Murray announces new strategy for city planning

To better manage planning and investments in rapidly growing Seattle, Mayor Ed Murray today signed an executive order to create a new Office of Planning and Community Development to integrate strategic planning functions from across city departments into one single entity.

“We have moved beyond the debate about whether we should allow growth – growth is already here,” said Murray. “When we develop new housing in a neighborhood, we must ensure we also have adequate open space, transportation and access to jobs, social services and other amenities. How we grow and how we invest will go hand in hand.”

Seattle is currently one of the fastest-growing cities in the nation, on pace to permit 9000 new housing units this year – 30 percent more than 2014. Seattle will be home to another 120,000 residents and 115,000 jobs by 2035.

The new office elevates the planning functions of the Department of Planning and Development (DPD) to manage Seattle’s construction boom and job growth, while also coordinating public investments in transportation, parks and housing. This office will be composed of planners with expertise in a range of subjects across city departments.

The office will also act as a single point of contact for Seattle residents who have concerns or comments about City planning and investments. The Department of Neighborhoods, led by new director Kathy Nyland, will help facilitate a new approach to community engagement.

“We need an entry-point for community concerns about how we preserve the Seattle that drew us all here in the first place,” said Murray. “And most importantly, this office will help us develop a shared vision for what kind of city we want Seattle to become.”

The mayor also announced that longtime director of DPD, Diane Sugimura, intends to retire later this year after more than three decades of service to the City of Seattle.

“On behalf of the people of the Seattle, I want to extend my thanks to Diane,” said Murray. “I look forward to Diane’s continued contribution to this important conversation on managing growth, as well as her insights in what we are looking for in the next generation of leaders in Seattle planning.”

Over the last two decades, the City has successfully channeled new housing into urban villages to create planned density. Nearly 75 percent of growth has been focused into Seattle’s Urban Centers and Urban Villages.

“My 37 years with the City have been an amazing roller coaster of activity and change,” said Sugimura. “I’ve been fortunate to have been part of these exciting and challenging times. I look forward to helping create the new Office of Planning and Community Development, which will provide an integrated and equitable approach to city growth.”

As integrated planning is elevated to the new Office of Planning and Community Development, the existing regulatory functions of the Department of Planning and Development – permits, code enforcement and inspections – will be housed in a separate agency to be named later. Nathan Torgelson, currently the deputy director at DPD, will lead that agency. Torgelson has 25 years’ experience in planning and economic development in various roles in the cities of Seattle and Kent.

The mayor’s September budget submittal to the City Council will include a detailed plan for both agencies. City departments participating in this planning process include: Department of Planning and Development, Transportation, Parks, Public Utilities, City Light, Housing and Economic Development.

Mayor Murray Encourages Enrollment in Ready to Work

During the final week to enroll in Ready to Work, Mayor Ed Murray encouraged eligible immigrants and refugees to take the opportunity to improve their English skills that will help them access quality jobs.

“One out of every five people in Seattle is foreign-born. Our economy is stronger when immigrants have the opportunity to overcome language and skills barriers,” said Murray. “Ready to Work will help open the door to a job with a livable wage and good working conditions.”

The Ready to Work model will offer tailored learning for each participant to access English as a Second Language, computer literacy and critical job skills training. The courses will be enhanced by hands-on skill training in computers and other workplace basics. Classes will meet four times a week in the summer and five times a week during the fall and spring. There is no cost to program participants.

“What excites me is the innovate approach to adult learning and employment,” says Jill Wakefield, Chancellor for Seattle Colleges. “Social and economic mobility is a big challenge for our community, especially for our immigrant population. Working with our partners to teach ELL with a specific outcome is special. We are doing more than helping them obtain jobs. We are building a foundation for further education, training, and career development—items I view as a key to individual growth and prosperity.”

Summer classes will be offered at Asian Counseling and Referral Service (ACRS) with an additional Southeast Seattle location to be offered in the fall. Seattle residents over 18 years of age who are looking for a job, or a better job, and have limited English proficiency are encouraged to apply by calling ACRS at (206) 695-7517 as soon as possible. The last day to apply for the program is June 22nd. The first class begins on June 29th.

“We are pleased to support the Mayor’s Ready to Work Initiative,” says Marléna Sessions, CEO of the Workforce Development Council of Seattle-King County. “Ready to Work is a fantastic model for connecting immigrants and refugees with limited English proficiency to the skills and career navigation necessary to finding good jobs and meeting the workforce needs of local businesses.”

The partners engaged in Ready to Work include: the Seattle Office of Immigrant & Refugee Affairs; Seattle Human Services Department and Seattle Office of Economic Development; Seattle Housing Authority; Office of Refugee and Immigrant Assistance, Washington State Department of Social and Health Services; Seattle Jobs Initiative; Workforce Development Council of Seattle-King County; Port Jobs; Seattle Colleges; Washington State Board for Community & Technical Colleges; Asian Counseling and Referral Service (ACRS); Seattle Goodwill; Neighborhood House; and One America.

