>> SPECIAL MEETING OF THE SELECT
COMMITTEE OWN THE COMPREHENSIVE
PLAN WILL COME TO ORDER. 2:21.
MY NAME IS JOY HOLLINGSWORTH,
CHAIR OF THE SELECT COMMITTEE.
CLERK PLEASE CALL ROLL.
>> COUNCILMEMBER KETTLE.
>> HERE.
>> COUNCILMEMBER MOORE.
>> PRESENT.
>> COUNSEL PRESIDENT NELSON.
>> PRESENT.
>> COUNCILMEMBER SULLIVAN.
>> HERE.
>> AND CHAIR HOLLINGSWORTH.
>> PRESENT.
>> WE WILL NOW CONSIDER THE
AGENDA. IF NO OBJECTIONS AGENDA
WILL BE ADOPTED. HEARING NO
OBJECTION THE AGENDA WILL BE HE
ADOPTED. FOR YOU THE FOR PUBLIC
COMMENT WE'LL ONLY BE ACCEPTING
WRITTEN. PLEASE DROP OFF TO THE
FRONT OF CHAMBERS OR SEND IN ON
THE COMPREHENSIVE PLAN TO
COUNSEL AT SEATTLE.GOV. SEATTLE
-- SEATTLE AT
SEATTLECOUNCIL.GOV. WE HAVE A
LOADED AGENDA TODAY WITH OUR
CITY DEPARTMENTS AND OPCD AND
MAYOR'S OFFICE. REALLY EXCITED
TO HAVE YOU ALL. CLERK PLEASE
READ ITEM ONE.
>> COMPREHENSIVE PLAN AND
PLANNING FOR FACILITIES AND
SERVICES FOR BRIEFING AND
DISCUSSION.
>> THANK YOU. AND I DON'T WANT
TO INVITE YOU TO THE TABLE
BECAUSE YOU'RE ALREADY HERE.
AND SO PLEASE INTRODUCE YOURSELF
FOR THE RECORD AND YOU CAN JUST
JUMP RIGHT IN TO THE
PRESENTATION. THANK YOU.
>> QUICK INTRODUCTIONS AROUND
THE TABLE. RICK CO KING,
DIRECTOR OF OFFICE OF PLANNING
AND DEVELOPMENT.
>> MICHAEL HUFF NER, LONG RANGE
PLANNING MANAGER, OFFICE OF
PLANNING AND COMMUNITY
DEVELOPMENT.
>> SENIOR DEPUTY DIRECTOR S-DOT.
>> JONATHAN LEWIS,
TRANSPORTATION MANAGER. AND I'M
ANNIE, PLANNING MANAGER FOR
SEATTLE PARKS & RECREATION.
>> WE HAVE GOT A NUMBER OF US IN
THE ROOM TODAY SO WE ALSO HAVE
SOME FOLKS ON THE FEED SO WE'RE
GOING TO BRING UP AROUND TWO
PRESENTATION WHAT WE WANTED TO
DO TODAY WAS TALK ABOUT HOW IN
COLLABORATION WITH OUR OTHER
CAPITAL DEPARTMENTS AND OTHER
DEPARTMENTS OF THE CABINET, HOW
WE WORK TOGETHER TO BRING FORTH
THE CONTENT OF THE 200 PAGES
THAT'S THE CORE OF THE COMP
PLAN. WE ALSO WANT TO TALK ABOUT
HOW EACH OF OUR DEPARTMENTS DOES
OUR WORK AND OUR ANNUAL WORK
PLAN RELATED TO PLANNING IN
GENERAL AND THEN HOW THAT
INFORMS WHAT YOU ARE ALL HE
SEEING IN THE PLAN. I HIT THAT.
>> I THINK YOU'RE TURNING IT
OVER TO ME, RICK CO. GOOD
AFTERNOON, COUNCILMEMBERS. IN
JANUARY OPCD WAS HEAR AND WE
TALKED ABOUT THE MAYOR'S
PROPOSED STRATEGY FOR
ACCOMMODATING GROWTH IN HOUSING
AND JOBS OVER THE NEXT 20 YEARS.
TODAY WE'RE GOING TO FOCUS ON
GROWTH IN THE CITY BUT FROM A
DIFFERENT, MORE COMPREHENSIVE
PERSPECTIVE. AND ESPECIALLY OUR
WORK WITH KEY DEPARTMENTS WHO
ARE REPRESENTED HERE TODAY AND
WILL BE SPEAKING FOR THE WORK
THAT THEY DO TO COLLABORATE WITH
US TO PARTNER AND THE
COMPREHENSIVE PLAN UPDATE AND TO
PLAN FOR AND GROWTH AS IT OCCURS
IN THE CITY. I'M GOING TO START
BY PROVIDING AN OVERVIEW OF THAT
COLLABORATION, THEN TURN IT OVER
TO PAMELA AND EACH OF THE
DEPARTMENTS TO TALK ABOUT THEIR
PIECE OF THE OVERALL PIE WHICH
IS THE COMPREHENSIVE PLAN AND
MEETING OUR GROWTH NEEDS OVER
THE NEXT 20 YEARS. SO JUST TO
GROUND US HERE TO BEGIN WITH,
THE PLAN ITSELF IS A VISION AND
POLICY DOCUMENT. IT TALKS ABOUT
GROWTH AND INVESTMENT. IT GUIDES
THE WORK OF MULTIPLE DEPARTMENTS
ACROSS THE CITY, BOTH TO PLAN
FOR AND TO SERVE OUR RESIDENTS
AS WE GROW INTO MAINTAIN A HIGH
QUALITY OF LIFE AS WE GROW OVER
TIME. IT HAS THAT GROWTH
STRATEGY WHICH SHOWS WHERE AND
HOW WE ANTICIPATE DEVELOPMENT
AND GROWTH IN DIFFERENT PARTS OF
THE CITY TO ACCOMMODATE FUTURE
NEEDS. THE PLAN IS SHAPED BY AS
WE'VE DISCUSSED PREVIOUSLY
DIFFERENT LAYERS OF GROWTH
MANAGEMENT REQUIREMENTS AND
POLICIES AT THE STATE AND
REGIONAL LEVELS. THESE BOTH THE
STATE GROWTH MANAGEMENT ACT,
REGIONAL PLAN VISION 2050,
COUNTYWIDE PLANNING POLICIES
DON'T ONLY SHAPE HOW WE PLAN
FOR GROWTH, DEVELOPMENT, AND
LAND USE, BUT ALSO HOW
SUBSTANTIVE REQUIREMENTS AND
POLICIES THAT SPEAK TO HOW WE
SEVEN THAT GROWTH WITH
TRANSPORTATION, CAPITAL
FACILITIES, PARKS AND OPEN
SPACE, AND OR ELEMENTS OF THAT
COMPLETE PICTURE WHICH IS OUR
COMPREHENSIVE PLANNING.
IMPORTANTLY, THE COMP PLAN HAS
TO BE CONSISTENT WITH EACH OF
THOSE SETS OF REQUIREMENTS UNDER
OUR GROWTH MANAGEMENT FRAMEWORK
AND HAS TO BE CONSISTENT ACROSS
THE DIFFERENT ELEMENTS OF THE
PLAN. THIS SLIDE SHOWS THE TABLE
OF CONTENTS IN THE ONE SEATTLE
PLAN. IT IS QUITE SIMILAR TO THE
TABLE OF CONTENTS THAT'S BEEN
IN THE COMPREHENSIVE PLAN IN
YEARS PAST. THERE HAVE BEEN A
COUPLE OF CHANGES WITH THIS
UPDATE, AS THERE ALWAYS ARE
THERE ARE 13 POLICY ELEMENTS.
MOST OF THESE, AS THE SLIDE
INDICATES, ARE ACTUALLY REQUIRED
UNDER THE GROWTH MANAGEMENT ACT.
THERE ARE FOUR TECHNICAL
APPENDICES INCLUDING BACKGROUND
DATA AND ANALYSES. THEY ARE ALSO
RESPONSIVE TO REQUIREMENTS IN
THE GROWTH MANAGEMENT ACT,
ESPECIALLY IN THE AREAS OF
TRANSPORTATION, HOUSING, CAPITAL
FACILITIES AND UTILITIES. AND
THEN WE HAVE A SECTION FOR SUB
AREA PLANS. THESE ARE SMALLER
PLANS FOR SUB AREAS OF THE CITY,
SPECIFICALLY OUR REGIONALLY
DESIGNATED GROWTH CENTER AND
INDUSTRIAL CENTERS. THOSE WON'T
BE INCLUDED IN THE LEGISLATION
TO ADOPT BUT WILL BE BROUGHT TO
THE COUNCIL THROUGH SEPARATE
LEGISLATION. ALSO WITHIN THE
COMPREHENSIVE PLAN ITSELF AND
BECOME PART OF THE PLAN WHEN
THEY'RE ADOPTED. SO AS I
MENTIONED THE COMPREHENSIVE PLAN
IS A POLICY DOCUMENT. IT DOES
NOT INCLUDE A LOT OF THE ACTIONS
AND PROGRAMS THAT ARE NEEDED TO
SEVEN THE CITY AS IT GROWS, BUT
IT PROVIDES GUIDANCE AND A
FRAMEWORK AND TALKS ABOUT HOW WE
WOULD SERVE THE CITY OVER TIME.
IT IS DEVELOPED AND INTENDED TO
BE COORDINATED AND CONSISTENT
WITH THE PLANNING THAT EACH
DEPARTMENT DOES ON ITS OWN
AROUND ITS OWN LINES OF
BUSINESS. THE FUNCTIONAL PLANS,
THE STRATEGIC PLANS DEVELOPED BY
OUR PARTNER DEPARTMENTS. AND
THAT'S WHY WE WORK SO CLOSELY
WITH THEM IN DEVELOPING THE COMP
PLAN. IT ALL HAS TO BE
COORDINATED AND CONSISTENT, AND
IT INFORMS THE ACTUAL SETS OF
ACTIONS THE CITY TAKES. ZONING
AND OTHER REGULATIONS, CAPITAL
INVESTMENTS, BUDGETING AND
DEPARTMENTAL WORK PLANS. I JUST
SKIPPED A SLIDE THERE. THERE WE
GO. SO WE WORK CLOSELY WITH
NEARLY 20 DEPARTMENTS ACROSS THE
CITY IN DEVELOPING THE PLAN
UPDATE. WE HAD AN
INTERDEPARTMENTAL TEAM. YOU CAN
SEE THE MEMBERS OF THAT TEAM,
WHICH DEPARTMENTS ARE
REPRESENTED ON IT. WE MET OVER A
MORE THAN TWO-YEAR PERIOD
REGULARLY WITH THE TEAM AS A
WHOLE AND ALSO IN SUBSETS,
SMALLER GROUPS OF DEPARTMENTS IN
COLLABORATION ARE AROUND
DEVELOPING THE NEW GOALS AND
POLICIES IN THE PLAN ELEMENTS.
WE ALSO HAD SEVERAL AGENCIES
FROM OUTSIDE THE CITY THAT MET
AND WERE PART OF THE IDT BECAUSE
THE SERVICES THEY PROVIDE ARE SO
INTEGRAL TO THE COMPREHENSIVE
PLAN, AGENCIES LIKE METRO, PORT
OF SEATTLE, AND OTHERS. SO AS WE
WORKED WITH THOSE DEPARTMENTS ON
THE SUBSTANCE OF THE PLAN
ITSELF, WE FOCUSED ON A NUMBER
OF DIFFERENT THINGS THAT NEEDED
TO BE UPDATED WITH THE ONE
SEATTLE PLAN. THE NEW GOALS AND
POLICIES IN EACH POLICY ELEMENT.
THESE WERE INFORMED BY THE
STRATEGIES AND PLANS THAT THOSE
DEPARTMENTS HAD DEVELOPED SINCE
THE LAST TIME WE UPDATED THE
COMPREHENSIVE PLAN IN 2015. SO
THEY BROUGHT THEIR WORK TO THE
TABLE. WE LOOKED AT WHAT THEY
HAD DEVELOPED IN THE IN TEAR
VEINING YEARS, INCORPORATED THAT
INTO THE COMPREHENSIVE PLAN. WE
INCREASED ALIGNMENT ON KEY GOALS
AND PROVIDING MORE MEANINGFUL
GUIDANCE AROUND THE TYPES OF
PROGRAMS AND INVESTMENTS THAT
EACH DEPARTMENT HAS BEEN MAKING
AS THAT HAS EVOLVED OVER TIME.
WE UPDATED TERMINOLOGY IN THE
NARRATIVE THAT HAVE ALIGNMENTS.
USING THE SAME KIND OF LANGUAGE,
MORE LEMING I BELIEVE TO THE
PUBLIC, MORE UNDERSTANDABLE HOW
THE PLANS WILL WORK TOGETHER.
AND VERY IMPORTANTLY,
INCORPORATED THE NEW GROWTH
STRATEGIES, SO THAT EACH OF OUR
PARTNER DEPARTMENTS KNOWS HOW
MUCH GROWTH WE'RE PLANNING FOR,
WHERE WE ARE PLANNING FOR IT,
DIFFERENT CENTERS AND CORRIDORS,
SO THEY CAN BE PREPARED FOR
GROWTH THAT MAY OCCUR IN THE
FUTURE. AND THEN WE UPDATED THE
INFORMATION IN OUR APPENDICES TO
REFLECT WHAT WE KNOW ABOUT
RECENT TRENDS, POTENTIAL NEEDS
FOR SERVICES AND INFRASTRUCTURE
GOING FORWARD. THERE'S
BACKGROUND DATA AND ANALYSES,
INVENTORIES OF THE EXISTING
FACILITIES PROVIDED BY EACH OF
OUR DEPARTMENTS ACROSS THE CITY,
WHAT PLAN FACILITIES THEY HAVE,
A DESCRIPTION OF THE APPROACH OF
EACH DEPARTMENT AND HOW THEY
PLAN FOR AND SERVE GROWTH OVER
TIME, AND OTHER INFORMATION TO
MEET STATE AND REGIONAL
EXPECTATIONS. SO I'M GOING TO
TURN IT OVER TO MY COLLEAGUES IN
OTHER DEPARTMENTS. WE'RE GOING
TO TAKE IT UNORDER TODAY. THERE
AREN'T ENOUGH CHAIRS HERE AT
THE TABLE TO HAVE ALL OF THE
DEPARTMENTS HERE AT ONE TIME BUT
THERE ARE SIX KEY DEPARTMENTS.
WE IDENTIFIED TO HIGHLY TODAY
WITH A BRIEF PRESENTATION FROM
EACH OF THEM. TRANSPORTATION,
S-DOT, DEPARTMENT OF PARKS &
RECREATION ARE BOTH HERE AT THE
TABLE WITH ME RIGHT NOW. AND FOR
THE BALANCE OF THE MEETING WE'LL
ALSO BRING SEATTLE PUBLIC
UTILITIES, CITY LIGHT, SEATTLE
POLICE DEPARTMENT, AND SEATTLE
FIRE DEPARTMENT TO TALK ABOUT
THEIR -- WHAT THEY DONE WORKING
WITH US AS WELL, AND THERE ARE
SOME HE KEY QUESTIONS THAT WE'VE
ASKED EACH OF THE DEPARTMENTS TO
ADDRESS FOR YOU TODAY. HOW THEY
PLAN FOR MEETING THE FUTURE
NEEDS FOR GROWTH IN THE CITY,
THEIR APPROACH TO PROVIDING
NEEDED FACILITIES AND SERVICES
OVERTIME AS WE GROW, KEY METRICS
THAT THEY USE TO INDICATE WHEN
SERVICES AND INVESTMENT NEEDS
ARE EVIDENT, AND THE
RELATIONSHIP OF THEIR WORK TO
THE COMPREHENSIVE PLAN UPDATE.
SO WITH THAT I'LL TURN IT OVER
TO MY COLLEAGUES AT S-DOT.
>> AND REAL QUICK, BEFORE YOU
START, CAN -- JUST TO LET MY
COLLEAGUES KNOW, YOU'RE MORE
THAN WELCOME TO RAISE YOUR HAND
AND ASK QUESTIONS DURING THE
PRESENTATION JUST BECAUSE
THERE'S GOING TO BE TRANSITIONS
BETWEEN DIFFERENT DEPARTMENTS
AND FOLKS,
WANT TO THROW THAT OUT
THERE.
>> THANK YOU SO MUCH. REALLY
HAPPY TO BE HERE. I'LL SAY A
FEW WORDS AND DEFINITELY AM
EXCITED TO ANSWER ANY QUESTIONS.
THIS HAS BEEN AN INCREDIBLY
STRONG PARTNERSHIP BETWEEN S-DOT
AND OPCD AND OTHER DEPARTMENTS.
WE'VE BEEN REALLY PLEASED WITH
THE ABILITY TO WORK TOGETHER
CLOSELY THROUGHOUT THE PROCESS.
REALLY GREAT TEMPORAL ALIGNMENT
BETWEEN S-DOT AND OUR SEATTLE
TRANSPORTATION PLAN DEVELOPMENT
ADOPTED IN APRIL 2024 AS WELL AS
THE DEVELOPMENT OF THE
COMPREHENSIVE PLAN. EVE BEEN
REALLY THRILLED WITH WORKING
WITH OUR DEPARTMENTS AS WELL AS
OTHER STATE AND REGIONAL
PARTNERS AND TRANSIT PROVIDERS.
AS SDOT WE ALSO HAVE FORMALIZED
RELATIONSHIPS OUTSIDE THE CITY
WITH FOLKS WE RELY ON EVERY DAY
TO DO OPERATIONS. WE PARTNER
WITH THEM TO DO CAPITAL
COORDINATION AND OPERATIONAL
COORDINATION TO KEEP PEOPLE
MOVING ON A DAY-TO-DAY BASIS. SO
IN WORKING WITH OPCD WE WERE
REALLY PLEASED TO HAVE MEETINGS
CONSISTENTLY THROUGHOUT THE
PROCESS. WE COLLABORATED QUIT A
BIT ON POLICY DEVELOPMENT AS
MICHAEL SPOKE TO. WE COORDINATED
AS WE WERE DEVELOPING PROJECT TO
GO INTO OUR SALES TRANSPORTATION
PLAN AND HAVING THOSE REFLECT IN
THE COMP PLAN. WE PARTNERED
QUITE A BIT ON COMMUNITY
ENGOALINGMENT. PRESENT AT A LOT
OF OUTREACH. WE USED THOSE
OUTREACH TIMES AS A CHANCE TO
TALK ABOUT TRANSPORTATION AS
WELL AS WORKING THROUGH THE
ENVIRONMENTAL REVIEW PROCESS YOU
SEE IN THE EIS. DRAFT EIS
REFLECTED PRIOR INFORMATION AND
THE FINAL HAS BEEN UPDATED WITH
THE SALES TRANSPORTATION, NO
SMALL LIS. GRATEFUL OPCD
INCORPORATED THAT NEW
INFORMATION. REAL EVIDENCE OF
OUR PARTNERSHIP. SO STP AND THE
GROWTH MAN ARE DEFINITELY
INTEGRALLY LINKED. WE ARE HAPPY
THAT THERE'S -- THEY'RE SORT
OF LANDING TOGETHER AND THAT THE
LANGUAGE DOES REFLECT THE LATEST
THINKING OF SDOT AT A HIGH LEVEL
AND PROVIDES A WONDERFUL
UMBRELLA FOR OUR DETAIL TO LIVE
WITHIN. WE HAVE BEEN, JUST TO
WAX POETIC A LITTLE BIT, WE LOOK
AT THESE SORT OF INVESTMENTS.
THERE'S A COUPLE DIFFERENT WAYS
TO LOOK AT TRANSPORTATION
INVESTMENT. ONE IS CITY
SEARCHING, THE OTHER IS CITY
SHAPING. I THINK WE HAVE A
LITTLE OF BOTH HAPPENING IN THIS
PARTNERSHIP. WHEN WE TALK ABOUT
CITY SERVING WE CAN TALK ABOUT
THINGS LIKE ADDING A LIGHT RAIL
STATION AT THE U DISTRICT WHERE
THERE WAS ALREADY A HIGH DENSITY
OF ACTIVITY, AND ALSO THE
PLANNED LIGHT RAIL STATIONS IN
SOUTH LAKE UNION AND UPTOWN.
