Chamber Survey 2017

It is a natural extension of my dedication to the Port of Anacortes and community service. I believe in the Port’s mission. I believe I can help advance a healthy culture and climate. That in turn enables the Port to more readily create & retain family wage jobs and encourages economic development. I have confidence that you can balance economics with a healthy environment and want to cultivate this for our community, my kids and grandkids as well.

The role is to govern, guide and direct the Port. Commissioners need to thoughtfully and thoroughly consider issues, create, review and adopt policy and review and monitor plans. In addition, a Commissioner reviews and approves the budget. Commissioners approve evaluation criteria/procedures and monitors progress. While carrying out these various roles, a Commissioner represents the public’s interests.

I bring over 21 years of knowledge working for the Port of Anacortes in various capacities such as Director of Marina & Airport, Director of Real Estate & Community Development, Director of Administration & Communication and Director of Marketing & Public Relations. I have prepared budgets for these various departments and have worked closely over the years with the Economic Development Association of Skagit County, the Anacortes Chamber of Commerce, Anacortes School District and Port professional organizations. Additionally, I served on the Anacortes School Board from 2001 – 2005, which gives me experience as an elected official. I believe that I bring to the table enthusiasm, dedication and a diversified perspective. I have seen firsthand the challenges and concerns businesses have in relocating, starting and/or expanding. These observations give a perspective from the lens of a tenant, potential business or economic opportunity that enables collaborative efforts. My experience hearing the concerns of the community and experience with Port Commissioners, various elected officials & government entities all bring additional tools to the Port Commission table.

I see additional diversified cargo and new lines of business. A Port that values its tenants and employees. Additional amenities/infrastructure at our jewel of a marina & other operating areas that foster economic development and attract business owners to want to locate here is my vision. Amenities to promote tourism and bring added revenues to our community. A healthy vibrant and robust waterfront, an enduring pride for where we live and a continuing culture and climate at the Port that manages in the “sunshine” (transparency) with integrity, openness and respect.

Fostering the right culture & climate at the Port and in our community stimulates private job creation and commerce. I plan on fostering such a culture & climate. Allowing the Port staff to do their job and providing them the tools to do so, encourages economic development in the community. I intend to do this. Valuing our current tenants retains business and helps them grow. I plan on doing so. Representing our residents and what they value in quality of life, needs and desires makes us an attractive community to work, live and recreate in. I plan on representing our residents and their values.

State law prohibits municipal officers from engaging in certain conflicts of interest and unethical behavior. The Code of Ethics for Municipal Officers is what applies here and narrowly defines this issue. It does not allow a process for a conflict of interest, which means you have to either eliminate the conflict or step down from office. Within that narrow definition is a provision for remote interest. I have what is defined as a remote interest in regards to my employment with Dakota Creek Industries, Inc. (typically I work less than 8 hours per week). I am an hourly employee, do not receive bonuses, have no shares in the company – not an owner of the company and my wages are not tied to profit or loss of the company, therefore remote interest applies. I am required to 1) Disclose my remote interest and 2) Not partake in any discussion, debate, deliberation and of course vote in the matter. The Ethics for Municipal Officers tries to strike a balance between two sides of the coin. On one side you have an elected that to the extreme has no conflict, no interest and no involvement or engagement in any area the public organization touches and on the flip side you have an elected trying to “feather their nest”, to gain materially from their elected position. You want to encourage people that are involved in the community to run for office. It is not unusual to see some of those seeking office or elected officials having a remote interest, therefore, you have guidelines/ parameters to work within. To be clear, if a person seeking office falls under the category of a true conflict of interest, needing to either eliminate the conflict or step down from office, that statute must legally be followed. Voters can also look to how I conducted myself as a School Board Director in light of personal vs. municipality interests.

Marina – more than ever discernment is needed on these last upland pieces that surround the marina. We need to assess long-term viability and the desires of our community when contemplating upland uses and/or leases. Efficient signage both to and from the marina and constant communication with marina users as to what their needs and desires are will help us evaluate future amenities and infrastructure. Focusing on shoulder season events, rendezvous and having the staff in touch with other marinas and professional organizations so they can keep on top of the latest trends and marketing are some examples to increase revenues not only for the marina but for the community. The economic impact each overnight stay in the marina has on Anacortes is substantial. Having a professional staff dedicated to customer service and knowledge another key component of the marina. Keeping Anacortes a destination not only for boaters but also enticing landside tourists to the waterfront is important. To have a waterfront you can recreate on, not just from the water, but to enjoy the waterfront amenities, events and social gatherings further enhances our destination appeal. When this happens, people stay, eat and purchase locally. We must not lose sight of keeping up on the infrastructure as well. Maintenance of docks, amenities, esplanades, railings, landscaping, Seafarers’ Memorial Park, etc… are all components of the experience that makes the marina such a jewel and attraction from the water and land.

