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HomeMy WebLinkAboutPlanning 2023-09-28 Item 7.1 - Economic Development Element - Staff Report and AttachmentsCity of Tukwila Allan Ekberg, Mayor Department of Community Development - Nora Gierloff, AICF, Director TO: Planning Commission FROM: Nancy Eklund, AICP, Long Range Planning Manager DATE: September 12, 2023 SUBJECT: Tukwila 2024-2044 Comprehensive Plan - Draft Economic Development Element ISSUE This is a briefing to the Planning Commission on the proposed updates to the Economic Development Element of the Comprehensive Plan. BACKGROUND At the June 8, 2023, Planning Commission Meeting, the City's Economic Development Administrator, Derek Speck, presented the themes that guided the City's revisions to the Economic Development Strategy'. Over the summer, the Economic Development division has continued to refine the Economic Development Strategy to reflect input from focus groups, interviews, and the Economic Development Advisory Committee. Staff have incorporated that input into the Economic Development strategy. The Comprehensive Plan's Economic Development Element correlates closely to the Economic Development division's Strategy. In addition, the Element has been augmented by the regional policy guidance required by the Puget Sound Regional Council and the King County Countywide Planning Policies. Staff have also reviewed the Implementation Strategies listed in the Economic Development Element of 2015 Comprehensive Plan are updating those to reflect the list of actions needed to implement the 2024 Policies. The final list will be provided to the PC later this year. RECOMMENDATION Staff recommends that the Planning Commission consider the draft Economic Development Element and move it forward to a later date in late winter 2024 when the entire draft Plan (including the Implementation Strategies) will be available for review, followed by a public hearing. ATTACHMENTS A. Economic Development Element (proposed changes integrated) B. Economic Development Element (strikeout/underline version) 'For previous report, please see attachments to 6/22/23 Planning Commission meeting packet in the digital records system: http://records.tukwilawa.gov/weblink/1/edoc/392315/Planning%202023-06- 22%20Item%2078%20-%20Economic%20Development%20Engagement%20Themes.pdf Tukwila City Hall • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov 1 2 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes WHAT YOU WILL FIND IN THIS CHAPTER: • A description of Tukwila's economic setting, • A discussion of issues that affect economic development in the City, and • Goals, policies, and strategies for enhancing the community's economic well-being. PURPOSE The overriding goal of this element is to enhance the community's economic well-being. The Economic Development element recognizes the City's economy is strongly and directly influenced by the regional economy, while it still identifies policies and strategies the City can use to guide our local economy. The Economic Development element is a key component integrating all elements of the Comprehensive Plan, suggesting ways in which the City and its partners can use effective economic strategies in order to achieve the goals of the Plan. There are four primary ways in which the City can affect local economic activity: • Land use, transportation, and utility planning that determine, within the local regulation and infrastructure capacity, the space available for residential and nonresidential development; • Providing quality public services such as public safety, transportation, and recreation; • Directly or indirectly influencing private sector decisions as to location, operation, and development of business real estate, and • Helping coordinate public and private sector efforts to enhance the employability and job advancement potential of the residential population. The City's general approach to enhancing the community's economic well-being can be summarized as follows: • Sustain moderate growth in the sectors of retail and entertainment, advanced manufacturing, aerospace, clean technology, information technology, life -sciences, and tourism • Attract and retain businesses generating positive financial benefits for the City • Target family wage and higher salary industries • Improve and support the opportunities for education, skills training, and job acquisition for all Tukwila residents • Provide capacity to meet Tukwila's employment targets as set by the Countywide Planning Policies • Encourage growth into certain areas through the use of zoning and developmental regulations • Encourage the retention and growth of existing local businesses, particularly for Black, Indigenous, and other People of Color, immigrant, refugee, LGBTQIA+, disabled, and women owned businesses • Encourage entrepreneurs, local startups and businesses to establish in Tukwila • Provide efficient and timely administration of City services • Respond to specific requests for assistance from local firms • Provide quality public services and infrastructure including public safety, transportation, utilities, and recreation to existing and future needs of the economic sector • Support job enhancement programs to increase residents' employability through coordination of private and public sector activities. The following are potential tools available to the City to enhance economic development in the City: Page 1 of 10 3 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes • Business Improvement Areas (BIAs) • Local Improvement Districts (LIDs) • Transportation Benefit Districts • Tax Increment Financing (TIF) • Multi -family property tax exemption (MFTE) • Lodging tax and tourism promotion area (TPA) fees for tourism • Local, state, and federal government funding and private resources • Strategic sales of City property • Use of infrastructure investment • Funded, staffed, and administered economic development work group ECONOMIC SETTING The following statistics help set the background for economic development policies. The Economic Development Background Memo contains additional supporting information, including employment and housing growth targets per the Countywide Planning Policies. POPULATION, INCOME AND REVENUE The population of Tukwila in 2023 was 22,780, an increase of approximately 3,264 from 2015 (OFM). The City's daytime population is estimated to be between 150,000 and 170,000. Taxes collected in 2015 were $45.2 million, which are projected to increase to $51.4 million in 2023. During the same period (2015 to 2023), the assessed valuation of the City grew from $5.00 billion to $8.98 billion. In 2015, there were 7,832 housing units; by 2023, this number had increased to 9,194 units. In 2021, the median age of Tukwila residents was 36.1 years; over 11% of all citizens were 65 or older; and 22.1% of the residents were under 20. In 2021, residents of color were 67.4% of the population. Foreign -born residents account for 39.2% of the population, and more than 70 languages are spoken in the Tukwila School District. The median household income in the City in 2021 was $71,688, up from $45,923 in 2015. While Tukwila's median household income is still far below King County's median income of $106,326, this represents a substantial increase, consistent with regional trends. EMPLOYMENT In 2015, Tukwila had 2.41 jobs per resident, this number decreased to 2.01 in 2022 with a slight decrease in total jobs and slight increase in population. This ratio of jobs to residents is extremely high compared to other King County cities and regionally. There were at least 2,291 licensed businesses of all types in Tukwila in 2022. The total number of jobs in Tukwila has fluctuated since 2015, with impacts from COVID-19 seen across almost all sectors. In 2015, the City had approximately 47,000 jobs, whereas, by 2022 the total number of jobs in the City had fallen 2.4% to just under 46,000, with some rebounding Page 2 of 10 4 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes trend from pandemic impacts. The Service sector composes the largest sector of jobs, with 32% of all jobs. Manufacturing is next with 19.1% of jobs in the City. The number of manufacturing jobs has been decreasing within Tukwila prior to this planning period, reflecting regional trends. Between 2015 and 2022 Tukwila lost almost 2,100 manufacturing sector jobs. This trend likely reflects the diminished presence of jobs with Boeing and other manufacturing firms in the City's industrial areas. In 2022, retail accounted for 16.4% of jobs in Tukwila. Warehousing, transportation, and utilities made up 12.5%. 