AGENDA PLANNING COMMISSION UPDATE THURSDAY, MAY 21, …

AGENDA

PLANNING COMMISSION UPDATE

THURSDAY, MAY 21, 2020

VIA ZOOM WEBINAR

Meeting will be held via Zoom Webinar Public Access Link:

Link to join Webinar:

https://us02web.zoom.us/j/83199196422

Page

I. CALL TO ORDER 6:00 P.M. .

II. ROLL CALL .

III. PLEDGE OF ALLEGIANCE .

IV. APPROVAL OF AGENDA .

V. APPROVAL OF MINUTES

For questions about meeting minutes please check audio recordings on City website: www.normandyparkwa.gov

On the lower left side of the screen look for Listen to Recorded City Minutes, then under AV Capture All audio minutes can be listened to by date.

. 3 - 4 a. April 16, 2020 Meeting Minutes

VI. COMMUNITY DEVELOPMENT DIRECTOR'S REPORT .

5 - 36 a. a. General Community Development Information

i. Follow-up of April Planning Commission meeting items

ii. Summary of Council Workshop

iii. Permitting Software

iv. Permitting Process under Proclamation 20-25

v. Sign Code (adjustments due to change in laws)

b. Planning

i. Long Range

i. Comprehensive Plan

ii. Current

i. Pre-Application Meetings

ii. Submittals

iii. Issuance

iv. Code Updates for 2020-2021 – Landscaping Buffers,

Page 1 of 36

Zoning Code, Environmental Code, Flood Plain Regulations

c. Economic Development

i. EDC Meeting Update

ii. Business Resource Packet – Updated

iii. New Resource Packet to go out by end of next week

iv. Business Outreach, Retention and Recovery

VII. PUBLIC COMMENT

Citizens wishing to comment please your comment via email with the subject line: 'City of Normandy Park Public Comment' and give email it to [email protected] no later than 24 hours prior to the call to order (i.e. Wednesday, 5/20/20 at 5:30pm). Your comments will be read aloud during the Zoom Meeting.

.

VIII. ADJOURN .

Page 2 of 36

Planning Commission Regular Meeting – Zoom WebinarApril 16, 2020

CALL TO ORDER 7:00 P.M.

ROLL CALLChair Bradshaw – Present Commissioner Akramoff – Present Commissioner Chicquette – Present Commissioner Pressentin – Present Commissioner Sorensen – Present Commissioner Weller – Present Commissioner Zimmerman – Present

PLEDGE OF ALLEGIANCEFollowed Roll Call

APPROVAL OF AGENDACommissioner Pressentin moved to switch the order of items V (Approval of Minutes) and VI (Community Development Director’s Report), seconded by Commissioner Sorensen, motion passed 7-0.

COMMUNITY DEVELOPMENT DIRECTOR REPORTDirector Keeton welcomed new Commissioner, Jonathan Chicquette and gave an update on current planner, the Governor’s Stay Home Order and the impacts to the permitting process and public meetings, the City’s Short-term Rental Ordinance, the 2020 Comprehensive Plan timeline and the City’s efforts in business recovery assistance.

APPROVAL OF MINUTESApproval of the February 13, 2020 meeting minutesCommissioner Pressentin moved to approve the February 13, 2020 minutes as presented, seconded by Commissioner Zimmerman, motion passed 7-0.

For questions about meeting minutes please check audio recordings on City website: www.normandyparkwa.govOn the lower left side of the screen look for Listen to Recorded City Minutes, then under AV Capture All audio minutes can be listened to by date.

PUBLIC COMMENTDirector Keeton read a public comment statement submitted by Lynn & Leonard Smith.

Page 3 of 36

Planning Commission Regular Meeting - City Council ChambersApril 16, 2020

NEW BUSINESSCommission to review the finalized 2020 Comprehensive Plan Docket Commissioners reviewed the finalized 2020 Comprehensive Plan Docket.

SEPA Checklist & Determination Director Keeton reviewed the timeline for the 2020 Comprehensive Plan Docket SEPA Checklist and threshold determination with the Commissioners.

Commissioner Pressentin moved to continue the discussion of the Docket and set a tentative Public Hearing Date of June 18, 2020. Chair Bradshaw seconded and amended to motion as follows: to continue the docket discussion and develop a recommendation to send to the City Council after a public hearing regarding the proposed Comprehensive Plan amendments docket at the tentative June 18th Planning Commssion meeting. Motion passed 7-0.

Vote of new Chair and Vice Chair Commissioner Pressentin moved to reappoint Chair Bradshaw as Chair for the 2020-2021 term, seconded by Commissioner Sorensen, motion passed 7-0.

Commissioner Zimmerman moved to reappoint Commissioner Weller as Vice Chair for the 2020-2021 term, seconded by Commissioner Sorensen motion passed, 7-0.

ADJOURNMeeting adjourned at 8:14pm.

