HomeMy WebLinkAboutReg 2007-06-04 Item 5I - Updates - Tukwila Village with Ron Sher of Metrovation COUNCIL AGENDA SYNOPSIS
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ITEM INFORMATION
CAS NUMBER: 07-074 I ORIGINAL AGENDA DATE: JUNE 4, 2007
AGENDA ITEM TITLE Tukwila Village Update: Ron Sher of Metrovation Will Present His Recommendations
CATEGORY Discussion Motion Resolution Ordinance Bid Award Public Hearing Other
Mtg Date 6/4/07 Mtg Date Mtg Date Mtg Date Mtg Date Ml ftg Date Mtg Date
SPONSOR Council Mayor El Adm Svcs El DCD Finance 111 Fire Legal P &R Police PW7 I
SPONSOR'S In October 2006 the City hired the development firm Metrovation to provide
SUMMARY recommendations on developing Tukwila Village as a mixed -use, community gathering
place as a catalyst to neighborhood revitalization. Ron Sher, owner of Metrovation, will
present his recommendations. Staff will seek additional comment and discussion on these
recommendations at future Council meetings.
REVIEWED BY COW Mtg. CA &P Cmte F &S Cmte Transportation Cmte
Utilities Cmte Arts Comm. Parks Comm. Planning Comm.
DATE:
RECOMMENDATIONS:
SPONSOR /ADMEN. No action requested; for discussion only
CM: Mill
-COST= MPACT= 1fU SOURCE-
EXPENDTIURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
Fund Source:
Comments:
MTG. DATE RECORD OF COUNCIL ACTION
4/10/06 I Update and presentation
5/1/06 1 Update and presentation
6/4/07 1
M-TG. DATE ATTACHMENTS
6/4/07 Informational memorandum dated 5/28/07 1
List of steps to reach agreement on development concept 1
List of steps for the Tukwila Village development process
Metrovation's Tukwila Village recommendations (draft report)
1
�J� I ttA City of f Tukwila Steven M. Mullet, Mayor
Q ar- G)
w' !.r�i l o Office of the Mayor
cn 1 2_= 6200 Southcenter Boulevard
4 Tukwila, WA 98188
1908 www.ci.tukwila.wa.us
Date: May 28, 2007
To: City Council
Copy: Mayor
City Administrator
Acting Community Development Director
Council Legislative Analyst
7.--„ 4
From: Economic Development Administrator CI
Re: Tukwila Village
In preparation for Metrovation's presentation on June 4, I have attached the following:
(1) A copy of Metrovation's draft report. Last October the City hired Metrovation (a
10,000 consulting contract) to provide recommendations on the development of Tukwila
Village. Specifically, the report will include a conceptual plan with schematic drawings,
a development strategy, and financial pro forma. As you will see, this report is still very
much a draft.
(2) A list of "Steps to Reach Agreement on a Development Concept This is intended to
give you a sense for what information we will bring to the Council over the next few
months.
(3) A list of the "Tukwila Village Development Process This list is intended to give you a
sense of the process and time involved IF the Council approves a development concept.
Please let me know if you have any questions.
Tukwila Village
Steps to Reach Agreement on a Development Concept
Draft 5/28/07
Steps
(1) Review past work
a. Steps to date and milestones
b. Budget and expenditures
c. Previous concepts
Sabey
Centex
d. Examples of other cities investment in redevelopment
(2) Examine current context
a. Basic options
b. Senior housing options
c. Current market value for property "as -is"
d. Current market demand
Gardner Johnson study
(3) Metrovation's recommendations (presentation and discussion)
(4) Confirm the vision
(5) Evaluate options
a. Does it accomplish the vision?
b. Does it work for our City budget?
c. Pros and cons of acting now versus later
i. City budget
ii. Impact on revitalization of neighborhood
iii. Future development of Tukwila Village
(6) Choose an option
a. Take no action
b. Sell property with no strings attached
c. Develop per Metrovation's recommendations
d. Explore other uses
Multi -use park or City facility
Dedicated senior housing
Other?