Airport – Communication and a collaborative culture vital to the airport (not going back to the “us” against “them” mentality). Tree topping a good example. A number of years ago when this was tackled; it caused much dissention for the surrounding neighbors and the users of the airport. There was conflict and in turn added staff time and dollars were needed to address the issues. Unfortunately, you end up with a residual culture of mistrust from this type of environment. With on-going good communication and customer service, as seen by this last round of tree topping, much of the contention was avoided. Communicating the constraints of FAA funding; a tree has only “one touch”, meaning if a tree is topped then after it is topped, the funding is stopped for that tree, even when trimming is needed again in the future. One could take an extreme view only looking through the lens of finances and declare the need to only leave stumps. On the other side, you can only look through the lens of a neighbor with the tree that provides shade at just the right time each day and a small trim would preserve the shade desired. Truly hearing concerns, looking for commonality & solutions, meeting face-to-face and working in conjunction with neighbors and users on methodology, scope and timing should be the standard operating procedure. As Commissioner, you would seek to balance good stewardship of the facility (which includes fiscal responsibly) with the needs, wants and desires of the neighbors and users of the airport. Maintaining and continuing to provide for this transportation facility a priority. There have been some good examples of projects I have had the pleasure of being a part of that have enhanced our airport and community. Tenants and users at the airport are a part of our local economy and town. It is an airport that has served us since 1969.

Marine Terminal – Diversifying cargo and finding new revenue streams important to the marine terminal. Again, like the marina, it is constrained by the upland holdings. Maintaining proper buffers so that the marine terminal can be a good neighbor without compromising the ability to utilize our deep-water facilities is a priority. Infrastructure improvements and proper maintenance whether dolphin repairs or dredging needs to be kept as priorities. This operating center needs to plan well for the future, have a pulse on this business line and I can see the potential for allocating marketing efforts towards the marine terminal. As with all the centers, taking care of existing customers and treating them with respect in a fair and mutually equitable manner needs to be a priority, business retention relies on this.

Properties – Although many of the “traditional properties” are now wrapped under the umbrella of the operating centers just mentioned, properties need attention as well. Customer service and an open environment of trust and communication are keys to retaining and growing current tenants. A healthy culture and climate with tenants and business partners attracts additional businesses and tenants as well.

I am glad you address both higher and lower taxes. Both are opportunity driven. I prefer a port that is as self-sufficient as possible. I am not naïve to the fact that the Port also needs to be in a position to act when opportunity strikes and without funds, may be constrained. Being fiscally responsible with funds, bonds (revenue and general obligation for examples), maximizing grants, seeking private/public partnerships and working with those seeking the use of the Port’s Industrial Development Corporation are some examples of alternative funding. Currently, the Port has on the books Resolution No. 1147. This resolution establishes the criteria for property taxes collected and spent. It states that the taxes may be levied for industrial land acquisition and development, including environmental costs, debt service for general obligation bonds and public access improvements.

These are not always mutually exclusive. Often infrastructure improvements drive economic development. A clean-up site can lead to a business locating or expanding on the site that was once contaminated for example. A pier strong and deep enough to enable the movement of cargo across the dock is needed to create revenue and possible new lines of business. Safe, inviting and friendly esplanades in the marina invite tourists and are an amenity desired. In regards to priorities, the Capital Improvement Plan (CIP) is a tool used to prioritize projects. The CIP is discussed in a public meeting(s) and ultimately voted on by the Commission for adoption. It is really a circle of on-going discussions as the public offers opinions during on-going meetings both public and advisory throughout the year, the Commission offers their feedback and staff incorporates their professional input. Projects are ranked and ultimately you have a priority list (funded & unfunded). Additional documents such as Comprehensive Plans (the Port’s 2008 plan for example) or a Concept Plan (the Port’s 2014 North & West Basin Concept Plan for example) are tools for prioritizing projects that involve extensive community input. Some plans such as the Port’s Strategic Plan has been updated and has endured many years. Others are conceptual and until the financial components & operational pieces are added may not come to fruition as first written. The 2014 North & West Basin Concept Plan is an example. Ultimately understanding what you want and what is viable can be two different things and the budget process can help flesh out the prioritization. I believe it is important to distinguish between what is strategic vs. what is tactical in the role of the Commissioner. You hear the phrase “strategic is doing the right things –tactical is doing things right.” Ideally as a Commissioner you want to do the right things for the community and leave the tactical implementation to the staff.

