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2023-09-20 Economic Development Commission MinutesCITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION MEETING September 20, 2023 COMMISSIONERS PRESENT: Nicole Hughes, Chair LIAISONS PRESENT: Kevin Harris, Vice Chair David Preston, Port Commissioner, ex-officio Darrol Haug Jay Hoag LIAISONS ABSENT: Natalie Seitz (via Zoom) Vacant — Planning Board, ex-officio Matt Cox Vivian Olson, Councilmember, ex-officio Kevin Smith Ryan Crowther, Edmonds Chamber, ex-officio Allan Townsend GUEST: COMMISSIONERS ABSENT: Neil Tibbott, Council President Nick Perrault Kate Nolan — Student Representative STAFF PRESENT: Todd Tatum, Director CS/ED Megan Luttrell, Program Coordinator CS/ED Economic Development Commission meeting called to order by Nicole Hughes at 6:00 p.m. Call to Order and Land Acknowledgement 1. Roll Call and Recognition of Approved Absences: Nick is absent due to a work conflict. Kate was unable to make it tonight. Ryan Crowther is also absent. 2. Approval of Agenda: Kevin Smith moved to approve the agenda; Jay seconded; motion passed. 3. Approval of Meeting Summaries: a. Approval of July 19, 2023, Meeting Summary: Jay moved to approve the meeting summary; Allan Smith seconded; motion passed. b. Approval of August 16, 2023, Meeting Summary: Allan moved to approve the meeting summary; Matt seconded; motion passed. 4. Audience Comments: None. S. Discussion: August Walking Tour Questions, Discussion, Takeaways: The Commission reviewed the stops and the information that was provided at the walking tour at the August meeting. Darrol is concerned about the possible development that could displace people from their homes. Nicole adds that businesses are likely to be displaced also, how do we mitigate these issues. Todd explains the Community Renewal Plan highlights tools to aid in displacement. The Comp Plan update and the draft Community Renewal plan are addressing these issues through an equity lens and have strategies for anti -displacement, as well as tools to address zoning and development. You would develop site specific anti -displacement strategies as projects come to fruition. Todd suggests inviting Director McLaughlin back to revisit the Community Renewal Plan now that the Commission has a more robust perspective of the Hwy 99 area. Kevin H. points out that the walkability or rather lack of walkability lends to the success or demise of businesses. If you must get in your car to get to a business, it can Meeting Summary Economic Development Commission September 20, 2023 Page 1 lead to people leaving the area to do business. Kevin Smith adds that zoning restrictions can be a hinderance to business models and more flexible zoning could attract more businesses to Edmonds Hwy 99 corridor. Natalie asks to note that there is missing community engagement in the Community Renewal Plan. 6. Discussion: Workgroups and Committee Assignments: a. Landmark 99 Advisory Committee: The structure and purpose for the advisory committee is project leadership/advisement to the Mayor and Council. The committee is a combination of steering leadership, (Todd Tatum, Community, Culture & Economic Development Director, Susan McLauglin, Planning & Development Director & Angie Feser, Parks, Recreation & Human Services Director) as well as representatives from Public Works, Police, and members from Boards & Commissions. The goal is to provide staff with perspective and expertise that staff doesn't have. The goal is to determine whether to recommend purchasing the property. There will be a Public Meeting on October 21'Y at Edmonds Woodway High School. A mailer will go out to neighboring area, signage will be posted, Facebook ads, media releases and information on the city website. Natalie emphasis the need for translation of the information and interpreters at the event. She also adds the importance of seeking input from the neighborhoods that could experience traffic impacts. Todd passes out a handout for the Governor's Smart Partnership Award (see Exhibit A). b. Comp Plan (Economic Development Element) Review Team: Todd shares a PowerPoint (see Exhibit B) to outline the Economic Development Plan. There is a discussion regarding data collection to determine the priorities of the current update. Nicole and Kevin Harris explain that the workgroups are to bring information back to the full Commission so that everyone can provide input on current projects. c. Creative District Liaison: Darrol explains the presentation that InspireWA gave to the Creative District Advisory Committee. He highlights the notion of a local tax that could fund cultural access programs. Send thoughts or comments to Darrol to add to his presentation to Creative District next week. 7. Shopping Cart Ordinance Intro: Council President Tibbott introduces