Tentative Council Schedule for Tukwila Village in June July 2007
June 4 #3: Metrovation's presentation
June 11 #3: Discussion of Metrovation's recommendations
Late June #1 and #2: Review past work and current context
July #4 and #5: Confirm the vision and evaluate options
#6: Choose an option
C:\Documents and Settings \Derek- s\Desktop \Tukwila Village Concept Process.doc
Last printed 5/28/2007 4:00 PM
Tukwila Village Development Process
Draft 5/28/07
Shorter Longer
Step /Milestone Time Time (a)
(1) Council agrees on a concept 1 month Years
That is feasible
Public input
(2) Select a developer 2 months 1 year
(3) Negotiate a development agreement 2 months 1 year
a. Process and milestones
b. City responsibilities
c. Developer responsibilities
d. Price for land
e. Special conditions
Types of retail, office, residential
Public access to plaza
Entitlements
Project phasing
(4) Due diligence 1 month 3 months
(5) 30% design 1 month 6 months
(6) Arrange entitlements (zoning, stormwater, 4 months 1 year
streets, parking, BAR approval, etc.)
[City may need to adopt new policies]
(7) Confirm tenant interest (c) (b) (b)
Library
City
Letters of intent for 50% of commercial (b) 6 months
(8) Arrange preliminary financing 2 months 6 months
(9) Complete design 4 months 6 months
(10) Building permit review 1 months 3 months
(11) Bids (b) 1 month
(12) Arrange final construction financing 1 week 1 month
(13) Execute land transfer 6 months 1 year
(14) Construction
(15) Ready for tenants
Total time: 2 years Many years
a. Depends on many factors, including City's willingness to accept risk.
b. City and developer to jointly seek tenants (e.g. community colleges, government
offices, private businesses)
c. Some of these steps can happen concurrently or in different orders, depending on
willingness of City and developer to accept risk.
METROVATION'S TUKWILA VILLAGE RECOMMENDATIONS
DRAFT 2
Executive Summary
We propose a development plan to accelerate and focus the renewal efforts of the City of Tukwila
for the site known as Tukwila Village. The concept features a mixed -use development with a public
commons, retail, office, and residential anchored by a 10,000 square foot King County Library.
More than just a series of buildings, our plan includes community building and leasing strategies,
and pro -forma economic analyses which demonstrate how the development can be achieved.
Located at the intersection of Tukwila International Boulevard and S 144 Street, the site is
appropriate for serving the entire Tukwila community, even including adjacent neighborhoods in
the City of SeaTac. However, the demographics and market data make it unlikely that new
development will occur in the near future. Low median incomes, a perception of high crime,
competition from Southcenter, and a high vacancy rates deter private investment at this time.
The design of the center is calculated to focus all the activity on the site around a large multi-
purpose public commons. The second floor office creates a prominent facade along International
Boulevard and complements the retail and restaurant uses on the ground floor and achieves critical
mass, and an efficient use of the land. By combining elevators, utilizing surface parking and
sharing common facilities, the costs of the project are minimized. The residential portion of the site
is designed to be built in phases if the market will not absorb all the units at once.
The plan relies on the concept of a third place neither home nor work, the third place is where
people choose to associate with friends and colleagues in a casual environment. This concept has
been implemented in the revitalization of Crossroads Bellevue, and Lake Forest Park Town Center,
bringing a sense of community as well as commercial success for the tenants of the centers.
Creating a vibrant center in this environment requires cooperation from private, public and non-
profit sectors. The appropriate physical design and tenant mix must be implemented that focuses
the activity on the site and attracts the right set of users, customers and neighbors. A non profit or
public organization brings the community into the center by actively managing the commons. The
City and other public agencies locate facilities or programs around the commons, which
complements the private and non- profit activities, while facilitating outreach and connection with
citizens.
The preliminary financial analysis under the current market conditions shows a small gap between
the projected commercial income and expenses. The fmancing gap on the residential side is slightly
greater, in both rental and for -sale housing scenarios. We present a set of suggestions about how
these gaps can be bridged which include such activities as coordination with existing capital
improvement plans, master leasing space, and supporting the public common areas.
In the context of the overall renewal of the Tukwila International Boulevard Corridor and existing
residential programs, the Tukwila Village project can be both a means to achieve success, and a
symbol of success. By combining a public relations effort with the completion of a this pioneering
1
development, the City can show residents, businesses, and investors that this place is worth their
attention. This effort can help raise lease rates and sales prices for the Corridor, attract new
businesses, and act as a catalyst for further development.
ADD: expected types of residents (seniors families? Singles?
2
Introduction
In the Fall of 2006, the City of Tukwila contracted Metrovation to assess the redevelopment
potential of the site located at the intersection of Tukwila International Boulevard and S 144 St,
known as Tukwila Village. Building from the previous design proposals, a concurrent economic
analysis by Gardner Johnson, and our experience in similar areas, we developed a concept for a
Tukwila Village. The goal was to create an economically viable project under current market
conditions, while acting as a catalyst for private investment and strengthening the community.
