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HomeMy WebLinkAboutPCD 2023-08-07 Item 1A - Update - Economic Development StrategyCity of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Planning and Community Development Committee FROM: Derek Speck, Economic Development Administrator DATE: August 1, 2023 SUBJECT: Economic Development Strategy Update: Draft Strategies and Actions ISSUE Staff would like to provide an update on the creation of the Economic Development Strategy with a focus on the draft strategies and actions. BACKGROUND In June 2022 the City Council authorized the Mayor to execute a contract with Community Attributes, Inc. (CAI) to create an Economic Development Strategy for the City. In August 2022 the Council provided input on the community engagement plan and staff began the engagement process. In October 2022 the Planning and Community Development Committee (PCD) provided early input into the Strategy. In December 2022 PCD provided feedback on a draft vision statement and goals. In early 2023 the project was temporarily put on hold. In July 2023 PCD reviewed the revised draft vision statement and goals, the draft landscape assessment, and results from community engagement to date. In July 2023 CAI conducted focus groups, interviewed stakeholders, and proposed draft strategies and actions. DISCUSSION Staff is seeking the Committee's feedback on the draft strategies and actions (attached). CAI and staff will then incorporate the feedback and return to PCD on September 18 with a complete draft of the economic development strategy and supporting documents. In addition to the Economic Development Strategy, staff has begun work on the update to the economic development chapter of the City's Comprehensive Plan. Staff is scheduled to present the proposed update to the Planning Commission on September 28. FINANCIAL IMPACT Not applicable. RECOMMENDATION For discussion. ATTACHMENTS Draft Economic Development Strategy Vision, Goals, Strategies, and Actions 1 2 Economic Development Strategy DRAFT Vision, Goals, Strategies, and Actions August 1, 2023 Vision: Tukwila is a vibrant community with a strong and sustainable economy that celebrates and empowers its diversity, supports economic prosperity for all residents, and sustains a foundation for businesses of all sizes. Goal 1: A Vibrant, Diverse, and Resilient Economy Continue to strengthen and balance business growth, workforce development, and strategic housing growth in Tukwila to ensure an adaptable and diverse economic base that leverages Tukwila's many assets and ensures the City's financial stability. Strategy 1A. Attract and retain office, R&D, high-tech manufacturing, aerospace, and life sciences businesses. Example actions: • In the course of outreach to local businesses, assess the degree to which zoning and related standards support business operations. • Promote Tukwila to the priority business sectors by building relationships with key firms and understanding their land, facility, infrastructure, and workforce needs. • Actively assist businesses that also confer strong net financial benefit to Tukwila's municipal revenue streams. Strategy 18. Maintain support for and strengthen Tukwila's robust retail, dining, lodging, and experiences sector. Example actions: • Continue and grow the Experience Tukwila program to proactively market shopping, dining, and entertainment options available in Tukwila through targeted social media posts and individual business highlights in appropriate forums. • Host events, activities, pop -ups, and / or temporary markets that activate public spaces and underutilized surface parking lots and contribute buzz and energy to surrounding commercial districts. • Continue supporting Explore Seattle Southside to market activities and amenities that actively promote Tukwila as an option for overnight stays and layover breaks for air travelers. • Promote the Tukwila International Boulevard neighborhood as an authentic, international district welcoming to visitors. 3 • Promote Southcenter's free parking availability and ease of access regionally to draw additional traffic. • Utilize existing channels to highlight, both to businesses and consumers, how Tukwila offers a fundamentally different experience than available in Seattle. • Leverage Tukwila's location and infrastructure to attract traffic and spending from passengers at SeaTac International Airport. • Strengthen and diversify hotel offerings that contribute to vibrancy in Tukwila's commercial districts. • Assess the feasibility of—or provide support for—developing additional convention or meeting space. • Identify opportunities to better connect Tukwila International Boulevard (or the Tukwila International Boulevard station) with the Southcenter District. • Evaluate the feasibility of a trolley or other "circulator" linking the TIB Station with businesses along International Boulevard and Southcenter. Strategy 1C. Collaborate with the private sector to ensure that catalytic development sites improve the desirability of living, working, and playing in Tukwila. Example actions: • Inventory all major developable and redevelopable sites in Tukwila, gathering information on ownership, zoning, and known development constraints. • Prepare criteria for the development of publicly owned sites that may be available for future disposition. • Work with the landowner to review and renew, as necessary, the Tukwila South development agreement to ensure the vision for this important future employment center is realized. • Consider incentives and other tools such as the multi -family property tax exemption (MFTE) and tax increment financing (TIF) to incentivize private investment and new development to achieve the city's vision. • Continue to partner with the King County Flood Control District and US Army Corps of Engineers to monitor, maintain, and improve Tukwila's levee systems and banks on the Green and Duwamish Rivers to ensure sustainable flood protection and increased environmental restoration and improved habitat. Strategy 1E. Implement the subarea plans for Tukwila International Boulevard and the Southcenter District, with an emphasis on walkability, placemaking, and community gathering opportunities. Example actions: • Seek opportunities to improve the experience in the Southcenter District, such as improving the public experience of Tukwila Pond Park; improving Baker Boulevard as a 4 festival street; creating better pedestrian experiences; and connecting Westfield Southcenter to the commuter train station. • Seek opportunities to improve the Tukwila International Boulevard neighborhood by creating a walkable, pedestrian friendly experience along the Boulevard, incentivizing development on the Boulevard, leveraging the sale of City property for catalyst development, and