HomeMy WebLinkAboutReg 2014-06-16 Item 5D - Budget - Council Review and Input on 2015-2016 Biennial Budget PrioritiesCOUNCIL AGENDA SYNOPSIS
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Mqar',i arvieav
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ITEM INFORMATION
ITEM No.
111
S'I'.\I.I' SPONSOR: DAVID CLINE ORIGINAL AGENDA DATE: 06/16/14
AGl;NI).\ I'I'I \[TI'1'I.l: 2015/2016 Priorities
CATEGORY /I Disa
fission
6/76/14
❑ Motion
Mtg Date
❑ Resolution
Mtg Date
❑ Ordinance
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U Other
tl fig Date
A1tg Dale
SPONSOR ❑ Council
❑ HR ❑ DCD ❑ Finance ❑ Firs
❑ PW
// Mayor
❑ IT
1 P &R ❑ Police
SPONSOR'S Council review and input on 2015 -2016 Priorities
SUMMARY
REVIEWED BY ❑ COW 11M1tg. ❑ CA &P Cmte
❑ Utilities Cmte ❑ Arts Comm.
DATE:
❑ F &S Cmte
❑ Parks
❑ Transportation
Cmte
Comm. II Planning Comm.
CHAIR:
COMMITI EE
RECOMMENDATIONS:
SPONSOR /ADMIN.
COMMrITEE
Mayors Office
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$ $ $
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
06/16/14
MTG. DATE
ATTACHMENTS
06/16/14
Informational Memorandums dated 06/10/14, with attachments
111
112
TO:
City of Tukwila
Jim Haggerton, Mayor
INFORMATIONAL MEMORANDUM
Mayor Haggerton
City Council
FROM: David Cline, City Administrator
DATE: June 10, 2014
SUBJECT: 2015/2016 Priorities
ISSUE
Seeking Council input on the City's Priorities for 2015/2016.
BACKGROUND
At the October 2013 Joint Council and Executive Staff Workshop, discussion began about
identifying priorities in correlation to the City's biennial budget. As a result of this workshop, a
preliminary list of potential priorities for 2015/2016 was developed. This list was shared with
Council at its annual Retreat in January 2014 and discussed in greater detail at the March 20,
2014 Joint Council and Executive Staff Workshop. After receiving a presentation made by staff
at the June 2, 2014 Regular Meeting, Council requested a follow -up discussion.
DISCUSSION
A draft copy of the March 20 workshop summary prepared by Berk & Associates is attached for
your review, as well as a draft of the 2015/2016 priorities and a copy of the Strategic Plan Goals
and Priorities matrix that illustrates how the priorities from 2013/2014 & the proposed priorities
for 2015/2016 align with the Strategic Plan Goals.
RECOMMENDATION
Administration is asking for City Council feedback on the matrix and approval to move forward
with the 2015/2016 Priorities as a resource to guide development of the 2015/2016 biennial
budget.
ATTACHMENTS
Draft Summary from the Joint Council & Executive Team Workshop on March 20, 2014
2015/2016 Priorities Draft
Strategic Plan Goals and Priorities Matrix
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CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
FINALIZING BUDGET PRIORITIES FOR 2015/16
A member of the Administration Team summarized draft Priorities developed at the Joint Meeting in October
2013, reminding the group of the thinking behind the Priority and how it would support the Vision and Goals of
the Strategic Plan. Following the brief presentation, the group offered feedback on the content. This feedback
was gathered in two rounds as shown below. At the conclusion of the meeting, the essential input for each
potential Priority was summarized as shown on page 9.
All Priority titles shown below are placeholders and will be refined later in the budget development process.
1. Community Development of Tukwila International Boulevard
Summary Presentation
• Time to jump start redevelopment
• Combined focus on crime reduction and economic development
• A top priority for the City
• Build on inertia and continue developments
Group Discussion — First Round
• Should we expand boundaries of urban renewal area? Yes.
• We need a proactive vision that considers small businesses involving a broader array of stakeholders.
• At this point it is important to look further down the field and consider longer -term redevelopment of TIB,
not just fighting crime and immediate clean -up.
• 2015/16 may be an opportunity to check back in with the community on their Vision. What does success
look like? The Comp Plan updates may afford us the opportunity to do that.
• Part of the vision for TIB should focus on economic development.
o What can we accomplish in two years? We need something specific about business attraction.
o What is our industrial cluster? What businesses do we want to attract?
o How can we leverage the international nature of TIB as a community and economic development
asset? We have had an identity crisis around this and should embrace TIB as something to envy.
