MOTION 2020-06:
A MOTION OF THE PORT OF SEATTLE COMMISSION
to provide guidance for Port leadership in prioritizing
Port investments to assist local, regional, and statewide
economic recovery from the COVID-19 pandemic.
ADOPTED
APRIL 1, 2020
INTRODUCTION
The COVID-19 global pandemic is an unprecedented public health emergency that impacts the
lives of every local resident and is causing incalculable economic and human costs. The Port of
Seattle’s number one priority is keeping employees, tenants, concessionaires, contractors,
customers, travelers and residents safe.
The Commission extends its thanks to the public health officials, first responders, and elected
leaders who are helping our region navigate this crisis, and to the Port employees, tenants and
associated businesses and front-line workers who are focused on keeping the Port operational
during this challenging time. The functional continuity and operations of the Port are vital to
preventing greater disruption in the current emergency conditions Ensuring the protection of
public health and safety while maintaining operations is essential. The Port an over 100-year-old
organization, is resilient, and every day is a demonstration of its commitment to the residents of
King County, the businesses and workers who rely on it, and the global travel and trade supply
chains that depend on it.
Once this global crisis ends, the Port of Seattle is uniquely positioned to be one of the leading
public agencies to help drive the recovery efforts. The Port of Seattle’s mission is to promote
economic opportunities and quality of life in the region by advancing trade, travel, commerce,
and job creation in an equitable, accountable, and environmentally responsible manner. We are
committed to sustaining and creating living-wage jobs, preserving the maritime sector and
industrial lands that serve our seaport and airport facilities, supporting small and disadvantaged
businesses, workforce development, tourism and economic development.
The Port commits to values of equity, justice and inclusion in the COVID-19 crisis response,
from immediate response to longer-term recovery. In developing recovery plans, the Port will
ensure that principles of equity, justice, inclusion, transparency, and accountability are
embraced. The Port will engage communities who are most impacted to understand their
needs.
In response to the extraordinary circumstances posed by the COVID-19 crisis, the Port’s relief and
recovery effort will focus on restoring, sustaining and maximizing our aviation and maritime
operations. These operations will play a critical role in the economic recovery of the Puget Sound
region and the state of Washington. The financial sustainability of Port, responsible fiscal
stewardship and public accountability should inform these efforts. Planning for the recovery
efforts, both short-term and long-term, needs to start now and we must ensure these efforts are
equitable, inclusive and environmentally sustainable.
TEXT OF THE MOTION
The Port of Seattle Commission hereby adopts the following principles to support and guide the
Executive Director’s evaluation and prioritization of recovery actions to restore, sustain and
maximize our aviation and maritime operations in response to the COVID-19 pandemic and
ensure swift regional economic recovery. The Port shall consider its fiscal, legal, and equity
responsibilities in all decisions made when applying these principles.
Port Employees and Partners
To mitigate impacts of this pandemic on the Port’s workforce and its partners, the Executive
Director shall consider the following principles when making decisions:
• Port Employee health, safety and wellbeing: The Port shall continue to protect the health,
safety and well-being of our employees and will maximize teleworking policies and leave
policies, as appropriate based on public health guidance.
• Keep Port employees working: The Executive Director shall consider steps to keep our
workforce employed such as deferring hiring of new and replacement positions, flexible
leave without pay options, and reduced hours over reduction in the workforce. In addition,
the Executive Director shall determine whether new skill-building and educational resources
for employees are necessary to transition employees to new career pathways. The
Executive Director shall take into consideration the Port’s represented employees and their
unique needs.
• Youth employment: The Executive Director shall offer youth internships to provide to the
extent possible a short-term boost to the economy, support the most vulnerable and
underserved communities, and continue its strategic investment in the Port’s workforce of
the future. Where possible, the Port should consider youth whose parents have lost
employment as a result of the COVID-19 pandemic.
• Federal, state and regional recovery coordination: The Port shall collaborate with the
Federal government, Washington State, King County, City of Seattle and other regional
institutions to develop and implement a coordinated plan for long-term economic recovery.
The Executive Director will work to identify federal and state programs that benefit the Port’s
business partners, and support their efforts to apply for and/or otherwise take advantage of
these resources.
• Tenants and concessionaires: The Port has a strong interest in supporting the economic
vitality of its business partners so that they may produce revenue for the Port, provide service
to Port customers, and generate jobs. This will be a key element of the recovery.
The Executive Director may consider proposing adjusted agreement terms in a manner that
serves the financial interests of both the Port and its tenants and concessionaires. The
Executive Director shall, in light of Port finances and to the extent permitted by applicable
law, consider prioritizing:
o Businesses that are directly impacted by the COVID-19 pandemic and the restrictions that
have been implemented to address it;
o Businesses that can commit to being available to provide services and generate revenue;
o Businesses who are not otherwise eligible for significant state or federal economic relief;
o Small and diverse businesses;
o Independent contractors, hourly-wage workers, “gig workers”, and artists and craftsman
who do not otherwise have access to basic economic safety nets; and
o Non-profit organizations and not-for-profit tenants.
