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* * * * * * * * * * * * While all 12 project elements were critical, the following ranked at the top: Design/Build the Terminal to NCL and Cruise line specifications. Identifying stakeholders their needs; this needed to be a team effort in the development and long-term operational success of the facility. Building partnerships with labor. Communication Education; it was and is critical that we share the value and benefits this industry brings to the region The Seattle touch; how would we distinguish ourselves? I.e. first and only terminal to have a cruise concierge, direct baggage transfer (from airport, from parking garage or from curbside…bags go straight to your cabin! * NCL Sky at Bell Street Pier Cruise Terminal * NCL Sky at Bell Street Pier Cruise Terminal. * The $29 million in annual business revenue includes the provisions supplied to the NCL Sky each Sunday. These are very real examples of how the cruise lines affect businesses…both large and small… in keeping their floating hotels supplied. Sysco is the probably the largest supplier with about $100K in sales for each homeport sailing – they also get their supplies from smaller local merchants Our local suppliers also truck hundreds of pallets of food for cruise lines operating out of Vancouver, B.C. Bunker fuel Office supplies Linen/uniforms Fresh flowers Piano tuners Engine/mechanical parts * “It takes a village” -- these are just some of the organizations that we have partnered with to successfully serve our new customers. Partnerships have proven invaluable both in the construction phase as we “ramped up” to host cruise ships, and as we’ve moved into operations. These organizations have helped us successfully meet the challenge of running a premier cruise ship terminal and extending first-class customer service to cruise passengers. Staff identified, managed and implemented 12 major project elements. The following “puzzle” demonstrates very generally how all the pieces had to come together.