organization as responsive and personable. Facebook Developed social media policy
In-House Graphics and Ads Design
Improves turn-over time allowing for immediate response and face-to-face review when needed and sets consistent branding/messaging.
Government Relations
Tracking capital budget
Developing agency & relationship management data set
2017 Mid-Year AccomplishmentsSlide16
2017
Q1
Q2
Q3
Q4
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Moorage & RV Rates
Yard Mapping
Yard Planning
Yard Rates
Lease Inventory
Business Processes
Training
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