Table of Contents Executive Summary ............................................................................................................................................................................................... 1

Plan Purpose and Organization .............................................................................................................................................................................. 3

Plan Development .................................................................................................................................................................................................5

Planning Process................................................................................................................................................................................................5

Trends ...............................................................................................................................................................................................................5

SWOT Analysis ................................................................................................................................................................................................. 6

Strategic Themes............................................................................................................................................................................................... 7

Plan Direction ....................................................................................................................................................................................................... 9

Vision ................................................................................................................................................................................................................ 9

Mission ............................................................................................................................................................................................................. 9

Priority Goals and Strategic Objectives ............................................................................................................................................................. 9

Priority Goal 1: Create and Implement a Master Development Plan for EWPPA Properties. ......................................................................... 9

Priority Goal 2: Improve both Physical and Organizational Connections and Access.................................................................................... 9

Priority Goal 3: Further Industrial, Commercial, and Recreational Opportunities ......................................................................................... 10

Priority Goal 4: Pursue Organizational Excellence and Continuous Quality Improvement ........................................................................... 10

Plan Implementation ........................................................................................................................................................................................... 12

Implementation Approach ............................................................................................................................................................................... 12

Port of Erie Strategic Plan Action Tracker (for the period January – March 2017, as of October 2016) ............................................................. 13

Appendix A: Plan Integration and Alignment ....................................................................................................................................................... 18

Appendix B: Port of Erie Benchmarking – Candidate Areas for Consideration ...................................................................................................... 27

Appendix C: Optimizing the Strategic Plan – Master Plan Linkage .................................................................................................................... 288

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Executive Summary Leadership (Board and Executive Director) of the Erie-Western Pennsylvania Port Authority have engaged in a strategic process resulting in the identification of four inter-related priority goals that will guide the organization over the next five years:

Priority Goal 1: Create and Implement a Master Development Plan for EWPPA Properties

Priority Goal 2: Improve both Physical and Organizational Connections and Access

Priority Goal 3: Further Industrial, Commercial, and Recreational Opportunities

Priority Goal 4: Pursue Organizational Excellence and Continuous Quality Improvement

The approach to plan development is adapted broadly from The Balanced Scorecard approach of Kaplan and Norton1. Their landmark work, briefly stated, provides a practical framework for translating vision and strategy into operational terms such as those focused externally on the customer and those that are internal such as learning and growth. Priority Goal 4, for example, recognizes that for the Port of Erie to achieve other stated goals, attention must be given to the continuous strengthening of the organization, including but not limited to internal business processes and the authority’s financial position.

The plan will be implemented with progress reporting following this basic approach:

1. On a quarterly basis the Board and Executive Director will review an updated action tracker which will succinctly identify actions for the ensuing three month period as well as progress reporting for the period completed.

2. Once a year, the Board and the Executive Director will broadly assess the currency of the plan’s goals and strategic objectives and make any updates if needed in light of any new major opportunities and/or challenges.

It is important to note that this plan was developed as part of a larger process sponsored by PennDOT. It entailed the development of strategic plans by each transportation authority (air, water, transit) in coordination with Erie’s economic development organizations. The intent is to have a generally common framework for collaboration and partnering where appropriate. Further, this plan provides a practical means for a shared focus and communication between the Port Authority and PennDOT.

1 The Balanced Scorecard. Robert S. Kaplan and David P. Norton. Harvard Business School Press. 1996.

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Plan Purpose and Organization The Port of Erie’s vision is to be a thriving, year round regional economic engine defined by balanced development consisting of recreational, commercial, residential and industrial assets. Vision attainment is indeed a matter of leadership and strategic management. Strategic management generally denotes the process for implementing and monitoring an organization’s strategic direction.

This strategic plan is not an end, but a means to an end: making steady progress toward vision attainment while fulfilling the organization’s mission of furthering industrial, commercial and recreational opportunities on Presque Isle Bay and adjacent waters.

The plan is organized in a basic three part structure as follows along with a brief explanation of the integrated structure:

Plan Development —the next section of the plan highlights the planning process, the significant regional trends that have a bearing on the Port of Erie, an analysis of the Port’s present strengths, weaknesses, opportunities, and threats , and the resultant strategic themes stemming from that analysis. Ten strategic themes are listed on page 8. These themes were the focal point for the Port’s strategic response as reflected by the Plan Direction.