fostering the international experience for visitors. Strategy 1 F. Build and maintain relationships with key property owners and businesses. Example actions: • Create and maintain a business contacts database • Participate in networking opportunities • Conduct a business outreach program • Issue a business e -newsletter Goal 2. A Safe and Desirable Community with a Positive Identity Enhance Tukwila's public safety perceptions and sense of place and support a positive identity as a city in which to "Live, Work, and Play" — a community of choice for businesses and residents with outstanding transportation, quality housing, and supportive services. Strategy 2A. Improve perceptions of public safety through crime reduction, visible enforcement, improved communications, and messaging. Example actions: • Support staffing and resources for public safety • Invite key property owners and businesses to collaborate on public safety measures such as private security, information sharing, and property management practices. Strategy 2B. Invest in placemaking efforts that instill community pride, improve quality of life, and invite visitors. Example actions: • Continue and seek to scale up public art and utility box art projects that are currently underway. • Seek opportunities to leverage enjoyment of the Green River Trail and the river itself for economic development. • Seek opportunities to improve Tukwila Pond for public enjoyment. • Actively attract businesses that provide fun and positive experiences and build on synergy with existing businesses. 5 Strategy 2D. Promote positive aspects of the Tukwila community to the region. Example actions: • Continue and expand the Experience Tukwila social media and sponsorships program. • Continue and expand Tukwila's family friendly activities hosted by the City, partners, and outside organizations. Goal 3. Prosperity and Opportunity for Businesses, Workers, and Residents Expand avenues of durable economic success for workers, entrepreneurs, business owners, and residents in Tukwila with a focus on shared prosperity, opportunity, and social responsibility for local communities. Strategy 3A. Improve awareness of, and access to, education and workforce development resources. Example actions: • Dedicate staff time to participate in workforce development and networking with workforce partners. • Vocally advocate for and promote Tukwila's specific workforce needs to workforce development organizations. • Create and maintain an online directory of organizations and services in Tukwila providing workforce development, language training, internship and apprenticeship opportunities, and employment assistance. • Promote workforce development opportunities, including training, workshops, education, and resources, directly to Tukwila residents. Strategy 38. Facilitate connections between employers and education and workforce development institutions. Example actions: • Organize an event series to connect high school counselors and teachers to local industry representatives in high-growth and / or target sectors, such as biotech, media arts, and others. • Leverage the success of the Tukwila School District's Career & Technical Education (CTE) programs by expanding student recruitment and program offerings, and by providing networking assistance to local employers, or otherwise connecting CTE teachers with private sector contacts. • Connect with local employers' human resources staff to understand their needs and connect them with workforce development organizations. 6 Goal 4. A Supportive Environment for Small Business and Entrepreneurs Maintain a strong, supportive environment for local, independent, small, and micro -businesses and the entrepreneurial ecosystem to ensure they continue to flourish in Tukwila while attracting new business activities to the City. Strategy 4A. Where possible, ease regulations that challenge small businesses. Example actions: • Explore ways to adjust Tukwila's signage code in order to highlight Tukwila's small business offerings. • Consider relaxing strict signage restrictions to allow greater flexibility of expression, branding, and identity in business signage. • Examine internal processes for burdens on small businesses and remove whenever possible. • Encourage the founding and development of home-based, virtual, mobile, and / or pop- up businesses that don't require brick -and -mortar locations with incentives and / or relaxing business licensing, permitting, fees, or other requirements. Strategy 48. Ensure that business and entrepreneurial resources are accessible to all. Example actions: • Continue and expand support for technical assistance consulting services to guide small businesses on matters ranging from taxes, business loans, permitting, lease negotiation, and hiring. • Seek out and promote resources that of no -interest funding models for small businesses. • Translate key small business materials into languages present in the Tukwila community and stress -test translations with community partners. • Identify partners, sites, and financing avenues to develop community small-business and entrepreneur facilities such as commissary kitchens, maker spaces, community tool sheds, and others. Strategy 4C. Ensure that Tukwila projects an 'open for business' mentality. Example actions: • Develop a communication strategy to emphasize the city's accessibility to its business community. • Identify and track metrics related to permitting and entitlements timelines and work toward continuous improvement. 7 Goal 5. A Community that Celebrates and Invites Diversity. Foster a business community in Tukwila that welcomes and empowers residential and business diversity in all its forms while capturing increased market share and building resilience to economic shocks. Example actions: • Celebrate Tukwila's diversity through targeted support, asset development, and promotion. • Highlight & promote a rotating roster of individual minority and immigrant -owned small businesses in Tukwila's existing social media communications. • Identify resources and support to continue to cultivate ethnic shopping districts, including cuisine, and pursue recognition as a world-class street food destination. • Survey minority and immigrant -owned small businesses to identify which culturally relevant business services the City should provide to small business owners in Tukwila. • Educate and connect minority and immigrant -owned businesses on the availability of grant and low- to no -interest loan programs at local, state, and federal levels. • Evaluate Tukwila's business license fee, business and occupations tax, development impact fees and consider other revenue sources such as a transportation benefit district to determine if the taxes and fees can be simplified and improved. 8