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HomeMy WebLinkAboutRFA 2015-06-10 Item 2 - Memorandum and Strategic Plans (City of Tukwila and Kent Regional Fire Authority)City of Tukwila MEMORANDUM To: Regional Fire Authority Annexation Steering Committee From: Moira Carr Bradshaw Date: 3 June 2015 Subject: Municipal and Regional Fire Authority Budgeting Jim Haggerton, Mayor Strategic plans are planning efforts that help organizations achieve their long term goals by identifying short term objectives. These plans are the building blocks that help break down big picture ideas and dreams into realistic strategies of programs /projects /policies that move an organization towards its vision for the future. Typically a strategic plan is focused on the next five years. The City of Tukwila adopted a Strategic Plan in 2012, and the Kent RFA maintains a strategic plan with the most current one dated 2015. These two strategic planning documents are attached to provide some context for understanding the similarities and differences between budgeting for fire suppression and emergency medical services as part of a municipality versus a regional fire authority. The complete City of Tukwila Strategic Plan (148 pages) is available electronically at: http: // records. tukwilawa. qov /WebLink8 /ElectronicFile.aspx ?docid= 57251 & &dbid =1 A summary of the City of Tukwila Strategic Plan and Appendix C are included below as an Attachment because the summary gives you an idea of the complexity of the issues facing the community and the breadth of City priorities and the Appendix shows the fiscal constraints the City faces in the decades ahead. Vicky Carlsen, the City's Deputy Finance Director, will use that information to discuss City revenues. The Kent RFA Strategic Plan is also attached. Although not completely comparable, it has a similar framework. Fiscally, the renewal of the fire benefit charge in 2016 is a critical strategic objective. In addition to reviewing budgeting processes for both the City and the RFA, an overview of both the Fire Benefit Charge, a funding source specific to fire districts and authorities, as well as property taxes will be provided. These discussions will provide a foundation for discussing the financial impact of annexing to the RFA, which will occur at a future meeting. ATTACHMENT City of Tukwila Strategic Plan Summary & Appendix C: Fiscal Baseline Assessment - June 2012 Kent Fire Department Regional Fire Authority Strategic Plan - 2015 Attachment Intentionally blank CITY OF TUKWILA TRATEGIC PLAN 2012 The city of opportunity, the community of choice. INF Adopted December 10, 2012 CITY OF TUKWILA PROJECT LEADERSHIP TEAM ■ Jim Haggerton, Mayor ■ David Cline, City Administrator ■ Joyce Trantina, Project Analyst TUKWILA CITY COUNCIL ■ Verna Seal, Council President ■ Joe Duffie ■ Dennis Robertson ■ Allan Ekberg ■ Kathy Hougardy ► De'Sean Quinn ■ Kate Kruller EXECUTIVE TEAM ► Evie Boykan, Human Services ■ Stephanie Brown, Human Resources ■ Bob Giberson, Public Works ■ Shelley Kerslake, City Attorney ■ Trish Kinlow, Municipal Court ■ Kimberly Matej, Govt. Relations ■ Peggy McCarthy, Finance ■ Mary Miotke, Info. Technology ■ Christy O'Flaherty, City Clerk ■ Nick Olivas, Fire ■ Jack Pace, Community Development ■ Derek Speck, Economic Development ■ Rick Still, Parks and Recreation ■ Mike Villa, Police STEERING COMMITTEE :111 BERK "Helping Communities and Organizations Create Their Best Futures" 2025 First Avenue, Suite 800 Seattle, Washington 98121 P (206) 324 -8760 www.berkconsulting.com ■ Katrina Dohn, Resident & Tukwila School District Mary Fertakis, Tukwila School Board Mike Hansen, Sabey Corp. & Planning Commission Joan Hernandez, Resident & Equity and Diversity Commission Kathy Hougardy, Council Member Sharon Mann, Resident, Tukwila International Boulevard Action Committee, & Planning Commissioner Jenny McCoy, Resident & Faith Community Bryan Nelson, Resident & Tukwila Pool Advisory Committee Todd Pietzsch, BECU Deborah Salas, Community Schools Collaboration Charanpreet Samra, Student Verna Seal, Council President & Equity and Diversity Commission David Shumate, Resident & Planning Commission Gary Singh, Resident & Developer Jerry Thornton, Resident & Community Police Advisory Board Sarah Vallieu, Resident Lynn Wallace, Chamber of Commerce Mike West, Tukwila International Boulevard Action Committee Leshya Wig, Wig Properties, LLC John Williams, Resident Elaina Yoon, Fatigue Technology PROJECT TEAM STAFF COMMITTEE ► Zach Anderson, Police ■ Eric Dreyer, Police ■ Robert Eaton, Parks and Recreation ■ Stacy Hansen, Human Services ■ Melissa Hart, City Clerk ■ Mary Hulvey, Community Development ■ Diane Jaber, Finance ■ Dawn Judkins, Fire ■ Gail Labanara, Public Works ■ Brenda LaFleur, Human Resources ► Stacia Norris, Information Technology ■ Nate Robinson, Parks and Recreation ■ Crystal Sweet, Municipal Court ■ Tanya Taylor, Public Works ■ Don Tomaso, Fire Brian Murphy, Project Manager Dawn Couch, Strategist and Community Engagement Lead Alex Krieg, Gary Simonson, Emily McConnell, & Erik Rundell, Analysts Julie Jacobson, Graphic Designer CONTENTS Introduction 1 Planning Process 2 Summary 6 Goal One 8 Goal Two 12 Goal Three 14 Goal Four 17 Goal Five 21 Appendices (presented separately) A. Strategic