50000 45000 40000 35000 30000 25000 20000 15000 10000 5000 0 I Tukwila Covered Employment by Sector, 2015-2022 I I ■ Const_Res ■ FIRE Manufacturing ■ Retail ■ Services • WTU ■ Government 2015 2016 2017 2018 2019 2020 2021 2022 ■ Education Services composed the largest percentage of jobs in 2022, with 32% of all jobs. Manufacturing (19.1%); Retail (16.4%); and Warehousing, Transportation and Utilities (12.5%) also make up sizable shares of Tukwila's employment. The shares of each sector, relative to each other, did not change significantly between 2015 and 2022. While the number of total jobs within Tukwila fluctuated between 2015 and 2022, most sectors remained fairly consistent in their share of total jobs. The Manufacturing and Service sectors displayed the largest decreases, at 4.0% and 1.7% respectively, while other sectors saw slight increases in share, with the FIRE (finance, insurance, and real estate) sector having the large proportional increase at 2.5%. SMALL BUSINESS DEVELOPMENT CENTER (SBDC) The SBDC at Highline specializes in providing business and training services to entrepreneurs and existing businesses, in order to be successful in today's economy. The center provides: Knowledgeable, trusted, and confidential one-on-one advice on all aspects of a business. A link to 23 other SBDC centers in the Statewide network for additional advice. Guidance on the purchase of an existing business or a franchise. Page 3 of 10 5 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes Assistance in finding sources of capital to grow a business. Ideas about how an established businesses can move to the next level. Benchmarking a company's performance with others to identify improvement opportunities. Matching a businessperson with resources to accelerate the success trajectory of a business. Developing prospect lists through targeted database searches. Information about training and funding that can assist in growing a business. ISSUES There are a number of issues and trends affecting economic development in the City of Tukwila: Financial Challenges • Retail Sales Tax: While Tukwila continues to enjoy the dominant role in attracting retail, dining, and entertainment spending in South King County, sales tax has not grown as fast as inflation. Retail sales tax in 2022 was only 1.5% above 2019's pre-covid level. Retail and entertainment are still very strong in Tukwila, but sales tax growth has gone elsewhere due to competition from other retail centers, the State's change to destination -based sales tax, and consumer demand for online shopping. • Property Tax: In 2001 Washington State voters passed an initiative that restricts cities' ability to levy their annual property tax to only 1% above their prior highest lawful levy. New construction is added to the tax rolls above the 1% limit, but then becomes part of the taxing district's levy and grows at a maximum of 1%. This law limits Tukwila's property tax growth and poses challenges for funding City services when the inflation rate is greater than 1%. Public Safety and Public Image • Tukwila has an excellent police department but still faces public safety challenges. Because Tukwila has millions of square feet of retail and is located at one of the busiest interchanges in the Pacific Northwest, it is a convenient location for shoplifting, car prowls, and other property crimes. The public perception of crime is often magnified because security businesses publish crime statistics on a per capita basis. Tukwila has a much higher crime rate per capita due to the large business sector and daytime population, compared to its small number of residents. In addition, the region's opioid and fentanyl crises have further blemished the public's perception of safety in the City. Other Challenges • Compared to King County as a whole, Tukwila's population has a significantly lower per capita income, $36,673 compared to $59,843, and higher poverty rate (12.4% compared to 9.4%) for 2021. Household median income is also lower than the county median at $71,688 compared to $106,326. Low per capita and household median incomes relative to the region limit funds available for Tukwila residents to support basic needs, save for larger purchases, and leaves them more susceptible to increasing or unexpected costs. • The Tukwila South area presents a significant opportunity for new development, but it is so large that it is challenging to find a developer that can make a large enough investment to ensure a coordinated and cohesive mixed-use development. Page 4 of 10 6 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes • Nearly all of the portion of Tukwila that lies on the valley floor south of 1-405 and east of 1-5 is protected by the Green River flooding by levees and embankments. The protection system is working, but maintenance, repairs, and improvements are becoming more complex and expensive, especially given the challenges of protecting the environment and endangered species in the river system. • Housing costs in the Seattle region have increased significantly. This has led to some new single family and multi -family housing investments in Tukwila but as housing prices increase, the risk of residential displacement increases. • Tukwila would like to receive additional office development since it can further support the retail sector, but the market demand for new office development is very limited. This is, in part, because office businesses preferred to be in downtown Seattle, Bellevue, or Redmond. Due to the significant increase in remote work, those office concentrations now have excess capacity. • Boeing has been downsizing some of their facilities in Tukwila, but there is strong demand for manufacturing, warehouse, and distribution facilities. ProLogis and Amazon recently opened large, new facilities in Tukwila's manufacturing and industrial center (MIC). • The Tukwila International Boulevard neighborhood has an active and entrepreneurial business community but many of the businesses generate income insufficient to afford to make significant investments in physical improvements or growth. GOALS, POLICIES AND STRATEGIES The following goals and policies provide the pathway how the City can realize its economic development vision that as 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 Policy 1.1 Policy 1.2 Policy 1.3 Continue to strengthen and balance economic and workforce development with 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. Attract and retain office, research and development, advanced manufacturing, aerospace, food manufacturing, and life sciences businesses, including those that provide services for export.' Encourage commercial and mixed-use development that provides a range of job opportunities throughout the county to create a closer balance between the locations of jobs and housing.2 Policy 1.4 Maintain support for and strengthen Tukwila's robust retail, hospitality, and experiential sectors. 