Brian Surratt to head Office of Economic Development

Today Mayor Ed Murray named Brian Surratt director of Seattle’s Office of Economic Development (OED). Surratt will replace Steve Johnson, who is stepping down after leading the department for the past six years.

“Brian has demonstrated strong leadership in support of Seattle’s workers and businesses,” said Murray. “He is a trusted advisor, and his contributions are helping businesses succeed and grow quality jobs. Seattle is a diverse, innovative, and globally connected community of businesses. We look forward to supporting an even more competitive and resilient economy that grows middle-class jobs.”

During the first 18 months of the Murray Administration, Surratt has served in the Mayor’s Office of Policy and Innovation as senior policy advisor on economic development issues. He helped guide the work of the Income Inequality Advisory Committee that developed the path to a $15 minimum wage. He also worked with regional partners to recruit and retain businesses in the city, including Juno Therapeutics. This year, Surratt was honored with a fellowship from the German Marshall Fund.

“I am honored by this opportunity to serve the Mayor and the city as director of the Office of Economic Development,” says Surratt. “Seattle is a special place that actively cultivates and attracts creative ideas and people that impact the world. Our entrepreneurs are growing the economy without sacrificing our values of shared prosperity. We want to foster an open and supportive environment for creating new jobs in robust business ventures.”

Before joining the Mayor’s Office, Surratt worked at OED for nearly a decade, including three years as deputy director. Previously, he helped launch a Portland software company, served as public affairs manager for First & Goal, Inc. and the Seattle Seahawks, along with stints at the South Downtown Foundation and with former State Representative and current State Treasurer Jim McIntire.

“The Chamber applauds Mayor Murray’s nomination of Brian Surratt as the next director of OED,” said Maud Daudon, CEO, Seattle Metropolitan Chamber of Commerce. “Brian is one of Seattle’s brightest emerging minds on economic development and understands the many challenges and opportunities facing Seattle’s business community.”

“I got to know Brian Surratt over the past year and a half during the Mayor’s Income Inequality Advisory Committee work,” said David Rolf, President, SEIU 775.  “Brian played a remarkable role in working with labor, community and business leaders to help drive a challenging process which ultimately led to Seattle’s historic adoption of a path to a $15 minimum wage.”

“I have known Brian for 15 years and he has demonstrated his support for Seattle’s manufacturing and maritime communities. I look forward to working with the Mayor and Brian in the years ahead,” said Dave Gering, Executive Director, Manufacturing Industrial Council of Seattle.

“I’ve worked with Brian for eight years and in that time I’ve found him to be a balanced and effective public servant,” said David Freiboth, Executive Secretary Treasurer, Martin Luther King County Labor Council. “He is a true innovator when it comes to developing solutions to complex problems. The prospect of working with someone with Brian’s grasp of the economic complexities of Seattle is exciting.”

“Throughout his role in Mayor Murray’s office, Brian has consistently supported the success of Seattle restaurants,” said Angela Stowell, President, Seattle Restaurant Alliance and co-owner of Ethan Stowell Restaurants.  “We hope to continue partnering with him and the Mayor to develop programs and initiatives that support, celebrate and grow Seattle’s restaurant and hospitality community.”

“Brian Surratt’s diverse range of experiences as a civic diplomat, policy wonk, corporate manager and tech entrepreneur make him an impressive choice to lead economic development for Seattle,” said Julie Pham, Vice President, Washington Technology Industry Association. “These roles, combined with his work on his mother’s restaurants and family’s cattle ranch, give Brian a unique perspective on developing and growing businesses of all sizes. WTIA looks forward to continuing our partnership with the Office of Economic Development now under Brian’s leadership to help generate new jobs across the entire region.”

Surratt joins OED on June 15 and will earn an annual salary of $132,000.

Steve Johnson started his career with the City during Mayor Norm Rice’s administration, when he helped consolidate City ownership of the Cedar River Watershed. At OED, he developed a number of innovative community and economic development programs, including the Rainier Valley Community Development Fund and partnerships with post-secondary education institutions and philanthropy to reimagine how to deliver education and training for low-income working adults.

“Steve has shown exemplary commitment to the people and City of Seattle,” said Murray. “I thank Steve for over two decades of public service, highlighted by the remaking of the Office of Economic Development. I appreciate his focus on direct service to individual businesses, strategic investments in the revitalization of our neighborhood business districts, and career advancement for working people. I wish him the best in his next chapter.”