the topic and would like to bring this back next month for full discussion. The ordinance is to address the excessive shopping carts that are on City streets, sidewalks and/or private property. It asks the owner of the carts to label their carts to identify the business owner and warn that it's illegal to remove the cart from the business's property. Initially there would not be any penalties for people taking them off property. The first piece is to determine the penalty or implication to the business owner. The ordinance will be provided to the Commission to review prior to the discussion. We could also invite business owners to share their perspective. Allan asks if this is a perceived problem or an actual problem, he would like to see data. Natalie asks if the city is open to other strategies? Like adding a bar to the carts so they can't leave a store. Are there any other approaches, rather than criminalizing this? Nicole suggests a workgroup be established to do a deep dive. Council President Tibbott sees this taking several months, to a year to develop a strategy. Meeting Summary Economic Development Commission September 20, 2023 Page 2 8. Liaison Updates: a. City Council (Vivian Olson): Absent. Council President Tibbott shared above. He thanks the group for the discussion. b. Port of Edmonds (David Preston): Moving into the new admin building soon, likely early October. c. Chamber of Commerce (Ryan Crowther): Absent. 9. Roundtable Discussion: Kevin H. asks to meet with Kevin S., Allan & Todd after the meeting. Matt is excited about the current work. Natalie shares gratitude for everyone showing up at the Hwy 99 meeting. 10. Adjourn: 8:00 p.m. Next meeting: October 18, 2023, 6 PM location Hybrid — Brackett Room & Zoom Meeting Summary Economic Development Commission September 20, 2023 Page 3 Governor's 2019 Smart Communities Awards Grpprt 1_)rrtnArc1iirtc AtAInrrl Submitted for: Joint Public Project Implementing a Comprehensive Plan Eligible Nominees: A county, city, town, tribe, special purpose district, state agency, or private entity may submit a nomination in this category. Only joint nominations will be accepted from two or more entities, one of which must be a county, city, town or tribe. Award Goal: Recognizing the successful achievement of a joint- developed project implementing a local comprehensive plan. Examples of these include, but are not limited to, the following: Mixed -use developments, neo- traditional developments, historic preservation, infill development, affordable housing projects, capital facility projects, transportation improvements, park and recreation projects, and similar projects. Applicants must provide a clear description of the project, explaining how it directly implements one or more policies or goals in the comprehensive plan. Please indicate applicable jurisdiction size (To insert a check, hold down the ctrl key and double click on the box) ❑ County (any size) ❑ City, town or community with a ❑ City with a population of population under 10,000 10,000 or more NOMINATION FORM Name of Nominated Joint Project Tukwila Village Name of County, City, Town or Tribe City of Tukwila Contact Person Moira Bradshaw Mailing Address 6200 Southcenter Blvd, Tukwila, WA 98188 Phone and Email Phone: 206 - 431— 3651 Email: moira.bradshaw@tukwilawa.gov LIST THE NAMES OF ALL RECIPIENTS AS THEY ARE TO APPEAR ON THE AWARD CERTIFICATES Please Submit names on separate sheet and attach to completed form City of Tukwila Tukwila Village Development Associates, LLC King County Library System Tukwila Village Community Development Association AL P Department of Commerce Smart Partnerships Nomination Page 1 of 7 SMART PARTNERSHIPS: Development Project to Implement a Comprehensive Plan NOMINATION CATEGORY —SMART PARTNERSHIPS AWARD This nomination form must include a written statement from the City, County, Town or Tribe, or a letter of support for the nomination from the City, County, Town or Tribe about the benefits of the plan or project. Provide the estimated total cost of the joint project, if available. $131 million Funding Information: List all other funding sources used for the project. For grants, please list type, year, and grantor. $10 million — King County Library System (constructed library) $7 million — City of Tukwila (property acquisition and 144t" improvements) $1 million - Washington State Transportation Improvement Board for S 144t" St improvements (grant in 2017) $113 million — Developer financing (includes $20 million of low-income housing tax credits) Name of Nominated Tukwila Village Joint Project: CHECKLIST OF CATEGORY CRITERIA Development projects that implement a comprehensive plan must demonstrate excellence in one or more of the following criteria. Please check each criteria that is demonstrated by the nominated