ALSO CITY SHAPING THINGS THAT WE
DO, AND THAT IS REFLECTIVE IN
THE SUB AREA WORK FOR 130TH, FOR
ROOSEVELT. THOSE ARE AREAS WHERE
TRANSPORTATION AND ZONING ARE
COMING TOGETHER TO SHAPE A NEW
PLACE AND WE'RE WORKING REALLY
HAND IN GLOVE TO MAKE SURE THOSE
THINGS ARE WORKING WELL
TOGETHER. A LOT OF OUR SDOT WORK
FALLS SORT OF ALONG THAT
SPECTRUM. BOTH SERVING CURRENT
NEED AND ENABLING MOVEMENTS THAT
CAN BENEFIT CURRENT AND FUTURE
USERS. I THINK THAT'S IMPORTANT
BECAUSE WE AS A -- BOTH A
CAPITAL AND OPERATING AGENCY,
HAS A LOT OF ROLES WE PLAY.
THERE ARE LEVERS IN OUR
OPERATING SIDE OF THE HOUSE THAT
REALLY ARE MEANINGFUL IN THE
LAND USE CONVERSATION. THERE'S
A LOT OF WISE THAT WE CAN -- YOU
CAN CHANGE THE SLIDE. MORE OUT
OF OUR STREETS. WE OBVIOUSLY
HAVE A CITY IN WHICH WE HAVE
LIMITED ROADWAY -- WHICH WE HAVE
A BEAUTIFUL BUT COMPLEX
GEOGRAPHY TO SERVE. SO GETTING
THE MOST OUT OF OUR STREETS IS
REALLY IMPORTANT. AS WE KNOW
WE'RE GOING TO CONTINUE TO
GROW. WE KNOW OUR RIGHT OF WAY
WIDTH IS LAKE TOLL REMAIN THE
SAME. SO THE COMP PLAN REFLECT
OR KEY POLICIES AND PRIORITIES
THAN ABLE MORE EFFICIENT TRAVEL
WITHIN THAT SPACE TO MAKE AT
GEOMETRY PROBLEM. HOW DO WE MOVE
MORE PEOPLE IN THE SAME SPACE WE
HAVE BECAUSE WE CAN. IT IS
POSSIBLE. THAT'S WHAT A LOT OF
THE POLICIES AND THE WAY THAT
WE'VE COLLABORATED REFLECTS.
YOU CAN SEE IN THIS GRAPHIC, IF
WE CAN MOVE PEOPLE TO CAR POOLS,
WE CAN MOVE MORE PEOPLE IN THE
SAME SPACE. BICYCLING FURTHER
ACT SENN YOU THE WAITS THAT.
TRANSIT AND WALKING, ALL MODES
THAT WE ARE SEEING THAT WE ARE
EMFEW STHAIGZ WE'RE REFLECTING
OUR ROADS, REBUILDING AND
MANAGING OUR TRODS ACCOMMODATE
THOSE USES AS WELL. SO THANKS A
LOT. THAT TAKES ME TO OUR
CAPITAL PLAN. WE HAVE A VERY
ROBUST CAPITAL PLAN AND I WOULD
BE REMISS IF I DIDN'T THANK THE
VOTERS YET AGAIN FOR VOTING FOR
THE LEVEE. THAT'S A HUGE, HUGE
INVESTMENT FOR OUR COMMUNITY.
THAT'S GOING TO FUND REALLY
IMPORTANT MAINTENANCE AND
MODERNIZATION WORK,
STRENGTHENING BRIDGES, NEW
SIDEWALKS, AND MORE. WE ALSO
HAVE A BASE OF WORK THAT'S NOT
JUST LEVEE FUNDED THAT IS WORK
THAT WE DO ALL THE TIME FOR
CRUCIAL MAINTENANCE, FOR
OPERATIONS, FOR SIGNAL WORK TO
KEEP PEOPLE MOVING, AND THAT
WORK IS GUIDED BY THE SEATTLE
TRANSPORTATION PLAN, OUR
TRANSPORTATION EQUITY FRAMEWORK
AND ASSET MANAGEMENT AND
PRIORITIES. I SEE THE COMP PLAN
AS AN UMBRELLA UNDER WHICH A LOT
OF THESE THINGS MOVE, COMPATIBLE
WITH THE BROAD POLICY. WHAT SDOT
IS MOVING FORWARD WE'RE DRIVEN
BY OUR NORTH STAR OF SAFETY.
THAT IS WHERE WE START EVERY
EFFORT WE'RE DOING TO KEEP
PEOPLE ON OUR STREETS MOVING AND
SAFE. BUT THEN WE MOVE INTO A
LOT OF DATA DRIVEN AND
RESPONSIVE SELECTION PROCESSES
THAT YOU SEE REFLECTED IN THE
COMP PLAN, SORRY, IN THE SEATTLE
TRANSPORTATION PLAN MODAL
ELEMENT. WE TAKE THAT AS THAT
BASE BECAUSE THOSE MODAL
ELEMENTS REFLECT A TON OF GOOD
ANALYSIS. THEN WE OPERATIONALIZE
THAT ON AN ANNUAL OR BUY ANNUAL
BASIS TO COME UP WITH CAPITAL
INVESTMENT. SIN FORMED BY
INVESTMENTS THAT MOVE THE MOST
NUMBER OF PEOPLE, INVESTMENTS
THAT ARE GEOGRAPHICALLY
DISTRIBUTED THROUGHOUT THE CITY,
BEING THOUGHTFUL OF AN
OPPORTUNISTIC ABOUT WORKING WITH
OTHERS AND SPU AND SCL ARE KEY
PARSE. IF WE'RE OPENING THE
STREET THEY'D LIKE TO REPLACE
THE UTILITIES. IF THEY'RE
BONING UP THE STREET WE'D LIKE
TO PAVE IT BETTER THAN BEFORE.
WE'D LIKE TO WORK TOGETHER.
WE'RE REALLY INFORMED BY
OPPORTUNITIES TO CO-CREATE WITH
THE COMMUNITY WHEN PEOPLE COME
TO WITH US AN IDEA THAT WE CAN
BE RESPONSIVE AND NIMBLE. AND
ALSO LEVERAGING OF GRANT AND
PARTNER INVESTMENTS. BUT AS I
SORT OF ALLUDED TO THERE'S MUCH
MORE THAN JUST OUR CAPITAL WORK
AND IS ALSO REFLECTED IN THE
COMP PLAN. IS THE WAY IN WHICH
WE INCENTIVIZE AND HELP MOVE
TRAVEL BEHAVIOR THROUGH PROGRAMS
LIKE OUR WORK WITH EMPLOYERS,
WITH LARGE VENUES LIKE THE
STADIUM AND HELPING TO MOVE --
PROVIDE INSCENTIVES, KNOWLEDGE,
AND BEHAVIOR CHANGE CUES TO HELP
GET THE MOST OUT OF OUR TRAVEL.
SERVICE PLANNING WITH METRO AND
SOUND TRANSIT, CERTAINLY AN
ONGOING PARTNERSHIP THERE THAT
WE WORK CONTINUOUSLY TO LOOK AT
WHERE WE MIGHT NEED SERVICES. WE
ACTUALLY PURCHASE ADDITIONAL
SERVICES THROUGH THE SEATTLE
TRANSIT MEASURE. WE'RE BUYING
BUS TRIPS IN ORDER TO MAKE SURE
THAT THE PEOPLE OF SEATTLE HAVE
GOOD SERVICE, RELIABLE SERVICE
ALL DAY LONG AND INTO THE
WEEKEND. WE ALSO WORK ON MANAGE
AND OPERATION STRATEGIES. A LOT
OF THE SIGNAL WORK OR ITS AND
SIGNAL SING CRO ANY SAYINGS WORK
AS WELL AS TONS OF CURBSIDE
MANAGEMENT, JUST SO MUCH WORK IN
TRYING TO MAKE SURE THAT
BUSINESSES HAVE ACCESS AT THE
CURVE. WE'VE GOT LOADING,
SHORT-TERM ACCESS AND SCHOOL
ACCESS AS WELL AS ENCOURAGEMENT
PROGRAMS LIKE SAFE ROUTES TO
SCHOOL AND WORK ON THINGS TO GET
CARDS IN THE HANDS OF EVERYONE
WHAT NEEDS THEM, MAKING IT SO
THAT AFFORDABILITY IS NOT A
BARRIER TO MOVEMENT. DEVELOPMENT
CODE REVIEW VERY RELEVANT IN
THAT WE WORK WITH DEVELOPMENT
WHEN IT COMES IN ON A STREET
IMPROVEMENT PLAN SO THAT THEY
ARE LEAVING THEIR BLOCK AND
THEIR STREET FRONTAGE BETTER
WHEN THEY E LEAVE IT IN TERMS OF
PROVIDING BERT ACCESS OF A
SIDEWALK IS. ♪ING AND REPLACING
IT AND OR DOING OTHER
IMPROVEMENTS IN THE AREA. AND
SPEAKING LAST TO OUR PERFORMANCE
METRICS, WE HAVE AN ENTIRE
APPENDIX IN THE STP THAT IS
PERFORMANCE METRICS. I WILL NOT
WALK YOU THROUGH ALL OF THAT BUT
HIGHLIGHT THAT WE HAVE A LOT OF
REALLY KEY PIECES. SAFETY
METRICS IN TERMS OF MEETING OUR
VISION ZERO GOALS, REDUCING
FATAL AND SEVERE INJURY
COLLISIONS. WE'VE GOT MODAL
GOALS THAT INCLUDE VEHICLE MILES
TRAVELED AND PERCENTAGE OF
PEOPLE WALKING, BIKING, AND
RIDING TRANSIT. THAT'S RELATED
OBVIOUS TOLL GRAPE HOUSE GASSY
MISSIONS IF WE ADD
ELECTRIFICATION TO IT. NETWORK
GOALS, MAKING SURE WE'VE GOT A
PERCENTAGE OF PEOPLE WITHIN X
DISTANCE TO AN ALL AGES AND
ABILITIES BIKE TRAIL OR AN
X-MINUTE WALK TO A
HIGH-FREQUENCY TRANSIT ROUTE. WE
ALSO HAVE AFFORD ABILITY
METRICS, MAKING SURE THAT WE'RE
TRYING TO MANAGE THE AMOUNT THAT
HOUSEHOLDS ARE BURDENED BY
TRANSPORTATION COST, AND ASSET
MANAGE IN TERMS OF KEEPING OUR
INFRASTRUCTURE IN A STATE OF OF
GOOD REPAIR. A WIDE SPECTRUM OF
SAFETY, ASSET MANAGE AND AFFORD
ABILITY. A LOT OF THINGS GUIDING
OUR WORK. A LOT OF DATA DRIVEN
WORK ON AN ANNUAL AND BY ANNUAL
CYCLE. WITH THAT I'LL WRAP UP.
WE'RE HERE FOR QUESTIONS.
>> THANK YOU. MY APOLOGIES. I
COULDN'T FIND MY -- COULDN'T
GRAB THE MICROPHONE FAST ENOUGH.
I WILL PAUSE TO SEE IF MY
COLLEAGUES HAVE ANY QUESTIONS
ABOUT SDOT AND THE GROWTH IN OUR
CITY, IF ANYTHING, IF NOT I HAD
A QUESTION, BUT I'LL WAIT AND
PAUSE. I DON'T KNOW IF COUNCIL
PRESIDENT OR -- ANYONE?
>> YEAH.
>> COUNCIL PRESIDENT.
>> I APPRECIATE THAT YOU ON THIS
SLIDE 16, YOU MENTION PERCENT OF
PEOPLE WALKING, BIKING, OR
RIDING TRANSIT, AND I UNDERSTAND
THAT THIS IS LOOKING FORWARD
WITH THE FULFILLMENT OF THE
GOALS IN OUR COMPREHENSIVE PLAN.
DO YOU HAVE EXISTING PERFORMANCE
METRICS FOR DIFFERENT MODES AND
FOR DIFFERENT PROGRAMS THAT YOU
ARE INSTILL RIGHT OF WAY, SPEAK
ABOUT BUS-ONLY LANES, RAPID
RIDE, PEDESTRIAN CROSSING
PROTECTIONS, ET CETERA?
>> YOUR QUESTION IS DO WE HAVE
-- WE DO HAVE -- WE TRACK ALL OF
THAT, OF COURSE, AND HAVE A
REALLY GOOD MAPPING SYSTEM TO
KEEP AN EYE ON WHERE OUR ASSETS
ARE AND WHERE THE OPPORTUNITIES
ARE. IF YOU'RE LOOKING FOR
SPECIFIC NUMBERS AROUND, FOR
EXAMPLE, HOW MANY PEOPLE WALK AS
PART OF THEIR TRIPS AND THINGS
LIKE THAT, WE COULD FOLLOW UP
WITH NUMBERS.
>> YEAH. IT'S JUST GOOD TO KNOW
HOW GOOD IS YOUR BASELINE DATA
RIGHT NOW TO --
>> SDOT --
>> HOW ROBUST --
>> APART FROM OUR REGIONAL
COUNCIL WE HAVE REALLY GOOD DATA
IN SEATTLE. SO WE HAVE AN
EXCELLENT HANDLE ON HOW PEOPLE
ARE MOVING AROUND THE REGION IN
SEATTLE.
>> WHAT THE GOALS OF -- I'M
SORRY TO INTERRUPT.
>> NO.
>> WHEN I WAS -- WHAT I MEANT BY
PERFORMANCE METRICS IS WHAT ARE
THE PERFORMANCE METRICS YOU'RE
TRYING TO ACHIEVE BY
IMPROVEMENTS IN THE RIGHT OF WAY
WAY, SUCH AS THOSE IMPROVEMENTS
FOR THE DIFFERENT MODES.
>> WELL, IF I'M FOLLOWING YOU,
BY WAY OF ONE EXAMPLE, WE TRACK
HOW MANY HOUSEHOLDS LIVE CLOSE
TO FREQUENT TRANSIT NETWORK. SO
THAT'S APPROXIMATELY 55% TODAY,
LET'S SAY. YOU CAN GET THE
OFFICIAL NUMBERS FOR YOU AFTER
IF YOU'D LIKE. AND OUR GOAL IS
TO GET THAT -- UP TO 68%. SO WE
WANT TO SEE THAT INCREASE. AND
WE DO THAT BY -- THERE'S TWO
MAIN WAYS THAT WE AS A CITY DO
THAT. WE INVEST IN TRANSIT
SERVICE, MAUCK MORE ROUTES MORE
FREAK -- ALSO THROUGH THE GROWTH
STRATEGY OF SEEING MORE GROWTH
AROUND TRANSIT. FRANCISCO
MENTIONED THE CITY SERVING, CITY
SHAPING. AS WE ALLOW FOR MORE
DENSITY NEAR TRANSIT WE SEA MORE
GROWTH, THEN WE'RE ALSO
INVESTING TO SERVE NEW AREAS.
AND WE TRACK THAT -- THAT'S A
MEASURE THAT WE TRACK EVERY YEAR
AND WE'VE SEEN A LOT OF
PROGRESS IN THAT. INCREASING THE
NUMBER OF FOLKS THAT LOVE NEAR
FREQUENT TRANSIT. THAT'S TRUE
ACROSS THE BOARD FOR ALL OF THE
MEASURES. THAT WE KEEP AN EYE
ON.
>> THANK YOU.
>> ANY QUESTIONS? COUNCILMEMBER
KETTLE? COUNCILMEMBER MOORE? NO?
AWESOME. ALL YOU HAD TO DO, COME
ON AND SAY, HEY, WE'RE GOING TO
FIX THE LATE AID, AND EVERYONE
WOULD HAVE BEEN HAPPY. I'M JUST
PLAYING. THAT'S A JOKE. BUT I
DO KNOW THAT'S ON OUR PRIORITY
LIST. THANK YOU SO MUCH. IT WAS
SUPER INFORM A. COUNCIL
PRESIDENT NELSON ASKED THE
QUESTION THAT I WAS ACTUALLY
TRYING TO GET TO AS WELL. SO
THANK YOU. YEAH, THANK YOU.
PRETTY SIMPLE.
>> SO I THINK WE'RE GOING MOVE
ON TO OUR COLLEAGUE FROM SEATTLE
PARKS & RECREATION.
>> THANK YOU. DO YOU WANT TO GO
TO THE NEXT SLIDE?
>> OF COURSE.
>> THANK YOU ALL FOR HAVING US
HERE TODAY TO TALK AGENT MORE
ABOUT THE PLANNING THAT WE'RE
DOING AND I'M EXCITED TO KIND
OF SHARE WHAT WE WERE ABLE TO DO
WORKING WITH OPCD AND THE OTHER
DEPARTMENTS AS WELL AS WOULD WE
HAVE PLANNED IN THE NEXT COUPLE
OF YEARS. AS YOU'RE PROBABLY
FAMILIAR, THE ONE SEATTLE PLAN
KIND OF ESTABLISHES A HIGH-LEVEL
POLICY AND VISIONS AND GOALS
THAT HELP US DETERMINE HOW WE
MAKE DECISIONS AND PRIORITIZE
OUR WORK, BUT THROUGH THIS
PROCESS, WHICH WE INTEND AND HAD
REPRESENTATION AT MOST OF THE
ENGAGEMENT SESSIONS THEY HELD,
THEY ALSO ATTENDED SOME OF THE
ENGAGEMENT WORK, REVIEWING THE
GOALS AND OBJECTIVES ADDED INTO
THE PLAN. WE'VE BEEN ABLE TO
IDENTIFY ADDITIONAL
OPPORTUNITIES FOR IMPROVEMENT
ESPECIALLY BETWEEN YOU KNOW TEAR
DEPARTMENTAL COORDINATION. THE
GROWTH MANAGEMENT ACT REQUIRES
THAT WE HAVE A CAPITAL
FACILITIES PLAN FOR OUR PARKS
AND RECREATION FACILITIES AND
THAT WE ESTABLISH A LEVEL OF
SERVICE THAT BASICALLY SAYS THIS
IS THE GROWTH WE SEE COMING AND
THIS IS HOW WE'LL MAKE SURE
THAT THE. AND THE WAY THAT THE
ONE SEATTLE PLAN EFFECTUATES
THAT IS BY REFERRING TO WHAT IS
KNOWN AS THE SCR PARKS AND OPEN
SPACE PLAN. NEXT SLIDE, PLEASE.
THIS IS A PLAN THAT WE HAVE TO
PRODUCE EVER EVERY SHALL -- TO
SAW THE ELIGIBLE FOR RECREATION
AND CONSERVATION GRANTS BUT ALSO
FOR TWO MEANT AND MAINTENANCE OF
OUR EXISTING FACILITIES. THE
LAST FULL UPDATE, AND I'LL KIND
OF EXPLAIN THE DIFFERENCE THERE.
2017. OBVIOUSLY WE NEED TO. AS
WE WERE WORKING WITH OH D ON THE
COMP PLANNING PROCESS AND
LOOKING AT OUR COMPREHENSIVE
PLANNING PROCESSES WE REALIZE
THE TIMING WOULDN'T HAVE WORKED
OUT, WE WOULDN'T BE ABLE TO
INCORPORATE SOME OF THE THINGS
BEING PROPOSED IN THE ONE --
SOME OF THE THINGS HADN'T BEEN
FULLY PLAYED OUT THAT WERE GOING
TO BE IN THE ONE SEATTLE PLAN
THAT MIGHT HAVE AFFECT US. ONE
OF THE ROPES, WE DID A LIGHT
UPDATE, PROVIDE US AN
OPPORTUNITY IN THE NEAR FUTURE
TO MAKE SURE WE COULD ALIGN THE
WORK THAT WE'RE GOING TO BE
PLANNING FOR AND OUR LEVEL OF
SERVICE. THE PARKS AND OPEN
SPACE PLAN ITSELF ETCH. IT HAS
SEVERAL COMPONENTS THAT INCLUDES
THE LEVEL OF. WE SWITCHED FROM A
PEOPLE PER ACHE TORE A
WALKABILITY, KIND OF A WALK SHED
MA'AM -- DOING OVERALL WITH
PLANNING -- RELYING ON OUTSIDE
CITY WIDE DATA. IT'S MORE --
IT'S ACTUALLY MORE REALISTIC OF
A MEASURE TO FIGURE OUT HOW
PEOPLE ACCESS TO A FACILITY NEAR
THEM TO SAY THEY HAVE A CERTAIN
AMOUNT OF ACREAGE NEAR THEM IS
IMPORTANT BUT ALSO IS IT WITHIN
A REASONABLE DISTANCE AND THE
DATA IS REALLY WELL MAPPED OUT.
IT EVEN ACTUALLY CONNECT TO
ENTRY POINTS INTO EACH PARK.
IT'S NOT JUST, COULD I JUST FLY
OVER THIS HILL AND GET THERE.