'King County Countywide Planning Policy K_EC-6 2 King County Countywide Policy K_EC-26 Page 5 of 10 7 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes Policy 1.5 Evaluate the performance of economic development policies and strategies in developing businesses and creating middle -wage jobs.' Policy 1.6 Make local investments to maintain and expand infrastructure and services that support local and regional economic development strategies. Focus investment where it encourages growth in designated centers and helps achieve employment targets.' Policy 1.7 Promote the local workforce through priority hire programs that create middle -wage employment opportunities, encouraging workforce development partnerships, and identifying pipeline education or training opportunities.5 Regional Economy Policy 1.8 Coordinate local and countywide economic policies and strategies with VISION 2050 and the Regional Economic Strategy. Emphasize support for those industry clusters that are integral to that strategy.6 Policy 1.9 Prioritize growth of a diversity of middle -wage jobs and prevent the loss of such jobs from the region.' Regional Centers Policy 1.10 Concentrate economic and employment growth in designated regional, countywide, and local centers through local investments, planning, and financial policies.' Policy 1.11 Support economic growth that, along with land use planning and infrastructure development, facilitates Tukwila meeting its designated regional growth targets. Policy 1.12 Work to reduce the risk of industrial displacement through a variety of anti - displacement strategies.' Partnerships Policy 1.13 Collaborate with the private sector to leverage catalytic development sites. Policy 1.14 Build and maintain relationships with property owners and businesses. Site Selection and Development 3 King County Countywide Planning Policy K_EC-4 King County Countywide Policy K_EC-18 'Combined King County Countywide Policy K_EC-13, and PSRC Consistency tool: Economy. "...Expand access to economic opportunities through actions such as adopting a priority hire ordinance, encouraging workforce development partnerships, and identifying pipeline education or training opportunities...). 6 King County Countywide Policy K_EC-1 and K_EC-3. ' King County Countywide Policy K_EC-2, in part $ King County Countywide Policy K_EC-17; this policy requires a strategy 9 PSRC MIC Consistency Tool: Economy, Guidance; this policy requires a strategy Page 6 of 10 8 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes Policy 1.15 Policy 1.16 Facilitate redevelopment of contaminated sites through local, county, and state financing and other strategies that assist with planning, site design, and funding for environmental remediation.1° Continue working to achieve the vision in the Tukwila International Boulevard District and Southcenter District, emphasizing walkability, placemaking, and community gathering opportunities. GOAL 2: A Safe, Desirable, and Healthy Community with a Positive Identity Policy 2.1 Policy 2.2 Policy 2.3 Policy 2.4 Policy 2.5 Policy 2.6 Enhance Tukwila's public safety perceptions and sense of place and support a positive identity as a city in which to "Live, Work, Stay and Play" — a community of choice for businesses, residents and visitors with outstanding transportation, quality housing, fun experiences, amenities, and supportive services. Improve perceptions of public safety through crime reduction, visible enforcement, improved communications, and messaging. Invest in placemaking efforts that stimulate and instill community pride, improve quality of life, and welcome visitors. Promote positive aspects of the Tukwila community to the region. Add to the vibrancy and sustainability of our communities and community health and well-being by ensuring the provision of safe and convenient access to local services, neighborhood -oriented retail, purveyors of healthy food (e.g., grocery stores and farmers markets), and sufficient transportation choices.' Promote Tukwila's natural environment as a key economic asset and work to improve access to it as an economic driver. Work cooperatively with local businesses to protect and restore the natural environment in a manner that is equitable, efficient, predictable, and complements economic prosperity.12 GOAL 3: Prosperity and Opportunity for Businesses, Workers, and Residents Policy 3.1 Expand avenues of durable economic success for workers, entrepreneurs, business owners, and residents in Tukwila, including workforce development, with a focus on shared prosperity, opportunity, and social responsibility for local communities. Policy 3.2 Promote the local workforce through priority hire programs that create middle -wage employment opportunities in historically disadvantaged communities.13 ' King County Countywide Policy K_EC-24 11 King County Countywide Planning Policy K_EC-19 (Edited from original) 12 King County Countywide Planning Policy K_EC-20 13 King County Countywide Planning Policy K_EC-13 Page 7 of 10 9 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes Policy 3.3 Direct investments to community and economic development initiatives that elevate equitable economic opportunity for those communities most marginalized and impacted by disinvestment and economic disruptions14. Workforce Development and Partnerships Policy 3.4 Improve awareness of, and access to, education and workforce development resources. Policy 3.5 Facilitate connections between employers and education and workforce development institutions, seeking to increase graduation rates and develop a highly educated and skilled local workforce. Align and prioritize workforce development efforts with Black, Indigenous, and other People of Color communities; immigrant and refugees; and other marginalized communities.' Policy 3.6 Act as a resource to residents and workers connecting them to workforce development organizations. Policy 3.7 Encourage private, public, and non-profit sectors to incorporate environmental stewardship and social responsibility into their practices. Encourage development of established and emerging industries, technologies and services that promote environmental sustainability, especially those addressing climate change and resilience.l6 GOAL 4: A Supportive Environment for Business and Entrepreneurs Policy 4.1 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. Policy 4.2 Where possible, ease regulations that challenge small businesses. Policy 4.3 Ensure that business and entrepreneurial resources are accessible to all, including businesses owned by historically marginalized people, refugees, and immigrants. Policy 4.4 Ensure that Tukwila projects an 'open for business' culture, and help businesses thrive through: • Transparency, efficiency, and predictability of local regulations and policies; • Communication and partnerships between business, government, schools, civic and community organizations, and research institutions; and • Government contracts with local businesses.17 14 King County Countywide Planning Policy K_EC-16 is King County Countywide Planning Policy K_EC-12 16 King County Countywide Planning Policy K_EC-21 17 King County Countywide Planning Policy K_EC-5 Page 8 of 10 10 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes Policy 4.5 Policy 4.6 Policy 4.7 Policy 4.8 Policy 4.9 Foster a broad range of public-private partnerships to implement economic development policies, programs, and projects, including partnerships with community groups. Ensure such partnerships share decision-making power with and spread benefits to community groups.' Use partnerships to foster connections between employers, local vocational and educational programs, and community needs.19 Identify, support, and leverage key regional and local assets to the economy, including assets that are unique to our region's position as an international gateway, such as major airports, seaports, educational facilities, research institutions, health care facilities, long-haul trucking facilities, and manufacturing facilities.20 Support the regional food economy including the production, processing, wholesaling, and