project. (to insert a check, hold down the ctrl key and double click on the box) ® Demonstrates innovative, thorough, and meaningful public participation ® Clearly carries out the goals and requirements of the Growth Management Act or other documented community development objectives ® Offers an innovative solution or a model for other communities ® Demonstrates tangible benefits to the community ® Achieves community's vision as articulated in comprehensive plan ® Fits content of community and neighborhood ® Demonstrates quality design and sustainability principles ® Demonstrates comprehensive actions to directly implement an adopted comprehensive plan Smart Partnerships Nomination Page 2 of 7 SMART PARTNERSHIPS: Development Project to Implement a Comprehensive Plan NOMINATION STATEMENT — A BRIEF DESCRIPTION OF JOINT PROJECT (50 WORDS OR LESS) Briefly describe the capital project. Include what the project is about, who prepared the plan, and how long it took to complete the project. Tukwila Village is a mixed use, phased development project initiated by the City of Tukwila and designed and constructed through a partnership with the King County Library System and Tukwila Village Development Associates, LLC. The project is the culmination of extensive community engagement that began with Tukwila's 1995 Comprehensive Plan. Name of Nominated Tukwila Village Joint Project: HOW THIS NOMINATION MEETS THE AWARD CRITERIA Tell us why you think this is an excellent project and how it meets the award criteria you checked on the previous page. Please clearly state why the individual, organization, or project deserves recognition in the specific category. ik0oosr _ �a��.z�r rneeslnnown w/mnen Lansr ...•. •••., � �i Fin �rm.n• /�suriXs Y r , ComeleNen '"— Fublk Libnry Ap11301) Fublk Fleze NII ]Oly Buildln�C-Sullivan Cernnunity Corder C 2W BuildinlD-SNAG affardableuniw lwuzinl Mry t03r Fuzxuuz uc Bulldlnr F-SNAG affordable senior h -I, Auruq 3018 Wddi`A-$NAG mi.ed-inseme senior heusir�r 2020leetimaMd) wildit r- SNAG senior h—ft 2.1 (eWmdM) .,'... �• Tukwila Village Site Plan Introduction Tukwila Village is a new multicultural and multigenerational community and neighborhood center built at the intersection of Tukwila International Boulevard (TIB)—formerly Pacific Highway S.—and S. 144th St. This mixed -use development with shared community space and a public library is an innovative public partnership model. It fulfills the vision created through successive planning processes and meaningful public participation, for a central location where residents of all backgrounds can interact. The Tukwila Village design fosters engagement and is sustainability- and community -focused. It has brought tangible benefits to Tukwila, including critical new affordable senior housing, a new library, a renovated S. 144th St., a new public plaza, and the Sullivan Community Center, which houses a community meeting room, job -training non-profit Kona Kai Coffee, and a community kitchen. Buildings soon to be completed include over 200 additional housing units, commercial space, and a food hall, where space will be rented to low income food service entrepreneurs. The model pursued by A view across S. 1441 St. of Tukwila Library (front), Tukwila Village can be duplicated by other Sullivan Community Center (back), and the public plaza communities that want a project that implements their vision and character. Tukwila Village fulfills the Smart Partnerships Nomination Page 3 of 7 SMART PARTNERSHIPS: Development Project to Implement a Comprehensive Plan vision of a welcoming place where all residents can gather and connect with each other and it will continue to do so for a long time to come. History of Tukwila Village Twenty years ago, the community had a vision to catalyze the transformation of a neighborhood with a public/private project that would change a long - neglected and auto -oriented area of Tukwila, into a vibrant urban place. That vision dovetails with the goals of the Growth Management Act, including urban growth, reduced sprawl, and housing that is affordable to all economic segments. Today that vision and those goals are realized in Tukwila Village and the redevelopment that it spurs. Tukwila's 1995 Comprehensive Plan recognized that The bus stop in front of Tukwila Village c. 1998 and today Pacific Highway could become more urban and accommodate the growth projected for Tukwila. The area was associated with crime, overlooked by developers and lacked quality housing options. The 1998-2000 Pacific Highway Urban Renewal and Revitalization Plan encapsulated the community's vision for the future of TIB as a neighborhood with a shared identity. It also foresaw actively brokered development by the City and the "foster[ing of] community identity, pride, and improvement." The City took