Chair, Moira Bradshaw

Community Development Director, Holly Keeton

Meeting Minutes approved _________________________

Page 4 of 36

5-21-2020 Planning Commission Virtual Meeting – CD Director’s Report

a. General Community Development Informationi. Follow up on Questions from April PC

- Current use of REET Funds- Provision of ED Element- SEPA Checklist

ii. Summary of Council Workshop- Council discussed their priorities for next couple years

Code Amendments/Cleaning up ambiguous and problematic code was #2 on the list of priorities

Goals as Listed in Order of Importance:1. Financial Stability2. City Code3. Strengthen City Identity/Influence4. Improve Communication5. Strengthen Partnerships6. Project Implementation

iii. Permitting Software- Research has narrowed down options to 2 - Assessment of funds available, price of software upfront and

ongoing, functionality- SmartGov/PermitTrax- Virtual Demos in May/June

iv. Permitting Process under Proclamation 20-25- Phase I of Construction restart has begun. Permit center is

now taking in all projects that can comply with the stipulations under Phase I – Construction Restart

- Construction permits must be able to check off items in alignment with COVID-19 safety standards

v. Sign Code (adjustments due to change in laws)- Sign code is not able to be brought to PC at the current time

as it is not considered customary and routineb. Planning

i. Long Rangei. Comprehensive Plan

- LDC is assisting with edits/revisions of the ED Element, items currently being assessed are as follows:

Pg. 4 – demographics Pg. 7-8 – household composition/type Pg. 9 – jobs Pg. 10/12 – maps Pg. 11 – future of work Pg. 14 – person expenditures Pg. 16 – future of hotel industry Pg. 18 – vision and values

Page 5 of 36

o Current ii. Pre-Application Meetings

1. Millers SFR Remodel (CARs)

iii. Submittals1. Multiple SFR remodel projects2. Mixed Use project at 117 Normandy Rd – Design Review -

Upcomingiv. Issuance

1. Spruill SFR – Upcoming 2. Farrar SFR 3. JK Monarch4. Pierce SFR Remodel5. Healey SFR Remodel

v. Code Updates for 2020-2021 – Landscaping Buffers, Zoning Code, Environmental Code, Flood Plain Regulations

- There are a number of code amendments that need to take place in 2020 and others that are on the Workplan for 2020-2021 DOE has informed the City that we need to update

our flood plain regulations in 2020. Landscaping buffers – code section for types of

landscaping buffers is being coordinated with LDC Overview for updates of Zoning and Environmental

code will be a goal of 2021 Workplan c. Economic Development

i. EDC Meeting Update- Staff communicated importance of business outreach,

retention and recovery- Presentation of Marijuana Retailer

ii. Business Resource Packet – Updated - Initial packet passed out mid-April, new packet handed out

early May, final packet to go out by end of May. - Most recent packet attached

iii. New Resource Packet to go out by end of next weekiv. Business Outreach, Retention and Recovery

- Packets will not continue to be updated after May/June but outreach and efforts to assist businesses will continue

Page 6 of 36

August 20, 2019 Normandy Park Economic Development Element| Economic Development Element 1

City of Normandy Park Comprehensive Plan Economic Development Element

CONTENTS

Economic Development Element ........................................................................................................... 2

Introduction .................................................................................................................................................................. 2

Inventory and Analysis .............................................................................................................................................. 2

Economic Development Vision and Values .......................................................................................................... 18

Economic Development Goals and Policies ......................................................................................................... 18

Appendix............................................................................................................................................. 22

Stakeholder Input ..................................................................................................................................................... 22

Methods and Data Sources .................................................................................................................................... 22

Page 7 of 36


Economic Development Element

INTRODUCTION

This Element contains the following information related to economic development in Normandy Park:

▪ A description of local demographic and economic trends.

▪ A description of assets and challenges facing Normandy Park’s economy.

▪ Goals and policies regarding community livability, planning and infrastructure, and business climate.

INVENTORY AND ANALYSIS

Demographic and Economic Trends

Population

With 6,595 residents in 2018, Normandy Park is among the smaller cities in King County, as shown in

Exhibit 1.

Exhibit 1. Population, Normandy Park and Comparative Geographies (2018)

Sources: Washington Office of Financial Management, 2018; King County Countywide Planning Policies, 2016; BERK, 2019.

6,595

300

9,385 7,655 6,710

10,320

13,090

32,820

1,340

Normandy Park Beaux ArtsVillage

DuPont Duvall Fircrest Gig Harbor Lake ForestPark

University Place Woodway

Page 8 of 36


Normandy Park grew faster from 2015 to 2018 than from 2010 to 2014. However, the growth rate has

been slower than for the county as shown in Exhibit 2.

Exhibit 2. Population Growth, Normandy Park and Comparative Geographies (2010-14 and 2015-18)


Normandy Park is expected to keep growing. Its 2031 population is forecasted at 6,915, as shown in

Exhibit 3.

Exhibit 3. Population Growth and Forecast, Normandy Park and King County (2010 - 2031)


0.2%

0.9%

-0.3%

0.0%

2.9%

0.5%

2.3%

1.4%

0.2%0.7%

2.9%

6.5%

0.3%0.7%

0.2%

1.1%

0.1% 0.1%

1.1%

2.2%

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018

201

0-2

014

201

5-2

018


DuPont Duvall Fircrest Gig Harbor Lake Forest Park University Place Woodway King County

1,931,249

2,190,200 2,304,300

6,335 6,595 6,915

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

King CountyActual

King CountyProjected

NormandyPark Actual

NormandyParkProjected

Page 9 of 36


Age

Roughly half of the City’s population is 50 or over, as shown in Exhibit 4. Close to a third of the 2016

population is 60 and over. The City has a relatively lower proportion of younger residents (age 15-49).

Normandy Park’s population 50 and over has remained relatively stable between 2010 and 2016.

Exhibit 4. Age, Normandy Park, 2010 & 2016

Sources: U.S. Census American Community Survey 5-Year Estimates, 2010 & 2016; BERK, 2019.

Compared to King County overall, Normandy Park has a relatively lower proportion of younger adults

and a higher proportion of older adults, as shown in Exhibit 5.