Because of the significant benefit to the entire Tukwila International Boulevard (TIB) corridor and
the City as a whole, this project has substantial opportunity for public private- nonprofit
partnerships. As part of a comprehensive strategy of redevelopment, we propose ways that all three
sectors can work together on this site. More than simply a physical design, our plan includes image
building, leasing and community organising strategies that are intrinsic to the success of the project.
This report includes the conceptual plan, schematic drawings, an area analysis, a development
strategy, and Pro -Forma using our best estimate of expense and income data to demonstrate the
fmancial dimensions of the project.
Prior to Metrovation's involvement, other studies of the same site had been completed: a larger
mixed use development and a townhouse development with some street retail. Our approach builds
on the work of the previous studies but focuses more precisely on creating a "sense of place" to
benefit the residents, enhance the community, and spur additional development. The project is
fundamentally about changing the community, an additional element that goes hand in hand with
the City's other efforts to improve the area.
3
2) Context
While we are specifying a "pioneer" project to influence the market and transform the surrounding
community, it is important that the project respond to and reflect the context in which it is
developed. We looked at the demographics, market forecasts, natural features, transportation
networks and geographic location of the site, as well as the current and future investment by the
City in the Tukwila International Boulevard corridor.
The market analysis firm, Gardner Johnson, looked at the current TIB corridor demographics and
market factors and then projected demands for housing, office and commercial space. This "market
snapshot" gives an idea of what sort of development might occur over the next few years without
any intervention or change in the underlying economics.
The report is less than optimistic about the market along Tukwila International Boulevard. It
specifically highlighted four major impediments to attracting private development to the corridor:
area residents have lower than average median incomes;
there is a perception of poor public safety and high crime;
the presence of Southcenter precludes any major /regional retail development in the area; and
high office vacancy rates will deter investment in new office buildings along TIB.
This combination of factors leaves a "gap" between the market value of properties along TIB and
what it would cost to build them. Until there is a reasonable rate of expected return, a private real
estate investor will not develop the site.
On a more positive note, the City of Tukwila has also taken steps to improve the economic outlook
by increasing law enforcement activity, and investing in public infrastructure such as sidewalks,
underground utilities, urban services and education. The Sound Transit Link light rail station can
also be expected to stimulate growth, both in the region and adjacent to the station.
These capital improvements have the potential to alter the existing market forces and stimulate
private investment in the future.
In addition to the challenges noted above, there are a few notable characteristics of the market study
which can help shape the concept for the Tukwila Village site.
Aging Population By 2011, the Tukwila population will have aged, with 62% of area households
containing people aged 55 and older.
Shortage of attractive housing_— The Gardner Johnson report indicates a shortage of quality rental
and for -sale housing in the TIB Corridor. Much of the existing housing stock was built prior to
1985. This can be viewed as both a testament to the weakness of the housing market along the
corridor in recent years and an opportunity for market differentiation for new housing products.
4
Small office space (under 5000 SF) in along Tukwila International Blvd Corridor, commands
slightly higher average rents and enjoys a lower vacancy rate. [footnote: description of Class A and
Class B office space]
Diverse population- According to the 2000 US Census, the community surrounding Tukwila
International Blvd. speaks at least 28 different languages. This can create a challenge for
community organization, but also provides a basis for crafting a unique identity for the district.
Area analysis
The map in figure XXX shows the geographical relationship between the Tukwila Village site and
major locations, landmarks and connecting routes surrounding it. Centers of employment,
shopping, freeways, rail lines and major bus routes are included to show how the site connects to its
surroundings. For a discussion of the elements of the map, refer to Appendix B
[context map]
5
Metrovation Place making Strategy
In challenging development environments such as Tukwila, Metrovation blends traditional retail
development with "place- making" strategies developed in the public and non profit sectors. Not
only do we focus on the design, construction and leasing of the commercial storefronts, we look at
ways to integrate the community by actively managing the public commons and bringing existing
groups into the space.