comprehensive steps to realize that goal. The City funded the Tukwila Village project in the 1999-2000 budget, authorized the use of condemnation for property acquisition, and in 2004 finished acquiring the 21 parcels where Tukwila Village now sits. The City went through solicitations and negotiations with various developers for over a decade before the King County Library System (KCLS) and Tukwila Village Development Associates, LLC (TVDA) signed as partners in the project. Comprehensive agreements, including a 2012 Disposition and Development Agreement, a Developer's Agreement, Access Easements, and CC&Rs were signed with TVDA to ensure the community's and partner organizations' goals were met. The corner of 144th and TIB c. 1998 and today The specifics of the partner organizations for Tukwila Village have evolved as a result of stakeholder input, changing economic conditions, and events in the Smart Partnerships Nomination Page 4 of 7 SMART PARTNERSHIPS: Development Project to Implement a Comprehensive Plan area, but the vision of revitalization along TIB has stayed constant. The community moved from a Comprehensive Plan, through goals and strategies, to comprehensive action to make a change. Tukwila Village's Innovative Partnership Tukwila Village represents an innovative project model based on partnership and shared space. The City, KCLS, and TVDA have a partnership that required significant time, effort, and risk. The site design and street improvements were jointly reviewed and approved. Commercial spaces, high -density M * residential housing, shared parking, a new public library, and a new public space for community events and gatherings are integrated in the design in, which "the pieces of the project" fit together and smoothly transition from one use to another. This site design facilitates interaction, and the buildings are designed to fulfill their role for both small and large community events. The design requires an ongoing partnership, World Dance Party, the first event held at as the City and TVDA continue to work together to Sullivan Community Center manage the community spaces and shared parking. To ensure public use and access of the privately -owned public space, the City and TVDA took an innovative approach and agreed to jointly form the Tukwila Village Community Development Association (TVCDA). This agreement required trust between the partners. The mission of TVCDA is to improve the social welfare of the local community and residents of Tukwila Village by promoting arts, economic development, education, health, and community building. Tukwila Village Today The course of Tukwila Village's history and design has been influenced by thoughtful, active, and meaningful public participation. The City's goal was not simply to inform residents of events, but to actively include the community in the decision -making process. As such, the City had to create innovative strategies to involve the public so that residents had meaningful and timely input. The community was engaged not only in setting the overarching goals of the project, but in informing the choice of developer and design of the public space. At public meetings and in surveys, residents Public Meeting held to gain input on Tukwila Village's design were asked to rank the potential developers and aspects of the design that were most important to them and to offer their own suggestions. The public was invited to many meetings through a variety of methods including email, postcards, flyers, posters, and banners. For one key public meeting, invitations were mailed to all 7,000 Tukwila households. And in order to include non-English speakers in significant Smart Partnerships Nomination Page 5 of 7 SMART PARTNERSHIPS: Development Project to Implement a Comprehensive Plan Mix -used building with senior housing and office space at the corner of S. 1441h St. and TIB KCLS's Dia Spanish reading event at Sullivan Community Center meetings, the City enlisted help from its "Community Connectors." These connectors reached out to people within their ethnic/language communities and provided interpretation. Invitations were printed in the four most common languages spoken by Tukwila residents. To provide a welcoming atmosphere, food for the meetings was provided by local restaurants, which represent the wide variety of cuisines available locally. Tukwila Village Today The development of Tukwila Village has brought tangible benefits to the community, such as, much needed senior housing to Tukwila, with 400 units to be built by project end, of which over half will be affordable. The new Tukwila Library is 60% bigger than its predecessor, includes a 2,000 square foot community meeting room, and provides not only traditional library services, but hosts regular citizenship classes, Spanish story