HomeMy WebLinkAboutCity Council Committees - Land Use and Planning Board - 03/12/2012 ECONOMIC and COMMUNITY DEVELOPMENT
4^4t�j, Ben Wolters, Director
PLANNING DIVISION
KENT Fred N. Satterstrom, AICP, Planning Director
WASH I NGTQN Charlene Anderson, AICP, Manager
Phone: 253-856-5454
Fax: 253-856-6454
Address: 220 Fourth Avenue S
Kent, WA 98032-5895
AGENDA
LAND USE & PLANNING BOARD WORKSHOP
MARCH 12, 2012
7:00 P.M.
LUPB MEMBERS:
Alan Gray, Chair; Barbara Phillips, Vice-Chair; Steve Dowell, Navdeep Gill,
Jack Ottini, Randall Smith, and Jim Sturgul
CITY STAFF:
Ben Wolters, ECD Director; Fred Satterstrom, AICP, Planning Director; Charlene
Anderson, AICP, Planning Mgr; Katie Graves, Planner; David Galazin, Assistant
City Attorney
This is to notify you that the Land Use and Planning Board will hold a Workshop
on MONDAY, MARCH 12, 2012, in Kent City Hall, City Council Chambers, 220
Fourth Avenue S, at 7:00 p.m. No public testimony is taken at workshops,
although the public is welcome to attend. The workshop agenda will include the
following item(s):
1. fZCA-2011-1 (B)1 Kent City Code Chapter 12.01
2nd Workshop continuing from the February 27t" Workshop related to
addressing questions raised by the Board concerning permitting and
administration of Development Regulations.
2. Draft Economic Development (ED) Plan (Phase 1)
Economic and Community Development Director Ben Wolters will
present the findings and conclusions of the preliminary ED Plan as
prepared by Community Attributes International consultants.
You may access the City's website for documents pertaining to the Land Use and Planning Board
at: http://kentwa.igm2.com/citizens/Default.aspx?DepartmentID=1004.
Any person requiring a disability accommodation should contact the City Clerk's Office at (253)
856-5725 in advance. For TDD relay service call the Washington Telecommunications Relay Service at
1-800-833-6388 or call the City of Kent Planning Division directly at (253) 856-5499 (TDD) or the
main line at (253) 856-5454.
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ECONOMIC & COMMUNITY DEVELOPMENT
Ben Wolters, Director
PLANNING DIVISION
Fred Satterstrom, AICP, Director
• Charlene Anderson, AICP, Manager
KENT
W ASH I N G T 0 N Phone: 253-856-5454
Fax: 253-856-6454
Address: 220 Fourth Avenue S.
Kent, WA 98032-5895
March 6, 2012
TO: Chair Alan Gray and Land Use & Planning Board Members
FROM: Katie Graves, Planner
RE: Code Amendments [ZCA-2011-1(B)]
For the March 12, 2012 Workshop
SUMMARY: At the Land Use & Planning Board meeting on February 27, 2012, staff
presented potential amendments to Chapter 12.01 Kent City Code. During
discussion of proposed amendments, the Board raised several questions related to
the permit process. The questions and staffs answers are provided below. In
addition, it was noted that the proposed amendment to 12.01.040 relating to
appeals of preliminary plat decisions would also require a change to 12.04.193. The
proposed amendment to this section is attached (Attachment A).
BACKGROUND: The group of proposed amendments currently being considered by
the Board relate to Chapter 12.01 of Kent City Code, general permit process, public
notice requirements, and expiration timelines.
Staff will be present at the March 12th workshop to go over these items in more
detail.
Land Use and Planning Board Questions from February 271h workshop:
1. Are there any current projects that will be affected by the proposed
changes?
All current projects will be subject to the new procedures once adopted and
effective, since projects do not vest to procedural requirements. However, the
proposed amendments to Chapter 12.01 provide more flexibility to applicants
during the permit process. For example, 12.01.080 currently requires applicants
to apply for a pre-application conference for any project that requires
environmental review. The proposed amendment encourages (but no longer
requires) pre-application conferences, especially for more complex projects or
for applicants who are unfamiliar with city codes and procedures. Another
example of increased flexibility is 12.01.110 related to resubmittal periods for
projects in the review process. Currently the code only allows a 90-day
resubmittal period and does not allow any additional time for applicants to
resubmit corrected information. The proposed amendment allows an extension
to the resubmittal period if the applicant meets the criteria for demonstrating a
good faith effort to comply with the resubmittal request.
2
2. What is offered at the pre-application conference that is worth the fee
that is charged, i.e., justify the fee. Would the city attract additional
business without the fee?
The pre-application conference is very beneficial to applicants who would like to
discuss potential projects with staff. The application fee is $318, and only covers
a very small portion of the cost of staff time that goes into preparation for the
conference. Each division (Planning Services, Building Services, Fire Prevention,
and Development Engineering) heavily researches the property, reviews the
application, and attends an internal meeting to discuss the project. In addition,
other city departments receive copies of the application (Parks Department,
Public Works, Police Department) in order to provide comments if necessary.
Staff from each division attends the pre-application conference with the
applicant to discuss the project and the permit process, and prepares summary
documents that are mailed to the applicant about a week after the conference is
held. The applicant benefits from a comprehensive review of codes and
regulations that apply to the project and is able to better prepare the necessary
plans and documents for permit submittal.
The pre-application process is heavily subsidized by the City's general fund in
order to keep the cost low for the applicant at this early stage in the permit
process.
Because the pre-application conference is not required and the fee is so low, it is
not considered a hindrance to businesses that would like to locate in Kent. In
addition, the City offers services that are free of charge, such as counter
conversations with staff from each division in the Permit Center and concept
meetings which can provide more general information than that provided in
pre-application meetings.
3. What are examples of the land use controls to which a project vests?
Projects vest to land use controls such as development regulations (setbacks,
height limitations, etc.) and construction standards (street improvement
requirements, utilities, stormwater standards, etc.). A permit vests to life safety
requirements outlined in the Building and Fire codes upon submittal (for
example, a land use application for a short plat vests to the development
regulations and construction standards in place at the time of submittal but
future building permits for homes built on the new short plat vest to the codes in
place at the time of building permit submittal, not to the codes in place at the
time of short plat application submittal). Projects and permits do not vest to
procedures or fees, or changes in federal regulation.
4. What are the typical timelines for permits?
A lot of factors affect the timeline for permit review, making it difficult to
determine an exact timeline for each type of permit. These factors include, but
are not limited to: the quality of the permit application, applicant's familiarity
with city codes, whether reports/studies are required, staff workload, applicant
turnaround in resubmitting request information, applicant's financial securities,
state of the economy, environmental review (SEPA), permits/approvals required
by other agencies, public notice timelines, public hearing schedules, etc. Staff is
constantly working on improving timelines and achieving permit review goals.
Staff also has been working on reporting methods for the permit process but has
not yet completed that work.
3
S. How is the City's permitting process better now than a couple of years
ago?
The process of approving a permit is essentially an exchange of information
between an applicant and permit reviewers that leads to a documented plan for
a code-compliant project. Relevant codes and regulations are often complex
and technical, such that preparing plans and documenting compliance can be
time consuming for applicants. Given this challenge, it has been the goal of the
Economic and Community Development Department in recent years to make the
review process as efficient and streamlined as possible, eliminating any time
that is not absolutely necessary to achieve a compliant project. The department
has made a number of improvements to this end.
• Early in projects, staff was finding that applicants often filed for pre-
application meetings to get basic code information, even though their project
idea was not well developed. The plans and information required for pre-
application meetings were too detailed, expensive to compile and not
matched to applicant's needs at such an early stage in the project. The city
made two changes to address this: 1) offering concept meetings to address
simple questions that come up early in the life of a project and 2) reducing
and simplifying the pre-application submittal requirements.