Plan Direction—the plan direction section is indeed the heart of the plan. It answers the fundamental question of “where we want to go”. It includes the vision (future aspiration), the mission (the timeless reason for being), the four priority goals, and the strategic objectives for achieving each priority goal. The basic design of the plan direction section is to concisely communicate the direction of the Port Authority in a short amount of space (two pages). In that regard, the plan is also intended to be modular—having the ability to use individual components of the document in implementation.

Plan Implementation—this section has two basic functions: a) to define how the plan will be implemented, tracked and reported; and, b) to provide the basic tool, an action tracker for doing so. That action tracker can be used as the stand-alone document for a quarterly review by the Board and Executive Director as well as the basis for any external communication with PennDOT and other organizations, using information from the action tracker in whole or in part. Plan Implementation answers this fundamental question—“how are we going to get there”?

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Plan Development Planning Process The Port of Erie Strategic Plan was developed as a dynamic document containing a five-year overarching direction for the Port Authority. Several workshops were conducted with the Board and the Executive Director. In the earliest phases of work regional trends were identified that have a significant bearing on the Port Authority. In addition, strengths, weaknesses, opportunities, and threats (SWOT) were identified (which is typical of most strategic planning processes). From that data analysis strategic themes were identified to help guide subsequent direction setting activity, including the identification of the four priority goals—the plan’s backbone. The balance of this section includes the impacting trends, the SWOT analysis and the resultant strategic themes. Together, these sections provide important context for the plan.

Trends As part of the situational analysis, the Board identified the following current trends that are considered have either a positive or negative impact of the future of the Port:

Regional Trends

Positive

o New hotel businesses along the Bayfront

o Onboard boat living/storage– more people are keeping boats at marina

o Tourism, particularly in the fishing industry, is gaining popularity

o Renewed interest in multimodal activities/movement of goods

Negative

o Financial uncertainty (both capital and operating)

o Demographics (declining population in the city, stable population in the region)

o Perception of urban violence and crime

o Risk of losing top tenants with little notice

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SWOT Analysis The table below summarizes the Port of Erie SWOT Analysis:

Opportunities Threats

Strengths Capitalize

• Improve brand/message • Maximize assets/property value • Promote development • Expand grant monies • Promote tourism opportunities • Promote shipyard/terminal

Turnaround

• Expand revenue/customer opportunities

• Ensure proper asset management tracking

• Attain financial break-even position

Weaknesses Improve

• Ensure the organization is properly staffed

• Improve economic impact of the Port

• Integrate Port with multimodal activities

• Connect Bayfront with downtown

Defend

• Reduce seasonal influence on revenue

• Increase local partnerships • Strengthen existing tenant

relationships • Improve appearance of Bayfront • Diversify revenue

base/enterprises

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Strategic Themes Following their discussion regarding current situation and trends, the board members recognized that the Port must develop organizational strength in multiple areas in order to achieve its vision for the future.

The Board identified several important “themes” critical to the success of the Port. These were referenced during the planning process to guide the goal setting and to ensure that the plan would be consistent with expectations for the future:

• Maximizing condition and value of infrastructure • Attaining financial stability for core businesses • Supporting continuing Bayfront development • Improving the perception of the Port in the community • Strengthening relationships with major tenants • Improving multimodal access and connectivity for both people and goods movement • Reducing the effect of seasonality (e.g., winter) on revenue • Attracting additional customers and tenants • Ensuring sufficient talent in key positions • Improving Board oversight and engagement

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Plan Direction Vision The Erie Bayfront will be a thriving, year round regional economic engine defined by balanced development consisting of recreational, commercial, residential and industrial assets. All of which will be supported by a successful multimodal transportation system.

Mission To further industrial, commercial and recreational opportunities on Presque Isle Bay and adjacent waters.

Priority Goals and Strategic Objectives Priority Goal 1: Create and Implement a Master Development Plan for EWPPA Properties.

Strategic Objectives: Create a Master Development Plan • Develop an asset inventory to assess current use of each property. • Evaluate the status of landholdings and contract constraints. • Determine the feasibility of changing any unfavorable restrictions in deeds, granting document, existing leases, etc. Strategic Objectives: Implement a Master Development Plan • Market real estate development opportunities consistent with the plan. • Develop a tracking system for maintaining infrastructure in a state of good repair. • Develop a plan for operational assets such as the campground and the marina including ongoing operational models,

strategic positioning and marketing. • Conduct an annual review of the implementation of the Port’s Safety and Security Plan.

Priority Goal 2: Improve both Physical and Organizational Connections and Access Strategic Objectives • Continue to build a value-adding relationship with Erie area economic development organizations. • Maximize partnering and strategic alliances for improved port development and connectivity with PennDOT, the Erie MPO,

and others.

