Phase II Overview

On February 22, 2007 CWB requested further input regarding the following issues.

1) Attraction Vessel Permit process that could lead to the development of a site

specific USCG Temporary Attraction Vessel Certificate of Inspection permit process.

2) Vessel Recruitment strategies and suggestions.

3) Selection criteria for choosing the most appropriate vessel(s) for specific

circumstances.

4) Site Readiness requirements for effectively facilitating, supporting, and capitalizing

on a visiting vessel program.

To fully consider these issues, it has been necessary to address both the here and now,

(limited staff, limited funding, site design and development still in process) and the

completed site of the future (resources in place, programs flourishing, exhibit planning

horizon two to three years out). These are very different situations with very different

challenges. CWB must move forward through that continuum, expanding and improving

while maintaining a consistently high standard of program quality and dependability.

Recognizing the political nature of the site, and the potential for that to affect timelines

(positive and negative), the processes and incremental steps offered are meant to be

discussed, adapted and adopted as the need arises, or the time seems right. If CWB is

prepared to take advantage of opportunities as they arise, and CWB makes effective

use of those opportunities to showcase CWB and site capabilities, additional

opportunities will be created, and support for CWB and the site will increase.

Being proactive in increasing public awareness, involvement and support for the vision

of the completed site is important. Talking about the “big picture” of a site where visiting

vessels, on site vessels and exhibits, activities and public programs are all

interconnected is good. Providing the public an opportunity to personally experience

that dream can be incredibly powerful.

It is essential to recognize the need to grow the facility and the programs in a holistic

way, moving all aspects forward together. If major site exhibits do not appear for five

years it will be extremely difficult to link vessel visits to those exhibits until they are in

place. The same holds true for the attraction vessel certificates and on site emergency

response equipment and protocols. That said, do not wait. Move ahead now. Become

the best facility possible today, and build on a string of incremental successes.

Concentrate on two, perhaps three well executed high profile “vessel” visits that can

easily be connected to existing exhibit materials, small boats, activities, programs or

speakers. Concentrate on maximizing the interconnection and impact of these visits.

Consider approaching these initial visits like a choreographer designing a ballet.

Orchestrate your activities around a visiting ship. The grand arrival is the certainly the

visiting ship’s scene, but at that event you can introduce some of the other elements

that will be accessible during the ship’s visit. They in their turn should get their

opportunity to “solo” during the visit. Make sure to involve and recognize some of the

major “players” who will be helping to make the “big dream” become reality. Offer

“behind the scenes” opportunities, again recognizing “patrons.” Create special

opportunities for potential funders and decision makers, showcase special programs

and key people. Look for the “back stories” that connect to the greater mission. Over

the term of the stay “officially” open an exhibit, offer a special program or two. Provide

the public an opportunity to experience the “dream,” if only for a day or two.

Use standard operating procedures for every major vessel visit. Get written feedback

from the ships, CWB & site partner staff, youth visitors, and the general public. An

operational debriefing should be scheduled within five days of a vessel’s departure.

By focusing on a limited, but expandable number of high profile, well executed visits

each year, CWB will be able to convey to stakeholders, potential investors and the

public, the true potential CWB has to connect visiting vessels and their stories to the

exhibits and activities at the site. A well orchestrated and publicized ship visit can

create a synergy that excites, educates and empowers visitors, their friends and

families, to explore and experience for themselves the maritime connections that we all

share, through exhibits and activities at the Heritage Center at South Lake Union Park.

Creating excellent programming that utilizes full site potential is much like sailing; fair

weather or foul, the answer to “when will we get there?” is “We’re there,”. BE excellent!

Site Specific Attraction Vessel Permit Process

A Point of Clarification

IF a vessel is moored at the park and allowing the public, specific individuals or groups,

access to the vessel or providing programs absolutely free of charge, a U.S. Coast

Guard Certificate of Inspection (COI) is not required.