“I’m both appreciative of the opportunity to serve in Mayor Murray’s administration and am looking forward to the next chapter in my life,” said Johnson. “The City must play an active role in economic development and I am thrilled at Brian’s appointment. He played an instrumental role in building this office and has the skills to help the Mayor achieve his vision. As for me, I intend to continue my work for the people of Seattle.”

Johnson will be stepping down to spend more time with family before pursuing other professional opportunities.

Mayor Appoints Director of New Office of Labor Standards

Mayor Ed Murray today named Dylan Orr as director of the new Office of Labor Standards (OLS), which oversees implementation of the city’s historic minimum wage law.

Orr served for over five years at the U.S. Department of Labor (DOL), including two years as chief of staff for the Office of Disability Employment Policy (ODEP), where he served as principal strategic advisor to the Assistant Secretary of Labor, developed labor policies and oversaw a staff of more than 50. Prior to that, Orr served as special assistant to ODEP for three years.  During his time at DOL, Orr worked closely with DOL’s Wage and Hour Division, DOL’s Office of Federal Contract Compliance Programs, the Equal Employment Opportunity Commission, and the Department of Justice, among others, and played an instrumental role in the development and implementation of historic labor policies and practices.

“Dylan has the right background and leadership experience to ensure the City meets its commitment to protecting workers and ensuring businesses comply with labor standards,” Murray said. “I’m confident he’ll be a strong and capable leader as we take the next steps forward in implementing the city’s minimum wage law.”

Orr is a Seattle native and holds a law degree from the University of Washington. He was the first openly transgender person appointed by the Obama administration, and the first ever to be appointed to any U.S. Presidential Administration. Orr will earn $118,000 annually.

“I look forward to serving the communities, workers and businesses of the City of Seattle,” Orr said. “I believe that with the implementation and enforcement of the City’s new ordinances, we can advance the economic mobility of our citizens, promote a healthy, productive and diverse workforce, while also boosting Seattle’s economy.”

Mayor Murray proposed the ordinance that established OLS to enforce the city’s labor laws and protect workers and educate employers about their responsibilities. OLS, housed within the Office of Civil Rights, in addition to implementing the Mayor’s minimum wage ordinance, is tasked with investigating wage-theft complaints and pursing action against employers under the City’s wage theft ordinance, the City’s paid sick and safe time ordinance, as well as the City’s job assistance ordinance.

“Dylan is an energetic and enthusiastic public servant committed to ensuring opportunity for all Americans and creating a world where each person’s contribution is valued,” U.S. Secretary of Labor Thomas E. Perez said. “He believes in outreach and building coalitions, and recognizes that we all succeed only when we all succeed. Dylan will be instrumental in building brighter futures for the working families of Seattle.”

Fresh Bucks program receives boost from federal government

Fresh Bucks LogoThe U.S. Department of Agriculture recently announced that Washington State will receive nearly $6 million over four years to help increase the amount of fruits and vegetables purchased by people with SNAP benefits (Supplemental Nutrition Assistance Program, formerly called food stamps).

In Seattle, the grant will expand the Fresh Bucks program, created in 2012 by the Office of Sustainability & Environment in partnership with the Neighborhood Farmers Market Alliance. The grant will enable Seattle to engage more low income shoppers and will open the door to more farmers markets and supermarket participation.

Washington State received the largest grant awarded among all 31 projects across the country.

“The Fresh Bucks program is a great way to boost the purchasing power of low income families while also contributing significantly to local businesses,” said Mayor Murray. “Growing this program is a win-win for Seattle residents and our local economy.”

The Fresh Bucks program matches SNAP purchases at farmers markets dollar for dollar, up to $10 per visit. Since Fresh Bucks began, low income shoppers have benefitted from over $220,000 in extra buying power, and 9 out of 10 Fresh Bucks shoppers surveyed report they eat more fruits and vegetables.

“We were proud to partner with JP Morgan Chase to provide seed funds for this program,” said Michael Brown, Vice President of Community Programs at The Seattle Foundation. “We’ve seen its great growth and positive impact for low income people, and we’re pleased USDA wants to invest in our local community to support Fresh Bucks over the next four years.”

“Farmers at our markets love Fresh Bucks because it offers one more way for their food to reach the tables of everyone, regardless of income, who wants to eat healthy food – at the same time putting more money into our farm economy,” said Chris Curtis, executive director of the Neighborhood Farmers Market Alliance.

Mayor Murray announces goal of 20,000 affordable housing units

Mayor Murray today directed the Housing Affordability and Livability Advisory Committee to meet his new goal for both income-restricted affordable and market-rate units to be created over the coming decade.

Mayor Murray asked the committee to develop specific proposals that will allow the building and preservation of 50,000 housing units over in the next 10 years within the city limits. 20,000 of these must be income-restricted affordable units for individuals and families making 80 percent of the area median income (AMI) and below. 30,000 units would be market rate.

