Seattle can do better.
DISTRICT ONE & SEATTLE
- Convert all city fleets to electric and hybrid vehicles
- Preserve green space & prioritize cleanups in polluted areas
- Provide shore power for ships docked in Seattle
We must increase green transportation options, sustainable industry practices, and reduce our carbon footprint to mitigate climate change and the impacts of pollutants on public health. This is of special concern in District One given our level of exposure to environmental hazards. South Park currently has one of the lowest life expectancies in the City and Duwamish Valley residents in general are disproportionately impacted by asthma and lung cancer. I will work with City, County, State, and Federal departments to track results of health assessments and make meaningful improvements to our environmental and public health.
- Support the Purple Line (tunnel option) for Sound Transit’s D1 light rail extension
- Expand access to mass transit and micro-mobility alternatives
Seattle is making major investments in transportation. It is the role of City Council to ensure investments are effective and efficient and provide oversight. As a Councilmember, I will hold the Council, City, and contractors accountable and ensure projects have minimal (if any) impact on traffic flow and other public and private operations. We need clear, informative data that improves our understanding of transit usage and demand. We also need to assess potential primary, secondary, and tertiary impacts of planned projects to better understand the total costs and benefits of our options. Projects should not threaten the success of small businesses. Larger projects must not threaten our housing stock. Building for the future means building smarter.
- Support the Seattle Police Department and ensure proper staffing
- Support community policing
- Reform criminal justice system – using it as a gateway to deliver services
Our municipal government is supposed to provide services and meet our needs efficiently. To do so, we must establish an authentic engagement process with our neighborhoods – working with communities and local organizations to provide more support where necessary. In District One, public safety is an area needing more support. Overall crime has increased over the last four years; South Delridge and South Park now have the 6th and 12th highest crime rates in the City respectively. I will work with SPD, supporting their efforts to increase engagement and responsiveness while enforcing high standards of accountability. We need real, substantial progress. We need it now.
- Regular in-district office hours
- Remain active in our community
- Proactive and reactive to community needs
Being available for your community means more than 48 in-district office hours each year. It means more than late arrivals and early departures from community events. Yet, this is what the current Council offers. Saying you have raised the bar means little when the bar is set disastrously low to begin with. I will make myself truly available and remain active in our community. Whether hosting trivia at Talarico’s, participating on the Morgan Community Association Board, or simply enjoying one of our many great local businesses, you will see me in and around District One. Connecting with people is my top priority – it’s the only way to be fully informed about how to best serve our neighborhoods.
One of District One’s unique qualities is that we still have free parking. This is an important feature that supports businesses, communities, and ensures equitable access to everything we have to offer. I will fight for these spaces so we and our guests can continue to enjoy West Seattle and South Park.
CITY AT LARGE
- Hold Council, City, and contractors accountable
- Measure total impact and cost of projects
- Create a long-term, proactive infrastructure plan
The challenge of improving mobility is illustrated by the current dilemma with downtown traffic. City Council pushed for light rail access downtown, which forced buses out of the tunnel. Buses moving from the tunnel onto surface streets increased duplicative routes and the demand for bus lanes. These factors, combined with expanded bike lanes, eliminated parking spaces and impacted the viability of personal vehicles as a transportation option. Now we have light rail access; but we also have congested streets, limited parking, and the threat of more reactive policies where we need proactive policy. I will work to create a long-term infrastructure plan for the City, prioritizing a transition to clean transportation alternatives.
- Seek solutions to the crisis with urgency
- Collect reliable, accurate data to measure outcomes
- Connect people with services getting to the root of the issue
I will work to identify and review approaches to address homelessness, including; criminal justice reform, customer-centric service models, community-based support networks, transitional employment and housing, and removal of barriers to affordable housing production. As we transition to a regional response, I will be actively involved with the planning process to ensure we do not repeat mistakes currently being made and design the system around those experiencing homelessness rather than perverse incentives. In the meantime, we must continue to monitor the progress of the Law Enforcement Assisted Diversion program (LEAD), the Navigation Team, and track the Community Service Officer (CSO) program.
Addressing this crisis takes more than rhetoric – saying we care is not enough. We need solutions that deliver measurable results, not impulsive policies funding dead-end programs that reinforce a façade of attentiveness. I want to solve the problem – others merely demand it be solved. I want to build partnerships – others want enemies and scapegoats. I will listen to our communities, advocates, providers, businesses, law enforcement, and people experiencing homelessness to develop, promote, and implement the most effective policies. It is long past time to take this step.
As much as we need better programs, we just as desperately need reliable, accurate data collection. Our team has reviewed City expenditures and Seattle/King County’s data collection and reporting methods. The budget is wasteful and data severely flawed. We cannot rely on our data when reports openly undercount, make no effort to reduce bias nor inconsistencies, and manipulate the arithmetic of population estimates then miscalculations “progress”. I will introduce strategies that get straight to the heart of the homelessness crisis.