• Staff has expanded over the counter permit issuance and uses quicker time
cycles for more simple permits. Examples: residential remodels, simple
tenant improvements.
• The City's historic process made permit applicants with larger or more
complex projects wait up to nine weeks for first comments from staff. Now
staff hosts initial review meetings with applicants two weeks after they
submit plans and go over necessary corrections.
• In 2010, Development Engineering joined the Economic and Community
Development Department. Development Engineering staff reviews road,
utility and storm-drainage improvements required for development projects.
Inclusion of this integral section has improved communication flow and
coordination of work with other units.
• New communication practices resulting from the Mayor's permit process
initiative have improved customer assistance: i.e. informal communications
with customers has limited the need for more formal correction letters.
• Completeness of applications and plans is determined at intake rather than
by subsequent review, and has reduced project review time by 2 weeks or
more.
Collectively, these practices work to limit the need for projects to be placed on
hold awaiting corrections, and thus reduce total process time.
ECD staff is focused on providing high quality personalized information to
residents, developers, contractors, and other city staff; proportionately more so
in this post-recession economy.
CA\KG\pm S:\Permit\Plan\ZONING_CODE_AMENDMENTS\2011\ZCA-2011-1 Code Amend ments\LU PB\03-12-12_Workshop\StaffMemo.doc
Enc: Attachment A: Proposed amendments to 12.04.193&12.04.195
cc: Fred Satterstrom,AICP,Planning Director
Charlene Anderson,AICP,Planning Manager
Project File ZCA-2011-1(B)
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Attachment A
March 12, 2012
Land Use & Planning Board Workshop
12.04.192 Decision on preliminary subdivision.
A. The hearing examiner may approve, approve with modifications and conditions,
or deny the application for a subdivision.
B. The final decision of the hearing examiner shall be rendered within ten (10)
working days following the conclusion of all testimony and hearings, unless a longer
period is mutually agreed to on the record by the applicant and the hearing
examiner.
C. The city shall provide a written notice of decision by the hearing examiner. The
notice of decision shall be provided to the parties of record and to any person who
requested notice of the decision prior to the decision and shall include findings and
conclusions, based on the record and approval criteria, to support the decision.
D. A party of record may make a written request for reconsideration of the decision
by the hearing examiner within five (5) working days of the date the decision is
rendered, pursuant to KCC 12.01.160(F).
(Ord. No. 3906, § 1, 1-6-09)
The Eleemsmen ef the heaFing exafflinei= shall be final, unless an appeal is fflade by a
Fepresent final action of the eity and is appealable enly to supeFier ceuFt.
12.04.195 Appeal to superior court.
The decision of the hearing examiner is final for short subdivisions and the decision
ef the city ceLAncil is final fer subdivisions unless it is appealed to the superior court.
Such appeal must be filed with the superior court within twenty-one (21) calendar
days from the date the decision was issued.
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ECONOMIC and COMMUNITY DEVELOPMENT
Ben Wolters, Director
PLANNING DIVISION
Fred N. Satterstrom, AICP, Planning Director
40 Charlene Anderson, AICP, Manager
0#10KEN T Phone: 253-856-5454
KEN
S M I N G T
Fax: 253-856-6454
Address: 220 Fourth Avenue S
Kent, WA 98032-5895
March 6, 2012
TO: Chair Alan Gray and Land Use & Planning Board Members
FROM: Ben Wolters, Economic & Community Development Director
RE: Phase I Economic Development Plan
For the March 12, 2012 Workshop
MOTION: For Information Only
SUMMARY:
This plan is a bold step for Kent's economic growth and development for the next
ten years. When the City commissioned this project our goals were to learn more
from the business community about why key businesses chose Kent to operate
and what challenges and opportunities they face. We also want to learn what
Kent's competitive advantages and disadvantages are and how these shape our
strategies for continued business development, business recruitment, and
business creation. We are looking to identify compatible industry clusters and
growth prospect as well as create a platform to collaborate with business and
community leaders to improve economic conditions and quality of life. Within this
plan we will be setting cohesive economic development priorities ranked by
business and community leaders.
If you have any questions prior to the meeting, please call Ben Wolters at
856-5703.
EXHIBITS: Draft Economic Development Plan prepared by Community
Attributes International.
BUDGET IMPACT: Yes
BW/JP/pm P:\Planning\LUPB\2012\MeetingDocuments\CAI Phase I ECD Committee Memo_3-12-12_LUPBWkshp.doc
Enc: Draft Economic Development Plan
cc: Ben Wolters,Economic Development Director
Kurt Hanson,Economic Development Manager
Fred Satterstrom,AICP,Planning Director
Charlene Anderson,AICP,Planning Manager
8
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9
City of Kent, WA
Economic Development Plan
Themes, Goals and Priorities
March 2, 2012
DISCUSSION DRAFT
Prepared for:
40 i
KENT
Prepared by:
community
attributes
►NTERNATWIVAL
10
0
community
attributes
cal ,.TER.T,..AL
Community Attributes tells data rich stories about communities
that are important to decision-makers.
Principal: Chris Mefford
Project Manager: Lisa Corrado
Analysts:
Aaron Blumenthal
Alexandra Hudson
Ruby Sandher
Tyler Schrag
Community Attributes International
1402 Third Avenue, Suite 930
Seattle, Washington 98101
www.communityattributes.com
11
LETTER FROM THE MAYOR
On behalf of City Council, it is my pleasure to
introduce Kent's vision for economic development.
This Plan is a bold step for Kent's economic growth and development for the
next ten years. When the City commissioned this project, our goals were to:
• Learn more from the business community about why key businesses
chose Kent to operate and what challenges and opportunities they face.
• Learn what Kent's competitive advantages and disadvantages are and how
these shape our strategies for continued business development, business
recruitment, and business creation.
• Identify compatible industry clusters and growth prospects.
• Create a platform to collaborate with business and community leaders to
improve economic conditions and quality of life.
• Set cohesive economic development priorities ranked by business and
community leaders.
From this analysis and outreach effort, we have a renewed sense of who we are
and where we are going, but our work is not complete. Identifying resources and
the specific initiatives necessary to execute the strategies will require ongoing
collaboration with industry and community leaders and Kent residents.
For those of you who have been committed to Kent for the long haul and others
who may just be learning about what Kent has to offer, I look forward to
working with you to further refine and implement the goals and strategies
outlined here that were developed in partnership with our business leaders. The
key messages are: Kent has capacity for continued growth and diversification. We
have redevelopment potential in our industrial and commercial areas and we offer
a diversity of training programs to equip our workforce with the skills they need
to compete for the jobs of the future. We have engaged community partners,
listed on the subsequent page, who participated in this effort and are poised to
partner with the City to support existing business and recruit new businesses.
Thank you for your interest in our community, I look forward to working with
you.
Sincerely,
Suzette Cooke
MAYOR
12
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13
ACKNOWLEDGMENTS
Mayor and Council
Mayor Suzette Cooke
Council Member Elizabeth Albertson
Council Member Dennis Higgins
Council Member Ron Harmon
Council Member Jamie Perry
Council Member Deborah Ranniger
Council Member Debbie Raplee
Council Member Les Thomas
Staff
Charlene Anderson, Planning Manager
Mike Carrington, Information Technology Director
Josh Hall, Economic Development Specialist
Kurt Hanson, Economic and Community Development Manager
John Hodgson, Chief Administrative Officer
Tim LaPorte, Public Works Director
Julie Pulliam, Assistant to the Director
Fred Satterstrom, Planning Services Division Director
Ken Thomas, Kent Police Chief
Ben Wolters, Economic and Community Development Director
Business Leaders
Dana Beckley, Developer
Jim Berrios, Golden Steer Steak and Rib House
Dawn Colston, Express Employment
Dione Dittmar, Airways Brewing Company
Bob Embrey, Green River Community College
Derek Fallen, Pacific Metallurgical
Sue Froyd, Maggie's Restaurant
Harpreet Gil, Punjab Sweets
Chad Gleason, Gleason & Co.
