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Contents

2 Introduction 4 Jobs & Economy7 Public Safety

10 Education & Youth14 Transportation19 Environment22 Neighborhoods24 Historic Preservation25 Housing & Homelessness27 Accountability at City Hall30 Make More Land31 Looking Up

Since its mapping and settlement by European and American pioneers, residents of Seattle have looked up. They looked up at timber, they looked up towards Alaska, they looked up the sky to build the aircraft that would save World War II. 50 years ago, Century 21 planners looked up to the future and built the monorail, Pacific Science Center and the Space Needle to showcase our intellectual promise and forward approach.

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It’s time for Looking Up again.

This election isn’t just about Seattle’s history.

It’s about Seattle’s potential.

It’s about electing a mayor who looks out for all our people.

It’s about making Seattle a city that works for every neighborhood.

Looking up to our potential, there are my priorities for our city:

• Rebuilding our economy and creating jobs is paramount; when unemployment goes up, so does crime. When businesses fail, so do neighborhoods. When jobs are lost, families lose.

• Violent crime is up more than 10% this year, with 3 people murdered in a single week and burglaries on the rise. Protecting you and your family our city’s top priority

• We will work with our public schools, because we can’t have a great city without great schools.

Seattle is Washington’s biggest city, and people in the state used to be proud of Seattle, as we in Seattle used to be proud of our hometown. But things are looking up for the better, because Seattle residents want new leadership. Over the past several months, I have met with thousands of individuals and listened to great ideas. This plan is a result of those ideas. It’s time we had someone who listened and learned from our citizens. It’s time we had positive, inspirational leadership. I am your man and I will deliver on that promise. I will be your mayor.

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BOOSTING OUR ECONOMYGOAL: Retain major employers, double the number of new businesses opening and significantly increase the number of jobs in the city.With a statewide unemployment rate approaching 10%, Seattle needs new jobs and a mayor committed to leading this charge. We have lost major corporations and tens of thousands of jobs with them; we must strengthen relationships with our remaining corporations while creating new opportunities for new businesses of all sizes.

As Mayor, I will:1. Approach each and every initiative with the goal

of reducing the percentage cost to do business in Seattle. When businesses grow, they create jobs and generate tax revenue. Tax revenue pays for schools, parks, and public safety, and that is good for everyone in Seattle.

2. Launch an initiative for start-up businesses. Start-up businesses , especially small ones, face a lot of challenges . To maximize jobs creation, these businesses will pay 1/3 Seattle business tax rate the first year, 2/3 the second year, and the full rate the third year

3. Create a Corporate Council to the Mayor that ensures the City of Seattle is responsive to major employers external pressures

4. Expand support for Small Businesses, old and new, which provide more than half our jobs

5. Create an Office of Small Business, working with the Greater Seattle Chamber of Commerce, Neighborhood and specialized chambers of Commerce to create small business incubation opportunities and other projects that enable micro-businesses to thrive.

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8. Overhaul film marketing efforts. The current mayor virtually dismantled the Seattle Film office and Seattle lost a tremendous volume of business, jobs and revenue to Vancouver, BC. We need to remarket Seattle’s beauty, history and geography to attract investment.

9. Reinvigorate Seattle’s music industry. Seattle has given the world Ray Charles, Quincy Jones, JimiHendrix, Queen, Nirvana, Pearl Jam, Kenny G, and scores of other remarkable artists, producers and record labels. We will work with music venues and clubs to collaboratively support this industry .

10. Take steps to address the home mortgage crisis.Many neighborhoods in Seattle have been hard-hit by the subprime lending crisis, but other cities are doing more to inform homeowners about their options and to market abandoned properties to new buyers. As mayor, I will provide leadership to ensure we are a community where home ownership is within reach for working families.

6. Work with Boeing leadership, our unions, our Congressional delegation and our regional businesses leaders to ensure that future Boeing aircraft are built in the Northwest

7. Expand our aerospace industry. We have dozens of aerospace companies in our city limits, yet this industry has not gained the attention of other government leaders who have chased after newer technology. Let’s remember what we are great at and do more of it.

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11. Work with our heavy maritime industry, including our shipyards, to ensure they have the tools to remain competitive in the face of offshore competition

12. Collaborate with the Port of Seattle to ensure Fishermen’s Terminal remains fiscally viable for our Commercial Fishing Fleet

13. Build partnerships with the high-tech industry to attract more companies into Seattle, while reducing transportation problems

14. Support research and development with tax benefits. Our region has innovative companies that need to be encouraged to remain in the USA.