The annual Wooden Boat Festival is an excellent example of this situation.

IF a vessel is moored at the park and allowing the public, specific individuals or groups,

access to the vessel or providing programs on that vessel where there is a charge for

boarding the vessel, participating in a program, or if the vessel is in any way receiving

compensation for allowing such activities onboard, then a U.S. Coast Guard Certificate

of Inspection (COI) is most likely required *.

* There are some “rule stretching” approaches that have been used by some vessels

attempting to skirt USCG regulations.

That is not a recommended course of action.

Basic Truth: The United States Coast Guard Marine Safety Office (MSO) in Seattle has

three very specific areas of concern. They are, in order of importance:

1. To avoid any actions that may provide an opportunity for criticism of the U.S.

Coast Guard in general, or MSO – Seattle specifically.

2. The safety of the public, vessel crews and/or vessels (in that order).

3. Protecting the marine environment.

While MSO Seattle would probably argue the first item, it is probably the most

important, and will control this process. Unless MSO Seattle is absolutely certain that

CWB will operate consistently, fully complying with all of the mutually agreed on

operating parameters, your chances of success are zero.

CWB must demonstrate to MSO Seattle its commitment to public safety and emergency

preparedness. A clearly documented process, beginning with risk assessment, followed

by planning and sequential implementation is essential.

Step One: CWB, as the on site Vessel Operations Manager, should take a leadership

role in facilitating the process with MSO and the vessel owners to develop work lists,

timetables, and implementation plans that will eventually result in an Attraction Vessel

Certificate of Inspection (AV-COI) for all permanently moored vessels at the site. These

would be “permanent” rather than “temporary” as a visiting vessel might receive.

Unless all permanently moored vessels accessible to the public have, are working

toward an AV-COI, the MSO will most likely not agree to a site based temporary AV-

COI. (Unequal application of the regulations is possible, but with large vessels of

unknown condition involved, it would put the MSO at risk for criticism - concern #1).

Step Two: CWB should work closely with the permanently moored vessels and the

MSO to make consistent forward progress on the implementation plan for each vessel,

resolving work list issues and providing MSO with progress reports, photos and other

documentation related to addressing outstanding work list items.

Step Three: CWB (Vessel Operations Manager) investigate the possibility of investing

in portable alarms and emergency response equipment to provide monitoring and

emergency support for permanently moored attraction vessels at site. Develop concept

and list with MSO.

Step Four: CWB to begin discussions with MSO RE: Site supported, site specific,

Temporary Attraction Vessel COI. Work with MSO to develop SOP’s and work lists.

Step Five: Formalize and adopt SOP’s. Make headway on acquiring equipment and

making the improvements identified in the work lists. Report back to MSO on your

steady progress. Due to high staff rotation rates and the unique nature of what is being

requested, it will be best to develop a relationship and work in a focused way with one

contact to get this program accepted and certified.

Vessel Recruitment – Overview Much like site readiness, the process of vessel recruitment will develop and become

more refined as the site itself is further developed. Initially, almost any vessel with an

interesting story, a connection to local history or an excellent program might be a good

match. As the site is developed, storylines are fleshed out and exhibits are designed

and installed, there will be more opportunities to connect visiting vessels with new on

site exhibits and storylines. It will also become more important to seek out specific

vessels, or types of vessels whose stories connect with upcoming exhibits.

Approach Vessel Recruitment in Three Phases

Phase I – (Round up the usual suspects) Cast your net wide and look for “low hanging

fruit.” Build your relationships with regional media, educators and tour operators by

bringing in “turn-key” vessels that you are familiar with and creating the best “show”

possible. This will allow you to test and upgrade your system(s) with friends and

“kindred spirits” that will help you through any rough spots or minor mistakes without

creating bigger problems, straining your resources or your reputation.

Phase II – (Ask the right question of the right people.) The question is not how do we

effectively recruit, the question is who should we be recruiting? Ask the right people

and they will not only tell you who to contact, the will tell you where to find them.