“Seattle is facing a serious lack of affordable housing options that displace families and people in this city,” said Murray. “Next week, Seattle’s minimum wage workers are getting a raise as a part of our broader affordability agenda. We need to make sure that those who work in Seattle can afford to live here.”

The increase in income-restricted affordable units is nearly a tripling of the current rate of units being built for those at 80 percent of AMI or less. Currently, income-restricted affordable housing is being built at a rate of around 700 units per year.

“As the HALA enters the last stretch of analysis and discussion of strategies, this target will sharpen our focus,” said Faith Li Pettis, co-chair of the advisory committee. “No matter your perspective, the target we’ve been given by the Mayor is an enormous number. We’ll need determination, long-sightedness and civic commitment to meet the challenge.”

The Housing Affordability and Livability Advisory Committee was formed by Mayor Murray and city councilmembers in the fall of 2014 to develop policy recommendations for the city. The committee is made up of 28 housing experts, activists and community leaders. They will issue their recommendations to the Mayor in May.

Murray statement on International Franchise Association injunction order decision

Seattle Mayor Ed Murray released the following statement today after U.S. District Judge Richard Jones denied a preliminary injunction request from the International Franchise Association that would have temporarily reclassified franchises as a small business under Seattle’s new minimum wage rules:

“This is a great day for Seattle’s fast food franchise workers. This ruling ensures that on April 1st, the minimum wage will go up for everyone in our city.

We must remember that the ongoing movement for wage equality in our nation was led by fast food workers from large franchise restaurants. Their actions sparked a national conversation about growing wage gaps. Our actions in Seattle have set the bar high for developing a process to raise wages in a way that works for workers and business. Rather than investing in lawyers to prevent workers from earning higher wages, it is time for these large businesses to begin investing in a higher minimum wage for their employees.”

Murray applauds Council approval of affordable housing tax exemption change

Mayor Ed Murray issued the following statement upon the passage of an extension of the Multifamily Tax Exemption for developers of small apartments proposed by the Mayor’s Office:

“The council’s approval of changes to the Multifamily Tax Exemption program represents a smart improvement to a tool that helps private developers include below-market rate apartments in their projects. I’m pleased that after weeks of hard work by my office, the Office of Housing and the Council, today’s action will encourage the production of more affordable units in Seattle.”

Murray, Godden announce Paid Parental Leave program for City of Seattle employees

Paid Parental Leave

Today, Mayor Murray and Councilmember Jean Godden announced a new paid parental leave benefit for City of Seattle employees.

Murray and Godden will introduce legislation that will provide employees access to four weeks per year of paid parental leave for the birth, adoption or foster placement of a minor child or children. This leave would be in addition to other paid accrued leave available to City employees, such as vacation and sick leave. This benefit will be available to all regular employees six months after their hire date consistent with the City’s Family Medical Leave policy. Implementation of this new policy will be negotiated with our Labor partners, many of whom have already demonstrated their support for this benefit.

“The United States is only developed nation in the world without a statutory right to paid parental leave,” Murray said. “The City of Seattle is proud to not only lead the region by adding a four week benefit for City employees, but I hope this is yet another way Seattle leads the nation.”

“Providing paid time off for working parents to care for a new child allows time to create and strengthen bonds between the child and parents easing the transition to a larger family,” Murray said.

“Paid parental leave is good for our workers, good for our children and good for our economy. It is an important step towards creating a workplace which supports all employees, especially women, and is fundamental to the gender equity policies that Seattle– and the nation — have long needed,” said Councilmember Godden, Chair of the Parks, Seattle Center, Libraries, and Gender Pay Equity Committee.

In implementing a Paid Parental Leave policy, the City of Seattle continues its history of leading the region and nation for employee benefits. The Mayor’s first executive order was to raise the minimum wage for City of Seattle employees to $15.00 per hour. The City was among the first employers in the region to offer domestic partnership benefits. Beginning in 2004, the City recognized marriage for same-gender employees well before Washington State recognized marriage between two women or two men. The City passed a paid sick leave ordinance in 2012 requiring most employers to offer their employees paid sick leave.

Based on the number of new parents in 2011 and 2012, the new Paid Parental Leave could cost the City up to $1.35 million annually. Legislation will be drafted in the next few weeks, and the City will continue to work with the labor organizations who represent City employees to implement this benefit. More information is available on our Frequently Asked Questions document.

Mayor Murray’s State of the City speech as prepared

2015 State of the City

Seattle Mayor Edward B. Murray
February 17, 2015
Download speech as PDF

[Introduction]

President Burgess, members of the Seattle City Council, City Attorney Holmes, and residents of Seattle.

President Obama said in his State of the Union address last month that the state of the nation is strong.