15. Expand support for the Arts so that this vital component of our livability survives economic crises

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CRACKING DOWN ON CRIMEGoal: Seattle will have one of the lowest

incidences of gang violence and of the 25 largest cities in the country.

As the mayor and leader of this city, one of my primary responsibilities is to ensure the safety and security of our citizens. Violent crime is up more than 10% over last year, and home invasions up starkly. I will reverse the trend of the last few years and reduce crime significantly. We can do this by working together as a community.

As Mayor, I will:16. Put more officers on the beat. Seattle has

struggled for years to fill its police ranks and yet we have the same number of officers as we had in the 1970s.

17. Put more officers in touch with our community, serving on foot, bicycle or horse patrols

18. Develop junior police academies to attract young people to a career in community-based law enforcement by working with Seattle Public Schools and police agencies

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19. Face up to our gang problem. When Mayor Nickels killed the Police Department gang unit, the gangs killed 6 teenagers. We won’t pretend problems are gone when the shooting stops.

20. Provide consistent, stable funding for gang prevention and enforcement, including securing Stimulus and other federal funds.

21. Gangs don’t stop at our city’s borders; some of our gangs have statewide, national and international networks. Effective strategies address both prevention and enforcement. We will use them.

22. We will convene a “Gang Summit” of law enforcement, community leaders and criminal justice experts to develop solutions.

23. Add surveillance cameras and other technology in high-crime areas to deter crime and assist in criminal investigations. It’s time Seattle utilizes state-of-the-art technology and better equipment to more efficiently protect our citizens and neighborhoods.

24. Implement a zero tolerance policy for crime and harassment on public transit. In the past several years, transit riders have been violently assaulted, several resulting in permanent disability, at bus stops. Buses and light rail must be safe and secure. We will ban troublemakers from public transit for 90 days.

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25. Quit playing politics with public safety. Fire stations and engines have been used as pawns by the Mayor to force political agendas. I won’t allow public safety to be toyed with.

26. Improve funding for firefighter fitness, health and wellness. Despite protective gear, firefighters and other first responders are routinely exposed to dozens of carcinogens in the course of their work. We need to do more to protect our first responders live longer lives when they retire.

27. Follow national recommendations for optimal fire crew size.

28. Ensure the Seattle Police and Fire Departments, and emergency call centers are trained, equipped and protected for all emergencies, including domestic riots, international terrorism, natural disasters

29. Return to Community Policing to improve response times and create more trust with neighbors and better outcomes

30. Seek Homeland Security funding for protection of power stations, substations, reservoirs, and fuel depots.

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GOAL: Increase the number of schools meeting academic targets and make Seattle an educational draw, known for its great public schools.

Seattle’s mayor should play an important role in the education of our children, using the visibility and influence of the office to create change and progress. For 20 years, I’ve worked as a youth mentor and tutor, working closely with educators. As someone who put academics before athletics, my priority isn’t to put kids on the court, it’s to keep them out of court and be a positive role model.

We can’t have a great city without great schools. Education is closely tied to the health and growth of our economy. First, if we have great public schools in the city, more families will move to or remain in Sacramento, thereby strengthening our tax base. Second, if our school system is producing well-educated youth, their earning potential increases and their involvement in crime decreases. Finally, business and industry rely on our public schools to produce a high-quality, well-trained workforce.

As Mayor, working with school and community leaders, I will:31. Convene school district officials, parents, educators, community leaders, philanthropists, business interests, union members, parents and student body members to rebuild fractured relationships and create more common goals.

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32. Work with the school district to build and fund a world-class education, by reinvigorating private investment in public schools

33. I will work with schools to find alternatives to the school imbalances that lead to closures in the South end and overcrowding in the North end.

34. I will lead the effort on school safety

35. I will make school cool by bringing in a wide variety of public figures from all walks of life.

36. Expand internship and work study opportunities for students at all city high schools. In order to ensure that all young people have options and opportunities in life, we must prepare them with the knowledge and skills they need. We will collaborate with business and industry to identify the skills and knowledge necessary in productive workers and better align curriculum and instruction to meet those needs. Through this type of cooperation, our city’s youth can attain gainful and meaningful employment as adults, and our economy will prosper because of the availability of a highly qualified workforce.