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• Identify barriers to shipping access including connectivity barriers to multimodal transportation opportunities. Identify needed improvements/associated benefits.

• Improve downtown and inter-Bayfront connections including vehicular, bicycle, and pedestrian.

Priority Goal 3: Further Industrial, Commercial, and Recreational Opportunities Strategic Objectives • Identify current and future customer needs on a routine basis and establish a system of follow-up / tracking. • Leverage the Foreign Trade Zone (FTZ) designation making it a part of the Port’s ongoing outreach and promotion. • Explore the feasibility and benefit of forming an MPO Freight Committee with a strong Port focus and representation. • Take a leadership role in advocating for legislation and programs which support waterfront development (i.e., Waterfront

Development Tax Credit, City Revitalization and Improvement Zone (CRIZ), etc.) and against programs and regulations which may deter economic activity.

Priority Goal 4: Pursue Organizational Excellence and Continuous Quality Improvement Strategic Objectives (Board and Executive Director) • Assign a Board lead and/or a committee of the Board the responsibility for quarterly strategic plan progress review and

updating with the Executive Director. • Implement a Board development initiative to advance specific Board development needs and opportunities. • Develop a baseline assessment of current organizational performance. • Develop key performance indicators and monitor performance quarterly with Board engagement. Strategic Objectives (Executive Director and Staff) • Identify key staffing / skills gaps and address each on a prioritized basis including hiring, contract, partnering, etc. • Develop and periodically review/update a succession plan for key positions. • Establish a basic Continuous Quality Improvement (CQI) process—provide training and support for start-up and

implementation as a routine business practice. • Identify promising practices from other port authorities or other organizations as applicable for benchmarking (see

Appendix B.)

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Plan Implementation Implementation Approach Organizations now operate in a fast-paced business environment. Strategic plans must add value and not be burdensome or onerous. This implementation approach is designed to do just that in a realistic fashion. Organizations that do not manage strategically risk being overly (if not exclusively) reactive. Conversely, those organizations that follow a strategic plan typically enjoy the benefits of having a future focus that is practical and routinely applied. The Board and Executive Director are committed to implementing its five year strategic plan generally following this 7 point approach:

1. Action Identification - The action tracker will be prepared by the Executive Director each quarter identifying select actions for those strategic objectives that can and should get attention for the ensuing quarter(s).

2. Progress Reporting - The Executive Director will also briefly report on progress for the completed quarter as well as any issues that might demand attention. This is a selective process. It recognizes that the intent is to accomplish all strategic objectives over the five year time horizon, but recognizes that in any one quarter the attention of the Board and the Executive Director as well as the resources of the organization will require a selective/targeted approach as to which actions can be advanced.

3. Performance Measures - As a performance-based plan, the Executive Director and the Board will over time identify a performance measure(s) for each priority goal. The Port Authority will also assign a Board lead and/or a committee of the Board the responsibility for quarterly strategic plan progress review and updating with the Executive Director.

4. Annual Review - Annually the Board and the Executive Director will “step back” and review the Plan’s overall direction (see Plan Direction) for currency and make any beneficial revisions in the face of any new major issues and opportunities.

5. Regional Partnering - The Port of Erie will periodically coordinate the implementation of this plan with the region’s economic development organizations and Erie County transportation agencies (including the Erie MPO and PennDOT District 1-0 for purposes of awareness and to ensure that all beneficial opportunities for collaboration and partnering occur.

6. External Partnerships - The Port of Erie will also look for opportunities to communicate the plan’s direction with PennDOT Central Office and other organizations public and private with shared interests. The Port of Erie will continue to monitor the implementation of the Great Lakes Strategic Plan and seek opportunities for synergy with that major effort.

7. Strategic Governance - All Port of Erie initiatives and programs will be carried out consistent with the agency’s mission and the general direction of this overall strategic direction.

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Port of Erie Strategic Plan Action Tracker (for the period January – March 2017)

Priority Goal 1: Create and Implement a Master Development Plan for EWPPA Properties.

Performance Measures: • New Master Plan Completed and Implemented consistent with Strategic Plan • Tracking system for infrastructure state of good repair in place in conjunction with Master Plan schedule TBD

Strategic Objective Create a Master Development Plan

Actions Responsible Progress/Issues Demanding Attention

Develop an asset inventory to assess current use of each property.

Review and update current inventory

Timeline TBD in conjunction

with Master Plan

Evaluate the status of landholdings and contract constraints.