IT'S PRETTY NUANCED DATA, MUCH
MORE USEFUL FOR US AS WE'RE
MOVING TOWARDS MORE NEW ANSWERED
METRICS FOR OUR LEVEL OF SERVICE
BY ASSET. THE LONG TERM CAPITAL
P. CURRENTLY INFORMED BY THE
FINANCIAL PLANNING PARTIALLY
THAT WE DO FOR THE PARK DISTRICT
WHICH I'LL GET INTO IN A
SECOND. BUT AGAIN BECAUSE OF THE
TIMING IT WAS CONNED OF FALLING
IN THE MIDDLE OF OUR PARK
DISTRICT CYCLES AND SO IT
WASN'T ALAINING PERFECTLY AND
WASN'T ALLOWING TO US KIND OF
AFTER CLEAR PROGRESSIONAL STEP,
IF YOU WILL, FROM OUR CAPITAL
FACILITIES PLAN TO OUR PARKS AND
OPEN SPACE PLAN TO THE SEATTLE
COMPREHENSIVE PLAN. SO THE NEXT
UPDATE WILL KIND OF ADDRESS
THAT. WITHIN THAT, ADDITIONAL
AREAS WE HAVE TO COVER ARE
CAPITAL PROJECT THAT WE HAVE
PLANNED, HOW WE MAN TO MAINTAIN
OUR METRICS, THE EXISTING ONES.
PLANS FOR LAPPED ACQUISITION --
WHERE WE'RE NOT MEETING THAT
LEVEL OF SERVICE STANDARD. THEN
FINALLY WE PRIORITIZE ALL THE
DIFFERENT MET TRANSACTION TO
DETERMINE WHAT WORK WE'LL TAKE
ON AND WHEN. I KNOW THERE WERE
QUESTIONS ABOUT HOW WE PLAN FOR
GROWTH OR HOW WE'VE DONE THAT
UNTHE PAST. WITH THE 2017 PLAN,
FOR EXAMPLE, ACQUISITION FOR NEW
PARCELLS TO FILL GAP AREAS WAS
ONE OF THE THINGS WE
HIGHLIGHTED. SO -- AS WELL AS
THE DUWAMISH WATER WAY PARK,
EXPANSION AREA, TWO EXAMPLES OF
HOW WE ADDRESS GAPS BETWEEN WHAT
WE ARE PROVIDING RIGHT NOW AND
WHAT OUR LEVEL OF SERVICE
REQUIRES. ADDITIONALLY WE WILL
DEVELOP NEW PARKS USUALLY OP
THOSE ACQUISITIONS UNLESS
THEY'RE OAF -- TRY TO TWO NEW
NEIGHBORHOOD PARKS. TO EXAMPLES,
ALICE BALL AND GREENWOOD, GAP
AREA WE HAD, AS WELL AS CHRISTIE
PARK AND UNIVERSITY DISTRICT.
THE OTHER WAY WE TRY TO ADDRESS
ANY KIND OF GAPS OR MEET ANY NEW
GROWTH THAT MATE OCCUR THAT HAVE
AFFECT THE LEVEL OF SERVICE IS
JUST FIND WAYS TO EXPAND SERVICE
IN OUR EXISTING FACILITIES, AND
ONE OF THOSE IS CONVERTING. A
GOOD EXAMPLE IS CONVERTING
ATHLETICS FIELDS FROM GRASS TO
TURF WHICH INCREASES THE. AND
BRIGHT ZEN ONE WE DID ER THE
LAST CYCLE TO EXPLAIN THAT.
LASTLY, WE DO ADDITIONAL STUDIES
TO IDENTIFY WHERE -- YOU'VE
PROBABLY HEARD A LOT ABOUT
OFF-LEASH AREAS, ONE OF THE
RECENT ONES WE'VE BEEN RYING TO
STUDY FOR. WE FINISHED A STUDY
AND HAVE IDENTIFIED TWO SITES.
FOR EXAMPLE, WEST SEATTLE IS
SUPPOSED TO HAVE A NEW DOG PARK
BEFORE THE END OF THIS NEXT PARK
CYCLE . -- THE SEATTLE PARKS
DISTRICT FINANCIAL PLAN, AS
YOU'RE PROBABLY AWARE, IT WAS
THE ESH -- CREATES THIS
DEDICATED ONGOING PRE DUCKABLE
KIND OF FUNDING SOURCE FOR PARKS
& RECREATION. THE CITY COUNCIL
ACTS AS THE PARK DISTRICT BOARD
AND APPROVES OUR BUDGETS
ANNUALLY AS WELL AS EVERY SIX
YEARS. WE'RE CURRENTLY IN THE
SECOND CYCLE THAT ENDS IN 2028.
THIS IS WHAT WE UTILIZE FOR THE
CAPITAL FACILITIES PLAN AND IT
ALSO HELPS US IDENTIFY WAYS
WE'RE GOING TO MAINTAIN OUR
LEVEL OF SERVICE AND IT HELPS
PRIORITIZE OUR CAPITAL PROGRAM
BUT IT ALSO HAS ITS OWN KEY
PERFORMANCE METRICS THAT KIND OF
MEASURE OUR PROGRESS TOWARDS
THAT AND THAT'S WHAT WE
REPORTED TO YOU ANNUALLY.
ANOTHER REASON TO ALINE ALL
THESE PLANS, THEY CAN ALSO
PROVIDE. NEXT SLIDE, PLEASE.
THIS IS JUST A VISUAL TO KIND OF
EXPLAIN WHAT WE WERE LOOK AT AND
WHY WE WAND TO DELAY A FULL
UPDATE OF OUR PARKS AND OPEN
SPACE PLAN. IN THE PAST, HERE
YOU CAN SEE THE TIMING ISSUE
WHERE WE WERE GOING TO FALL
BEHIND -- KIND OF FALL BEFORE
THE COMP PLAN, THEN MIGHT HAVE
SOME CONSISTENCY ISSUES. THE
OTHER ASPECT, WE WERE ALWAYS
DOING TWO PRETTY HEAVY LIFTS OF
COMPREHENSIVE PLANNING THAT
REQUIRES A LOT OF PUBLIC
ENGAGEMENT. A LOT TO ASK PEOPLE
COME TO OUT EVERY TWO YEARS TO
HELP WITH OUR PLANNING PROCESS.
YOU CAN GET A LITTLE FATIGUED
FROM THAT. WE LOOKED TO GAIN THE
TWO. WHAT WE'LL BE DOING IN
EARLY 2026 IS A PARKS &
RECREATION PLAN FULL UPDATE THAT
WILL ENSURE CONSISTENCY WITH THE
ONE SEATTLE COMP PLAN AND HOW
IT'S EVENTUALLY ADOPTED AS WELL
AS INCLUDE THE MARK DISTRICT
PLAN WITHIN THAT EFFORT. AND
JUST WANT TO I THINK EVE COVERED
MOST OF THESE BUT WE WANTED TO
FIND A WAY TO AFTER SINGLE
SOURCE FOR OUR METRICS FOR
SHOWING WE'RE MAKING PROGRESS
TO THE GOALS WE HAVE BECAUSE THE
PLANS DIDN'T SPEAK TO ONE
ANOTHER. IT WAS HARD TO PINPOINT
AND REPORT OUT ON EVERYTHING WE
DOING BECAUSE THERE'S OTHER
WORK WE DO OUTSIDE OF THE
DISTRICT. ALWAYS WANT TO HAVE
SAVE TAME AND MONEY. ALSO GOING
TO PROVIDE US OPPORTUNITIES FOR
LOOK AT WAYS TO IMPROVE THE WAY
WE HAVE BEEN DOING OUR
COMPREHENSIVE PLANNING. ONE OF
THE THINGS THAT KIND OF CAME TO
THRIENT LATE UPDATE WE DID IS
THERE'S NOT A TRIBAL
ENGAGEMENT, WAYS THAT THIS CAN
IMPROVE THE PLAN. I THINK
THAT'S IT ON THIS SLIDE. NEXT
SLIDE. AND SOME OF THE THINGS
WE'RE LOOKING AT KIND OF TALK
ABOUT MET TRUCKS WE'RE
DEVELOPING, IN THE INTERIM
BETWEEN THE LIGHT UPDATE AND
THEN WHAT WE'RE GOING TO BE
DOING IN 2026, WE'VE BEEN
WORKING TO UPDATE OUR OWN DATA
AND INVENTORY TO MAKE SURE THAT
ON AN ASSET LEVEL, WHETHER IT'S
LITERALLY PLUMBING VERSUS
MECHANICAL SYSTEMS VERSUS
BASKETBALL COURTS VERSUS
COMMUNITY CRANE THEARKS WE HAVE
A VERY GOOD INVENTORY AND
CONDITION ASSESSMENT SO THAT WE
CAN ESTABLISH LEVEL OF SERVICES
FOR EACH OF THE ASSET, NOT JUST
LOOKING AT IT FROM A, YOU KNOW,
DO YOU HAVE A PARK WITHIN A
TEN-MINUTE WALK OF YOU. BUT HOW
FAR AWAY IS THE NEAREST TENNIS
CORE. ARE ALL OF THEM LOCATED IN
NORTH SEATTLE AND WE NEED TO
FIND A WAY TO GET A FEW MO UN--
WE'LL BEEN DOING PLANNING FOR
THE LAST THREE YEARS AND WE'LL
CONTINUE THAT THROUGHOUT THIS
UPDATE, THEN UTILIZE ALL THOSE
THINGS TO CREATE NEW
OPPORTUNITIES TO DEFINE WHAT OUR
LEVEL OF SERVICE WILL BE IN THE
CAPITAL FACILITIES PLAN AND
THAT'S WHAT WE'RE LOOKING
FORWARD TO DOING WHEN WE PICK
THIS UP. AND THAT'S IT.
>> AWESOME. I WILL PAUSE. THANK
YOU, ANNIE. I WILL PAUSE TO SEE
IF SOME OF MY COLLEAGUES HAVE
ANY QUESTIONS. I SEE
COUNCILMEMBER MOORE. YOU ARE
RECOGNIZED.
>> THANK YOU VERY MUCH. MAYBE I
MISSED THIS, BUT HOW DO WE
DEFINE FARK? BECAUSE IT SEEMS
LIKE ONE THING THAT WOULD BE
REALLY NICE TO HAVE, LIKE A LOT
OF SORT OF UNIQUE -- ANY GREEN
SPACE IN THESE DENSE AREAS?
>> YES. THAT'S A GREAT
QUESTION. CURRENTLY, WE FOR ANY
OF OUR METRICS, ANYTHING BE LO
10,000 SQUARE FEET WE DO NOT
CHARACTERIZE AS A PARK. FOR THE
LEVEL OF SERVICE THAT WE HAVE
RIGHT NOW IN TERMS OF
WALKABILITY METRICS. ANYTHING WE
DON'T OP OR ANYTHING THAT
ISN'T ALWAYS PUBLICLY
ACCESSIBLE. SO IF IT'S LARGER
THAN 10,000 SQUARE FEET, OPEN TO
THE PUBLIC AND WE OANT WE
INCLUDE IT FOR ALL OF OUR
METRICS AND ANALYSIS. BUT FOR
OUR GAP ANALYSIS IN TERMS OF
ACQUISITION AND PARTICULARLY IN
OUR URBAN CENTERS WE ARE ALWAYS
LOOKING FOR OPPORTUNITIES TO
KIND OF WHAT WE CALL
NEIGHBORHOOD PARKS, 10,000
SQUARE FEET OR LESS, AND USUALLY
IN THE DENSER AREAS THAT'S
PRETTY MUCH ALL THE LAND WE CAN
GET OFTEN, SO WE HAVE A LOT OF
THOSE NEIGHBORHOOD PARKS
ACTUALLY UNPLANNING IN THIS
CYCLE, SO WE STILL ACQUIRE THEM
TO MEET THE -- LIKE OVERALL
SERVICE LEVEL METRIC FOR
WALKABILITY, BUT IT DOESN'T --
WE DON'T WANT TO CONSIDER --
SOMETIMES WE HAVE LIKE A LITTLE
TRIANGLE THAT'S 8,000 SQUARE
FEET. WE DON'T WANT TO SAY THAT
SERVES AN ENTIRE NEIGHBORHOOD SO
WE TAKE SIZE INTO ACCOUNT WITH
THE DIFFERENT METRICS WE DO.
>> OKAY. THANK YOU.
>> ANY OTHER COUNCILMEMBERS HAVE
ANY QUESTIONS? NO? ONE OF MY
QUESTIONS I HAVE, ANNIE, THANK
YOU FOR THE PRESENTATION, HOW DO
YOU ALL FACTOR IN STAFFING WHEN
IT COMES TO LIKE MAINTENANCE ON
PARKS AND WHY WE'RE INCREASING
GROWTH AND THOSE NUMBERS?
>> YEAH. ONE THING I DIDN'T GET
INTO THAT KIND OF ALIGNED WITH
THE FIRST DISTRICT CYCLE WAS
SOME OF THE SOFTWARE SYSTEMS
WE'VE IMPLEMENTED TO KEEP TRACK
OF THE WORK WE'RE DOING AND A
COUPLE THINGS, ONE, FOR EXAMPLE,
IF WE'RE PATCHING THE SAME ROOF
OVER AND OVER AGAIN, LOOKING AT
IT FROM A MORE FINANCIAL
RESPONSIBLE PERSPECTIVE, LIKE
REPLACE IT, LIKE DOING PATCH
JOBS, THAT'S NOT SUSTAINABLE.
BUT THAT ALSO LETS US KNOW HOW
MANY HOURS INDIVIDUALS ARE
SPENDING ON OUR DIFFERENT CREWS,
LIKE IMPLEMENTING THIS WORK. IT
HELPS US TRACK IT AGAINST THE
ASSETS THEMSELVES. IF WE START
NOTICING THAT AN ASSET IS NOT
BEING REPLACED WITHIN ITS
LIFECYCLE AND THAT MAY BE
BECAUSE OF A CAPACITY THUNK FROM
A STAFFING STANDPOINT THEN WE
KNOW WE NEED ADDITIONAL STAFF ON
OUR CARPENTRY CREW OR OUR
ELECTRICAL CREW BECAUSE WE'RE
NOT ABLE TO KEEP UP WITH OUR OWN
INTERNAL REPLACEMENT CYCLES.
>> THAT MAKES SENSE. AND THEN
ARE THERE ANYTHING -- IS THERE
ANYTHING THAT SEATTLE PARKS
LEARNED FROM OUR LAST
COMPREHENSIVE PLAN WHERE THEY
SAY, HEY, WE HAVE TO GET BERT AT
THIS, LIKE SOMETHING WE JUST
REALLY NEED TO IMPROVE ON THESE
COUPLE THINGS FROM THE LAST
COMPREHENSIVE PLAN?
>> YEAH, I THINK THE
COORDINATION -- I THINK THERE'S
A LOT WE'VE BEEN DOING,
ESPECIALLY AS PART OF THE
PLANNING EFFORT WITH OH PC D,
MORE INTER DEPARTMENTAL
COORDINATION AND TAKING MORE
ADVANTAGE OF WHERE WE HAVE LAND
THAT MATE SERVE A PURPOSE BERT,
ABOUT TO KICK OFF A PAVEMENT TO
PARKS PLAN WITH SDOT LOOKING AT
OPPORTUNITIES TO KIND VEHICLES
EXPAND RECREATION AND SOME OF
OUR MORE DENSE AREAS. AS I
MENTIONED OUR ENGAGEMENT WITH
TIN DIG NEWS COMMUNITIES HAS
BEEN NONEXISTENT, AND OUR PAST
COMPREHENSIVE EFFORTS. SOMETHING
WE WANT TO DO MORE V. I WOULD
SAY THE FINAL THING IS JUST
GETTING A BETTER PICTURE OF ALL
OF OUR ASSETS AND UNDERSTANDING
OUR INVENTORIES. WE DIDN'T HAVE
SOME OF THEM, FULL INVENTORY FOR
ALL OF OUR ASSETS SO WE CAN'T
REALLY PLAN FOR ALL OF THEM, BUT
THEY ALL MATTER. THEY ALL
CONTRIBUTE TO THE OVERALL
ENVIRONMENT. THAT'S ANOTHER
THING WE'VE BEEN WORKING ON,
MAKING SURE WE HAVE ALL THE DATA
TO UNDERSTAND THE DETAILS OF THE
SYSTEM WE HAVE AND THEN THE NEXT
STEP THAT WE'RE TRYING TO GET
TO IS WE DON'T HAVE AS MUCH
YASSER DATA FROM A CAPITAL
STANDPOINT. WE HAVE PROGRAMS
WHERE WE KNOW PEOPLE REGISTER
AND SHOW UP BUT FROM A CAPITAL
FACILITIES STANDPOINT, IT'S
HARD TO GET USER DATA TO INCLUDE
THAT YOU KNOW KIND OF OUR
ANALYSIS FOR REPLACEMENT. SO THE
NEXT THING WE'RE LOOKING AT IS
HOW DO WE START UNDERSTANDING,
CAPTURING USER DATA TO ADD INTO
THAT WE ARE AND TEAR METRICS. SO
THOSE ARE A FEW THINGS WE'VE
BEEN LOOKING INTO.
>> IF I COULD BRIEFLY ADD TO
THAT, AND I THINK ANNIE BRIEFLY
ALLUDED TO IN THIS HER
PRESENTATION, THERE'S ANOTHER
REALLY IMPORTANT COLLABORATION
BETWEEN OPCD AND PARKS &
RECREATION OVER THE PAST SEVERAL
YEARS, WHICH IS THE OUTSIDE
CITYWIDE PROJECT THAT HAS RUN
OUT OF -- COME OUT OF OPCD TO
MORE INCLUSIVE AND COMPREHENSIVE
INVENTORY OF PARKS AND OPEN
SPACES ACROSS THE CITY, AND A
RICH ANALYSIS OF EQUITY AND
ACCESS CONSIDERATIONS AROUND
THOSE OPEN SPACES. I THINK
THAT'S REALLY STRENGTHENED THE
RELATIONSHIP BETWEEN THE
DEPARTMENTS IN THIS WORK AND
ALSO HELP TO FEED INTO THE
COMPREHENSIVE PLAN, GOOD TOOL
GOING FORWARD.
>> I THINK A REALLY GREAT CASE
STUDY IS CAL ANDERSON PARK.
INCREASED DENSITY. THAT PARK HAS
BECOME LIKE, I CALL IT THE BACK
PORCH -- OR THE BACKYARD OF
CAPITAL L AND ALL THE MANY USES
THAT COME WITH THAT. SOMETIMES
IT COMES WITH PEOPLE TAKING
THEIR DOGS TO CAL ANDERSON AND
USING THE FIELD, BUT JUST, YOU
KNOW, UNDERSTANDING AS WE'RE
GROWING AS A CITY A LOT OF THE
PARKS ARE GOING TO BE MULTIUSE.
I CAN LITERALLY LOOK AT THE MAP
WHERE ALL NEIGHBORHOOD CENTERS
ARE GOING, WHERE ALL THE GROWTH
IS GOING, OKAY, AND I'M SURE
YOU CAN TOO, ANNIE, I DON'T
WORK FOR PARKS DEPARTMENT, HEY,
I'M PRETTY SURE THIS PARK IS
GOING TO BE IMPACT OR WELL USED,
OR THIS PARK, I KNOW PEOPLE ARE
PROBABLY GOING TO GO HERE,
CERTAIN AREAS WHERE I KNOW WE'RE
GOING TO GET INCREASE. ONE OF
THEM IS EASTLAKE AS WE ARE
UPSOAPING -- EASTLAKE IS ALREADY
UPZONED, BUT THE GROWTH, ROGERS
PLAY FIELD, THAT'S GOING TO BE
THE NEW CAL ANDERSON PARK FOR
EASTLAKE. SO THAT'S, THERE'S
JUST, YOU KNOW, I KNOW YOU ALL
ARE ON TOP OF IT BUT JUST WANTED
TO MAKE SURE THAT LISTENING TO
LESSONS LEARNED IS HELPFUL. AWE.
SOME ALL RIGHT. WELL, WE'RE
READY TO -- IF THERE ARE NO
FURTHER QUESTIONS, I GUESS
HOWEVER -- THE NEXT PRESENTER.