Planning Project Schedule B. Demographic & Economic Profile C. Fiscal Baseline Assessment D. Community Feedback on Issue Identification & Visioning E. Community Survey Summary F. Community Feedback on Draft Plan Rock `n' Roll Marathon starting line, Interurban Avenue, Tukwila, 2009 INTRODUCTION This Strategic Plan will guide City of Tukwila actions and investments for the next five to ten years. It is grounded in an ambitious view of the future and identifies the City's role in making Tukwila the city of opportunity, the community of choice. We are committed to supporting individuals, families, businesses, and whole communities as they create and pursue their preferred opportunities. By working together with our partners to realize the aspirations of this Plan, we will ensure that Tukwila is the community of choice for residents, businesses, and visitors. This Plan does not map out a turn -by -turn path forward for the community. It provides direction and structure (see the City Performance & Accountability Model on page 18) for ongoing conversations about what the City and its partners should do to better the community. Guided by the Plan's Community Vision and Goals, in each year's budgeting and planning cycle, City leaders, City staff, and the community as a whole will focus on answering a simple question: what do we need to do now to advance toward our shared Vision and Goals? More than eight months of conversation and hard work by community representatives and City staff contributed to the development of this Plan. These groups engaged a broad range of Tukwila's community in conversations about Tukwila and its future: What do we want Tukwila to be like in the future? How do we build on our strengths? How can we better meet the challenges of today and position ourselves for the future? Through this process, community representatives, staff, and City leaders have agreed on goals and strategies to best position Tukwila for the future. CITY OF TUKWILA STRATEGIC PLAN 2012 CITY OF TUKWILA'S STRATEGIC PLANNING PROCESS .w w - xwe 6.c u,tafre leg,* titt,eir. on city k � M1 fir.Mrs Aft rosr` i 4444 PR "-....4.'c" Barr re iI Members of the Strategic Planning Steering Committee and work in progress April 2012 - December 2012 Tukwila's strategic planning process was designed to create a plan that is compelling enough to unite the community and practical enough to be realized. To accomplish this, the planning process included outreach, analysis, discussion, and consensus building across two project phases: Phase 1: Information Gathering & Issue Identification Phase 2: Strategy Development & Refinement Strategic Planning Committees The effort was spearheaded by two committees that each met eight times between May and November 2012 to review information and consider the many challenges and opportunities facing Tukwila. BERK facilitated discussion and exploration of key topics to build consensus around the community's desired future. ■ Steering Committee. The Steering Committee guided the strategic planning process and was the ultimate recommending body to City Council. The Committee was comprised of 21 diverse community representatives, many of whom play key roles within the extensive network of community and special interest groups that exist in Tukwila. ■ Staff Committee. That Staff Committee included a cross - departmental team of 16 employees representing functions across the City. These individuals will be instrumental in implementing the Plan. Community Engagement The City prioritized community engagement throughout the planning process to ensure the Plan is fueled by community members' aspirations for themselves and for their city. Over the course of the eight month process, hundreds of conversations about the community and its future occurred. These conversations, and the new connections they represent, are an important first step to making Tukwila's Vision a reality. The City is committed to broadening and refining its community engagement capacities and building on the gains made in the strategic planning process, as it works along with the community to achieve the Vision and Goals set out in the Plan. These commitments are articulated in Goal Five, Objectives A and B. A Multi- Pronged Approach to Community Engagement The City took a broad and targeted approach to community engagement, including meetings with partners and community groups; interpreted discussions out in the community, and traditional online tools and public meetings. Efforts included: ■ Project website and communications materials such as handouts, announcements, and flyers ■ Community Survey, with online and printed formats ■ Information sharing and straw polls at community events, including Touch -a- Truck, Family Fourth at the Fort, and Tukwila Night Out ■ Strategic Planning committee members met with more than 20 community groups (listed to the right) ■ Community Visioning and Draft Plan review meetings Rainbow Haven Diverse Communities Forum (see summary graphic above) Public open house on Draft Plan ■ Targeted engagements to include perspectives of Tukwila's immigrant, refugee, and linguistic- minority communities Cascade View Elementary Family Nights — Women's Refugee Alliance's Youth Leadership Class Diverse Communities Forum ■ Staff