1. Transmittal Letter from Mayor Nickels 2. Notice of Appointment 3. Oath of Office 4. Accomplishments of Jorge Carrasco 5. Resume of Jorge Carrasco

1. Transmittal Letter from Mayor Nickels

February 11, 2008

The Honorable Richard Conlin

President, Seattle City Council

600 Fourth Avenue, 2nd floor

Seattle, WA 98104

Dear President Conlin:

I am pleased to transmit to the City Council the confirmation packet for my reappointment of Jorge Carrasco as Superintendent of Seattle City Light (City Light). Mr. Carrasco is a valued and trusted public servant; City Light and the City of Seattle have benefited greatly under his leadership.

My staff has compiled the following information for Jorge Carrasco's reconfirmation:

A. Appointment

This section contains Mr. Carrasco's Appointment and Oath of Office forms.

B. Professional Credits

This section contains Mr. Carrasco's resume.

It is easy to forget that the 2001 California energy crisis, combined with drought conditions in the Pacific Northwest and resource decisions exposing City Light to manipulation of power prices by entities like Enron; created a "perfect storm" for our ratepayers. Over $600 million in debt and a 58% rate increase were necessary to keep the lights on. When I became mayor in 2002, difficult and large budget cuts were required to begin paying off the debt and putting City Light on solid financial footing. When the Council rejected the reconfirmation of the previous superintendent, I felt it was time for a significant change in direction to address these accumulated challenges. Following a national search I selected Jorge Carrasco and gave him direction to focus his efforts in the following four areas: keeping rates affordable and ensuring long term financial stability; ensuring reliable service; delivering high-quality customer service; and preparing the utility workforce for organizational and cultural changes.

At the same time, the Superintendent has successfully managed City Light through budget and major weather related challenges. In addition, under Mr. Carrasco's leadership, the utility has participated in important conservation measures and initiated the "Twist and Save" campaign, an effort to encourage utility customers to conserve energy. And City Light achieved the Council and my goal of becoming the first major electric utility in the United States to achieve zero net greenhouse gas emissions.

As part of Superintendent Carrasco's efforts to keep rates affordable and ensure long-term financial stability, he and his team have made and continue to make remarkable progress in decreasing the utility's debt. Further, the utility's Standard and Poor's rating was upgraded from A to A+ in September 2006. His team has also clarified and improved the utility's collection procedures, collecting $15 million in 2005 alone. The result in 2006 was that I was able to propose the largest City Light rate decrease in 35 years. The Council felt confident enough in the Superintendent's direction that you not only adopted the rate cut but also enlarged it.

Mr. Carrasco has put us in position to resume the forward-looking leadership that has characterized Seattle City Light since the days of J.D. Ross. In the next four years we will examine the vision, mission and values of City Light. We will boldly set the direction for City Light's second century of service to the people of Seattle.

Mr. Carrasco has shown outstanding skill and vision in the past 4 years. I believe he has laid a solid foundation for success and stability at City Light. He is an asset to the City of Seattle, the City Council, Mayor, and most importantly, Seattle City Light's customers. I urge you to reconfirm Jorge Carrasco.

If you have any questions, or need additional information, please contact Regina LaBelle, my Legal Counsel at 684-8882.

Sincerely,

GREG NICKELS

Mayor of Seattle

cc Honorable Members of the Seattle City Council

2. Notice of Appointment

Name: Jorge Carrasco X Executive

Position: Superintendent Seattle City Light Date of Appointment: February 5, 2008

Authority (Ord., Res.):

Term of Office: From: Confirmation To: February 2012 Comments:

Authorizing Signature:

Name and Title of Officer Making Appointments: Greg Nickels, Mayor

3. Oath of Office STATE OF WASHINGTON

County of King,

I, Jorge Carrasco, confirm that I am the person appointed on February 5, 2008 to the position of Superintendent, Seattle City Light, City of Seattle, in the State of Washington, and that I possess all the qualifications prescribed for said position by the Charter of the City of Seattle; that I will support the Constitution of the United States and the Constitution of the State of Washington; and the Charter and Ordinances of the City of Seattle; and that I will faithfully conduct myself as Superintendent, Seattle City Light.

_____________________________

(Signed)

Subscribed and sworn to before me

this _______ day of ____________, 2008

__________________________________

Judith E. Pippin, City Clerk

4. Accomplishments of Jorge Carrasco Jorge Carrasco Accomplishments as Superintendent of City Light, 2004 2008

Fiscally Sound Management

When Superintendent Carrasco was appointed Superintendent of City Light in 2004, the utility's long-term debt was in excess of $1.5 billion, Standard and Poor's (S&P) bond rating for City Light debt was "A" with a negative outlook, and the utility owed hundreds of millions to the City's General Fund in short-term debt.