Exhibit 5. Age, King County, 2010 & 2016


1%

5%

2%

1%

1%

6%

8%

9%

17%

50%

3%

8%

2%

2%

1%

3%

7%

9%

17%

50%

Under 5 years

5 to 14 years

15 to 17

18 to 24

25 to 29

30 to 39

40 to 49

50 to 59

60 and over

Overall

5%

4%

2%

3%

1%

6%

4%

11%

16%

52%

3%

5%

0%

2%

2%

5%

8%

9%

13%

48%

Male

Female

3%

6%

2%

5%

4%

8%

8%

7%

9%

50%

3%

6%

2%

5%

4%

8%

8%

7%

7%

50%

Under 5 years

5 to 14 years

15 to 17

18 to 24

25 to 29

30 to 39

40 to 49

50 to 59

60 and over

Overall

3%

6%

2%

4%

4%

8%

7%

7%

10%

50%

3%

6%

2%

4%

4%

8%

7%

7%

8%

50%

Male

Female

2010 2016

Page 10 of 36


Educational Attainment

Normandy Park has a highly educated population. More than half (53%) of the population in 2016 had

a bachelor’s degree or higher, compared to 49% in King County. This proportion has increased, from

44% in 2010 as shown in Exhibit 6.

Exhibit 6. Educational Attainment, Normandy Park and Comparative Geographies (2010 & 2016)


Race and Ethnicity

Normandy Park has a smaller non-white population (12%) than King County as a whole (33%), as shown

in Exhibit 7. Between 2010 and 2016, the proportion of non-white residents remained the same in

Normandy Park, while it increased in King County overall.

Exhibit 7. Race, Normandy Park and Comparative Geographies (2010 and 2016)


5% 4% 2% 0% 4% 2% 6% 3% 9% 4% 2% 4% 5% 4% 5% 4% 1% 1%8% 8%

24%12%

4%1%

12% 11%16%

15%

21%19% 23% 14% 11% 13%

23% 22%

10% 11%

18% 16%

27%

31%

32%

8%

40%36%

35%33%

34%39% 31%

33%28% 28%

38% 38%

30%22%

29% 27%

44%53%

62%

91%

45% 51%44% 49%

37% 38% 44% 50%56% 56%

35% 36%

59%66%

45% 49%

2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016

NormandyPark

Beaux ArtsVillage


UniversityPlace

Woodway King County

Less than high school graduate High school graduate (includes equivalency)

Some college or associate's degree Bachelor's degree or higher

88% 88%95%

90%

73% 71%

89% 90%83%

76%

95%87% 88%

81%73% 69%

82% 78%71% 67%

12% 12%5% 10%

27% 29%

11% 10%17%

24%

5%13% 12%

19%27% 31%

18% 22%29% 33%

2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016

NormandyPark

Beaux ArtsVillage


UniversityPlace

Woodway King County

White alone People of Color

Page 11 of 36


Household Income

Median household income in Normandy Park has increased since 2010 and is higher than overall King

County, as shown in Exhibit 8. DuPont, Fircrest, Gig Harbor, and University Place have lower median

household incomes. Beaux Arts Village, Duvall, Lake Forest Park, and Woodway have higher median

household incomes.

Exhibit 8. Median Household Income, Normandy Park and Comparative Geographies (2010 and 2016)


The proportion of households with incomes over $100K has increased slightly and is higher than for the

County overall, as shown in Exhibit 9. The proportion of households with incomes between $35K and

$100K has decreased slightly. The proportion of households with incomes below $35K has also

decreased slightly.

$61,780

$84,707

$102,851

$167,543

$69,349 $72,901

$89,102

$118,521

$53,976 $65,623

$51,253 $61,505

$80,220 $91,140

$47,845 $57,731

$121,338

$141,916

$57,342

$74,642

2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016

NormandyPark

Beaux ArtsVillage


UniversityPlace

Woodway King County

Page 12 of 36


Exhibit 9. Household Income Distribution, Normandy Park and Comparative Geographies (2010 and 2016)


Household Composition

The average household size is 2.36, similar to the County as a whole. One-or two-person households

make up 65% of the households in Normandy Park, similar to the County as a whole, as shown in Exhibit

10.

Exhibit 10. Household Composition, Normandy Park and Comparative Geographies (2010 & 2016)


Housing Types

Unlike the County, and most comparison cities, single person households have increased in Normandy

15%11%

3% 7% 5% 5% 4% 7%11% 12%

22%16%

9% 11%18% 19%

10%4%

16% 15%

7%10%

9%7% 8% 12%

8% 7%

14% 12%

15%

11%

9% 7%

15% 12%

4%7%

12%11%

22%14%

13% 7%

25%

26%

9% 5%

30%17%

18%

21%

16% 14%

20%19%

12%8%

18%16%

11%

12%

9%5%

24%

23%

18%15%

12%

14%

12%15%

14%14%

13%13%

8%

7%

14%

13%

39%47%

64%72%

34%25%

56%61%

27%30%

27% 28%

46% 48%

23% 27%

62%71%

32%40%

2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016

NormandyPark

Beaux ArtsVillage


UniversityPlace

Woodway King County

Less than $35,000 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 More than $100,000

27% 32%

12% 18% 25%18% 13% 18%

29%18%

33%18%

28%18%

29%18% 12% 18%

32%18%

38% 33%

32%

43% 27%25%

28%

43%31%

43%

42%

43%39%

43%32%

43%

35%

43%

33%

43%

20% 14%

12%

18%

17%18% 23%

18% 22% 18%

10%

18%15%

18% 17% 18%

18%

18% 15% 18%

15% 22%

44%

20%31%

39% 36%20% 18% 20% 16% 20% 18% 20% 22% 20%

36%20% 20% 20%

2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016 2010 2016

NormandyPark

Beaux ArtsVillage


UniversityPlace

Woodway King County

1-person household 2-person household 3-person household 4-or-more-person household

Page 13 of 36


Park. Normandy Park has a total of 2,876 housing units. 72% of these units are owner-occupied, higher

than the County as a whole (58%). Normandy Park has a very small proportion of multifamily housing,

with 79% of housing units being single family as shown in Exhibit 11 and Exhibit 12.