Group Discussion — Second Round
• Recreation activities have not been discussed. This was a high priority at the community meeting, as were
community gathering areas — kids are looking for a place they can gather and communicate with one
another.
• People want to have pride in their community.
• Farmers market —the feedback for the prior market was that it was too far from transit and too
expensive. We should try again.
• We should think about TIB in terms of human capital development: how do we all invest in the
community?
• In 2014, we will be forming non - profit. Should this be a broad organization or more of a facility manager?
115
CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
2. Inviting Neighborhoods
Summary Presentation
• This topic provides an opportunity for a collaborative, inclusive approach. It impacts many goals and many
departments.
• Our focus should be on community planning and clarifying expectations and community standards. The
topic addresses what is allowable in neighborhoods.
• There should be an emphasis on access and increasing connectivity.
Group Discussion — First Round
• There is overlap on TIB with the first Priority, though this Priority is citywide.
• How can we better communicate the improvements we're making in the residential areas?
• Community and neighborhood development is important to keep on the list.
• Code enforcement is a community priority and improves neighborhoods through enforcing community
standards.
o We need to get away from reactive, enforcement. We need to move towards code enforcement
success!
• Housing for everyone will continue to be a big issue for the community.
o There are diverse housing interests, including affordable housing and market rate housing.
o Tukwila is not a cheap place to live anymore.
• We don't want vacant lots and should prioritize new development. This will take commitment,
aggressiveness.
• Need clear task items to make inviting neighborhoods. That list will be different for Allentown, and other
neighborhoods: we should ask each neighborhood what are the actionable, specific items to improve their
community?
o Consensus on neighborhood appearance — need to better articulate what is wanted. A visual
preference tool can help.
o How to benchmark with other communities? Shape vision through examples from other locations and
filtering through our personality.
o Need to start talking about undergrounding utilities.
• It would be a huge accomplishment to develop a citywide strategy with specifics for individual
neighborhoods in 2015/16.
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CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
3. Economy
Summary Presentation
• The business community is concerned with infrastructure; the residential community is concerned is with
jobs and advancement opportunities.
o Training for youth.
o Partnerships with school districts.
o Provide access to technology and other resources for job seekers.
o Improving business recruitment strategies to target local candidates.
• Developing Tukwila Pond was a previous economic development interest expressed at an earlier stage.
• Focus on small business, making it easier for folks to go into business for themselves.
• Arterial street projects can support economic development.
• Improve rental housing — improve standards
o Perhaps this should be articulated in Priority 2 around neighborhoods.
All Group Discussion
• I agree on the objective, but am thinking about timing. It is hard to market to business interests when you
are changing regulations. They prefer to sit back and see what happens before they commit.
• A formal Economic Development Strategy would be good.
• The timing is hard. Our last efforts were stymied by the economy. Perhaps we should focus on long -term,
but there may not be much economic growth in the short -term.
• Perhaps we need to partner /participate in workforce development to learn what our best role can be.
We're not doing anything in this arena right now.
o The action item may be to identify the City's role and how best to partner.
• I agree with planning and seeking partnerships, but we need to start on a strategy to achieve a diversified
economy.
• We are working under good strategies; we just don't have them written down.
• We need a more strategic plan to clarify what businesses we want to attract and what we need to do to
make it happen.
• The vision is what makes it work. So when people come sniffing we have a clear vision to guide our actions.
• We need to bring all the plans together and identify what's in the scope for Tukwila, what's out?
• We are still in a storming phase — we need to decide what Tukwila will be in the future.
• I agree; it's time to think of what changes we need.
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CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
4. Community Image
Summary Presentation
• We need to be better at communicating anything positive. We've heard great things tonight. How do we
raise awareness of what we are doing?
• This Priority focuses on communicating back with the public.
o Do this through a campaign, a clear strategy about how we communicate, what we communicate.
o What can we do now in 2014 and 2015/16 to get the word out?
• Maintaining City properties should also be part of this focus.
All Group Discussion
• I'm appreciative that we now have a communications position at the City. Having a dedicated person will
be a big help. The position will give us the ability to improve our community image.
• Let's put international flags on TIB!
• We talked a lot about communicating out, but we also need to listen and respond to the community.
• For a long time diversity was seen as a challenge — now we can leverage it as an attribute.
• The diverse communities want to be a part of Tukwila's future. We must include them in our efforts and
get back to them about the actions we have taken based on their feedback.