Greg Haffner, Haffner Law
Ron Harmon, Kent City Council
John Hinds, Kent Station
Donna Johnson, Worldwide Distributors
Nadim Kilzi, Starbucks
Scott Kirkpatrick, SoundTransit
Bill McSherry, Boeing
Mike Miller, Valley Bank
Jason Milliren, Hermanson Co.
Mike Moran, Cascade Gasket and Manufacturing Company, Inc.
City of Kent March 2, 2012 i
Economic Development Plan DISCUSSION DRAFT
14
Deborah Ranniger, Kent City Council
Daric Schweikart, Flow International
Ken Sharp, Minuteman Press
Kath Simmering, REI
Mark Spatz, Sterlitech Corporation
Johnathan Spaulding, Kvichak Marine
Ken Thomas, Kent Polic Department
Ed Vargas, Kent School District
Mark Williams,Worldwide Distributors
Community Partners
Dr. Edward Lee Vargas, Kent School District
Bob Embrey, Green River College
Tim Higgins, ShoWare Center
Andrea Keikkala, Kent Chamber of Commerce
Chris Loftis, Kent School District
Tom McLaughlin, CAMPS
Robin Nixon, CAMPS
Barbara Smith, Kent Downtown Partnership
Rachel Smith, SoundTransit
Larry Yok, Highline Community College
Consultant Team
Chris Mefford, Community Attributes
Lisa Corrado, Community Attributes
Aaron Blumenthal, Community Attributes
Alexandra Hudson, Community Attributes
Ruby Sandher, Community Attributes
Tyler Schrag, Community Attributes
City of Kent March 2, 2012 ii
Economic Development Plan DISCUSSION DRAFT
15
CONTENTS
Letter from the Mayor
Acknowledgments ....................................................................................................................................i
Introduction.............................................................................................................................................1
Context and Existing Conditions ..........................................................................................................3
Industry Strengths and Comparative Advantages............................................................................5
TheVision for Kent..........................................................................................................................10
BusinessPerspectives............................................................................................................................11
StakeholderOutreach .......................................................................................................................11
BusinessForum.................................................................................................................................17
Goalsand Action Priorities..................................................................................................................18
Appendix A. Technical Analysis Appendices Part 1 and 2...............................................................25
Appendix B. Downtown Revitalization Case Studies........................................................................90
Appendix C. International District Case Studies...............................................................................31
City of Kent March 2, 2012 iii
Economic Development Plan DISCUSSION DRAFT
16
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City of Kent March 2, 2012 iv
Economic Development Plan DISCUSSION DRAFT
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CITY OF KENT ECONOMIC DEVELOPMENT PLAN
THEMES, GOALS AND PRIORITIES
INTRODUCTION
Background and Purpose
As of 2011, the City of Kent is the sixth largest city in Washington State, with
roughly 118,000 residents and more than 60,000 jobs'. Kent is an established
employment center, importing labor from around the region, as it will continue
to do for years to come. Since the current Economic Development Strategic Plan
was adopted in 2008, the City achieved multiple goals and actions and has
experienced significant population growth due to annexations. To identify goals
and strategies to pursue for the next five to ten years, Kent desired a technical
analysis and update to its economic development priorities and action items.
Project goals include:
• Analyze Kent's commercial and industrial advantages and disadvantages
and identify strategies to build on existing assets while pursuing new
opportunities.
• Identify Kent's economic cluster industries, sectors or cross-sectors.
• Update Kent's Economic Development Plan, summarizing
accomplishments and opportunities for future economic development
strategies.
• Reflect Kent's position as a regional industrial center; advance its vision
for Downtown, strong neighborhoods and commercial centers.
• Collaborate with business leaders and community partners through
stakeholder outreach and a business forum to develop strategies that align
businesses' needs with the City's goals for economic development.
• Identify tasks, resources and community partners necessary to pursue
strategies.
Methods
The Economic Development Plan incorporates a variety of quantitative and
qualitative methods to surface opportunities and develop a baseline. A variety of
data sources were selected and analyzed to assess retail, employment,
demographic, real estate and industry trends. The results of the complete
technical analysis are the Commercial Profile and Industrial Assessment, located
in the Technical Analysis Appendices Part 1 and Part 2, respectively, of this
document.
1 This figure includes covered employment (employees at establishments) and excludes roughly
10%of self-employed workers.
City of Kent March 2, 2012 1
Economic Development Plan DISCUSSION DRAFT
18
The technical analysis relies on secondary data and primary data collection
compiled through a series of stakeholder interviews and one business forum with
local business leaders. This approach afforded business leaders the opportunity to
share input and rank priorities through a consensus-based format with City staff
and leadership.
The analysis draws from data compiled by public agencies, including:
• Retail sales data from the Washington State Department of Revenue
and consumer expenditures data from Nielsen (previously Claritas Inc.).
• Demographic and ethnic trend analysis from the U.S. Census and
American Community Survey.
• Labor and employment data from covered employment data and
custom data requests supplied by the Puget Sound Regional Council as
well as Hoovers.com, the Bureau of Labor Statistics and the Seattle-King
County Workforce Development Council.
• Commercial real estate trends assessment from the King County
assessor and regional real estate market data providers such as CBRE,
Dupre + Scott and others.
• Business analysis drawn from stakeholder interviews and Internet
research.
• Industry cluster assessment draws from national and regional studies
and literature.
• Stakeholder interviews with key businesses throughout Kent's
Downtown, East Hill and industrial areas.
Organization of Report
This report includes the following sections:
• Context and existing conditions. An overview of Kent's current state.
• The vision. The guiding principles that inspired this project.
• Business perspectives. Key insights from 16 stakeholder interviews and
one business forum.
• Economic development themes, goals and priorities. A variety of
actionable strategies selected and prioritized by business leaders, staff and
community partners to foster economic growth, support existing
businesses and attract visitors and new residents.
• Appendix A. Technical Analysis Appendices Part 1 and Part 2.
• Appendix B. Downtown revitalization case studies shared through
industry interviews.
• Appendix C. Brief overview of international district case studies to refer
to as Kent considers ways to bolster and market international diversity.
City of Kent March 2, 2012 2
Economic Development Plan DISCUSSION DRAFT
19
CONTEXT AND EXISTING CONDITIONS
In the last ten years, the City of Kent achieved multiple goals identified in its
existing Economic Development Strategic Plan and Downtown Strategic Action
Plan, adopted in 2003 and 2005 respectively. The Comprehensive Plan was
adopted in April 1995, under provisions of the 1990 Washington State Growth
Management Act (GMA). A full update was completed in August 2004.
The Downtown Strategic Action Plan (DSAP) is being updated concurrently with
the Economic Development Plan update. The DSAP update will integrate key
findings and data that relate to Downtown and will call upon Downtown
stakeholders such as the Kent Downtown Partnership, the Kent Chamber of
Commerce, business leaders and governmental organizations to set new goals for
Downtown and implement them collaboratively.
In early 2011, Kent staff and leadership engaged in a variety of strategic planning
activities and workshops to identify priorities and strategies for Kent municipal
governance. Kent's Strategic Plan process addresses all aspects of City
governance as well as other topics including land use, economic development,
community engagement, public health and recreation.
