HomeMy WebLinkAboutRes 1784 - DOCUMENT: Exhibit A - 2012 Strategic Plan (Amended by Ord 1941)
Following is
Exhibit A to Resolution 1784
“Exhibit A: 2012 City of Tukwila Strategic Plan”
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FNQMPZNFOU!DFOUFS
Tukwila Covered Employment by Sector, 2000-2010
Jo!3121-!Uvlxjmb!cvtjoftt!ibe!ofbsmz!54-241!
50,000
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45,000
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Education
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40,000
Government
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35,000
(Wholesale Trade,
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WTU
Transportation &
30,000
Utilities)
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Services
25,000
ebz/!
20,000
Retail
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15,000
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Manufacturing
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10,000
(Finance,
FIRE
Insurance &
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Real Estate)
5,000
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Construction &
Resources
0
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317.544.2911
xxx/uvlxjmbxb/hpw
uvlxjmbAuvlxjmbxb/hpw
Appendix A
December 2012
Community Open House,
n
Test & Develop Final Plan
a
l
11/28/12
11/28/12
P
Mtg 7
Mtg 7
c
i
Partners & Online Feedback
g
11/8/12
e
t
11/1/12
a
Mtg 6
r
t
S
a
10/17/12
l
i
Mtg 6
10/15 & 29
Exec Team
w
Forum, 9/20/12
k
9/26/12
Mtg 5
u
T
Stakeholder Interviews
9/12/12
f
Mtg 5
o
y
t
8/29/12
i
Mtg 4
C
8/15/12
Mtg 4
Community Partners & Online Survey
7/30/12
7/25/12
Mtg 3
Topics
8/8/12
7/11/12
Mtg 3
July
6/27/12
6/13/12
Mtg 2
Demographic, Market
& Fiscal Analysis
June
5/30/12
Mtg 1
5/16/125/16/12
Mtg 1
5/7/12
May
COMMITTEE &
COMMUNITY
BROAD STAFF
ENGAGEMENT
COMMITTEE
ANALYSIS &
STEERING
PRODUCTS
OUTREACH
MEETINGS
COUNCIL
SESSIONS
MAJOR
WORK WORK
STAFF
CITY
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!!!!!Dsfbuf!Uifjs!Cftu!Gvuvsft
City of Tukwila Strategic Plan Demographic and Economic Profile
Appendix B June 2012
CONTENTS
About this Document ................................................................................................................................... 2
Demographic Overview ........................................................................................................................ 2
Population ....................................................................................................................................... 3
Age .................................................................................................................................................. 5
Community Composition .................................................................................................................. 7
Race and Ethnicity ........................................................................................................................... 8
Foreign-born Population ............................................................................................................. 11
Foreign-born Students in Tukwila Schools ......................................................................................... 12
Languages Spoken at Home ................................................................................................................ 13
Language Spoken in Tukwila Schools .................................................................................................. 14
Income, Poverty, and Human Service Demands .............................................................................. 15
Education ...................................................................................................................................... 18
Public Health Indicators ................................................................................................................. 21
Housing ......................................................................................................................................... 22
Renter-Occupied Housing Units and Housing Tenure ........................................................................ 22
Housing Affordability .......................................................................................................................... 24
Economic Overview ........................................................................................................................... 26
Land Value ..................................................................................................................................... 27
Employment .................................................................................................................................. 28
Retail Sector .................................................................................................................................. 32
Office and Industrial Sectors ........................................................................................................... 35
1
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
DEMOGRAPHICOVERVIEW
This section presents Tukwila’s key demographic indicators in context with a set of neighboring cities:
Burien, Kent, Renton, and SeaTac. Where possible, figures for King County are included as an additional
regional reference point.
SUMMARY OF KEY FINDINGS
In general, South King County cities share some common characteristics in comparison to the rest of the
County, including lower incomes, less educational attainment, and a higher percentage of minorities and
foreign-born residents. Within South King County, Tukwila conforms to or leads this typology.
Overall, Tukwila has a substantially lower population than the primary residential centers of South King
County. Over the last ten years the City has seen an average annual residential growth rate that is much
lower than larger South King cities of Burien, Renton, and Kent (although it is on par with the County
overall). Tukwila skews somewhat younger than the County overall and most other South King cities as
well, with more children per household. Tukwila has a much higher percentage of minorities, foreign-
born residents, and non-English speakers than the County overall and, to a lesser extent, the other
South King cities we examined.
Tukwila has a much lower median household income and a much lower average educational attainment
than the County overall and, to a lesser extent, the other King County cities other than SeaTac, which is
similar to Tukwila with regard to education.
Changes in demographic characteristics in recent years show that a portion of Tukwila’s population has
turned over in recent years. This is indicative of Tukwila’s role in the region as being – along with other
nearby communities – a home, temporarily or otherwise, for refugees, immigrants, and other
populations.
These demographic characteristics of the community both shape and are shaped by Tukwila’s housing
base, which is described at the end of this section. The City has a higher percentage of renters than the
County overall and the other cities, although this percentage decreased between 1990 and 2010. The
community experiences a significantly higher rate of turnover in its population. Compared to South King
County overall, Tukwila housing is relatively affordable, particularly for purchasing a home.
2
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
POPULATION
Residential Population
Compared to the other South King cities, Tukwila has a low residential population. It is growing at a
rate similar to the County overall, but significantly slower than the neighboring cities of Burien, Kent,
and Renton.
Exhibit 1
Total Population(including annexations) of Selected South King Cities, 1990 - 2011
Source: Washington State Office of Financial Management, 2012; BERK, 2012
Note: Burien and SeaTac were incorporated as cities in the mid-1990s, so data for 1990 is not unavailable.
Exhibit 2
AverageAnnual Growth Rate of Selected South King Cities (with annexations removed), 2000-2011
Source: Washington State Office of Financial Management, 2012; BERK, 2012
3
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
With just under 20,000 residents in 2011, Tukwila has a relatively small population compared to the
other South King cities.
Tukwila’s average annual growth rate of 0.9% (with annexations removed) between 2000 and 2011
is slightly higher than the County average of 0.8%, but much lower than the South King cities of
Burien (3.7%), Kent (3.6%), and Renton (3.1%).
Similarly, while Tukwila’s total population increased by 60% between 1990 and 2011, Kent’s
increased by over 210% and Renton’s increased by over 120%. These figures include
annexations, although in all cases the annexations do not account for the majority of the
growth.
Daytime Population
In addition to its residential population, captured by the figures and charts above, Tukwila is a regional
destination for employees (see the Employment section beginning on page 28), shoppers, students, and
other visitors. The City’s estimates place Tukwila’s daytime population between 150,000 and 170,000,
including approximately 16 million shoppers a year to the Westfield Southcenter Mall alone. This
population is 7 to 8 times the size of the City’s residential population and has a tremendous impact on
the City’s economy and on demand for services, particularly police, fire, and emergency medical
services.
Annexations
The City of Tukwila has annexed approximately 50 separate areas since 1948. A separate map
showing the history of these additions to the City will be provided.
The most recent annexations include Cascade View (1990), Oxbow (1993), and Tukwila South (2010).
In addition, the City is currently in the process of two annexations that are likely to occur in the near
future. Once these areas have been annexed, the City is not likely to see future annexations.
The first potential annexation area is located on the northwest end of the City. This area
includes approximately 135 acres, most of which is industrial/commercial land. The area has
about 40 residents. Most of the area is already developed, except for about 30 acres of
commercial/industrial property.
The second potential annexation area is much smaller, with about 15 homes. It is currently
entirely surrounded by the City.
Traffic Counts
The figures below show WSDOT’s 2011 Average Daily Traffic counts for several major intersections in
Tukwila:
th
Tukwila International Boulevard and 170 Street (near SeaTac Airport): 24,000 vehicles
Tukwila International Boulevard just South of 518 bridge: 30,000 vehicles
I-5 South of SR-518 Ramp (near Southcenter Mall): 202,000 vehicles
4
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
AGE
Tukwila is a relatively young city. Overall, Tukwila’s population skews somewhat younger; by
percentage, there are more younger people and fewer older people than the County overall and most of
the other King County cities we examined. In addition, the City has a relatively high average household
size compared to the County overall, indicating that Tukwila families tend to have more children.
Tukwila’s median age is slightly below the County’s, and in the middle of the examined South King Cities.
Tukwila is younger now than it was in 1990.
Exhibit 3
Percentageof Total Population by Age Categories in Selected South King Cities, 2010
100%
8%
9%
10%
10%
11%
13%
90%
80%
70%
65 and older
60%
65%
68%
67%
67%
68%
65%
18-64
50%
40%
0-17
30%
20%
26%
24%
23%23%
22%
21%
10%
0%
Burien Renton SeaTacKent Tukwila King County
Median
38.1 35.034.332.033.6 37.0
Age:
Source: US Census, 2010; BERK, 2012
Tukwila has a lower percentage of residents 65 years and older than the other South King cities, and
is nearly 3% lower than the County average.
Tukwila has a higher percentage of residents who are under 18 than all cities except Kent, and is
nearly 3% higher than the County average.
At 33.6, Tukwila’s median age is nearly 3.5 years younger than the County overall, and the second
youngest of the South King cities.
5
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 4
Tukwila and King CountyAge Distribution, 1990 -2010
TUKWILAKING COUNTY
100%
8%
8%
9%
11%
11%
11%
90%
80%
70%
65 and older
60%
68%68%
67%
66%
72%68%
18 - 64
50%
40%
0 - 17
30%
20%
24%24%
23%23%
21%
10%
19%
0%
199020002010199020002010
Source: US Census, 1990, 2000, 2010; BERK 2012
The number of residents under 18 years old in Tukwila increased from 19.0% to 24.2%, while the
overall County percentage decreased from 22.6% to 21.4% during that time. In Tukwila, the increase
occurred almost entirely between 1990 and 2000.
The percentage of residents who are 65 and older in Tukwila decreased slightly, from 8.7% to 8.0%,
between 1990 and 2010, while the overall County percentage decreased from 11.1% to 10.9%.
Exhibit 5
Average Household Size in Selected South King Cities, 2006-2010
2.65
2.62
2.61
2.60
2.55
2.53
2.50
2.44
2.45
2.40
2.36
2.35
2.35
2.30
2.25
2.20
BurienRentonSeaTacTukwilaKentKing County
Source: American Community Survey, 2006-2010
Tukwila has an average household size of 2.61, significantly higher than the County average of 2.36
and higher than all of the other South King cities besides Kent (which is 2.62). This is in line with the
higher presence of children ages 0-17 as show in Exhibit 3, above.
6
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
COMMUNITY COMPOSITION
This section describes Tukwila’s community composition from four perspectives: Race & Ethnicity,
Foreign-born Population, Recent Immigrant & Refugee Resettlement Trends, and Languages Spoken at
Home. These attributes are related and there is significant overlap between them, but each is distinct
and describes something different. The brief glossary below is included to clarify what these variables
describe:
Race & Ethnicity: In the US Census, respondents select the race or races with which they identify
most closely. They also indicate whether or not they are of Hispanic or Latino ethnicity, which is a
different variable than race.
Foreign-born Population: The foreign-born population variable (based on American Community
Survey data) describes what percentage of residents were born outside of the United States, as well
as where those residents were born. When reviewing this data, it is important to recognize that
there are people who share characteristics with foreign-born residents (such as race/ethnicity or
language spoken), but who were not actually born outside of the United States.
Recent Immigrant & Refugee Resettlement Trends: To be added in a subsequent version.
Language Spoken at Home: In the American Community survey, respondents describe the primary
language they speak at home. When evaluating this data, it is important to consider that some
residents who are classified as non-English speakers may actually know how to speak English,
although they do not speak it regularly at home.
Overall, the findings from this section indicate that Tukwila is a minority-majority city (meaning most
residents are non-White), more than one-third of all residents were born outside the United States, and
nearly half of all residents do not speak English as their primary language at home.
7
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
RACE AND ETHNICITY
Tukwila is a minority-majority city, meaning that most of its residents are not White. Tukwila has a
much higher percentage of minorities than the County overall, and a higher percentage of minorities
than all of the South King cities we examined (except with regard to Hispanic population, where it is in
the middle compared to the other cities). Between 1990 and 2010, the Non-White population in Tukwila
increased from 17.2% to 50.1% (excluding those who are “two or more races”), and grew at a much
faster rate than the County overall.
Exhibit 6
Percentage of Total Population by Race Category in selected South King Cities, 2010
100%
White
90%
Two or More Races
80%
44%
46%
55%
56%
70%
64%
American Indian or Alaska
69%
Native
60%
Some Other Race
6%
6%
50%
1%
2%
9%
6%
7%
12%
40%
1%
Native Hawaiian or Other
3%
1%
6%
Pacific Islander
6%
4%
9%
1%
5%
30%
2%
18%
2%
1%
11%
Black or African American
4%
12%
17%
11%
20%
1%
2%
6%
6%
21%
10%
Asian
19%
15%
15%15%
10%
0%
TukwilaSeaTacRentonKentBurienKing County
Source: US Census, 2010; BERK 2012
Tukwila’s white residents make up only 43.9% of the City’s total population, 25 % lower than the
overall County percentage of 68.7%. Tukwila also has a lower percentage of white residents than the
other South King cities.