The first key is to create the right mix of attractive uses. Each component, whether commercial,
civic, residential or recreational, draws a certain number and type of people. In a large retail
development, the major draws would be national chain stores such as Home Depot or Target, which
attract customers from around the region. An appropriate balance of restaurants and
complementary retailers completes the mix of the center. However, it is impossible to secure an
anchor tenant of this type for the Tukwila Village site due to the proximity of Southcenter Mali, and
the surrounding demographics. Instead, we see the Library and civic uses to attract people who live
and work in the surrounding neighborhoods
Fundamental to our strategy is the idea of the third place. Neither home nor work, the third place is
where people choose to spend their leisure time in association with their friends and colleagues. The
existence of the third place helps unify and revitalize the neighborhood and provides myriad
benefits to the residents and users In order to transform a retail center into a third place place, we
combine the community participation of a nonprofit organization, the civic support of the local
government, and the emphasis on financial viability from the private sector. In Lake Forest Park
Towne Center, we founded a non profit organization to be the advocate and manager for the public
space inside the private development. Friends of Third Place Commons is an independent
community stewardship group, actively manages the public space for the benefit of its constituency
the people and businesses that use it. The organization is funded by the City of Lake Forest Park,
the merchants of the shopping center, and individuals who use and support the commons.
This unique structure benefits the stakeholders in a variety of ways and, hence, draws support from
the community as a whole. Nearby property owners enjoy the increased property value and a sense
of ownership of the community gathering place and all are encouraged to participate. Retailers
adjacent to the space increase their customer base as trips are generated by community events.
Because the gathering place fosters repeat visits, retailers have the opportunity to cultivate a loyal
customer base. The City benefits from the decrease in crime, a central and trusted delivery site for
services, a location and mechanism for civic outreach and public communication as well as the
economic benefits of an increased tax revenue base. Local non -profit organizations, arts groups,
and schools can use performance and meeting space as well as having a platform to grow their
networks and meet their goals.
The creation of a community gathering place is a long -term investment which strengthens the social
fabric of the nei hborhood and, potentially, the entire city. With access to a safe, collective, free
public space, a community experiences an increase in education, collective action (such as voter
registration, crime watches, and other forms of non elective democracy), resource sharing and
creative entrepreneurship. By incorporating a community gathering place with more conventional
1 For a full exploration of this concept, please refer to Ray Oldenburg's The Great Good Place.
6
retail anchors, we expect to both accelerate the transformation of the downtown retail core, and
ensure its long -term success. While retail trends come and go, community is always an asset.
Integrating community and place
One of the key's to the success of the Friends of Third Place Commons organization is the
participation of a broad array of community organizations. In order to adapt that success to Tukwila,
part of the development plan will be to identify and reach out to community groups in the area. We
would invite and encourage their participation in events held in the commons and to be part of the
leadership of the management organization.
7
Development Concept
The Tukwila Village site is well positioned to serve as a central hub and gathering place for the
surrounding neighborhoods. While geography, infrastructure, and distinct separation of uses
fragment the City of Tukwila, the site is conveniently located with easy bus, pedestrian and
automobile access to all the major neighborhoods and zones of the City. The challenge of Tukwila
Village is to knit the diverse parts of community together creating a sense of place and unifying
identity for the City.
We see Tukwila Village project as a two -step process that will begin the transformation of the
Tukwila International Boulevard Corridor. The first step is a public private partnership to create a
destination and amenity on the site: a mixed -used center with the King County Library and a
community resource center as the anchors, and a generous public gathering place. The second step
is to expand the project to include housing, providing a built -in constituency for the public space
and regular customers for the stores.
During our design development with the architectural team we tried to incorporate the following
elements into the plan:
Create a site that is of the appropriate scale and density for surrounding population and current
economic factors.
Concentrate all retail and community activities around a single plaza
Plaza should face South and West to maximize natural light and warmth.
Create a hierarchy of indoor and outdoor public areas that can accommodate a broad scope of
community activities.
Rely on primarily surface lots to meet parking need
Take advantage of the slope to hide residential parking areas
Face residential units south to create sunny plaza decks and semi private open space for the
residents, and to maximize potential views of Mt. Rainier
Maintain clear sight lines through the entire project to enhance the feeling of safety for residents
and visitors alike.
Separate housing and commercial portions of site so that project can move forward as the real
estate market develops.
Corner retail pad with a drive through that can be leased to strong tenant to give substance and
credence to the project.
Keep construction costs low by minimizing elevators and parking structures, and sharing
common facilities where possible.
Create appropriate visual scale by creating a two -story facade along TIB.
Schematic Plans
The following pages contain schematic plans and renderings of the concept reflecting our design
principals. These plans should not be considered as final construction drawings, but rather as a
model which shows the configuration and sizes of the uses and public areas. Details such as
building rooflines, exact shapes of the buildings, fmishes, materials and landscaping, are not shown.
8
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Discussion of Elements
i) Library
The branch of the King County Library System would be built in the heart of Tukwila
Village. [SPECIFICS
9
Additionally, its present location directly adjacent to Foster High School compromises the
user balance necessary to achieve a cohesive and comprehensive mix of patrons.