Develop a “call for submissions / recommendations” type letter that would convey the

unique character of what you are trying to create at the Park. In the letter, present your

“case” to the reader. Describe the Mission of the Park. What about the vision makes

this facility unique? Talk about your development plans and strategies for documenting

and communicating the compelling stories of these vessels. Ask for the reader’s help to

identify the vessels and the stories with unique connections to Lake Union, Seattle or

the Pacific Northwest that need to be told. This letter / article should be sent far and

wide to every nautical publication (wooden boat to hydro racing), yacht clubs, Sea

Explorer posts, Coast Guard Stations, Navy Bases, Maritime union halls, NOAA, U.S.

Army Corps of Engineers, N.W. Marine Trades Assn, fishing associations, WA Dept of

Transportation, WA DOC (McNeil Island Shipyard), nautical architects, etc.

Send your letter to every maritime organization in the Pacific Northwest; ask them to

ask their membership. Send the request out to every antique tug, yacht and steam

society. Look for an antique float plane group to contact.

While the results of this effort may be staggering, and much of it you will already be

familiar with, the benefits will be three fold. First, you will probably find a story or two, or

a vessel or two that you were unaware of, or had lost track of. Second, the public will

have shared with you the stories that they feel need to be told. And third, you now have

a specific group who, by their responding, has told you that they have an interest in

seeing this particular story being told. These people may well be able to connect you

with key vessel(s) or artifacts related to that story. They may also be interested in

helping you tell that story with their work, wealth or special insights.

If you are interested in bringing Tall Ships to the site, join the American Sail Training

Association. For all the sail training you do, you should be a member of ASTA anyway.

Advertise in the ASTA Directory, attend the annual conference. Get to know the ships,

the crews and the decision makers. Market your concept to them.

Send copies of your newsletters out to the ships. Everybody loves to get mail!

Phase III - As on site exhibit and event scheduling becomes more fully developed, the

event scheduling “horizon” could move out to three and perhaps five years for major

events or exhibits. This type of time line will allow for a very different highly focused

recruiting effort, targeting specific vessels that that might require lobbying over a

number of years, or perhaps even a global outreach effort.

Even as a new recruiting style based on long term planning becomes possible, Phase I

and Phase II type efforts will continue to play an important role in bringing in the vessels

and the stories that the public wants to see.

Some of the “LOW HANGING FRUIT” and “Usual Suspects” These people have a story they want to tell, and probably have information to hand out,

P.R materials and possibly other assistance available.

Lady Washington and Hawaiian Chieftain – Grays Harbor Historical Seaport

N.W. Exploration, School and public programs, Battle sails

Schooner Adventuress – Sound Experience

Environmental Education / Stewardship – Youth programs

Hydroplane museum

Combatant Craft

Boeing ?

Queen City Yacht Club (Oldest yacht club?)

Pelican Club

T-Birds

Canoe rendezvous

Steam Society

Antique Classic Boat Society

Model Pond

Kenmore Air (The history of flying boats and float planes)

Industry Days – In conjunction with YMTA. Get the kids out to meet the industries.

Towing companies

Cruise Lines (“Pocket” Cruise Lines)

Puget Sound Pilots

Alaska Packers

Seiner’s ASSN

Gill Netter’s Assn

U.W. Rowing Team

US Sailing Assn – Racing - Then & Now

USCG / Seattle Marine Patrol / Fire Boat - Boating safety days

Fire Depts. – Muster

Shipping companies – in conjunction with longshoremen’s union or IBU?

VESSEL EVALUATION

In order to get the most appropriate vessels at the best time for the site, and to avoid

potential conflicts, or competing programs, a Vessel Evaluation Worksheet with

consistently applied criteria should be utilized by CWB staff. A DRAFT Vessel Evaluation Worksheet is included in this packet.