>> I'M GOING TO SUGGEST THAT WE
BRING UP SEATTLE PUBLIC
UTILITIES AND SEATTLE CITY LIGHT
AS THE NEXT ROUND. WHILE WE'RE
WAITING FOR THEM TO GET SEATED I
JUST WANT TO OBSERVE, I HOPE
THAT WHAT'S BEING DESCRIBED
HERE PAINT THE PICTURE AS WE'VE
EXPERIENCED IT WHICH IS THIS IS
AN IT ERA ACTIVE PROCESS -- ITER
AIVE PROCESS. FOCUSED ON SHARING
INFORMATION. A LOT OF THAT DATA
YOU'LL FIND DOCUMENTED IN THE
COMP PLAN IN THE APPENDICES,
COMP PLAN, ARTICULATING THE
GOALS, VALUE, AND PRIORITIES IN
THE POLICIES, AND THEN THE TIME
LINES DO NOT ALWAYS ALIGN IN THE
SAME WAY. SOMETIMES WITH SDOT,
SDOT AND OPCD WERE DEVELOPING
PLANS AT THE SAME TIME. IN THE
CASE OF PARKS THEY ADD 2017 PLAN
THAT HELPED INFORM THE COMP
PLAN. NOW THE COMP PLAN LYNN
FORM THE 2026 PARKS AND OPEN
SPACE PLAN. THAT'S HOW IT WORKS
AT THE END OF THE DAY. WE'RE
STRIVING FOR CONSISTENCY,
ALIGNMENT, AND SERVING THE
GROWTH OF THE COMMUNITY. SO I
JUST WANTED TO -- I THINK WILL
YOU HEAR THAT RAE FLECTD IN THE
OTHER DEPARTMENTS AS THEY SPEAK.
>> NO, YOU'RE G. I KNOW THAT
PEOPLE USUALLY SEE PARKS, YOU
KNOW, LIKE THEY CAN SEE THE
IMPACT OF PARKS, AND THEN
TRANSIT, OFTENTIMES THEY DON'T
UNDERSTAND ALL THE STUFF THAT
GOES BEHIND THE SCENES WITH
LIGHTS AND WATER AND ALL THE
INFRASTRUCTURE THAT GOES IN.
I'M A GEEK, SO I'M REALLY
EXCITED ABOUT WHAT YOU ALL ARE
PRESENTING TODAY.
>> CAN I HAVE -- I UNDERSTAND
SOME OF OUR DEPARTMENTAL FOLKS
JUST LEFT. AS EACH ONE PRESENTS,
I'M GETTING A BIGGER PICTURE
ABOUT THE COMMITMENT THE CITY IS
MAKING TO OUR CONSTITUENTS WHEN
WE DO -- WHEN WE PLAN FOR MORE
POPULATION HERE, BECAUSE I'M
UNDERSTANDING NOW YOUR QUESTION
ABOUT WHAT WERE THE LESSONS
LEARNED, HOW DO WE -- LIKE IS
THERE -- WHEN WE EXPECT MORE
PEOPLE TO BE LIVING HERE, WE
HAVE TO THEN ALSO PLAN FOR MORE
COSTS FOR PARKS, ROADS, ET
CETERA. AND SO AT SOME POINT,
EVEN THOUGH -- IF NOT EVERYBODY
IS HERE AT THE TABLE TO ASK
THESE QUESTIONS AS THEY'RE
COMING UP TO ME DURING THE
PRESENTATION I CAN FOLLOW
THROUGH WITH HOW THAT PLANNING
TAKES INTO CONSIDERATION WHAT IT
REALLY MEANS FOR OUR BASIC
SERVICES BEING DELIVERED AS THEY
SHOULD BE AT A LEVEL OF SERVICE
THAT IS EXPECTED BY THE PEOPLE
AND BY -- COMMITTED TO BY THE
CITY.
>> I'M GOING TO TURN IT OVER TO
MY COLLEAGUES AT SEATTLE PUB
TILL THAT'S NEXT.
>> OKAY. I'M DANIELLE PORKS
RNELL, DIRECTOR OF CORPORATE
POLICY AND PLANNING AT SEATTLE
PUB TILL TEES. THIS IS MY
COLLEAGUE.
>> CRAIG SMITH, CHIEF CUSTOMER
OFFICER AT SEATTLE CITY LIGHT.
>> I'M GOING TO START OFF BY
GIVING A QUICK OVERVIEW OF SPU.
IT'S GOOD THAT YOU ASKED THE
QUESTION ABOUT FUNDING. WE ARE
RATEPAYER FUNDED. AND OUR
RESPONSIBILITY IS TO DELIVER
WATER AND WASTE SERVICES TO THE
CUSTOMERS LIVING IN THE CITY OF
SEATTLE, 24 HOURS, SEVEN DAYS A
WEEK. WE ALSO DELIVER DRINKING
WATER SERVICES TO 1.6 MILLION
CUSTOMERS IN THE REGION. WE HAVE
AN EXTENSIVE NETWORK OF ASSETS
AND INFRASTRUCTURE THAT INCLUDES
OVER 3,000 MILES OF PIPED
INFRASTRUCTURE. SO IF YOU LAID
THAT END TO END, IT WOULD GET US
TO BOSTON, ESSENTIALLY. OVER
HUNDREDS OF FACILITIES AND OVER
30 MAJOR SERVICE CONTRACTS TO
ENSURE THAT DELIVERY. WE ARE
REQUIRED TO ABIDE BY EXTENSIVE
ENVIRONMENTAL AND PUBLIC HEALTH
REGULATORY REQUIREMENTS. AND IN
ALIGNMENT WITH THE VALUES OF OUR
RATEPAYERS AND OUR STRATEGIC
BUSINESS PLAN, WE WORK TO MANAGE
OUR SERVICES IN A WAY THAT
ENSURES AFFORDABILITY, SUSTAIN
ABILITY, AND EQUITY TO ACCESS. I
WANT TO TALK A LITTLE BIT ABOUT
HOW S P HAW WORKED CLOSELY WITH
OPCD TO ENSURE THAT OUR
PLANNING, OUR INVESTMENTS, AND
OUR DEVELOPMENT REQUIREMENTS
ALIGN WITH THE CITY'S
COMPREHENSIVE PLAN. WE HAVE
PARTICIPATED EXTENSIVELY IN THIS
UPDATE PROCESS. UNDER THE GROWTH
MANAGEMENT ACT, S PU IS REQUIRED
TO ENSURE ADEQUACY OF ITS
SERVICES AT THE TIME DEVELOPMENT
IS AVAILABLE FOR OCCUPANCY AND
USE. AND WE DO THAT THROUGH A
CASCADING FOUR-PART APPROACH.
THE FIRST IS THAT WE BEGIN AT
THE VERY HIGHEST LEVEL DOING
SYSTEMS COMPREHENSIVE PLANNING
FOR AL OUR SERVICES. SAID, WE
THEN FOCUS IN ON AREAS WHERE
THERE'S RISK OR NEED, CAPACITY
ISSUES TO DO PLANNING AS WELL AS
ASSET-BASED PLANNING. AND BASED
ON WHAT WE FIND THERE IN TERMS
OF RISK AND NEED, WE PRIORITIZE
OUR CAPITAL IMPROVEMENT
INVESTMENTS THAT ARE PAID FOR BY
SEATTLE RATEPAYERS. THEN AT A
LOCALIZED LEVEL, WHICH IS THE
FOURTH CASCADE, WE REQUIRE
DEVELOPER FUNDED CONTRIBUTIONS
TO ENSURE THAT DEVELOPMENT IS
MEETING SET STANDARDS IS AND SET
CODE REQUIREMENTS TO ENSURE
ADEQUACY AT THE TIME OF
OCCUPATION AND USE. I'M GOING
TO PROVIDE SOME DETAIL ABOUT
SPU'S SYSTEM'S COMPREHENSIVE
PLANNING. THIS ANALYSIS IS DONE
SEPARATELY FOR EACH OF OUR
SYSTEMS. DRINKING WATER,
DRAINAGE, SEAR, AND SOLID
WEARVEGHTS AND THESE ARE THE
STUDIES AND DETAILS THAT ARE
REFERENCED IN THE CITY'S COMP
PLAN APPENDICES AS WELL AS THE
EIS. SO IF I WERE TO HIGHLIGHT
KEY FINDINGS FROM THAT WORK,
FIRST WHAT I WOULD TELL YOU IS
THAT WE DO THIS CONTINUALLY. WE
LOOK LONG TERM OVER 50 YEARS
WHEN WE DO OUR COMPREHENSIVE
PLANNING WE UPDATE THAT
PERIODICALLY, AND WE DO THAT
BASED ON BEST AVAILABLE GROWTH
PROJECTIONS, WORKING VERY
CLOSELY WITH OPCD ON THAT. WE
LOOK AT CLIMATE CHANGE
PROJECTIONS. WE LOOK AT
CONSERVATION BEHAVIORS AND
OPPORTUNITIES, AND THEN WE MODEL
THE CAPABILITY AND IMPACTS ON
OUR SYSTEMS, BOTH IN TERMS OF
WHAT WE ARE EXPERIENCING TODAY
AND WHAT WE PLAN OR THINK WE
WILL EXPERIENCE WITH GROWTH. SO
IN TERMS OF OUR DRINKING WATER
SYSTEM, WE KNOW THAT WE HAVE
ADEQUATE SUPPLY THROUGH THE YEAR
2060. WE CONTINUE TO DO
FORECASTING AND PLANNING, AS I
SAID, AND ONE OF THE REASONS WHY
WE KNOW WE HAVE ADEQUATE SUPPLY
IS THAT WE'VE BEEN WORKING HARD
AT WATER CONSERVATION EFFORTS
AND HAVE ACTUALLY SEEN A 44%
DECLINE IN PER CAPITA
CONSUMPTION SINCE THE '90s,
SINCE WE INTRODUCED OUR WATER
CONSERVATION WORK. IN TERMS OF
COMPREHENSIVE PLANNING AND
ANALYSIS FOR OUR DRAINAGE AND
WASTE WATER SYSTEM, WHEN WE DID
THE MODELING AND WE LOOKED AT
FUTURE GROWTH, WE CAN SEE THAT
THERE WILL BE A SLIGHT INCREASE
UNCAPACITY ISSUES SYSTEMWIDE.
CLIMATE CHANGE, OR THAT INCREASE
IN PRECIPITATION IN THE CITY, IS
LIKELY A BIG DRIVER OF THAT.
HOWEVER, BECAUSE OF OUR WATER
CONSERVATION EFFORTS, WASTEWATER
VOLUMES HAVE ACTUALLY DECREASED
IN OUR SYSTEM BECAUSE WATER
CONSERVATION HAS INCREASED. AND
WE USE OUR STORMWATER CODE TO
CONTROL STORMWATER IMPACTS IN
OUR SYSTEM. I WILL TALK ABOUT
THAT AND THOSE INVESTMENTS IN
THE NEXT SLIDE. IN TERMS OF
WASTE WATER TREATMENT CAPACITY,
THAT SERVICE IS PROVIDED UNDER
CONTRACT WITH KING COUNTY, AND
THERE ARE NO PROJECTED CAPACITY
LIMITATIONS AT WEST POINT
THROUGH 2060. AND THEN WITH OUR
SOLID WASTE PLANNING, WE DO SEE
THAT CITY GROWTH WILL INCREASE
WASTE AND RECYCLING GENERATION
IN THE CITY, AND WE ARE WORKING
HARD TO ADDRESS THE IMPACT OF
THAT THROUGH UPSTREAM EFFORTS TO
REQUIRE MORE PRODUCER
RESPONSIBILITY AROUND THE
PACKAGING AND THE THINGS THAT WE
CONSUME. WE ARE WORK HARD ON
WASTE PREVENTION AND REUSE
STRATEGIC PLAN. AND WE ALSO CAN
PLAN FOR THAT USING UPCOMING
SOLID WASTE COLLECTION CONTRACT
NEGOTIATIONS. SO, WITH THAT
HIGHEST LEVEL OF PLANNING, WE
THEN MOVE INTO AREA AND ASSET
PLANNING, AND WE DO THAT
PLANNING BASED ON PLACES WHERE
WE KNOW WE'RE GOING TO HAVE
CAPACITY NEEDS. AND WE'RE
GUIDED IN TWO WAYS. OUR AREA
PLANNING LOOKS GEOGRAPHICALLY,
AND IT LOOKS VERY SPECIFICALLY
AT WHERE THE CITY'S
COMPREHENSIVE PLAN HAS
IDENTIFIED HIGHER DENSITY GROWTH
HAPPENING AND EVALUATES WHETHER
OR NOT AT THE SAME TIME WE THINK
WE WILL HAVE SYSTEM CAPACITY
CONSTRAINTS IN THOSE AREAS. SOME
OF THE AREA PLANNING THAT WE ARE
CURRENTLY DOING FOR DRAINAGE AND
WASTEWATER IS FOCUSED IN THE
DELRIDGE BASIN, IS FOCUSED ALONG
AURORA CORRIDOR AND LICHTEN
SPRINGS AND CROWN HIT. WE ALSO
DO PROGRAMMATIC PLANNING THAT
LOOKS AT OUR WATER CONSERVATION
POTENTIAL AS WELL AS WHAT WE CAN
BE DOING WITH WASTE PREVENTION.
THEN WHEN YOU TAKE ALL THE
INFRASTRUCTURE ASSETS IN THE
CITY, WE ARE ALSO DOING ASSET
BASED PROGRAMMATIC PLANNING, AND
THERE WE'RE LOOKING AT TWO
FACTORS WHEN WE'RE DOING THAT
PLANNING. RISK AND OPPORTUNITY.
ON THE RISK SIDE, WE LOOK AT THE
AGE OF OUR INFRASTRUCTURE, THE
TYPE, THE CONDITION IT'S IN,
ITS SEISMIC VULNERABILITY, ITS
CRITICALITY TO THE REST OF THE
SYSTEM, LIFE PLAN AND FAILURE
RATE. ON THE OPPORTUNITY SIDE,
YOU HEARD SDOT TALK ABOUT HOW WE
WORK CLOSELY WITH THEM AND WITH
CITY LIGHT TO IDENTIFY PLACES
WHERE THE CITY HAS THE RIGHT OF
WAY OPEN AND WE CAN JOINTLY BE
DOING PROJECTS. SO SOME OF THE
EXAMPLES OF AREAS WHERE WE ARE
DOING EXTENSIVE ASSET PLANNING
ARE IN THE AREAS OF SEISMIC
VULNERABILITY AND RETROFIT NEEDS
AS WELL AS MAIN LINE
REHABILITATION ACROSS OUR
SYSTEM. I SAID WE HAVE OVER
3,000 MILES OF PIPE IN OUR
SYSTEM, SO THERE'S LOTS OF NEED
FOR REHABILITATION. THE THIRD
PART OF OUR EFFORT, THIS IS THE
NEXT SLIDE, LOOKS AT SPU
RATEPAYER FUNDED CAPITAL
INVESTMENT. SO SPU'S RATEPAYERS
CONTRIBUTE OVER $400 MILLION PER
YEAR TOWARDS CAPITAL
IMPROVEMENTS FOR OUR ASSETS AND
INFRASTRUCTURE. AND WE LOOK IN
THAT PLANNING AT SIX-YEAR AND
20-YEAR NEEDS. THE INVESTMENT OF
SPU RATE DOLLARS IS PRIORITIZED
BY REGULATORY REQUIREMENTS AS
OUR FIRST PRIORITY, AND THEN
RIGHT BEHIND THAT, WE'RE
LOOKING AT OPPORTUNITY PROJECT
WITH SDOT AND OTHER AGENCIES AS
WELL AS WHERE WE'VE RECEIVED
EXTERNAL FUNDING. WE THEN LOOK
AT SYSTEM NEEDS, AND THAT'S
DRIVEN BY CRITICAL TEE AND RISK,
AND THEN LAST BUT NOT LEAST,
MAINTENANCE AND OPERATIONS
INVESTMENT. CURRENTLY, WE
ESTIMATE THAT RATEPAYERS ARE
INVESTING ABOUT A QUARTER OR
$100 MILLION PER YEAR OF THAT
CAPITAL INVESTMENT PROGRAM
TOWARDS INFRASTRUCTURE PROJECT
THAT SUPPORT GROWTH-RELATED
ACTIVITIES IN THE CITY. SOME
EXAMPLES OF OPPORTUNITY PROJECT
THAT WE'RE DOING WITH SDOT AND
OTHER AGENCIES INCLUDE REPLACING
WATER AND DRAINAGE AND ASSETS AS
PART OF THE EAST MARGINAL WAY
HEAVY HAUL CORRIDOR AS WELL AS
ROOSEVELT EASTLAKE RAPID RIDE
CENTER. WE AS I'VE
MENTIONED, HAVE AN ONGOING WATER
MAIN AND WASTEWATER MAIN
REPLACEMENT AND REHABILITATION
PROGRAM, AND AN EXAMPLE OF ONE
OF THOSE PROJECT RIGHT NOW WE'RE
DOING A $13.2 MILLION PROJECT
THAT IS REPLACING THREE-QUARTERS
OF A MILE OF WATER MAIN IN THE
RAINIER VALLEY IN THE MOUNT
BAKER AND BEACON HILL
NEIGHBORHOOD. WE ALSO ARE
INVESTING $88 MILLION IN THE
BITTER LAKE RESERVOIR
UNDERGROUNDING PROJECT. THAT
PROJECT IS PRIMARILY ADDRESSING
REGULATORY REQUIREMENTS TO
PROTECT OUR DRINKING WATER
QUALITY AS WELL AS ADDRESS
SEISMIC VULNERABILITIES. BUT WE
ARE DESIGNING THAT PROJECT MUCH
LIKE WE HAVE DONE CAL ANDERSON
PARK AND THE LINCOLN RESERVOIR
THERE WHERE WE'RE MOVING THE
RESERVOIR UNDERGROUND SO THERE
IS AN OPPORTUNITY FOR PARKS,
RECREATIONAL OPEN SPACE IN A
HEAVILY DENSE FYING AREA OF THE
CITY. AND THEN LAST BUT NOT
LEAST YOU'VE PROBABLY HEARD
ABOUT OUR SHIP CANAL WATER
QUALITY PROJECT. THAT ONE IS
PRIMARILY DRIVEN BY REGULATIONS
AROUND COMBINED SEWER OVERFLOW,
BUT AS WE WERE MAKING THOSE
INVESTMENTS, WE'VE EXPENDED
CAPACITY AND LOCALIZED SYSTEM
IMPROVEMENTS TO HAM GROWTH
PRESSURES IN THE BALLARD
NEIGHBORHOOD. AND THEN LAST BUT
NOT LEAST, DEVELOPMENT HAPPENS
ALL OVER THE CITY, NOT JUST
WITHIN DESIGNATED CENTERS. AND
SO TO ENSURE THAT WE HAVE THAT
ADEQUACY OF SERVICES AT THE TIME
OF OCCUPANCY IN A CONSISTENT AND
COMPREHENSIVE WAY, SPU SETS
STANDARDS AND REQUIREMENTS FOR
NEW DEVELOPMENT. SO DEPENDING
UPON THE SPECIFICS OF WHAT THE
DEVELOPMENT IS AND WHERE IT IS,
DEVELOPER FUNDED REQUIREMENTS
AND CONTRIBUTIONS CAN INCLUDE
THINGS LIKE MAIN LINE EXTENSION
REQUIREMENTS, COMPLYING WITH OUR
STORMIS WATER CODE, WHICH IS
ADDRESSING BOTH WATER QUALITY
AND WATER QUANTITY ISSUES. SIDE
SEWER CODE REQUIREMENT, SOLID
WASTE CODE REQUIREMENT, SYSTEM
DEVELOPMENT CHARGES, AND
STANDARD CHARGES. SO THESE ARE
THE FOUR WAYS IN WHICH WE ARE
TRYING TO ENSURE ADEQUACY AT THE
TIME OF OCCUPANCY.
>> I THINK WE HAVE A BREAK HERE
FOR QUESTIONS, IF THERE ARE ANY
FOR SPU.
>> GREAT. I WILL PAUSE HERE TO
SEE IF ANY OF MY COLLEAGUES HAVE
ANY QUESTIONS. IF NOT, I WILL
JUMP INTO MINE. COUNCILMEMBER
SOLOMON.
>> THANK YOU VERY MUCH. I WAS
INTERESTED IN THE INFRASTRUCTURE
PIECE THAT YOU PRESENTED ON
BECAUSE THAT'S ONE OF THE
THINGS THAT I'VE BEEN THINKING
ABOUT, IS THE SUSTAIN ABILITY OF
THE INFRASTRUCTURE REGARDING OUR
CLEAN WATER AS WELL AS OUR WASTE
WATER, AND ALSO THINKING ABOUT
HOW OUR ABUNDANCE OF TREES IN
CERTAIN NEIGHBORHOODS ARE
ADVERSELY IMPACTING SOME OF THAT
INFRASTRUCTURE. IN KNOWING THAT
FROM BASICALLY FROM THE MAIN TO
THE HOUSE, IT'S THE PROPERTY
OWNER'S RESPONSIBILITY TO TAKE
CARE OF THAT. GIVEN HOW MUCH
THOSE KIND OF REPAIRS CAN COST,
ARE THERE PROGRAMS THROUGH SPU
TO HELP OFFSET THE COST OF A
LINE BREAK BECAUSE OF TREES THAT
THE CITY PLANTED?