37. Ensure our city has highly effective teachers and principals by recruiting new programs like Teach For America, the New Teacher Project and New Leaders for New Schools to the city, and raising additional funds to reward our hard-working educators through bonuses for affecting significant gains in student achievement.

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38. Expand the number of high quality preschool and early childhood education programs. Studies show that children who attend preschool have measurably better life outcomes. I will work with our local school districts and community-based organizations to explore the options for ensuring that every child in this city has access to a high quality early childhood program.

39. Increase support for arts and music education for all children at all grade levels.Research shows that students who have exposure to a wide-ranging curriculum that includes rigorous, discipline-based art and music perform better academically. I will engage the broader arts community to bring all of the city’s resources to see that this happens. Every public school in this city should have a band, a chorus, a theater program and a student art gallery.

40. Reduce the drop-out rate. Fully half of our Latino and African American students drop out of school, many before they get to high school. Failures like this are not the sole responsibility of Seattle Public Schools, they are the failure of all of us. We can change that outcome, and we will, and save our future as well.

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41. Keep our Seattle Libraries open 7 days a week, with reduced hours on weekends.

42. Create a reading program for youth, in every one of our city-run Community Centers.

43. Create a reading program that Seattle City employees can enroll in to read with a elementary student one hour per week.

44. Conduct and host a monthly mentoring, positive-role modeling breakfast to listen to renown speaker for our youth, free with one adult co-attendee.

45. To change perceptions on both sides, create a Seattle Police Officer program in which uniformed officers present in classrooms

46. Enlist local college & professional athletes serve as mentors for youth and Ambassadors for Seattle

47. “Call Out” to all men to become more involved with young men, either individually or through community groups like Big Brothers/Big Sisters

48. Work with community and faith groups to create a positive reinforcement program for troubled and at-risk youth

49. Recognizing that not every high school student will or wants to go to college, work with unions and local corporations to re-create vocational/technical education, once known as “shop”, in magnet schools

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GOAL: Resolve our regional political gridlock and gain mobility while improving our environment.

Seattle was named the city with the world’s worst transportation planning under Mayor Nickels. Our problems are myriad, but funding isn’t the primary issue, process is. We must recognize that people will drive cars, and find ways to improve mobility and improve the quality of our air and water from those cars.

We can’t have a great city without great transit. Commuters must have efficient connections, safe stations, and better service in weather conditions.

As Mayor, working with state, federal and regional leaders, I will:

50. Ensure the Deep Bore Tunnel is built with a Y-spur to the Northwest portion of Seattle. The 1904 Burlington-Northern train tunnel has shown the long-term benefit of underground transportation, as has our Bus Tunnel, more than 20 years old. Let’s build it right. Now.

48. Work with community and faith groups to create a positive reinforcement program for troubled and at-risk youth

49. Recognizing that not every high school student will or wants to go to college, work with unions and local corporations to re-create vocational/technical education, once known as “shop”, in magnet schools

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51. Ensure that our historic street cars are re-instituted to serve the revamped waterfront and Pioneer Square.

52. Expand the streetcar network to serve Central Area and First Hill neighborhoods bypassed by Light Rail

53. Enroll Seattle Street Cars in the ORCA fare card system used by all other transit agencies

54. Work with owners of large parking lots, such as supermarkets, to trade parking stalls for tax credits, to be used for Park & Rides near Light Rail

55. Convene a summit between King County Councilmembers and the King County Executive to address the chronic shortchanging of Metro bus service to Seattle riders

56. “Buy” Metro’s dark brown, poorly maintained bus shelters that are within Seattle’s borders and attract business and community sponsorships to paint, light and maintain these shelters for greater comfort and safety

57. Convene a summit with the 18 state legislators representing all or part of Seattle to gain understanding and collaboration on our transportation agenda

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58. Work with regional leaders, corporations, and neighborhood groups to stage construction of the Hwy 520 Lake Washington Bridge

59. Work with Aurora Merchants Association to develop greater commerce mobility while retaining local businesses

60. Make pedestrian safety a stronger priority, with greater fines for drivers in occupied crosswalks

61. Reduce the number of magazine racks cluttering sidewalks to improve access

62. More coordinated placement of utility boxes, storm drains, and light poles so that wheelchair ramps and crosswalks are less congested.