The Evaluation Worksheet looks at the vessel’s physical requirements (length, beam,

draft, and height) to make certain that there will be no misunderstanding regarding

space requirements for each vessel that is scheduled to visit the site. The Evaluation

Worksheet considers a vessel’s reputation, condition, story, program(s), uniqueness

and any support it may require. The evaluation also takes into account exhibits,

storylines or current events that might easily be connected to the vessel’s visit as well

as the vessel’s audience. Does this vessel appeal to a broad or a specific audience?

Will this vessel draw new people to the site? Will this vessel actively help CWB

promote the visit in a meaningful way? How many people can experience this vessel in

an hour? Will that audience visit other exhibits or programs on site? Will the vessel

visit create opportunities for an additional special event on site?

The Evaluation Worksheet provides an opportunity to look at these various

characteristics as they apply to a specific vessel at a specific time and rate them on a

scale from 0 (no score) to 5 (maximum score). By taking each rated characteristic and

applying an assigned multiplier that reflects the relative benefits or importance of a

particular characteristic, a relatively unbiased overall scoring can be achieved.

In the DRAFT Vessel Evaluation Worksheet, using the multipliers provided, a perfect

vessel at the perfect time would receive 800 points. That is an arbitrary number. The

multiplier numbers in the DRAFT Worksheet were established based on “gut instinct”

rather than stakeholder interviews and research. Those multipliers should be reviewed

by CWB and other stakeholders for adoption or possible change prior to

implementation, and again, from time as the site is developed and stakeholder needs,

focus and capabilities change.

Site Readiness – Visiting Vessel Programs On the most basic level, all that is needed for a successful port visit is a vessel, a site

large enough and deep enough for a vessel to come and go, goods or services that the

vessel carries to or from the site to exchange for some benefit (financial or emotional)

with people at that port.

In the 18th century, a merchantman such as Lady Washington would be thrilled with

the existing infrastructure at the park. In that period, within the first three days of a

ship’s arrival anyone within a day’s ride would know about the ship’s visit. Crew would

gather wood for cooking, hunt or trade with natives for fresh food, water was gathered

from the nearby streams that were also used by the crew for bathing. Garbage and

human waste was thrown overboard, and the concepts of public safety, vessel

regulations and litigation were not even “on the radar” (pun intended).

By contrast, in today’s world a large visiting vessel can sit for weeks while people three

blocks away are completely unaware that the ship is in port. Ships today cook with

propane, diesel or electricity. They expect shore power, clean potable water available

dockside, and an opportunity to dispose of both blackwater and greywater during their

stay. Ships need to reprovision and a place to dispose of garbage, and perhaps waste

oil. Many ships make great efforts to sort for recycling and they want recycle bins.

There is also the issue of ongoing maintenance, locating parts, supplies, services.

While it is true that every ship is different, there are some basic commonalities that can

and should be planned for. As planning moves forward it is important to remember that

while it is the ships that attract people, it is the crews that bring the ships in, welcome

the public, tell the stories, and provide the interpersonal connection between these

vessels and the public. They are your front line interface onboard the ships. When they

speak, people listen and listen carefully to what they are told. How crew feel about their

visit and park facilities will be reflected in their interactions with the public. Taking care

of the crews and educating them about the park and the available activities and exhibits

will pay big dividends over the long term. While there are many things that might be

done for the crews, there are some basic services that can be provided that would make

a tremendous difference in the quality of life for visiting crews, and their feelings about

the Park.

The final element that must be planned for is connecting with and accommodating the

public. If a ship makes a port call and the public does not show up, it will be difficult to

bring that ship (or any other ship that they talk to) back for another visit. If the public

does arrive, are you prepared for multiple school busses that need to load, unload and

park on a tight time schedule? How many busses can you accommodate at once?

How does that work with the operating schedules of the vessels on site? How does the

public know what’s available and when?