>> THERE'S A COUPLE OF THINGS.
WE'RE WORKING REALLY CLOSELY
WITH SDOT, OSC, AND PARKS ON HOW
WE ALL WORK IN THE RIGHT OF WAY
TO ENSURE SPACE FOR TREES AS
WELL AS INFRASTRUCTURE. WE
DON'T HAVE A SPECIFIC PROGRAM
THAT -- AND THAT -- WELL, WHAT
I'LL SAY IS THAT HOPEFULLY SETS
REQUIREMENTS TO REDUCE CONFLICT
BETWEEN TREES AND
INFRASTRUCTURE. WHAT I WILL SAY,
THOUGH, THAT WE DO HAVE -- SPU
HAS A PROGRAM WHERE WE OFFER
LOW-INCOME ASSISTANCE TO SIDE
SEWERS THAT ARE BROKEN AND NEED
REPAIR, AND SOMETIMES THAT IS
CAUSED BY TREE IMPACTS ON THE
PRIVATE PROPERTY. AND THAT SIDE
SEWER REPAIR ASSISTANCE PROGRAM
OFFERS 0% LOANS TO REPLACEMENT
UPGRADE THOSE LINES.
>> THANK YOU FOR THAT. I WISH I
WOULD HAVE KNOWN THAT WHEN I HAD
TO TAKE CARE OF THAT, WHEN I
LIVED IN THE MADRONA
NEIGHBORHOOD, BECAUSE OF TREES
THAT IMPACTED THE LINES COMING
INTO MY HOUSE. THANK YOU FOR
THAT. THAT'S ALL.
>> THAT IS A COMMON CONSTITUENT
ISSUE, I DO KNOW, AND OUR DUAL
GOALS OF PRESERVING CANOPY AND
UPKEEP OF OUR INFRASTRUCTURE,
THAT'S A POINT OF TENSION
SOMETIMES. THANK YOU FOR RAISING
THAT.
>> SUE ANSWERED ONE OF MY
QUESTIONS, THANK YOU, DANIELLE,
FOR THE PRESENTATION. I USUALLY
READ -- I HAVE THE PRESENT TANGS
FRONT OF ME, LIKE A PRINTOUT,
AND READING. YOU ANSWERED THE
QUESTION EARLIER IN YOUR
PRESENTATION ABOUT LIKE DRINK
WATER AVAILABILITY. IN 2060 I
HAD A PHENOMENAL TOUR OF THE
CEDAR RIVER WATERSHED THAT I
THINK IS INCREDIBLE ASSET THAT
OUR CITY HAS, AND THE LEVEL OF
CARE THAT SEATTLE PUB TILL
THAT'S DOES AND THAT WHOLE TEAM
UP THERE, PHENOMENAL. IT WAS
JUST REALLY AMAZING TO SEE, I
WAS A LITTLE SCARED IN THE
SUMMER TO SEE IT SHRINK DOWN,
BUT THEY'RE LIKE, THAT'S
NORMAL, AND THEN IT BUILDS BACK
UP IN THE FALL. SO IT'S GOOD TO
HEAR THAT THERE ARE PROJECTIONS,
AND THAT IS -- IN CONJUNCTION
WITH THE GROWTH OF OUR CITY AS
WELL. SO AS WE ARE GROWING AS A
POPULATION, USING MORE WATER,
BUT TO YOUR POINT, WE'RE
ACTUALLY USING LESS WATER,
BECAUSE TOILETS AND ALL THESE
THINGS ARE JUST BETTER FOR
WATER. ONE OF THE QUESTIONS, AND
WE CAN TAKE THIS OFFLINE, IT'S
NOT NECESSARILY A QUESTION, BUT
REGARDING OUR ANTI-DISPLAY.
PLAN, AND I KNOW THAT YOU ALL
HAVE LOW-INCOME PROGRAMS FOR
FOLKS, AND I'VE TALKED TO A
NUMBER OF PEOPLE ABOUT -- AND I
KNOW OUR COUNTY DID IT WITH
INCREASING THE THRESHOLD FOR
INCOME REQUIREMENTS AND A LOT OF
PEOPLE JUST DIDN'T KNOW. ONE OF
THE THINGS I'VE BEEN TRYING TO
ADD VIEW INDICATE FOR IS
UNDERSTANDING AS OUR CITY
BECOMES MORE SPIFNS WE MIGHT
NEED TO REVISIT POTENTIALLY SOME
OF THE INCOME REQUIREMENTS FOR
FAMILIES. SOME PEOPLE LIVE RIGHT
OVER THE THRESHOLD, AND THEY
JUST DON'T FIT IN BETWEEN, BUT
THEY ARE -- IT'S HARD FOR THEM
TO MAKE ENDS MEET.
>> GEESE THAT YOU'RE ASKING
THAT QUESTION. WE'RE ACTUALLY
DUE BACK TO COUNCIL BY APRIL 1st
ON A PROVISO THAT'S ASKING US
ABOUT JOINT ENROLLMENTS.
>> CAMP FREE AT SEATTLE CITY
LATE, TOO. NO, JUST KIDDING.
WHEN WE'RE THINKING ABOUT OUR
ANTI-DISPLACEMENT PLAN, ARE
THERE TWEAKS OR -- THANK YOU. I
DON'T SEE ANY QUESTIONS ONLINE
SO I GUESS WE CAN JUMP TO
SEATTLE CITY LIGHT.
>> IF YOU'D LIKE.
>> THANK YOU VERY MUCH. WANT TO
TALK TO YOU TODAY ABOUT CITY
LIGHTS PLANNING IN THREE AREAS.
FIRST OF ALL, OUR RESOURCE
PLANNING, WHICH IS BASICALLY THE
GENERATING AND PROCURING OF
ENERGY TO MEET SEATTLE'S ENERGY
NEEDS. AND WE ACCOMPLISHED THAT
PRIMARILY THROUGH 20-YEAR --
GRADED RESOURCE PLAN THAT WE
UPDATE EVERY OTHER YEAR AND OUR
CLIMATE ADAPTATION PLAN. AND
THEN FOR GRID PLANNING, THE
PLANNING WE DO TO ENSURE THAT WE
HAVE ALL THE INFRASTRUCTURE
NEEDED, ALL THE TRANSMISSION
DISTRIBUTION NEEDED TO RELIABLY
DELIVER ELECTRICITY TO RESIDENTS
AND BUSINESSES. AND THEN THIRD,
OUR CUSTOMERS PLAY A REALLY
IMPORTANT ROLE IN OUR PLANNING.
NOT JUST AS PARTICIPANTS BUT AS
PARTNERS. WE DO A LOT OF WORK
TOGETHER TO ADDRESS SOME OF
THEIR LONG-TERM ENERGY NEEDS AS
RELATES TO GROWTH AND SOME OF
THE SUSTAIN ABILITY OBJECT U.S.
THAT INCLUDES THE PLANNING THAT
WE DO FOR MANY OF OUR ENERGY
EFFICIENCY PROGRAMS, DEMAND
RESPONSE PROGRAMS, THE WORK THAT
WE'RE DOING AROUND ENABLING AND
ENCOURAGING TRANSPORTATION,
ELECTRIFICATION AND BUILDING
ELECTRIFICATION. SO HELPING
POWER THE CITY'S MOVE TO
DECARBONIZE. OKAY SOURCE WE GO
TO THE NEXT ONE HERE. SO THE KEY
INPUT OR REALLY FOUNDATIONAL
INPUT FOR CITY LIGHTS PLANNING
AS OUR FORECAST FOR CITY CITY'S
FUTURE ENERGY DEMAND. THIS IS A
CHART THAT SHOWS CITY LIGHT'S
ACTUAL AND FORECAST ELECTRICITY
DEMAND FROM THE CUSTOMERS WE
SEVEN, AND THE HORIZONTAL
ACCESS, YEARS. THE VERTICAL AXIS
IS ENERGY CONSUMPTION IN
MEGAWATTS. AND I WANT TO NOTE
THAT ON THIS CHART THE VERTICAL
AXIS STARTS AT 1,000 MEGAWATTS
AND NOT ZERO. SO WE ACTUALLY
FORECAST OUT FARTHER THAN 2035
BUT CUT THE CHART OFF TO MATCH
THE TIME HORIZON FOR THE COMP
PLAN. SO CITY LIGHT, WE FORECAST
FOR AVERAGE ENERGY AND PEAK
ENERGY DEMAND. THE BLUE LINE IS
PROJECTION OF AVERAGE ENERGY
CONSUMPTION. THE ORANGE LINE IS
PEAK LOAD, WHICH IS THE MAXIMUM
ENERGY DEMAND. THE ONE HOUR IN
THE YEAR WHEN CITY LIGHT SEES
OUR HIGHEST DEMAND. THIS LOOKS
LIKE A COLD, DARK, WEEKDAY
WINTER AFTERNOON WHEN BOTH HOMES
AND BUSINESSES ARE CONSUME AGO
LOT OF ELECTRICITY. SO IN
ADDITION TO THAT PEAK DAY,
THOUGH, WE CAN HAVE SITUATIONS
WHERE WE HAVE SEVERAL NEAR-PEAK
DAYS, AND THEY'LL OCCUR OVER
CONSECUTIVE SEVERAL HOURS OR
SELF DAYS IN ROW DURING A
PROLONGED HEAT OR COLD SPELL,
AND WE CAN HAVE MULTIPLE
NEAR-PEAK EVENT IN A YEAR, AND
WE MUST STILL PLAN TO MEET THAT
LOAD. OUR ENERGY DEMAND FORECAST
INPUTS LOOK LIKE -- OR BEFORE I
MOVE TO THAT YOU CAN SEE THAT
WE'VE GOT -- WE LOOK BACK
HISTORICALLY, FROM THE 2010 TO
2020. WE ACTUALLY SAW A DECLINE
IN OUR AVERAGE ENERGY
CONSUMPTION, BUT WE'VE SEEN AN
ABRUPT CHANGE, AND WHAT'S
DRIVING A LOT OF THAT IS NOT
JUST THE GROWTH THAT'S
ANTICIPATED THROUGH THE COMP
PLAN, BUT BY THE GROWTH DRIVEN
BY ELECTRIFICATION AS WE DE
CARBON NEIGHS THE COMMUNITY. WE
WERE ABLE TO EXPERIENCE THAT
DECLINE IN AVERAGE ENERGY
CONSUMPTION DURING THAT 2010 TO
2020 PERIOD, PRIMARILY THROUGH
ENERGY EFFICIENCY. SO OUR SORT
OF LEGACY OF AGGRESSIVE ENERGY
EFFICIENCY PROGRAMS, GOING BACK
TO 40 SOME-ODD YEARS, AND ALONG
WITH SIGNIFICANT CHANGES IN
EFFICIENCY THROUGH CODES AND
STANDARDS AND TECHNOLOGIES LIKE
LED LATING. OUR ENERGY DEMAND
FORECAST INPUTS INCLUDES GROWTH
DOMESTIC PRODUCT, CHANGING
BUILDING CODES AND DATA ON
PERMIT REQUESTS FROM DCI TO
PROJECT DEMAND FROM NEW
CONSTRUCTION. ALL OF THE INPUTS
THAT WE GET THROUGH OUR WORK
WITH OH 'PC D HELPS DRIVE OUR
LOAD FORECAST. THE POLICY
CHANGES WHICH ENCOURAGE
CUSTOMERS TO DO THAT CONVERSION
OF HEATING FROM FOSSIL FUELS
LIKE NATURAL GAS AND OIL TO
ELECTRICITY. AND THEN WE ALSO
CONSIDER OUR PROJECTIONS FOR THE
NUMBER OF ELECTRIC VEHICLES ON
THE ROAD, CARS, BUSES, AND EVEN
FERRIES, OUR TRENDS IN DEMAND
FOR BUILDING ELECTRIFICATION
FROM HEAT PUMPS. AND THEN ALSO
CUSTOMER ADOPTION OF ROOFTOP
SOLAR AND EFFICIENCY INVESTMENTS
LIKE SMART THERMOSTATS WHICH
HELP TO REDUCE DEMAND. SO DEMAND
IS EXTREMELY IMPORTANT IN OUR
PLANNING, BECAUSE WE CAN SEE
THAT DEMAND FOR OUR PRODUCT AND
THE GROWTH IN THE CITY IS GOING
TO INCREASE FAIRLY DRAMATICALLY.
WELL, ACTUALLY VERY DRAMATICALLY
OVER THE NEXT 20 YEARS. AND THEN
IN THE NEXT TEN YEARS WE'RE
GOING TO NEED TO MAKE SOME
SIGNIFICANT CAPACITY ADDITIONS
TO MEET CUSTOMER DEMAND. GO TO
THE NEXT SLIDE. SO THIS GRAPH
SHOWS OUR PLANNING ACQUISITIONS
OF FUTURE CLEAN YRG RESOURCES TO
MEET THAT GROWING DEMAND. OUR
GRAPH SHOWS ONE SCENARIO OF
ENERGY ACQUISITION TO MEET THE
ANTICIPATED LOAD. AS WE LOOK
HERE AGAIN AT THIS CHART, THE
HORIZONTAL AXIS SHOWS YEARS, AND
THE VERTICAL AXIS SHOWS
MEGAWATTS OF CAPACITY ADDED. AND
CITY LIGHT HAS A LONG-TERM PLAN
FOR MEETING ANTICIPATED CUSTOMER
ENERGY NEEDS OVER THE NEXT 20
YEARS, WHAT WE CALL OUR
INTEGRATED RESOURCE PLAN, OR
IRP. WE DEVELOP THAT LAN WITH
INPUT FROM COMMUNITY AND FROM
OTHER STAKEHOLDERS AND INDUSTRY
EXPERTS. THIS IRP PROJECTS THAT
CITY LIGHT WILL NEED TO NEARLY
DOUBLE OUR NAMEPLATE CAPACITY
RESOURCES IN OUR PORTFOLIO AND
IT ALSO PLOTS OUT WHAT SECTORS
WE SHOULD BE TARGETING, WIND AND
SOLAR, BUT ALSO EMERGING
TECHNOLOGIES LIKE UTILITY SCALE
BATTERIES, OFFSHORE WIND, AND
GEOTHERMAL. WE WILL ALSO BE
EXPLORING OTHER TECHNOLOGIES,
INCLUDING HYDROGEN, SMALL
REACTORS, AND FUSION. RIGHT NOW
HYDRO IS OUR PRIMARY POWER
RESOURCE. IT'S SERVED US WELL,
ENABLED US TO INTEGRATE A LOT OF
THESE RENEWABLE RESOURCES. BUT
LOOKING FORWARD WE'RE GOING TO
HAVE TO EXPAND OUR PORTFOLIO. A
KEY PART OF THAT ON THOSE
CAPACITY ADDITIONS, WE'RE GOING
TO NEED TO ADD MORE BASE LOAD
RESOURCES. SO WE HAVE TODAY
GREAT CLEAN RENEWABLE RESOURCES,
BUT MANY OF THEM ARE
INTERMITTENT. WE'RE GOING TO
HAVE TO SUPPLEMENT THOSE WITH
RESOURCES LIKE STORAGE, BUT
WE'RE ALSO GOING TO NEED OTHER
BASELINE RESOURCES LIKE
GEOTHERMAL AND THEN LOOKING AT
THE SMALL MODULAR REACTORS.
OKAY, THIS CHART HERE ALSO SHOWS
SOME -- IF YOU LOOK AT THE TOP,
THE DARK BLUE ON THE
CONSERVATION, AND THEN DOWN, THE
ORANGE LINE, THE SOLAR AND
BATTERY, CUSTOMER SIDE RESOURCES
THAT WILL HELP US OFFSET THE
DEMAND IN THAT SORT OF FIRST TEN
YEARS HERE WE'RE EXPECTING A
CONTRIBUTION OF ABOUT 118
MEGAWATTS OF ENERGY EFFICIENCY,
SOLAR, AND SOLAR COMBINED AS
WELL AS DEMAND RESPONSE
RESOURCES THROUGH A PORTFOLIO OF
PROGRAMS THAT WE'RE GOING TO
ROLL OUT TO HELP SHIFT SOME OF
THAT USE FROM THOSE PEAK DEMAND
DAYS TO OFF-PEAK TIMES. LET ME
GO ON TO THE NEXT ONE. THE OTHER
AREA THAT WE NEED TO LOOK AT IS
SORT OF HOW WE PLAN FOR OUR GRID
INVESTMENT. SO WE'RE PLANNING
FOR SEATTLE'S ELECTRICAL GRID
FOR THE FUTURE, AS THE CITY AND
OUR SERVICE CONTINUES TO MOVE
AWAY FROM FOSSIL FUELS WE'RE
GOING TO NEED TO BUILD OUT MORE
CAPACITY TO SERVE A DENSER URBAN
ENVIRONMENT. AT THE SAME TIME AS
WE ARE REPLACING AGING ASSETS.
OUR INVESTMENT AND REPLACING
POLES, TRANSFORMERS, UPGRADING
WIRES AND BUILDING NEW
SUBSTATIONS SIN FORMED BY DATA
ON THE CONDITION OF OUR ASSETS,
THE EV CHARGING NEEDS THAT WE'RE
FORECASTING, AND TRENDS AND
REQUESTS FROM OUR CUSTOMERS FOR
NEW ELECTRICAL CAPACITY. THIS
CAN COME IN THE FORM OF A NEW
BUILDING OR SERVICE UPGRADE TO
ACCOMMODATE CONVERSION FROM
NATURAL GAS OR INSTALLATION OF
NEW SOLAR PANELS, WHICH PUSH
ELECTRICITY ONTO THE GRID. BUT
WE'RE ALSO ACTIVELY
COLLABORATING WITH CUSTOMERS TO
PLAN THEIR FUTURE ENERGY NEEDS.
CUSTOMERS LIKE THE UNIVERSITY OF
WASHINGTON ARE PLANNING THEIR
NEXT GENERATION DISTRICT ENERGY
SYSTEM TO MOVE THEM AWAY FROM
FOSSIL FUELS AND TO POWER THIS
WITH ELECTRICITY IS GOING TO
REQUIRE MAJOR UPGRADES, IN THE U
DISTRICT, POTENTIALLY NEW
TRANSMISSION SERVICE AND A NEW
SUBSTATION. AND THEN THE LAST
THING THAT WE'RE LOOKING AT
HERE IS SORT OF REALTIME
TRACKING OF HOW OUR SYSTEM IS
BEING UTILIZED AND THIS HEAT MAP
HERE HE THAT'S TO THE RIGHT OF
THE SLIDE IS A PLANNING TOOL
THAT CITY LIGHT USES TO TRACK
HOW MUCH OF OUR GRID CAPACITY IS
BEING USED AT EVERY MOMENT OF
THE DAY. ON THE LEFT, WHAT YOU
SEE IS WHAT THE GRID LOOKS LIKE
ON A TYPICAL MILD WEATHER DAY,
WHEN USE IS LOW TO MODERATE. AND
THEN ON THE RIGHT, DON'T BE
ALARMED BY THE RED, BUT IT
REFLECTS WHAT THE GRID LOOKS
LIKE WHEN WE ARE IN A PEAK LOAD
SCENARIO, AND THE COLORING HERE
-- I MEAN, DON'T INTERPRET THIS
AS RED BEING AN EMERGENCY. IT'S
JUST THE WAY THIS MAP IS
COLORED. IT SHOWS THAT THE GRID
IS HE BEING USED IN SORT OF THE
40 TO 50% RANGE. SO WE TAKE ALL
OF THESE INPUTS AND DATA, AND WE
USE THAT TO INFORM OUR $2.3
BILLION SIX-YEAR CAPITAL
INVESTMENT PLAN. ABOUT 70% OF
WHICH IS FOR CAPITAL SPENDING
RELATED TO MAINTAINING THE
ELECTRICAL GRID AND OUR
GENERATION ASSET. AS WE'RE
LOOKING TO DOUBLE THE NAME PLAN
CAPACITY ON OUR GENERATING
RESOURCES AND MODERNIZE OUR
GRID, AS WELL AS OUR DAM
RELICENSING, THOSE ARE ALL
SIGNIFICANT INVESTMENT THAT ARE
GOING TO COME THE WAY OF OUR
UTILITY CUSTOMERS OVER THE NEXT
TEN YEARS OR. SO WE'RE GOING TO
NEED TO INVEST IN THIS FUTURE AS
A COMMUNITY TO MEET THE NEEDS
FOR THE FUTURE. THIS IS PROBABLY
GOING TO SHINE AS WE MOVE
FORWARD FOR FUTURE INVESTMENT
PLANS AND RATE PATHS. SOME OF
THE SIGNIFICANT INVESTMENTS
WE'RE GOING TO BE MAKING ON THE
GRID SIDE, MENTIONED THE WORK
WE'RE LOOKING AT WITH
UNIVERSITY OF WASHINGTON AND
AREA AROUND THE U DISTRICT WITH
SIGNIFICANT GROWTH AND DE
CARBONIZATION ACTIVITIES. WE'RE
ALSO GOING TO BE PROBABLY
LOOKING AT SOME UPDATES TO OUR
INNER BAY SUBSTATION TO THE
NORTH, AND THEN TO THE SOUTH OUR
DUWAMISH AND CRESTON SUBSTATIONS
WILL EITHER SEE SOME MAJOR
UPGRADES OR POTENTIALLY SOME
ADDITIONAL SUBSTATION
DEVELOPMENT. SO FINALLY, WE KNOW
THAT MULTIFAMILY HOUSING IS
ENVISIONED BY OUR SEATTLE COMP
PLAN, WILL CHANGE THE LANDSCAPE
OF SEATTLE'S RESIDENTIAL
NEIGHBORHOOD, AND WE'RE
ACTUALLY PLANNING FOR WHAT THE
DENSITY -- NEW DENSITY WILL MEAN
FOR OUR ELECTRICAL SYSTEM.