Engagement — Executive Team worksessions — Staff Survey — Draft Plan review through all -staff coffee breaks COMMUNITY GROUPS os fficers Foster High School Leadership Class — Friends of the Hill (FO.T.H.) — Girl Scout Troop 40704 — Planning Commission — Rainbow Haven Community Refugee Women's Alliance (ReWA) Youth eadership Class — Southcenter Marketing Partnership Southcenter Rotary ustain Tukwila Pool Tukwila International Boulevard Action unity Affairs Committee for the SW King Co. Chamber Tukwila School District Providers Network Unifying Themes Two themes run throughout the Plan, linking and strengthening the five Goals: An Emphasis on Partnering and Collaboration The City of Tukwila cannot accomplish the community's Vision and Goals working alone. Throughout this document, a variety of strategies are established to rally and focus the efforts of a team of partners, including the residents and businesses that call Tukwila home, local and regional community -based organizations, neighboring cities, and City of Tukwila departments and staff. A Broad Definition of "The Tukwila Community" The Tukwila community is defined in the broadest sense of the word, recognizing that Tukwila is a community of communities: ■ The Tukwila community is made up of residents, businesses, and guests, including those who come to Tukwila to shop, visit our residents, or enjoy the many amenities and services Tukwila offers. ■ The Tukwila community is also made up of many different ethnic communities, linguistic communities, and communities of interest. These include families who have lived in Tukwila for generations, recent refugees and immigrants from all over the world, young families, seniors, children, and members of countless organizations ranging from the Tukwila International Boulevard Action Committee, to active neighborhood groups, to our committed Ham Radio club. The communities that comprise Tukwila are what make it unique, dynamic, and positioned to be a model for other communities. There is a focus throughout this document on drawing on and enhancing the strengths of individual communities for the good of each and the good of the whole. CITY OF TUKWILA STRATEGIC PLAN 2012 Plan Structure The Community Vision and five Goals describe the desired future of Tukwila. Meeting this Vision and these Goals will require the efforts of more than the City of Tukwila acting alone: it will require the contributions of all the City's partners, including residents, businesses, and local and regional community -based organizations. The City's Mission describes the role of the City of Tukwila in pursuing the Community Vision. This statement describes the focus of the City organization, its leadership, and staff. Five Goals establish high level aspirations and areas of effort. Under each of these Goals, Objectives (lettered items: A, B, C...) and Strategies (numbered items: 1, 2, 3...) describe how the City will achieve the Goals. Under some Strategies, Implementation Options (bulleted items) capture potential actions identified during the planning process. Actual implementation commitments will be made through the City's annual budget setting and workplanning process as discussed under Goal Four. The Tukwila Community Center from across the Duwamish River CITY OF TUKWILA STRATEGIC PLAN 2012 11' COMMUNITY VISION The city of opportunity, the community of choice. CITY MISSION To provide superior services that support a safe, inviting, and healthy environment for our residents, businesses, and guests. YHG�, CITY OF TUKWILA STRATEGIC PLAN STRATEGIC GOALS & OBJECTIVES 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. 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. 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. 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. 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. CITY OF TUKWILA STRATEGIC PLAN GOAL 0 N E A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS One of Tukwila's greatest strengths is its combination of strong, defined residential neighborhoods and a diverse business base. The commitment to making the City's neighborhoods more inviting and its business districts more vibrant is essential to advancing the City's other aspirations contained in this Plan. Two priorities run through this Goal: ensuring the community is safe and visually attractive. These characteristics are strongly interlinked. When neighborhoods are inviting, people want to be in them. This activity deters crime, further improving neighborhood appeal. Inviting and appealing spaces also attract more shoppers and employers, supporting the vibrancy of business districts and strengthening the tax base that allows the City to invest in community - building and services. Goal One emphasizes a collaborative and inclusive approach to improving the physical appearance and safety of Tukwila's neighborhoods and business districts. In addition, it directs City planning and investments toward strengthening quality of life for residents and supporting the City's role as a major regional shopping and employment center. Areas of focus include making the City more accessible to bikers and walkers, advancing plans for particular sub - areas, and engaging residents and businesses in establishing and maintaining community -based expectations for how Tukwila's public and private spaces will look. CITY OF TUKWILA STRATEGIC PLAN 2012 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE Objectives & Strategies "I love the Tukwila community and have called it home since 1996.1 believe in our potential." - A resident A. Cultivate community ownership of shared spaces. 