Being prepared is much more than having a dock to tie up to. Site readiness must take

into account the interconnectedness of the ships, the crews, the public, CWB and the

Park The following outline identifies the issues that must be considered and should be

incorporated into your development plan to address the needs and issues related to

each of these groups. This outline is intended to provide a “big picture” of what must be

considered. It is not necessary that every element of this outline be accomplished on

the first day. But, by keeping the big picture in mind, CWB can move forward with

incremental steps across the spectrum. As funding and/or cost effective opportunities

for progress present themselves, CWB can look to this “big picture” to see where

available resources can most effectively be applied.

Staffing

Competent staff is essential for the successful management of any moorage facility.

Because of the broader mission and goals of CWB and the Park, staffing becomes even

more important. The following is a list of significant responsibility areas that will need to

be covered. While it may not be necessary to have one staff person for each area,

these responsibilities should be clearly allocated as someone’s responsibility well before

the first vessel arrives.

Harbormaster will be the primary point of contact for all “official” business related to the

waterside aspects of park operations. Risk Management, site safety, emergency

response, signing moorage contracts, making sure that certificates of insurance and

Coast Guard paperwork is all in order, assigning berthing and making sure that all site

systems are running smoothly, this is where “the buck stops.”

Recruitment and screening, coordinating vessel visits with thematic storylines at

the Park, its exhibits and activities will take a well networked staff member (probably

working with a screening committee) focused on identifying, scheduling and capitalizing

on those thematic connections. This person must also convey this information to the

person(s) responsible for marketing and P.R.

Vessel based sails or tours to or from the park could include Exhibit vessels, Water

Taxi’s, Grey Line, Ducks, Argosy or other vessels, Who, where, when and how many?

This could become a very lucrative way to connect visitors to the Park. Because of

established tour schedules, scheduling to ensure dock availability is critically important

for developing this type of traffic/business.

School Groups, Motorcoach or other pre-scheduled Group Tours could be

shipboard programs, facilities programs or a combination. Because of tight vessel

schedules, coordinating the flow of busses and loading zones could become a very

important issue on such a small site.

Marketing and P.R. should work on developing relationships with vessels, regional and

national media to promote the site and vessel visits. Helping media contacts find the

“back stories” will yield tremendous benefits in increased coverage and help to connect

with “special interest” groups. Obviously, internet marketing would be included as well..

These efforts should also include the development of digital archives for media

coverage, still images and video.

Length of Visit

An issue that could easily be overlooked that should be addressed sooner rather than

later is the length of a vessel visit. Fourteen days is sufficient time to saturate all of the

regional media. While having a specific vessel stay longer may be a benefit from time

to time, a standardized two-week contract should be used for all vessels. Vessels may

stay a shorter period, but should not plan on staying longer; this allows CWB to “bow

out” gracefully if a visiting vessel is not a good match for the site. For vessels of known

character, quality, special interest or circumstance, a two-week contract followed by a

second, extended contract, would be the recommended course of action.

Vessel Facilities

It has been said that a good experience is a two way street. At South Lake Union Park,

it must be a four way street; the ships, the crews, the on-site partner organizations, the

general public. Taking the time to fully consider each of the elements listed, considering

how to create the greatest potential benefit while maintaining flexibility for these four

“stakeholders” will result in a world class facility that will serve the needs of the

community and be a source of pride for years to come.

The outline below identifies the major elements that should be addressed and provides

some specific sub-elements and suggestions to help guide your discussions and your

decision making processes.

1. Direct Vessel Support

a. Docks – For providing access to large groups, a six foot wide dock is

marginal, eight to twelve feet wide is much more appropriate.

i. Floats or fixed?

1. Consider: Flexibility, maintenance, accident recovery, ease of

modification

ii. Wood or concrete?