A variety of accomplishments were identified during the strategic planning
retreat, contributing to the need to pursue new opportunities and address
challenges for continued economic prosperity. Some of the changes and
accomplishments discussed include:
• Kent Station
• ShoWare Center
• East Hill skate park
• Transit station and commuter train
• Highway improvements
• Lowes and Home Depot
• More culturally diverse population
• Green River Community College and 4-year degree programs
• Population growth (which makes Kent the 6th largest city in WA)
• Moved fire department from City to a regional fire authority
• Achieved park landmark status
• Recognized as Sports Town USA
• Designated 100 Best Places for Young People
• Lake Meridian improvements
• Establishment of neighborhood councils
• Panther Lake annexation
City of Kent March 2, 2012 3
Economic Development Plan DISCUSSION DRAFT
20
The Strategic Plan process is important to economic development planning
because it elevated a variety of economic development issues that were further
researched, analyzed and prioritized by the project team and stakeholders.
The Strategic Plan developed the vision statement: Kent is a safe, connected and
beautiful city, culturally vibrant with fichy diverse urban centers. This vision was
integrated into the economic development planning framework and reiterated by
stakeholders. The preliminary strategies that resulted from the Economic
Development Plan update support and are compatible with the Strategic Plan's
goals and vision for Kent's future.
Specific opportunities to execute the City's Strategic Plan through economic
development efforts include but are not limited to:
• Build partnerships with stakeholders
• Establish unique identities
• Implement incentives to build urban centers
• Develop a brand strategy for Kent
• Identify viable market segments that can successfully develop in
Downtown
• Identify new manufacturing opportunities
• Deploy fiber optics to homes and businesses
• Improve access to governmental services
Exhibit 1. Kent Industrial and Commercial Areas
City of Kent ❑t$(;OSSIDH ORAFT
4 1.206,
A ,�;
Community
Ab
••. attrftrutes
City of Kent March 2, 2012 4
Economic Development Plan DISCUSSION DRAFT
21
Industry Cluster Strengths and Comparative Advantages
One of the goals of the economic development plan update was to identify
Kent's industry clusters and comparative advantages. This section describes
Kent's industry clusters and provides summary information about cluster
challenges and opportunities excerpted from the technical analyses included as
appendices to this Plan.
Economic cluster strategies that focus on industry sectors are useful to match
local assets with industry needs. Clusters may comprise particular industries,
sectors or may be cross-sectoral. For the purposes of this Plan, a cluster meets
one or more of the following criteria:
• Regionwide growth prospects for the sector or industry
• Local presence of a global brand
• Strong concentration of jobs in smaller companies across a variety of
sectors
Regional economic clusters are listed in Exhibit 2. Kent's opportunities,
challenges and potential action items to leverage cluster strengths are also
described. Reviewing Kent's strengths and existing industry clusters in the
context of regional economic growth allows Kent businesses and economic
development leaders to scale efforts and focus on niche opportunities.
Aerospace, information technology, and life sciences represent the strongest local
industry clusters that are represented regionally. In addition, strong opportunities
exist for the development of IT and logistics and international trade sectors.
Kent's strengths include the established presence of robust supply chains for new
and existing businesses and transferrable workforce skillsets. The largest
challenges to overcome include overdependence on a narrow industrial focus
(aerospace), infrastructure challenges for higher-tech and transportation-heavy
industries, and regulatory barriers to competitiveness with other regions.
City of Kent March 2, 2012 5
Economic Development Plan DISCUSSION DRAFT
22
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23
In addition to regional growth prospects, the presence of a strong national or
international brand and concentration of jobs in smaller businesses across
industries contribute to a cluster's potential. Exhibit 3 is excerpted from
Appendix A Technical Analysis Part 2 and highlights some of Kent's marquee
businesses. Businesses are considered in the context of opportunities and
challenges for growth under larger industrial sectors. The largest challenges these
businesses face stem from the health of the economy overall, the ability to recruit
and retain a competitive workforce, regulatory obstacles and costs.
Kent is home to advanced manufacturing operations and world renowned
innovators. Most of Kent's existing industry is focused around medium and high-
tech manufacturing and research and development. The largest employers in
Kent fall under this industrial category,with some exceptions for regionally based
businesses that operate corporate headquarters within the city. Growth potential
is high considering many of the top employers in Kent have a strong national and
international presence.
In terms of comparative advantages, Kent plays an important role in the regional
and statewide economy. Kent's comparative advantages were discussed in detail
by stakeholders during interviews with key businesses described in the Business
Perspectives section. Comparative advantages include a variety of commercial,
recreational and geographic assets as well as the existing presence of large
companies with strong brands, innovative partnership organizations and
educational institutions. Additional information describing detailed comparative
opportunities and a list of the top 25 employers in Kent are included in
Appendix A Technical Analysis Part 1.
City of Kent March 2, 2012 7
Economic Development Plan DISCUSSION DRAFT
24
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26
The Vision for Kent
Downtown and the East and West Hills are Kent's key business districts,
generating activity and providing services and amenities for residents and other
businesses. Kent's manufacturing base, located in the Manufacturing Industrial
Center (MIC) as well as in other industrially-zoned areas, continues to be a
regional employment hub and an economic development priority. Available land
and prospects indicate Kent has capacity for additional growth. To prioritize
existing assets and identify opportunities to build and expand on these and other
assets, the project team established the following principles, used to ensure goals
and actions were congruent with Kent's vision. Items that directly link to the
City's Strategic Plan are identified.
Guiding Principles for Economic Development
The guiding principles were established by the project team at the outset of
project initiation. Guiding principles provide a project roadmap of core values.
This frames strategic themes and priority development so that stakeholders know
how their input will be used and what topics are outside the scope of the project.
Guiding principles also provide a mechanism to assess congruence of goals and
strategies with the City's expectations and values. During this project,
stakeholders were in alignment with all established guiding principles, indicating
that despite economic challenges, the City understands the business community,
its needs and priorities. Businesses and the City see Kent's potential economic
growth and development in a similar light and recognize key opportunities for
improvement. The City's guiding principles for the Economic Development Plan
update are listed below:
Remain Pro Business
• Continue to be proactive and entrepreneurial.
• Ground economic development strategies in market reality.
• Ensure that strategies position Kent for growth of new markets and
economic diversification.
• Capitalize on short-term market opportunities,while planning for long-
term goals.
• Provide an atmosphere that attracts and inspires innovative companies
and practices.
• Provide local employment opportunities.
Embrace Place
• Embrace Kent's diversity by encouraging a variety of retail and
commercial experiences and promoting inclusiveness. (Strategic Plan
• Support key activity centers and industrial areas, including Downtown,
Kent's industrial areas, East Hill and West Hill commercial centers.
City of Kent March 2, 2012 10
Economic Development Plan DISCUSSION DRAFT
27
• Treat amenities as an important economic development consideration and
match amenities to targeted employers/workforce needs.
• Provide infrastructure necessary to enable recruitment and retention of
key industries, especially broadband infrastructure. (Strategic Plan)
Protect Manufacturing
• Identify new manufacturing opportunities. (Strategic Plan)
• Prioritize and market the availability of large industrial sites and partner
with landowners to achieve mutual goals.
• Leverage existing investments and infrastructure.
• Provide preference policies for local employment generators. For
example, focus recruitment efforts or prioritize incentives based on target
industry and/or the number and type of jobs created.
Improve Kent's Image and Relationships
• Establish unique identities. (Strategic Plan)
• Build partnerships with stakeholders to implement plans.
• Transform zoning and planning to create urban centers. (Strategic Plan)
• Identify/develop a unique niche (brand) for Kent. (Strategic Plan)
• Engage stakeholders strategically to build support for the vision and to
enlist participation to achieve goals.
BUSINESS PERSPECTIVES
Stakeholder Outreach
Sixteen structured interviews were performed with key businesses in Kent to hear
firsthand the strengths, challenges and opportunities of operating a local
business. Firms interviewed included a mix of manufacturing firms, real estate
representatives, small and mid-sized businesses in Kent's industrial area,
Downtown, and East Hill as well as membership-based organizations such as the
Kent Chamber and the Center for Advanced Manufacturing Puget Sound.