Exhibit 11. Occupied Housing Units by Tenure and Type, Normandy Park (2016)


Exhibit 12. Multifamily Units, Normandy Park and Adjacent Cities (2016)

Sources: CoStar 2019; BERK, 2019.

Employment

Between 2010 and 2016, employment increased in Normandy Park and almost all comparison

geographies, as shown in Exhibit 13. PSRC estimates that there are currently 824 jobs in Normandy Park.

Services and Retail are Normandy Park’s largest employment sectors.

City Existing

Normandy Park 180

Burien 4,357

Des Moines 2,769

Seatac 3,141

Page 14 of 36


Exhibit 13. Covered Employment by Sector, Normandy Park and Comparative Geographies (2010 & 2016)

Sources: Puget Sound Regional Council, 2018; BERK, 2019. Note: Data for Beaux Arts are suppressed.

The map in Exhibit 15 illustrates locations where larger clusters of office currently exist within and outside

Normandy Park. Many office developments exist in in nearby communities and employment centers such

as Burien, SeaTac, and Tukwila.

40 47 66 55 27 74 455 432 120 158

262 413 13 9 22 20

1,495

107 40

246

303

490 613 75 52

393 295 5

901

170

45 197 285 21 15 70 62

157

98

118

101

58

15

1,651 1,982 215 178 703 1,016

353

464

617 978 535 766

694

632 4,813 5,993

1,004 874 2,821

3,190

20

30

15

29 166

45

7 330 263

62 85

105 92

46

34

59 77

79

83

79

66 230 252

107 111

444 456

20

22

46

34

59 77

79

83 79

66 230 252 107 111 444 456

20

22 89 17

906 1,599

77 13

63

6

2010n = 637

2016n = 824

2010n =

2016n =

2010n =

2,773

2016n =

4,541

2010n =

1,187

2016n =

1,334

2010n =

1,224

2016n =

1,153

2010n =

8,502

2016n =

10,233

2010n =

1,738

2016n =

1,631

2010n =

5,582

2016n =

6,293

2010n = 121

2016n = 067


DuPont Duvall Fircrest Gig Harbor Lake Forest Park University Place Woodway

Construction/Resource Finance, Insureance, Real Estate ManufacturingRetail Services Warehouse, Transportation, UtilitiesGovernment Education Supressed Industry

Page 15 of 36


Exhibit 14. Retail Square Footage in Normandy Park and surroundings (2018)

Sources: King County Assessor, 2018; BERK, 2019.

Page 16 of 36


The Future of Work

Coworking spaces that

provide residents with a

shared space to work, and

an environment with

amenities and access to a

community, are becoming

increasing popular. These

spaces attract startups, fast-

growing small businesses,

and solo workers. Trends

indicate growing demand

for such alternative work

environments. Cities across

the county are allowing

flexible, creative spaces

that can function as hubs of

activity for small business

owners and spur innovation.

Coworking and flexible

spaces are a fast growing

but relatively young and

competitive market. Many

dedicated coworking spaces

are not profitable. Based on

Deskmag’s 2019 Coworking

Survey, only 42% of

coworking spaces surveyed

were profitable in 2018.

Profitability has been on the

rise since 2013, however.

Integration with other

complementary uses, such as

the amenities in the Poulsbo

example described here,

are an important factor that

can drive profitability.

Normandy Park’s proximity

to the airport, residential

character, and its local

home-based workers offer

potential for this type of

space.

VIBE COWORKS

Vibe Coworks is a coworking space in Poulsbo that offers modern

workspaces, meeting rooms, event space, and a diverse selection of

programming. Vibe is located on the second floor of The Centennial

building. Its 6,000 square foot space includes a variety of shared

workspaces, meeting rooms, phone booths, private offices, an outdoor deck,

and a community kitchen. Uses within the building include a cafe and

chocolatier, a farm-to-table restaurant, and a destination liquor store. These

complementary uses add to the experience of workers. Vibe was founded

through a collaboration among 40 initial investors.

Sources: https://www.proximity.space/blog/2018/10/18/introducing-vibe-

coworks-poulsbo/.

Page 17 of 36

https://www.proximity.space/blog/2018/10/18/introducing-vibe-coworks-poulsbo/

https://www.proximity.space/blog/2018/10/18/introducing-vibe-coworks-poulsbo/


Retail

The map in Exhibit 15 illustrates locations where larger clusters of retail currently exist within and outside

Normandy Park. Many retail opportunities exist in in nearby communities and employment centers such as

Burien, SeaTac, and Tukwila.

Exhibit 15. Retail Square Footage in Normandy Park and surroundings (2018)

Sources: King County Assessor, 2018; BERK, 2019.

Page 18 of 36


As shown the map, Normandy Park has a limited amount of retail. It had a lower Taxable Retail Sales

Per Capita for 2017 at $9,781, which is lower than almost all comparison geographies with the

exception of Fircrest, Lake Forest Park and University Place as shown in Exhibit 16.

Exhibit 16. Taxable Retail Sale Per Capita (2018$), Normandy Park and Comparative Geographies (2010 and

2017)

Sources: Washington State Department of Revenue, 2019; BERK, 2019.

Person-Expenditures

One way to assess the relative strength of a city’s retail sector is in terms of “person-expenditures.” For

example, if a typical person in Washington spends $1,000 annually on grocery store purchases, and if

grocery stores in a town take in $1 million in grocery sales per year, then the town’s stores are taking in

the equivalent of 1,000 people’s expenditures ($1 million of expenditures divided by $1,000 per person

= 1,000 person-expenditures). High-performing retail sectors will typically draw in more person-

expenditures than the surrounding population because they capture retail sales from persons outside the

immediate community. Exhibit 17 and Exhibit 18 deal with Person-Expenditures in Normandy Park.