• We need to communicate what we are doing, but it isn't always easy.
o For example, our experience with code enforcement. How do you communicate about this to
demonstrate progress? How do you communicate about it in a way that people can digest?
o Without communication people don't see change.
• On the topic of code enforcement, a lot of the litter in the neighborhoods is due to crows and birds picking
through trash. A lot of this litter is preventable with a little effort. Awareness raising is needed.
o Can we partner with waste service providers on this?
• I'm wondering how much information we can channel through the school district. Is there more that we
can do?
• Each community believes that their money should be spent in their neighborhood. How can Council
Members know what the City is doing as they speak to people in their neighborhoods?
o We used newspapers, which is the old way of communicating. What is the new way?
o We need to focus on Channel 21 and advertising. Diversify the languages on Channel 21. This is helpful
even for staff.
• We need to let people know that they are in Tukwila. Need to demarcate where City boundaries are.
• We also need to communicate regionally to raise awareness of the good that is happening in Tukwila.
118
CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
5. High Performing Organization
Summary Presentation
• We've had a lot of successes in the past year, including cross departmental efforts and a lack of injuries.
• But this topic needs to remain on the radar.
• Need to focus on improving processes. Need to leverage technology, free up staff time, increase
efficiencies.
• Focusing here will allow us to do more with our resources to achieve other goals.
• We invested a lot of time in HPO training and now need an implementation strategy.
All Group Discussion
• We should do as much online as possible.
• City facilities should be a 2015/16 focus though it might be premature to say we're ready to move in big
ways. We will finish and roll -out the Facilities Plan. Perhaps our focus should be on continuing to keep the
effort moving.
o Staff is most important asset of the City. The Facility Plan is important in keeping great staff and having
facilities that enable efficient service and optimize productivity.
• Work process improvement or process streamlining must be on our list.
• There is a lot we plan to focus on from an HR perspective in 2014:
o Succession planning is something we'll address seriously this year. This will address advancement
within the City organization, staff retention, as well as replacing staff as they leave or retire.
o A commitment to retaining staff within organization is important to make staff feel safe as we try to
streamline.
o Also how to engage all the talents of our staff and how to retain great staff.
o In 2015/16 we will need funding for training and professional development to support the succession
planning effort.
• We have had people apply across departments and not get the position because they didn't have the skills
or background. We need to get better at offering training to improve chances on the next opportunity for
advancement.
• We need to demonstrate HPO in communications.
o As we change processes, everyone must commit to avoid mixed messages. If we're not
communicating, we won't be unified and we won't be able to lead our teams successfully. People will
make up what you don't tell them. We need to be on the same page.
Group Discussion - Round Two
• We need to recognize excellence in action.
119
CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
SUMMARY OF 2015/16 PRIORITIES DISCUSSION
After discussing each potential priority bucket individually, BERK facilitators identified the four topics that
emerged as having the most support as 2015/16 priorities. The draft Priorities below were summarized on the
white board and well- received by the group.
Priority titles shown below are placeholders and will be refined later in the budget development process.
Community Development on Tukwila International Boulevard
• Focus on TIB as a place to live, work, shop and dine.
• Continue the emphasis on crime reduction while establishing a vision for the future of the area and
beginning redevelopment.
• Focus on proactive economic, community, and human capital development:
o Recreation opportunities for adults and children
o Residential housing options
o Business vitality
• Develop a more positive image and identify with a focus on pride in community
Neighborhoods & Housing
• Address appearance, through code enforcement and community standards.
• Identify citywide standards and visual preferences and neighborhood- specific standards (shaping, visioning
through the Comp Plan) including parks
• Invest in neighborhood infrastructure improvements, such as sidewalks
• Expand a diversity of housing options, including affordable and market rate, for -rent and for -sale
• Beautification: flower baskets, demarcations of City boundaries, etc.
Communications
• Focus on communications, to both external audiences (regional) and internal to Tukwila, including both
community members and staff
• Tell the positive Tukwila story
• Build community identify and a positive regional image
High Performing Organization
• Deliver effective and efficient services for citizens, visitors, and new employers — streamline and improve
City processes and service delivery
• Recognize, strengthen, and retain our team
o Address facilities deficiencies
o Recognize excellence
o Hire and retain the best staff
o Offer training and leadership opportunities
o Communicate more effectively with staff /community
120
CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
ROUNDTABLE REFLECTIONS
Meeting participants were asked to share final thoughts with the group prior to adjourning.
• This has been a productive session. We're seeing a lot more commonality and focus, which was different
than last time when we were all over the place. I know that was because we were at the open part of the
funnel, but it is good to be gaining some focus and clarity.