In 2008, City Light's long-term debt has been reduced by about $200 million, its S&P bond rating stands at A+ with a positive outlook, and its short-term debt to the City has been entirely paid off.

Over the same period the Superintendent has established a debt service coverage ratio of 2, a restricted cash reserve fund, and a target for substantially reducing its debt to capital ratio.

Organizational Stability

The energy crisis of 2001 threatened Seattle City Light's stability. Budget cuts had decimated the professional staff in some divisions, and in other areas there was insufficient management oversight to coordinate staff initiatives.

Upon Superintendent Carrasco's hiring, he streamlined the Superintendent's office and hired or promoted 26 individuals to reorganized top management slots (58% from outside City Light and 42% internal promotions). The new officers, directors and managers have an average of 12 years of utility experience. The Superintendent has also reduced the time it takes to hire new staff. Before he arrived at City Light, it took an average of 4 months to hire a new employee. By the end of November 2007, the hiring process had been shortened to 75 days.

Over the past few years, City Light, like every other utility in the country has faced a shortage of skilled craft workers. Superintendent Carrasco has devoted time and effort to address this problem, hiring 38 new apprentices in 2007 and 16 new lineworkers, and developing a strategic recruitment plan for skilled labor.

Planning for the Future

Seattle City Light faces an array of challenges over the next several years. They include Boundary Dam relicensing, a new contract structure from the Bonneville Power Administration (BPA), distribution infrastructure in need of rehabilitation, and resource planning.

Superintendent Carrasco is in the process of identifying the potential impacts of each of these issues with a comprehensive strategic plan for the utility. In the meantime, developments in each area are assigned to the appropriate group in the organization and progress is tracked on a regular basis. As a result, all federal deadlines for the relicensing process have been met.

City Light is playing an active role in the regional dialogue regarding how BPA power should be allocated in the region. Further, the utility has begun an ambitious asset management plan for its distribution system, and is now preparing its second Integrated Resources Plan to define the most efficient and environmentallysensitive mix of generating resources to meet future loads.

Improving Customer Service

Delays in new customer connections and billing difficulties have plagued City Light for the past decade. The Superintendent has tackled these issues by developing reliable metrics to track the time taken to provide new service, monitor the responsiveness of phone operators, and defining the procedures leading to electrical service for new construction.

At the direction of the Superintendent, City Light staff is in the midst of integrating the utility's electrical service requirements with the rest of the City's permit process. With the completion of that work, customers will obtain more certainty early in the design phase regarding City Light requirements.

In an effort to reduce power outages, City Light crews trimmed more than 162 miles of roadside trees in 2007. A billing system upgrade was implemented in late 2006, and the utility continues to survey customers to track perceptions of service improvements and identify problem areas.

Electric markets nationally are on much more stable ground that they were during the energy crisis. But the progress at Seattle City Light is more than just a reflection of improved market conditions. The customer experience is significantly improved, and we look for continued improvement over the next four years.

5. Resume of Jorge Carrasco

JORGE CARRASCO

PROFILE

Chief Executive with extensive experience leading public and private organizations to enhance financial performance, achieve organizational excellence, growth and diversification, and overcome challenges due to economic fluctuations. Proven ability to create a measurable impact on infrastructure and productivity through strong leadership, effective negotiations, and astute financial management. Highly responsive to client/constituent needs.

EXPERIENCE

SEATTLE CITY LIGHT, Seattle, WA 2004 Present

Seattle City Light is municipally owned utility serving 379,000 customers.

Superintendent

Appointed by the Mayor and Seattle City Council in 2004 to lead significant change at Seattle City Light to make it a high performance organization. Major achievements around financial policy, organizational improvements, customer service and environment include:

* Reduced the utility's debt ratio from 85% to 67%; eliminated all short term debt and reduced long-term debt by $190 million; no new borrowing since 2003; paid for capital expenditures out of existing cash balances; established a $25 million cash reserve fund; Moody's outlook upgraded from stable to positive; developed risk management program with enhanced hydro forecasting tools; and reduced rates by an average 8.4% for all customer classes.

* Hired a new executive team and restructured the organization to focus on City Light's business needs and alignment with newly adopted Vision, Mission, Values. In addition, significantly reduced the average number of vacancies at City Light; initiated an aggressive recruiting campaign to hire skilled craft workers; and started a utility-wide effort to increase participation in training and education programs.

* Ensured reliable service by implementing customer service improvement initiatives. City Light launched an Asset Management program to effectively manage the utility's capital assets. Developed 20-year power supply acquisition strategy to ensure delivery of environmentally responsible cost-effective power. Also enhanced City Light's emergency preparedness procedures.

* Supported and expanded City Light's commitment to environmental stewardship. Since 2005, City Light has been zero-net greenhouse gas emissions the first electric utility in the country to achieve that status. In addition, more acreage has been added for habitat protection along the Skagit River to the benefit of fish and wildlife.

