Building Back Better

In the two decades that preceded the Covid-19 pandemic, downtown Seattle outperformed nearly every major urban center in the country in job and residential growth and overall investment. To find a comparable period of transformation, you must go back to the early 1900s when Seattle benefited as the provisioning city for those heading north to Alaska to seek fortune in the Gold Rush. 

Downtown Seattle’s dramatic rise between 2000 and 2020 wasn’t driven simply by good luck or by the desire to get somewhere else. Seattle’s remarkable success was the result of actions and attention by the public and private sector to carefully shape downtown into a dynamic, walkable urban center where top talent, families, travelers, companies and meeting planners want to be. 

The public and private sectors made big moves to remake a largely abandoned industrial area into what we know today as South Lake Union, to allow for dense residential development in the heart of downtown through zoning changes, to concentrate arts, cultural, sports, convention and meeting facilities near the core, and to make it all easy to access by making historic investments in transit. 

To renew, reimagine and reinvigorate downtown Seattle on the heels of the global pandemic, it will take a similar level of focus, partnership and intention. First, though, we must acknowledge what is at stake. Prior to the pandemic, downtown Seattle accounted for more than half of all business taxes collected in the city of Seattle, half the jobs and more than 80% of the total commercial space. 

Downtown’s landscape, skyline, companies, history and arts and culture have shaped the Puget Sound region’s global brand. As a community, we’ve made a big bet on downtown’s economic future by adopting numerous tax levies during the past 15 years that rely on a thriving downtown to pay for investments in transit, low-income housing, and universal preschool among other public goods and services. 

Much is at stake as we look to emerge from the grip of the pandemic, and we’re not the only ones on the playing field. Downtowns across North America felt the brunt of the lockdowns, restrictions as well as the interruption and disruption of daily life over the past two years. Each is competing to restore and attract business once again. 

Customers today — whether someone planning a convention, a new business or a family vacation — have more choices and information at their fingertips than ever before. And the pandemic’s impact on our economy and society has given consumers and workers greater permission and flexibility to experience life and work on their terms. 

To compete post-pandemic, we must recognize that the bar and customer expectations for urban, civic life — whether for work or play — have been elevated. The experience of getting to and being in a downtown environment must be easy, safe, unique, delightful and memorable (for all the right reasons). 

Employers, employees, visitors and residents must see and feel a visible difference if we expect them to reacquaint themselves with Seattle’s urban core and for downtown Seattle to succeed and thrive once again. They must see more people in need getting the help they deserve and more people causing harm being held accountable. 

That difference won’t be achieved by simply returning to prepandemic strategies for addressing safety and homelessness in Seattle. Homelessness and safety were challenges the pandemic exacerbated but did not create, and our previous approaches were insufficient and ineffective. We need bold, new and sustained strategies to ensure downtown Seattle is safe and welcoming to all. 

First and foremost, as a city we must distinguish between those on our streets who are hurting and in need from those on our streets who are out to hurt other people (and property). The interventions and accountability measures must be different, and too often we’ve excused repeated crime, dismissed impacts on victims and failed to intervene as a city because we refuse to distinguish between someone who needs help from someone involved in an enterprise of crime. This failed approach serves no one, perpetuates harm and it must end. 

The dynamic downtown Seattle of the past two decades is achievable, and we have an opportunity to renew in ways that ensure our center city is more equitable, vibrant and stronger than ever. The fundamental assets are here, but we need to take advantage of this opportunity to reimagine downtown together and commit to a new and more effective approach to addressing safety and homelessness. 

Fortunately, we have elected leaders in place who have pledged partnership, action and results on these issues. They deserve our support and engagement on this critical mission. 

Jon Scholes is president and chief executive officer of the Downtown Seattle Association.