63. We will recognize that human behavior will compete with having to walk 2 or more blocks to a safe crossing and create more raised, flashing light crosswalks in trouble spots

64. We will ensure that sidewalks are built around every school zone

65. Create opened up bus and streetcar shelters, individually designed for the neighborhood, that allow for protection but don’t create pockets for crime

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66. Improve bicycle ridership as transportation. Numerous Northern European and Asian countries with worse weather and similar geography have dramatically higher ridership than Seattle.

67. Many buildings lack bike storage. We will exchange tax credits for parking garage owners to provide free bike and reduced-cost scooter parking.

68. We will put in more on-street bike racks, and make them works of art.

69. We will provide free bicycle helmets to children and income adults.

70. Car sharing has worked, and we will work to re-establish bicycle sharing programs in targeted neighborhoods.

71. As we have Pothole Rangers, we need to establish Sidewalk Rangers to grind or replace sidewalks bucked or broken.

72. Fund a replacement for the South Park Bridge. Obsolete for decades, this bridge connects manufacturing and industry with workers and exports, and is a vital lifeline for a working class neighborhood. This bridge was sacrificed for more glamorous projects downtown.

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73. We will create incentives to ditch combustion-powered vehicles. Because such cars cost more up front and are out of reach for most working class families, we will work to lower the operational cost.

74. We will exchange tax credits with parking garage owners who offer reduced price parking to drivers of hybrid and electric vehicles.

75. We will create an infrastructure to recharge electric-powered vehicles coming onto the market in the next mayoral term.

76. We will time traffic lights in more areas of the city.

77. We will work with the federal, state, and regional government for long-term solutions for freight trains and passenger trains that compete rail space.

78. We will make parking signs easier to understand and more effectively maintained.

79. We will makemetered parking rates consistent so that metered receipts can be utilized everywhere in the city.

80. Create “residential business” parking zones for micro-businesses in targeted, dense neighborhoods

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GOAL: Respect Seattle citizens place as national environmental leaders and provide them incentives for greater environmental achievement to improve our environment.

Seattle embraced recycling, transit that was available, and organic gardening without any penalties. But recent trends were to engineer behavior change by punishing people. We can green up in a nicer way.

We need to look up to our potential – to the sky –for an able assist. Germany leads the world in solar power, and the best solar equation city in Germany is 20% worse than Washington’s least solar city, Forks.

As Mayor, working with state, federal and regional leaders, I will:

81. Work with the City Council on effective methods to reduce solid waste and non-biodegradable products. We don’t need to tax shopping bags, we need to ban plastic bags outright.

82. We will work to make targeted electrical substations collect multiple power, like wind or solar.

83. Low-interest loan program and technical assistance for homeowners installing solar power

84. Tax credits for businesses adding solar and wind collectors

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85. Work with the City Council on effective methods to reduce solid waste and non-biodegradable products. We don’t need to tax shopping bags, we need to work towards banning plastic bags outright.

86. Simply changing light bulbs reduces power substantially. We will work with community groups and volunteers to go door to door installing bulbs in working class neighborhoods.

87. Too many homes, apartments and small businesses still have old fashioned 3.5 to 7 gallon toilets. It is more efficient for the city and region to replace these than to build a new sewage treatment plant. I will work with organized Labor and plumbing suppliers to develop a supervised apprenticeship program that retrofits these inefficient units to save millions of gallons of water every year.

88. Clean up the Duwamish River. The state is spending more than $2 billion to clean Puget Sound, but one of the most challenging legacies of our toxic past flows filthy, littered with debris.

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89. Install bilge dumps at all boat ramps.

90. Promote development of “clean tech” and “green tech” industries. Seattle is the natural center of our region’s green-tech assets, with 3 Universities, high-tech and bio-tech. But we also have the workforce to create solar and wind power equipment

91. Transition the city fleet to energy efficient cars. By purchasing hybrids and electric vehicles as older vehicles in the fleet are retired, we can set the standard for our citizens.

92. Install solar panels on Seattle government buildings, including Seattle Schools.

93. Starting in parks, replace asphalt parking lots with permeable paving over a gravel and sand base that creates a natural bio-filter.

94. To reduce storm water run off, create tax incentives for parking lot owners who convert asphalt and solid concrete to pavers

95. We need to plant more trees, and help homeowners maintain large trees. We will contract with arborists to provide technical assistance that will trim tree canopies and keep trees upright in storms.