According to the Library System, a building roughly twice the current square footage would
better serve the larger community with additions to library space of a larger computer lab,
meeting rooms, and gathering spaces.
ii) Office
The second story office space would be ideal for City or community service organizations,
community college classrooms, or neighborhood professional services such as, medical or
real estate. Daytime users maintain a constant presence on the site and the mix of services
adds to the amenity.
(iii) Housing
The current design shows approximately 150 units of housing to be built on the East side of
the site. We are considering this component to be part of the second phase of development,
once the real estate market has acknowledged the amenity created by the adjacent
commercial and community amenity. Adding the residential use to the site accomplishes
three major objectives: (1) Develops the site to the density and scale appropriate for its
location, (2) takes advantage of the residual land value of the site, making the entire project
more economically viable; and (3) it provides a built -in customer base for the restaurants
and retailers.
iv) Commons
A common space that would serve as a community gathering place would sustain and
strengthen the social networks already in place in the area around Tukwila Village. A safe,
free, and open physical space encourages interactions between and among different groups
fosters a sense of community.
v) Mix of restaurants and small retail
By using the Commons as a casual dining area and sharing restrooms, the size and cost of
running a restaurant are much reduced. Locating several different restaurants and
neighborhood retail adjacent to the commons creates a combined attraction to shoppers and
diners that surpasses the sum of the individuals. The amenity of the combination adds value
to the residential component as well as spurring additional development in the
neighborhood.
Financial Analysis
Assumptions: Market Rates for condominiums in TIBC range from $160,000 to
$250,000. Absorption into the market would be at approximately 50 per year.
i) Commercial Lease rates range from $20- $25 /sflyear on a triple net basis.
ii) Office lease rates range from $18 -$20
iii) Range of land value is $10 -20
iv) The developer will not have to pay offsite costs such as water or sewer line /capacity
extensions
10
v) We do not anticipate any major environmental impacts from the development to slow
down the project; a complete EIS will not be necessary.
vi) The surface water management
11
b) Commercial ProForma
Tukwila Village Draft Analysis
Site assumptions
220000 SF
Commercial Lease Income
NNN Lease yearly income
Library 10000SF 20 200,000
Retail 11000SF 24 264,000
Corner Pad 3000SF 30 90,000
Office 20000SF 20 400,000
Common Areas 2000SF 20 40,000
Total 46000SF 994,000
Leasable
Commercial Expenses
Library Vacancy 0%
Retail Vacancy 6% (15,840)
Office Vacancy 6% (24,000)
Management fee 4 %of 994,000 (39,760)
Miscellaneous expenses 1% of 994,000 (9,940)
Commercial NOI 904,460
Net Operating Income 904,460
PSF
Land Acquisition Costs 220000 $15 3,300,000
Construction Costs
Offsite 200000 $0
Site Work 200000 $3.50 $700,000
Retaining Wall
Comer Pad Buildout 3000 140 $420,000
Library 10000 150 $1,500,000
Retail Buildout 11000 120 $1,320,000
"Commons Buildout" 2000 100 $200,000
2nd Floor Office 20000 125 $2,500,000
Construction Total $6,640,000
Contingency $6,640,000 10% $664,000
Sales Tax 8.60% $628,144
Total Construction $7,932,144
Soft Costs
A and E Commercial $6,640,000 6% $398,400
Permits $6,640,000 2% $132,800
Development Fee $7,718,400 5% $385,920
Loan fees 1.5% $162,803
Construction Interest $400,000
Tenant Improvements 14000 20 $280,000
Retail
Tenant Improvements 20000 20 $400,000
Office
Leasing Commissions $100,000
Misc $500,000
Total Soft $2,759,923
Total Project Costs $13,992,067
Estimated capitalized value Year 1 7.00% 12,920,857
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Tukwila Village Residential
sales begin absorbtion rate months to sell out
Phase 1 total units 150 May -2009 5 30
Unit Types units SF /unit Total SF Sales Price /Unit Price /ft Total Sales Price
Studio 5 500 2,500 180,000 360 900,000
1 BR 20 600 12,000 190,000 317 3,800,000
2 BR 35 775 27,125 225,000 290 7,875,000
3 BR 15 1,200 18,000 275,000 229 4,125,000
Saleable/leaseable area 59,625 280 16,700,000
Common areas 10% 59,625 5,963
Total Area 65,588 255 16,700,000
Phase 1 costs
Land purchase cost per unit 15,000 2,250,000
PSFcost SF
Site Prep 0
Construction Cost 120 65,588 7,870,500
Sales Tax 8.80% 7,870,500 692,604
Contingency (inc. tax) 10% 8,563,104 856,310
FFE and appliances per unit 1,200per unit 150units 180,000
Total Construction 63,996per unit 146PSF 9,599,414
Phase 1 Soft Costs
NE 6% of construction hc 472,230
Permit 2% of construction hc 157,410
Utility and communications 2,500per unit 375,000
Construction Insurance 180,000