distribution of the region's agricultural food and food products to all King County communities. Emphasize improving access for communities with limited healthy, affordable, and culturally relevant food options.21 Develop and implement systems that provide a financial safety net during economic downturns and recovery. Direct resources in ways that reduce inequities and build economic resiliency for those communities most negatively impacted by asset poverty.22 GOAL 5: A Community that Celebrates and Invites Diversity Policy 5.1 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. Policy 5.2 Seek to understand the dynamics, needs, and relationships that characterize the minority and immigrant owned business community in Tukwila. Policy 5.3 Celebrate the cultural diversity of local communities as a means to enhance social capital, neighborhood cohesion, the county's global relationships, and support for cultural and arts institutions.23 Policy 5.4 Promote business diversity by signaling public sector support and ensure public investment decisions protect culturally significant economic assets and advance the 18 King County Countywide Planning Policy K_EC-8 19 King County Countywide Planning Policy K_EC-9 20 King County Countywide Planning Policy K_EC-10 21 King County Countywide Planning Policy K_EC-11 22 King County Countywide Planning Policy K_EC-27 23 King County Countywide Planning Policy K_EC-14 Page 9 of 10 11 ECONOMIC DEVELOPMENT Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes Policy 5.5 Policy 5.6 Policy 5.7 business interests of Black, Indigenous, and other People of Color communities; immigrant and refugees; and other marginalized communities.24 Eliminate and correct for historical and ongoing disparities in income, employment, and wealth by building opportunities for Black, Indigenous, and other People of Color; women; and other intersecting marginalized identities.25. Promote an economic climate that is supportive of business formation, expansion, and retention, and that emphasizes the importance of small businesses, locally owned businesses, women -owned businesses, and businesses with Black, Indigenous, and other People of Color; immigrant and refugee; LGBTQIA+; disabled; and women -owned or -led businesses, in creating jobs.26 Stabilize and prevent the economic displacement of small, culturally relevant businesses and business clusters during periods of growth, contraction, and redevelopment. Mitigate displacement risks through monitoring and adaptive responses.27 RELATED INFORMATION King County Countywide Planning Policies (2022) Vision 2050 (2021) Economic Development Element Background Memo (when available) 24 King County Countywide Planning Policy K_EC-28 26 King County Countywide Planning Policy K_EC-15 26 King County Countywide Planning Policy K_EC-7 27 King County Countywide Planning Policy K_EC-29 Page 10 of 10 12 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes WHAT YOU WILL FIND IN THIS CHAPTER: • A description of Tukwila's economic setting, • A discussion of issues that affect economic development in the City, and • Goals -a+ 4 policies, and strategies for enhancing the community's economic well-being. PURPOSE The overriding goal of this element is to enhanceing the community's economic well-being. The Economic Development element recognizes the City's economy is strongly and directly influenced by the regional economy, while it still identifies policies and strategies the City can use to affectguide our local economy. Through policy recommendations, the Economic Development clement identifies a mans of stimulating economic improvement for business and the community as a whole. It lays out a direction and strategies for d aling with economic variables and adjusting to economic forces that cannot be predicted or controlled. ItThe Economic Development element is a key component integrating all elements of the Comprehensive Plan, suggesting ways in which the City and its partners can use effective economic strategies in order to achieve the goals of the Plan. There are three four primary ways in which the City can affect local economic activity can be affected: • Land use, transportation, and utility planning that determine, within the local regulation and infrastructure capacity, the space available for residential and nonresidential development; • Providing quality public services such as public safety, transportation, and recreation;: • Directly or indirectly influencing private -sector decisions as to location, operation, and development of business real estate,by maintaining vibrant commercial districts and a supportive regulatory environment; and • Helping coordinate public and private sector efforts to enhance the employability and job progression -dvancement potential of the residential population. The City's general approach to enhancing eewthe community's economic well-being The Economic Development clement presents a focused approach to enhancing our City's economic well being. This approach can be summarized as follows: • Sustain moderate growth in the sectors of retail and entertainment, advanced manufacturing, aerospace, clean technology, information technology, life -sciences, and tourism- • Attract and retain businesses generating positive financial benefits for the City- • Target family wage and higher salary industries • Improve and support the opportunities for education, skills training and job acquisition for all Tukwila residents • Provide capacity to meet Tukwila's employment targets as set by the Countywide Planning Policies • Encourage growth into certain areas through the use of zoning and developmental regulations • Encourage the retention and growth of existing local firms businesses, particularly for Black, Indigenous, and other People of Color, immigrant, refugee, LGBTQIA+, disabled, and women owned businesses • Encourage entrepreneurs, local startups and businesses to establish in Tukwila Page 1 of 16 13 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes • Provide efficient and timely administration of City services The City of Tukwila emphasizes the following activities in order to accomplish it's economic development goals: • Responding to specific requests for assistance from local firms minority , veteran and women owned. • Expanding efforts to engage with and understand the economic development needs and priorities of traditionally under represented groups in Tukwila neighborhoods • Emphasizing business development to encourage existing businesses to expand • ProvidProvide quality public services and infrastructure including public safety, transportation, utilities, and recreation to Maintaining public works and utilities so the City's infrastructure can meet both existing and future needs of the economic sector • Supporting job enhancement programs to increase residents' employability through coordination of private and public sector activities. The following are potential tools available to the City to enhance economic development in the City: • Industrial revenue bonds for certain areas • Business Improvement Areas (BIAS) • Local Improvement Districts (LIDs) • Transportation Benefit Districts • Tax Increment Financing (TIF) • Multi -family property tax exemption (MFTE) • Lodging tax and tourism promotion area (TPA) fees for tourism • Targeted Local, state, and federal government ending and private resources • Targeted local, State and federal funds • Strategic sales of City property • Use of infrastructure investment to attract new firms and development to designated areas • Funded, staffed, and administered economic development work group • Lodging tax for tourism promotion In this way, local government can play an important role in the economic vitality of the community. The policies developed in this element are aimed at implementing that role. ECONOMIC SETTING The following statistics help set the background for economic