AMERICAN WATER, Voorhees, NJ 1996 2003 American Water is a $2.2B water resource manager. The company was acquired by RWE/Thames in January 2003.

President American Water Services, 1999-2003

Promoted into role to launch a new subsidiary and lead the company through a period of tremendous growth. Integrated and stabilized all new businesses, including a large number of small units with disparate accounting systems and many underperforming contracts. Appointed new executive team, installed new business and accounting systems, and reduced overhead by 14 percent. In 2003, American Water Services will achieve an operating profit of $20.7M. Significant achievements include:

* Built a $424M subsidiary, American Water Services (AWS), providing water, wastewater, and related services in the United States and Canada to cities, industries, and the federal government. The company is today the fourth largest contract operator in the country with 2,200 employees serving 6.1 million customers, including the cities of Seattle, Houston, Detroit, Buffalo, Birmingham, and Miami in the United States, and Toronto and Hamilton in Canada. It ranks second in size in the bio-solids and underground pipe rehabilitation markets. Recently awarded multi-year contracts include operation of water and wastewater facilities for Ft. Leavenworth, Kansas ($90M); Ft. Rucker, Alabama ($55M), Ft. Sill, Oklahoma ($175M); and Lake Pleasant Water Treatment Plan in Phoenix, Arizona (a design-buildoperate project, $336M).

* Led the integration of three key acquisitions (American Anglian in 1999-annual revenues $38M; EA2 in 2001-$8M in profitable revenue with service delivery in five Midwestern states; and Azurix North America in 2001-annual revenues $133M). In addition, the business grew organically by $111M in 2002-03. Specifically, the acquisition of Azurix North America added diverse lines of business (contract operations, design-build-operate treatment facilities, bio-solids management, underground rehabilitation, engineering services); increased geographic presence in Southeast, Southwest, and five Canadian provinces; and brought a talent base of over 1,000 employees. The RWE/Thames merger added two product companies, a small services company, and an operations contract that added $125M in revenue to AWS.

President-American International Water Services Company, 1998-1999

Approached by new CEO to transform business from a traditional regulated water company into a water resource manager serving diverse clients in highly competitive markets. Led strategic initiative to respond to major changes affecting the water business and to position the company to respond to competition. The transformation strategy included acquisition of companies involved in the delivery of water and wastewater services and products to cities, industry, and the federal government.

Vice President, Operations-American Water Works Service Company, 1996-1998

Recruited to expand the presence of American Water in the West. During two plus years, acquired a wastewater system in Hawaii serving a population of 30,000, developed an integrated water resource plan for the Monterey Peninsula, and consolidated all customer service operations resulting in savings of over $400,000 and a reduction of nine positions, while improving service and expanding hours of operation.

EAST BAY MUNICIPAL UTILITY DISTRICT, Oakland, CA 1991 1995 East Bay M.U.D. is the second largest urban water and wastewater utility in the western U.S. with 1.2 million water customers and 600,000 wastewater customers in Oakland, Berkeley, and the eastern San Francisco Bay area.

General Manager

Hired by new board majority in 1991 to lead District. Significant achievements include:

* Transformed this $450M organization employing 2,100 into an environmental leader with a Water Supply Management Program recognized as one of the most advanced integrated resource planning strategies of any water utility in the nation. Supplemented with conservation and reclamation efforts, the District's actual drinking water demand in 1995 was lower than in 1986.

* Resolved $150M in environmental lawsuits and established environmental best practices-clean-up of contamination problems including PCBs in creeks, contaminated soils at reservoir sites, and dumping of spoils on watershed properties.

* Rebuilt emergency financial reserves from less than $2M in 1991, to over $34M in 1995. Refinanced high interest rate debt to cut expenses and save ratepayers millions in future interest costs. In 1993, the District cut rates for the first time in its 70-year history.

* Overhauled infrastructure policies and preventive maintenance programs to improve management of capital assets including increasing total labor hours for preventive maintenance by more than 50% (from less than 20% in 1991 to more than 40% in 1995)producing an annual net savings of $1.6M.

* Developed and implemented a $189M Seismic Improvement Program to retrofit and upgrade the water system the most advanced seismic program in California water industry history (prompted by the 1989 Loma Prieta Earthquake).

CITY OF SCOTTSDALE, Scottsdale, AZ

1988 1991 A progressive, fast-growing community of 135,000 in suburban Phoenix with an annual budget of $158M and 1,200 employees.

City Manager

Selected by newly-elected City Council majority as City Manager. Significant achievements include:

* In 1988 the City was weathering a weak economy and declining revenues coupled with a significant backlog of infrastructure needs particularly in the areas of transportation, water and community facilities. By 1991, we had received voter approval for a $300M bond program to provide critical infrastructure improvements (the most comprehensive bond program ever approved by voters with the highest turnout in the city's history).