1. Expand the system of incentives, tools, and supports that encourage investment in and maintenance of private and public spaces. Improve enforcement of the City's regulations. 2. Ensure City -owned properties meet the community's desired look and feel. Encourage partners to maintain their properties to similar standards. 3. Explore ways to use public art to beautify and enrich the community. 4. Reduce commercial activity that is not compatible with residential neighborhoods as opportunities arise. B. Build a broad and collaborative approach to preventing crime and increasing the sense of safety. 1. Engage all City departments in reducing crime. 2. Use environmental design principles to improve public safety. 3. Engage businesses and residents in preventing crime and preparing for emergencies. — Over time, broaden the focus of this engagement to other community - building efforts. — Explore opportunities to engage visitors in crime prevention and crime reporting. — Improve relationships between the City and immigrant communities around public safety. 4. Partner with social service organizations and explore regional solutions to prevent crime. — Review case data to identify frequent violators and coordinate with service providers to resolve issues. CITY OF TUKWILA STRATEGIC PLAN 2012 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE continued C. Focus City planning and investments on creating a connected, dynamic urban environment. 1. Prioritize changes that promote public safety, encourage the active use of space, and facilitate foot and bike access. Make smart investments to support the desired environment, including sidewalk, trail, street, and lighting improvements to support biking and walking as funding and other factors allow. Identify appropriate parks to be made safer for all users by reducing vegetation to improve visibility, allowing other parks to have more native landscaping. Advance implementation of the City Walk & Roll Plan. 2. Explore creative ways to increase transit, foot, and bicycle access to community amenities, stores, and jobs. 3. Work with the community to identify desirable retail opportunities in residential neighborhoods. WALK & ROLL PLAN The Walk & Roll Plan is the City's first pedestrian and bicycle plan. It includes projects to improve streets and trails for pedestrians and bicyclists. The Plan has a "complete streets" focus that expands the focus of transportation planning from keeping cars and trucks moving to the idea that Tukwila's streets should be for everyone. The Plan recommends seven actions to improve mobility in the City: 1. Adoption of bicycle and pedestrian infrastructure designs. 2. Designation and adoption of "bicycle friendly routes." 3. Continue construction of neighborhood links. 4. More than the minimum for pedestrian safety. 5. Railbanking for the future: acquiring and using abandoned rail spurs for future trails. 6. Promotion of and participation in biking and walking programs. 7. Identify and fund Walk and Roll projects in the Capital Improvement Program (CIP). A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE D. Use City efforts and investments to realize established visions for specific sub - areas. 1. Implement the community -led vision for the Tukwila International continued Boulevard neighborhood. NORMANDY COURT APARTMENTS 2. Work with businesses to finalize and implement the City's Southcenter Plan. 3. Continue to support the development of Tukwila South. 4. Tailor land use codes for the specific circumstances of individual sub - districts rather than applying one set of codes citywide. 5. Identify public and private infrastructure investments that will be needed to support the long -term vision for specific areas of the City. — Use multi - department teams in long -term planning efforts to establish shared goals and target City investments in catalytic projects. THE SAMARA APARTMENTS and Fire Lane Residential over Garage Plaza over Residential —' 11•y1 Wage Green Residential over Garage RIVERTON TERRACE Evisling Fire Lane Residential over Garage Plaza over Garage Surface Parkin °'9fI19re9e GREAT BEAR MOTOR INN 7-ELEVEN Concept site plan JET INN MOTEL RETAIL JACK IN THE BOX BOULEVARD MOTEL March 19, 2012 ' Y SCALE i -aoa Tukwila Village is a new mixed - use neighborhood planned for Tukwila International Boulevard and South 144th Street. The City, partners, and the community have built a shared vision for Tukwila Village and construction is planned to begin in 2013. CITY OF TUKWILA STRATEGIC PLAN 2012 A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS Cities are not only places where people sleep and eat, work, shop and play. Cities are places in which individuals and families make their lives. In collaboration with its partners, the City will work to establish a solid foundation from which all residents have access to opportunity and the ability to pursue their dreams, whether they are