The most prominent minority groups in Tukwila are Asians (19%) and Black or African Americans
(17.9%).
Tukwila has a much higher percentage of Black or African Americans than the County average (6.2%)
and a higher percentage than the other South King cities. Tukwila has a somewhat higher
percentage of Asians (19%) than the County average (14.6%), and a higher percentage than the
other South King cities except Renton.
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City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 7
Tukwila and King County White/Non-White Population Distribution, 1990-2010
TUKWILAKING COUNTY
100%
4%
5%
6%
7%
Two or More Races
90%
80%
44%
70%
59%
69%
60%
83%
76%
85%
White
50%
40%
30%
50%
Non-White
20%
35%
26%
10%
20%
17%
15%
0%
199020002010199020002010
Source: US Census, 2010; BERK 2012
Note: Since the category “Two or More Races” was not measured in 1990 (all respondents were assigned to only one race), it is not possible
to make a direct comparison between 1990 and 2000 & 2010 data, although 1990 data can be used as a proxy.
The Tukwila non-white population grew dramatically between 1990 and 2010, from 17.2% to 50.1%
(excluding those now classified as “two or more races”), while the County overall only grew from
15.2% to 26.3%. The percentage of non-white residents in Tukwila is now much higher than the
County overall.
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City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 8
Hispanic or Latino Population in selected South King Cities, 2010
Source: US Census, 2010; BERK, 2012
Exhibit 9
Tukwila and King CountyHispanic or Latino Population, 1990-2010
Source: US Census, 2010; BERK, 2012
The Hispanic or Latino population in Tukwila (17.5%) is substantially higher than the County overall
(8.9%). It is in the middle compared to the other South King cities.
Tukwila’s Hispanic or Latino population increased substantially between 1990 and 2010, from 3.7%
to 17.5%, with the majority of that increase occurring between 1990 and 2000. The County’s overall
Hispanic or Latino population increased at a slower rate during that time period, from 2.9% to 8.9%.
10
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
FOREIGN-BORN POPULATION
Tukwila has an exceptionally high foreign-born population. With over a third of its residents born
outside of the United States, Tukwila has a much higher foreign-born population percentage than the
County overall, and a higher percentage than all of the other South King cities we examined. Between
1990 and 2010, Tukwila’s foreign-born population increased from 7% to 36.2%, and grew at a much
faster rate than the County overall. Asia is the dominant region of origin, followed by the Americas and
Europe.
Exhibit 10
Foreign-Born Population by Place of Birth in selectedSouth King Cities, 2006-2010
40%
36% oftotal is foreign-born
2%
35%
31%
5%
1%
30%
28%
26%
6%
2%
8%
25%
3%
22%
3%
20%
4%
3%
2%
7%
20%Oceania
1%
2%
8%
3%
Africa
8%
15%
12%
5%
11%
Europe
10%
16%
14%
Americas
11%
5%
11%
8%
7%
Asia
0%
TukwilaSeaTacRentonKentBurienKing County
Source: American Community Survey, 2006-2010; BERK, 2012
Note: Numbers are based on 1-, 3-, or 5-year ACS averages, depending on the jurisdiction.
Note: Oceania includes Australia, New Zealand, Fiji, Marshall Islands, Papua New Guinea, and Solomon Islands.
Note: The Americas include any country in North, Central, or South America, excluding the United States
36.2% of Tukwila residents are foreign-born, compared to 20.3% for the County overall. Tukwila has
a higher percentage of foreign-born residents than all of the other cities.
By local and national standards, Tukwila has a very high percentage of foreign-born residents. It has
a similar percentage of foreign-born residents as New York City and San Francisco.
11
City of Tukwila Strategic Plan Demographic and Economic Profile
Appendix B June 2012
Exhibit 11
Tukwila and King County Foreign-Born Population, 1990-2010
Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK, 2012
Note: The 2010 number is based on 1-, 3-, or 5-year ACS averages, depending on the jurisdiction.
-born population increased dramatically between 1990 and 2010, from 7.0% to
36.2%, while the Countyoverall foreign-born population increased at a more moderate rate, from
9.3% to 20.3%.
-born population was lower than the County
average, while in 2010 it was nearly double.
The majority of the increase in the percentage of foreign-born residents in Tukwila occurred
between 1990 and 2000.
Foreign-born Students in Tukwila Schools
The following list provides estimates from the Tukwila School District of the top 10 countries of origin for
immigrant students. They estimate there are a total of 626 foreign-born students in the school district:
1. Myanmar (102) 6. Thailand (36)
2. Nepal (96) 7. Kenya (34)
3. Mexico (57) 8. Philippines (24)
4. Somalia (54) 9. Vietnam (23)
5. Russian Federation (49) 10. Bhutan (21)
12
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Languages Spoken at Home
Tukwila has a high number of Non-English speakers. Nearly half of Tukwila’s population does not speak
English as their primary language at home. The City has a much higher percentage of people who do not
speak English as their primary language at home than the County overall, and a higher percentage than
the other South King cities we examined. Between 1990 and 2010, that segment of the population
increased from 10% to 48%, and grew at a much faster rate than the County overall. Aside from English,
the most common languages spoken in Tukwila are Spanish, Asian languages, and African languages.
Exhibit 12
Primary Language Spoken at Home in Selected South King Cities, 2006-2010
100%
2%
2%
3%
3%
7%
10%
Other Languages
6%
11%
10%
90%
17%
5%
8%
19%
6%
11%
80%
7%
15%
6%
7%
Asian or Pacific Island
70%
13%
9%
12%
Language
21%
60%
13%
Other Indo-European
50%
Languages
40%
75%
71%
Spanish or Spanish Creole
64%
63%
30%
54%
52%
20%
English
10%
0%
TukwilaSeaTacRentonKentBurienKing County
Source: American Community Survey, 2006-2010; BERK, 2012
Note: Numbers are based on 1-, 3-, or 5-year ACS averages, depending on the jurisdiction.
Note: Asian and Pacific Island languages include Vietnamese, Chinese, Japanese, Korean, Cambodian, Miao/Hmong, Thai, Laotian, and Tagalog
Note: Indo-European languages include French, Italian, Portuguese, German, Yiddish, other West Germanic languages, Scandinavian languages,
Greek, Russian, Polish, Serbo-Croatian, other Slavic languages, Armenian, Persian, Gujarathi, Hindi, and Urdu.
Note: ‘Other Languages” likely includes a number of African Languages for Tukwila.
This Data is from 2006 to 2010. Although it is the most current data available, it is somewhat dated
and does not show Tukwila’s most recent immigrant and refugee resettlements, which have been
predominantly East African, Burmese, and Nepalese.
Tukwila has a much lower percentage of residents who speak English as their primary language at
home (52%) than the County overall (74.5%), and has a lower percentage than the other South King
cities.
Aside from English, Asian or Pacific Island languages are the most commonly spoken at home by
Tukwila residents.
13
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Tukwila also has a relatively high number of residents who speak other Indo-European
languages, but is in the middle amongst the King County cities for Spanish and Spanish Creole
(although still much higher than the County average).
Exhibit 13
Tukwila and King CountyResidents Speaking a Language Other than English at Home, 1990-2010
Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK, 2012
Note: The 2010 number is based on 1-, 3-, or 5-year ACS averages, depending on the jurisdiction.
The percentage of Tukwila residents speaking a language other than English at home increased
dramatically between 1990 and 2010, from 10.1% to 48.0%. The overall percentage for the County
increased at a more moderate rate during that time, from 11.0% to 25.5%.
Language Spoken in Tukwila Schools
There are over 70 languages spoken by students in the Tukwila School District. The top fifteen include:
1. English 6. Bosnian 11. Karen
2. Spanish
7. Cambodian 12. Russian
3. Vietnamese 8. Turkish 13. Samoan
4. Somali 9. Tagalog 14. Amharic
5. Nepali 10. Burmese 15. Chin
37% of students in the Tukwila School District qualify for English Language Learning (ELL) services.
14
City of Tukwila Strategic Plan Demographic and Economic Profile
Appendix B June 2012
INCOME, POVERTY, AND HUMAN SERVICE DEMANDS
Income
Tukwila residents earn a relatively lower income. Tukwila has a much lower median household income
than the County overall, and a lower median household income than nearby South King cities. The
median household income in Tukwila has dropped over the last two decades. The City has a relatively
high percentage of residents who earn under $25K and a relatively low percentage earning over $100K.
Exhibit 14
Median Household Income in
Selected South King Cities, 2006-2010
Source: American Community Survey, 2006-2010
Exhibit 15
Median Household Income (2010 inflation-adjusted dollars), 1990-2010
Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK 2012
Note: The 2010 number is based on 1-, 3-, or 5-year ACS averages, depending on the jurisdiction.
County average ($66,174),
and is lower than the other King County cities.
15
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Tukwila’s inflation-adjusted median household income actually increased between 1990 and 2000,
but saw a sharp drop between 2000 and 2010.
Exhibit 16
Income Distribution in Selected South King Cities (in 2010 Inflation-Adjusted Dollars),
2006-2010 5-Year Average
100%
12%
16%
19%
90%20%
25%
31%
10%
80%
13%
11%
13%
70%
19%
Over 100K
17%
18%
13%
60%
21%
20%
75K to 100K
50%
20%
18%
33%
40%
27%
50K to 75K
25%
27%
30%
20%
24%
25K to 50K
20%
26%
25%
23%
22%Under 25K
10%
18%
15%
0%
RentonBurienKentSeaTacTukwilaKing County
Source: American Community Survey, 2006-2010; BERK, 2012
At 12%, Tukwila has the lowest percentage of households earning over $100K compared to the
other South King cities, and is far lower than the County’s overall percentage of 31%.
Tukwila has the highest percentage of household earning under $50K, and the second highest
percentage of residents earning under $25K (after SeaTac). On both measures, Tukwila’s
percentages are far higher than the County average.
Poverty Levels
According to the 2005-09 American Community Survey, 23.1% of families and 24% of individuals in
Tukwila are below the poverty line. This represents an almost 300% increase from the year 2000.
About a third of Tukwila residents used Basic Food Program Services (also known as the Food Stamp
Program) (2009-10 figures).
58% of people who use those services are children (ages 0 -17).
About 9.5% receive Temporary Assistance for Needy Families (TANF), a welfare assistance program
that provides cash assistance to needy families with dependent children, and to pregnant women.
16
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Human Service Demands
Tukwila’s Office of Human Services provides information and referral services to residents and the
community at-large, fielding more than 2,100 calls in 2011. The chart below shows annual requests
received for assistance with housing and utility payments:
Exhibit 17
Annual Calls for Housing and Utility Assista
800
700
600
500
400
Housing
300
(annual)
200
Utilities (annual)
100
0
Source: Tukwila Office of Human Services, 2012; BERK, 2012
Annual calls for housing and utility assistance steadily increased between 1997 and 2010, and then
saw a dramatic spike in 2011.
Between 2010 and 2011, annual calls for housing assistance increased by over 60%, while annual
calls for utilities assistance increased by over 200%.
In addition to housing and utility assistance, the Human Services Department contracts to non-profit
organizations to deliver human services to Tukwila residents. Services are spread broadly to children,
families, single adults, immigrants, refugees, and seniors, and include:
Urgent and basic needs for food, shelter, medical and dental care, domestic violence and sexual
assault services, homeless prevention and infant clothing;
Senior meals and transportation assistance;
Youth counseling, school based drug and alcohol services, and family support services;
Adult literacy and ESL classes;
Information and referral services.
17
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
EDUCATION
Tukwila residents have relatively low educational attainment. Nearly half of Tukwila’s 25 and older
population has, at most, a high school degree or equivalency as their highest educational attainment.
Tukwila’s 25 and older population has substantially lower educational attainment than the County as a
whole, and somewhat lower educational attainment than the other South King cities we examined
(except for SeaTac). In 2010, Tukwila’s 25 and older population had lower educational attainment than it
did in 1990, while the County overall had a substantially higher educational attainment. Between 1990
and 2000, the City has seen an increasing disparity between its least and most educated residents.
In addition, 3 out of 4 students in Tukwila School District receive free or reduced lunches, an
exceptionally high number compared to the State and the other school districts. Over one-third of
students in Tukwila School District are transitional billingual, also an exceptionally high percentage
compared to the State and other school districts. Tukwila School District has a relatively high extended
graduation rate, but also a relatively high drop-out rate.