* Created and funded Economic Stabilization Reserve totaling over $10M to smooth fluctuations of local business cycles and to mitigate impact on City finances, and developed economic development and retail incentive policies that brought the Phoenix Open Golf Tournament, Barrett Jackson Car Auction, Neiman Marcus and the Imax Theatre to Scottsdale. Working in cooperation with the Scottsdale Chamber of Commerce and San Francisco Giants' ownership, secured funding for the construction of Scottsdale Stadium, the Spring Season Home of the San Francisco Giants.

* Introduced a new financial planning process in 1989 that included City Economic Trends and a Five Year Forecast of key economic and financial indicators. By establishing Council-approved criteria for reserves, increased capital and operating contingency reserves to an all time high of $8M (5% of the General Fund Budget). We were recognized by the Government Finance Officers Association with a "Distinguished Budget Presentation Award" for 1989-90 a first for the city.

* Secured $146M for a 10-year transportation plan using a .2 cent sales tax approved by voters. The plan included funding for the Interim Outer Loop, the start of construction by the Arizona Department of Transportation on the Pima Freeway, and installation of a totally automated traffic signal system. These initiatives responded to community surveys that ranked transportation as a leading priority.

* Addressed long-standing water supply shortage by negotiating a 100 year water lease with the San Carlos Indian Tribe. Developed City's first Reclamation Project for golf courses using Central Arizona Project water; and implemented the first Comprehensive Water Conservation Program. Protected water supply through an agreement with the Environmental Protection Agency (EPA) and responsible parties for the construction and operation of a Volatile Organic Compounds (VOC) removal plant at no cost to the City.

CITY OF AUSTIN, Austin, TX 1974 1987 Austin is a capital city of 435,000 with 9,500 employees and an annual budget totaling $960M (with regional electric, water and wastewater utilities; two hospitals and a network of clinics; a transit system; and an international airport).

City Manager 1984-1987

Led the organization during a boom/bust growth cycle when the city's population more than doubled and the entire state of Texas faced an unprecedented economic downturn.

* Saved ratepayers and taxpayers almost $5.5M in annual interest payments through advance refunding of almost $1B in debt. Maintained Austin's AA+(AA1) general obligation bond ratings and A+(A1) revenue bond ratings during the economic downturn.

* Led initiative to improve city's ability to manage growth within the city limits and its extraterritorial jurisdiction by amending the city's Charter to mandate compliance with a Comprehensive Plan-first legally mandated development plan approved by any Texas city. Launched "Growth Watch" to ensure strategic response to development and implemented a streamlined 4-step permitting process.

* Instrumental in forging partnership with the Chamber of Commerce and the University of Texas in 1985 that produced incentive packages bringing companies such as SEMATECH and the Microelectronics Computer Consortium (MCC) to Austin, the first consortiums created in this country to compete with the Japanese on microelectronics and chip production technology.

* Renovated all city wastewater treatment plants to meet more stringent requirements and completed work on 50 year water plan to assure adequate future water resources.

* Worked with Travis County and the State of Texas to implement one of the state's most comprehensive roadway construction programs in the state (using voter approved $200M in bonds). Established Capital Metro, a new regional transit system.

Other Executive Roles 1974-1983

Joined the city as an Administrative Aide in 1974. Held increasingly responsible roles over the next ten years Administrative Assistant to the City Manager, Capital Budget Officer, Budget Director, Superintendent of Administration with the Electric Utility, Assistant City Manager, Deputy City Manager before being named City Manager in 1984.

EDUCATION

MBA, St. Edwards University, Austin, TX, 1984

BA in Economics, University of Texas, Austin, TX, 1971

* Magna Cum Laude, Phi Beta Kappa

PROFESSIONAL & CIVIC AFFILIATIONS

Associations:

American Water Works Association, 1991-2003

International City/County Management Association, 1974-2003

Boards of Directors:

Founding Board Member, Greater Phoenix Economic Council, 1990-1991

American Water Works Association (AWWA) Research Foundation, 19941996

California Urban Water Agencies, 1992-1995

Western Urban Water Coalition, 1993-1995

Water Education Foundation, 1994-1995

Water Partnership Council, 2003

Large Public Power Council, 2004-present (Vice Chair 2008-2010)

American Public Power Association, 2004-present

Public Power Council, 2004-present

Founding Member, Columbia Grid, 2006

Nature Conservancy, Seattle Chapter, 2007-present

Federal Regulatory Oversight:

Past Member, U.S. Environmental Protection Agency National Drinking Water Council; Advisory Committee to Administrator on safe drinking water policies, 1993-1995; Past Member, NERC Member Representatives Committee, 2007