• We've had a lot of conversation...it's time to stop talking and start doing.
• I want to offer a counter point to "doing "...I think talking is important, but it is good to stop and listen.
• I think with this conversation and the summary on the white board, our Vision is becoming much more
visible.
• I am curious how we will go from the general Vision to the specific details.
• One thing that hasn't come up here, that isn't on our list, is how to improve the stability of our residential
population. There is a lot of churn in the schools, which makes it difficult to educate children. I think there
are probably things we can do to reduce turnover, but it isn't on any of our current lists. This is something
we should keep in mind.
• I think we've been very reactive to date, I'm glad to see we're moving from reactive to proactive.
• In my memory, this is the first time we've started the budget process so early. I think it is getting easier
and we're getting better at it.
• Thinking about our Vision, we need to create more opportunity for people to truly be a community of
choice.
• We have an incredible wealth of talent in our staff and our residential population. I think we have really
been underutilizing that talent. How can we leverage it? How do we tap into what makes people excited?
• To add on that, how do we benchmark it? How do we know if we are being successful?
• We needed more time to talk about what we identified last time. I think today showed the similarities we
have in our thinking and the additional dialogue was helpful. I've been taking pictures of the stickies and
want to be sure we have the raw record of our conversations as well as summary notes.
• Mayor Haggerton shared a letter and Vision statement from the Mayor of Spokane. I think this goes to
show that we are on the right track, and that our thinking is either very similar to Spokane or they
borrowed some of our Strategic Plan. It shows that it is helpful to both us and perhaps to others, which is
ok.
• Council President Quinn. Thank you for giving up the time from your families, I know how important that
is, so that we can come together. By coming together we have bridged the gap between ourselves and our
residents and we have bridged the gaps between ourselves. Thank you for a productive evening.
121
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CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
RAW NOTES: REVISITING OUR VISION
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outcomes
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outcomes
for Goals 2
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JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
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123
CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
RAW NOTES: BUDGET PRIORITIES FOR 2015/16
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JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
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CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
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JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
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CITY OF TUKWILA STRATEGIC PLAN IMPLEMENTATION
JOINT COUNCIL & EXECUTIVE TEAM WORKSHOP 3/20/2014 MEETING SUMMARY (Draft 4/7/14)
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2015/2016 PRIORITIES
Strategic Goal 1: A community of inviting neighborhoods and vibrant business districts.
Priority 1. Tukwila International Boulevard Community transformation.
• Crime prevention
• Tukwila Village construction
• Redevelopment of Urban Renewal area
• Adopt and implement the Tukwila International Boulevard Plan
• Foster investment in business and residential community
• Easily accessible recreational and other City services
• Public art opportunities
• Enhance code enforcement and maintain cleanup efforts
• Implement Safe Routes to School Projects and Walk and Roll Plan
Priority 2. Community Livability
• Enhance code enforcement
• Coordinate and Update Walk and Roll plan with Sidewalk policy
• Review undergrounding opportunities
• Public art opportunities
• Funding strategies for implementation
Strategic Goal 2: A solid foundation for all Tukwila residents.
•
Priority 3. Create Community Partners to Implement Citywide Plans and Visions
• Ensure Strategic Plan Vision and aspirations are reflected in the adopted Comprehensive
plan update including the Southcenter Plan and Tukwila International Boulevard Plan.
• Enhance Community & Regional partnerships, especially with school districts
Strategic Goal 3: A diverse and regionally competitive economy.
Priority 4. Develop and Implement a Comprehensive Economic Development Plan
• Enhance partnerships with business community
• Continue Tukwila International Boulevard activities including Tukwila Village and Urban
Renewal
Strategic Goal 4: A high performing and effective organization.
Priority 5. Continue to Create a More Effective Organization
• Improve City facilities to enhance public safety and support efficiencies
• Create and implement policies that support continued financial stability and sustainability
• Implement new methods to streamline processes creating alignment with Strategic Plan
• Engage all staff in training and provide opportunities for personal development and success.
Strategic Goal 5: Improved communications and community identity.
Priority 6. Improved Communications and Community Identity
• Implement a comprehensive communications plan that engages community, businesses, guests
and employees.
131
A
2
City of Tukwila Strategic Plan
Vision: The city of opportunity, the community of choice
Mission: To provide superior services that support a safe, inviting, and healthy environment for our residents, businesses, and guests.