Continue review of property info and granting restrictions

Timeline TBD in conjunction

with Master Plan

Determine the feasibility of changing any unfavorable restrictions in deeds, granting document, existing leases, etc.

Strategic Objective Implement a Master Development Plan

Actions Responsible Progress/Issues Demanding Attention

Market real estate development opportunities.

Develop a tracking system for maintaining infrastructure in a state of good repair.

Discuss asset management approaches used by PennDOT

Develop a business plan for operational assets such as the campground and the marina.

Conduct an annual review of the implementation of the Port’s Safety and Security Plan.

Board and Executive Director Assessment of effectiveness and all necessary improvement steps.

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Priority Goal 2: Improve both Physical and Organizational Connections and Access

Performance Measures: • Expanded freight and shipping activity/volumes • Expanded use of the Bayfront and connectivity

Strategic Objectives Actions Responsible Progress/Issues Demanding Attention

Continue to build a value-adding relationship with Erie area economic development organizations.

Request bi-annual meetings with Transportation and the

Economic LEAD Team

Maximize partnering and strategic alliances for improved port development and connectivity with PennDOT, the Erie MPO, and others.

Identify barriers to shipping access including connectivity barriers to multimodal transportation opportunities. Identify needed improvements / associated benefits.

Work with the Great Lakes Ports Association and

Canadian Provinces/Other Entities to identify new markets for Great Lake

shipping

This objective can be advanced in coordination/partnership with PennDOT, the Erie MPO and others.

Improve downtown and inter-Bayfront connections including vehicular, bicycle, and pedestrian.

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Priority Goal 3: Further Industrial, Commercial and Recreational Opportunities

Performance Measures: • Number and type of new opportunities (quantitative) • Impact of new opportunities on Port and region (qualitative and quantitative)

Strategic Objectives Actions Responsible Progress/Issues Demanding Attention

Identify current and future customer needs on a routine basis and establish a system of follow-up / tracking.

Meet with each tenant twice per year

Provide brief summary of each, noting follow up required within in monthly Executive Director’s report

Leverage the Foreign Trade Zone (FTZ) designation making it a part of the Port’s ongoing outreach and promotion.

Consider this as an area of possible benchmarking assuming that useful FTZ benchmarks exist among Ports or comparable public agencies (see Appendix B)

Explore the feasibility and benefit of forming an MPO Freight Committee with a strong Port focus and representation.

Explore how this is used in other communities.

Bring results to MPO to determine

feasibility locally

Completion by end of June 2017

Take a leadership role in advocating for legislation and programs which support waterfront development (i.e., Waterfront Tax Credit, City Revitalization and Improvement Zone (CRIZ), etc.) and against programs and regulations which may deter economic activity.

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Priority Goal 4: Pursue Organizational Excellence and Continuous Quality Improvement

Performance Measures: • Baseline assessment of current organizational performance completed and periodically reviewed in terms of trends and

progress. (the same assessment used over time provides the basis for useful trend analysis) • Number of strategic objectives for this goal that are completed by year.

Strategic Objectives (Board and Executive Director) Actions Responsible Progress/Issues Demanding Attention

Assign a Board lead and/or a committee of the Board the responsibility for quarterly strategic plan progress review and updating with the Executive Director

Discuss with Executive Committee

Completion with October

reorganization

Implement a Board development initiative to advance specific Board development needs and opportunities.

Develop a baseline assessment of current organizational performance.

Look for best practices in other organizations

Completion by end of June 2017

Develop key performance indicators and monitor performance quarterly with Board engagement.

Strategic Objectives (Executive Director and Staff) Actions Responsible Progress/Issues Demanding Attention

Identify key staffing / skills gaps and address each on a prioritized basis including hiring, contract, partnering, etc.

Develop and periodically review/update a succession plan for key positions.

Establish a basic Continuous Quality Improvement (CQI) process—provide training and support for start-up and implementation as a routine business practice.

Meet one on one with staff to determine if any CE’s would be valuable.

Ongoing

Identify promising practices from other port authorities or other organizations as applicable for benchmarking.

See Appendix B

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Appendix A: Plan Integration and Alignment PennDOT Strategic Plan The Port of Erie recognizes the importance of partnerships and strategic alliances to achieving our vision. Our strategic plan implementation will include pursuing opportunities to align our goals with those of our partner organizations as beneficial. The Port of Erie will pursue opportunities to collaborate with PennDOT, by aligning our efforts with PennDOT’s particularly in the key areas highlighted below from PennDOT’s 20/20 Strategic Direction:

PennDOT Strategic Plan Element Port of Erie’s Alignment with PennDOT’s Strategic Plan

Vision—a better quality of life built on transportation excellence Strong alignment with our vision that relates to both transportation excellence and quality of life

Mission—to provide a sustainable transportation system and quality services that are embraced by our communities and add value to our customers

The Port of Erie is an important multimodal transportation facility. PennDOT has made major strides as a multimodal agency. The Port of Erie will continue to collaborate with the other transportation agencies and economic development organizations in Erie County.