Thematic results of the stakeholder interviews are summarized by theme below.
Choosing Kent: Strengths and Opportunities
Respondents were complimentary of Kent's wide variety of strengths. Businesses
chose Kent for a variety of reasons including: access to amenities, a supportive
base of local businesses, convenient location and affordability. Details highlighted
by stakeholders follow.
• Amenities. The most commonly cited strengths by business leaders were
Kent's amenities, mainly Kent Station and the shopping, dining and
transit station located in Downtown. Amenities such as residential areas,
schools and parks were also mentioned.
City of Kent March 2, 2012 11
Economic Development Plan DISCUSSION DRAFT
28
• Proximity to other businesses/customers. The next most commonly
cited strength was Kent's growth potential, proximity to customers and
suppliers. Proximity to businesses with supply chain relationships offers
synergistic value. Groups such as the Center for Advanced Manufacturing
Puget Sound (CAMPS) are working diligently to connect and reveal
opportunities for synergy among businesses in Kent. Proximity to
customers, especially Boeing was emphasized.
• Central location. Kent's location was often mentioned as the reason
firms chose Kent. Easy access to key north/south and east/west
transportation corridors are attractive to a variety of businesses in
distribution, sales and manufacturing.
• Pro-business environment. The City's pro-business environment was
important to stakeholders who mentioned that the Mayor and staff at the
City are accessible and supportive.
• Affordability. Affordability of land (residential and commercial land for
purchase and for rent) and labor, a strong workforce, a vibrant,
supportive and well-established business community and a stable and
growing residential tax base were all mentioned as Kent's strengths.
• Personal commitment. Two of the interviewed stakeholders are
longstanding Kent residents who decided to start a business in the
community.
• Talent. The ability to find and recruit talented workforce was split nearly
down the middle. Half of respondents indicate they find it easy to find the
qualified workforce they need, and half express difficulties in recruitment.
Plans for Growth and Factors Affecting Kent Businesses
The overall outlook for business in Kent is positive. The majority of respondents
anticipate modest growth and suppliers for Boeing anticipate rapid growth and
expansion. The most significant factor cited by stakeholders affecting businesses
is the national economic downturn. Insights include:
• Growth is expected. Suppliers to Boeing anticipated growth, likely
referring to Boeing's commercial plane operations in Renton. (Boeing's
Kent operations are for Department of Defense contracts. This aspect of
the company's operations is dependent on the federal defense budget and
is not planning for significant growth). Some stakeholders do not
anticipate growth, particularly where production is tied exclusively to
federal contracts. One stakeholder mentioned firm growth was so
significant that they may look outside of Kent to find sufficient space to
accommodate expansion needs.
• Need to maintain strengths. Kent's continued ability to attract business
will depend on maintaining a business-friendly environment and
affordability.
• National economy affects local prospects. Businesses reliant on the
consumer retail market are cautious about growth prospects. Businesses
that supply commercial construction components continue to experience
City of Kent March 2, 2012 12
Economic Development Plan DISCUSSION DRAFT
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decline. Foreclosures, a soft real estate market and infrastructure issues
were also cited. Companies in construction, banking and lending and retail
echoed concerns over a slow economic recovery.
• Federal contracts. Federal budget stability is a deciding factor for
companies dependent on government contracts.
• Skills shortage. Many respondents indicated anxiety over their workforce
pipeline, as educational resources have cut-back on vocational training
and programs. Key stakeholders mentioned the issue is not a labor
shortage; rather a skills shortage.
• Safety and aesthetics. East Hill stakeholders mentioned a different
variety of challenges, primarily safety, aesthetics and a lack of things for
young people to do.
• Cost of doing business. A generally high cost of doing business in the
Puget Sound region is a factor that may affect plans for growth. Increases
to the cost of doing business, especially higher taxes are of particular
concern.
Regulatory Environment
The majority of stakeholders were emphatic in their support of the City's
commitment to going above and beyond to help businesses succeed. Several
stakeholders affirmed that Kent is one of the best if not the best city to work
with in the Southend. The challenges regarding the City's reputation mentioned
by stakeholders can, in many cases, be mitigated through enhanced
communication and a targeted outreach strategy. Specific issues include:
• Fees. Traffic impact fees were recently increased. Some stakeholders feel
levying the relatively high fee on a small number of businesses choosing
to improve their buildings is unfair and unduly burdens the business
community. One stakeholder mentioned the new fee was passed "on a
stormy night" as to not call attention to the change. This comment sheds
light on existing perceptions regarding transparency.
• Transparency. The creation of the Fire Authority was not in and of itself
contested among stakeholders. A new property tax assessment associated
with the Fire Authority now appearing on property tax bills came as a
surprise to one stakeholder who felt the levy and use of the proceeds were
not well disclosed before the change was instituted.
• Efficiency. The permitting and development process has a reputation for
slowness. Improvements to the process were recently instituted, but
stakeholders claim the slow real estate market has yet to test if the
changes made to the process will improve timeliness.
Infrastructure needs
Based on stakeholder outreach and the business leader forum, there does not
seem to be consensus among businesses regarding infrastructure needs.
Stakeholders mentioned several opportunities to improve infrastructure, but the
impact of infrastructure on businesses varies depending on location and industry
City of Kent March 2, 2012 13
Economic Development Plan DISCUSSION DRAFT
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type. Additional outreach and ranking exercises will be necessary to prioritize
specific infrastructure investments. Overall, respondents spoke favorably of
infrastructure and especially highlighted satisfaction with access to green spaces
and City parks. The following infrastructure needs emerged during the interviews:
• Traffic. Concerns over traffic and maintenance of roads for freight
mobility were the most commonly cited concern among industrial
stakeholders. Specifically, traffic on 167 and up I-5 continues to be a
challenge. The 167/405 interchange is a bottle neck and a challenge for
companies like Boeing which frequently transports between Kent and
Everett.
• Utility rates. Utility rate increases and Kent's relatively high utility rates
compared to other jurisdictions were cited as a concern. One stakeholder
mentioned a lack of transparency in recent utility rate increases, resulting
in a surprise to some in the business community. This stakeholder
emphasized that higher costs of doing business make it difficult to lease
available space. If utility costs are less expensive elsewhere, it puts Kent at
a competitive disadvantage.
• Mass transit. Investing in mass transit was frequently highlighted as a
priority infrastructure need. Companies whose workforce prefers a more
urban atmosphere and transit options rather than single use vehicles
emphasized the need to improve pedestrian-friendliness and biking
amenities. Connectivity from the SoundTransit station to employment
centers in Kent. The need to improve circulation within Kent was also
raised.
• Broadband service. Satisfaction with broadband access depends on
location and business type. Insufficient broadband was cited in three of
the sixteen stakeholder interviews, the remainder of respondents had no
issues with broadband. Locations with generally aging and deteriorating
infrastructure seem to experience broadband challenges. Specific locations
cited include 81 st Avenue South, 196th, 200" and Central near 228`''
• Flooding. Flooding was also raised as a stakeholder concern. Some feel
the flood prevention sandbags distributed throughout the city are an
eyesore and the requirement for flood insurance is an additional cost to
business and a comparative disadvantage. In contrast, one stakeholder
pointed out flooding is a concern throughout the region, affecting Kent
no differently than other locations.
• Power. Two stakeholders mentioned archaic utility infrastructure in key
locations has caused unpredictability of power. Power surges associated
with outages have damaged equipment.
Economic Development Priorities
Preliminary economic development strategies focused on direct strategies for
working with existing local businesses, as well as efforts to attract businesses,
employees and visitors. Improving stigma and negative perceptions of Kent stand
out as the most cited challenge to address, followed by lack of anchor businesses
(especially grocery stores) and infrastructure improvements.
City of Kent March 2, 2012 14
Economic Development Plan DISCUSSION DRAFT
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Transportation/congestion issues and public safety, particularly on the East Hill,
were also identified. Details of these priorities are listed by category below.