$6,469 $9,781

$34,663

$24,495

$11,110 $10,025

$11,411 $14,264

$5,525 $6,869

$86,793 $87,581

$6,481

$9,166 $8,176

$9,434 $7,520

$16,276

2010 2017 2010 2017 2010 2017 2010 2017 2010 2017 2010 2017 2010 2017 2010 2017 2010 2017

NormandyPark

Beaux ArtsVillage


UniversityPlace

Woodway

Page 19 of 36


Exhibit 17. Person-Expenditures Captured by Normandy Park Retailers, 2010-2018

Source: Washington Department of Revenue 2018; Washington Office of Financial Management 2019; BERK 2019.

▪ In 2018, the building materials and garden supply category surpassed non-store retail to become

Normandy Park’s strongest retail sector with person-expenditures above the city’s population. This

suggests that Normandy Park is a building materials and garden supply destination for many people

outside the city limits.

▪ Prior to 2018 non-store retailers was Normandy Park’s strongest retail sector with person-

expenditures above the city’s population for every year since 2012. Non-store retailers include

online shopping, mail-order businesses, vending machine operators, home delivery sales, and door-

to-door sales.

2010 2011 2012 2013 2014 2015 2016 2017 2018

Population 6,335 6,345 6,350 6,350 6,375 6,420 6,540 6,595 6,595

Groceries/Liquor 182 120 47 43 1,462 1,367 2,050 2,432 2,285

Nonstore Retailers 5,343 5,879 7,089 8,002 7,256 7,222 8,345 7,950 7,551

Bldg. Material/Garden Supply 4,027 4,482 5,231 5,284 6,492 6,285 7,029 7,295 8,402

Restaurants/Catering 1,628 1,543 1,672 1,742 1,825 2,032 2,137 2,020 2,037

Electronics/Appliances 1,056 924 982 1,294 1,813 2,588 2,893 2,918 2,519

Furniture/Furnishings 3,981 4,053 3,413 4,239 5,989 4,088 3,591 4,737 4,764

Misc. Retail 2,215 1,810 2,056 2,590 2,409 2,272 2,325 3,002 4,452

Autos and Parts 28 91 64 53 92 34 167 33 256

Sports/Books/Music/Hobbies 715 1,031 1,571 982 895 1,024 1,304 1,226 2,601

Apparel/Accessories 691 632 843 706 934 1,560 1,918 1,807 2,174

Health/Personal Care 325 430 603 1,395 2,034 1,175 1,129 1,232 1,210

Gen. Merchandise 3,371 3,409 3,420 3,875 3,939 4,025 4,375 4,571 4,894

Gas Stations - 158 150 151 177 89 108 - 62

Total Retail 1,807 1,833 1,980 2,191 2,468 2,462 2,737 2,827 3,086

Page 20 of 36


Exhibit 18. Normandy Park Person-Expenditures, 2010-2018

Source: Source: Washington Department of Revenue 2018; Washington Office of Financial Management 2019; BERK 2019.

▪ The increase in non-store retail person-expenditures beyond population in 2012 is illustrated in the

exhibit, as well as the slight dip in 2018 where non-store retailers decline below the building

material and garden supply sector.

▪ The building material and garden supply sector has made substantial gains in the last eight years,

surpassing population in 2014, again in 2016, and then passing non-store retail in 2018.

▪ There was a 2014 spike in furniture and furnishings; this likely comes from a large purchase of

furniture from a single entity like a business or school.

▪ Total retail sales are well below what the community’s population is expected to spend. The

opportunity to capitalize on this retail leakage is likely limited, given strength of retail in the

surrounding region and the challenges associated with attracting significant retail to Normandy Park.

▪ Given the presence of ample and established retail opportunities in surrounding communities and

employment centers (See Exhibit 19.) and the high proportion of non-store retail, the retail leakage

seen in the data is unlikely to translate directly into an opportunity for more physical retail spaces in

Normandy Park.

Population

Nonstore Retailers Bldg. Material/Garden

Supply

Furniture/Furnishings

Misc. Retail

Gen. Merchandise

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

2010 2011 2012 2013 2014 2015 2016 2017 2018

Pers

on-

Exp

end

iture

s

Total Retail Population Groceries/Liquor Nonstore Retailers Bldg. Material/Garden Supply Restaurants/Catering Electronics/Appliances Furniture/Furnishings Misc. Retail Autos and Parts Sports/Books/Music/Hobbies Apparel/Accessories Health/Personal Care Gen. Merchandise Gas Stations

Page 21 of 36


The Future of the Hotel Industry

▪ Lifestyle or boutique hotels are a fast-growing segment of the hotel industry. This is because these

hotels offer an opportunity for travelers to go beyond a typical hotel experience and feel more

integrated into the fabric of a city, far from its tourist traps. The lifestyle and boutique hotel industry

has outperformed the overall hotel/motel industry from 2013-2017. The annual growth of the

boutique hotel industry is 8.6% between 2013-2018.

▪ Demographic changes, especially the preferences of millennials, are driving demand for such hotels.

Smaller hotels, especially economy hotels with unique experiences, are expected to dominate

markets.

▪ Innovative options such as welive, which offer flexible living spaces ranging from a day to a year,

are also becoming increasingly popular.

▪ Given these trends, a best practice for hoteliers in 2019 is to focus on niche markets (based on a fall

2018 survey of faculty at École hôtelière de Lausanne, a Swiss hospitality school).