1. Consider: Esthetics (sense of place / connection), strength,

durability, maintenance, repair, ease of modification

iii. Strength – Total vessel tonnage to be tied up (+20% minimum)

iv. Cleats or bull rails – If you chose cleats, overbuild. Loose cleats and

heavy strains can create a deadly situation.

v. Dock height v/s vessel size – Design for multiple user types and

adaptability.

b. Utilities – Should be available at regular intervals of approximately every 100

feet +/-.

i. Power – Small vessel floats will not require 3 phase electrical.

Moorages for large vessels (100 feet +) should have 3 phase shore

power accessibility. If you cannot provide the power that vessels need,

you should expect the noise and smells of generators running most of

the day and night, and increased operating costs for these vessels.

1. 30 Amp 125 VAC – 1 phase (2 receptacles/location)

2. 50 Amp 250 VAC – 1 phase (1 receptacle/location)

3. 100 Amp 208 VAC - 3 phase (2 on site – for large vessels)

ii. Dock lighting – On dock pedestal (less intrusive to vessels) or “street

lamp” style – Should be consistent with site design esthetic. Light for

safety – NOT for reading.

iii. Potable Water – Hose bib access every 100 feet +/-

iv. Phone lines to docks – Hard wire, to a waterproof receptacle. Using

6-pair cable would provide multiple options.

1. Unmanned vessel alarms to a central alarm system.

2. Site emergency alert (alarm) system

3. Public address / intercom system (Microphone or speakers)

v. Garbage – Most garbage is domestic. International garbage has

special requirements.

1. Dumpster available – Easiest option. Control, access,

unauthorized use, and “mystery messes” can be issues.

2. Daily scheduled pick up – The cleanest option. This is a

much appreciated service. It keeps things clean, controls

dumpster access, and reduces the potential for messes of

unknown origin around the dumpster.

3. Recycling – Good Policy, if you offer this, most will, some will

not.

a. Typical “household” recyclables

b. Waste oil disposal - This IS an issue that can and does

come up when vessels are in port for more than a few

days and work to get caught up on maintenance, oil

changes, etc. The positive side of this is they will

probably be purchasing oil from a local vendor at the

same time. Disposal options are:

i. On site – Short term storage with a pick up

agreement. Waste oil is becoming a popular

alternative heat source, or the oil could be

recycled. Free pick up is likely.

ii. Refer vessel to off-site location – (Difficult for

vessels who do not know the area, or lack

transportation)

vi. Blackwater / Greywater pumpout – This must be addressed and can

be accomplished with a cart mounted tank and peristaltic pump, or a

designated pumpout dock. A portable unit would allow rapid response

to an unexpected situation, and would not require moving vessels or

keeping a pumpout dock (strong enough to handle ALL visiting

vessels) open and available for when the need arises.

vii. Wireless Internet access – This is becoming quite common in

marinas. A wireless park could also be a public benefit & attractor.

c. Other dockside amenities – While these items are not essential, having

them available will improve operational efficiencies at the moorage.

i. Dock Cart – Checked out to each vessel (with cable lock)

ii. Dock Box – (Combination lock) for quick stowage of tools, supplies,

or equipment

iii. Ring Buoys – (SEE 4.d.iv)

iv. Sump Pumps – “Loaner” 120 volt sump pumps (with hour meters) to

place on unmanned vessels that may have minor bilge water flows.

(Beware of oily bilges!)

v. Alarm System – “Loaner” high Water alarm system for unmanned or

Temporary Attraction Vessels (SEE 4.d.ii)

d. Office space – Access to a small “Business Center” similar to hotels.

i. Desktop computers – (2) with high speed internet

ii. Shared printer

1. Have paper for sale in the CWB office (20 sheets or ream).

2. Have CD’s available for sale in the CWB office.

iii. Local Phone Book

iv. “Vessel Support Team” Directory – (SEE 3.e.)