Capital Programs
The Executive Director shall evaluate project assumptions for all capital projects approved prior
to the COVID-19 pandemic. These projects shall be evaluated if assumptions on demand for Port
facilities, industry trends, and consumer habits have changed. The Executive Director shall
determine which projects shall be postponed, accelerated or phased, and consider the following
principles when making decisions about these short-term and long-term capital investments and
major capital maintenance projects:
• Maximize economic impact: Prioritize projects that generate significant economic activity –
not only construction-related employment and spend, but also projects that, once
completed, will facilitate key drivers of regional economic activity such as trade, fishing,
tourism and travel. This shall include considerations for projects that facilitate a rapid
recovery and accelerate employment opportunities, and reduce our capital construction
costs in the face of reduced market demand.
• Diversity in Contracting: Prioritize capital programs that have high utilization rates for
woman and minority owned businesses consistent with the Diversity in Contracting Policy
Directive.
• Small Business Enterprises: Prioritize projects that provide opportunities for small business.
• Environmental Sustainability Goals: Prioritize actions that support attainment of Century
Agenda goals for greenhouse gas and air emission reductions, habitat stewardship and
enhancing the environmental features of capital projects, particularly projects or operational
decisions that utilize the Sustainable Evaluation Framework.
Economic Development and Community Investment Programs
The Executive Director shall consider the following principles when making decisions about
economic development and community investment programs:
• Existing Grant and Community Benefit Programs: Prioritize community investments using
existing programs such as the Economic Development Partnership Program, Tourism
Marketing Support Program, Duwamish Valley Community Equity Program, the South King
County Fund and others.
• Partnerships to Maximize Funding Impact: Identify partnerships and coordinate efforts to
create multiplier effects of Port funding. For example, the Executive Director can leverage
Washington Department of Commerce economic recovery investments that create near-
term economic activity; expand on regional transportation investments that support the
region’s trade and travel needs; leverage city and statewide tourism promotional programs;
and address long-term infrastructure needs.
Reporting Timelines
The Executive Director shall deliver to the Commission by April 28 , 2020, a draft early action
recovery plan with recommendations and options outlining how the principles will be applied to
Port investments. By December 31, 2020, the Executive Director will update the Commission on
recovery implementation efforts and continue to provide updates on a quarterly basis
throughout 2021. The Executive Director shall compile and report on lessons learned to
incorporate innovative and new ways of doing business and report in the first quarter of 2021.
STATEMENT IN SUPPORT OF THE MOTION
The Port of Seattle is a major regional economic driver. It owns and operates vital
transportation infrastructure necessary to facilitate recovery across the state. Sea-Tac
International Airport (SEA) is the largest transportation hub in the five-state region with over 51
million passengers annually. With a regional economic impact of more than $22.5 billion in
business revenue, SEA generates more than 151,400 jobs (87,300 direct jobs), representing
over $3.6 billion in direct earnings and more than $442 million in state and local taxes.
The Port and The Northwest Seaport Alliance (NWSA) operate the 4
th
largest gateway in the
country serving farmers, manufacturers, retailers and service providers throughout Washington
and is a critical part of the supply chain. Our Maritime facilities, including cargo, cruise and
fishing operations, support over 20,000 employees including our terminal operators, longshore
workers, steamship agents and freight forwarders, trucking companies and railroads moving
cargo to and from terminals. NWSA Marine Cargo generates almost $6 billion dollars in
business output across Washington state. In addition, our cruise operation supports 5,500 jobs
and a full cruise season generates nearly $900 million in economic activity.
Because of those roles, the Port of Seattle Commission is focused on the Port’s responsibility to
plan strategically and proactively for how to help our region during this crisis and guide its
recovery once it is over. As a public agency that provides essential services to facilitate our
economy, the Port is uniquely positioned to be a key driver of economic recovery. The Port’s
roles in the transportation of people and goods, economic development, tourism promotion,
workforce development, trade and travel facilitation, environmental remediation, youth
employment and equitable inclusion are all essential tools that are needed to help workers,
businesses, local residents and the overall economy. It is also in the Port and regions financial
interest to keep tenants operating in both the maritime and aviation sector.
Just as important as the Port’s role to help the economy revive will be its focus on rebuilding the
economy equitably, in an environmentally sustainable manner, across King County and the
region.
Prioritization of investments is critical in the upcoming months and those decisions must be made
in alignment with the Port’s mission, values and goals; this motion is the beginning of that
process, with an acknowledgement that additional guidance will be required on a regular basis
and reviewed on a case-by-case basis.
As the Port changes the way we do business and innovates to meet this challenge, the Port will
look at ways to incorporate these new approaches into doing business for the long-term benefit
of our employees and the region.