It is strong, I believe, in no small part because our cities are strong and vibrant and innovative centers of change that are helping to drive the national agenda.

And Seattle is as strong, vibrant and innovative as any city in the country, leading on issues of equity, transportation and the environment.

The diversity of our residents, the energy of our businesses, the creativity of our arts together have created a unique moment in the history of this growing city.

We are in the midst of a moment rich with opportunity to shape dramatically the Seattle of tomorrow.

Last year, we showed how progressives can work together to make government function and improve the lives of the people of this city.

This year, we will start to see the results of last year’s great successes.

In April, because of our action, Seattle’s minimum wage will rise to $11 per hour.

And in April, because of our action, we will begin increasing park maintenance and expanding park programming…

In June, because of our action, we will begin to see the largest increase in bus service in the city of Seattle since Metro Transit was created in the 1970s.

In July, because of our action on priority hire, when the City invests in infrastructure, we will also invest in local workers.

In September, because of our action, we will see three- and four-year-olds attending new City-funded preschool programs…

We must remain committed to implementing these achievements: Following through and getting it right is just as important as getting it in the first place.

But while Seattle is strong and, I believe, getting stronger, we must recognize that the benefits of our thriving city are not jointly shared.

We see inequities…

…in how we experience growth – between those who benefit from it and those displaced by it …

…in prosperity – between those who can afford to live here and those being pushed out …

…in our schools – between those who are coming to school ready to learn and are graduating on time, and those who are not…

…in public safety – between those who are safe from crime, and those who are at greater risk of crime because of who they are or where they live…

And, of course, cutting across all these inequities is the most challenging inequity of all – and that is racial inequity.

We must keep working together so that we can keep driving better outcomes on each of these vital issues.

Our city is many things, including a city of young people – nearly half of Seattle residents are younger than 35.

And so I have invited high school students from around the city to join us here.

Let us take this opportunity to welcome all of you to City Hall.

You are coming of age at a time of unprecedented growth and change in your city.

This can be exciting and energizing – and it can also be confusing and unsettling.

But it does present us right now with a once-in-a-lifetime chance to define the future of this city while each of you is beginning to define your own future.

So let us define both together.

Together, we can determine the destiny of our city to ensure that Seattle is a safe, affordable, vibrant, interconnected city for all.

[Growth and planning]

Seattle is growing faster than its surrounding suburbs for the first time in over a century.

Over the past twenty years, the City set goals for growth in designated areas, and we met have those goals: three quarters of all growth occurred in urban villages.

In the next twenty years, Seattle is expected to add 120,000 new residents.

And as we grow, our City must ensure that we become a more livable and sustainable city.

In Ballard, for example, population has increased by 25 percent in the past decade but investments in transportation have lagged far behind.

In Rainier Beach, where the unemployment rate is three times the city rate, we must plan for growth in jobs as we plan for growth in population.

So this year, we will launch a different approach to these issues as we restructure City government to meet our rapidly changing city.

As we provide plans for new density in a neighborhood, we will also provide plans for how the City will invest to ensure the neighborhood continues to thrive.

To the students in the room, take a moment and think out twenty years from now.

You will be in your mid-30s. You’re likely to have a job. A spouse. Perhaps children.

Where will you be living? Near light rail? Will it be a house with a yard? Will you be able to walk to work or to a park?

Those are the questions before us. And we want to hear your answers. Your vision for the next chapter in Seattle’s story.

This year, we as a City are asked to look 20 years ahead to envision Seattle in 2035.

The revision of our Comprehensive Plan is a chance for all of the city – for millennials, families, and seniors – to discuss and decide…

… where we should grow…

… how we can grow sustainably…

…and, as new housing and new businesses grow…

…how we will prioritize our investments.

In keeping with one of the fundamental tenets of my administration, I am putting a new emphasis on equity in planning.

Growth must be about placing without displacing.

Therefore, in the coming weeks I am sending a resolution to Council that recognizes race and social justice as one of the core values for the Plan.

It will call on all of us to develop new equity goals and practices, and build in public accountability through more inclusive stewardship.

And since these questions affect everyone, we will redouble our outreach efforts to ensure all voices are heard.

Evening meetings in community centers are simply not enough.

So we will conduct digital outreach, telephone town halls and find other ways to engage those deeply affected by these questions but seldom heard from – immigrants and refugees, those working evenings or those at home taking care of their families.

And this spring, I will host my second annual Neighborhood Summit to continue this citywide conversation about our major initiatives, such as…

…updating the Comprehensive Plan,

…renewing transportation funding, and

…creating more affordable housing.

[Transportation]

With a vibrant economy, our challenge is to continue creating more transportation choices for everyone, while also reducing carbon emissions.

In the year since I took office, we have made a series of moves to give Seattleites more options.

