Planning 2015-01-08 COMPLETE AGENDA PACKET

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min u • Strategies to Attract Housing and Employment Growth have as their overarching objectives: 1) Make great urban places that are attractive to households and businesses; 2) remove barriers to development; and 3) support development in emerging markets. Strategies within this group include: 1) conducting station area planning; 2) using land efficiently in transit communities; 3) locating, designing, and providing access to transit stations to support transit oriented development (TOD); 4) adopting innovative parking tools; and 5) investing in infrastructure and public realm improvements. • Strategies to Provide Affordable Housing Choices involve understanding the community's housing needs, and preserving existing housing and supplying new housing choices in proximity to transit investments. Recommended strategies include assessing current and future housing needs in transit communities, minimizing displacement, increasing housing resources to support transit - dependent populations; looking for opportunities to partner in regional public sector catalyst investments in TOD; using value capture finance for infrastructure and affordable housing; making surplus public lands available for affordable housing; looking for incentives for affordability; and implementing fair housing recommendations. • Strategies to Improve Access to Opportunity recognize the need to address the diverse housing, transportation, and economic needs of current and future residents so that all people may prosper as the region grows. Recommended strategies call for assessing community needs, and investing in environmental and public health, economic vitality and opportunity, equitable mobility options, equitable access to high quality education, and public safety in transit communities. The GTC Strategy classified transit communities, including TIB, according to the types of strategies that will be most meaningful to help achieve desired outcomes. The GTC Partnership developed an implementation typology to connect strategies to the three overarching program goals: attract residential and employment growth, provide affordable housing choices, and increase equitable access to opportunity. The typology uses a two - matrix "People + Place" framework. Figure 3 GTC TIB typology shows the evaluation of the area relative to its potential. The People Profile assesses residents' access to social, physical, and economic opportunity, compared to the degree to which the households and businesses are at risk of displacement as neighborhood change occurs over time. The Place Profile examines aspects of a community's physical form and activity level, compared to the degree to which physical characteristics may change due to real estate market strength. Using the People + Place assessment, TIB was designated as an "enhance community" type of transit community, which are neighborhoods or smaller centers along the transit corridor. Recommended implementation strategies focus on market catalysts, long -range planning, and economic and community development. Recent and anticipated transit investments have the potential to catalyze considerable community development. However, "enhance community" areas will face challenges to implementing TOD given auto - oriented environments, weak market demand, and limited access to opportunity. Key strategies focus in the short- to mid -term on community development to expand opportunity and social activity, and in the long term on building a physical and social fabric that will attract new investment. More specifically, the following are needed: station area planning with a focus on long -range vision and transitional uses; long —range capital facilities plan with phased infrastructure and public realm investments; community needs assessment and targeted investments; and affordable housing preservation. GTC identified several specific priorities for implementation in the central south corridor (stretching from Tukwila to Fife): • Capitalize on the potential for TOD along SR -99, particularly key BRT and light rail transit nodes. • Improve transit connections, particularly east -west connections between LRT corridors and urban centers. • Ensure effective community engagement with existing and emerging culturally and racially diverse communities along the corridor. • Identify and promote community assets as a basis for attracting private and public investment. TUKWILA COMPREHENSIVE PLAN UPDATED. I..)eccmber 10, 20 1 Purge 16