- Increase in-lieu-of fees to match true cost of developing affordable units lost
- Ensure fees are invested within community receiving development
- Use neighborhood plans and transit corridors as guides for upzoning
- Streamline permitting process to ease development
Seattle has experienced unprecedented population growth, following from economic development and leading to rapid densification. The influx of people occupying higher income jobs in our new economy has increased demand for housing at quickly increasing prices. This process has displaced low- and middle-income households. City Council’s response was to approve blanket upzoning in neighborhoods throughout the City, seeking to radically reshape local landscapes. Now that the Mandatory Housing Affordability (MHA) plan is a reality, it’s imperative we consider how housing can and should fit into existing neighborhoods. When new developments are permitted, and developers opt to pay a fee rather than produce affordable units, the fees in-lieu-of units must adequately cover the cost of producing the units on the public side. Currently, minimal fees guarantee developers will choose payment over performance and, subsequently, guarantee perpetual displacement of households who can’t afford higher housing costs. We must get back to the basics and review our planning processes. Zoning alone is not planning – we must improve the arduous process of development and strike a better balance in the City’s zoning and planning processes.
- Utilize my background as a public defender and arbitrator—mediate between labor and businesses to create solutions that empower works and sustain business.
- Expand existing apprenticeship programs.
- Support strong responsible bidder requirements.
- Promote opportunities in economically distressed zip codes.
Working families and the companies employing them both deserve our support. Labor representatives and business owners must collaborate to address concerns. Ultimately, both sides have the same goal – make sure jobs exist which allow families to provide themselves with stable lifestyles. Neither community can exist without the other, so they must communicate if they are to succeed. With my background as a public defender and arbitrator, I will mediate between labor and business and support solutions which empower workers and sustain business. I will not do what has been done for the past four years – scapegoating business as the apathetic source of Seattle’s problems.
I plan to work with departments and agencies at each level of government to review best practices and the goals of apprenticeship programs. I will explore ways to expand existing programs and create new apprenticeship categories, as well as strengthen overall programs by enhancing recruitment, training, and retention efforts in the trades.
I strongly support responsible bidder requirements and will oppose any efforts to weaken them. Responsible bidder rules are crucial to protect both jobs and the public. Firms submitting requests for proposal (RFPs) for City contracts should demonstrate a strong apprenticeship program, compliance with prevailing wage and collective bargaining rights, proper experience, and other standards showing the firm is capable of fulfilling the contract while protecting workers’ rights.
According to the City’s 2017 Annual Report of the Priority Hire Program, workers from economically distressed zip codes worked 185% more hours on Communications Workers America (CWA) projects than before the program. Still, we must continue to promote opportunities in distressed zip codes. I will work closely with the City’s Department of Finance and Administration to remain informed and engaged in the overall development, implementation, and administration of contracts – addressing issues early in the process. I will also work with Attorney General Ferguson and the Internal Revenue Service to crack down on tax and payroll fraud.
- Partner with businesses to promote and help solve Seattle’s primary issues and continue our City’s prosperity.
- Include the business community in policy decisions so that there is balance on our Council.
For decades Seattle depended on aerospace and timber to drive our economy. Advancements in technology put Seattle at the forefront of the new tech economy and turned us into the fastest growing big city in the country. We are blessed to be the home of some of the world’s most iconic businesses – companies leading economic and social change around the globe. We must collaborate with these businesses as partners in ensuring Seattle’s prosperity. They have a stake in Seattle’s success for the same reason as each of us – Seattle is home. Developing responsible relationships with business leaders will help us promote education, tourism, transportation, information technology, entertainment, green infrastructure, and other resources for those in need. Treating business leaders as enemies all but guarantees they will pull resources from Seattle – starting with jobs. There must be a balance.
The Council often seems to make policy decisions that impact business without including the business community, then tries to turn public opinion against businessess by framing them as opponents to progress. Most business owners want what is best for the city. They want to contribute, and they need to be heard. Everyone deserves a voice.
With the passage of the Mandatory Housing Affordability plan (MHA), it’s imperative to consider how housing can and should fit into existing neighborhoods. When new developments are permitted, and developers opt-out of providing affordable units, the alternative payment option must adequately cover the cost of producing the same affordable units. [READ MORE]
Seattle policymakers must collaborate with those at the County and State to develop more appropriate and effective programs and services. As a Councilmember I will work with King County to establish a regional framework which includes all stakeholders, working together to design and deliver an effective, efficient, and equitable system. [READ MORE]
Addressing Public Safety
We must get back to the basics: increase the number of sworn officers, expand community policing, emphasize areas of treatment, and provide housing and wraparound services for those experiencing homelessness. We must establish an authentic engagement process with our neighborhoods. [READ MORE]
We need clear, informative data on transit and bicycle ridership as well as foot and vehicle traffic, then we need to use those data to make educated investments. We need to understand the potential primary, secondary, and tertiary impacts of projects – including impacts on business, other departmental functions (i.e. emergency response), and long-term development. Currently, there is insufficient (if any) interdepartmental communication in the planning process for transportation projects. [READ MORE]
Seattle is an amazing, vibrant city.
It needs the best leadership we can offer. At this moment, Seattle needs change. It needs a new vision. It needs fresh ideas and new leadership that brings people together instead of exploiting division. That’s what I will bring to the City Council.
I hope this FAQ has helped you learn more about my vision for District One and the city at large. Your attention and concern are appreciated.
I humbly ask you to be part of the change. I would be honored by your support and vote.