Work with Pennsylvania ports to ensure investments account for future growth.

We applaud PennDOT for giving priority attention to Pennsylvania’s ports in its strategic plan as a key objective under its Sustainable Infrastructure Investment theme. We will partner with PennDOT to make the most impacting and cost-effective investments for the Port and for access to the Port. We will periodically update PennDOT informally on our strategic plan implementation.

PennDOT also consistently builds and strengthens relationships with: o Local governments and state and federal officials o Metropolitan Planning Organizations and Rural Planning

Organizations o Other Commonwealth agencies o Transportation-related associations o State and Federal lawmakers o Federal agencies o Public/Customers o Other DOTs and similar agencies

PennDOT has identified this key objective as part of its Effective Partnerships theme. The Port of Erie is committed to being a part of this broader collaboration and relationship building recognizing its value to the strategic development of the Port.

The Port of Erie will regularly look for opportunities to share our progress with PennDOT and know the Department will do likewise so that our respective strategic plans can move forward benefiting each other.

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PA DEP Coastal Resources Management Program (CRMP) The goal of the PA Coastal Resources Management Program (CRMP) is to protect and restore the natural and historic resources of the Great Lakes coastal area and its watersheds. The Lake Erie coastal zone is located within Erie County and includes the shorelines of major tributaries. The coastal zone also extends to the middle of the lake, to the boundary with Canada and inland an average of 1.4 miles. The Lake also contains Presque Isle State Park and is one of the state ports for international shipping. Projects that can be funded through pass through grants include minor construction, land acquisitions, plans and studies, outreach, environmental education and research. The PA CRMP, for example, has provided partial funding for a floating boat dock located in the Erie harbor that enables transient boaters to dock in the bay front area and enjoy the local amenities and resources, and also provides a public fishing platform for local residents. The CRM Program includes eleven policy elements. Four are noted below that have especially important linkages with the Port of Erie Strategic Plan. The complete policy list can be found on the following page.

PA DEP Coastal Resources Management Program Select Policies Port of Erie’s Alignment with PA DEP CRMP

Port Activities: The development and enhancement of coastal port infrastructure is an important aspect of the economic vitality of the waterfront.

This has a direct relationship to the Port of Erie Priority Goals #1 and #3. Master Plan Development and Increasing Industrial Commercial, and Recreational Opportunities respectively. The implementation of the Port of Erie Strategic Plan can be leveraged for maximizing CRMP funding opportunities and synergy of effort.

Public Access for Recreation: Efforts are required to meet the public need for boating, fishing, walking, picnicking, sightseeing and other recreational pursuits associated with the waterfront.

This has a strong tie-in with Priority Goal 2 related to improving connections and access.

Public Involvement: Efforts are required to increase awareness, provide information and create opportunities for public participation in a variety of coastal issues.

Public and stakeholder involvement opportunities will occur as part of the Port of Erie Strategic Plan implementation and can where possible link with CRMP efforts for win-win opportunities. The Port currently has an Advisory Board Structure in place, inviting participation at each Study Session and Board Meeting.

Intergovernmental Coordination: This policy includes intergovernmental efforts to protect Pennsylvania's coastal resources, especially the quality of our air and water.

The Port of Erie Strategic Plan strongly emphasizes partnerships generally and intergovernmental strategic alliances specifically. We can take steps to make PA CRMP staff aware of our strategic plan direction for the purpose of exploring joint win-win opportunities.

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The Port of Erie will regularly look for opportunities to collaborate with DEP so that our respective priorities and policies can move forward benefiting each other. PA DEP Coastal Resources Management Program Policies

• Coastal Hazard Areas: Pennsylvania's coastal hazards are defined as bluff recession along Lake Erie and coastal flooding in both coastal zones.

• Dredging and Spoil Disposal: This economically vital activity must be carefully managed to avoid adverse effects on navigation, flood flow capacity, public interest, and environmental quality. (Note: Coastal Resources Management funds cannot be used to pay for actual dredging operations).

• Fisheries Management: The strong demand for recreational fishing in both coastal zones requires efforts to protect and improve stocks of popular game-fish species.