▪ In addition to seeking smaller buildings and unique locations, many hotels are incorporating flexible

spaces, including coworking spaces into their buildings. As millennials seek fewer amenities within the

hotel itself, hotels are reconfiguring their spaces.

▪ For example, the Virgin hotel in Chicago has a coworking space (the Virgin Commons Club) with a

monthly membership. The Club includes a bar, private meeting areas, free drinks, a library, Wi-Fi,

and wireless printing. Another example is the Ace Hotel chain, whose NYC location has turned the

hotel lobby into a coworking space.

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Normandy Park’s Overarching Assets and Challenges

ASSETS CHALLENGES

Geography ▪ Proximity to Seattle

▪ Proximity to Seattle International

Airport

▪ Relatively isolated location west of

major regional employment and retail

centers

Transportation ▪ Easy access to First Avenue South,

Burien, and I-5

▪ King County Metro’s Pilot program,

‘Metro Connects,’ connects residents to

transit.

Housing ▪ Established residential area

▪ Small-town feel and access to green

spaces

▪ Lack of housing diversity

▪ Lack of affordable housing options

except for higher income earners

Demographics

and Workforce

▪ Good access to educated workforce

▪ Median household income is higher

than King County as a whole

▪ Not many options for local

employment

▪ Retail base is not able to capture local

spending power

Education ▪ Public schools available to Normandy

Park students are excellent.

Public Safety

and Civility

▪ Safe, clean streets ▪ Low foot traffic

Economic

Drivers

▪ Housing (short-term and longer-term)

▪ Innovative housing types

▪ Rental housing

▪ Small office, especially medical

offices

▪ Retail - services and convenience

businesses around a neighborhood

shopping center

▪ Small market and a large amount of

retail nearby in Federal Way, Seattle

and Burien mean Normandy Park is

not likely to attract large retailers

Business

Climate

▪ Need to understand impact fees and

taxes

▪ Permitting and city processes are

perceived as unclear or unpredictable

▪ Zoning code does not allow the

heights needed for projects to be

feasible

Quality of Life

Amenities

and Image

▪ Excellent quality of life: strong

neighborhoods, quality schools,

excellent parks

▪ Not many people aware of the

community

Page 23 of 36


ECONOMIC DEVELOPMENT VISION AND VALUES

Economic Development Vision. Normandy Park is a desirable, livable, and walkable community with

strong character and connections to the natural environment and regional economy that attract visitors

and investment. New and long-standing residents are accommodated by a diverse array of attractive

housing options, including multifamily housing within walking access to a vibrant 1st Avenue South with

daily goods providers, restaurants, services, and public amenities.

Values.

▪ Livability drives City actions and investments that sustain the community’s high quality of life.

▪ Connectivity within the community and to the region allows Normandy Park to leverage its location

within a growing regional economy.

▪ Environmental stewardship drives growth and development that enhances the natural environment.

▪ Efficiency enables the City to deliver clear, predictable processes to the community.

▪ Financial feasibility ensures development in Normandy Park is an attractive investment for private

developers.

ECONOMIC DEVELOPMENT GOALS AND POLICIES

The Goals and Policies in this element build on the following key findings of the quantitative and

qualitative analysis:

▪ Normandy Park enjoys competitive advantages in the region as a place to live. In addition, its

demographic trends show the need for more diverse housing types, especially multi-family housing.

However, very little housing beyond single-family housing is currently available and allowed in the

City.

▪ Given its attractiveness for housing and its proximity to the airport, Normandy Park is likely to be an

attractive place for innovative housing formats, including short-term lodging options.

▪ Housing development, especially multifamily housing close to 1st Ave. South, will influence and drive

commercial development in the City as well. As a smaller community and market, where large

portions of the population have access to extensive retail options in nearby centers, or near where

they work, Normandy Park is unlikely to capture regional retail spending.

▪ The opportunity to capture residents’ expenditures will drive Normandy Park’s commercial

development in coming years.

▪ High quality multifamily housing supports the City’s commercial centers and contributes to the City’s

long-run fiscal sustainability.

▪ With the finite pool of sites and opportunities in the city for new development, and expected

residential growth, the City should focus commercial development to create nodes of activity.

▪ Resident serving commercial development such as restaurants, salons, small services, as well as newer

emerging uses such as coworking spaces, are likely commercial uses. Normandy Park faces some

Page 24 of 36


challenges to retaining and attracting these uses and capturing residents’ purchases.

▪ Economic development planning will need to address these challenges and provide supports and

resources.

Summary of Goals

G.01-ED-ED Encourage Private Investment Along 1st Avenue South.

G.02-ED Make Strategic Investments in Quality of Life Amenities and Beautification to Spur Economic Growth and Increase Community Livability.

G.03-ED-ED Ensure Overall City Processes and Development Regulations Support Economic Development.

G.04-ED Support Existing Businesses and Grow the City Tax Base

G.05-ED Participate in Regional Efforts and Strengthen City Partnerships to Support Local Economic Development Opportunities.

Page 25 of 36


Detailed Goals and Policies

GOAL/POLICY NUMBER

DESCRIPTION

G.01-ED-ED ENCOURAGE PRIVATE INVESTMENT ALONG 1ST AVENUE SOUTH.

P.01.1-ED Implement zoning changes on 1st Avenue South to allow more development, with a mix of multifamily residential, retail, professional office, and public uses.

P.01.2-ED Increase permitted building heights and densities to allow more development to be accommodated on available land in areas zoned for mixed use and neighborhood commercial.

P.01.3-ED Provide height and density bonuses for buildings that are LEED certified.

P.01.4-ED Explore a form-based code that fosters a high-quality public realm and allows more flexibility in uses.

P.01.5-ED Encourage emerging urban forms, like coworking spaces, innovation hubs and maker spaces, that provide shared, collaborative spaces for a changing workforce and tie into the residential character of Normandy Park.