development policies. The Economic Development Background Memo contains additional supporting information, including employment and housing growth targets per the Countywide Planning Policies. POPULATION, INCOME AND REVENUE Page 2 of 16 14 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put ources/explanations for amended texts in footnotes 1n 2003, tThe population of Tukwila was 17,270; cstimatcdin 202413 population was 21,5152,78019,210 an increase of approximately /1,5003,264 from 201508 (OFIV . The City's daytime population is estimated to be between 150,000 te-and 170,000. Taxes collected in 2003 2015 were estimated to be $28.245.2 million, which are projected to increased to $42451.4 million in 20132023. During the same period (2015 to 2023), the assessed valuation of the City grew from $35.4.00 billion to $48.47-98 billion. In 20022015, there were 7,832628 housing units; by 20132023, this number had increased to 8,0399 194 units. In 20102021, the median age of Tukwila residents was 33.66.1 years; n arly over 311% of all citizens were older than 6565 or older; and 2422.1% of the residents were under 2018. _In 20102021, residents of color were 50.167.4% of the population. Foreign -born residents account for 3649_2% of the population, and Wore thanevef 70 languages are spoken in the Tukwila School District. The median household income in the City in 2010 2021 was $11,27171,688, up from $45,923 in 2015. While Tukwila's median household income is still far below King County's median income of $66,17'1106,326, this represents a substantial increase, consistent with regional trends.. Adjusting for inflation, Tukwila's median income fell between 2000 and 2010. Tukwila's 2000 adjusted median income {in 2010 dollars) was $53,127. Thus, r al median income in the City fell 16.67% from 2000 to 2010. EMPLOYMENT In 2000, Tukwila had n Orly three times as many jobs as it had residents, but that number fell to 2.27 in 2010.In 2015, Tukwila had 2.41 lobs per resident, this number decreased to 2.01 in 2022 with a slight decrease in total jobs and slight increase in population. This ratio of jobs to residents is extremely high compared to other King County cities and regionally. -There were ever -at least 2,575 291 licensed businesses of all types in Tukwila in 20132022. The total number of jobs in Tukwila has declined since 2000fluctuated since 2015, with impacts from COVID-19 seen across almost all sectors. In 201588, the City had approximately 4870007 000 jobs. ,_By 2013,whereas, by 2022 the total number of jobs in the City had fallen 2.44% to just undereveF 4046,000, with some rebounding trend from pandemic impacts. The S composes the largest percentage sector of jobs, with 32% of all jobs. e€rvice sector Manufacturing is next with 2-519.1% of jobs in the City. The number of misAanufacturing jobs halve been decreasing within Tukwila prior to this planning period, reflecting regional trends. Between 2015 and 2022 Tukwila lost almost 2,100 manufacturing sector jobs. In 1991, 56% of all jobs in the City were e e 0 continues to dccr ase in the City. This trend likely reflects the diminished presence of jobs with Boeing and other manufacturing firms in the City's industrial areas. In 20102022, retail accounted for 4416.4% of jobs in Tukwila. Warehousing, transportation, and utilities made up 12.5%. Page 3 of 16 15 I I I ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes 50000 45000 40000 35000 30000 25000 20000 15000 10000 5000 0 I Tukwila Covered Employment by Sector, 2015-2022 2015 2016 2017 2018 • Const_Res • FIRE • Manufacturing Retail • Services • WTU • Government 2019 2020 2021 2022 • Education Graphic Employment within Tukwila is distributed among a number of different sectors. Services composed the largest percentage of jobs in 20102022, with 32% of all jobs. Manufacturing (19.1%); Retail (4416.4%); and Warehousing, Transportation and Utilities (12.5%) also make up sizable shares of Tukwila's employment. The shares of each sector, relative to each other, did not change significantly between 2000 2015 and 20102022. While the number of total jobs within Tukwila fluctuated between 2015 and 2022, most sectors remained fairly consistent in their share of total jobs. The Manufacturing and Service sectors displayed the largest decreases, at X4.0% and 1.7% respectively, while other sectors saw slight increases in share, with the FIRE (finance, insurance, and real estate) sector a -shaving the large proportional increase at 2.5%. All sectors, with the exception of Construction, showed slight decreases. The finance, Insurance and Real Estate (FIRE) sector decreased the most with a 3.7% decrease. Retail and Manufacturing also saw decreases of 2.3% and 2/1%, respectively. SMALL BUSINESS DEVELOPMENT CENTER (SBDC) i•The SBDC at Highline specializes in providing business and training services to entrepreneurs and existing businesses, in order to be successful in today's economy. The center provides: Knowledgeable, trusted, and confidential one-on-one advice on all aspects of your a business. A link to 23 other SBDC centers in the Statewide network for additional advice. Guidance on the purchase of an existing business or a franchise. Assistance in finding the best sources of capital to grow your a business. Page 4 of 16 16 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes A proven Ideas about how an pathway to br kout growth for established businesses can ready te-move take their business to the next level. • Benchmarking your a company's performance with others in your industry to uncover identify improvement opportunities. • Matching yea businessperson with resources to hat can best accelerate the success trajectory of a yep+ -business. • Developing prospect lists through targeted database searches. • Information about little known training and funding that can assist in te-growing a your business. A_"can do" attitude about anything you need to successfully grow your business RETAIL SALES While Tukwila remains a strong attractor of consumer spending, the City has experienced a significant reduction in taxable retail sales, once adjustments arc made for inflation. When adjusted for inflation, taxable retail sales in 2013 were lower than they were in 2003. The City's sales tax decline bean to occur roughly around the late 1990s. Competition for retail sales among regional retail centers has grown stronger over the last ten years. ISSUES Current and existing economic trends suggest a variety of issues and needs forThere are a number of issues and trends affecting economic development in the City of Tukwila: Financial Challenges • Financial Challenges Retail Sales Tax: While Tukwila continues to enjoy the dominant role in attracting retail, dining, and entertainment spending in South King County, sales tax has not grown as fast as inflation. Retail sales tax- in 2022 was only 1.5% above 2019's pre-covid level. Retail and entertainment are still very strong in Tukwila, but sales tax growth has gone elsewhere due to competition from other retail centers, the State's change to destination --based sales tax, and consumer demand for online shopping. • Property Tax: In 2001 Washington State voters passed an initiative whichthat restricts cities' ability to levy their annual property tax to only 1% above their prior highest lawful levy. New construction is added to the tax rolls above the 1% limit, but then becomes part of the taxing district's levy and grows at a maximum of 1%. This law limits Tukwila's property tax growth and poses challenges for funding City services when the inflation rate is greater than 1%. • Public Safety and Public Image • Tukwila has an excellent police department but still faces public safety challenges. negative public perceptions of safety. Because Tukwila has millions of square feet of retail and is located at one of the busiest interchanges in the Pacific Northwest, it is a convenient