We created a legal and safe framework for taxis and rideshare companies like Uber and Lyft.

We added miles of new protected bike lanes throughout the city.

Last year, we brought in Pronto bike-share, and this year, we are funding its expansion into under-served neighborhoods.

We are allowing car-share companies like Car2Go to expand.

Last November, the voters of Seattle generously voted to tax themselves to expand bus service in this city.

This is major progress.

 

As I said in these chambers last year, this City has many worthy individual plans for bikes, freight, cars, transit, and pedestrians.

But we lack a unified, modern, interconnected transportation plan. A philosophy for how to get our city moving.

Until now.

By the end of this month, I will release a new comprehensive vision for how Seattle approaches transportation….

…a vision that integrates our many transportation plans into a single strategy that is greater than the sum of its parts, which I have named Move Seattle.

Move Seattle is a vision for growing and expanding our transportation choices to meet the needs of all users, for today and tomorrow.

We will use Move Seattle to guide our investments as we renew our transportation levy this year.

We will get the basics right by improving our aging roads and bridges and sidewalks.

And we will make the investments necessary to build a safe, integrated transportation system with an expanding variety of choices available to all.

Seattle, it bears mentioning, is not an island. To keep our city’s economy moving, we must also keep our region moving.

With Sound Transit opening two new light rail stations in the coming year – one at the University of Washington and the other on Capitol Hill – now is the time to build on this momentum.

We are working with leaders throughout the three-county region to pass authority for Sound Transit 3 in Olympia this year.

Sound Transit 3 is our path forward to build new light rail connections within the city, including to Ballard and West Seattle.

These vital connections would link our growing light rail system to Puget Sound’s largest job centers.

Together, these efforts will have profound impact on our transportation future.

But there’s no denying it: our transportation future will look different without the leadership of Tom Rasmussen on the City Council.

Councilmember Rasmussen has been a part of civic life in Seattle for as long as I can remember.

He’s been a champion for seniors, for human services, for civil rights, and for innovative transportation solutions, including our successful transit campaign this past November.

Councilmember Rasmussen, we thank you for your years of dedication to serving the people of Seattle.

[Affordability in housing]

Income inequality is real, and it’s growing in Seattle.

In 2013, the income of the top fifth of Seattle households was 19 times that of the lowest fifth.

Everyone who works in Seattle should be able to afford to live in Seattle…

Our strategies to address this challenge have included reinventing our City’s utility discount program, where we have seen a 21 percent increase in household enrollments in one year, and are on track to meet my commitment to double enrollments by 2018.

And I look forward to partnering with Councilmember Sawant to continue this important work.

Our strategies have included raising the minimum wage for workers like Malcolm Cooper-Suggs, a 21-year-old fast-food worker.

Malcolm is excited to soon be able to start setting money aside for emergencies his future.

He is doing his part – working hard to make a better life for himself. He deserves a fair wage for a full day’s work.

Malcolm is here with us today – Malcolm please stand and be recognized…

In time, our action on minimum was will directly impact the lives of over 100,000 individuals like Malcolm working in this city.

Women are disproportionately represented among those who stand to benefit from the rising minimum wage.

And there are steps the City can take to address the gender equity issues among our own employees.

With Councilmember Godden’s leadership, we will move forward on a number of initiatives this year that will help close the gender pay gap and promote women’s participation in the City workforce.

We are also establishing an Office of Labor Standards to educate workers and businesses on how to comply with our new minimum wage law and enforce other important worker protections.

This Office in many ways is the crowning achievement of a remarkable two-decade-long career of service to the people of Seattle.

Councilmember Nick Licata, you have been a voice for the voiceless, and a tireless advocate for a more affordable city.

If, as Jonathan Raban has written, living in a city is an art, then you have brought the vocabulary of art to our ongoing efforts to make this city a better place for all…

Our next great challenge to affordability, of course, is housing.

Seattle now has the fastest growing rents among all major cities in the country.

To address this massive challenge, I worked with Councilmembers Clark and O’Brien to establish an advisory committee to take action.

As with our minimum wage task force, we have brought together people with very different perspectives who often do not agree, to work together on a definitive proposal just as rigorous as the solution we developed on the minimum wage.

Their recommendations, due in May, will help ensure people – and especially families –can live in this city no matter their income.

People including the mother I met who works downtown and lives in South King County, but spends hours a day commuting.

Hers is a common story that is often lost, but experienced by thousands of other workers across Seattle. These stories represent the true cost of a lack of affordability in our city.

I have made it clear to the members of the committee – and will reiterate here today –that we are not going to get there with a single tool.

To address our affordability challenges, everyone must play a part: from developers to landlords to nonprofits to employers to the construction industry… to City government.

That’s why I am committing 35 million dollars of City resources to enact the recommendations of this Advisory Committee.