v. Local and regional maps

vi. Transportation Phone numbers – (Taxi, Rail, Shuttles, Transit,

SeaTac, Ferries)

e. Welcome packet(s)

i. Emergency Response Plan – Includes ALL emergency numbers

ii. Site Directory – with key phone numbers

iii. Site Schedule – Weekly schedule of ALL site events

iv. Vessel Schedule – Color coded schedule for the visit

v. Schedule of local events

vi. Local map

vii. Special opportunities – discounts or coupons for local events or

activities

viii. Welcome Gift – (Burgee, Plaque, Muffins, etc.)

f. Vessel Liaisons

i. Vessel Liaisons – CWB volunteers or employees who are serving

CWB by assisting specific vessels during their stay at the Park.

ii. Vessel Liaisons – should be assigned to specific vessels for specific

periods.

iii. Vessel Liaisons – provide ships with “local knowledge” and support,

and serve as the ship’s primary link to the CWB/Park chain of

command. In some cases site volunteers will be an essential element

in providing public access to a specific vessel. Rather than helping

ships arrange for “Volunteer Crew,” a Vessel Liaison program is

probably the best way to bring local volunteers and visiting vessels

together.

iv. Work with an Admiralty attorney – develop a vessel liaison contract

and use it consistently for all vessels and all people.

NOTE: “Crew” is a term that has a very specific meaning within

Admiralty Law. In the event of an accident, the words you use,

regardless of what you meant to say, can and will be used against you.

.Without a very good contract that is consistently applied to all

volunteers, I would strongly recommend against using the terms “crew”

or “volunteer crew” when describing CWB volunteers who assist

various vessels visiting the site.

2. Crew Support

The ships’ crews will be your front line, interacting with the public that visit the

ships. If they are having an excellent experience, they will convey that to all of

their visitors. Supporting the crews, making their lives easier, and providing them

with opportunities to relax or recreate in their off hours will pay benefits for years

to come. Crew feedback often is a determining factor in vessel scheduling.

a. Showers – Available at all hours

b. Laundry – 2 washers, 2 dryers available at all hours

c. Internet access – Wireless (SEE 1.b.v.), or better (3.d. Office)

d. Crew Only Recreation/Relaxation Area – Available at all hours – Watch

movies, play music, write, read, visit, relax, learn about local events, Park

activities and exhibits. Away from the boats and away from the public. NO

Smoking, NO Alcohol, could be adjacent to Office (SEE 1.d)

i. Couch(es)

ii. TV

iii. DVD Player (donated DVD library)

iv. Desk(s)

v. Microwave

vi. Loaner Library

vii. Bulletin Board w/local event schedule

viii. Transit maps & schedules

3. Indirect Vessel Support – This is no less critical than direct support

a. General Parking

i. Most vessels will have one or two “support vehicles” or crew vehicles

that will need to be fairly accessible. Restricted permit parking may be

an answer.

ii. Active vessels may need passenger parking (1 space for 2 people

minimum) This will be an issue, and may limit your ability to host

multiple vessels and public events at the same time.

Example: Lady Washington and Hawaiian Chieftain carry 88

passengers (44 cars) if the Virginia V were going out on a scheduled

cruise at the same time, and a wedding was scheduled that evening

before the boats came back, where would the wedding party park? There

are options and solutions, but understanding your options, preplanning

and central scheduling are essential to avoid this kind of problem.

Bad news travels much faster than good news, and bad news stories are

retold for years.

b. Bus Parking – Attention to this issue is extremely important.

i. Schools – School field trips should develop into a major activity at the

Park. School bus drivers typically arrive on location within 5 minutes of

the appointed time. They must have a load/unload zone, and a place

to park. Depending on the buses used, and how many schools are

involved, our two ships may have three busses and some family cars

show up for a one hour dockside education program. If it is not the first

program of the day, there may already be three busses parked and

waiting to pick up. What is the plan for bus staging and parking areas?