REALLY ON THE PLUS SIDE,
COMPARED TO SINGLE-FAMILY
HOUSING, AND MULTIFAMILY
HOUSING, NEW CONSTRUCTION USES
FAR LESS ELECTRICITY PER SQUARE
FOOT THAN HOMES AND APARTMENTS
BUILT DECADES AGO. AND OUR
MODERN BUILDING PRACTICES RESULT
IN HOMES THAT ARE MUCH BERT
INSULATED, HAVE HIGHER
EFFICIENCY HEATING AND COOLING
SYSTEMS, HEAT PUMP TECHNOLOGY
HAS DONE SOME WONDERFUL THINGS
TO LOWER COSTS AND TO ADD
COMFORT. AND SO THAT'S GOING TO
MEAN AS WE GROW, POTENTIALLY
LOWER UTILITY BILLS HELPING THE
ALL DONE COST OF LIVING FOR
RESIDENTS OF SEATTLE. DOING A
LOT OF WORK WITH FOLKS IN OTHER
CITY DEPARTMENTS, PARTICULARLY
AT PCI, OFFICE OF HOUSING TO
BUILD OUT THIS FUTURE AND WE
KNOW THAT ONE OF THE THINGS
THAT'S A CONSEQUENCE OF THE --
POSITIVE CONSEQUENCE OF THE
INCREASED DENSITY AND NEW
CONSTRUCTION IS THAT
NEIGHBORHOODS WILL START TO LOOK
A BIT DIFFERENT, BECAUSE THERE
WILL BE FEWER POLES AND WIRES
WITH ZERO SETBACKS AS WE PUSH
INFRASTRUCTURE UNDERGROUND. AT
LEAST NEW INFRASTRUCTURE
UNDERGROUND. AND THEN LASTLY ,
WANT TO THANK THE STAFF AT OPCD
FOR THEIR STRONG COLLABORATION
WITH CITY LIGHT. THEY'RE GREAT
PARTNERS, ALONG WITH SPU, SDOT,
AND OTHER DEPARTMENTS WHO
AREN'T HERE WITH US TODAY. OUR
TEAM HAS PARTICIPATED AS PART OF
THE PROCESS, REVIEWED PROPOSED
GOALS AND POLICIES, AND
CERTAINLY PROVIDED INFORMATION
FOR THE UTILITY.
>> AWESOME. THANK YOU, CRAIG.
REALLY APPRECIATE YOUR
PRESENTATION. AND I'M GOING TO
PAUSE TO SEE IF COUNCILMEMBERS
HAVE ANY QUESTIONS.
COUNCILMEMBER SOLOMON.
>> THANK YOU VERY MUCH, MADAM
CHAIR. SOME OF THE QUESTIONS I
HAD YOU ACTUALLY ANSWERED IN
YOUR SLIDES, I BELIEVE SLIDE 35,
I WAS THINKING ABOUT OUR SEVERE
WIND SYMPTOMS, OUR BOMB
CYCLONES, AND HOW ARE WE GOING
INSULATE OURSELVES FROM THAT,
AND THE IDEA OF BURYING THE
INFRASTRUCTURE AND HAVING
UNDERGROUND INFRASTRUCTURE IS
ONE THAT I'VE CONSIDERED. I'M
ALSO THINK THAGHTD'S PROBABLY
VERY EXPENSIVE TO DO THAT.
>> YES. I'M GLAD YOU ASKED THAT
QUESTION JUST SO I CAN CLARIFY.
WE'RE NOT PLANNING TO
UNDERGROUND OUR ENTIRE SYSTEM.
THE COST DIFFERENCE BETWEEN
OVERHEAD AND UNDERGROUND
SYSTEMS, AS WE'RE LOOKING AT
OUR CORE DISTRIBUTION SYSTEM IS
ABOUT SEVEN TIMES -- 7X FOR
UNDERGROUND INFRASTRUCTURE THAN
FOR OUR OVERHEAD INFRASTRUCTURE.
SO IMPORTANT THAT WE MAINTAIN
AND UPGRADE OUR EXISTING
INFRASTRUCTURE, AND THEN WE'VE
GOT A LOT -- WE'VE GOT ABOUT
300 MILES OF EXISTING
UNDERGROUND INFRASTRUCTURE THAT
WE'RE GOING TO NEED TO REPLACE.
BURIED CABLE THAT'S FAILING.
IT'S GOING TO BE AN EXPENSIVE
REPLACEMENT BUT IMPORTANT TO
PRESERVE RELIABILITY FOR THOSE
FOLKS WHO HAVE BEEN EXPERIENCING
EXTENDED OUTAGES. SO EVEN LONG
TERM, UNDERGROUND IS NOT ALWAYS
THE -- IT'S NOT THE SILVER
BULLET TO RELIABILITY THAT
INCREASED RELIABILITY THAT FOLKS
THINK IT IS. AESTHETICALLY, WHEN
I TALK ABOUT THAT -- I'M
THINKING ABOUT IN MANY CAUSES AS
WE'RE GOING TO TRIPLEXES ,
FOURPLEXES, IT WOULD BE
UNDERGROUND, FROM THE POLE TO
THE BUILDING, THEN HAVING IT
COME ACROSS. AND THEN FOR SOME
OF OUR NEW INFRASTRUCTURE. NOT
EN MASSE. YOU GUYS CAN MAKE A
LOT OF INVESTMENT IN RENEWING
AND REPLACING OUR EXISTING
INFRASTRUCTURE TO KEEP AND BRING
OUR RELY ABILITY NUMBERS UP.
>> GREAT. THANK YOU. ONE OTHER
THING, THE PREVIOUS SLIDE, SLIDE
34, TALKING ABOUT THE CLEAN
ENERGY PICTURE, I'M CONCERNED
THAT WE HAVE AN ADMINISTRATION
OVER ON THE EAST COAST THAT IS
HOSTILE TO RENEWABLE ENERGY.
AGAIN, HOW CAN WE INSULATE
OURSELVES FROM WHAT'S PROBABLY
GOING TO BE A DISINVESTMENT IN
WIND, SOLAR, GEOTHERMAL? HOW CAN
WE KEEP DOING WHAT WE NEED TO BE
DOING, REGARDLESS OF WHAT
FUNDING MAY OR MAY NOT BE COMING
FROM THE OTHER WASHINGTON?
>> I THINK WE CONTINUE TO
ADVOCATE FOR, AS WE'RE WORKING,
AND OUR GENERAL MANAGER WILL BE
BACK IN WASHINGTON, D.C., I
BELIEVE NEXT WEEK, MEETING WITH
MEMBERS OF OUR DEL GUY, AND WE
WANT TO CONTINUE TO ADVOCATE FOR
THOSE TAX CREDITS AND OTHER
SITUATIONS THAT ARE GOING TO
IMPROVE SORT OF RELIABILITY AND
ENERGY SECURITY AND RENEWABLE
RESOURCES ARE AN IMPORTANT PART
OF THAT. I THINK WE'RE GOING TO
CONTINUE TO SORT OF PREACH THE
IMPORTANCE OF RENEWABLES WITHIN
A PORTFOLIO THAT PROVIDES ENERGY
SECURITY RELIABILITY. WE'LL SEE
HOW THAT PLAYS OUT. REGARDLESS,
THOUGH, OF HOW THAT PLAYS OUT,
WE HAVE THE LEADERSHIP OF THIS
COUNCIL AND GREAT LEADERSHIP
WITHIN THE STATE THROUGH THE
CLEAN ENERGY TRANSFORMATION ACT
THAT SAYS WE'RE GOING THERE,
WE'RE GOING CLEAN ANYWAY, AND
WE'RE MAKING THOSE INVESTMENTS,
MARKET, DEVELOPMENT, WE ARE IN
THE PROCESS OF DOING ENERGY
PROCUREMENT TO BRING CLEAN NEW
RESOURCES TO OUR COMMUNITY AND
PLAN TO CONTINUE TO DO SO, AS
ARE THE REST OF THE UTILITIES IN
THIS STATE.
>> THANK YOU.
>> THANK YOU, COUNCILMEMBER
SOLOMON. PRESIDENT NELSON.
>> I'VE EXPRESSED MY CONCERN IN
THE PAST ABOUT CITY'S
CAPACITY IN GENERAL REGARDLESS
OF THE COMP PLAN AND HOW MUCH
POPULATION GROWTH WE CAN
ANTICIPATE AS WE ARE
ELECTRIFYING OUR BUILT
ENVIRONMENT, WHICH IS A GOOD
THING. SO, ON PAGE 34, IT --
SORT OF FOLLOWING ON
COUNCILMEMBER SOLOMON'S
QUESTIONS, ON PAGE 34,
CONSERVATION, OFFSHORE WIND,
ENHANCEDDED GEOTHERMAL, BATTERY,
SOLAR, WIND, ET CETERA, A LOT OF
DIFFERENT CLEAN ENERGY MODES,
THIS AREA HAS A CLUSTER, GROWING
CLUSTER OF SMALL, MOD YOU ARE
LAR REACTOR AND FUSION R&D
STARTUPS, AND IN ADDITION TO
THAT, THE NATIONAL LAB IS IN
SOUTH LAKE UNION, DEPARTMENT OF
ENERGY. SO IS THERE ANY PLANNING
AT ALL ON ANY BARRIERS THAT NEED
TO BE HE REMOVED OUR PLANNING
FOR AN ADDITIONAL ENERGY SOURCE
IN OUR MIX GOING FORWARD?
>> I MEAN, I THINK WE CERTAINLY
WANT TO LOOK AT ALL THINGS THAT
WE BELIEVE ARE GOING TO BE
ECONOMIC AND RELIABLE, AND WE
KNOW WE NEED TO EXPAND ON THAT
BASE LOAD CAPACITY. ONE OF THE
SORT OF PRIMARY CONCERNS THAT WE
HAVE, NOW THAT I KNOW THAT OUR
GENERAL MANAGER, TO IMPROVE OUR
ABILITY TO PARTNER WITH OTHERS
ON BUILDING AND OWNING
GENERATION. SO THAT AND ENSURING
THAT WE HAVE ACCESS TO ANY TAX
INCENTIVES THAT COME ALONG. SO
THAT WILL BE A FOCUS FOR US BOTH
AT THE NATIONAL LEVEL AND ANY
OTHER SORT OF AUTHORITIES THAT
WE NEED AT THE STATE LEVEL TO
ALLOW US TO PARTNER.
>> THANK YOU.
>> AWESOME. THANK YOU, CRAIG. I
ONLY HAD ONE QUESTION. IT'S
PROBABLY GOING TO BE FOR CHIEF
SCOGGINS, BUT REGARDING ALL THE
UNDERGROUND WIRES, I KNOW
POTENTIALLY COULD ASK FOR
ANOTHER ENERGY RESPONSE UNIT
FOR, I DON'T KNOW, THE CITY, I
THINK WE ONLY HAVE ONE IN THE
CITY, A TRANSPONDER BLEW IN
FRONT OF MY HOUSE. THIS SOUND'D
LIKE -- ANYWAY, YOU KNEW WHAT I
WAS TALKING ABOUT. AND OUR
PHENOMENAL FIRE DEPARTMENT GOT
THERE, AND I DIDN'T REALIZE
THEY HAD TO FLUSH CARBON DIOXIDE
IN THE LINE TO GET THE FIRE OUT
AND SO FORTH, BUT WE HAD POWER
RESTORED VERY QUICKLY. VERY
GRATEFUL. BUT DIDN'T REALIZE
THE INFRASTRUCTURE IN OUR CITY
AND HOW -- AND THEY EXPLAINED
WHY IT ACTUALLY BLEW AND SO
FORTH. SO THE UPGRADES THAT YOU
WERE TALKING ABOUT, REGARDING A
LOT OF LINES I CAN ATTEST TO
THAT AS WELL. SO, ANYWAY. AND
I'M PRETTY SURE THE CHIEF IS
GOING TO SAY, YEAH, WE NEED
ANOTHER ONE AS WE GROW. MAYBE.
WELL, THANK YOU SO MUCH. LOOKING
FORWARD, YEAH TO HEARING ARE
MORE. I KNOW THERE'S SOME OTHER
QUESTIONS OFFLINE THAT I HAVE,
BUT LOOKING FORWARD TO THE NEXT
-- PROBABLY COUNCILMEMBER
KETTLE'S FAVORITE DEPARTMENT,
SEATTLE FIRE DEPARTMENT AND
SEATTLE POLICE DEPARTMENT.
>> YOU RAISED THE QUESTION
EARLIER DURING THE SPU
PRESENTATION AND I WANTED TO PUT
A FINE POINT ON IT. THE ELECTRIC
UTILITIES, OR THE ENERGY
UTILITIES IN THE STATE, NOT
WATER, BUT ELECTRIC UTILITIES,
WE'RE REQUIRED BY THE CLEAN
ENERGY TRANSFORMATION ACT TO
HAVE SOME PROGRAMS THAT PROVIDES
FOR BILL ASSISTANCE FOR
CUSTOMERS WHO ARE BETWEEN -- OR
UP TO 80% OF MEDIAN INCOME. SO
CITY LIGHT WILL BE LOOKING TO
DEVELOP SOMETHING THAT PROVIDES
THAT ASSISTANCE, AS REQUIRED BY
LAW.
>> AWESOME. THANK YOU FOR THAT.
THAT'S GREAT TO KNOW. THANK
YOU, CRAIG. THANK YOU, DANIELLE.
APPRECIATE Y'ALL.
>> WHILE WE'RE WAITING FOR OUR
COLLEAGUES AT SEATTLE POLICE AND
SEATTLE FIRE TO COME TO THE
TABLE, I WANTED TO HIGHLIGHT MY
OBSERVATION ABOUT HOW THE WORK
OF THESE TWO DEPARTMENTS RELATES
TO THE COMPREHENSIVE PLAN. I
THINK WHAT YOU HEARD IN BOTH OF
THOSE PRESENTATIONS IS HOW --
THE DEGREE TO WHICH GROWTH IN
HOUSING AND IN JOBS IS ONE
FACTOR, AND IN MANY WAYS, LESS
CRITICAL AND TIMELY FACTOR IN
OUR CONSIDERATION OF PLANNING
FOR THE FUTURE. A LOT OF THE
PRIORITIES FOR THE FUTURE ARE
DRIVEN BY THINGS LIKE CLIMATE
CHANGE AND RESILIENCE, TRENDS
SUCH AS ELECTRIFICATION, AGING
INFRA STRUCTURE. ALL OF THOSE
THINGS ADDRESSED AND FRAMED IN
THE COMPREHENSIVE PLAN. BUT
AGAIN, GROWTH AND DEVELOPMENT
ARE JUST ONE FACTOR AMONG MANY,
AND WE HAVE THAT NEW CLIMATE AND
RESILIENCE COMPREHENSIVE PLAN
ELEMENT THAT ALSO HELPS TO
PROVIDE A FRAMEWORK FOR CITY
LIGHT AND OTHERS AS THEY DO
THEIR WORK. AND I'M JOINED BY
SEATTLE POLICE DEPARTMENT AND
SEATTLE FIRE DEPARTMENT. ANGELA
SOSI, DID I SAY IT RIGHT,
SEATTLE POLICE DEPARTMENT. IF
YOU WANT TO DO YOUR
PRESENTATION.
>> AWESOME. THANK YOU SO MUCH.
GOOD AFTERNOON, COUNCILMEMBERS.
ANGELA SOSI, EXECUTIVE DIRECTOR
OF FINANCE FOR SEATTLE POLICE
DEPARTMENT. AT SPD OUR PLANNING
EFFORTS LOOK A LITTLE BIT
DIFFERENT FROM THE OTHER
DEPARTMENTS THAT YOU'VE HEARD
FROM TODAY. THERE'S A LESSER
EMPHASIS ON INFRASTRUCTURE AND
DEVELOPMENT PROJECTION, CAPITAL
IMPROVEMENTS, BUT IT IS CRITICAL
THAT WE TRACK THE CITY'S VISION
FOR GROWTH AND DEVELOPMENT TO
ANTICIPATE THE LEVELS OF
SERVICE. AS THE DIRECT SERVICE
PROVIDER OUR MOST IMPORTANT
ASSET IS OUR PERSONNEL. WE
EMPLOY PATROL OFFICERS WHAT
FIELD EMERGENCY CALLS FOR
SERVICE 24 HOURS A DAY, SEVEN
DAYS A WEEK, DETECTIVES WHO
CONDUCT FOLLOW-UP INVESTIGATIONS
INTO VIOLENT AND PROPERTY CRIMES
AND OTHER TYPES OF CRIME, AND
SPECIALLY TRAINED OFFICERS WHAT
PROVIDE SPECIAL RESPONSE
SERVICES SUCH AS OUR HARBOR
PATROL UNIT. OTHER PARTS OF THE
DEPARTMENT FUNCTION TO TRAIN,
EQUIP AND PROVIDE POLICY
GUIDANCE, HUMAN RESOURCES AND
EMPLOYEE SUPPORT SERVICES TO
THOSE DELIVERING THE DIRECT
SERVICES TO THE PUBLIC. THE
DEPARTMENT IS DIVIDED INTO FIVE
PRECINCTS EACH WITH A POLICE
STATION THAT SERVES AS THE BASE
OF OPERATIONS FOR THAT PATROL
AREA. DETECTIVES IN CENTRALIZED
INVESTIGATION UNITS ARE
PRIMARILY LOCATED AT
HEADQUARTERS DOWNTOWN ALONG WITH
MOST OF OUR ADMINISTRATIVE
PERSONNEL . WHEN WE ENGAGE WITH
THE COMP PLAN EFFORT WE GENTLE
ARE REVIEWING FOR MAJOR CHANGES
TO ARTERIALS AND WATER CROSSINGS
USED BY OFFICERS RESPONDING TO
EMERGENCY CALLS. WE'RE ALSO
REVIEWING GROWTH OPTIONS TO
DETERMINE IF THEY ARE GOING TO
HAVE ANY IMPACT ON OUR ABILITY
TO TRAVERSE PRECINCT AREAS OR
RESPOND ACROSS PRECINCT
BOUNDARIES AND CRITICAL
INCIDENTS. FROM A BIANNUAL
STANDPOINT OUR AUTHORIZED POLICE
STANDPOINTS ARE -- BULK OF OUR
PLANNING EFFORTS OCCUR ONE THAT
PROCESS, INFORMED BY MANY
INPUTS, CURRENT POLICY AND
GENERAL DAS, AVAILABLE
RESOURCES, DEMAND FOR SERVICES.
WE OPERATE WITHIN CONSTRAINTS
WITHIN OUR HIRING PROCESS AND
PIPELINE AND INFRASTRUCTURE. AS
A CITY WE'VE ACKNOWLEDGED THERE
IS A DEFICIT OF EMERGENCY
RESPONDERS IN THE CITY AND WE
ARE WORK COLLECTIVELY WITH THE
MAYOR'S OFF, CITY COUNCIL, AND
OTHER STAKE HOLDERS TO ADDRESS
THAT VIA THE MAYOR'S
RECRUITMENT RETENTION PLAN.