Strategic Plan Goals
2013/2014 Priorities
Proposed 2015/2016 Priorities
GOAL ONE: A Community of Inviting Neighborhoods & Vibrant
Business Districts
A. Cultivate community ownership of shared spaces.
B. Build a broad and collaborative approach to preventing crime and
increasing the sense of safety.
C. Focus City planning and investments on creating a connected,
dynamic urban environment.
D. Use City efforts and investments to realize established visions for
specific sub - areas.
Crime Reduction along Tukwila International Boulevard ( "TIB ")
Crime Reduction, Tukwila Village Construction, Urban Renewal
Purchase, Clean -up area
An Improved Environment for Community Livability
( "Environment ")
Proactive & strengthened code enforcement, mitigate freight
mobility impacts, TIB pedestrian improvements
1A, 1B &
1D
1A, 1B,
1C, 1D, 3A
Tukwila International Boulevard Community Transformation
Crime prevention, Tukwila Village, Urban Renewal Implementation, TIB
Plan, Foster Investment in community, Easily Accessible Services, Public
Art Opportunities, Enhance Code Enforcement, Safe Routes to
School /Walk & Roll Plan
Community Livability
Enhanced code enforcement city -wide, create sidewalk policy, review
undergrounding, Public Art Opportunities, Funding Strategies
1A, 1B &
1D
1A, 1B
GOAL TWO: A Solid Foundation for All Tukwila Residents
A. Partner with organizations that help meet the basic needs of all
residents.
B. Strive for excellent education, vocational supports, and personal
growth opportunities through effective partnerships and City
services.
C. Encourage maintenance, improvements, and diversity in the City's
housing stock.
Updated Plans & Policies Aligned with the Community's Vision
( "Plans & Policies ")
Incorporate Strategic Plan Vision and aspirations into
Comprehensive Plan updates* 2014 Elements include: Housing,
Residential Neighborhoods, Transportation, Economic
Development, and Tukwila South
TIB Plan, Southcenter Plan,
Complete the PROS Plan
Establish Sidewalk plan, explore undergrounding
Complete the City Facility Plan
1A, 1C,
1D, 2C,
2D, 3A, 4A
1D
1C, 2B
1A, 1B
4D
Create Community Partners to Implement City -wide Plans and Visions
Ensure Strategic Plan Vision and aspirations are reflected in the
adopted Comprehensive Plan update
TIB Plan, Southcenter Plan
Enhance Community & Regional Partnerships, especially school districts
1A, 1C,
1D, 2C,
2D, 3A,
4A
1D
GOAL THREE: A Diverse & Regionally Competitive Economy
A. Embrace the City's economic potential and strengthen the City's role
as a regional business and employment center.
B. Strengthen the City's engagement and partnership with the business
community.
Strengthened Financial Fundamentals ( "Financial ")
Research revenues and opportunities to reduce expenditures
(including impact of golf course)
4E
Develop /Implement Comprehensive Econ. Dev. Plan
Enhance partnerships with business community
Continue TIB activities including Tukwila Village and Urban Renewal
1A, 1C,
1D, 2C,
3A, 3B,
1D, 4A,
4E, 5C
GOAL FOUR: A High- Performing & Effective Organization
A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and
prioritize City efforts.
B. Advance Tukwila's interests through participation in regional
partnerships.
C. Continue to develop as an organization and support individual
growth.
D. Ensure City facilities are safe, efficient, and inviting to the public.
E. Ensure the long -term fiscal sustainability of the City.
Council, Staff, and Partners Engaged in a Shared Commitment to
the Community's Vision ( "Alignment ")
Align City to Strategic Plan, establish shared values, engage staff in
vision & goals, improve internal communications
Develop a communications plan
Build stronger relationships with school districts
4A, 4C, 5A
5B
2B
Continue to Create a More Effective Organization
Improve City Facilities to enhance public safety /efficiencies
Create /implement policies that support continued financial stability and
sustainability
Implement new methods to streamline processes creating alignment
with the Strategic Plan
Engage all staff in training and provide opportunities for personal
development and success.
4A
4B
4C
4D
4E
GOAL FIVE: A Positive Community Identity & Image
A. Improve the City's ability to build trust and work with all members of
the Tukwila community.
B. Facilitate connections among Tukwila's communities.
C. Promote a positive identity and image of Tukwila.
Improved Access to City Services and Decision - Making ( "Access ")
Advance effective community engagement, access to public
records, online registration, and visibility of Council members
Streamline city process to improve customer service
5A
4E
Improved Communications and Community Identity
Implement a comprehensive communications plan that engages
community, businesses, guests and employees
5A, 5B,
5C