time, wellness Students using Tukwila Library on opening day classes, and college and career help. The project also included improvement to S. 144th St. with curb, gutter, sidewalk, street illumination, bike lanes, on -street parking, and street trees In the development of Tukwila Village, sustainability was an important goal. Amid auto -focused land uses, Tukwila Village is transit -oriented. It replaces a mix of auto -oriented commercial uses and six single-family homes with over 65 dwelling units per acre. Two Metro bus routes run in front of Tukwila Village connected to a Link Light Rail station that is a five-minute ride away. Tukwila Library was built in accordance with LEED standards and includes a carbon -negative green roof and regionally sourced timber. Tukwila Village is designed to reflect its community and fit the multicultural character of the neighborhood. The lack of a central gathering place for residents was a key impediment to forming a shared identity. Tukwila Village provides that space. A new 2,900 square foot Tukwila Village Food Hall will house the Food Innovation Network, a program by local non-profit, Global -to -Local. That program helps low income entrepreneurs, who represent a diverse range of food traditions, get started in the food Smart Partnerships Nomination Page 6 of 7 SMART PARTNERSHIPS: Development Project to Implement a Comprehensive Plan service industry by providing training and start-up space for their businesses. Nearby are centers of community activity, like Foster High School, Tukwila Pool, the local grocery and drug stores, churches, a synagogue, and a mosque. Now, local residents have a shared space to meet, interact, and enjoy community. Already, Tukwila Library and the Sullivan Community Center are well -used by the community. Conclusion Tukwila Village has begun achieving its vision to be a welcoming place where all residents gather and connect with each other. It has succeeded through a combination of consistent, sustained actions by the City, continual engagement of and support from the community, powerful partnerships, and strength of vision. It provides an innovative partnership project model that proved itself through the reinvigoration of a long -neglected area and the building of a high -density, transit -oriented development. It is an example to other cities of how partnerships, combined with A view of Phase I of Tukwila Village looking west along S. 1441h St. Attachments Written Statements from: steadfastness in vision, can lead to the realization of community goals. Without this vision and partnership, this neighborhood would likely continue to be bypassed by the development community. Opportunity to reduce sprawl and utilize the urban physical infrastructure of the City and the transit systems and service would be underutilized. This partnership is a great example of how the goals of the Growth Management Act can be realized through a committed planning process. City of Tukwila Tukwila Village Development Associates, LLC King County Library System Tukwila Village Community Development Association Adopting Ordinance (Ord 1939 & 2391 ) Permit Approval Documentation Tukwila Village's webpage, with links to: Partnership agreements, community engagement samples, and other official documentation Smart Partnerships Nomination Page 7 of 7 EXHIBIT B Comp Plan Economic Development Element 09/20/23 Todd Tatum, Director Community/Culture/Economic Development Current Comprehensive Plan Location CP 2020 adopted.pdf (cividive.com) Introduction The IEDC provides the following general objective regarding economic development: "Improving the economic wellbeing of a community through efforts that entail job creation, job retention, tax base enhancements and quality of life." OF E DMo�O r The Edmonds Economy Population (2013) • Average age. The 2013 estimated average age in Edmonds is 48.1 years, substantially older than the countywide average age of 37.5, indicating a sizeable retiree population. • Ethnic make-up. Edmonds and greater Snohomish County exhibit a lesser degree of racial or ethnic diversity than the State as a whole or many parts of the Seattle -Tacoma -Everett metropolitan area. • Households. Of the 17,381 households, the degree of home ownership (69 percent) in Edmonds is substantially greater than many nearby cities. • Household income. The average household income levels are also higher than regional averages and generally, although not exclusively, higher than other nearby cities of EDM The Edmonds Economy Employment 2013 County I City Total Jobs Population # Jobs per Capita Labor Force # Jobs per Persons in Civilian Labor Force King Redmond 79.649 57.530 1.384 32.593 2.444 King Bellevue 126,425 133.992 0.944 72.726 1.738 Snohomish E\erett 91.310 105.370 0.867 54.725 1.669 King Seattle 499.946 