Business recruitment
• Higher-end, anchor grocer. Stakeholders mentioned the need for more
anchor businesses, such as a Trader Joe's, PCC or other specialty grocer.
• Commercial headquarters. Recruiting commercial headquarters to
accompany their manufacturing operations housed in Kent was identified
as a strategy to pursue. Improving Kent's image is necessary to convince
white collar corporate leadership that Kent is a competitive location for
headquarter operations.
Image and marketing
• Identity and branding. Based on stakeholder input and insight from
City leaders, Kent is feeling the evolution of its future while trying to stay
true to its past. Historically, Kent was home to agriculture, manufacturing
and industry and the working-class manpower that keeps those industries
running. Finding ways to embrace and redirect this image is a priority.
Kent is also home to leading innovators such as Boeing (the city's largest
employer) and other strong brands such as REI and Starbucks. Leveraging
and aligning these assets with Kent's image can improve perceptions and
further economic diversification.
• Existing strengths. Several stakeholders encouraged the City and
business community to promote Kent's existing strengths, such as
ShoWare Center, Kent Station and the wide diversity of businesses to
improve Kent's image. Additional lifestyle amenities, specifically youth-
oriented recreational outlets and amenities desirable for workers were also
mentioned.
City processes
• Time and fees. Reducing time and fees for permitting and streamlining
the entitlement process was cited as a pro business economic
development priority.
Amenities
• Amenities for workforce. Opportunities identified by stakeholders
capitalize on Kent's pre-existing qualities, and specifically focus on
lifestyle amenities that retain and attract employees.
• Events. Community events, increasing the variety of offerings at the
ShoWare Center and providing more opportunities for arts and recreation
were the most frequently cited suggestions.
• Housing in Downtown. Increasing residential units in the downtown
core was frequently cited as a priority.
City of Kent March 2, 2012 13
Economic Development Plan DISCUSSION DRAFT
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Workforce
• New residents. Encouraging workers to live in Kent was a reoccurring
theme throughout the interviews.
• Talent pipeline. Developing a competitive workforce surfaced as an
issue for small and large businesses.
Opportunities to Partner
Respondents listed a wide variety of available resources and partners, showing a
rich understanding of the need for a comprehensive approach to economic
development. Many of these organizations were represented at the October
Business Forum (discussed in the subsequent section) and were identified as
having a role in pursuing action priorities.
Existing and potential partners mentioned during stakeholder interviews include:
• City of Kent (variety of departments including Police, Economic
Development, Development Services, Parks)
• Kent Chamber
• Downtown Kent Partnership
• Green River Community College
• Center for Advanced Manufacturing Puget Sound (CAMPS)
• Small Business Advocacy Council
• Refugee Center
• Kent School District
• United Way
• A variety of businesses throughout the city
Examples to Emulate
Stakeholders offered a variety of communities as examples for Kent to emulate.
Burien, Edmonds, Ballard, California Avenue in West Seattle, Issaquah and
Renton surfaced primarily due to the resurgence of their respective downtown
cores. Brief case study examples of Burien, Edmonds, Ballard, Issaquah and
Renton are included in Appendix C.
City of Kent March 2, 2012 16
Economic Development Plan DISCUSSION DRAFT
33
Business Forum
In October 2011, a Business Forum with approximately 40 Kent business leaders,
City staff, Mayor Cooke and key community partners was held to identify action
priorities to achieve economic development goals. Teams were assigned
according to industry and interest to develop a series of action priorities based on
participant expertise. A preliminary timeframe and potential partners to
implement the action priorities were also identified by the teams. All participants
voted on the top two priorities within each goal to clearly communicate priorities
for the next six to ten years. The action priorities listed under each goal in the
subsequent Goals and Strategies section are synthesized from the Business
Forum teams' notes.
Kent Economic Development Plan Business Forum break-out sessions, October 2011
City of Kent March 2, 2012 17
Economic Development Plan DISCUSSION DRAFT
34
GOALS AND ACTION PRIORITIES
The following goals were developed through stakeholder interviews and based on
the City's Strategic Plan. The Action Priorities listed beneath each goal were
developed and voted on by participants. The top two ranking action priorities
and approximate timeframe to pursue them (0-2 years, 3-5 years or 6+ years)
appear first with additional opportunities to pursue listed thereafter. The business
forum is described in more detail in the preceding Business Perspectives
section.
Goal 1 : Position Kent for growth of economic clusters and
economic diversification.
Kent seeks to pursue and diversify its economic base by supporting new
manufacturing and industrial uses and attracting commercial headquarters.
Focusing on economic clusters identified in the preceding section allows Kent
businesses and economic development leaders to leverage regional growth
prospects and Kent's comparative advantages.
Action Priorities
1. Support the Aerospace Industry to develop a competitive workforce and
participate in growing new talent (2 years).
— Locate resource suppliers and a supplier chain for Aerospace-related
manufactured products.
— Eliminate the skills gap.
2. Develop partnerships with education system and community colleges
(2 years).
— Consider industry-driven needs in education programs and curriculum
planning.
— Use West Hill Armory to train veterans.
— Consider short term training to build skills.
Additional Actions
— Monitor industry clusters and growth projections and match economic
development efforts to leverage cluster strengths.
— Improve transportation and circulation for businesses and employees.
— Leverage competitive advantages: Washington State has no income tax
and Kent has no business and occupation tax.
— Cost of business is higher elsewhere in the State.
— Develop a punch-list of needs for different industries.
— Define and identify metrics for each action item.
City of Kent March 2, 2012 18
Economic Development Plan DISCUSSION DRAFT
35
Goal 2: Market and capitalize on existing strengths while
planning for long-term opportunities.
Kent has one of the largest industrial areas in the Puget Sound Region. Kent is
centrally located and convenient to the airport, major highways, rail, and train
infrastructure. Since the last update to the Economic Development Strategic
Plan, a variety of assets were added including: Kent Station, ShoWare Center,
SoundTransit's Kent Station and commuter train infrastructure and Green River
Community College. The city was designated Sports Town, USA in 2003 and
among the 100 Best Communities for Young People in 2010, a rating by
America's Promise Alliance, the nation's largest partnership organization
dedicated to youth and children, among several other improvements and
accomplishments. Kent is also known for a strong sense of community and
affordable lifestyle.
Action Priorities
1. Facilitate focus groups to develop Kent's market strategy, brand and
target audience (3-5 years).
— Facilitate a residential and business focus group to gain perceptions
from both markets.
2. Increase awareness of Kent's assets to local and regional markets
through targeted advertising for dining, shopping and events. Pursue a
dining guide and other specific advertising (6+years).
Additional Actions
— Improve infrastructure, mainly freight mobility for transportation-
heavy industries and higher-tech industries requiring improved
broadband in key locations.
— Educate business of the benefits of co-marketing and facilitate co-
marketing opportunities, such as encouraging businesses to co-market
with events targeted to specific audiences at ShoWare and other
events and festivals.
— Develop messaging for target audience.
— Identify goals (what are desired results).
— Market anchors such as ShoWare, Kent Station and the East Hill.
— Define East Hill/West Hill marketing themes.
— Provide 6-12 months of development support to recruit hard-to-reach
target markets, (under 30 year olds who are skilled or have
management experience).
City of Kent March 2, 2012 19
Economic Development Plan DISCUSSION DRAFT
36
Goal 3: Support existing businesses to invest and grow in
Kent.