What is that capacity?

ii. Bus Tours and Charter Buses – Again, This has the potential to be

an excellent market for Park programs. With an ever increasing senior

market, motorcoach tours are an expanding market. Many seniors are

early risers and would be willing to participate in early morning

programs, particularly with a senior discount. The issues with bus

tours are the same as with school buses except that kids could walk a

short distance, seniors need a loading zone close to the vessel(s).

c. Public Facilities – If you are intending to capitalize on the “Bus Business”

mentioned above, it is absolutely essential that you have multiple stall public

restrooms near the bus load/unload zone. Both School Children and seniors

will be ready for a restroom break after their ride. Placing the public facilities

as close as possible to the loading zone will help keep the groups together

and programs on time.

d. Marketing & PR – As discussed previously, without a focused media effort,

excellent opportunities to promote the vessels and CWB may come and go

with little or no public notice, or realized benefit. The importance of a focused

marketing effort cannot be overstated.

e. Vessel Support Team – Local marine service businesses should be

“business partners” with CWB and have committed to a rapid response to

requests for assistance by visiting vessels.

i. Services:- Marine mechanic, marine electrician, hydraulics, metal

fabrication

ii. Suppliers:- Marine gear, Grocery store or provisioner (perhaps free

delivery for purchases over a certain dollar amount.).

4. Security and Emergency Response

a. Security – Site security is an issue that will need to be discussed and

addressed by CWB, and site stakeholders working in concert with Seattle

Police, Homeland Security and Coast Guard officials.

i. Facility Security Plan. - This is a series of “confidential” documents

that will need to be developed in conjunction with the Seattle Parks

Dept., Seattle Police, Coast Guard and Homeland Security

representatives. This process should be started sooner rather than

later as there may be some simple construction details that could be

changed today that would save thousands in retrofitting.

1. Moorage Security - Can moorage areas be secured in the

event of a security emergency or increased MARSEC Levels?

How will this be accomplished? This must be reviewed and

addressed in the initial planning phases or vessels may not be

able to call at the Park during periods of heightened national

security.

b. Site Emergency Response Plans – CWB should work with all on-site

stakeholder organizations, local emergency services and the USCG Marine

Safety Office to develop a site specific risk assessment based on emergency

scenarios with full site utilization at 100+% capacity. Working from that

assessment a series of focused meetings over a short period should be used

to develop response plans to specific scenarios that will include suggested

drills, equipment and supply lists.

c. Site Emergency response structures – In an emergency, response time

can be critical. Having emergency response equipment stored in two

locations on opposite sides of the park could potentially reduce response time

and will reduce congestion as equipment and supplies are brought out into

service. These storage areas need not be separate buildings. Example: A

secure weather tight storage unit could be located beneath the boardwalk

along the seawall at the West end of the site. The most important detail is

unimpeded rapid access to the specific equipment required, and the ability to

move that equipment quickly to where it is needed with a minimum of

manpower or confusion.

d. Site Emergency response equipment – The emergency response planning

process will help identify much of the specialized equipment and supplies that

should be stationed on site. The following is a list of items that were identified

in previous discussions about onsite emergency preparedness.

i. Emergency alert/alarm system - alarm/call box or equiv. at various

locations

ii. Portable self-contained high water alarm systems - plug into site alarm

system (could also be battery operated stand alone - LOUD audible

alarm)

iii. First Aid kit(s) and supplies

iv. Ring Buoys with lanyards

v. Backboard(s)

vi. Emergency portable pumps with hoses for dewatering (250 GPM

minimum). These pumps could also be used to assist with fire fighting

or dewatering during firefighting. These pumps should be stored on

carts for quick mobilization, but must be quickly removable once on

site so they can be placed where needed as quickly as possible. Like

all safety equipment, these pumps should be exercised and serviced

regularly.

vii. Containment boom

NOTE: While the emergency response equipment stored at the Park has a

primary purpose of protecting people and property at the Park, this equipment

could also be made available to emergency services personnel or others in

the event of an emergency. This equipment would, in effect, improve

emergency preparedness and increase the emergency response resources

within the Lake Union community.