Condo Wrap 10,000 per unit 1,500,000
Marketing 3,000per unit 450,000
Misc Soft Costs 100,000
Loan Fees 2 %of total $9,599,414 191,988
construction
Legal Expenses 100,000
Construction and Sales interest 959,941
Commissions /Concession 3 %of total sales price 501,000
Developer fees 5 %of project basis $14,586,984 729,349
Soft Cost Total 5,716,919
Phase 1 Total Cost 17,566,333
Phase 1 Gross Sales 16,700,000
Phase 1 Profit (866,333)
Discussion of Residential Construction Costs
Construction costs have increased dramatically over the last few years due to rising energy costs,
component manufacturing capacity and competition for raw materials by the dynamic economies of
the developing world. In recent projects, the hard costs for construction have risen 30 -40% over
the course of development. In addition, condominium developments require a special "wrap"
insurance to cover the builder's risk of class- action suits by homeowners associations. In
13
Washington State, this usually ranges from $5000 $10,000 per unit. This high and uncertain cost of
construction requires high sales prices to mitigate the risk. As shown in the Pro -Forma calculation,
current prices in Tukwila are too low to balance the risk.
Since construction costs are unlikely to fall, the most likely mechanism to attract residential
development is through increasing the sales prices, which is, needless to say, a challenging task.
However, the City of Tukwila is a relatively good value in terms of proximity to employment
centers and transportation hubs, cost of housing, quality of public services and infrastructure, and
access to natural amenities. In order to increase the perceived value of the housing, raise the sales
price, and attract private investment, the value of Tukwila must be communicated effectively.
While designing an effective marketing and public relations plan for Tukwila is beyond the scope of
this report, it is important to consider this development as a component to that effort. Developers
are inherently conservative and are more likely to invest in an area or concept that has already been
proven. Once the "pioneering project" demonstrates the viability of the location, private investment
will naturally follow. The Tukwila Village development should be considered in the context of a
comprehensive plan of renewal, not as an isolated real estate deal.
[inset box begin
In renewal projects around the world, a single highly- visible project can kick -off the transformation
of a neighborhood. Urban acupuncture is the telin Brazilian Governor of Parana and former Mayor
of Curitiba, Jaime Lerner, uses to describe a targeted intervention in urban design of neglected
neighborhoods. These may take the form of architecture, public space, or visible public art. The
"urban acupuncture" treatment sends a signal to residents and private investors that this
neighborhood deserves their attention and stimulates further development, creates a sense of
common identity, and fosters collective pride.
IA
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caption: The iconic presence
and acclaim of Guggenheim Museum in Bilbao, Spain helped transform the depressed industrial
town into an international destination.
[Place Hermite photo]
14
Metrovation Principal, Ron Sher created this intimate plaza at Crossroads Bellevue around a 17
century French fountain at a time when the center was struggling. The fountain broadcast the
message that Crossroads was a valuable and unique place, worthy of this artistic statement.
Decades later, no one has any doubt that this is the case.
-inset box end
In order to reduce the risk and ease the path of the pioneering development at Tukwila Village, we
suggest a number of mechanisms for public participation.
Implementing a marketing and public relations campaign to effectively communicate the
advantages of Tukwila. The negative image of the area relative to the actual conditions requires
a coordinated campaign to promote a positive identity for Tukwila and focusing on the Tukwila
International Boulevard Corridor. This promotional effort can focus on the positive features of
Tukwila, as well as using the "Urban Acupuncture" technique to focus energy and attention on
underserved areas with the goal of transforming them.
Coordination of offsite and street improvements
144 street may require widening the street, and adding a center turn lane to allow access to
Tukwila Village. It is believed that there are capital funds already allocated to street
improvements along this corridor.
Additional curb cuts and sidewalks necessary for Tukwila Village can be incorporated into
capital improvement budget
Flexible zoning. The City can take a pro- active role in enabling small variations in the
zoning code to promote this development such as permitting an appropriate drive through use if
it attracts the right tenant, or adjusting setbacks, height limits, etc. to accommodate the right
scale and type of development.