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Better neighborhoods make a better city. I will reinvent the relationship between City Hall and the neighborhoods of Seattle. We need more neighborhood associations, and those associations must be well supported. Feedback loops have to be established so that neighborhoods know their voices will be heard.

As Mayor, I will be a tireless advocate for the quality of life in Seattle neighborhoods, and will partner with every member of the City Council to ensure the voice of every neighborhood counts.

Here’s what I believe every Seattle neighborhood deserves:

96. Safe streets, with high levels of police and fire protection and quick response times to calls for assistance.

97. A commitment to removing gang and other graffiti promptly as well as addressing other early indicators of eroding safety.

98. Greater support for neighborhood initiatives, including privately funded capital projects

99. Equip Community Centers with winter-time emergency supplies, including sand, salt, snow shovels, flares, and more

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100. Local farmers markets selling healthy necessities, including fresh produce, at reasonable prices.

101. Safe places for children and adults to gather, such as community centers, public libraries and parks.

102. A vibrant, shaded, walkable neighborhood “main street” with the small businesses that glue a community together and provide character. These corridors need to be unbroken segments of what makes urban life great, like restaurants, hardware stores, bookstores, cleaners and other service providers, coffee shops and restaurants, and specialty retailers.

103. Safe and convenient public transportation to other neighborhoods and downtown

104. Safe paths for walking, running and biking in every neighborhood

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People travel worldwide to visit history. Fortunate to live in Europe for 6 years, I became fluent in 3 languages while learning the greatest lessons of historic preservation in the ancient cultures of Spain, Italy and Greece. Seattle’s history is younger, but no less important, for it reminds us of who we are and how we came to be.

105.If significant buildings can survive thousands of years of population growth in Europe, Seattle will do a better job of protecting its 50-100 year-old treasures.

106.I will be an advocate for historic preservation of all types, including the reimagining of facades and signage to connect cultures and neighborhoods.

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The American Dream is strong in Seattle. We have a very high percent of single-family homes and nearly half of our residents are homeowners. But with our region expected to grow by nearly 1 million in the next 25 years, a housing crunch will drive prices out of reach again.

107. I will work with our communities to find the right balance of densities and design approaches

108. I will work with neighborhood acceptance of additional and well-designed Mother-in-Law units

109. Work to ensure that a greater share of Housing Levy funds directed at those on the bottom rungs.

110.Take steps to address the substandard housing in Seattle’s poor and working class neighborhoods. People in our area are making do with homes unfit for domestic animals.

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111. Make Shelter First the mantra of our efforts on homelessness. While we will bring 900 new housing units into our stock, more than 8000 homeless were on our streets last winter.

112. Seattle and our taxpayers absorb more than 90% of the region’s homeless population only because the region isn’t doing its share. I will work with federal, state and regional officials to gain greater cooperation and sharing of resources.

113. More than 2/3 of homeless individuals are addicted or suffering mental illness, and many of them commit crimes that lead to arrest. We will fully fund the City Attorney’s efforts to work with agencies that provide treatment and services instead of jail.

114.We will work with established advocacy organizations to inventory and adequately stock shelters, and locate additional space for extreme weather.

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GOAL: Cut costs, clean house, big change.

We deserve a city government that is effective, efficient and responsive to our needs - that gets the job done right the first time, on time and within budget. A government that’s accountable to us.

My mission is to transform the perceptions citizens have about city government. Right now, most residents believe that our city government is out of touch and not aligned with their priorities. This is unacceptable.

The first step in accomplishing this goal is understanding just how efficient each department in Seattle is, and tying our priorities to what the residents of Seattle want and need.

I will bring a different culture to City Hall, a culture of teamwork, collaboration, respect, and listening. We will become a government of action, responsiveness and accountability.

Fishing for accountability

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As Mayor, I will:

115. Conduct a top-to-bottom performance audit of every city government department in Seattle to ensure all agencies and departments are utilizing city resources responsibly.

116. Implement an accountability structure, adopted from the Citistat program in Baltimore and other cities. This performance management system allows us to track data on the effectiveness of government operations. Baltimore has saved more than $10 for every dollar it invested in this management tool and improved city services.

117. Merge Seattle City Light with Seattle Public Utilities, reducing administration costs, consolidating equipment, and combining billing.