WE'VE RECENTLY MADE INVESTMENT
INTO INITIATIVES RELATED TO THAT
PLAN. WE'VE ALSO MADE
INVESTMENTS ALONG THE LINES OF
ONLINE AND REPORTING, TECHNOLOGY
SOLUTIONS, OVERTIME FOR
SUPPLEMENTAL POLICE SERVICES,
CIVILIAN STAFF SUPPORT, TO ALSO
HELP MEET THE DEMAND FOR PUBLIC
SAFETY SERVICES. ALL THAT SAID,
WHEN IT COMES TO ANTICIPATING
GROWTH AND DEVELOPMENT, THE
GROWTH THAT WE'VE SEEN IN THE
CITY OF SEATTLE, IN TERMS OF
PUBLIC SAFETY WORK LOAD, WE
TYPICALLY SEE A GRADUAL INCREASE
WHEN IT COMES TO PUBLIC SAFETY
SERVICES. WE DEFINE WORK LOAD AS
CALLS FOR SERVICE. THAT'S GOING
TO BE EMERGENCY CALLS ARE FOR
SERVICE MADE BY THE PUBLIC,
CALLS FOR SERVICE BY OUR POLICE
OFFICERS, THAT ESSENTIAL MAKES
THAT UP PUBLIC SAFETY EMERGENCY
RESPONSE WORK LOAD, AND
EVERYTHING MORE OR LESS STEMS
FROM THAT CORE SERVICE THAT WE
PROVIDE. IN TERMS OF -- YOU CAN
GO TO THE NEXT SLIDE -- HOW
WE'RE ALLOCATING POLICE
RESOURCES OR PATROL RESOURCES
ACROSS THE CITY, THAT ALL OCCURS
OUTSIDE OF THE BUDGET PROCESS.
WE'RE CONSTANTLY ASSESSING
PATROL STAFFING, PRECINCT
STAFFING. THE STAFFING LEVELS
ARE CALCULATED USING A
COMBINATION OF WORK LOAD AND
PERFORMANCE METRICS, CALLS FOR
SERVICE, RESPONSE TIMES FOR
ACTIVE TIME, PRECINCT COMMANDERS
ARE MONITORING DAILY STAFFING
AND AUGUST MEANTING WITH
OVERTIME AS NEEDED. DEPLOYMENT
ANALYSTS MONITOR AND MAKE
RECOMMENDATIONS FOR PERMANENT
ASSIGNMENTS AND PROFESSIONALS
ARE ENGAGED PERIODICALLY TO
ASSESS CURRENT AND FUTURE
STAFFING NEEDS USING ADVANCED
MODELING. ALL THIS TO SAY THAT
WHILE GROWTH CERTAINLY DOES
IMPACT PUBLIC SAFETY SERVICES
AND OUR ABILITY TO DELIVER THOSE
SERVICES AND CITIZEN
EXPECTATIONS OR COMMUNITY
EXPECTATIONS AROUND PUBLIC
SAFETY RESPONSE, FOR US
POPULATION RATIOS, THEY CAN
SERVE AS A REFERENCE POINT, BUT
IN TERMS OF GROWTH TRAJECTORY,
WE'RE FACTORING INTO OUR
PLANNING PROCESS AND STAFF
ALLOCATION PROCESS MANY OTHER
VARIABLES, THE POPULATION SERVES
AS A REFERENCE POINT FOURS, BUT
IN TERMS OF GROWTH AND PLANNING
FOR GROWTH ACROSS THE CITY, WE
HAVE A SMALLER ROLE WHEN IT
COMES TO THE COMPREHENSIVE
PLANNING PIECE. I WILL
HIGHLIGHT, THOUGH, AND IF YOU
COULD GO TO THE NEXT SLIDE, ONE
AREA THAT IS SIGNIFICANT IMPACT
FOR US, AND IS ADDRESSED IN THE
COMPREHENSIVE PLAN IS THE
CAPITAL NEEDS. MOST OF OUR
FACILITIES OVER THE LAST DECADE
WE'VE REACHED CAPACITY,
STAFFING SHORTAGE HAS ALLEVIATED
SOME OF THE CAPACITY ISSUES AT
OUR FACILITIES, BUT WE DO HAVE
AGING FACILITIES THAT AS THE
CITY CONTINUES TO GROW AND
DEVELOP AND EXPAND ITS FOOTPRINT
OR SERVICE FOOTPRINT, WE WILL
NEED TO LIKELY ADDRESS OVER THE
NEXT 20 YEARS A NUMBER OF
FACILITIES IDENTIFIED HERE.
WE'RE AN EXECUTIVE DEPARTMENT.
WE LEASE OUR FACILITIES FROM
FINANCE AND ADMINISTRATIVE
SERVICES. UNLIKE MANY OF THE
DEPARTMENTS YOU HEARD FROM
TODAY, WE DON'T HAVE AFTER
CAPITAL PRACTICE. WE ARE
DEPENDENT ON, AGAIN, THE CITY
BUDGET PROCESS TO ADDRESS ANY
NEEDS. THE FACILITIES THAT ARE
ADDRESSED IN THE CAPITAL
IMPROVEMENT PLAN ARE MAINTAIN
HADED BY FAS AT A BASIC LEVEL.
WE IDENTIFIED IN THE PREVIOUS
COMPREHENSIVE PLAN A NEED FOR A
NEW NORTH PRECINCT TO ADDRESS
CAPACITY ISSUES AND JUST INCOM
PAT ABILITY WITH OUR NEEDS IN
THE NORTH END. WE'VE ALSO
IDENTIFIED A NEED FOR OUR POLICE
TRAINING FACILITY, JOINT HARBOR
FACILITY, AND THEN A NUMBER OF
RENOVATIONS OF OUR PRECINCT TO
SUPPORT THE CITY'S PLANNED
GROWTH OF THE POLICE DEPARTMENT
OVER THE NEXT TEN TO 20 YEARS.
>> I DON'T KNOW IF COUNCIL
PRESIDENT -- THANK YOU, SORRY.
THANK YOU SO MUCH FOR THE
PRESENTATION. I SEE COUNCIL
PRESIDENT, YOU HAVE YOUR OLD
HAND UP. OR IS THAT OLD? OH,
SORRY. QUICK QUESTION, AND I
WANT TO PAUSE TO SEE IF
COUNCILMEMBER KETTLE, THE CHAIR
OF OUR PUBLIC SAFETY HAS A
QUESTION. OF COURSE YOU DO.
COUNCILMEMBER KETTLE.
>> JUST WANTED TO SAY THANK YOU
FOR COMING AND PRESENTING,
PARTICULARLY THE LAST SLIDE.
RELATED TO PUBLIC SAFETY, FIRE
AND EMERGENCY MANAGEMENT ARE
PROBABLY MORE IN FRONT. WE
CANNOT FORGET SEATTLE POLICE
DEPARTMENT NEDS AS IT NEEDS TO
GROW TO MATCH THE GROWTH OF THE
CITY AND A KEY PIECE OF THIS IS
THE FACILITIES PIECE THAT YOU
NOTED. A LITTLE BIT OF A
DIFFERENT PROCESS HERE WITH
SEATTLE PD. THIS IS A GOOD LIST
THAT HIGHLIGHTS SOME OF THE
NEEDS OF THE DEPARTMENT, AND I
WOULD ALSO ADD, POTENTIALLY IN
THE FUTURE, SUB STATIONS,
PARTICULARLY FOR THOSE AREAS
THAT ARE KIND OF ISOLATED. I
JUST HAD A MEETING WITH
COUNCILMEMBER STRAUSS WITH THE
MAGNOLIA COMMUNITY COUNCIL, AND
MAGNOLIA IS ISOLATED, AND HAVING
A SUBSTATION WOULD BE VERY
BENEFICIAL. OBVIOUSLY IT'S TIED
TO THE STAFFING THAT WAS NOTED
AT THE BEGINNING OF THE
BRIEFING. BUT CLEARLY SEATTLE PD
HAS ITS PEACE, TOO, IN TERMS OF
OVERALL PUBLIC SAFETY. I JUST
WANTED TO SAY THANK YOU FOR
COMING AND REPRESENTING SEATTLE
POLICE DEPARTMENT AND ENDING
WITH THIS SLIDE. THANK YOU.
>> AWE. SOME THANK YOU,
COUNCILMEMBER KETTLE AND
COUNCILMEMBER SOLOMON.
>> THANK YOU VERY MUCH. HI,
ANGELA. REAL QUICK, I KNOW THERE
ARE PLANS TO EXPAND NORTH
PRECINCT, BASICALLY SPLIT NORTH
PRECINCT INTO TWO AND HAVING
LIKE A NORTHWEST STATION AND A
NORTHEAST STATION. THERE WAS
OPPOSITION FOR THAT UNYEARS
PAST. IS THE CURRENT OPERATIONAL
PLANNING TO LOOK AT REVISITING
THAT, SO WE DO ACTUALLY HAVE A
NORTHWEST AND A NORTHEAST,
SEPARATE FACILITIES?
>> THE NORTH PRECINCT I WOULD
SAY IS GENTLE ON HOLD FOR NOW.
WE'VE ADDRESSED SOME SHORT-TERM
NODES AT THE NORTH PRECINCT.
THERE IS A PIECE OF PROPERTY
THAT WAS PURCHASED FOR THE NEW
FACILITY. THERE WAS ONLY A -- IT
WAS AT THE TIME PLANNED AS A
SING LAR FACILITY. I DON'T
BELIEVE THERE'S BEEN ANY RECENT
DISCUSSIONS AROUND SPLITTING
THAT INTO TWO LOCATIONS,
ALTHOUGH I KNOW THERE IS
DEPARTMENT INTEREST AND
POTENTIALLY HAVING A NORTHWEST
AND NORTHEAST PRECINCT.
>> OKAY. I WAS JUST CURIOUS AS
TO WHERE THINGS WENT WITH THAT.
AGAIN, KNOWING ALL OF THESE
FACILITIES, I KNOW THAT THEY
NEED SOME UPGRADES. THANK YOU.
>> AWESOME. THANK YOU, ANGELA. I
DON'T HAVE ANY QUESTIONS. I'LL
PROBABLY JUST GO OFFLINE WITH
SOME OF MINE, REGARDING HOW MANY
-- NOT JUST CAPITAL NEEDS BUT
OFFICER, HOW MANY VERSUS OUR
POPULATION AND SO FORTH. SO I'LL
DO THAT OFFLINE. THANK YOU.
>> GREAT. BEFORE TURNING IT OVER
TO FIRE, I ALSO WANT TO
UNDERSCORE THE IMPORTANCE OF
THIS SLIDE, WHICH ILLUSTRATES
THE NEXT US TO THE COMPREHENSIVE
PLAN FOR THE DIRECT SERVICE
PROVIDERS IN THE CITY, LIKE
POLICE, LIKE FIRE, COMP PLAN,
AND YOU'LL FIND IT IN THE
APPENDICES, IDENTIFIES KEY
CAPITAL PROJECT THAT ARE
ANTICIPATED THAT WILL BE NEEDED
OVER NEXT 20 YEARS. WE HAVE THE
DATA, PRAY OR TEE, AND
APPROACHES DESCRIBED, AND THEN
THE PROJECT LIST. THAT'S
SOMETHING TO LOOK FOR UNCOMP
PLAN. IS THE PURPOSE OF THE COMP
PLAN TO DOCUMENT THOSE GOING
FORWARD. CHIEF SCOGGINS, YOU'RE
UP.
>> THANK YOU. YOU CAN MOVE TO
THE NEXT SLIDE, ALTHOUGH THAT'S
A PRETTY GOOD SLIDE RIGHT THERE,
I GOTTA TELL YOU. FIRST WANT TO
THANK THE COUNCIL FOR YOUR
PATIENCE IN LISTENING TO ALL THE
DEPARTMENTS THIS AFTERNOON, AND
THANK YOU TO OFFICE OF PLANNING
COMMUNITY DEVELOPMENT FOR
ALLOWING OUR FOLKS TO
PARTICIPATE IN THE MEETINGS, AND
WE PROVIDED SOME OF THE INPUT
THAT YOU'LL SEE IN THE
COMPREHENSIVE PLAN FOR THE FIRE
DEPARTMENT. BUT I'D LIKE TO --
OH, THAT'S A LITTLE OUT OF
WHACK, ON THE MISSION AND THE
SERVICES. I'M NOT SURE WHAT
HAPPENED THERE. BUT WHAT WE
TRIED TO DO IS -- WHAT I WANT TO
DO BEFORE WE START THIS IS TO
ANSWER SOME QUESTIONS THAT WERE
ASKED ALONG THE WAY, EXCUSE ME.
COUNCILMEMBER HOLLINGSWORTH,
ENERGY RESPONSE TEAM, THAT'S
DONE IN PARTNERSHIP WITH CITY
LIGHT. SO WHEN WE STOOD THAT
PROGRAM UP, CITY LIGHT WAS RIGHT
THERE AT THE TABLE WITHU HELPED
TRAIN OUR FIREFIGHTERS ON THE
ELECTRICAL GRID, THE SYSTEM, THE
CHALLENGES THAT WE FACED, AND
THEY ALSO PURCHASED ENERGY ONE,
IT'S OUR RESPONSE VEHICLE, AND
THEY ALSO PROVIDE FUNDING
ANNUALLY FOR THE ONGOING
TRAINING SO OUR FIREFIGHTERS CAN
STAY PROFICIENT UNFIGHTING THOSE
ENERGIZED-TYPE FIRES. SO THAT'S
REALLY IMPORTANT. COUNCILMEMBER
NELSON, YOU ASKED EARLY ON ABOUT
METRICS AND THINGS LIKE THAT.
SOWN THE FAIR DEPARTMENT, OUR
WHOLE WORLD IS BASED ON METRICS.
SO OUR RESPONSE TIMES ARE BASED
ON NFPA17 10, AND THAT PROVIDES
GUIDANCE FOR OUR RESPONSE TIMES
TO FIRE AND MEDICAL EMERGENCIES.
AND IT GIVES US OUR BASE LINES
ON WHAT WE SHOULD BE TRACKING
WHEN WE NEED TO ADD ADDITIONAL
RESOURCES. SO GETTING ON THE
SCENE OF A MEDICAL EMERGENCY,
RESPONSE TIME EXPECTATION IS
FIVE MINUTES. A MANIPULATE TO
GET OUT THE ARE DOOR, AND
FOUR-MINUTE TRAVEL TIME. ON A
FAIR EMERGENCY, IT'S 80 SECONDS
TO GET OUT THE DOOR, BECAUSE
THEY HAVE TO PUT ON ALL OF THEIR
FIRE GEAR, AND FOUR MINUTES
UNTRAVEL TIME. GOAL IS TO GET 16
FIREFIGHTERS ON ZION EIGHT
MINUTES OR LESS. THE REASON WHY
THAT'S IMPORTANT FOR A FIRE IS
THAT FAIR STARTS TO GROW AT A
RAPID PACE AFTER TEN MINUTES. SO
THAT'S IMPORTANT. THE REASON
WHY WE TRY TO GET ON SCENE SO
QUICK FOR MEDICAL EMERGENCIES,
BECAUSE IF YOU'RE HAVING A
CARDIAC EVENT, THE BRAIN STARTS
TO DETERIORATE AFTER EIGHT
MINUTES. SO WE NEED TO GET
THERE, GET TO THE PATIENT, AND
START PROVIDING CARE. THOSE
METRICS ARE IMPORTANT FOR US.
THE WASHINGTON SURVEY AND
RATINGS BORROW, THEY ACTUALLY
SET THE INSURANCE RATES FOR THE
COMMUNITIES ACROSS WASHINGTON.
THEY HAVE A RECOMMENDATION THAT
A FAIR UNIT SHOULD RESPOND TO
ABOUT 2500 CALLS A YEMPLET AS
MANY OF YOU KNOW WE WERE
EVALUATED FIVE YEARS AGO, AND WE
WERE IDENTIFIED AS A CLASS I
FIRE DEPARTMENT, ONLY ONE IN THE
STATE OF WASHINGTON AND THE
FIRST ONE IN THE STATE OF
WASHINGTON. FOR GETTING CALLS
OUT THE DOOR, NFPA1220 SETS OUR
DISPATCH STANDARDS, HOW LONG IT
SHOULD TAKE FOR US TO ANSWER THE
CALL, HOW LONG WE SHOULD BE ON
THE CALL BEFORE WE GET THOSE
UNITS MOVING OUT THE DOOR. SO
ALL THAT COMES INTO PLAY ON HOW
WE LOOK AT WHEN WE SHOULD BE
ADDING UNITS AROUND THE CITY.
THAT BECOMES OUR BASELINE ON
WHAT GUIDES US. SO IT'S
IMPORTANT TO START THERE. OUR
MISSION IS TO SAVE LIVES AND
PROTECT PROPERTY, AND THE
ENVIRONMENT FROM FIRE, MEDICAL,
AND THOSE OTHER EMERGENCIES, AND
THESE DAY, OTHER KEEPS GETTING
BIGGER AND BIGGER. BUT THAT'S
OUR BASELINE OF OUR MISSION.
THAT'S REALLY WHAT WE 12R50*EU6
FOR IN THE SEATTLE FIRE
DEPARTMENT. THE MAP ON THE RIGHT
GIVES YOU AN IDEA OF THE
RESOURCES THAT WE HAVE DEPLOYED
ON ANY GIVEN DAY. WE OPERATE OUT
OF 33 FIRE STATIONS,
NEIGHBORHOOD FIRE STATIONS,
STRATEGICALLY LOCATED AROUND THE
CITY. NOW, IF YOU OVERLAY THE
AREAS THAT WILL BE UP ZONED IN
THE FUTURE, TO OUR MAP OF OUR
STATION LOCATIONS, IT MAY LOOK
LIKE WE HAVE PRETTY GOOD
COVERAGE AROUND THE CITY, AND
THAT'S OKAY. BUT WHAT WE DON'T
KNOW, AND THIS IS WHAT WE'LL
CONTINUE TO ASSESS IN THE
FUTURE, BASED ON NFPA1710,
NFPA12 20, AND OUR RESPONSE CALL
LOAD, WHEN WE NEED TO HAD A
RESOURCES BASED ON THE CALL
LOAD. WILL BECOME VERY
IMPORTANT. WE DO SOME BANK AND
FUNDAMENTAL THINGS. I
EMERGENCIED FIRE, EMERGENCY, AND
MEDICAL RESPONSE, MOBILE
INTEGRATE HEALTH PROGRAM, I'LL
TALK ABOUT THAT A LITTLE BIT
OBJECT A SLIDE COMING UP,
BECAUSE THAT'S DONE A LOT TO
HELP MANAGE OUR CALL LOAD FOR
US. AND IT'S PRETTY IMPORTANT
TO NOTE. WE ALSO DO TECHNICAL
RESCUE, MARINE FIRE RESPONSE. WE
HAVE BOATS ON THE SOUND, WE HAVE
BOATS ON THE FRESH WATER, WE
HAVE DIVERS, WE HAVE RESCUE
SWIMMERS, WE HAVE RESCUE
WATERCRAFT. IF ALL OF THOSE
RESOURCES ARE AVAILABLE, WE HAVE
ADDITIONAL SPECIALTY TEAMS OUT
THERE, HAZMAT TEAM, ENERGY
RESPONSE TEAM, OUR DECON TEAM
AND SHIPBOARD FIREFIGHTING TEAM.
THE LIST'S GOES ON AND ON. OUR
FIRE PREVENTION TEAM IS VERY
IMPORTANT BECAUSE WE REVIEW
PLANS FOR ANY NEW STRUCTURE THAT
COMES IN THE CITY AND OUR GOALS
ARE SIM, FAIR, LIFE, SAFETY. WE
TRY TO MAKE SURE THEY HAVE THE
LATEST AND GREATEST TECHNOLOGY
SO THOSE WHO WORK, LIVE, AND
VISIT SEATTLE ARE SAFE. THAT'S
PRETTY IMPORTANT. WE CAN GO TO
THE NEXT SLIDE. ALL OF MAY
SLIDES ARE A LITTLE OUT OF
WHACK, BUT THAT'S OKAY. I CAN
ROLL WITH IT. AS ANGELA
MENTIONED, WE'VE BEEN HAVING
SOME CHALLENGES IN GETTING OUR
STAFFING WHERE WE NEED TO BUT
WE'RE ON THE TRACK, MOVING IN
THE RIGHT DIRECTION, THANKS TO
MAYOR HAIR REALLY AND THE CITY
COUNCIL FOR YOUR APPROVAL OF
RECENT BUDGET. RECRUITMENT IS
TOP OF MIND. WE'RE GOING TO BE
DOING IT MORE FREQUENTLY
ANNUALLY. WE STILL GET A LOT OF
APPLICATIONS IN THE FIRE
DEPARTMENT. OVER 3800 PLICTSZ,
JUST OVER 1500 FOLKS PASS WADE
HIGH ENOUGH SCORE, AND LATE
JANUARY, EARLY FEBRUARY, WE
INTERVIEWED THOSE 1500 FORKS AND
WE'LL BE GETTING A CERTIFIED
LIST STILL IN MASN AND WE'LL
START THAT PROCESS OF BUILDING
THAT UP. WE ALSO HAD TO DO
SOMETHING DIFFERENT THIS YEAR
BECAUSE WE NEEDED TO BOOST OUR
FAIR FIGHTER PARAMEDIC LATERAL
RANKS. SO WE OPENED UP A PROCESS
THERE , THE FIRST TAME IN THE
HISTORY OF THE SEATTLE FIRE
DEPARTMENT FOR LATERAL
FIREFIGHTER PARAMEDIC. WE
RECEIVED 81 APPLICANTS, AND 63
WERE QUALIFIED, AND 37 PASSED
THE PROCESS, SO WE'RE IN THE
PROCESS OF DOING THOSE
INTERVIEWS. SO OUR RECRUITMENT
IS GOING WELL, SO WE DO BELIEVE
WE'RE GOING TO BE ABLE TO FILL
OUR RANKS, ESPECIALLY OVER THE
NEXT TWO YEARS. WE INCREASED OUR
HIRING FROM 60 A YEAR TO 80 A
YEAR, AND OUR GOAL IS TO MEET
THOSE GOALS, 160 OVER THE NEXT
TWO YEARS. THAT'S REALLY GOING
TO HELP US OUT A LOT. YOU CAN
MOVE TO THE NEXT SLIDE THERE.