In order to mitigate and treat surface water on site using alternative technologies, the developer
may be eligible for grant funding or other support. The City will play an active role in
supporting and ecouraging a holistic and pragmatic approach to "green development
Agreeing on an appropriate sales price and financing plan with the developer to meet bank loan
needs and enable the project to move forward.
Green design support through administrative and infrastructure costs incentives.
Lease guarantees /master leasing of office space will enable private financing.
Supporting Community Commons organization operating budget
Leasing portion of site for offices /municipal services that serve community
Additional commitment to expand project if it is successful (options on neighboring parcels,
etc.)
15
Appendix A: Mini City Hall, Crossroads Shopping Center
Basics
Hours: Monday Saturday, loam 6:OOpm
Staff: 1 full -time, 2 part-time, 15 volunteers (mostly bilingual)
Approximately 60 -100 people visit the City Hall everyday.
Currently, the Mini City Hall has about 15 active partners in the community that maintain
existing programs. The Mini City Hall maintains approximately 100 partners on a lesser level.
FT employee's responsibilities include: a) training volunteers, b) creating and maintaining
relationships around the community, c) understand current gaps in community resources.
History
Initially, in 1997, the Mini City Hall started out of a community survey which reported that
people wanted to speak with a city representative in person about city issues. Respondents said
that the official City Hall was either too far away or intimidating.
Once it was established, the Mini City Hall did not know the extent of its mission besides a
general mandate from citizens to be present and helpful. Consequently, the Mini City Hall set out
to be responsive to the community's needs. Eventually, programs and partners came out of
listening to visitors' needs and concerns.
In the beginning, marketing its presence and services was very important to get the word
out, particularly to niche ethnic groups. Ten years later, factors like the location, visitor word -of-
mouth to family and friends, as well as bilingual volunteers spread the word.
The Mini City Hall keeps a database of questions that staff and volunteers encounter as well
as how many people are served daily. In the beginning, the Mini City Hall issued quarterly reports
to show trends based on data. Currently, these records are reported roughly years to City Council.
The City looks for connections between the trends at Mini City Hall and the city -at- large.
Services
What can people do at Mini City Hall?
a) Pay utility bills
b) Receive information, referrals to city programs services. Understand more clearly municipal
laws (i.e., zoning, etc.)
c) Receive assistance regarding "helping programs" (i.e., help with financial aid for utility
payments, etc.)
d) Receive assistance /information regarding programs not related to the city (shelters, after school
programs, child -care information, etc.)
e) Receive job counseling from professional holding hours at Mini City Hall
f) Receive referrals to Bellevue Entrepreneurial Services
g) Utilize mini -food bank held at the site
Services are divided between official city programs and linking citizens with available
resources (including and beyond city- specific programs). That division is roughly 30 %/70
respectively.
Non -city programs that visitors can receive information/help about include: senior services,
housing, schools, opportunities for volunteering, starting a business, taking ESL classes (on -site)
16
Partners that have existing programs with Mini City Hall include: Bellevue Community
College, Bellevue Fire Department, Crossroads Shopping Center, Overlake Hospital
Mini City Hall has a dual language phone that allows instant translation between two people
who come in to understand one another.
Funding
Mini City Hall represents a program out of the outreach department from City of Bellevue.
Everything is billed through that department.
Expenses of Mini City Hall: rent, utilities, salaries, equipment, infrastructure, maintenance,
office supplies, staff, computers, IT technical support.
Relationship with Crossroads Shopping Center: Crossroads helps with interfacing
community programs and Mini City Hall. That is, programs that Crossroads organize are
linked to Mini City Hall programs and vice versa. Also, Crossroads waives tenant dues for
Mini City Hall.
Kevs to Success
Single greatest key to success is location. Being in a community gathering place where people are
already using (rather than being an isolated entity) brings people to the location and encourages
ready -made partnerships with community organizations.
Another component to its success is the breadth of knowledge that volunteers and staff
accumulate about area resources. Bilingual volunteers draw their own niche customers based on
the particular language they speak.
Overall, the Mini City Hall thrives because of trust and lasting relationships. There is no volunteer
who has worked at Mini City Hall for less than one year (several have been volunteering for over
five years). A testament to success is the number of repeat customers as well as the transformation
of customers into volunteers.
Advice for newlv- established Mini City Hall
1) Start out with understanding community needs. Come up with possible solutions and, from that,
find out how Mini City Hall can aid in bringing those solutions to community.
2) Don't have preconceived notions of needs and the community itself.
3) Be responsive.
4) Adopt laid back approach to meaning of success (let it come organically). It's about quality, not
quantity.