Exhibit 18
Highest Educational Attainment for Population 25 and Older in Selected South King Cities, 2006-2010
100%
5%
5%
Graduate Degree
6%
7%
9%
17%
90%
11%
13%
18%
18%
21%
7%
80%
Bachelor's Degree
8%
8%
8%
70%
29%
22%
9%
25%
60%
Associate's Degree
25%
26%
8%
50%
24%
Some College
40%
35%
21%
27%
30%
26%
26%
26%
HS Degree or Equivalency
20%
18%
21%
21%
10%
17%
14%
12%
No HS Degree
8%
0%
RentonBurienKentTukwilaSeaTacKing County
Source: American Community Survey, 2006-2010; BERK, 2012
Only 13.2% of Tukwila residents have a Bachelor’s Degree and 4.7% have a Graduate Degree, which
is far lower than the County averages of 28.7% and 16.6%, respectively. Tukwila is also the second
lowest in these measure compared to the other South King cities.
Among the other South King cities, Tukwila has the second highest percentage of residents (48.3%)
who have at most obtained only a high school degree. Only SeaTac has less educated residents
overall.
18
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 19
Tukwila and King CountyHighest Educational Attainment, 1990-2010
120.0%
TUKWILA
KING COUNTY
100.0%
3.7%
4.2%
5.1%
10.0%
13.3%
16.6%
13.3%
15.5%
13.2%
80.0%
22.8%
8.1%
7.9%
7.3%
26.6%
Graduate Degree
28.7%
Bachelor's Degree
7.7%
25.5%
25.4%
60.0%
Associate's Degree
26.9%
7.5%
Some College
7.9%
HS Degree or equivalency
24.9%
No HS Degree
23.6%
40.0%
21.2%
26.9%
30.3%
31.3%
22.8%
20.0%
19.2%
17.6%
21.4%
18.5%
15.2%
11.8%
9.7%
8.0%
0.0%
199020002010199020002010
Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK 2012
Note: The 2010 number is based on 1-, 3-, or 5-year ACS averages, depending on the jurisdiction.
The discrepancy between Tukwila and the County’s overall education level has increased
substantially between 1990 and 2010.
Between 1990 and 2010, Tukwila has seen an increasing disparity between its most and least
educated residents.
Between 1990 and 2010, the percentage of Tukwila residents with Bachelor’s Degrees decreased
from 15.5% to 13.2%, while the overall County percentage increased from 22.8.
The percentage of Tukwila residents who have a graduate degree increased slightly, from 3.7% to
5.1%, but at a substantially slower pace than the County overall.
Between 1990 and 2010, the percentage of Tukwila residents with no high school degree increased
from 15.2% to 21.4%, while the overall County percentage decreased during that time.
19
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 20
OSPI Statistics for South King and Seattle School Districts, 2009-2011
School Districts
TukwilaHighlineKentRentonSeattle WA State
2,833 17,824 27,132 14, 371 47,808 1,035,535
May 2011 Student Count
76.3%66.9%49.7%54.2%43.3%43.7%
Free or Reduced-Price Meals (May 2011)
36.8%21.1%16.5%14.6%12.2%8.7%
Transitional Bilingual (May 2011)
7.0%6.1%4.4%4.7%4.5%4.6%
Annual Dropout Rate (2009-10)
77.9%62.4%70.5%74.8%77.6%77.2%
Actual Adjusted 5-year Cohort Extended Graduation Rate (Class of 20
61.0%61.3%67.1%71.9%78.6%73.1%
3rd Grade Reading Measurements of Student Progress Results
48.2%45.8%57.2%58.2%64.6%59.3%
4th Grade Math Measurements of Student Progress Results
52.7%35.5%44.3%51.0%63.7%55.7%
5th Grade Science Measurements of Student Progress Results
Source: Office of Superintendent of Public Instruction, 2011
At 76.3%, Tukwila School District has an exceptionally high percentage of students who receive free
or reduced price meals. In Washington State, the total is 43.7%, while the other school districts
range from 43% to 67%
At 36.8%, Tukwila also has a much higher percentage of students who are transitional bilingual than
the State (8.7%) and nearby school districts (12% - 37%).
In 2009, Tukwila had a higher extended graduation rate than the State and nearby school districts,
but during 2009-2010 it also had a higher actual dropout rate (7.0%) than the State (4.6%) and
nearby districts (4.5% - 6.1%).
20
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
PUBLIC HEALTHINDICATORS
Nearly one in four adults in Tukwila/SeaTac between ages 18 and 64 have no health insurance, nearly
one in six have unmet medical needs, and nearly one in six have self-reported general health that is poor
or fair. In addition, 65% of adults in Tukwila/SeaTac are overweight or obese. All of these percentages
are significantly higher than the County overall. However, Tukwila/SeaTac does have a lower percentage
of residents (nearly one in fourteen) with frequent mental distress than the County overall.
Exhibit 21
Tukwila Public Health Data, 2006-2010 5-Year Average
Tukwila/SeaTacSoutheast King CountyKing County
Adults 18-64 with no health insurance (2006-10 5-year average)24.0%13.0%13.0%
Adults with unmet medical needs (2006-10 5-year average)16.0%9.0%10.0%
Self-reported general health is poor or fair (2006-10 5-year average)15.0%13.0%10.0%
Percent overweight and obese (adults) (2006-10 5-year average)65.0%66.0%56.0%
Percent with frequent mental distress (2006-10 5-year average)7.0%10.0%8.0%
Source: Seattle and King County Public Health, 2012
Note: KC Public Health combines data for Tukwila and SeaTac
At 24%, Tukwila/SeaTac has a much higher percentage of adults 18-64 with no health insurance than
the County overall and Southeast King County (both 13%).
In addition, 16% of adults in Tukwila/SeaTac have unmet medical needs and 15% have a self-
reported health condition of poor or fair.
This is significantly higher than the County overall, which has 10% for both categories.
65% of adults in Tukwila/SeaTac are overweight or obese, significantly higher than the overall
number for the County (56%), but similar to the rest of Southeast King County.
Only 7% of adults in Tukwila/SeaTac have frequent mental distress, slightly lower than both King
County overall and Southeast King County
21
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
HOUSING
Exhibit 22
Tukwila and King County Percentage Renter-Occupied Housing Units, 1990-2010
Source: US Census, 1990, 2000, 2010; BERK, 2012
At 56.6%, Tukwila has a higher percentage of renter-occupied household than the other South King
cities, and is also higher than the County average (47.3%).
Between 1990 and 2010, the percentage or renter-occupied households in Tukwila decreased from
60.7% to 56.6%, while the County overall increased from 41.2% to 47.3%.
Renter-Occupied Housing Units and Housing Tenure
Tukwila has a relatively high number of renter-occupied households, as well as a relatively high
number of residents who moved during the previous year. At 56.6%, Tukwila has a higher percentage
of renter-occupied households than the County overall and the other South King cities we examined.
Between 1990 and 2010, the percentage of renter-occupied households in Tukwila decreased by 4 %,
while the County overall increased by 6 %. The percentage of residents who moved in the previous year
is significantly higher in Tukwila than the County overall.
22
City of Tukwila Strategic Plan Demographic and Economic Profile
Appendix B June 2012
Exhibit 23
Tenure of Occupied Housing Units in selected South King Cities, 2010
Source: US Census, 2010; BERK, 2012
Exhibit 24
Percentage of Residents Who Moved in the Previous Year in Selected South King Cities, 2006-2010
25.0%
23.4%
23.2%
21.0%
19.1%
18.7%
20.0%
18.5%
15.0%
10.0%
5.0%
0.0%
KentTukwilaRentonBurienSeaTacKing County
Source: American Community Survey, 2006-2010
23.2% of Tukwila residents moved to a different house in the previous year, significantly higher than
the overall County percentage of 18.5% and higher than all other South King Cities except for Kent
(which is at 23.4%)
23
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Housing Affordability
Compared to South King County overall, Tukwila housing is relatively affordable, particularly for
purchasing a home. However, renting is far more affordable across income categories than purchasing a
home. Just under half of Tukwila homes are affordable for residents earning at least the median
household income, while less than a quarter of homes are affordable for residents earning less than 80%
of the median household income. Nearly all Tukwila rental units are affordable for residents earning at
least the median household income, while 63.2% of rental units are affordable for residents earning
under 80% of the median household income.
The data shown below is from 2007 and the situation may have changed considerably with the
subsequent economic downturn.
1
Exhibit 25
Home Sales and Affordability by Income Category for Selected South King Cities, 2007
Total% Affordable by Income Category
Jurisdiction#Median CostMedian<80%<50%
Algona34$279,95032.4%5.9%0.0%
Milton7$298,0000.0%0.0%0.0%
Pacific100$309,50018.0%6.0%0.0%
Covington319$324,00016.0%1.3%0.0%
Black Diamond80$337,22511.3%2.5%0.0%
Maple Valley497$360,0002.2%0.4%0.0%
Normandy Park87$565,0008.0%3.4%0.0%
Des Moines499$261,09048.7%14.6%0.6%
Renton1,275$385,00020.9%11.8%0.9%
Kent1,348$319,95031.2%14.7%1.1%
SeaTac414$292,50030.7%9.4%1.7%
Burien402$340,00020.4%10.7%2.5%
Auburn543$275,00040.5%16.4%2.6%
Federal Way1,312$289,97539.8%28.2%3.1%
Tukwila210$269,50048.1%24.8%4.8%
South King County 7,127$319,95029.3%14.5%1.6%
Source: King County Benchmarks, 2008-2009; BERK, 2012
1
How to Read Exhibits 25 & 26. Exhibits 25 & 26 show the percentage of properties in Tukwila and other South King County
cities that are considered affordable for purchase or rent, as determined by household income. A housing unit is deemed
“affordable" if it means that no more than 25% of a homeowner’s income goes to mortgage payments (exclusive of tax and
insurance costs) or that no more than 30% of a renter’s income goes to rent payments.
The “Median” category refers to households that earn at least the median household income, “<80%” refers to residents who
earn less than 80% of the median household income, and “<50%” refers to residents who earn less than 50% of the median
household income.
For example, per exhibit 25, below,: 48.1% of the homes sold in 2007 were “affordable” to households that earned the median
income for the City of Tukwila.
24
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 26
Rental Units and Affordability by Income Category for Selected South King Cities, 2007
Total% Affordable by Income Category
Jurisdiction#Median RentMedian<80%<50%
Pacific1,061$780100.0%79.4%0.0%
Covington537$1,05095.1%0.0%0.0%
Maple Valley844$1,20087.3%0.0%0.0%
Algona180$1,39540.0%0.0%0.0%
Renton17,746$90089.8%33.9%7.6%
Kent18,424$81798.7%55.7%11.1%
Federal Way15,390$84598.4%47.9%13.6%
Tukwila4,582$77699.8%63.2%17.3%
Burien6,102$72798.9%72.7%18.9%
Normandy Park597$78098.1%78.0%21.5%
Des Moines4,627$80098.3%59.8%23.2%
Auburn11,096$75099.2%71.9%25.9%
SeaTac4,828$73399.9%74.5%36.5%
Black Diamond171$660100.0%57.1%57.1%
Milton133NANANANA
South King County 86,318$82596.4%51.1%14.0%
Source: King County Benchmarks, 2008-2009; BERK, 2012
Based on median home prices and household income categories, Tukwila is one of the more
affordable jurisdictions in South King County for potential homeowners. However, much of Tukwila’s
housing is described as aging and in need of significant repair.
Approximately 48 percent of Tukwila homes are affordable for residents earning at least the median
household income (compared to only 30% for South King overall), 24.8% are affordable for residents
earning less than 80% of the median household income (compared to only 14.5% for South King
overall), and 4.8% are affordable for residents earning less than 50% of the median household
income (compared to only 1.6% for South King overall).
Based on median rental costs and household income categories, Tukwila is somewhat more
affordable for potential renters than South King County overall.
Approximately 99.8% percent of Tukwila rental units are affordable for residents earning at least the
median household income (compared to 96.4% for the County overall), 63.2% of rental units are
affordable for residents earning less than 80% of the median household income (compared to only
51.1%% for South King overall), and 17.3% of rental units are affordable for residents earning less
than 50% of the median household income (compared to only 14.0% for South King overall). As with
owner-occupied properties, many rental properties in Tukwila are described as aging and in need of
significant repair.
25
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
ECONOMICOVERVIEW
This section evaluates Tukwila’s overall employment composition, commute patterns, and jobs-housing
balance. Tukwila’s retail, office, and industrial sectors are then examined in more detail.
SUMMARY OF KEY FINDINGS.
Tukwila has a large employment base relative to its population. The largest employment sectors in the
City include the Service, Manufacturing, and Retail sectors. All of these sectors have declined since 2008
with the economic recession.
Tukwila’s location between the Duwamish and Kent Valleys and at the intersection of I-5 and I-405 also
make it a desirable location for industrial and warehouse development. Industrial and warehouse uses
are a large source of jobs for the City. Office uses also have a significant presence in the city, but have
not grown much recently.