118. We need a nicer government. I will have phone calls to City Hall answered by a live body 24/7. Telephones are still the preferred method of contact for many people, especially those without internet access.

119.Portland has 94% of Seattle’s population but only 60% as many city employees (exempting City Light employees). Seattle has more than 700 people making over $100,000 a year, for a total in excess of $70 million. We will adjust mid-management and bureaucracy levels while retaining front-line workers.

120.We will reduce city expenses and budget by 10% per year for the first two years.

121. Institute a net hiring freeze for the first 2 years

122.Institute a management salary freeze for the first 2 years

123.Commit to ensuring that general contractors hire at least 70% locally owned subcontractors on public works projects

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124. I will focus on getting the basics done right. Streets plowed, power on, curbs poured straight, people responded to quickly.

125. Work toward making Seattle the most efficiently managed city in the USA.

126. Before traveling the rest of the nation and world, I will make sure the people’s business is attended to.

127. I will make the drive for excellence everywhere. From the Mayor’s office to every city administrator and manager, to each and every employee. We will manage well, measure results, fix the things that don’t work, do it all openly, and with an always open ear to our citizens.

128. I will deliver openness, transparency, and real collaboration in government, not sealed deals behind closed doors with fake-consensus programs that don’t really take people’s voices into account.

129. I will build relationships with our regional and state partners, undertaking relationship building tours throughout Washington to gain mutual understanding and respect that will enable any citizen of Washington to proudly call Seattle home.

130. I will work with private investors eager for a new professional basketball team.

131.Recognizing voters unwillingness to use public funds for professional sports facilities, I will work with investors to create the conditions for a privately-financed remodel of Key Arena.

132.I will work with the Chamber of Commerce and Visitor & Convention Bureau to create “Welcome to Seattle” presentations on I-5 the waterfront, and Hwy. 520.

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It took a private entity, the Seattle Art Museum, to remind us how to make more land. By partnering with numerous agencies to create the sculpture park, SAM covered an unattractive, dangerous transportation corridor.

133.I will work with state and federal officials to gain funding to create other parks on transportation lids.

134.I will recognize that looking up to others’ ideas provides inspiration for all.

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Seattle: Looking Up To Our Potential

Seattle has always been a destination for dreamers -- a place to aim high, to look up to the sky for inspiration, to seek and achieve an unparalleled quality of life. Thinkers and entrepreneurs have always had a place here, and we have enjoyed the fruits of their imaginations as our city and its reputation grew. But with rising violent crime, a crumbling infrastructure, lack of affordable housing, the flight of major corporations and employers that were born and nurtured here, and of families who have moved to the suburbs for better schools, Seattle faces challenges unlike anything we have seen in a generation or more. The current city administration, riven by mismanagement, bloat and a revenge ethic, has failed to arrest our city’s decline. Seattle needs a leader whose commitment is to every citizen to help our city meet its own potential, both as a place to live and a place to do business.

James Donaldson has been a consistent presence in our community since he arrived here nearly 30 years ago to embark on his first career as a professional athlete. He purchased a home in Magnolia – in which he still lives – and built a reputation as a successful small businessman, a good neighbor and a good citizen. Even when his career took him elsewhere for a time, his home has always been in Seattle.

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James Donaldson’s varied experience as a professional athlete, small business owner and employer, along with his background growing up in a military family bred in James a commitment to values conducive to great leadership: honesty, commitment, loyalty, personal discipline and responsibility. His involvement in educational issues, membership in the Chamber of Commerce, and efforts to improve conditions in chronically underserved areas of the inner city, including the Central District and Rainier Valley, are all expressions of James’ passionate, ongoing commitment to his community.

The city needs a mayor committed to fairness, making sure that all of the city’s major streets are plowed during a snow storm, not just the ones in favored neighborhoods. Seattle deserves a chief executive honest enough to take a hard look at city government, an enterprise where the connected and fortunate make sacrifices along with our community’s most vulnerable. This city deserves a mayor with a sense of responsibility to small business and economic development, not one who caters almost exclusively to big developers. Finally, as home to thousands of veterans, Seattle needs a chief executive loyal to those who have fought for our freedom.

In the last eight years, we have seen the worst expression of politics as usual. Seattle deserves a mayor who shares the dreams and sense of possibility that drove our city’s founders to make their stake here. James Donaldson sees Seattle as a place where everyone can enjoy its potential. James Donaldson is the mayor Seattle needs now.

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