location for shoplifting, car Page 5 of 16 17 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes prowls, and other property crimes. The public perception of crime is often magnified because security businesses publish crime statistics on a per capita basis. Tukwila has a much higher crime rate per capita due to the large business sector and daytime population, compared to its small number of residents. In addition, the region's opioid and fentanyl crises haves further blemished the public's perception of safety in the City. • Tukwila has an excellent police department but still faces negative public perceptions of safety. Because Tukwila has millions of square feet of retail and is located at one of the busiest interchanges in the Pacific Northwest, it is a convenient location for shoplifting, car prowls, and other property crime. The public perception of crime is often magnified because security businesses, publish crime statistics on a per capita basis. Tukwila has a much higher crime rate per capita due to the large business sector and daytime population compared to the small number of residents. Iry addition, Tukwila faces the same challenges with the region's opioid and fentanyl crises and its relationship with homelessness and property crimes. Other Challenges • Provide access to the regional highway, transit and air transportation system in a way that does not handicap local property development and redevelopment efforts. '-Compared to King County as a whole, Tukwila's population has a significantly lower per capita incomes {$36,673 compared to $59,843, 4 -and higher poverty rate (12.4% compared to 9.34%) according to Census QuickFacts for 2021. Household median income is also lower than the county median at $71,688 compared to $106,326. Low per capita and household median incomes relative to the region limit funds available for Tukwila residents to support basic needs, save for larger purchases, and leaves them more susceptible to increasing or unexpected costs. Explore possible City actions to increase the median income of Tukwila's residents, including support for or low English proficiency communities. • Establish coordinated transit hubs throughout the City including, but not limited to, the Southcenter Manufacturing Industrial Center that efficiently mix modes of travel and stimulate development of real estate associated with transportation facilities. 'nflation adjusted reduction in the City's overall taxable retail sales. • The Tukwila South area presents a significant opportunity for new development, but it is so large that it is challenging to find a developer that can make a large enough investment to ensure a coordinated and cohesive mixed-use development. • Nearly all of the portion of Tukwila that lies on the valley floor south of 1-405 and east of 1-5 is protected by the Green River flooding by levees and embankments. The protection system is working, but maintenance, repairs, and improvements are becoming more complex and expensive, especially given the challenges of protecting the environment and endangered species in the river system. 18 Page 6 of 16 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) i NO Put source explanations for amended texts in footnotes • Housing costs in the Seattle region have increased significantly. This has led to some new single family and multi -family housing investments in Tukwila but as housing prices increase, the risk of residential displacement increases. • Tukwila would like to receive additional office development since it can further support the retail sector, but the market demand for new office development is very limited. t,Tthis is, in part, because office businesses preferred to be in downtown Seattle, Bellevue, or Redmond. Due to the significant increase in remote work, those office concentrations now have excess capacity. • Boeing has been downsizing some of their facilities in Tukwila, but there is strong demand for manufacturing, warehouse, and distribution facilities. ProLogis and Amazon recently opened large, new facilities in Tukwila's manufacturing and industrial center (MIC). • The Tukwila International Boulevard neighborhood has an active and entrepreneurial business community but many of the businesses generate income insufficient to afford to make significant investments in physical improvements or growth. Support further enhancement of commercial and residential areas in the City's neighborhoods. • Foster environmental remediation (brownfield cl anup), land conversion and redevelopment in the Manufacturing Industrial Center (MIC) and Interurban Avenue areas. • Incr asc the development, intensity and diversity of uses in the Southccnter area, including the development of housing and entertainment . • Develop policies, programs, projects and plans that include input from diverse groups within the residential and business community, using innovative engagement models such as the Community Connector Program. partnerships to promote economic development in the City • Enhance regional recognition of Tukwila as an economic hub, promoting the success and diversity of its businesses and focusing on its positive business climate. • Explore strategies to maintain a favorable and diverse tax base, to support the needs of our daytime and nighttime populations. • Meet the needs of our residential neighborhoods while maintaining the economic health of our business community. • Ensure that adequate public services arc in place to support existing and proposed commercial, mixed use and industrial developments. • Fund infrastructure and services by maintaining a solvent and diversified revenue stream. VIS GOALS, POLICIES AND STRATEGIES Vision:The following goals and policies provide the pathway how the City can realize its economic development vision that as 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 Page 7 of 16 19 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) NO Put sources/explanations for amended texts in footnotes Policy 1.1 Policy 1.2 Continue to strengthen and balance economic and workforce development with 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. Policy 1.3 Attract and retain office, research and development, hi,advanced manufacturing, aerospace, food manufacturing, and life sciences businesses, including those that provide services for export.' Encourage commercial and mixed-use development that provides a range of job opportunities throughout the county to create a closer balance between the locations of jobs and housing.2 Strategy 1.3.4 Promote the Tukwila International Boulevard neighborhood as an authentic, international district welcoming to visitors. Policy 1.4 Maintain support for and strengthen Tukwila's robust retail, hospitality, and experiential sectors. Policy 1.5 Evaluate the performance of economic development policies and strategies in developing businesses and creating middle -wage jobs.' Policy 1.6 Make local investments to maintain and expand infrastructure and services that support local and regional economic development strategies. Focus investment where it encourages growth in designated centers and helps achieve employment targets!' Policy 1.7 Promote the local workforce through priority hire programs that create middle -wage employment opportunities, encouraging workforce development partnerships, and identifying pipeline education or training opportunities.' Regional Economy Policy 1.8 Coordinate local and countywide economic policies and strategies with VISION 2050 and the Regional Economic Strategy. Emphasize support for those industry clusters that are integral to that strategy.6 1 King County Countywide Planning Policy K EC -6 2 King County Countywide Policy K EC -26 3 King County Countywide Planning Policy K EC -4 4 King County Countywide Policy K EC -18 ' Combined King County Countywide Policy K EC -13, and PSRC Consistency tool: Economy. "...Expand