Tukwila is a regional retail center, but it faces growing competition from nearby cities and retail centers.
The City is also challenged by a large decrease in retail spending since 2007 with the economic recession
and slow recovery.
26
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
LAND VALUE
Exhibit 27
Land Value per Square Foot2006 and 2011(Source: King County Assessor; BERK, 2012)
2006
2011
Land values in Tukwila area have increased over the last five years. Commercial areas and parcels
along major transportation corridors have the highest land values.
27
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
EMPLOYMENT
Tukwila is a large and diverse employment center for its geographic size and population. The City draws
employees from throughout the region. However, employment has decreased overall and within almost
all sectors since 2008. Employment is now at lower levels than at the start of the decade in 2000.
Exhibit 28
Total Covered Employment in selected South King Cities, 2000-2010
70,000
60,000
50,000
Kent
40,000
Renton
30,000
Tukwila
SeaTac
20,000
Burien
10,000
0
Source: Puget Sound Regional Council, 2012; BERK, 2012
Over the past decade, the total number of jobs in Tukwila has increased with growth and decreased
with recessions taking place in the broader economy. Overall, Tukwila has 3,345 fewer jobs (a 0.7%
decline) in 2010 than it did in 2000.
The number of jobs in Tukwila decreased between 2000 and 2005, but then increased substantially
between 2005 and 2008.However, since the start of the recession in 2008, the number of jobs has
declined by 4,257, a trend also seen in the nearby cites of Kent, Renton, and SeaTac.
28
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 29
Jobs-Housing Balance in selected South King Cities, 2010
6.00
5.40
5.00
4.00
Jobs-Housing
Ratio
3.00
2.36
2.00
1.65
1.38
1.30
1.00
0.75
0.00
TukwilaSeaTacKentRentonBurienKing County
Jobs-Housing Ratio5.402.361.651.380.751.30
Jobs 201043,12624,64160,32253,96010,4381,099,639
Housing Units 2010
7,98910,44836,46939,14614,002845,265
Source: Puget Sound Regional Council, 2012; BERK, 2012
With 43,126 jobs in 2010, Tukwila is in the middle compared to the other South King cities that we
examined. With 7,989 housing units in 2010, Tukwila has the fewest housing units of any of the
cities.
As a result, at 5.40, the jobs-housing ratio in Tukwila is much higher than the County average and
the other South King cities that we examined. The next closest municipality is SeaTac, with a jobs-
housing ratio of 2.36, while the County average is 1.30.
29
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 30
Where People Who Work in Tukwila Live, 2009 Where People Who Live in Tukwila Work, 2009
Source: US Census Local Employment Dynamics, 2009; BERK, 2012
Employees who work in Tukwila live all throughout the central Puget Sound region. South and West
Seattle, Renton, and Kent have the highest concentration of Tukwila employees.
Residents of Tukwila work primarily in Tukwila and surrounding cities or in downtown Seattle and
Bellevue.
30
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 31
Total Employment by Sector in Tukwila, 2000-2010
50,000
45,000
Education
40,000
Government
35,000
WTU
30,000
Services
25,000
20,000
Retail
15,000
Manufacturing
10,000
FIRE
5,000
Const/Res
0
Source: Puget Sound Regional Council, 2012; BERK, 2012
Employment within Tukwila is distributed among a number of different sectors. Services composed
the largest percentage of jobs in 2010 with 32% of all jobs. Manufacturing (25%); Retail (14%); and
Warehousing, Transportation and Utilities (12%) also make up sizable shares of Tukwila’s
employment.
The share of each sector relative to each other did not change significantly between 2000 and 2010.
All sectors, with the exception of Construction, showed slight decreases. The Finance, Insurance,
and Real Estate (FIRE) sector decreased the most with a 3.7% decrease. Retail and Manufacturing
also saw decreases of 2.3% and 2.4%, respectively.
Exhibit 32
Businesseswith More than 200 Full-Time Equivalent Positions, in Order of Size
1.The Boeing Company
2.Carlisle Interconnect
3.Boeing Employees Credit Union
4.Macys
5.Costco Optical
6.Red Dot Corp
7.Costco Wholesale
8.Nordstrom
9.American Medical Response
10.Hartung Glass & Cheesecake Factory
11.JC Penney
Source: City of Tukwila, 2011
Note: As this data is collected for businesses only, comparable employment figures for non-profit and government employers, including Tukwila
School District, King County Metro bus terminal, and Group Health Headquarters are not known.
31
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
RETAIL SECTOR
Tukwila is a major retail center in the Seattle metropolitan area, both in terms of square footage and
total retail sales. Retail sales within the city have varied over the last 15 years, but they dropped by a
large amount with the onset of the economic recession starting in 2008. Retail sales have also not
performed as well over time as compared to other cities with major retail centers in the region, such as
Renton and Lynnwood, which saw steady gains in retail spending from 1994 up to 2007.
Exhibit 33
Retail Square Footage in South King County, 2009
Source: King County Assessor, 2009; BERK, 2012
Tukwila had 4.85 million square feet of retail space in 2009. Southcenter Mall and the immediate
surrounding area represent the large majority of the retail space in Tukwila.
Southcenter Mall is also one of the largest clusters of retail space in southern King County, as seen
on the map above.
32
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 34
Total Inflation Adjusted Retail (NAICS 44-45) Taxable Retail Sales(2012$), 1994-2010
$2.00
Alderwood
Alderwood
Additionof Terraces
Nordstroms
$1.75
Southcenter
Remodel
$1.50
Recession
Lynnwood
$1.25
Renton
The
LandingTukwila
Kent Station
$1.00
Kent
$0.75
Issaquah
Ikea
Burien
$0.50
SeaTac
$0.25
$0.00
Source: Department of Revenue, 2012; BERK, 2012
In 2010, taxable retail sales (TRS) within Tukwila were lower than anytime within the previous 15
years. The City experienced a large decline in retail sales between 2007 and 2010, with a decrease of
over $324 million. In 2010, retail sales in Tukwila were nearly $300 million less than they were in
1994.
Over the same period from 1994 to 2010, Renton and Kent (nearby competitors) and Issaquah (a
comparable regional retail center) saw steady growth in retail sales up until 2007. Since 2007,
Renton has experienced less of decline than Tukwila, while Kent has seen a large decrease of over
$500 million.
Tukwila’s share of taxable retail sales for retail items in the surrounding area (Burien, Kent, Renton,
Tukwila, and SeaTac) has decreased from a little more than 40% in 1994 to about 30% in 2010.
Lynnwood (a comparable regional retail center north of Seattle) saw a similar pattern in retail sales
as Tukwila, but experienced more growth leading up to the recession, which Tukwila did not have.
33
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 35
Total Inflation Adjusted Retail TRSin Tukwila(2012$), 1994-2010
$1,600,000,000
Nonstore Retailers
$1,400,000,000
Miscellaneous Store Retailers
General Merchandise Stores
$1,200,000,000
Sporting Goods, Hobby, Book, and
Music Stores
$1,000,000,000
Clothing and Clothing Accessories
Stores
$800,000,000
Gasoline Stations
Health and Personal Care Stores
$600,000,000
Food and Beverage Stores
$400,000,000
Building Material and Garden
Equipment and Supplies Dealers
Electronics and Appliance Stores
$200,000,000
Furniture and Home Furnishings
Stores
$0
Motor Vehicle and Parts Dealers
Source: Department of Revenue, 2012; BERK 2012
In addition to decreases in overall retail spending since 1994, most of the retail categories within the
sector also saw decreased spending.
General Merchandise sales decreased the most, representing more than half of the overall
decrease, with $227.4 million less in 2010 than 1994.
Furniture and Home Furnishings had the second largest decrease in spending, with $88.4 million less
in 2010 than 1994.
The three categories that grew include Clothing, Sporting Goods and Miscellaneous Retailers.
34
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
OFFICE AND INDUSTRIAL SECTORS
The office development sector in the Puget Sound region is competitive. Tukwila has not had an active
office market over the last eight years, but it has shown some improvement as vacancies have
decreased. South King County is a center for industrial and warehouse uses in the Puget Sound region,
and Tukwila has a large amount of both of these types of uses.
Exhibit 36
Office Square Footage in South King County, 2009
Source: King County Assessor, 2009; BERK, 2012
Office space within Tukwila is concentrated in the north end of the city. The small dots on the south
end of the City represent small-scale office space likely attached to warehouse and industrial
buildings.
Overall, there is a large amount of office space of all classes in the South King County region. Much
of it is located in Renton and the Kent Valley.
35
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 37
Industrial and Warehouse Square Footage in South King County, 2009
Source: King County Assessor, 2009; BERK, 2012
South King County, including the Duwamish and Kent Valleys, is a center for industrial and
warehouse uses within the Puget Sound region.
Industrial buildings within Tukwila are larger and clustered in the north end of the City, by Boeing
Field, rather than in the Duwamish Valley. Warehouse uses are more concentrated in the south end
of Tukwila in the Kent Valley.
36
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 38
Office Vacancy Rates, 2003-2012
35%
30%
25%
20%
15%
10%
Tukwila
Southend Average
5%
Downtown Seattle
0%
Year and Quarter
Source: CBRE, 2012; BERK, 2012
The office market in Tukwila has not been very active over the last eight years. Since 2004, only
187,000 square feet of office space has been built.
Vacant space has slowly decreased. At the start of 2004, Tukwila had over 600,000 square feet of
vacant office space compared to a little over 300,000 in the first quarter of 2012.
Vacancy rates in Tukwila (14.2% in the first quarter of 2012) are lower than the average for
Southend cities (Auburn, Federal Way, Kent, Renton, SeaTac, and Tukwila).
37
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 39
Class A2Full Service Office Rents, 2003-2012
$40.00
$35.00
$30.00
$25.00
$20.00
$15.00
Downtown Seattle
Tukwila
$10.00
Southend Average
$5.00
$0.00
Year and Quarter
Source: CBRE, 2012; BERK, 2012
Rents in the Tukwila submarket are similar to the Southend overall, but they are quite a bit lower
than Downtown Seattle, which has some of the highest office rents in the region.
Rents have been relatively stable in the Tukwila submarket, even during the economic boom and
following recession. This indicates that the Tukwila submarket does not track as closely to broader
economic conditions as Downtown Seattle, for example, which saw a more dramatic increase and
decrease in rents before and during the recession.
2
Class A office spaces have high quality finishes, state of the art systems, prime locations, and compete for premier office
users.
38
City of Tukwila Strategic Plan – Demographic and Economic Profile
Appendix B – June 2012
Exhibit 40
Industrial Market Statistics, 2012 (First Quarter)
South King CountyOverall Market
Existing Square Feet111,212,614313,164,665
Vacancy Rate 7.26%6.69%
3
Rents $0.36 $0.43
Source: Kidder Mathews, 2012; CBRE, 2012
South King County represents one-third of all industrial space within the Seattle industrial market
(Snohomish to Thurston County).
Vacancy rates in South King County submarket are relatively low at 7.26% and in line with the
overall market.
At $0.36 per square foot per month, rents for industrial space in South King County are relatively
low. Only the Tacoma/Fife submarket has lower asking rents than South King County in the Puget
Sound industrial market ($0.35 per square foot per month).
3
Asking triple net rents per square foot per month. Source: CBRE
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CITY OF TUKWILA STRATEGIC PLAN
Appendix C
Fiscal Baseline Assessment
June 2012
INTRODUCTION
This purpose of this fiscal analysis is to provide fiscal context for the City’s strategic planning effort. This
analysis approaches the City’s fiscal future by looking at the current state of the City, recent historical
trends, and likely future growth and development. This analysis includes two separate forecasts to
account for the uncertainty around the future development of the Tukwila South Project, which will
significantly impact the City once it develops.
Baseline Forecast. This look-ahead presents the baseline outlook for the City, estimating how its
core operating costs and revenues will likely grow from its current state. This baseline forecast does
not include development of the Tukwila South Project, but does include other known changes
coming up for Tukwila:
Two upcoming annexations, including one small area through an interlocal agreement and the
larger North Highline area. While these annexations are not certain, they will have minimal
impacts on the City’s future fiscal situation whether or not they occur.
Development of Tukwila Village. The Tukwila Village Project is on schedule to be developed
within the next few years, with the first phase open by the end of 2014 and the second phase
open by the end of 2015. This analysis includes the cost and revenue impacts of this project.
Impacts of the Tukwila South Project. This look-ahead estimates how the planned buildout of the
Tukwila South Project would change the City’s core operating costs and revenues over time. Given
the uncertainty surrounding the timing of this development, this analysis presents a few different
development scenarios.
This analysis is based on the 2008 study conducted for Segale Properties, and has been updated to
current dollars and to reflect changes in the City’s tax policies.
This analysis isolates Tukwila’s core operating costs and revenues – the components of the City’s budget
that are funded through general tax and fee revenues through the General Fund. This analysis does not
include utility enterprise funds or funds used primarily for capital.