newcomers to the United States seeking access to education, affordable housing, and employment or seniors looking for a place to spend their retirement years. In this arena, Tukwila aims to be a model community, showcasing our strengths as a dynamic and diverse community. To achieve this Goal, Tukwila will act both as a provider of quality service and an excellent partner to the many organizations that serve Tukwila's community. Being a great partner means many things: facilitating connections, advocating, sharing information, increasing awareness, and funding. In fulfilling these roles effectively, the City will listen and work collaboratively with its partners to make a real and positive difference in the lives of community members. CITY OF TUKWILA STRATEGIC PLAN 2012 A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS GOAL TWO Objectives & Strategies "I would like to see more opportunities for our young people. I feel strongly we need a resource with a Boys & Girls Club philosophy by the high school where it is more accessible to the majority of the community." - A resident A. Partner with organizations that help meet the basic needs of all residents. 1. Continue to advocate for vulnerable populations and increase understanding of the challenges they face. 2. Actively collaborate with service providers supporting basic needs and job readiness. 3. Be a regional leader in efforts to increase housing security and meeting the needs of a dynamic community. — Explore opportunities for supporting cooperative and alternative housing for transitioning and recent refugees. B. Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. 1. Strengthen the City's partnership with schools to identify and pursue shared goals. — Seek opportunities to support educational and vocational goals of individuals who have "aged out" of the traditional school system. 2. Facilitate connections between educators, service providers, and businesses to link residents with job training and employment opportunities. 3. Improve access to parks and recreation programming to serve a broader range of Tukwila's residents. — Engage community members in identifying unmet needs and interests. — Explore opportunities to increase easy access to the Tukwila Community Center (TCC) and bring programming out of the TCC, into the community. C. Encourage maintenance, improvements and diversity in the City's housing stock. 1. Engage communities in determining the desired look and feel for new housing units in established neighborhoods. 2. Promote the availability of quality housing options at all price points to support social diversity and ensure families and individuals can remain in Tukwila as life circumstances change. — Explore opportunities to provide more assisted - living options for seniors that are neither low- income nor in -home care. CITY OF TUKWILA STRATEGIC PLAN 2012 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY The ability of the City of Tukwila to fulfill its Mission of providing superior services that support a safe, inviting, and healthy • environment for our residents, businesses, and guests depends directly on the strength of its economy. Without maintaining a strong economy, the City will not be able to provide quality services to its residents and infrastructure for its neighborhoods. In addition to this critical role supporting the City's tax base, Tukwila businesses provide jobs, shopping options, and services for local residents. Tukwila is fortunate to have many significant economic assets, including its central location, diverse business base, and long- standing role as a regional retail and employment center. However, these are not guaranteed qualities. The City must take action to protect and strengthen its economic assets and regional role in the face of changing tastes, regional and global economic forces, and competitive moves by other communities. Tukwila and its businesses must be proactive and innovative to maintain, let alone increase, market share, employment levels, and City services. The City's economic development efforts will continue to be multi - pronged, addressing three aspects of the City's economy: 1. Protecting the City's role as a strong regional retail center and preparing for the retail market of the future. 2. Supporting the retention and expansion of the City's commercial and industrial businesses. 3. Cultivating the success of the City's entrepreneurs and small businesses, including businesses owned by refugees, immigrants, and non - native English speakers. CITY OF TUKWILA STRATEGIC PLAN 2012 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY cony THREE continued To strengthen the competitiveness of Tukwila's economy, the City will support existing businesses, attract new business, and tap into the entrepreneurial talent and appetite for commerce of its residential population. Two very practical ways for the City to pursue these goals is to increase its communication with Tukwila businesses and ensure that City - controlled factors —such as permitting processes, business regulation, and customer service —are business - friendly. Businesses provide significant value to the Tukwila community, and are direct customers served through the City's Mission. In pursuing the aspirations of Goal Three, the