access to economic opportunities through actions such as adopting a priority hire ordinance, encouraging workforce development partnerships, and identifying pipeline education or training opportunities..j. 6 King County Countywide Policy K EC -1 and K EC -3. Page 8 of 16 20 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put sources/explanations for amended texts in footnotes Policy 1.9 Prioritize growth of a diversity of middle -wage jobs and prevent the loss of such jobs from the region.' Policy 1C. Collaborate with the private scctor to ensure that catalytic development sites improve the desirability of living, working, staying and playing in Tukwila. Regional Centers Policy 1.10 Concentrate economic and employment growth in designated regional, countywide, and Policy 1.11 Policy 1.12 local centers through local investments, planning, and financial policies.' Support economic growth that, along with land use planning and infrastructure development, facilitates Tukwila meeting its designated regional growth targets. Partnerships Policy 1.13 Policy 1.14 Work to reduce the risk of industrial displacement through a variety of anti - displacement strategies.' Collaborate with the private sector to ensure thatleverage catalytic development sites. improve the desirability of living, working, staying, and playing in Tukwila. Build and maintain relationships wither property owners and businesses. Site Selection and Development Policy 1.15 Facilitate redevelopment of contaminated sites through local, county, and state financing and other strategies that assist with planning, site design, and funding for environmental remediation.1° Policy 1.16 Continue working to achieve the vision in the International Boulevard District and th-e-Southcenter District, with an e-m-p-hes-i-semphasizing a -walkability, placemaking, and community gathering opportunities. Tukwila GOAL 2: A Safe, Desirable, and Healthy Community with a Positive Identity Policy 2.1 - _ - _ _ _ - _ _ _ - - - Enhance Tukwila's public safety perceptions and sense of place and support a positive identity as a city in which to "Live, Work, Stay and Play" — a community of choice for businesses, residents King County Countywide Policy K EC -2, in part 8 King County Countywide Policy K EC -17; this policy requires a strategy 9 PSRC MIC Consistency Tool: Economy, Guidance; this policy requires a strategy 10 King County Countywide Policy K EC -24 Page 9 of 16 21 1 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) i y Put sources/explanations for amended texts in footnotes Policy 2.2 Policy 2.3 Policy 2.4 and visitors with outstanding transportation, quality housing, fun experiences, amenities, and supportive services. Improve perceptions of public safety through crime reduction, visible enforcement, improved communications, and messaging. Invest in placemaking efforts that stimulate and instill community pride, improve quality of life, and welcome visitors. Promote positive aspects of the Tukwila community to the region. Policy 2.5 Policy 2.6 Add to the vibrancy and sustainability of our communities and community health and well-being by ensuring the provision of safe and convenient access to local services, neighborhood -oriented retail, purveyors of healthy food (e.g., grocery stores and farmers markets), and sufficient transportation choices.'1 Promote Tukwila's natural environment as a key economic asset and work to improve access to it as an economic driver. Work cooperatively with local businesses to protect and restore the natural environment in a manner that is equitable, efficient, predictable, and complements economic prosperity.' GOAL 3: Prosperity and Opportunity for Businesses, Workers, and Residents Policy 3.1 Expand avenues of durable economic success for workers, entrepreneurs, business owners, and residents in Tukwila, including workforce development, with a focus on shared prosperity, opportunity, and social responsibility for local communities. Policy 3.2 Promote the local workforce through priority hire programs that create middle -wage employment opportunities in historically disadvantaged communities.13 Policy 3.3 Direct investments to community and economic development initiatives that elevate equitable economic opportunity for those communities most marginalized and impacted by disinvestment and economic disruptionsl4. Workforce Development and Partnerships Policy 3.4 Improve awareness of, and access to, education and workforce development resources. Policy 3.5 Facilitate connections between employers and education and workforce development institutions, seeking to increase graduation rates and develop a highly educated and skilled local workforce. Align and prioritize workforce development efforts with Black, 11 King County Countywide Planning Policy K EC -19 (Edited from original) 12 King County Countywide Planning Policy K EC -20 13 King County Countywide Planning Policy K EC -13 14 King County Countywide Planning Policy K EC -16 22 Page 10 of 16 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes #Indigenous, and other People of Color communities; immigrant and refugees; and other marginalized communities.' Policy 3.6 Policy 3.7 Ensure Act as a resource to residents and workers connecting them to workforce development organizations. - - - - - - - experience and cxpericncc in Tukwila. Encourage private, public, and non-profit sectors to incorporate environmental stewardship and social responsibility into their practices. Encourage development of established and emerging industries, technologies and services that promote environmental sustainability, especially those addressing climate change and resilience.l6 GOAL 4: A Supportive Environment for !-Business and Entrepreneurs Polic 4.1 Maintain a stron: su Policy 4.2 Where possible, ease regulations that challenge small businesses. II II ortive environment for local inde•endent small and micro - businesses and the entrepreneurial ecosystem to ensure they continue to flourish in Tukwila while attracting new business activities to the City. Policy 4.3 Ensure that business and entrepreneurial resources are accessible to all, including businesses owned by historically marginalized people, refugees, and immigrants. Policy 4.4 Ensure that Tukwila projects an 'open for business' culture, and help businesses thrive through: • Transparency, efficiency, and predictability of local regulations and policies; • Communication and partnerships between business, government, schools, civic and community organizations, and research institutions; and • Government contracts with local businesses.17 Policy 4.5 Foster a broad range of public-private partnerships to implement economic development policies, programs, and projects, including partnerships with community 15 King County Countywide Planning Policy K EC -12 16 King County Countywide Planning Policy K EC -21 17 King County Countywide Planning Policy K EC -5 Page 11 of 16 23 1 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) llllllllli I N. Put sources/explanations for amended texts in footnotes Policy 4.6 Policy 4.7 groups. Ensure such partnerships share decision-making power with and spread benefits to community groups.18 Use partnerships to foster connections between employers, local vocational and educational programs, and community needs.19 Policy 4.8 Policy 4.9 Identify, support, and leverage key regional and local assets to the economy, including assets that are unique to our region's position as an international gateway, such as major airports, seaports, educational facilities, research institutions, health care facilities, long-haul trucking facilities, and manufacturing facilities.20 Support the regional food economy including the production, processing, wholesaling, and distribution of the region's agricultural food and food products to all King County communities. Emphasize improving access for communities with