1
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
FISCAL BALANCE FRAMEWORK
A city’s long-term fiscal sustainability challenge is to balance land use, fiscal policies, and effective
delivery of municipal services. BERK has developed a flexible land-based fiscal model that allows for
testing of alternative future development scenarios, tax policies, and levels of service. The graphic in
Exhibit 1 represents approach to land-based fiscal analysis:
The analysis starts with a baseline outlook for the current City and then allows testing of alternative
development scenarios, including varying the timing and type of developments that will occur.
Factors in the land base such as population, employment, and commercial activity drive both the
demand for services and the tax base in the model.
The fiscal analysis is based on 2012 budgeted expenditures, revenues, and tax and fee structures, as
provided by the City’s finance department.
The model isolates and focuses on the City’s core operating revenues and expenditures – the
components of the budget that are part of the General Fund.
Exhibit 1
Description of our Land-Based Fiscal Analysis Approach
Source: Berk, 2012.
2
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
BASELINE FORECASTS
Note: The forecasts in this section include likely upcoming annexations and development of Tukwila
Village. They do not include impacts from possible development of the Tukwila South Project.
POPULATION AND EMPLOYMENT GROWTH
The population growth rate serves as a primary driver for revenue and cost estimates for the city going
forward. The employment growth rate, in combination with the population growth rate, drives revenues
related to business licenses and utility taxes, among other drivers.
Population and employment growth rates in the fiscal model are based on development assumptions
and are similar to PSRC’s estimated population growth for the City from 2010 – 2030.
Exhibit 2
Historical and Projected Baseline Population
30,000
25,000
20,000
15,000
10,000
5,000
Historical Population
Estimated Future Population
0
Source: Washington State Office of Financial Management, 2012; and BERK, 2012.
Since 1990, the City of Tukwila’s annual average population growth (with annexations removed) was
about 0.9%.
Development and growth assumptions yield an estimated average annual growth rate of about 1.1%
for the 20-year period from 2012-2031.
Estimated employment growth over the next 20 years is also estimated to average about 1.0% per
year.
3
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
Exhibit 3
Projected Baseline Population and Employment
50,000
Permanent PopulationEmployment
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
Source: BERK, 2012.
BASELINE DEVELOPMENT ASSUMPTIONS
Buildout assumptions have been chosen to calibrate with PSRC’s population and employment forecasts
as well as historic development trends and permit activity in the City of Tukwila. The model allows the
flexibility to test the fiscal impact of alternative development assumptions, including more or less total
development, type of development, and timing of development if the City would like to understand how
different scenarios would impact its future fiscal situation.
Development capacity assumptions are based on the King County Buildable Lands Report, last
updated in 2007:
Residential unit capacity is estimated directly in the report.
o
Commercial capacity is estimated as land area, which is converted to building capacity using
o
Floor to Area ratios (FAR) of 0.33 for commercial and 0.57 for industrial. These FAR are based on
realized FAR from 1996-2005.
Exhibit 4 and Exhibit 5 summarize the development projections being used for the baseline fiscal
analysis.
By 2033, the analysis assumes that about 95% of single-family (SF) housing capacity and 50% of
multi-family (MF) housing capacity will be developed. This results in an average of slightly over 50
units per year of each type.
4
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
By 2033, this analysis assumes that about 70% of available commercial capacity and 80% of available
industrial capacity will be developed, resulting in 66,000 new square feet of commercial space per
year and about 225,000 new square feet of industrial space annually.
Exhibit 4
Baseline Housing Unit Capacity and Assumed Pace of Development
(Excluding potential development of Tukwila South)
Total HU % BuildoutHU Added Avg Units per
Capacityat 2033through 2033Year*
Baseline Forecasts
SF Housing Units1,20095%1,10050
MF Housing Units1,60050%80055
* MF Housing Units per Year includes development of Tukwila Village apartments.
Source: King County Buildable Lands Report, 2007; and BERK analysis, 2012.
Exhibit 5
Baseline Commercial and Industrial Building Capacity and Assumed Pace of Development
(Excluding potential development of Tukwila South)
Total % BuildoutSF Added Avg SF% Distribution
Capacity (SF)at 2033through 2033per Year(commercial)
Baseline Commercial
Retail 1,414,00070%990,00045,00070%
Office 505,00070%353,00017,00025%
Other Commercial101,00070%71,0003,0005%
Total Commercial2,020,00070%1,414,00066,000100%
Baseline Industrial
Industrial 6,173,00080%4,939,000224,000
N/A
Source: King County Buildable Lands Report, 2007; and BERK analysis, 2012.
5
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
2012 BUDGET SOURCES AND USES
Exhibit 6 summarizes the City’s budgeted 2012 general fund revenues and expenditures.
Exhibit 6
Summary of 2012 Budgeted General Fund Revenuesand Expenditures
(millions of dollars)
Revenues Expenditures
2012 Budget 2012 Budget
Revenue SourceExpenditures by Department
AmountAmount
Property Tax13.87City Council0.27
Retail Sales and Use Tax14.41Mayor's Office2.52
State Sales Tax Mitigation1.20Human Resources0.57
Natural Gas Use Tax0.28Finance1.60
Criminal Justice Sales Tax0.36Legal0.54
Utility Taxes6.36Parks & Recreation2.53
Admissions Tax0.65Community Development2.68
Other Taxes (excise, penalties, etc.)2.64Court0.99
Total Taxes39.78Police14.06
Fire10.23
Business Licenses and Permits2.78
Information Technology1.15
Building Permits and Fees1.10
Public Works3.61
Total Licenses & Permits3.88
Parks Maintenance0.94
General Government0.06
PW Street Maintenance2.68
Security0.51
Non-Departmental8.00
Engineering Services0.06
TOTAL EXPENDITURES52.39
Transportation0.16
Plan Check and Review Fees0.86
Culture and Rec Fees0.61
Total Charges for Service2.26
Fines and Penalties0.21
Intergovernmental2.86
Miscellaneous1.90
Transfers-In1.87
TOTAL REVENUES AND TRANSFERS52.77
Source: City of Tukwila 2011-2012 Adopted Budget; BERK, 2012.
6
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
BASELINE PROJECTIONS
Exhibit 7
City Core Revenues Over Time (in 2012 dollars)
$70 M
2007-2011 Actual and
Core Expenditures
2012 Budgeted
Core Resources
$60 M
Other Revenues
$50 M
Building Permit, Planning
$40 M
and Engineering Fees
Utility Taxes
$30 M
Sales Tax
$20 M
$10 M
Property Tax
$0 M
Source: City of Tukwila 2011-2012 Adopted Budget; and BERK, 2012.
From 2007 to 2011, general fund revenues grew by slightly less than 2.0% annually, when adjusted
for inflation.
Sales tax revenue declined from 2007 to 2010, but increased in 2011 and is expected to grow
o
going forward.
Sales Tax revenue has been impacted over the last few years by destination-based sales tax
o
policies, the economic recession, and changes in exemptions at the state level. Sales tax
mitigation from the move to destination-based sales tax began at the end of 2008.
The City helped make up for losses in sales tax and other revenues affected by the recession by
o
raising existing utility taxes and instituting interfund utility taxes. Without these increases in
utility taxes, revenue growth would have only been about 1.4%
Going forward, property taxes will continue to be limited by I-747, which restricts growth to 1%
o
plus the addition of new construction.
There will likely be a one-time bump in sales tax from new construction for Tukwila Village in 2014
and 2015.
7
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
Exhibit 8
City Core Expenses Over Time (in 2012 dollars)
$70 M350
2007-2011 Actual and
2012 Budgeted
Core Expenditures
Core Resources
FTEs
$60 M
$50 M
300
Other Operating Costs
$40 M
$30 M
250
$20 M
Personnel Costs
(Salaries & Benefits)
$10 M
$0 M200
Source: City of Tukwila 2011-2012 Adopted Budget; and BERK 2012.
The City’s personnel costs going forward are estimated to grow slightly faster than the rate of
inflation. The City is in a relatively competitive position compared to other cities; since it is self-
insured it can help control the cost of rapidly increasing healthcare that has seen benefit rates
skyrocket in recent years in most cities.
Assuming no changes in fiscal policies, Tukwila is expected to face budget deficits in the coming years.
This finding is consistent with most other cities in Washington State, and is related to a structural
imbalance between the way that costs and revenues are able to grow. Much of the this imbalance is
related to the limits of I-747, which caps growth in property tax revenues at 1% per year, plus revenue
from new construction.
With this major revenue source capped at 1% increase per year, and with costs that tend to escalate at
levels at least equivalent to inflation, cities across the state are facing the reality of costs that grow
faster than their revenues. To address this challenge, local governments must make tough choices
involving either increases in revenues, cuts in costs, or both to maintain fiscal balance. Exhibit 9 shows
the future outlook for Tukwila.
8
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
Exhibit 9
Net Fiscal Baseline (in year ofexpenditure dollars)
$140M
$120M
Total Operating Revenues
$100M
Total Operating Costs
Annual Operating surplus/(deficit)
$80M
$60M
$40M
$20M
$0M
-20M
Source: BERK, 2012.
Note: revenues and costs do not include beginning or ending general fund balance.
Core operating cost growth is estimated to outpace revenue growth over the long-term, resulting in
a deficit within the next five years if the City does not make changes to revenue policy or levels of
service.
From 2007-2011, core revenues increased at about 5.0% per year. Future projections estimate
annual revenue growth of about 3.75%.
From 2007-2011, core expenditures increased by about 7.5% per year. Future projections estimate
annual cost growth of about 4.1%.
9
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
TUKWILA SOUTH IMPACTS
The Tukwila South Project will encompass about 500 acres of land along the Green River at the south
end of the City. The project is likely to add about 10 million square feet of occupied space, including a
mix of office space, residential, retail, and hotel. The development timeline for Tukwila South is
currently uncertain due to many factors, including:
Length of time it will take to complete the cut and fill process and infrastructure improvements that
will make the site ready for build.
The state of the economy – how quickly the economy recovers will dictate when there will be new
demand for large-scale development.
Potential FEMA regulations that will reduce the total buildablearea of the Tukwila South site as it
relates to the Green River flood plain.
A project of this magnitude will significantly alter the tax base and cost structure of the city, and
increase population and employment projections.
FISCAL IMPACT OF DEVELOPMENT
A full analysis of the impacts of Tukwila South was not within the purview of the Strategic Planning
process. Instead, this analysis provides an update of a thorough cost and revenue analysis completed by
BERK for Segale Properties in 2005, with updates in 2008.
Key assumptions include:
The project will include about 10.3 million square feet (sf) of development, including 8.6 million sf of
commercial space and 1.7 million sf of residential.
Commercial development will include research and office space, retail, restaurants, and hotels.
o
Residential development will include condominiums and apartments.
o
At full buildout, the project would support about 3,200 additional residents and 23,000 additional
jobs.
This analysis presents two scenarios – one where development begins five years from now (2017)
and one where it begins ten years from now (2022) to provide a range of impacts that this project
could have on the City.
Phasing assumptions used in the original analysis assume a full development timeline of
o
approximately 30 years once construction begins, with development spread fairly evenly over
the first 20 years and then slowing down for the final 10.
To support the Strategic Planning process, this analysis summarizes the potential revenue and cost
findings from the previous Tukwila South study, updated for 2012 dollars and for a more realistic
timeline.
10
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
Exhibit 10
Estimated Future Population and Employmentof Tukwila South Construction Scenarios
60,000
Employment - TSP 2017
Employment - TSP 2022
Employment - Baseline
Population - TSP 2017
50,000
Population - TSP 2022
Population - Baseline
40,000
30,000
20,000
10,000
0
201120122013201420152016201720182019202020212022202320242025202620272028202920302031
Source: City of Tukwila, 2008; and BERK, 2012.
If Tukwila South construction began in 2017, it would add approximately 2,000 new residents and
9,500 new jobs by 2031.
If Tukwila South construction began in 2022, it would add approximately 1,700 new residents and
4,500 new jobs by 2031.
11
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
Exhibit 11
Estimated Net Fiscal Impact includingTukwila South
$140 M
Revenues - TSP 2017Revenues - TSP 2022Revenues - Baseline
Costs - TSP 2017Costs - TSP 2022Costs - Baseline
Net - TSP 2017Net - TSP 2022Net - Baseline
$120 M
$100 M
$80 M
$60 M
$40 M
$20 M
$0 M
-$20 M
Source: City of Tukwila, 2008; BERK, 2012.
In the long-term, the revenues from Tukwila South will outweigh the operating costs to the City and
provide a net operating surplus.
While there will be larger start-up costs at the beginning of the project that will not be fully
o
covered by increased taxes, the Developer Agreement will require the developer to pay the City
to mitigate any deficits, thus rendering the short-term impact neutral.
The Project will begin to have a net benefit to the City’s operating costs and revenues about 5
o
years after construction starts.