652,405 0.766 393.184 1.272 King/Snohomish Bothell 26,886 35.576 0.756 19,550 1.375 Snohomish Lynnwood 25.474 36,485 0.698 19,019 1.339 King Issaquah 22,310 33.566 0.665 18.236 1.223 King Renton 59.697 97,003 0.615 54.325 1.099 King Kirkland 41.091 84.430 0.487 48,170 0.853 Snohomish Mountlake Terrace 7.201 20,674 0.348 12,516 0.575 Snohomish Edmonds 13.232 40.727 0.325 21,174 0.625 King Shoreline 15.819 54,790 0.289 29,773 0.531 Snohomish Marys\Alle 12.409 63.269 0.196 32.448 0.382 King Kenmore 3,556 21,611 0.165 10.998 0.323 Snohomish Lake Steens 4.451 29.949 0.149 15.444 0.288 ing Total 1.183.811 2.044.449 0.579 1,128, 768 1.049 Snohomish Total 264.844 745,913 0.355 391,151 0.677 Sources. Puget Sound Regional Council, Amencan Community Survey 3-yr, 2011-2013 Figure 32: Jobs per Persons in Civilian Labor Force Recent Data httas://Dsrcwa.sh i nva DDs. io/community-profiles/ tic. 1890 The Edmonds Economy Employment Figure 33: Edmonds Employment by Sector Source: Puget Sound Regional Council. "Covered Employment Estimates. " 2013 of EDM r The Edmonds Economy Retail Sales Retail Sector (NAICS title) Taxable Retail Sales (in millions) Cars & Other Vehicle Dealers $ 152.2 Food Service, Caterers, Bars $ 87.0 Food/Beer/Wine/Liquor Stores $ 29.4 Construction (new housing) $ 25.0 Apparel/Accessories/Jewelry Stores $ 22.8 Health Care and Social Assistance $ 17.3 Auto/Personal/Household Goods Repair $ 16.2 Used Merchandise/Pet/Art/Gift/Office Stores $ 14.3 Construction (exterior, finishing, equipment) $ 10.9 Pharmacies/Beauty/Personal Care Stores $ 10.5 Figure 35: Top Retail Sectors in Edmonds. 2013 Source: Puget Sound Regional Council, "Covered Employment Estimates, " 2013 of EDM UA The Edmonds Economy Retail Sales Retail Sector (NAICS title) Taxable Retail Sales (in millions) Cars & Other Vehicle Dealers $ 152.2 Food Service, Caterers, Bars $ 87.0 Food/Beer/Wine/Liquor Stores $ 29.4 Construction (new housing) $ 25.0 Apparel/Accessories/Jewelry Stores $ 22.8 Health Care and Social Assistance $ 17.3 Auto/Personal/Household Goods Repair $ 16.2 Used Merchandise/Pet/Art/Gift/Office Stores $ 14.3 Construction (exterior, finishing, equipment) $ 10.9 Pharmacies/Beauty/Personal Care Stores $ 10.5 Figure 35: Top Retail Sectors in Edmonds. 2013 Source: Puget Sound Regional Council, "Covered Employment Estimates, " 2013 of EDM UA The Edmonds Economy Retail Sales Category of CU Income Spent on Category (Western US Avg.) Est. Demand for Category by City's Residents (2013) Edmonds Taxable Retail Sales for Category (2013) Ratio of Total Consumed to Total Demanded - the "Gap" Eating and Drinking Places 4.39% $ 72,417,652 $ 85,776,628 0.844 Household Textiles 0.22% $ 3,627,818 $ 1,040,569 3.486 Furniture 0.63% $ 10,343,492 $ 481,624 21.476 Floor Coverings 0.04% $ 606,012 $ 1,101,342 0.550 Major Appliances 0.39% $ 6,408,539 $ - Apparel and Services 2.71% $ 44,787,121 $ 20,189,446 2.218 Footwear 0.52% $ 8,513,896 $ 1,055,428 8.067 Other Apparel and Services 0.37% $ 6,179,014 $ 1,529,057 4.041 Vehicle Purchases 4.68% $ 77,234,377 $ 148,878,789 0.519 Gasoline 3.89% $ 64,262,080 $ 5,220,946 12.309 Pet Supply 0.77% $ 12,684,978 $ 2,044,641 6.204 Toys, Hobbies, and Playground Equipment 0.27% $ 4,408,864 $ 1,354,332 3.255 Personal Care Products 1.07% $ 17,727,926 $ 10,419,954 1.701 Totall 19.94% $ 329,201,769 $ 279,092,756 1.180 Figure 38: Edmonds Actual Retail Sales by Category as Percentage of Potential Sales The Edmonds Economy City Revenues 2.2% 2.0% 1.6% 1.0% 0.6% �-\ lip ■ Property Tax ■ Utility Tax ■ Sales and Use Taxes ■Charges for Services Licenses & Permits •Transfers In ■ Intergovernmental ■ Fines and Penalties ■ Miscellaneous ■ Excise Tax qof EDV Figure 39: Edmonds General Revenues by Source Source: City of Edmonds Adopted 2015 Budget ��c. 1890 The Edmonds Economy City Revenues City Sales Tax Property Tax Edmonds 17% 39% Lynnwood 28% 17% Mukilteo 20% 34% Mill Creek 21% 49% Bothell 14% 14% Kirkland 12% 18% Figure 40: Percentage Contribution of Sales and Property Tax OF EDP r SWOT Strengths • Amenity -rich community with high quality of life • Intermodal transit connections • Port of Edmonds' role in economic vitality, especially as anchor to strong, growing maritime business sector • Publicly accessible fiber optic network in the Downtown area • Strong, prominent and regionally recognized arts community • Burgeoning health services sector, anchored by Swedish -Edmonds • Strong and prominent educational infrastructure from public and private K-12 institutions to Edmonds Community College • International business community, offering diverse array of goods and services, both in Highway 99 "International District" and throughout the City • Strong social capital and community pride • High degree of home ownership • Low rates of unemployment and poverty SWOT Weaknesses • Limited