People often ask me about how the Port of Seattle is doing in these tough times. This past year, the port commission worked very closely with port CEO Yoshitani and port staff to eliminate programs that had outlived usefulness, to cut payroll (6%), to increase employee medical contributions and to scrutinize expenditures.  As we approach year-end, those tough decisions are producing positive results.  Our projected net income is over budget and we were able to cut taxes.

Here is a summary for how we are finishing this challenging year (thru November).

Airport passenger traffic is down only 3.5 percent, much less of a decline  than many other airports

Marine cargo through November is down 9.7%.  As a comparison, Tacoma is down 16.5%, L.A. is down 15.4% and Long Beach is down 24.5%.

 The Port of Seattle’s total operating revenue for the first eleven months of 2009 was $432.5M or 3.1% under budget.

However, total operating expense was 14.3% under budget

Net Operating Income (NOI) before Depreciation was $215.2M, or 11.6% over budget

In addition, starting in 2010, the seaport, like the airport, will cover its own capital costs from its own profits and will no longer rely on the property tax levy. 

For 2010, the port commission reduced the property tax levy.

If you have a question or comment, please send it to me via my website, www.BillBryant.info

Regards,

Commissioner Bill Bryant

While some governments are talking about raising taxes and tapping reserves, the Port of Seattle has done the opposite. In our 2010 budget, we cut taxes and set up a new transportation/infrastructure reserve fund to start covering known, future liabilities.

During 2009, the port commission emphasized the need for the port to maintain net operating income despite falling revenues.

To accomplish that, in 2009, the commission and port CEO Tay Yoshitani:
• implemented zero based budgeting
• eliminated programs that didn’t meet current needs
• required two week unpaid furloughs
• cut payroll 6% (110 positions)
• revised the medical program to require employees to contribute more
• cut an additional 5.6% from the budget throughout 2009.

These were not easy decisions, but we are not there to make easy decisions; we are there to solve problems and set policies that will help our port be a competitive, environmentally sustainable, job generating engine for our region.

On November 23rd, the port commission did that by passing another fiscally responsible budget. This 2010 budget adds to environmental reserves, creates a new $40 million+ infrastructure and transportation reserve AND CUTS PROPERTY TAXES.

The 2010 reduced port property tax will be spent as follows:

• A little over $40 million on bond debt service for previous dredging, terminal expansion and Fisherman’s Terminal seawall renewal projects
• Over $15 million on road projects including expansion of Spokane Street viaduct, overpasses near Safeco Field, East Marginal Way improvements and freight projects in the Kent Valley
• About $13 million into transportation & infrastructure reserves
• Over $8 million into environmental projects
• Over $9 million for new school construction in the Highline School District (near SeaTac)
• Over $19 million on projects including seawall replacement, dock repair and improvements, storm water upgrades, and environmental initiatives.

Just as important, from 2010 forward, the seaport will cover its capital costs from its own net operating income and will not rely on property taxes.

In just the two years I have served on the commission, with the support of the entire commission, port CEO Tay Yoshitani and port staff, we have been able to transform the Port of Seattle from what I think was one of the more arrogant and insular organizations to the most open and transparent government in our state.

Executive sessions are now kept to a minimum and we are the only entity in the state that tapes its executive sessions.  The briefing materials port commissioners receive prior to meetings now are also posted on the website for the public.  The commission has taken back some responsibilities that had been ceded to the CEO.  Contracting is centralized and nearly all contracts must move through a consistent and open process that involves public review and commission oversight.  Public meetings are held around the county to encourage participation from a broad array of stakeholders and interests.

It is now our responsibility to ensure these reforms increase our efficiency and competitiveness.