The Project may also generate capital costs to the City. These costs could be covered by the
additional REET generated from property sales within the development, as well as bonding against
future revenue increases.
12
City of Tukwila Strategic Plan – Fiscal Baseline Assessment
Appendix C – June 2012
FISCAL POLICY OPTIONS
This baseline estimates the City’s future fiscal health under a “no action” scenario and supports
discussion of alternative strategies, which fall into the following categories:
Revenue-focused strategies
Economic development
o
Taxes, fees, and other revenue-generating tools
o
Cost-focused strategies
Increased efficiency of operations (cost containment)
o
Decreases in level of service
o
Strategies to keep personnel cost growth in line with inflation over time
o
13
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CITY OF TUKWILA STRATEGIC PLAN
Appendix E
Community Survey Summary
September 2012
INTRODUCTION
The City of Tukwila conducted a community survey as part of the development of its first ever Strategic
Plan. The Strategic Plan will establish a Vision for the community’s future, as well as identify and
prioritize specific actions to achieve that Vision. This summary presents baseline survey findings.
APPROACH
The strategic planning process includes many public outreach and engagement components, one of
which is the community survey. The survey method complements other outreach efforts by allowing
respondents to provide thoughtful, detailed feedback at a time and location of their choosing. The
survey targeted the English-speaking population likely to be comfortable submitting written feedback
and suggestions to the City. Substantial in-person, conversation-based outreach efforts were conducted
to reach the City’s non-English speaking residents.
The survey was designed to gather ideas from different parts of the community, including residents,
employees, business owners, and other interested individuals.
The survey collected information on:
Views on the strengths and weaknesses of the community
Perceptions of Tukwila now, and what they would like Tukwila to be known for in the future
Sense of connectedness and social support in the community
Whether people see themselves staying in Tukwila over the next 5 years
Priorities for city actions over the next 5 years
Importance of Comprehensive Plan goals
In addition to the substantive topics, the survey collected descriptive information about respondents to
help characterize the group who responded to the survey. Questions for description information to
include:
Whether the respondent is a resident, business owner, employee, or visitor to Tukwila
Housing tenure and length of time owning a business for residents and business owners
Where respondents live
Where respondents work
Primary form of transportation
Whether children are present in the home
Year born
1
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
Primary home language
Household income
SURVEY ADMINISTRATION
Thesurvey was self-administered through the web-based service SurveyMonkey.com. The web-based
thth
to August 30, 2012. After the survey launch, a print
survey was open for 10 weeks from June 20
survey was made to accommodate senior residents and a neighborhood that requested printed surveys.
The City promoted participation in the survey in the following ways:
Email listserves. Some city departments maintain email listserves of customers. The Mayor’s office
requested that department heads send information to their listserves about the strategic planning
process and encourage individuals to respond to the survey.
Print media. The City announced the survey in the Hazelnut, a print newsletter that is mailed to
every Tukwila residence, and the Tukwila Reporter.
Banner and flyers. A banner announcing the survey was prominently hung at the community center,
and the survey link was listed on outreach flyers describing the strategic planning process.
Mail and return. The Department of Human Resources maintains an email list of senior residents
who have requested information about or have participated in the City’s home weatherization
program. The City mailed each resident on this mailing list a paper format of the survey and
provided return postage. A city staff person keyed the responses into the web-based service.
Website. The survey was announced on the City’s webpage, and a link to the survey was placed
prominently on the City’s homepage.
Recruitment by Committee members. Members of the Strategic Planning Steering Committee
announced the survey to various groups and personally recruited individuals to respond. In one
case, a paper version of the survey was made available to a neighborhood in which most residents
do not have home internet access.
City Council encouragement. The survey was announced at City Council meetings and council
members requested that community members respond.
RESPONSE RATE
Less than 1% of Tukwila’s resident population responded to the survey (190 people), so the survey
results cannot be considered predictive of the entire population. The population who responded tended
to be older, more affluent, and have longer tenure in the community than the average Tukwila residents
(see pages 11 to 13 for more information about respondents). No survey question was required, and
response rates varied by question.
2
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
SUMMARY RESULTS
This summary provides high-level findings on a question-by-question basis. Results are an unweighted
summary of information provided across all responses.
COMMUNITY STRENGTHS AND WEAKNESSES
The survey began by asking survey respondents about what they consider to be the strengths and
weaknesses of Tukwila in three separate categories: (1) physical attributes, (2) social or human
attributes, and (3) Tukwila’s image and identity. For each question, respondents were asked to rate
specific aspects of the community on a scale from one (a community weakness) to five (a community
strength).
Exhibit 1
Please identify whether the following physical attributesare
strengths or weaknesses of Tukwila.
30% 34% 21% 9% 5%
Parks and open spaces
Light rail and bus connections
38% 25% 15% 13% 9%
within the City
43% 20% 22% 12% 4%
Access to shops and services
The health of the natural
12% 41% 31% 7% 9%
environment
11% 33% 31% 17% 8%
Streets
Range of housing choices for all ages
16% 26% 27% 18% 13%
and incomes
19% 22% 28% 20% 11%
Pedestrian and bicycle connections
Physical appearance: how the City
6% 16% 35% 29%
14%
looks
0%20%40%60%80%100%
Strength Weakness
432
51
Tukwila’s parks, transit, and shopping are seen as its biggest strengths. Over 60% of survey
respondents gave these elements a four or five on the scale, identifying them as strengths of the
community.
Streets, housing, non-motorized transportation, and physical appearance are the least strong
aspects of Tukwila’s physical attributes. More than 50% of survey respondents gave a three or
lower to these aspects of Tukwila.
Only 22% of survey respondents said that how the City looks was a strength.
3
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
Exhibit 2
Please identify whether the following social or humanattributesare
strengths or weaknesses of Tukwila.
Recreation options such as
22% 14% 5%
23% 36%
sports, fitness, or other
activities
10% 25% 33% 16% 16%
Schools
Communication between the
7% 24% 30% 19% 20%
City of Tukwila and Tukwila
residents
Community engagement:
4% 22% 36% 22% 16%
resident involvement in civic
and community activities
Public safety: a sense of feeling
7% 19% 22% 24% 28%
safe
0%20%40%60%80%100%
StrengthWeakness
<----------------------------------------->
Tukwila’s recreation options are seen as a community strength. Nearly 60% of respondents gave
Tukwila a five or four for its recreation options, such as sports, fitness, or other activities.
About 19% of respondents identified recreation as a community weakness.
Schools, city-resident communication, and community engagement are seen as less strong. About
25-35% of respondents said these elements were a strength, while 30-40% of respondents said
these elements were a weakness. Many respondents were neutral.
Public safety is seen as a city weakness by more than 50% of residents. Only 26% of residents gave
Tukwila a five or four for public safety, while more than 50% selected it as one or two.
4
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
Exhibit 3
Please identify whether the following aspects of Tukwila’s image and identityare
strengths or weaknesses of Tukwila.
Sense of community at the
8% 18%
33% 23% 18%
neighborhood level
Tukwila's external image and
6% 8% 22% 24% 41%
reputation
Sense of community city-
4% 9% 33% 32% 23%
wide
0%20%40%60%80%100%
StrengthWeakness
<----------------------------------------->
Aspects of image and identity scored low across the board. Respondents were less positive about
image and identity aspects of Tukwila than about physical attributes or social/human attributes.
About 26% of respondents said the sense of neighborhood community was a strength, while
41% identified it as a weakness. Similarly, when asked about the city-wide sense of
community, only 13% of respondents said strength while 55% said weakness.
About 65% of respondents identified Tukwila’s external image and reputation as a weakness.
CURRENT AND FUTURE DESCRIPTIONS OF TUKWILA
The City of Tukwila is developing a new Vision and Mission Statement as part of its strategic plan. A first
step in this process is taking stock of the current perceptions, reputation, and understanding of the City
and identifying what the community would like the City to be like in the future. To support this process,
the survey asked two questions about associations with Tukwila:
What three words best describe Tukwila now?
What three words would you like to be known for in the future?
Exhibit 4 summarizes the results to these questions through side-by-side word clouds. The word cloud
visually summarizes the frequency at which each word occurs, and gives an impression of all the words
together. The size, and visual prominence, of each word represents how many times the word was used
by respondents.
5
6
he
“diverse” was t
Respondents wish Tukwila to be known in the future as “safe” more than any
.”
What three words would you like Tukwila known for in the future?
“community”, “clean”, “environment’, “vibrant’, “friendly”, and “crime free
were
other concept listed, representing about 41% of concepts listed.
;
Tukwila
Respondents wish Tukwila to continue to be known as diverse
view of
-
Other concepts dominating the desired future
third most common word listed.
Words that Describe Tukwila Now and in the Future
Exhibit 4
, some positive concepts listed include “community”,
Crime and criminal activity such as prostitution, drugs, graffiti accounted
figures prominently in descriptions of Tukwila, representing
.”
“livable”, “family”, “convenient”, “fun”, “dynamic” and “energetic
Tukwila’s strong retail and commercial sector is also noted.
best describe Tukwila now?
for approximately 19% of the words listed.
% of the words listed.
What three words
”
diverse
“
Outside of
Diversity
16
about
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
SOCIAL SUPPORT
The survey asked responded about their sense of social support by asking them to rate statements
about their community on a scale of “Strongly Agree” to “Strongly Disagree.”
Exhibit 5
Howmuch do you agree or disagree with the following statements?
The people who live on my
14% 46% 26% 11% 3%
street or in my neighborhood
are willing to help one another.
The people in my ethnic or
11% 47% 30% 11% 1%
religious community are willing
to help one another.
The City of Tukwila responds to
3% 40% 31% 21% 5%
resident needs.
The people who live elsewhere
6% 31% 43% 16% 4%
in Tukwila are willing to help
one another.
0%20%40%60%80%100%
Strongly AgreeStrongly Disagree
<----------------------------------------->
Residents feel strong social cohesion at the street, neighborhood, and community level. About
60% of respondents said they agree or strongly agree that people in the same street, neighborhood,
or religious or ethnic community are willing to help one another.
Respondents were slightly less positive about people living elsewhere in the City, with 37%
selecting agree or strongly agree and 20% disagreeing.
Residents are split on their views of the City’s responsiveness. About 43% of respondents agreed
that the City of Tukwila responds to resident needs. About 26% disagreed, while 31% were neutral.
7
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
COMMITMENT
The survey asked about respondent’s likelihood of “continuing to live, work, or own a business in
Tukwila 5 years from now.”
Exhibit 6
Do you see yourself continuing to live, work, or own
a business in Tukwila 5 years from now?
Yes 57%
No 18%
Depends 17%
Other 7%
0%20%40%60%80%
The respondents who answered “no” or “depends” gave a number of reasons for why they may not be
living, working, or owning a business in Tukwila in 5 years. In addition, some respondents who stated
they likely would be in Tukwila in 5 years also described factors that make them consider leaving
Tukwila. The reasons mentioned include:
High crime rates and unsafe neighborhoods were the most commonly mentioned reasons someone
would not be in Tukwila, or were suggested areas for improvement.
The dilapidated and dirty conditions of city buildings, roads, and infrastructure were also
mentioned frequently.
A number of respondents said the poor school system was a significant reason for why they did not
see themselves continuing to live in Tukwila 5 years from now.
Transportation and parking issues were noted by several respondents as being a major issue.
Some respondents highlighted the presence of unsavory businesses and activity in Tukwila,
particularly on Tukwila-International Boulevard, as being a significant problem.
Poor city planning, city management and development issues were mentioned by some
respondents as well.
Additional reasons cited by respondents include: housing/affordability issues, noise and pollution
issues, problems with city services, and a lack of safe after-school options.
8
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
PRIORITIES
Question 8 asked respondents to select the top three actions they would like Tukwila to prioritize over
the next five years. Exhibit 7 shows the results of this question.
Exhibit 7
What actions should the City of Tukwila prioritize
during the coming 5 years?
Improving the local economy, with jobs and opportunities for
40%
area businesses
39%
Improving Tukwila's image and reputation in the region
38%
Ensuring the City is financially healthy
34%
Improving the physical appearance of the community
26%
Improving police services
Strengthening the local social safety net (supports and services
24%
for individuals and families in need)
19%
Increasing housing choices for all ages and incomes
18%
Improving traffic or road conditions
14%
Improving parks and recreation choices
11%
Improving bicycle and sidewalk connections
6%
Improving fire services
23%
Other (please specify)
0%10%20%30%40%50%
Percent of respondents choosing this option
Residents highest three priorities are to focus on Tukwila’s economy, its image and reputation,
and the fiscal health of the City. Improving the City’s local economy, improving the City’s image and
reputation, and ensuring that the City if financially healthy were selected by about 40% of survey
respondents.
Improving the physical appearance of the community and improving police service were also
selected often, getting the support of 34% and 26% of respondents, respectively.