Kent's business magnets include Fortune 500 companies such as Boeing and
REI. Workforce assets for innovative companies create breadth and depth to
support and grow new and existing businesses. Highly-skilled individuals,
particularly in the S.T.E.M professions, work and live in Kent. While Kent
leverages capacity to grow into new markets, existing businesses may have
different needs and interests, such as expanding current space or infrastructure
improvements. The strength of the existing business community is Kent's best
asset to leverage for future growth and economic diversification. Learning what
existing businesses need to thrive and grow in Kent will attractively position the
city's long-term economic sustainability to a diversity of interests. Incentives can
include a variety of direct and indirect assistance through programs, policies,
marketing, financial incentives and removal of barriers to make Kent
synonymous with business success.
Action Priorities
1. Improve circulation and access to businesses (6+years). For example:
— Create better connections in Kent to increase pedestrian-friendliness
and foot traffic for retail.
— Maintain free and available parking.
— Connect old and new downtown, physically and economically.
— Improve traffic flow and reduce congestion.
— Plan and time infrastructure construction to reduce impacts to
circulation and businesses.
— Increase and improve communication with businesses concerning the
risk and impacts of construction.
2. Improve the Permitting Process (2 years), including:
— Improve communication regarding permitting between departments
to expedite the application process.
— Encourage a business-friendly climate and streamlined approach to
permitting.
Additional Actions
— Review standards for quality of design and development.
— Maintain business-friendly regulatory climate and reduce unintended
consequences to business of City actions.
City of Kent March 2, 2012 20
Economic Development Plan DISCUSSION DRAFT
37
Goal 4: Strengthen relationships and partnerships to bolster
participation in economic development initiatives.
Kent has grown in the last ten years and recent annexations well-position Kent to
accommodate and welcome a variety of business types and new residents.
Developing and deepening relationships with companies and organizations to
gain synergies necessitates partnerships and collaboration. Opportunities to
collaborate on business-to-business marketing and recruitment efforts, workforce
talent pipeline development, retail development and amenities requires a
consistent message and image that can be leveraged by the private sector, the
workforce delivery system and the City.
Action Priorities
1. Create an Executive Roundtable to address workforce and education
challenges (2 years). This effort should consider but is not limited to the
following:
— Increase the understanding of the disconnect between the K-12
system and industrial/manufacturing needs.
— Promote and encourage short-term certificates through Green River
Community College (GRCC) for machining and quality assurance.
— Ensure courses and training remain relevant as industries, technology
and the economy evolve.
— Encourage coordination between Green River Community College
(GRCC) and Kent School District (KSD) on programs such as the
carpentry shop.
— Establish a partnership between GRCC and industry to inform course
offerings and skills such as applied mathematics and basic skills
demanded by industry.
— Increase internship and industry training opportunities.
— Partner with the City to develop and promote participation in
internship programs.
— Better prepare K-12 students for college and career opportunities.
— Align industry needs and K-12 system curriculum.
— Create career pathways for criminal justice and robotics.
2. Perform a gap analysis that assesses existing educational programs and
resources and industry workforce needs (2 years). The analysis should:
— Leverage partners such as the Center for Advanced Manufacturing
Puget Sound (CAMPS) resources and programs and subject matter
experts from key businesses, e.g. Boeing and others.
— Determine current structures existing between industry and education.
— Acknowledge that not all high school graduates will go to a 4 year
college program and ensure programs exist to develop skill sets such
as metalworking, carpentry and woodworking.
City of Kent March 2, 2012 21
Economic Development Plan DISCUSSION DRAFT
38
Additional Actions
— Improve marketing and promotion of existing training programs.
— Develop new and emerging training programs.
— Focus on specific career targets and develop pathway structures.
Goal 5: Position Downtown as a complete community by
integrating quality residential development and continuing to
support it as a destination.
The City has achieved multiple goals supporting Downtown's redevelopment.
Downtown continues to resonate with Kent's business community as a key asset
for clients, residents and Kent's workforce. Momentum must continue to ensure
long-term prosperity and promote the variety of destination experiences available
at Kent Station and in the historic Downtown business district. Compact,
residential development supports retail foot traffic and maintains a vibrant
atmosphere into the evening hours. Developing and executing a consistent image
of Downtown to potential businesses and consumers is a priority.
Action Priorities
1. Connect Kent Station better to downtown Kent (3-5 years), including:
— Recruit anchor stores and develop new retail on Meeker Street.
— Encourage stores to maximize hours of operation and maintain
regular hours at Kent Station.
— Focus on small business needs and encourage boutique and cottage
retail.
— Integrate and promote old and new stores in Kent in a cohesive way.
— Recruit destination spots like the brewery to bring people to
Downtown.
2. Encourage building and landowners to improve maintenance and
aesthetics of properties in historic Downtown (2 years).
— Pursue incentives to assist landlords improve properties such as new
markets tax credits.
Additional Actions
— Recruit support services for Downtown residents.
— Recruit key uses such as a grocery store.
— Increase residential development to lure these uses.
— Connect historic downtown to residential strategy.
— Encourage the Goodman Project to proceed sooner.
— Celebrate and promote business-friendly changes, including media
outreach and editorial pieces that promote and educate about City
efforts, the business-friendly environment and residential appeal.
City of Kent March 2, 2012 22
Economic Development Plan DISCUSSION DRAFT
39
— Consider establishing a quiet zone to entice residential development in
Downtown.
— Add parking capacity to accommodate high foot traffic users, like
grocery stores.
— Enhance Downtown livability by expanding Sounder Service
throughout the daytime.
— Create interim strategies for vacant lots, i.e. clean-up, beautification
and interim activity-generating uses.
— Pursue partnerships to implement action items with Diamond
Parking, landowners of surface lots, the City, Kent Downtown
Partnership and churches.
— Ease City paving requirements.
Goal 6: Support neighborhood business districts (East Hill and
West Hill) and integrate land use and economic development
plans and investments.
In addition to Downtown and Kent's industrial and manufacturing area, East Hill
and West Hill are two distinct business districts that share similar challenges and
opportunities.
East Hill
Kent's East Hill is a hub for international entrepreneurs and residents and hosts
retailers, services and restaurants from around the world. The area is challenged
by a vehicle-oriented development pattern, negative perceptions of safety, poor
building quality and lack of awareness of the unique business offerings. Cultural
and language barriers combined with an auto-oriented corridor make organizing
and collaboration among East Hill businesses somewhat difficult. Businesses and
City leadership have discussed the potential of developing an international
district. Two examples of international districts are described in Appendix C for
reference.
West Hill
Job centers are a key component to transit-oriented development. According to a
national nonprofit dedicated to transit-oriented development, Reconnecting
America's Center for Transit-Oriented Development, employment uses are more
closely associated with transit ridership than dense residential uses. Fixed lane
bus rapid transit is planned on Kent's West Hill. To maximize transit use, land
use and business recruitment strategies should be coordinated to ensure sufficient
employment concentration exists at key nodes.
Action Priorities
1. Create cohesive urban centers with sense of place, personality and local
power. A variety of efforts are necessary for both East and West Hill to
City of Kent March 2, 2012 23
Economic Development Plan DISCUSSION DRAFT
40
establish a sense of place and improve development quality and
aesthetics (6+years).
Tasks to consider include:
— Establish a spokesperson for East and West Hill to champion each
district and its opportunities.
— Establish a brand and personality for East and West Hill drawing on
assets such as international flare and local entrepreneurship.
— Set up a graffiti hotline and connect West Hill and East Hill business
groups and the City's Code Enforcement Division.
— Create a destination experience for both districts.
— Perform outreach and social capital building to encourage businesses,
land owners and residents to vest in the community.
— Create community celebrations to enhance neighborhood pride.
— Evaluate opportunities to unify the Kent and Des Moines boundaries.
2. Improve landlord absenteeism and provide incentives to maintain
properties (2 years).
— Create programs and incentives to monitor and improve absentee
landlords and empty buildings. Establish grants and other funding to
entice participation.
— Enhance appearance of the streetscape and properties, especially on
256th, 240th and 208th to attract development.