[Education]

As we grow as a city, we cannot allow the opportunity gap between white students and students of color to persist.

Nearly 90 percent of Caucasian third graders are meeting math and reading standards in this city, compared to approximately half of African American students.

About one-quarter of African American and Latino students do not graduate on time, compared to 8 percent of Caucasian students.

We can no longer allow so many of our children to leave school unprepared for college, for work or for life.

The City has partnered with Seattle Public Schools for 20 years through the Families & Education Levy.

Thanks to the leadership of Council President Burgess, we are deepening our partnership through the Seattle Preschool program.

And there are still more opportunities to partner.

Building a school system that works for all of our children is not the responsibility of the school district alone.

It is the responsibility of all of us.

This fall, I will be convening an Education Summit to re-envision how a 21st Century urban public school system can work successfully for all students.

The City, the school district, the state, the private sector, teachers and parents – all must engage in frank and honest conversation, and unite around a shared vision.

Together, we will close the opportunity gap in our public schools.

[Economic development]

Seattle is home to one of the most unique business environments in the country.

We have a diverse economy that is creating jobs and keeping unemployment low.

Amazon continues to grow before our eyes. Weyerhaeuser is moving to Pioneer Square. Juno had a very successful initial public offering.

But we as a City lack a more focused approach to economic development.

Too often, we have rested on our luck and our geography.

In the coming months, we will be asking our local business owners:

What do we need to do to make the task of running a local business easier?

What can we as a City do to help businesses thrive?

Over the last year, we have taken some initial steps…

We held an industrial and maritime summit to explore ways to build upon Seattle’s strengths as a manufacturing center, and as a trading hub.

As a result, my budget invested in a Heavy Haul Corridor in Sodo, an essential step to help boost the competiveness of our industrial freight sector.

And we will continue this engagement to create a longer-term vision for the role of manufacturing, maritime, and trade in Seattle’s economy.

We are building our strategy to attract foreign direct investment.

We are expanding access to broadband to support start-up businesses.

Our Office of Economic Development launched an effort to help restauranteurs navigate the City, County and State regulations necessary to open and run a restaurant in Seattle.

And, we are making investments in business retention for medium-size business in growing industries.

All of these elements and more will be part of the conversation as we develop a shared strategy with the business community for how the City can play a more active role in nurturing our business environment and in creating jobs.

[Government performance]

A rapidly changing city requires a City government that can adapt right along with it.

If Seattleites are to have confidence that City Hall can meet today’s challenges they must be able to measure the City’s performance.

In September, as part of my budget, I made a promise to provide greater transparency into City government, and make more information and data accessible to the public.

And we have some results to share.

Today, we are launching a new tool called Performance Seattle, an interactive website found at performance.seattle.gov

Currently, nine of our departments are contributing data about how well they are meeting their goals, such as reducing traffic fatalities, reducing our carbon footprint and responding quickly to fires.

In the coming months, all City departments will set performance targets and report regularly to the public on their progress.

Today, we are also launching OpenBudget, another interactive website that presents budget data for the entire City government.

Located at openbudget.seattle.gov, it is a leap forward in budget reporting for our City.

Taken together, both of these resources will help us as a City achieve better goal-setting, better tracking, better use of data, and better outcomes.

These sites also highlight the great accomplishments of our hardworking City employees, who confront and manage complex and contentious issues each and every day.

I want to highlight the strong leadership of Christopher Williams, a long-time Parks employee who served as acting superintendent for more than four years, and is returning to his deputy role.

Christopher saw the department through a difficult time in the economy, and today, because of him, our department is stronger than ever.

Thanks to his leadership, and the leadership of Councilmember Bagshaw, we were able to secure long-term funding for Seattle’s parks and community centers.

[Public safety]

Last year in this chamber, I committed to using a data-driven approach to address our city’s complex and ongoing challenges in public safety, the paramount duty of local government.

Under Chief O’Toole, in August the Seattle Police Department launched the Seastat program, which uses data and community input to identify spikes in crime, address them, and evaluate police response.

In the fall, after a rash of robberies on Capitol Hill and in the Rainier Valley, we coordinated precinct and department-wide resources in the hardest-hit areas.

These focused efforts resulted in a 25 percent drop in robberies on Capitol Hill and a 40 percent drop in the Rainier Valley.

And after a spike in car thefts and car prowls last year, these same smart policing techniques led to a 12 percent drop in car thefts and a 16 percent drop in car prowls.

They also led to a 26 percent drop in burglaries.

This is good police work, and is the result of the dedicated efforts of our Seattle police officers.

These are early steps in addressing our public safety challenges, but they are positive steps in the right direction.

To build upon this momentum, I have set ambitious crime reduction goals for the Police Department, which are featured at Performance Seattle.