Respondents did not generally think the City needs to prioritize recreation, non-motorized
transportation, or fire services. Each of these options received the support of less than 15% of
respondents.
9
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
COMPREHENSIVE PLAN GOALS
Question 9 asked respondents to rank each of the Comprehensive Plan’s four goals from one (top
priority) to four based on how important they are to the individual respondent. Exhibit 8 summarizes the
results of this question.
Exhibit 8
Prioritization of Comprehensive Plan Goals
Improve and sustain residential neighborhood
42%37%15%6%
quality and livability.
Redevelop and improve Tukwila International
34%26%25%15%
Boulevard.
Develop a thriving urban center around
18%24%30%27%
Southcenter with housing, employment,
shopping, and recreational opportunities for all.
Reinvigorate industrial uses along East Marginal
5%12%30%52%
Way.
0%20%40%60%80%100%
Priority: 1234
Respondents want the City to focus on improving livability and improving Tukwila International
Boulevard. Nearly 80% of respondents named “improve and sustain residential neighborhood
quality and livability” as a first or second priority, while 60% selected “redevelop and improve
Tukwila International Boulevard.”
Reinvigorating Industrial Areas received the least interest. More than half of respondents (52%)
identified this as their fourth priority, and another 30% identified it as their third.
10
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
RESPONDENTS
The survey ended by collecting descriptive information about the survey respondents to understand the
make-up of the group. As with other questions in the survey, responses were optional.
Exhibit 9
Respondent Role and Longevity in Community
66%
Homeowner
35%
Employee
12%
Visitor to Tukwila
12%
Business Owner
10%
Renter
3%
Other
0%20%40%60%80%
The large majority of respondents were homeowners, most of whom have owned a home in
Tukwila longer than 10 years. About 66% of respondents identified as homeowners, and 64% of
these homeowners said they had been a homeowner for more than 10 years, 21% for five to ten
years, 12% for one to five years, and 3% for less than one year.
Employees made up the second largest group, and had varying length of tenure. About 35% of
respondents identified as employees. Within this group, 42% said they had been an employee for
more than 10 years, 25% said five to ten years, 30% said one to five years, and 4% said less than one
year.
Few visitors, renters, or business owners filled out the survey. Less than 15% of respondents
identified as visitors, business owners, or renters. Given the small sample size of these groups, the
tenure information is heavily weighted toward specific individuals.
11
Location
Exhibit 10
Respondent Work Location
Respondent Residence
Exhibit 11
Whatis your primary form of transportation?
90%
Driving a car
6%
Riding the bus or light rail
2%
Walking or biking
1%
Carpooling
0%20%40%60%80%100%
A large majority of respondents drive a car as their primary form of transportation. About 90% of
respondents said they drive a car as their primary form of transportation.
Some respondents primarily get around via public transportation, while few primarily get around
by walking, biking, or carpooling. About 6% of respondents said they ride the bus or use light rail for
their primary form of transportation.
Only 2% of respondents walk or bike for their primary transportation.
Only 1% of respondents carpool as their primary form of transportation.
12
City of Tukwila Strategic Plan – Community Survey Summary
Appendix E - September 2012
Exhibit 12
Additional Demographic Information about Respondents
Children present in household Age of survey respondent
1%
Up to 19
67%
No
17%
20 - 34
33%
Yes
48%
35 - 54
16%
0%20%40%60%80%55 - 64
18%
65 and older
0%10%20%30%40%50%60%
Language spoken at home Annual household income
96%
English
11%
Less than $25,000
2%
Other (please specify)
22%
$25,000-$50,000
1%
Somali
20%
$50,000-$75,000
1%
Bosnian
19%
$75,000-$100,000
1%
Spanish
28%
More than $100,000
0%50%100%150%
0%5%10%15%20%25%30%
Most respondents do not have children in the home. About 67% of respondents indicated they do
not have children under the age of 18 living at home.
Most respondents are between 35 and 65. About 48% of respondents indicated they were 35 to 54
years old, and another 16% indicated they were 55 to 64 years old. About 18% of respondents are
senior citizens and less than 1% of respondents were teenagers.
Nearly all respondents speak English as their primary language in the home. Less than 1% of survey
respondents selected any language beside English.
Respondents encompassed a wide range of household incomes. About 28% of respondents live in a
household with total income greater than $100,000, 39% live in a household with income between
$50,000 and $100,000, and 33% live in a household with income of less than $50,000 per year.
13
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CITY OF TUKWILA STRATEGIC PLAN
Appendix F
Community Feedback on Draft Plan
November 2012
INTRODUCTION
The City of Tukwila gathered community feedback through a survey as part of the draft process of the
City’s first ever Strategic Plan. The Strategic Plan is being developed to set the course for Tukwila’s
future. The Plan will establish a Vision for the community’s future, as well as identified and prioritize
specific actions to achieve that Vision. This summary presents baseline community feedback on the
Draft Strategic Plan.
APPROACH
The strategic plan drafting process includes many public engagement components, to give respondents
the opportunity to provide, and the City the opportunity to collect, feedback on the Draft Strategic Plan.
One of these public engagement components is a community survey on the Draft Plan. The survey
method encourages respondents to access the Draft Strategic Plan and allows them to provide
thoughtful, detailed feedback on the Draft Plan, after doing so. It also allows respondents to provide
their feedback at the time and place of their choosing. The survey targeted the English-speaking
population of Tukwila that was likely to be comfortable submitting written feedback and suggestions to
the City. In-person, conversation-based outreach techniques were used to engage the City’s non-English
speaking residents in the strategic plan drafting process.
The survey was designed to gather edits and feedback on the Draft Strategic Plan from community
members with varying relationships to the City, including residents, employees, business owners, and
other interested individuals. The survey collected demographic information about respondents’
relationships’ to the City.
The survey collected suggestions and implementation ideas for:
Overall Draft Strategic Plan
Draft Vision Statements
Draft Mission Statements
Goal I: Inviting Neighborhoods and Business Districts
Goal II: A Great Place to Live
Goal III: A Strong and Prosperous Economic Future
Goal IV: A High-Performing Organization
Goal V: Positive Community Identity and Image
1
City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
SURVEY ADMINISTRATION
The survey was self-administered by respondents through the online service SurveyMonkey.com. The
thth
online survey was open for response from October 18 to November 28, 2012, although the last
th
response submitted was received November 10
, 2012.
The City promoted participation in the survey in the following ways:
Council Encouragement. The survey was announced at City Council meetings, with council members
requesting community participation and putting the survey reminder and link in council minutes.
Email Listservs. Some city departments maintain email listservs of customers. The Mayor’s office
requested that department heads send information about the Draft Strategic Plan and the survey to
their listservs , to encourage responses.
Website. The survey was announced by a banner on the City’s homepage that prominently
displayed the link to the survey.
RESPONSE RATE
There were 27 responses to the Draft Strategic Plan survey. These responses represent a marginal
proportion of Tukwila’s population (19,050 residents), so the survey results cannot be considered
predictive of the entire population.
The people who responded had a mix of relationships to Tukwila, with some who live in, work in, work
for an organization thats partner with, work for, and/or attend church in the City of Tukwila. Only this
demographic question (question #1), about respondents’ relationship to the City of Tukwila, was
required.
The other questions (#2-19) in the survey were optional. Survey respondents could skip any questions
they did not want to answer or had no opinion about. The optional nature of the questions made it so
that not every respondent responded to every question. There are as many as nine responses and as
few as two responses to the optional questions, with an average of five responses.
SURVEY RESPONSES
Survey responses were compiled with other community feedback, which, collectively, advanced the
draft plan.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
SUMMARY RESULTS
This summary provides the responses to each survey question. Responses have been edited for
conventions, spelling, and clarity only. Their content remains the same.
DEMOGRAPHICS
Question One
Note: Question one was a required demographic question that allowed respondents to select more than one response or provide an alternate
(“other”) response.
Pleas tell us your relationship to the City of Tukwila.
Exhibit 1
Survey Respondents’ Relationships’ to the City of Tukwila
Other
I am a City Staff Member
I Work for an Organization that Partners with Tukwila
I Work in Tukwila
I Live in Tukwila
024681012
Number of respondents choosing this option.
Source: BERK, 2012.
Other Responses:
I attend church in Tukwila.
I shop, eat, and worship in Tukwila.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
OVERALL DRAFT STRATEGIC PLAN
Question Two
What overall comments do you have on the Draft Strategic Plan?
Focused too much on image. Should focus on the basics (maintenance). Keep it safe, Build Healthy
Communities, and Provide Great Service. If these goals/objectives are followed, then the image of
Tukwila will improve.
I think the plan does a good job of including all parts of the city - Government, Business, and
Citizens. The five listed goals provide a good broad base to work from. My main critique is that the
Objectives & Strategies do not spell out how we will measure our success in implementing the plan.
How do we define success (or failure) and how often will we evaluate our progress in executing the
plan? It seems to me that the strategies can be further refined into specific tasks and/or projects.
Further development may not be need if the idea is to let the individual city departments develop
their own supporting plans for each of the identified strategies.
There does not seem to be very many examples of how to accomplish some of the overwhelming
negative attributes of the city such as crime and property devaluation. Spending more money is not
always the answer.
The Draft Strategic Plan appears to gloss over facts about Tukwila - high crime rate, low school
performance, "transitional" city for many, low income, high tax base. These are objective truths that
can help shape vision and plan for Tukwila.
Very complete.
Very broad and how will the City measure success?
It seems that the only main concern I am seeing is on Police & Code Enforcement. I think this is
sending a negative message to the rest of the City departments.
An aggressive plan that if fully implemented will serve the city well.
DRAFT VISION STATEMENTS
Question Three
What are your suggestions for Tukwila’s Vision Statement, describing the desired future of the
community?
I prefer option D, however, it should note that 'mobility' should include all modes (pedestrians and
bicycles, etc.). Option A and C do not have any reference to safety, which should be a priority.
Option B probably best address the quality of life issues that our challenged city face, while option D
addresses it the least.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
All of these lack endowing Tukwila with a positive sense of identity. It's easy to let verbiage set the
tone, but prior to agreeing on a vision statement, Tukwila needs to accept objective facts about the
community and choose whether they want to address them, or let them be. I think any of these
vision option statements are fine and, I'm guessing for most residents, would be interchangeable.
However words like "regional hub" require definitions, as far as what that would mean in terms of
legislation. For example does "leisure opportunities" in Option D suggest that the city should
support more parks? Subsidize more programs? These things cost money. I don't know that
residents understand the impact of the various options.
Is there a way that you could highlight bringing the diversity of the community together?
Option A is the most visionary while Option D is the most detailed.
Option C. I think employees should matter, not just the ones that live in Tukwila.
With the reference to "superior mobility" removed, I prefer Option D. It seems to best describe the
City now and in the future. Option C excludes those visiting the City or renting. Options A and B
don't appeal to me.
I prefer Option A but suggest the following "A community of partners working to foster prosperity &
inclusiveness for residents and businesses to thrive.”
DRAFT MISSION STATEMENTS
Question Four
What are your suggestions for the City’s Mission Statement, describing the role of the City of
Tukwila?
It needs to provide a description of the City's mission and not a definition of what a mission
statement should be.
I would suggest listing neighborhoods before the businesses in all parts of the mission.
The primary role is to guarantee the safety of the residents and guests in Tukwila. The effectiveness
would be measured in crime rate. Other functions include education - this would be measured in
test scores (and is not under the purview of the city, but the city is affected by the results.) The city's
business is maintaining an atmosphere which allows the city to generate revenue and distribute that
revenue to positively impact the residents. Businesses generate the revenue in the city, so the city
needs to be "business friendly." In order for the citizens to thrive our residential property values
need to be attractive; this goes back to safety and education. If Tukwila is an attractive community
to live it, by definition people will feel safe, and our school system will be scoring well. As long as
Tukwila has high crime, people won't feel safe and won't want to move to Tukwila. The residents
and businesses are invested in the city. The other two parts of community as Tukwila has defined it -
the city employees and partners - are in fact vendors to the city; by this I mean that partners are
entities that provide services to the city that the city (taxes) pay for, city employees are vendors to
the city, too. Although there is definitely an investment in their job, their loyalty is to their
employment, not necessarily to the best interests of the city. An example of this would be the 2011
budget cuts and loss of a preschool teacher. The citizens suffered from this loss - early education is
vital especially in a community with high levels of poverty; but the city employees did not "lose."
The city - thus partners and employees-only exist because of businesses and residents. I believe
these two groups should have more influence in the discussion than the partners and employees.
Communication, collaboration, prioritization.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
Vision Option D looks more like a mission statement to me.
Clean, organized, and inviting immigrant/refugee Business Park, business training center for
immigrant business owners to get an orientation of how to do and present their businesses in
America. The city should establish a community/interactive environment where immigrant and local
business owners can network and build an interactive business community that encourages diverse
interaction where individual businesses owners are not blocked out and boxed into their immediate
areas, causing a sense of isolation.
