PORT OF SEATTLE 
MEMORANDUM 

COMMISSION AGENDA             Item No.      7b 
Date of Meeting     April 13, 2010 
DATE:    March 24, 2010 
TO:      Tay Yoshitani, Chief Executive Officer 
FROM:    Eric Hanson, Manager, Seaport Planning 
SUBJECT:  Briefing of Strategic Planning for Future Development of Terminal 91 

SYNOPSIS 
Seaport and Real Estate Division staff are commencing a joint planning endeavor to determine
how best to develop significant portions of Terminal 91. This brief will discuss planning goals, 
working assumptions, anticipated schedule and a proposed budget. Staff intends to return to
Commission later this year seeking funding approval in the amount of $350,000. 
BACKGROUND 
Terminal 91 is historically one of Seattle's most venerable maritime facilities. It has hosted a
variety of activities such as being the origin of the famous silk trains, being a naval base and
handling petroleum products and automobile imports. Currently, the facility is a major marine
complex used by the Alaskan fishing fleet; seafood storage and processing companies; cruise
ship operators; and a variety of other marine industrial businesses. 
Each new use brings a need to modernize the facility. In 2001, the departure of the Port's last
auto import customer left significant portions of the terminal underutilized. The terminal has
seen significant new development south of the Magnolia Bridge over the last decade. Significant
areas north of the bridge however, remain vacant or under-utilized.
Many factors are driving the need to commence this planning project. Existing customers have
expressed desires to expand at Terminal 91. The opening of the Smith Cove Cruise Terminal on
Pier 91 has brought new dynamics to the operational character of the terminal. Our current
economic climate provides an opportunity to carefully assess future development in order to be
appropriately positioned for an economic recovery. Now is an ideal time for planning the future!

COMMISSION AGENDA 
T. Yoshitani, Chief Executive Officer 
March 24, 2010 
Page 2 of 3 
PLANNING GOALS 
The planning work is significantly influenced by a desire to accommodate expressed expansion
opportunities of existing businesses, as well as setting the stage for additional businesses to
utilize the site. Specific goals are to: 
- Devise an integrated and comprehensive site plan that identifies types of infrastructure
development and their costs that may require use of the Port's levy. 
- Formulate Port policies that will guide specific future development actions. Examples: 
o  What is the appropriate level of Port investment in new infrastructure? 
o  What is the optimal balance in achieving regional economic benefits,
environmental stewardship and desired financial goals? 
o  How should the Port develop the site? 
o  How should it be funded? 
- Increase revenue generation for the Port. 
- Increase regional economic benefits. 
WORKING ASSUMPTIONS 
The working assumptions closely correlate to the Century Agenda, Recommended Guiding
Principles adopted by the Port Commission in August 2009. Major assumptions guiding this
endeavor: 
- Pursue expansion of "core mission" customers at the site. 
- Seek "broader types of economic activity" that are permissible under the site's existing
industrial zoning. 
- Ensure new development is as financially "self sustaining as possible."
- Perform a broad and transparent public process that specifically engages various
stakeholders and community groups vested in the site.
- Apply modern principles of sustainable growth into the planning process.

COMMISSION AGENDA 
T. Yoshitani, Chief Executive Officer 
March 24, 2010 
Page 3 of 3 
SCHEDULE 
Prevalent throughout the planning process will be Commission briefings and/or action requests
and numerous public outreach efforts. Other milestones:
- Development Options Study. This product will create a number of site plan alternatives
each with development costs, expected revenues and overall financial implications.
Anticipated completion date: December 2010.
- Preferred Alternative. This product will preliminarily identify what is measured by staff
to be the best comprehensive plan of developments meeting the stated goals of the
planning process. It may be one of the specific alternatives identified in the Development
Options Study or potentially a hybrid of two or more of the alternatives. Anticipated
completion date: January 2011.
- Environmental Review. Staff will complete the environmental review required by the
State Environmental Policy Act (SEPA). Anticipated completion date: Spring 2011. 
- Plan Implementation. Implementation of a final development plan can take many forms
and potentially take many years. However, staff envisions moving ahead quickly for 
funding requests associated with Port action to build specific improvements and/or
initiating a process to select a private sector development partner. Anticipated date:
Summer 2011. 
BUDGET 
Funding for this expense project is anticipated to be $350,000 over a two year budget period and
will be shared between the Real Estate and Seaport Divisions. This budget is expected to cover
costs associated with creation of the Development Options Study, public outreach, the Preferred
Alternative and environmental review. The 2010, Operating Expense Budget includes $125,000
for this work. Additional funds will be budgeted for 2011. Staff will return to Commission
seeking authorization to proceed with the full expenditure of $350,000.