limited healthy, affordable, and culturally relevant food options.21 Develop and implement systems that provide a financial safety net during economic downturns and recovery. Direct resources in ways that reduce inequities and build economic resiliency for those communities most negatively impacted by asset poverty.22 GOAL 5: A Community that Celebrates and Invites Diversity= Policy 5.1 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. Policy 5.2 Seek to understand the dynamics, needs, and relationships that characterize the minority and immigrant owned business community in Tukwila. Policy 5.3 Celebrate the cultural diversity of local communities as a means to enhance social capital, neighborhood cohesion, the county's global relationships, and support for cultural and arts institutions.23 Policy 5.4 Promote business diversity by signaling public sector support and ensure public investment decisions protect culturally significant economic assets and advance the 18 King Count ry Countywide Planning_Policy K EC -8 19 King County Countywide Planning Policy K EC -9 20 King County Countywide Planning Policy K EC -10 21 King County Countywide Planning Policy K EC -11 22 King County Countywide Planning Policy K EC -27 23 King County Countywide Planning Policy K EC -14 24 Page 12 of 16 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) i NO Put sources/explanations for amended texts in footnotes business interests of Black, Indigenous, and other People of Color communities; immigrant and refugees; and other marginalized communities.24 Policy 5.5 Policy 5.6 Eliminate and correct for historical and ongoing disparities in income, employment, and wealth by building opportunities for Black, Indigenous, and other People of Color; women; and other intersecting marginalized identities.25. Policy 5.7 Promote an economic climate that is supportive of business formation, expansion, and retention, and that emphasizes the importance of small businesses, locally owned businesses, women -owned businesses, and businesses with Black, Indigenous, and other People of Color; immigrant and refugee; LGBTQIA+; disabled; and women -owned or -led businesses, in creating jobs.26 Stabilize and prevent the economic displacement of small, culturally relevant businesses and business clusters during periods of growth, contraction, and redevelopment. Mitigate displacement risks through monitoring and adaptive responses.27 Community 1A/e IL Qeing GOAL 2.1 promote the community's well being POLICIES 2.1.1 Develop the tools needed to improve the economic development climate. 2.1.2 Strengthen Tukwila's engagement and partnership with other jurisdictions, educational 2.1.3 Expand access to quality, healthy, affordable and culturally appropriate food and groceries for Tukwila residents. 24 King County Countywide Planning Policy K EC -28 25 King County Countywide Planning Policy K EC -15 26 King County Countywide Planning Policy K EC -7 27 King County Countywide Planning Policy K EC -29 Page 13 of 16 25 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) 0 Put explanations for amended texts in footnotes 2.1.4 Monitor City actions and impacts on the local economy and review economic development incentives for all sizes of businesses. 2.1.5 Continue to fund economic development staff to serve as a single contact point and information source for the business community. 2.1.6 Leverage capital improvement funds to encourage in fill, land assembly, redevelopment, and land conversion for family wage jobs, but only if concurrent with substantial private actions. 2.1.7 Partner with the private sector to fund infrastructure as part of a sub area plan, in order to encourage redevelopment and as an inducement to convert outdated and underutilized land and buildings to high valued and/or appropriate land uses. 2.1.8 Consider non financial ways (such as brokering and interlocal agreements) to assist industrial land owners to comply with State and federal government environmental remediation requirements. 2.1.9 Consider a public private partnership to examine creating a small business incubator space in the City. 2.1.10 Improve Tukwila's image, participation and influence in regional forums, especially those that influence Tukwila's future and interests. 2.1.11 Promote understanding of the interdependencies and mutual interests among Tukwila businesses, residents and the City of Tukwila. 2.1.12 Promote an economic climate that supports business formation, expansion and retention, emphasizing the importance of the City's entrepreneurs and small businesses in creating jobs. 2.1.13 Seek funds from non City sources for use by the City to directly encourage economic development. 2.1.14 Design and support human service programs, such as partnerships for interns and job training in higher wage industries, to enhance the economic well being of the City's residents. 2.1.15 Promote Tukwila as a regional confluence of commerce, housing and entertainment. 2.1.16 Promote and preserve economic use of industrial lands outside the Manufacturing Industrial Ccntcr (MIC) through appropriate buffering requirements and use restrictions. 2.1.17 Include standards in the development regulations for industrial uses that adequately mitigate potential adverse impacts on surrounding properties and public facilities and services. Page 14 of 16 26 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) Put sourc explanations for amended texts in footnotes 2.1.18 Actively promote development in the Southcentcr area by supporting existing uses, proactively developing programs and incentives to attract new businesses, investing in infrastructure and public amenities, and encouraging business owners and developers to invest in the quality of both the built and natural environment. Implementation Strategies • Develop an Economic Development Plan. • Consider preparing overall area environmental impact statements for the Interurban/West • Develop a freight mobility plan that addresses the efficient and safe movement of freight in the City, while also ensuring that impacts to adjacent land uses arc reduced and, where possible, eliminated. with the Comprehensive Plan vision. brownficld redevelopment and in fill. • Focus public infrastructure investment to provide capacity in areas targeted for growth. • Create Local Improvement Districts to finance specific transportation and utility in fill improvements. • Identify and eliminate confusing or outdated regulations. • Encourage redevelopment through an informed business and r al estate community. • Partner with a broad range of non profits, businesses and public sector agencies to develop a facility for food related workforce development and entrepreneurship training. solid waste and energy reduction assistance programs for businesses, property owners and managers. • Encourage businesses to incorporate environmental and social responsibilities into their practices. community engagement models. with universities, colleges, community colleges, community based organizations and other third parties. • Support the food economy, including production, processing, wholesaling and distribution, as a - - - -- -- - -- ---- - ---- for the diverse community. Urban Center. • Work with local chambers of commerce on business retention, business development, outr ach and joint efforts to promote the City. • Collaborate with local school districts to improve the educational opportunities for Tukwila school children. Page 15 of 16 ECONOMIC DEVELOPMENT Chapter 2 Existing Comprehensive Plan (with proposed changes) y Put sources/explanations for amended texts in footnotes • Consider providing information about City hiring processes and job openings at City sponsored events and in City communications. RELATED INFORMATION King County Countywide Planning Policies (2022) Vision 2050 (2021) Economic Development Element Background Memo (when available) Page 16 of 16 28