That it be short, concise, and easy to remember.
Good.
GOAL I: INVITING NEIGHBORHOODS AND BUSINESS DISTRICTS
Question Five
What do you like about this goal?
I like the goal/intent of improving walkability. A strategy should be to increase 'accessibility' for all
residents.
I appreciate that the goal addresses the crime issues and property devaluation, but question how
the city can afford to implement much of it, based on the long term budgeting issues.
1. TIBAC is an example of community members engaging in this. 2. Sidewalks add to property value
and attractiveness to buyers, we should prioritize sidewalks in residential neighborhoods. 3. Crime
prevention should be Tukwila's number one priority, especially on the highway. This is a blight to
Tukwila.
I like the component of defining the standards.
Focuses on common needs of businesses, residents, and visitors to make the city the ideal place to
work, live, and shop.
I like that the city is striving to improve the visual appearance of the city, while striving to work with
those in the community.
Question Six
How would you improve this goal?
Need to make a connection between activation of a public place/place making with crime
prevention. The 'more eyes on the street' concept.
Institute more cost recovery goals to ensure long term success.
1. The city needs to address these items when they are going on - which is all the time. Code
enforcement works banker hours, which is not realistic. Many residents are not in the city during
city operating hours. 2. Less emphasis on CDC as residential area - I would not advocate putting any
money in that 3. Definitely support development of Tukwila South. Would be nice to see a "Renton
Landing" area develop there.
No suggestions.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
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Separate inviting neighborhoods and business districts into two distinct goals. Draft additional city
objectives and strategies that support business growth and recruitment. Looks for ways to enhance
transportation services rather than focus on walkability.
1. Not sure what A1 would look like in practice. 2. What is the "community-led vision for the TIB"?Is
that another document already in existence or one that needs to be created?
"Not sure what B2 is trying to convey. ‘Increase implement.' Should it state Increase & Implement...
Question Seven
What are your ideas for implementing this goal? Please indicate which Objectives your suggestions
address.
Add to B. Increase mobility and access for everyone. Make transit the efficient, affordable choice for
a variety of trips. Make healthy travel options the easiest choices. Minimize conflicts of right-of-way
to accommodate all travelers. Add to A. Activate public spaces.
Encourage more adopt a street type programs throughout the city. Allow community access to
cameras throughout the city to utilize citizens as watchdogs.
C2-Make the camera's accessible to residents to view over the Internet, not just at the highway
station. C2-Police need to get out and meet the public more - so residents feel comfortable. A1, B4,
C2 - These are great statements, but until the city can figure out a way to "Engage the community"
they are meaningless. The city needs to look at events/groups where there is participation and find
out how that happened and how to repeat it, or leverage these opportunities and groups and
expand community involvement.
B2 - connect the walk and roll plans. A - help identify where the "town" is.
This applies to the entire strategic plan... Establish a results-oriented administration; Create a
customer service culture of "Yes"; Evaluate city services for fit with the City's mission, vision and
long-term financial sustainability; Maximize the use of publicly-owned facilities; and Increase
tourism.
I guess one of the main concerns I have is the way police respond to 911 calls. I have had a break-in
in the past and it took police over 20 minutes to show up. By then if I didn't have an alarm, I would
have lost many valuables and my personal information. I was able to get there within 4 minutes. I
also have a concern about police abusing their position since years ago I and my wife were also not
treated good when we simply went to pick up my prescription at the drug store. They put my wife in
handcuffs and wanted to throw us both in jail even after I proved to them it was for my obvious
surgery.
Personal visits with the businesses and homeowners with the goal of engaging us in these goals on
an individual level.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
GOAL II: A GREAT PLACE TO LIVE
Question Eight
What do you like about this goal?
Section B3-It is a tangible objective, where the others seem more supportive and rely on 3rd party
organizations to achieve.
Expand parks and recreation to meet broader range of interests.
B1 & B2-This is ESSENTIAL. Our community will not thrive unless our schools provide quality
education that parents want.
This is a very important goal considering the needs of our population.
Question Nine
Regarding Goal II: A Great Place to Live: How would you improve this goal?
How would you improve this goal?
What does C1 mean?
Put an emphasis on education. Without a strong foundation in schools, the community will never
grow and thrive.
A2 What does "good partner" mean? This clause seems superfluous. A3-I don't think Tukwila needs
to be a regional leader in efforts to increase community stability, I think we need to learn how to
manage what we have.
Increase access to social services.
Include working with business leaders/owners to offer internships or job training classes to
residents and students so that they could network and build up their skills.
Bring back dump passes!
I would never want to build a new home in Tukwila because of the huge fees and planning code
restrictions. That could use some improvement to make it more enticing to develop here.
Goal B seems to address the work of the School Districts and not the City of Tukwila specifically.
Also, I don't think it is the City's role to promote professional development opportunities to citizens.
B. Strengthen the City's... at the end of the sentence add "& social service religious agencies" Add
B3-Improve the city's capacity to engage social service & religious agencies in meeting the needs of
the city's most vulnerable citizens & visitors.
Question Ten
What are your ideas for implementing this goal? Please indicate which objectives your suggestions
address.
Section A3-add ensure equity in service. The City needs to lay out how they are going to be a
'regional leader.'
Specify that early education is a priority and that the community preschool program be reinstituted
and protected.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
A Tukwila contracts out the direct social services to other organizations but spends over 30% of the
budget on its staff. This needs to be reevaluated. We cannot continue to increase our spending on
staff while cutting money to the agencies that work directly with the clients. We need to automate,
if possible, connecting people to organizations. B3 Parks & Recreation needs to analyze data and
come up with programming that meets citizens’ needs. In certain cases, work with services to
include classes like parenting and nutrition and doing these classes in schools and libraries. Is Parks
& Recreation looking at, on a regular basis, who takes classes, what are their demographics, are they
residents, etc.? This is crucial to building a strong and vibrant community. What we don't need is
more parks that are underutilized and become havens for the homeless and drug dealers.
Community center for services. One stop shopping for dental, Vancouver school district has a very
good model facility for this.
GOAL III: A STRONG AND PROSPEROUS ECONOMIC FUTURE
Question Eleven
What do you like about this goal?
A1 I don't know that the city should be putting money into trying to determine what the future is
going to look like. Certainly the city should protect Southcenter businesses and make it easy for
them to do business without harming guests or citizens. A3, B1 This is important. The city really
needs to focus on helping businesses. An example of not helping businesses is not providing refunds
when the business overpays on its taxes. The city should be very proactive. How does the city
communicate with businesses?
Economic future means jobs for our community.
Recognizing business in Tukwila is important.
Question Twelve
How would you improve this goal?
It seems like Tukwila knows how to deal with businesses/retail, but is lacking on how to link the
economic future with the residents of the community.
Help mold the retail market of the future. Be proactive rather than reactive.
A2 what does this mean? Is this to establish communication between the city residents and
businesses? It seems the city and the businesses already have a relationship. However the
businesses do not seem very involved with the residents. B2 this is interesting. I think the city could
help businesses connect with the community, but this would need to be monitored. Employees
should not become the recipients of "gifts" from businesses.
Identify the type of businesses you want to bring into Tukwila.
Increase tourism promotion; establish a results-oriented administration; create a customer service
culture of "Yes"; evaluate city services for fit with the City's mission, vision, and long-term financial
sustainability.
Quit messing with the fees for business licenses. The last few years it seems as if businesses are
getting reamed.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
In A1 add the word strong, so that it reads "Protect the City's strong retail position and prepare for
the retail market of the future."
Question Thirteen
What are your ideas for implementing this goal? Please indicate which objectives your suggestions
address.
The City needs to be inclusive and transparent in the public engagement process.
Create more interesting sub-areas of the commercial area that focus on variety and inviting design
rather than big box stores and strip malls.
GOAL IV: A HIGH-PERFORMING ORGANIZATION
Question Fourteen
What do you like about this goal?
I think this is a well thought-out goal.
A this would be good - if the strategic plan addresses the issues that Tukwila faces. E3 do we even
have anyone on staff now that is bilingual? F2 as long as staff is in charge of seeking efficiencies
nothing will change - status quo means job security. I like the goal, but this needs to be
implemented by a non-staff advisory board.
If you monitor and adjust you can accomplish the vision.
Focuses on improving staff communication and professional development.
Focus on a goal.
Question Fifteen
Regarding Goal IV: A High Performing Organization: How would you improve this goal?
How would you improve this goal?
Ensure equity in service and a high level of customer service to residents and customers. Ensure
quality departmental workforce. Be inclusive and transparent in public engagement.
It seems there is a focus on improving communication within the city and investing in staff
competency. Why is this not already happening and is the staff not already competent?
This Goal reads like staff wish list. It's interesting to see that this Goal, which clearly came mostly
from staff visioning meetings, encompasses two pages and six strategies, whereas the community
based goals don't come close to this. F4 how about exploring options to decrease expenses?
Establish a results-oriented administration; Create a customer service culture of "Yes"; Evaluate city
services for fit with the City's mission, vision and long-term financial sustainability.
Promote from within! There are many wonderful employees that currently work here. Get rid of the
Court. They are bullies and only want to do things their way! Get rid of Alliance - make it so this is
actually the City of Tukwila! People are afraid to come in and even when they do, there is no place
for the elderly to park! This has been a hot topic for a while; you asked for employees’ feedback but
never took it seriously.
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
Build relationships. Each department seems as if it is its own little island and not one big city. Work
on giving employees that you currently have the opportunity for growth. Seems like there are a lot
of people being divided and torn apart.
C "Engage and empower City employees" gives a negative impression of city employees. From what
I have seen, employees are engaged and care deeply about the Tukwila community. F "Ensure the
long-term fiscal sustainability of the City" should be listed first, as it is the most important. C2 is not
an appealing strategy. A decentralized structure would not serve the needs of departments that
depend on a chain of command structure. Centralized leadership, when done well, is an appropriate
structure for a municipality. Shorten F2 by deleting "through mechanisms that are fair and
appropriate in the burden they place on the community". Completely fair is entirely subjective and,
therefore, not a realistic measure.
Question Sixteen
What are your ideas for implementing this goal? Please indicate which objectives your suggestions
address.
Utilize more outsourcing to help with fiscal sustainability. Decrease the size of government.
A2 a dashboard like the City of Mercer Island has or the City of Redmond. This would be excellent.
A3 and A4 focus should be on achieving goals. Goals should be measurable. These comments seem
to be alluding to some communication/silo issues within the city. Residents and Businesses don't
want to spend money on feel good workshops. If there are communication problems and
managerial problems, employees need to go through proper channels to solve them. The strategic
plan is not about making city employees happy with their jobs. E2 what programs, etc. do we need
to invest in? Why can't staff simply get out in the community and start talking to residents? City
council does this already, and they didn't require any workshops or training to do this. Please,
please, let's not waste money on this. D most residents live in houses built before the city
structures; this objective was clearly staff's idea. Let's plan for this, but I'm sure that the community
members did not advocate for this. Businesses and residents are not going to move to Tukwila
because of our great city hall (unless you can figure out a way to get the Sistine Chapel moved over
here).
E further articulation of who will be communicating with whom.
C get rid of the current city administrator. He isn't serious about his work - only delegating it to
others.
GOAL IV: POSITIVE COMMUNITY IDENTITY ANDIMAGE
Question Seventeen
What do you like about this goal?
I like sections A and B. Section C is premature. See answer to question 18.
Broaden participation in city decision making processes.
All very nice thoughts. But are they even reasonable? The positive community identity and image
can only happen if the measurements people care about are there. Is our crime down? Do are kids
graduate, go on to college? Are you safe in your neighborhood?
I like the community "branding."
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City of Tukwila Strategic Plan – Community Feedback on Draft Plan
Appendix F – November 2012
Highlighting diversity as a jewel of the city.
Tukwila is a diverse community and recognizes it's going to take work to bring connections together.
Question Eighteen
How would you improve this goal?
Need to lead by example and then the 'image' of Tukwila will be changed. Need to focus on
diversity, inclusion, safety, and activation.
Add more transparency so the community members themselves do not have questions regarding
their community's image.
I would look at how sociologists look at diverse communities. We need to create honeycombs and
get people invested. Until that happens this is just a "pie in the sky."
Identify the business community as a positive part of the community and address its image and
identity as well.
See goal 4!
Question Nineteen
What are your ideas for implementing this goal? Please indicate which objectives your suggestions
address.
Allow the community to be involved in community branding, not pay huge money for it. Include the
schools in the process.
Until people feel safe in the city we can't change its image. We need to get crime down. We need to
seriously do this. Tukwila could, actually, promote this effort and use the crime barometer or safe
neighborhood measurement to get better press. The last thing Tukwila should do is brand Tukwila
without addressing these issues. It would be a big mistake.
Get a PIO!
Develop an "I need to come to event.”
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