How would those priorities be affected by public/private partnership opportunities?

Opportunity driven, often desirable and can enable a project to move up higher on the prioritization list. You need to stay flexible to opportunities that arise. Not be so wedded to a plan that new prospects are dismissed. Bringing in utilities to a Port owned site so a private entity can bring added family wage jobs is an example. Anthony’s original restaurant’s lease another example. Anthony’s provided a paved parking lot and completed their restaurant bringing a jewel of an amenity to the marina, tax revenues for the City, provides employment and leaves a paved parking lot for not only Anthony’s patrons but for the marina as well (not to mention additional revenues to the Port).

We must not lose sight of our current tenants and business partners. I have seen the pendulum swing too far each way. Elected officials are not there to micro-manage, however, tenants and business partners do not lose representation once they become a part of the Port (and I have seen this extreme as well). When the culture and climate is healthy at the Port, then there is mutual respect and collaboration with business partners and ideally no intervention needed from the Commission. This is not to say there is no communication (quite the opposite) and if intervention is necessary, it is first brought back to the staff to be resolved. Roles of the Commission and staff in this area should not be in conflict, but complement each other. If elected, I look forward to be in a position to be able to continue to support many of the tenants I have had a long relationship with; I would just be wearing a different hat.

With much scrutiny and contemplation when it comes to upland usage surrounding the marina. There is only so much land left. As previously stated, more than ever discernment is needed on these last pieces and to take into account the long-term viability and the desires of our community. Currently, there are discussions surrounding the subject of an event center at the marina and many components are yet to be defined, exploring public/private partnerships, financial analysis and operational pieces to name a few. These will take some time to pull together. There are small more immediate steps, such as maximizing signage and surveys to understand user/visitor desires that can take place more rapidly. Bringing in Wi-Fi to the marina is an example of feedback that was acted upon and implemented. I am an advocate of shoulder season events such as the Resurrection Salmon Derby set for January 2018. We need to take further advantage of our waterfront/marina being the destination from landside as well. The City has done a good job with connectivity which is vital to traffic flow patterns (car, pedestrian or bike) and a good job in creating welcoming surroundings. As mentioned, enhanced signage could be an example of not just bringing boaters to town but to bring landside tourists to the waterfront. To have a waterfront you can recreate on, not just from the water, but to enjoy the waterfront amenities, events and social gatherings further enhances the destination appeal. When this happens, people stay, eat and purchase locally. The 2016 Transient Moorage Survey concluded that the average length of stay in the marina is 3.5 days. The average amount spent in Anacortes during this stay is $550 (not including moorage or fuel). With approximately 16,000 guest nights in a year, that translates close to $9 million dollars brought into our community through only 160 dedicated guest slips. That is something to brag about.

I see some of these cleanup projects and environmental initiatives though the same lens as infrastructure improvements. As stated previously, when you clean up a site, it can become a site for a new tenant for example. Addressing dredged materials creates challenges at the Cap Sante Marina and the Marine Terminals. There are ever stringent regulations on dredge spoils & disposal. Self-funded dredging is nearly impossible in the current regulatory environment and time lines are ever increasing. Dredging will need to be programmatically addressed on an on-going basis. Two environmental priorities for 2017 by the Port are the Quiet Cove Site and Log Haul Out (along Guemes Channel by the Port’s Pier II). These two initiatives are underway, started well before 2017 and will continue into the future but are constrained by Model Toxics Control Act Funding (MTCA). It is not uncommon that environmental initiatives are complex and can take years to complete. There are environmental initiatives that can be attained more expeditiously as well, pump-out barges in the marina and their accessibility was one that was championed by staff, was up and functional quite quickly and utilized grant funding. Currently, through the Clean Vessel Act (a Federal program) a pump out barge project along the Guemes Channel is being worked on. The funding is overseen by Washington State Parks. There are environmental initiatives that can be contemplated such as further recycling or zero waste facilities. Who knows, maybe we could see a Seabin project in our marina. Seabins are meant to remove floating debris, oil, fuel and detergents from the water, even hard to reach places. It is designed to be installed on a floating dock (in a marina for example) and is plumbed into a shore-based water pump. The rim sits evenly with the surface of the water and the pump brings water into the bin. A natural fiber catch bag catches the floating debris before the water is sucked out of the bottom of the bin and up to the water pump, where it is pumped back into the marina. An oil/water separator can be included for additional filtration. Enabling staff the ability to explore projects and work with corresponding staff at other agencies (Department of Ecology for example) while having Commissioners that can effectively work with State Representatives and Legislators on key initiatives and funding is a good synergy.