• Wetlands: This policy involves the protection, enhancement and creation of coastal wetlands in order to maintain benefits for wildlife habitat, flood control, water quality, water flow stabilization and environmental diversity (biodiversity).

• Public Access for Recreation: Efforts are required to meet the public need for boating, fishing, walking, picnicking, sightseeing and other recreational pursuits associated with the waterfront.

• Historic Sites and Structures: This policy includes preservation, restoration and enhancement of coastally significant historic sites and structures within the coastal zone.

• Port Activities: The development and enhancement of coastal port infrastructure is an important aspect of the economic vitality of the waterfront.

• Energy Facilities Siting: Energy-producing facilities are vital to our society but improper siting (placement) can be damaging to fragile coastal ecosystems.

• Intergovernmental Coordination: This policy includes intergovernmental efforts to protect Pennsylvania's coastal resources, especially the quality of our air and water.

• Public Involvement: Efforts are required to increase awareness, provide information and create opportunities for public participation in a variety of coastal issues.

• Ocean Resources: Efforts directed toward the research, study, and/or management of non-native (invasive) aquatic or terrestrial plant and/or animal species.

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PA Department of Conservation and Natural Resources (DCNR) DCNR works to conserve and protect Pennsylvania’s natural resources, enhance recreational opportunities and provide science-based expertise to improve the quality of life for all Pennsylvanians. Given the environmental, social and conservation challenges Pennsylvania faces, DCNR has created six strategic initiatives. The complete DCNR priority list can be found on the following page. Two of the priorities—Outdoor Recreation and Water—are particularly relevant to the Port of Erie’s strategic direction and are addressed below. These provide potential opportunities for “win-win” Port of Erie – DCNR collaboration.

PA DCNR Priority List Port of Erie’s Alignment with PA DEP CRMP Outdoor Recreation: To improve access for all citizens to recreational opportunities through the state Outdoor Recreation Plan • In addition to tourist spending, trails and green spaces close to home

attract businesses, increase property values, improve health and make communities more livable.

• Our new statewide plan is a blueprint for our work over the next five years.

We aim to increase public use of our state and local parks and trails by 5 percent by 2020, close trail gaps and work towards having a trail within 15 minutes of every citizen.

Direct alignment with Priority Goal 2: Improve both Physical and Organizational Connections and Access and Priority Goal 3: Further Industrial, Commercial, and Recreational Opportunities. DCNR represents a high potential strategic partner for implementing our strategic plan in coordination with and awareness of DCNR initiatives, funding programs, etc.

Water: Build a cohesive water strategy to coordinate and emphasize the role DCNR plays in its future use and protection, including a robust stream buffer program • Water is a significant part of DCNR’s work including: protecting

aquatic habitats and water resources on our lands; providing and promoting water-based recreation; grant program support for green infrastructure and rivers conversation; and groundwater knowledge and a role in water-well drilling -- all housed in many different bureaus and programs.

The goal is to bring all of the water work of the agency together to play a role in the future use and protection of this precious resource.

The Port of Erie obviously has a major stake in this DCNR priority. This includes alignment with the two Port of Erie Priority goals as noted above. In addition, we will consider and explore potential opportunities for involving DCNR in our Priority Goal 1: Create and Implement a Master Development Plan for EWPPA Properties. Conceivably there could be funding opportunities associated with the master planning process. At minimum we will keep DCNR and other stakeholder organizations aware of our strategic plan overall and specific initiatives for which there might be partnering potential.

The Port of Erie will regularly look for opportunities to collaborate with DCNR so that our respective priorities and policies can move forward benefiting each other.

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PA DCNR Priorities

• Outdoor Recreation: To improve access for all citizens to recreational opportunities through the state Outdoor Recreation Plan

• Green Infrastructure and Sustainability: Demonstrate energy efficiency and design elements of green buildings by increasing the number of LEED-certified buildings and landscapes on state parks and forests

• Forest Conservation and Jobs: Reduce forest loss and fragmentation by conserving additional working forestland and planting trees

• Water: Build a cohesive water strategy to coordinate and emphasize the role DCNR plays in its future use and protection, including a robust stream buffer program

• Climate Change: Help the commonwealth adapt to climate change and reduce impacts • Youth Engagement and Employment: Create stronger connections to nature and recreation

for young people and develop pathways for employment in environmental fields through a new youth jobs program

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Great Lakes – St. Lawrence River Maritime Transportation Systems (MTS) Plan Integration The Port of Erie recognizes the importance and value of partnerships and strategic alliances to achieving our vision. Our strategic plan implementation will include pursuing beneficial opportunities that align our goals with those of our partner organizations. The Port of Erie will pursue opportunities to collaborate within the Great Lakes region, by aligning our efforts with the Conference of Great Lakes and St. Lawrence Governors and Premiers in the key areas highlighted below from their strategic plan. The MTS Strategy’s goals are to double maritime trade, shrink the environmental impact of the region’s transportation network and support the region’s industrial core. MTS identified four objectives below to achieve these goals. Each is shown along with the alignment with the Port of Erie Strategic Plan.