P.01.6-ED Collaborate with Burien on a shared vision for 1st Avenue South.

P.01.7-ED Collaborate with property owners to update the Manhattan Village Subarea Plan.

P.01.8-ED Explore opportunities to create a central community gathering place/town center on 1st Avenue South.

P.01.9-ED Explore a gateway design on Normandy Road at 1st Avenue South.

G.02-ED MAKE STRATEGIC INVESTMENTS IN QUALITY OF LIFE AMENITIES AND BEAUTIFICATION TO SPUR ECONOMIC GROWTH AND INCREASE COMMUNITY LIVABILITY.

P.02.1-ED Make strategic infrastructure investments and adopt regulations to make 1st Avenue South more walkable.

P.02.2-ED Use City capital improvement planning to ensure infrastructure planning supports private development opportunities.

P.02.3-ED Make strategic investments in infrastructure such as charging stations that prepare Normandy Park for emerging technology and growing ‘smart city’ applications.

P.02.4-ED Ensure parks and green spaces in Normandy Park are well-maintained.

P.02.5-ED Explore public-private partnerships for City-owned land and buildings to realize opportunities to implement the City’s Economic Development Vision.

G.03-ED-ED ENSURE OVERALL CITY PROCESSES AND DEVELOPMENT REGULATIONS SUPPORT ECONOMIC DEVELOPMENT.

P.03.1-ED Create a fast, predictable, and customer-friendly permitting process.

P.03.2-ED Audit and update regulations, procedures, and fees to remove barriers to business formation and development while remaining effective and protecting community character.

P.03.3-ED Foster a culture of continuous improvement to become a high performing government.

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GOAL/POLICY NUMBER

DESCRIPTION

G.04-ED SUPPORT EXISTING BUSINESSES AND GROW THE CITY’S TAX BASE.

P.04.1-ED Continue to maintain dialogue with existing business and property owners through regular surveys to identify and address concerns and needs.

P.04.2-ED Create a marketing plan and supporting print and electronic communications to promote Normandy Park’s assets, business climate, and events.

P.04.3-ED Continue to support events that bring visitors, serve residents, and increase foot traffic in the City’s commercial nodes.

P.04.4-ED Encourage local retail and commercial investment suited to current and future residents that expands the local availability of daily good and services and captures more of the spending power in the community

P.04.5-ED Seek to attract overnight or longer stay lodging options.

G.05-ED-ED PARTICIPATE IN REGIONAL EFFORTS AND STRENGTHEN CITY PARTNERSHIPS TO SUPPORT LOCAL ECONOMIC DEVELOPMENT OPPORTUNITIES.

P.05.1-ED Continue to participate in and advocate for Normandy Park’s interests in inter-governmental partnerships and regional efforts.

P.05.2-ED Coordinate with the Seattle Southside Chamber of Commerce on efforts to support local business and development opportunities.

P.05.3-ED Continue to partner with King County Metro on innovative solutions to address connectivity to public transit.

Page 27 of 36


Appendix

Methods and Data Sources

STAKEHOLDER INPUT

Interviews

Input was collected through interviews with the following local and regional stakeholders and experts:

▪ Stan Harris

▪ Steve Nordby

▪ Andrea Reay

▪ Erin Ray

▪ David Johanson

▪ Theresa Sinclair, Director, Real Estate, Northwest, WeWork

EDC Meetings

Community input was collected through engagement with the Economic Development Committee, a City

Council sanctioned committee. EDC membership is open to the public and consists of more than 80

business and commercial property owners, residents, City staff, representatives from non-profits, and

council members. Three meetings were conducted with the EDC.

METHODS AND DATA SOURCES

This Community Profile was developed between January 2019 and March 2019. The approach used

various methods for data collection and analysis to create an understanding of the local economy and its

assets, challenges and opportunities.

Secondary Data Sources

This document relies on the most current data available; however, there is frequently a lag between the

time the data is collected and processed and the time of the analysis for this document. Specific data

sources include the following.

▪ US Census American Community Survey (ACS) 5-year Estimates. In general, the analysis uses the

2013-2017 five-year estimates to support analysis at the city level.

▪ US Department of Housing and Urban Development (HUD). HUD releases housing data annually

under the Comprehensive Housing Affordability Strategy program (CHAS). Data is based on ACS 5-

year estimates, and provides information on housing affordability, household income, and household

Page 28 of 36


composition.

▪ Washington State Office of Financial Management (OFM) April 1 population estimates. OFM

develops inter-census estimates of the populations of all cities and towns in the state released

annually on April 1. These estimates are considered the official jurisdictional population and are

used in state program administration and to allocate revenues.

▪ Puget Sound Regional Council (PSRC). PSRC releases employment data based on information from

the Employment Security Department.

Geographic Area

The information on economic trends include data from King County and a selection of other communities to

establish a context for the measures. The communities chosen for comparison include:

▪ Beaux Arts

▪ DuPont

▪ Duvall

▪ Fircrest

▪ Gig Harbor

▪ Lake Forest Park

▪ University Place

▪ Woodway

In addition to these communities, data for King County overall has also been presented for regional

context.

Page 29 of 36

COVID-19 ResponseResourcesfor Local Businesses

Please contact Community Development Staff [email protected] or the SouthsideChamber of Commerce at [email protected] find out about ongoing updates and additional resources andinformation, including SBA disaster relief loans.