I'LL -- ALTERNATIVE RESPONSE
AND RECENT INITIATIVES.
ALTERNATIVE RESPONSE HAS REALLY
BEEN GOOD FOURS. WE STARTED
VULNERABLE ADULT PROGRAM YEARS
AGO. WHAT THAT PROGRAM DOES IS
WHEN A FIREFIGHTER GOES ON SCENE
OF AN INCIDENT, MEDICAL INCIDENT
PRIMARILY, AND THEY SEE THERE'S
A VULNERABLE ADULT, GENTLE AN
OLDER ADULT, WE SAY, WE'RE
GOING TO BE COMING BACK HERE A
LOT UNLESS WE DO. THIS SO WE
CREATED A PROGRAM WHERE WE
ACTUALLY AFTER FORM AND THERE'S
FOLLOW-UP, MAYBE IT'S A HANDRAIL
NEEDED BECAUSE THERE'S A LOT OF
FALLS HAPPENING THAT UNHOME.
THAT'S A PART OF OUR MOBILE
INTEGRATED HEALTH PROGRAM. THEN
WE HAVE OUR HEALTH ONE TEAM THAT
LAUNCHED IN 2019. IN 2024, JUST
TO GIVE YOU AN IDEA OF THE
IMPACT THAT IT'S HAVING IN THE
COMMUNITY, 2024, WE RESPONDED TO
OVER 3500 REFERRALS THAT ARE NOT
911 DISPATCHES. WHAT THAT IS, IS
WE HAVE GONE TO THAT LOCATION
THREE OR MORE TIMES IN THE
QUARTER, AND WE HAVE IDENTIFIED
THAT'S A LOCATION THAT WE NEED
TO GO TO TO DO FOLLOW-UP TO
PREVENT THE NEXT 911 CALL. OVER
3500 TIMES. HEALTH ONE ALSO WENT
OUT ON OVER 1100 DIRECT
DISPATCHES. THE REASON WHY THESE
POINTS ARE IMPORTANT TO NOTE IS
THEY WOULD HAVE BEEN IN THE 911
SYSTEM IF WE DID NOT HAVE THESE
RESOURCES OUT THERE. SO THESE
CALLS ARE BEING TAKEN OUT SISTER
911. WE WILL CONTINUE TO DO
CREATIVE THINGS LIKE THIS IN THE
FUTURE AS THE CITY CONTINUES TO
GROW. I SHOULD IS ALSO MENTION
OUR NURSE LINE. THAT'S REALLY
IMPORTANT ALSO. IN 2024, OUR
NURSE LINE DIVERTED OVER 6900
CALLS TO OUR NURSE LINE THAT HAD
A NURSE ON THE OTHER END OF THE
LINE THAT WAS ABLE TO TALK TO
THE PERSON AND GET THEM THE CARE
THEY NEEDED. AND PROBABLY LESS
THAN 7 OR 8% OF THOSE CALLS
ACTUALLY COME BACK TO THE 911
CENTER. THAT'S ANOTHER POSITIVE
RESOURCE. AND I TELL YOU THIS TO
LET YOU KNOW WE WILL CONTINUE TO
DO CREATIVE THINGS LIKE THIS
BECAUSE ALL RESPONSES DOESN'T
NEED AN ENGINE OR A LADDER. A
LOT OF THEM DO. BUT IF WE CAN
TAKE THEM OUT OF THE SYSTEM WITH
DIFFERENT AND CREATIVE
RESOURCES, THEN THAT'S WHAT
WE'LL DO. FIRE PREVENTION, THIS
HAS BEEN A BIG ONE. VACANT
BUILDING LEGISLATION, AS WE MET
WITH COUNCILMEMBER KETTLE TODAY
WE GAVE HIM AGENTS UPDATE THERE,
AND MAY TEAM WILL BE GETTING AN
UPDATE TOMORROW. BUT THESE WERE
BUILDINGS AND LOCATIONS THAT WE
WERE GOING TO OVER AND OVER AND
OVER IN THE COMMUNITY. IN 2024,
WHEN THE LEGISLATION PASS, THE
END OF 2024, A NUMBER OF THOSE
STRUCTURES CAME DOWN. AND THAT
CREATED A NUMBER OF SAFETY --
ELIMINATED A NUMBER OF SAFETY
ISSUES FOR THE PEOPLE GOING
INSIDE OF THOSE STRUCTURES ON A
REGULAR BASIS, FIREFIGHTERS AND
POLICE OFFICERS GOING IN THOSE
STRUCTURES ON A REGULAR BASIS,
AND NOW THEY'RE GONE, SO THAT
HAZARD SELL ELIMINATE. WE'LL
CONTINUE TO WORK ON NEW AND
INNOVATIVE PROGRAMS LIKE THAT
ALONG WITH OUR PREVENTIONABLE
ALARM INITIATIVE. DOING A LOT OF
THINGS TO TRY TO REDUCE THE
NUMBER OF FALSE ALARMS IN THE
COMMUNITY. AND I TELL YOU THIS
TO LET YOU KNOW THAT AS THE CITY
CONTINUES TO GROW WE'RE GOING
TO BE RIGHT THERE AT THE TABLE
THINK ABOUT DIFFERENT SOLUTIONS
THAT ARE GOING TO HELP. THEN THE
LAST SLIDE JUST TOUCHES ON SOME
OF OUR FUTURE FACILITY NEEDS.
SOUTH LAKE UNION, LAND AND
WATER-BASED FIRE STATION, WITH
THE ACTIVITY AND THE GROWTH IN
THE COMMUNITY, SOMETIMES IT'S
NOT -- IT'S PRETTY COMPLICATED
TO BET OUR PUGET SOUND PERSONNEL
TO THE FRESH WATER TO JUMP ON
OUR FRESH WATER BOATS. SOAKS
EXPANDING THAT RESOURCE IS
REALLY GOING TO BE IMPORTANT FOR
US. NORTH END TRAINING FACILITY
IS REALLY GOING TO BE IMPORTANT
FOR US. OUR UNITS THAT ARE IN
THE NORTH END OF SEATTLE, WHEN
THEY COME TO THE SOUTH END OF
SEATTLE, WHICH IS IS WHERE OUR
JAUNT TRAINING FACILITY, MANY
TIMES IT TALKS THEM OVER AN HOUR
TO GET THERE FOR MANDATORY
TRAINING, AND IT TAKES THEM AN
HOUR TO GET BACK. SO FOR A
TWO-HOUR TRAINING WE LAZ FOUR
HOURS OF COVERAGE AROUND THE
CITY. SO OUR STRATEGY IN THE
FUTURE AS A CITY CONTINUES TO
GROW WILL BE TO STAND A NORTH
END TRAINING FACILITY. BLS
FACILITIES, NEW HEADQUARTERS,
BUT I REALLY WANT TO SPEND A FEW
MINUTES ON STATION EXPANSION AND
THANK THE COUNCIL, BECAUSE
RECENTLY YOU FULLY FUNDED LADDER
13 AND MEDICS 26, AND AT SOME
POINT WE'LL HAVE TO DO THOSE
STATION EXPANSIONS TO ACT
COM.THOSE PERSONNEL, BUT AS WE
THINK ABOUT GROWTH IN THE
FUTURE, IT'S NOT ALWAYS NEW
STATIONS. MAYBE IT'S EXPANDING
EXISTING STATIONS TO ACCOMMODATE
ADDITIONAL RESOURCES. SO ALL OF
THESE DIFFERENT THINGS WE'LL BE
LACKING AT IN THE FUTURE AS THE
CITY GROWS WITH THE
COMPREHENSIVE PLAN. I'LL PAUSE
THERE.
>> THANK YOU, CHIEF SCOGGINS.
WAS GREAT JUST TO UNDERSTAND THE
GROWTH AND EVERYTHING THAT YOU
ALL ARE PLANNING FOR AND ALSO TO
SEE WHERE AREAS OF IMPROVEMENT
ARE AS WE DO GROW AND JUST LIKE
THE STRATEGY BEHIND EVERYTHING
THAT YOU ALL ARE DOING. I WILL
PAUSE HERE TO SEE IF ANY OTHER
COUNCILMEMBERS HAVE ANY
QUESTIONS AT ALL. COUNCILMEMBER
KETTLE.
>> THANK YOU, CHAIR. I JUST
WANTED TO SAY THANK YOU, CHIEF
SCOGGINS, FOR THE BRIEFING TODAY
AND HIGHLIGHTING WORK THAT
YOU'RE DOING. AND ONE OF THE
THINGS THAT'S CLEAR IS FIRE
DEPARTMENT'S ROLE AS WE GROW AS
A CITY AND THE IMPORTANCE OF
PLANNING AHEAD IN TERMS OF THE
ABILITY TO RESPOND. ONE OF THE
THINGS I NOTED IN THE SPU
BRIEFING, THEY TALK ABOUT KEY
PLANS AND FINDINGS, 2019
DRINKING WATER, SYSTEM PLAN,
SHAICHG OUR WATER DRAINAGE,
WASTEWATER PLAN, AND TREATMENT
PLAN FLOW, WASTE WATER TREATMENT
PLAN FLOW, SOLID WASTE PLANS AND
SO FORTH. BUT THERE'S ALSO THE
NEED TO PROVIDE WATER TO
HYDRANTS, PROVIDE WATER TO THE
TRUCKS, PROVIDE WATER TO
BUILDINGS THAT REQUIRE GIVING
TALLER BUILDINGS, AND THOSE
REQUIREMENTS AND THOSE IMPACT ON
THE FIRE DEPARTMENT. AND THESE
ARE THE KINDS OF THINGS THAT I
ALSO SEE AS IMPORTANT TO
HIGHLIGHT AND TO ACCOUNT FOR AS
WE GO THROUGH OUR PLANNING
PROCESS. CAN YOU SPEAK TO SOME
OF THOSE PIECES? YOU CAN USE
LIKE THE L.A. FIRE, WHAT L.A.
FACED UNTERMS OF ITS CHALLENGES,
MAYBE AS AN EXAMPLE, SOME
CONSIDERATIONS?
>> SURE. YOU KNOW, THAT'S
ALWAYS A CONCERN FOR US, GETTING
WATER TO DO THE JOB WE NEED IS
ALWAYS IMPORTANT. THE L.A. FIRES
WERE -- THAT WAS A CHALLENGING
EVENT. I'VE BEEN ON WILDFIRES
DOWN THERE WHERE THE EATON FIRE
WAS. I WAS ON WHAT'S CALLED THE
KENALOAH FIRE, AS A YOUNG FAIR
FIGHTER IN ALTADENA, I WAS AT
THAT FAIR. YOU HAVE TO IMAGINE
THIS BECAUSE A LOT OF FOLKS TALK
ABOUT RUNNING OUT OF WATER. WHEN
YOU HAVE TEN FIRE ENGINES ON A
MAIN THAT ARE TRYING TO PUMP
WATER OUT OF THAT MAIN, AND
THOSE ENGINES CAN PUMP 2,000
GALLONS A MINUTE, AND IF YOU PUT
TEN OF THEM ON THERE, THAT'S
20,000 GALLONS A MINUTE P. I'M
NOT SURE WHAT WATER SYSTEM YOU
HAVE THAT CAN ABSORB THAT,
BECAUSE IT'S JUST SO MUCH
VOLUME TO PULL OUT THAT HYDRANT.
AND GENERALLY THE MAINS AREN'T
THAT LARGE TO HANDLE IT. WE HAVE
CHALLENGES FROM TIME TO TIME
HERE IN SEATTLE. YOU MAY
REMEMBER JUST A COUPLE OF WEEKS
AGO WE ADD THIRD ALARM FIRE OVER
IN BALLARD, AND WE HAD A LOT OF
OUR RESOURCES. BY THE WAY, I'VE
GOT TO TELL YOU THE FIREFIGHTERS
DID A GREAT JOB. IF YOU HAVEN'T
DRIVEN BY THERE WILL YOU NOTICE
THERE WAS A STRUCTURE UNDER
CONSTRUCTION, AND THERE WERE
SEVERAL MORE TO THE WEST OF IT
UNDER CONSTRUCTION. NONE OF
THOSE STRUCTURES WERE LOST. AND
THE ONLY STRUCTURE THAT WAS
DAMAGED WAS TO THE EAST OF IT.
FIREFIGHTERS DID AMAZING JOB.
BUT WE PUT ENGINES ALL AROUND
THAT NEIGHBORHOOD ON DIFFERENT
MAPES, AND WE PARTNER WITH
SEATTLE PUBLIC UTILITIES ALL THE
TIME, AND THEY TURNED UP THE
PRESSURE FOURS, BECAUSE WE WERE
RUNNING AWAY FROM SOME OF THE
VOLUME. SO WE HAVE A GREAT
RELATIONSHIP WHEN WE DO THAT,
BUT IT WASN'T THE MAGNITUDE OF
L.A., BUT WE HAVE IT BUILT IN
OUR SYSTEMS WHERE WE'LL GET S
PU ON SCENE, THEY'LL IDENTIFY
THE PROBLEM AND THEY'LL START
TURNING UP THE PRESSURE BECAUSE
WHEN WE HAVE MULTIPLE LADDER
POPS RUNNING, GROUND MONITORS
RUNNING, HAND LINES RUNNING,
THAT'S A LOT OF THROUGH. CAN
HAPPEN ANYWHERE. SO WHEN SPU
UPGRADES THE INFRASTRUCTURE,
YOU'LL PROBABLY SEE A LOT OF
FIREFIGHTERS SMILING BECAUSE WE
HAVE MORE CAPACITY. IT'S JUST A
MATHEMATICAL FORMULA ON WHAT CAN
COME THROUGH THOSE HYDRANTS.
GENERALLY IT'S ABOUT 29.8 TIMES
THE DIAMETER SQUARED, AND
THERE'S A CO FURNITURE BASED ON
WHAT'S IN THE PAIN TIMES THE
SQUARE ROOT OF THE PRESSURE AND
THE DIAMETER OF THE SQUARE IS
THE OPENING, EITHER TWO AND A
HALF OR FOUR-INCH OPENING THAT
YOU CAN PULL WATER OUT. YOU CAN
CALCULATE THE VOLUME BASED ON
THE PRESSURE, AND WE DO THAT AND
WE PAY ATTENTION TO THAT. S PU
IS THERE WITH US. WE'RE GOING
TO HAVE THOSE CHALLENGES BUT THE
MORE WE UPGRADE, BETTER FOR THE
COMMUNITY.
>> THANK YOU, CHIEF SCOGGINS.
THAT'S A GREAT EXAMPLE. AND AS
WE PLFOR THE FUTURE, THIS
PUBLIC SAFETY ELEMENT OF THE
CHALLENGE THAT WE'RE FACING HAS
TO BE TAKEN INTO CONSIDERATION
TO ENSURE THAT AS WE GROW, SPU
DOES DO THAT KIND VEHICLES
EXPANSION AND ACCOUNT FOR THE
DEMANDS BEYOND WHAT WAS ON SLIDE
27. AND SO I APPRECIATE YOU
HIGHLIGHTING THAT. AND I THINK
YOU'RE THE LAST BRIEFER. BUT I
ALSO VIEW OFFICE OF EMERGENCY
MANAGE AS PART OF THIS PROCESS,
TOO, A SPRORN PART OF THIS
COMPREHENSIVE PLANNING EFFORT
THAT WE'RE UNDERWAY RIGHT NOW
AND AS WE MOVE FORWARD. AND I
KNOW YOU WORK CLOSELY WITH OEM
AS WELL. IS THERE ANYTHING YOU
CAN ADD FROM THAT PERSPECTIVE?
>> NO, I THINK CURRY MAYOR DOES
AN EXCELLENT JOB. IT'S ALL
ABOUT PLANNING. WE'LL CONTINUE
TO WORK TOGETHER AND PARTNER AS
WE GROW.
>> EXCELLENT. AGAIN, SOME WOULD
LIKE THE SPD BRIEFING, IT'S
BUILDING OUT THOSE CAPACITIES
WHICH HAS AN FAS ASPECT TO THE,
BUT IT'S SO UNIQUE THAT IT DOES
FALL IN THIS PUBLIC SAFETY. CAN
YOU SPEAK TO THE IDEA -- AND
THIS HAPPENS IN THE MILITARY ALL
THE TIME. THERE USED TO BE
McCHORD AIR FORCE BASE AND FORT
HE WILL WITNESSES. NOW IT'S
JOINT BASE McCORD. USED TO BE
NAVAL BASE BREMERTON, NOW IT'S
NAVAL BASE KITSAP WITH TWO
SUBSECTIONS. IN TERMS OF LIKE
JOINT PUBLIC SAFETYING
OPERATIONS, LOCATIONS AND
FACILITIES, IS THAT SOMETHING
THAT YOU COULD SEE MOVING
FORWARD?
>> YEAH, ANYTHING IS POSSIBLE.
IT JUST TAKES SPACE. SEATTLE IS
A PRETTY BUILT OUT CITY, SO IF
YOU'RE GOING TO CO-LOCATE
MULTIPLE ENTITIES FROM CITY
DEPARTMENTS, YOU HAVE TO HAVE
ENOUGH SPACE. AND AS YOU KNOW,
WE COME WITH SOME PRETTY BIG
STUFF. OUR ENGINES ARE 30 FEET
LONG AND 9' 6" MIRROR TO
MIRROR, AND THEY RUN NINE TO TEN
FEET HIGH. AND THE LADDER TRUCKS
ARE ABOUT 60 FEET LONG WITH THE
SAME WIDTH AND HEIGHT. SO IT
TAKES SPACE FOR ALL THE PEOPLE
THAT'S GOING TO WORK ON THAT
EQUIPMENT TO DO THAT.
>> YES.
>> COUNCILMEMBER, I'M SORRY, I
APOLOGIZED, I DON'T MEAN TO CUT
YOU OFF BUT WE ACTUALLY DON'T
HAVE QUORUM ANY MORE. WE HAVE
FOUR CRANE KRILL MEMBERS P.
COUNCIL PRESIDENT NELSON HAD TO
LEAVE SO I HAVE TO ADJOURN THE
MEETING. I APOLOGIZE. I DO
WANTED TO KEEP THE CONVERSATION
GOING. THANK YOU SO MUCH.
>> POINTS MADE, CLAIRE. WE'RE
ALL GOOD.
>> OKAY. MY APOLOGIES. I REALLY
APPRECIATE IT, YOUR
PRESENTATION, CHIEF SCOGGINS,
AND I SAY THIS WITH
WHOLEHEARTEDLY THAT WE ARE JUST
SO BLESSED TO HAVE YOU AT THE
HELM AT SEATTLE FIRE DEPARTMENT
WITH YOUR KNOWLEDGE, YOUR
EXPERTISE. I KNOW WE'RE UNGREAT
HANDS AS WE GROW AS A CITY, SO
THANK YOU. AND WITH THAT, WE ARE
-- IF THERE'S NO FURTHER
QUESTIONS, OUR MEETING IS GOING
TO COME TO A CLOSE. THANK YOU,
EVERYONE, WITH THAT. DO MY
COLLEAGUES HAVE ANY MORE ITEMS
OF BUSINESS? IF YOU DO,
UNFORTUNATELY WE CAN'T HEAR IT
BECAUSE WE ARE WRAPPING THE
MEETING UP. IT IS 4:24 P.M., AND
THIS MEETING WILL ADJOURN. THANK
YOU.