Great Lakes – St. Lawrence River MTS Plan Objectives Port of Erie’s Alignment with MTS

Increasing Efficiency and Reducing Costs

This Great Lakes objective relates to several Port of Erie priority goals, particularly Priority Goal 2 - Improve both Physical and Organizational Connections and Access. Our efforts to increase efficiency and reduce costs will be beneficial in the overall development of the Port of Erie.

Building New Markets

This ties direction to Priority Goals 1 and 3: • Create and Implement a Master Development Plan for EWPPA

Properties. • Further Industrial, Commercial, and Recreational

Opportunities

Growing Economic Activity around the Maritime System

This also has a strong connection with Priority Goals 1 and 3. One specific objective of the Port of Erie Strategic Plan is to Leverage the Foreign Trade Zone (FTZ) designation making it a part of the Port’s ongoing outreach and promotion.

Delivering Results while Managing for the Future This leadership and governance objective closely aligns with the Port of Erie’s Priority Goal 4 to Pursue Organizational Excellence and Continuous Quality Improvement

The Port of Erie will regularly look for opportunities to collaborate within the Great Lakes region so that our respective strategic plans can move forward benefiting each other. The Port of Erie will remain active in the Great Lakes organization and communicate our strategic direction and progress along the way with the aim of building and strengthening strategic alliances.

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Erie Refocused – A comprehensive plan and community decision making guide The goal of Erie Refocused was to create a decision making framework to guide public and private sector investments in a direction that will turn Erie into a community of choice in the region. This will be accomplished by improving the quality and appeal of its existing assets and creating enhanced opportunity for new economic activity. Erie Refocused includes many policy elements, broken out by 17 separate planning areas. Three specific to Erie’s Bayfront are noted below that have especially important linkages with the Port of Erie Strategic Plan.

Erie Refocused – Bayfront Strategies Port of Erie’s Alignment with Erie Refocused

Create an Iconic Connection between the Bayfront and Downtown.

This has a strong tie-in with Priority Goal# 2 related to improving connections and access. The idea of strengthening the connection between Erie’s Bayfront and Downtown is strong throughout the Port’s Strategic Plan.

Prioritize mixed-use, pedestrian focused redevelopment of Bayfront Property.

This has a direct relationship to the Port of Erie Priority Goals #1 and #3. Master Plan Development and Increasing Industrial Commercial, and Recreational Opportunities respectively. It also has tie-in with Priority Goal #2 related to improving connections and access.

Assemble tax incentive and financing tools to encourage business location.

The Port Strategic Plan addresses this Bayfront Strategy in Priority Goal #3. The strategic objective states the Port will take a leadership role in advocating for legislation and programs which support waterfront development. The Waterfront Tax Credit and the City Revitalization and Improvement Zone (CRIZ) are examples given.

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Destination Erie – A Regional Vision Destination Erie is a twenty-five year strategy to create a more sustainable, resilient and prosperous Erie County. Destination Erie accomplishes two goals, first it defines our destination by describing the future Erie County residents have said they want; and second, it provides the County with a road map of how to reach our destination through a set of recommendations and proposed initiatives. Destination Erie outlined five themes to a successful Erie County; Thriving, Educated, Livable, Green and Connected. These five themes address eight different topics of study. Those topics specific to the Port Strategic Plan are listed below.

Destination Erie – Bayfront Initiatives Port of Erie’s Alignment with Destination Erie

Economic Growth and Job Development Goal: Foster a prosperous and equitable economy by building partnerships that cultivate entrepreneurism, grow and attract businesses, are recruit and retain talent.

This ties direction to Priority Goals 1 and 3: • Create and Implement a Master Development Plan for EWPPA

Properties. • Further Industrial, Commercial, and Recreational Opportunities • Leverage the Foreign Trade Zone (FTZ) designation

Land Use, Transportation and Infrastructure Goal: Promote sustainable growth patterns and efficient resource use by coordinating land use, transportation systems, and infrastructure investment throughout the region.

