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During Ski Season <br />For example, one improvement called for in the Summit Master Plan involves replacing two -seat ski <br />lifts with four -seat ski lifts. The improvement increases the number of people being moved <br />throughout the area and allows for efficient movement of the more than 1.2 million visitors per <br />season. Hospitality jobs will increase to meet the demands of the rise in number of visitors. <br />Lighting the slopes will lengthen the time the ski resorts can operate, resulting in an increase of Full- <br />time Equivalents (FTEs). Phase 1 will sustain increased services at the resorts for many occupations <br />such as food service -related employees, customer service employees like those who assist with <br />equipment rentals, ski instructors, and operator and maintenance -related employees. <br />Additional water capacity will allow the ski resorts to increase their snow -making operations and <br />extend days of the ski season to bring a new level of predictability and reliability to the ski area. <br />Stabilization of the ski environment can cut down loss of employees' hours due to fluctuations of <br />precipitation throughout the ski season. The amount and quality of snow (snow conditions) <br />contributes directly to the desirability of outdoor snow activities such as skiing, snow shoeing, and <br />sledding. Each of these types of activities have employees supporting the outdoor snow experience. <br />Increasing number of days increases FTEs. <br />The ripple effect for support services which cater to the travelling public on 1-90 are anticipated to <br />effect employee hours at locations such as restaurants and gas stations in the immediate area and will <br />likely increase business and the demand for lodging in nearby communities. <br />Off -Season <br />The Summit at Snoqualmie Master Plan (Summit Master Plan) identifies the improvements and <br />enhancements being planned for implementation throughout the year. This project allows the ski <br />resorts to grow off-season operations without fear of water moratoriums causing development or <br />expansion stagnation. <br />Hiking, biking, and other outdoor activities are being actively developed by the resorts. The Utility <br />District's project is needed to support the additional demands on the wastewater and domestic water <br />systems. Phase 1 provides for the increase in water rights necessary to sustain the area's year-round <br />aspirations. The FTEs to cover the non -winter season operations will be in addition to the customary <br />winter -time staffs at the resorts. New support businesses will be required to provide non -winter <br />equipment and lessons for outdoor activities other than snow -related. <br />With entertainment available throughout the year, and the proximity to the Seattle job market, <br />residents may move their primary residence to this more robust community increasing the full-time <br />residential use and employment in the Utility District's service area. <br />10. Indicate the Estimated Number of Short Term and/or Permanent Jobs CreatedlRetained by the Project. <br />Short-term and long-term employment created or retained by the Utility District's Phase I project has <br />been explored qualitatively in the previous section. The water moratorium squelched economic <br />opportunity for steady and sustainable growth in the Snoqualmie Pass area. The water moratorium <br />has been lifted and through conservation efforts and repairs to address leaking infrastructure, the <br />Utility District was able to offer 100 ERUs to businesses and residents for development. <br />Phase 1 of constructing a new WWTF provides capacity for 1,000 ERUs immediately. When future <br />phases are completed, the water right credits the Utility District will receive provide capacity for up <br />to 3,000 additional ERUs. <br />13 <br />