retail trade area due to geographical constraints (Puget Sound to the west, distance from 1-5) and prominence of major regional retail centers and lifestyle centers in nearby communities • Potentially restrictive land use and parking regulations in the business districts compared with other communities • Lack of large, regularly shaped parcels to accommodate redevelopment in commercial areas outside the downtown BC zone • Limited amusement/family entertainment establishments relative to surrounding communities. • Shortage of tourism infrastructure, such as full range of accommodations, public restrooms, way -finding signage, etc. • Shortage of affordable housing opportunities • Substantial portion of resident labor force commutes away for work, while large number of of EDM ��c. 1890 SWOT Opportunities • Location, "character" and natural assets can leverage additional economic development by nurturing existing businesses for growth and expansion and recruiting new, complementary businesses that seek those assets. • Existing and planned intermodal transit connections can leverage transit -oriented development. • Through enhanced connectivity, opportunities exist to maximize the synergy and economic impact of the Edmonds Center for the Arts with the Downtown business community. • The burgeoning arts community can leverage greater tourism, artisanal manufacturing and associated business. • Highly skilled, educated workforce provides opportunities for businesses to locate in Edmonds that offer high -paying jobs • Continued growth in the emerging business sectors of artisanal and craft producers, including microbreweries, distilleries, specialty foods, and low -impact, specialty of EDM ��c. 1890 SWOT Opportunities • Telecommunication/technology assets can provide better service for existing business customers and attract new business. • Infrastructure improvements around the business districts can enhance their attractiveness for investment and viability of commercial and mixed -use development. • Downtown and the Highway 99 corridor near the medical services node around Swedish Edmonds offer opportunities for additional hospitality facilities. • Underdeveloped sites in the City's business districts (e.g., Westgate, Five Corners, Highway 99 corridor, etc.) offer opportunities for appropriate commercial and/or mixed use redevelopment projects. Additional population density in business districts can add market demand for goods and services and employee base for new and growing businesses. • Large numbers of workers who commute to Edmonds create additional demand for affordable housing • Travelers through Edmonds via the Washington State Ferry system offer potential for greater business activity. • Senior, more affluent residents provide opportunities for businesses related to that demographic cohort. OF EDM • Increased energy efficiency in homes and businesses could free up discretionary income to support more�� °�o local spending SWOT Th reats • Retail "leakage" (i.e. loss of potential local sales activity to areas outside of the City of Edmonds) • Wider variety and availability of housing options and commercial space elsewhere • Concerns over the long-term fiscal sustainability of City of Edmonds services and infrastructure without additional significant business sector growth • Increasing volumes of train traffic, with resulting increase in blockage of at - grade crossings, could threaten economic vitality of the waterfront community. of EDM r Goals Economic Development Goal A. Foster a healthy business community that encourages appropriately scaled growth and investment that offers a wide range of goods and services, provides employment, and enhances municipal revenue Goals Economic Development Goal B. Revitalize and enhance the city's business districts, balancing the needs for housing, commerce and employment development with neighborhood character, amenities and scale. Goals Economic Development Goal C. Diversify and grow the City's economic make- up to reduce sales leakage, attract spending from nearby communities, enhance local employment, and increase municipal tax revenues to support local services. Goals Economic Development Goal D. Support and enhance the community's quality of life for residents, workers and visitors in order to sustain and attract business and investment, and enhance economic vitality. Goals Economic Development Goal E. Expand and enhance the tourism sector to attract outside spending to help fuel the local economy. Next Steps Read nttps://www.psrc.org/media/1688 https://snohomishcountywa.gov/1491/Economic-Development CP 2020 adopted.pdf (civiclive.com) https://psrcwa.shinyapps.io/community-profiles/ Comp Plan Expect to see data in November. More detailed schedule for next EDC agenda planning meeting. OF E DMo�O r Discussion