Direct alignment with Priority Goal 2: Improve both Physical and Organizational Connections and Access and Priority Goal 3: Further Industrial, Commercial, and Recreational Opportunities.

Environment Goal: Guarantee Erie’s environmental legacy for future generations by becoming better stewards of the region’s exceptional natural habitats and resources.

The history of the Port Authority is that of a steward of Erie’s Bayfront. Environment is specific in the Authority’s vision statement: The Erie Bayfront will be a thriving, year round regional economic engine defined by balanced development consisting of recreational, commercial, residential and industrial assets. All of which will be supported by a successful multimodal transportation system.

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Destination Erie – Bayfront Initiatives Port of Erie’s Alignment with Destination Erie

Arts, Culture and Recreation Goal: Stimulate prosperity, vitality, creativity and community by leveraging the region’s history, natural attractions and arts and cultural heritage.

This has a direct relationship to the Port of Erie Priority Goals #1 and #3. Master Plan Development and Increasing Industrial Commercial, and Recreational Opportunities respectively.

Regional Collaboration and Leadership Goal: Maximize and leverage the region’s capacity to realize its vision for the future by cultivating leadership and implementing new models for collaboration.

The Port of Erie Strategic Plan strongly emphasizes partnerships generally and intergovernmental strategic alliances specifically. We can take steps to make Emerge 2040 aware of our strategic plan direction for the purpose of exploring joint win-win opportunities.

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Appendix B: Port of Erie Benchmarking – Candidate Areas for Consideration For any organization, the development of a strategic plan provides an opportunity to evaluate the organization internally (e.g., strengths and weaknesses) and externally (e.g., opportunities and threats) as was accomplished through this planning process. Looking externally also has a very practical application in considering the use of benchmarks. Benchmarking, quite simply, is selecting one or more practices or measures of another similar and successful organization to follow with the potential for adoption or adaption.

Through this planning process several potential areas of benchmarking are offered below for future consideration by the Port of Erie Executive Director. She may obviously choose none, all, or others. Benchmarking should be strategic and selective – choosing benchmarks that have direct value and that the organization is highly supportive of using. This section is reference only; identifying those areas for future benchmarking consideration should the Port of Erie leadership desire to do so.

Possible Areas of Benchmarking Potential Value / Comments

Asset Management--PennDOT Asset management is getting much needed attention by transportation agencies from the federal level to states, transit agencies, etc. The PennPorts Director has extensive experience in this area that may be useful for the Port of Erie.

Port Strategic Planning-The Philadelphia Regional Port Authority (PRPA)

PRPA has also recently completed a strategic plan and is moving forward to the development of a capital plan. This has a strong parallel with the Port of Erie’s intent to develop a Port Master Plan. PennDOT is sponsoring both efforts and can provide an invaluable point of interface.

Foreign Trade Zones The Port of Erie may want to consider identifying another Port or other public entities such as airports that have made effective use of the FTZ designation and determine key success factors, etc.

Master Development Plan Prior to starting the Master Development Plan, the Port of Erie may want to consider identifying best practices in this area. Which master development plans have been most successful and why? What are the keys to success? Lessons learned?

Erie Strategic Plan Implementation This may be so obvious that it could easily be overlooked. The Erie transportation and economic development organizations have an opportunity to periodically benchmark the implementation of their respective strategic plans.

Governance Any board is wise to consider a periodic scan of how other comparable boards carry out their work, board development activities, etc. This could even include a board in the Erie area or another Port.

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Appendix C: Optimizing the Strategic Plan – Master Plan Linkage A priority goal for the Port of Erie Strategic Plan is to create and Implement a Master Development Plan for EWPPA Properties. Often organizations will develop various plans without effectively linking those plans to the organization’s overall strategic priorities and direction. The Port of Erie recognizes this and will take steps to ensure that our upcoming Master Development Plan is supportive of and driven by its strategic plan.

In doing so, we will take steps such as the following:

1. Maximize the involvement of our economic development partners 2. Engage PennDOT as a partner in the Master Development Plan effort for various reasons including:

a. Linking with Secretary Richards’ PennDOT Connects policy initiative b. Leveraging PennDOT’s multi-modal leadership, expertise and resources in both freight and pedestrian

transportation c. Maximizing the return on the Commonwealth’s investments for the Port

3. Explore opportunities for the Erie MPO to support and add value to the Master Development Plan development process and implementation

4. Engage stakeholders at the start of the planning process and at key milestones 5. Include an implementation component with status reporting that meshes with the action plan and status reporting of the

strategic plan