— Engage apathetic business owners and begin leadership development
efforts to gain buy-in and build social capital.
Additional Actions
— Advocate for a SoundTransit Station at Highline Community College
to take advantage of its strong presence on SR-99.
— Encourage transit-oriented development, such as minimal building
setbacks and screened parking.
— Advocate for mass transit.
— Encourage residential development.
— Consider strategic property acquisitions to assemble and redevelop
dilapidated property.
— Establish arrival experience through monumentation and gateway
signage.
— Promote the graffiti hotline.
— Improve safety; leverage City starts reports.
— Establish/replace directional and traffic signage.
City of Kent March 2, 2012 24
Economic Development Plan DISCUSSION DRAFT
41
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108
APPENDIX B. DOWNTOWN REVITALIZATION CASE STUDIES
Downtown Burien Revitalization
Located South of Seattle near the SeaTac airport, Downtown Burien serves the
South Seattle and Southwestern King County areas and acts as a retail center. Old
Burien offers distinctive retail and shops and the City's vision for Downtown's
revitalization is established in the Comprehensive Plan for 2020. More
information is available on the Burien municipal website:
http://vr,,vw.burienwa.gov/index.asl2x?NID=64. Strategies to support
Downtown Burien include the following:
— Downtown should be the most prominent and intensively developed area
of Burien's built environment
— Addition of public art
— Adding gateways to identify entrances to Downtown, town square
— Offering incentives for developers to design and construct public
amenities into the projects, and encouragement of downtown
developments to take advantage of the scenic views of the mountains
— Adding design guidelines (for existing structures as well), with
harmonious blend of color, good building design, zoning regulations and
design standards that encourage walking and continuous frontages
— Coordinated parking strategies that achieve the city's overall goals for
economic activity, transportation and circulation existing and future land
use and downtown design
The following organizations worked on redevelopment plans:
— The Economic Development Program
— Discover Burien Association
— The Burien Business and Economic Development Partnership
City of Kent March 2, 2012 26
Economic Development Plan DISCUSSION DRAFT
109
Downtown Renton Revitalization
Located southeast of Seattle, Renton is a community of approximately 90,000. In
1996, the city launched revitalization efforts, acquiring vital land downtown and
relocating existing Downtown car dealerships to a new Auto mall. The real estate
Downtown acted as a catalyst for new residential, retail, transit and open space.
This was done through public-private partnerships that created much needed
community amenities. More information is available on the Renton municipal
website: http://rentonwa.gov/business/default.aspx?id=5000. Strategies to
support Downtown Renton follow.
— Auto dealership relocation to the Auto mall, allowed for additional space
for better uses in the Downtown area
— Focus on pedestrian-friendly streets with urban amenities such as benches
and sidewalk treatments
— New urban park and Renton Farmers Market increased community
amenities
— Construction of Downtown Transit Center, partnership between the City,
King County and Metro to encourage transit ridership
— Construction of City Center Parking Garage - $9 Million Dollar
investment
— Addition of multi-family units to increase housing options and density
— IKEA Performing Arts Center
— Merrill Gardens at Renton Centre rental retirement community
— Provides local small and medium size businesses with professional, no fee,
confidential, one-to-one counseling to help companies thrive and grow in
addition to loan administration
City of Kent March 2, 2012 27
Economic Development Plan DISCUSSION DRAFT
110
Downtown Edmonds Revitalization
A waterfront community located in Snohomish County, the City of Edmonds
began working on revitalizing its Downtown in 2007, adopting a new Edmonds
Community Development Code that encompassed Downtown Business zones.
More information is available on the Edmonds's municipal website:
http://www.ci.edmonds.wa.us/. Strategies to support Downtown Edmonds
follow.
— Addition of multimodal transportation and pedestrian-friendly design
— Shoreline management of walkways
— Continuing development of the City's waterfront parks into an
interconnected necklace of public spaces
— Strategically examine the public facilities program and services
— Planning for the arts
— Expansion of Edmonds College
— Opportunities for new development and redevelopment to preserve
Edmonds's attractive, small town pedestrian-oriented character
— Gateway entrance areas that serve complementary purposes
— Focus development between the commercial and retail core and
Edmonds's Center for the Arts on small scale retail, service and multi-
family residential uses
City of Kent March 2, 2012 28
Economic Development Plan DISCUSSION DRAFT
111
Downtown Issaquah
Located southeast of Seattle, the City of Issaquah initiated the revitalization of
the Old Town Plan in 1997. As a portion of its Economic Vitality Strategic Plan,
the City recognized the importance of encouraging the redevelopment and reuse
of existing structures in Issaquah's Cultural and Business District (CBD). More
information is available on the Issaquah municipal website:
http://www.downtownissaquah.com. Strategies to support Downtown Issaquah
follow.
— Emphasize and ensure walkability and pedestrian orientation
— Develop an urban corridor which links the business district to other
activity areas in the City's central core area
— Encourage mixed use buildings
— Allow a range of building heights from three to five stories and residential
densities of up to 20 dwelling units per acre
— Allow on-street parking toward total parking requirements
— Perform a business evaluation and needs assessment
— Perform a land use and zoning needs evaluation
— Identify needed capital improvements and funding sources
— Develop a business development and marketing program
City of Kent March 2, 2012 29
Economic Development Plan DISCUSSION DRAFT
112
Ballard Urban Village Rezoning
Working with the public, the City of Seattle produced the following rezoning
ideas for the Ballard Urban Village. More information is available on the In
Ballard Merchant's Association website: http://inballard.com/ Strategies to
support Downtown Ballard follow.
— Removal of the General Industrial land uses for manufacturing and
industrial uses
— Removal of the Industrial Buffer, which is used as a transition between
industrial areas and adjacent residential zones or commercial zones having
a residential orientation or pedestrian character
— Removal of Commercial (Cl), which is an auto-oriented primarily
retail/service commercial area that serves surrounding neighborhoods and
larger communities
The zones described above were replaced with the following:
— Industrial Commercial (IC) to promote development of businesses,
including light manufacturing, and research and development while
accommodating a wide range of other employment activities
— Neighborhood Commercial 2 (NC2) to encourage pedestrian-oriented
shopping areas that allow for a full range of goods and accommodate uses
that are compatible with the existing retail character
— Neighborhood Commercial 3 (NC3) to allow a larger pedestrian-oriented
shopping district serving the surrounding neighborhood and larger
community, citywide or regional clientele; allowing comparison shopping
among a range of retail businesses
City of Kent March 2, 2012 30
Economic Development Plan DISCUSSION DRAFT
113
APPENDIX C. INTERNATIONAL DISTRICT CASE STUDIES
Spokane, WA
W
Spokane's International District was launched in 2009 as part of Impact Capital's
Vibrant Community's Initiative. The District worked with stakeholders to
strengthen neighborhood commercial districts, increase public safety and
cleanliness, create park and open space, improve educational opportunities and
help families build assets. The creation of the Neighborhood Action Plan was a
culmination of previous planning efforts, focus groups and advisory meetings
that helped to visualize the future for the Spokane International District. Four
Strategies were selected, and within these strategies, a primary organization and
support organization was identified to support each strategy. More information is
available on the Spokane International District website:
http://sl2okaneinternationaldistrict.com/
Little Tokyo, Los Angeles, CA
In the 1930s and 1940s Little Tokyo was America's largest Japanese community
settlement. In 1970, Little Tokyo became a Redevelopment Project Area within
the City of Los Angeles. The Project Area established design guidelines created to
encourage individual expression in development of land and buildings while
maintaining continuity in the design of the urban environment. Work continued
with the creation of the Little Tokyo Planning and Design Guidelines Task Force
in 2004. More information is available on the Little Tokyo Business Association
website: http://www.visitlittletokyo.com/
City of Kent March 2, 2012 31
Economic Development Plan DISCUSSION DRAFT