We will continue to grow and expand these strategies as we develop the best model for urban policing in the nation.

As I committed in these chambers last summer, I will provide the Council with a fuller presentation in late spring, consistent with our work to…

…ensure a safer built environment,

…foster more active public space and

…generate more economic opportunity for youth.

[Youth employment]

The fact is, the City can reduce youth crime and violence through a robust youth employment program.

In Chicago, for example, young people from high-crime neighborhoods were nearly half as likely to be victims of violent crime when they had summer jobs.

This year, we will create a Mayor’s Youth Employment Task Force to build the most vigorous youth employment program this City has seen in decades.

This program will help our young people – especially youth from our most under-served communities – develop the skills necessary to compete in the 21st Century economy.

We know what a successful program looks like.

Shawnteal Turner was in and out of juvenile detention when she attended a career fair and learned about the Youth Green Corps, a partnership between our Seattle Parks and Goodwill.

She liked learning about the environment and wanted help forming her life goals.

Shawnteal completed the program, and because of her dedication, passion and hard work, she is now working with both Seattle Goodwill and Seattle Parks & Recreation.

Shawnteal is here with other members of Youth Green Corps.

Shawnteal, please stand and be recognized…

We want to provide more opportunities like Shawnteal’s.

Our immediate goal is to double the number of summer youth served to 2,000 this year.

Additionally, Seattle was selected to receive a significant grant from Bloomberg Philanthropies.

The staff hired with these new resources will first focus on addressing the disparities affecting young African Americans, particularly men, in Seattle.

We will align our participation in national efforts to address youth violence –including Cities United and President Obama’s My Brother’s Keeper – with our local efforts, such as the Seattle Youth Violence Prevention Initiative.

In the spring, we will convene a Youth Opportunity Summit, working with African American and other community-leaders, experts in academia, the non-profit and private sectors to eliminate the educational opportunity gap, increase long-term employment and reduce juvenile crime rates.

[Police accountability and police reform]

Every community deserves to be served well by its police service.

Our efforts to reform the Seattle Police Department remain a top priority of my administration.

This City will continue working with the federal judge and the Civil Rights Division of the United States Department of Justice to address patterns of excessive use of force.

That is non-negotiable.

While we still have far to go, we need to acknowledge when progress occurs.

For the first time, the federal monitor has commended us for our progress. All officers are receiving consistent training. And, we are now collecting consistent, reliable, court-approved data for all uses of force.

Last year, I worked with Councilmember Harrell, the Community Police Commission, the Office of Professional Accountability and City Attorney Pete Holmes to develop reforms that will bring greater fairness, independence and transparency to the police discipline and accountability process.

Chief O’Toole and I have already implemented some of these reforms to ensure that disciplinary appeals are handled properly and efficiently.

This spring, I will introduce legislation to implement the remaining reforms.

All together, our comprehensive efforts will change the experience between our police and our community, and rebuild public trust.

They include…

…improved recruitment of a more diverse police force…

…significant training in de-escalation tactics and bias-free policing…

…extensive reporting and data-collection to identify potential misconduct…

…a streamlined complaint process for Seattleites to report issues …

…increased civilian oversight of every aspect of the police discipline and accountability system…

…and significant new transparency to instill public confidence and ensure that incidents of misconduct are not swept under the rug.

These changes are essential elements in our ongoing effort to create the best model for urban policing in the nation.

[Conclusion]

This is a historic moment in America and in Seattle as we confront the issue of race.

We must acknowledge how far we have come, but this is the side of the mountain, not the summit.

The poet Maya Angelou said:

“History despite its wrenching pain,

Cannot be unlived,

and if faced

With courage,

need not be lived again.”

It will take courage to address the deeply troubling issues of policing and race in this country.

It will take courage to acknowledge that the police are often at the receiving end of the failure of other systems to address race…

…failure in our education, criminal justice, foster care, mental health and political systems.

On the night of the Ferguson Grand Jury decision I pointed to the results of those failures.

… African Americans are incarcerated at nearly 6 times the rate of Caucasians…

… Homicide is the leading cause of death of young African-American men …

… 40 percent of African Americans will fail to graduate on-time from our high schools — or at all — …

…the numbers for Latinos, Pacific Islanders and Native Americans are hardly better.

To the young people here, everything I have spoken about today, everything we have accomplished this past year…

…pre-k, the minimum wage, transit, priority hire, parks and community centers, police reform, summer youth employment…

…they are the response of the people of this City to addressing the issue of race and inequality.

But much work remains and it will not be easy. It is time to begin again to climb that mountain.

It is time for Seattle to talk with each other about how we heal the wounds of race.

Maya Angelou goes on in her poem to say.

“Lift up your eyes upon

this day breaking for you

Give birth again

To the dream.”

 

Thank you.