5) Measurement of time to recognize progress for Mini City Hall exceeds the length of a one -year
pilot program. In five years, the program should be a success or needs to be re- examined.
6) Success boils down to trust and strong relationships.
Additional notes
As the services of Mini City Hall are increasingly relied upon, need increases. Additionally,
citizen needs become more complex. Accordingly, present and future needs can be better served
with increase in paid staff. Now, the City Hall serves mainly to make appropriate connections
between people and services rather than, say, create new programs.
A police substation also exists at Crossroads. The two entities, however, serve different
purposes. The same question from a citizen would get two different responses from the two
17
different establishments. Additionally, there exists a different image particularly for new
immigrants between the two places. Mini City Hall provides human services and a lot more (like
for emerging small businesses) whereas the police substation serves very specific purposes.
Components that are important for staff and volunteers: communication skills, concierge
demeanor. Training: intern process, close work with full -time employee, 3 -4 months of training.
Commitment of one year. Every volunteer Mini City Hall has been there for more than one year.
For more information on other regional Mini City Halls, contact Cheryl Kuhn (425)452-
4089.
Also [jk] the Curitiba model locates City services at the main transit hubs where people tend
to change from one bus line to another. Contrast to Tukwila City Hall which is relatively isolated
from any other destination (technically, one could walk there from Southcenter but it's an awful
walk.)
18
Appendix B: Discussion of Context Map Elements
Rail
The Tukwila portion of the Central Link Light Rail Project is currently under construction. The
Tukwila Village site is approximately 1/2 mile from the South 154 Street Station. While this is
too far to make Tukwila Village into a transit- oriented development, the transit stop can anchor
the opposite end of the renewed corridor and help encourage redevelopment in between the two
nodes.
Sounder rail service to Seattle and Tacoma stops at the Tukwila Station near Southcenter Mall.
Through Streets and Freeways
The intersection of Interstates 5 and 405 in the geographic center of Tukwila positions
businesses to serve a regional market, but, at the same time, divides the city in four parts. There
are relatively few streets that cross over or under the freeways and connect the distinct
neighborhoods and amenities of Tukwila. Fortunately, the site is located near at the intersection
of two of the main arterial streets, 5.144' St. and Tukwila International Blvd.
Bus Routes [show on map with approx ridership
Bike routes and trails [show on map]
Tukwila Station Transit Oriented Development
The rail station just east of Southcenter Mall serves the Amtrak Cascades passenger
train and Sound Transit's Sounder commuter train. Given the prominence of Southcenter as a
regional employer and destination, the planned Tukwila Station residential development and rail
terminal will compete with Tukwila Village as a downtown for Tukwila.
i) Southcenter Mall
Southcenter Mall houses 177 stores and is currently planning an upgrade of 75 additional stores,
parking, and recreational facilities. For the region, the Mall serves as a major shopping hub that
attracts consumers along the I -5 and I -405 corridors. For the most part, residents of Tukwila do
not perceive Southcenter Mall as their neighborhood shopping center. However, the scale of
Southcenter precludes any major retail development along the TIB Corridor.
Gateway Industrial Park [double check name and quantity of employees] is a major
employement center but has few amenities built into the development.
Green River, and parks and trails
Tukwila boasts a wealth of parks, waterfront and trails including the Duwamish -Green River
Trail, the Fort Dent Park and Starfire Sports Soccer Complex, the Interurban Trail, and the
Green River Natural Resource Area.
Community Center: The Tukwila Community Center is located on 42 Ave. South along the
Duwamish/Green River. The Center offers programs, activities, and events for community
members of various ages and interests. The Center offers teen and youth athletics programs,
19
meeting rooms for business meetings and social events, a skate park for family recreation, and
sports leagues for community residents.
Highline Medical Center
Highline Medical Center is located due West of Tukwila Village, on Sylvester Road South.
Highline Community College
Highline Community College is approximately 4.5 miles due south of Tukwila Village in the
City of Des Moines.
Pancake Chef
Acme Bowling and Billiards
Foster Golf Links
Schools
The Tukwila School District consists of five schools: 3 elementary schools, 1 middle school,
and 1 high school. Foster High School and Showalter Middle School, both located on South
144 Street, are within a block of Tukwila Village. Schools are natural neighborhood centers
and focus for many community activities.
Foster Library
The Foster Library is located directly behind Foster High School on S. 144 Street. It is a
branch of the King County Library System and offers programs for children, teens, and adults.
With its proximity to the high school, an even balance of age groups making use of the library
has not been achieved..
20
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