Stay Connected

Current Resources Available to AidBusinesses

FEDERAL RESOURCESSBA Loans:Express Bridge LoanThis loan is available to small businesses that have an existingbusiness relationship with a partner lender and provides access ofup to $25,000. EIDL LoanThe Economic Injury Disaster Loan is available through the SBA toall U.S. businesses with 500 or less employees, private non-profitorganizations or 501(c)(19) veterans organizations affected byCOVID-19. Eligible applicants may also apply for an emergencygrant of up to $10,000 and can receive funds within three days ofapplication.

Page 30 of 36

Additional Federally Funded Resources: Small Business Development CentersThese centers will help you navigate available SBA loans andprovide you will no-cost business consulting. Please contact theHighline Small Business Development Center at 206-592-4153. Export Credit InsuranceThis program protects you in case your customers overseas areslow on paying receivables or go out of business. It allows you tocommit to export sales without fear of loss during thepandemic.

PPP Loan - Funds Increased RecentlyThe Paycheck Protection Program is available to all smallbusinesses (500 employees or less) that fall under theAccommodation or Food Service category, such as restaurantsand hotels. The PPP works with companies to help retain theiremployees by covering eight weeks of payroll plus someadditional costs such as rent, mortgage interest or utilities. Thisloan can be 100% forgivable if forgiveness guidelines arefollowed. The PPP will be available through June 30, 2020. In thepast two weeks over $300 billion has been added to thisprogram. Small businesses may apply for EIDL and PPP loans, butcannot use funds from both loans for the same purpose. Formore information on both programs, please call 1-800-659-2955 or email [email protected]. To applyfor either program visit www.SBA.gov/disaster.

Page 31 of 36

WASHINGTON STATE RESOURCESPlease ensure that you are keeping up-to-date on theresources provided through the State. The best resource forfinding the latest news on how things will move forward andhow businesses may receive state-level assistance is throughvisiting the Washington Recovery Plan available on on theGovernor's page: https://www.governor.wa.gov/

REGIONAL RESOURCESAll In SeattleOver $30 million in funds has been raised through this organization.Funds will be used to support food security, communities andworkers, housing assistance, families and children. Go tohttps://allinseattle.org/ for more information. Keep Workers Healthy & Safe FundSeattle Metro Chamber has set up a fund to help small businesses(under 200 employees) meet immediate cash-flow needs. Businessescan apply for reimbursement for the costsassociated with providing healthcare to employees or protecting theiremployees from coronavirus. Go tohttps://www.keepworkershealthyandsafe.com/ for moreinformation. Seattle Hospitality Fund and Wellspring Family Services havepartnered to provide direct financial support to hospitality industryworkers in the Seattle Metro Area. Go tohttps://wellspringfs.org/shef for more information. There are numerous resources for assisting hospitalityworkers, please [email protected] for moreinformation.

Page 32 of 36

What jobs are needed to carry on day-to-day activities?Who are your key partners, suppliers, and contractors?What materials/resources does your business need tofunction?How will your business adjust if resources are constrained?Can you cross-train employees to mitigate operationalimpacts?Look at your products and services through the lens of yourconsumer. How can your company help your consumer at thistime?

Assess your Essential Functions

Be sure to check with your local philanthropicorganizations, such as Rotary and Lions Clubs,to see what types of assistance they might be

providing.

BUSINESS STRATEGIES FOR ENSURING ASAFE ENVIRONMENT

Page 33 of 36

Post key communication on your business website.If you are able to adjust practices and keep your doors openduring this time, ensure that your adapted practices areposted on your website and on signage at your door and inwindows. Promote a campaign that encourages the purchasing of giftcards to help keep your business operating.If possible and appropriate, consider adjusting to onlinesales/order or pickup/take-out orders. Provide communication to any stakeholders and regularcustomers about your plans to adapt to the current situation.Provide information on the Washington Employment SecurityDepartment (ESD) options with your employees if there is adisruption in employment. Learn more at: https://esd.wa.gov/newsroom/covid-19 Reach out to landlords, suppliers, utilities, lenders and othersimilar people/organizations early and often regarding anychallenges you may be facing or anticipating.

Keep records and documentation that could be required forinsurance claims or potential relief programs in the future.Track the duration, nature, and financial impact of thepandemic on your business (e.g. customer traffic, supplierdisruption, employee leave, revenue numbers).

Document Economic Impacts to your Business

Communicate with your Audiences/Clients

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Place posters that communicate best practices for hygieneand insist on frequent handwashing.Provide soap, water, and alcohol-based hand rubs in multiplelocations.Supply tissues and no-touch waste bins.Routinely clean commonly touched surfaces.Continue to practice recommended King County Public Healthand safety protocols.

Apply Infection Control Measures

Call your insurance provider to learn in you have BusinessInterruption Insurance.If you do have it, follow policies carefully for documentingeconomic impacts on your business (e.g. customer traffic,supplier disruption, employee leave, revenue numbers).

Check your Business Insurance Coverage

Tax DeferralIncome tax filing and payment deadlines for individual returnsare being extended until July 15, 2020 for up to $1million of the2019 tax due. The IRS reminds individual taxpayers that everyone is eligible torequest a six-month extension to file their return. This paymentrelief applies to all individual returns, including self-employedindividuals, and all entities other than C-Corporations, such astrusts or estates. IRS will automatically provide this relief totaxpayers.

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The Center for Disease Control (CDC) has issued newrecommendations to mitigate COVID-19 transmission specific toKing, Pierce and Snohomish Counties. These guidelinesinstruct all workplaces to implement daily health checks foremployees that include screening for fever and respiratorysymptoms. Any employee experiencing a fever or respiratorysymptoms should not report to work and notify their supervisor. For more information on King County’s response toCOVID-19,visit: www.kingcounty.gov/covid. For more information related to WA State’ssupport for businesses & workers, visit:www.coronnavirus.wa.gov/business-workers

Separate Sick Employees

Page 36 of 36

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