City will engage Tukwila's businesses in strengthening the community. Tukwila businesses are largely untapped resources in this regard and have much to contribute and much to gain from a strengthened physical and social community fabric. When individual businesses prosper, there are benefits to Tukwila as a whole, and when the community prospers there are similarly benefits for individual businesses. "Tukwila has a central location and excellent amenities — retail, freeways, airport, and hotels —which make for a good business infrastructure." - A business owner A REGIONAL EMPLOYMENT CENTER In 2010, Tukwila business had nearly 43,130 employees and 1.7 Billion in taxable retail sails, demonstrating Tukwila's role as a regional employment and retail center. These figures also signal another important characteristic of the City: the influx of employees, shoppers, and other guests who come to Tukwila each day. Another key characteristic of the community is its diverse employment base (see chart), with significant numbers of jobs in the services, retail, manufacturing, and wholesale trade, transportation, and utilities sectors. As part of this Plan, Tukwila commits to nurturing its strong and diverse economic base in the coming years. 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 Tukwila Covered Employment by Sector, 2000 -2010 IIiiiiiIIII Iliiiiiilli 0 1 L_I o° oti oti o� o°` o`' 0O o\ 01' cP Education Government (Wholesale Trade, WTU Transportation & Utilities) • Services Retail • Manufacturing (Finance, FIRE Insurance & Real Estate) Construction & Resources CITY OF TUKWILA STRATEGIC PLAN A DIVERSE & REGIONALLY COMPETITIVE ECONOMY cony THREE Objectives & Strategies "Improve local jobs and business so Tukwila residents can earn a living wage." - A Somali service provider Westfield Southcenter Shopping Center A. Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. 1. Establish and implement an economic development strategy that identifies ambitious goals and leverages the efforts of all City departments to strengthen the City's economy. 2. Employ a business - friendly approach to regulation while protecting the long -term interest of neighborhoods and businesses districts. 3. Strengthen the City's image as an economic hub, promoting Tukwila's businesses and the City as a good place to do business. 4. Promote understanding of the interdependencies and mutual interests among Tukwila residents, Tukwila businesses, and the City of Tukwila. B. Strengthen the City's engagement and partnership with the business community. 1. Improve the City's ability to have two -way communication with Tukwila businesses. 2. Cultivate business participation in strengthening and promoting the Tukwila community. CITY OF TUKWILA STRATEGIC PLAN 2012 GOAL FOUR A HIGH-PERFORMING & EFFECTIVE ORGANIZATION This Strategic Plan is the first step in the next phase of Tukwila's history, but it is not the last step. This Plan will promote and inform additional conversations and decision - making, as the City and its partners work from year to year to implement the desires and ambitions established in this document. The City of Tukwila has provided high quality services to its community during its first hundred years and commits to strengthening this tradition going forward. Like all cities, Tukwila has finite resources. Goal Four describes the path to improving capabilities and efficiencies within the City to deliver more value to the community with the resources it has. A primary focus is having the different parts of the organization work better together. By aligning the efforts of City departments, individual staff members, and the City's partners around the shared Vision and Goals articulated in this Plan, the City will focus its efforts on achieving what matters most to the community it serves. COMMUNITY OUTREACH Ongoing feedback and consultation with the public is key to achieving the Objectives in Goal Four. The City tried many new outreach tools and formats as part of the strategic planning process (see page 3), and is committed to broadening its community engagement toolkit. This chart summarizes input received from the 2012 Community Survey on desired City priorities. Community Priorties for City Action, 2012 © Improving the local economy, with jobs and opportunities for area businesses © Improving Tukwila's image and reputation in the region O Ensuring the City is financially healthy Improving the physical appearance of the community Improving police services wor QStrengthening the local social safety net (supports and services for individuals and families in need) O Increasing housing choices for all ages and incomes O Improving traffic or road conditions O Improving parks and recreation choices 0 Improving bicycle and sidewalk connections Improving fire services Other CITY OF TUKWILA STRATEGIC PLAN 50% A HIGH PERFORMING & EFFECTIVE ORGANIZATION The City Performance & Accountability Model shown below illustrates how the Strategic Plan will be used to inform annual budgeting and workplanning efforts across the City, guiding efforts around the Vision and Goals established in the Plan. This Plan and Model do not commit the City to future actions, but establish a transparent process for developing and reporting on the City's efforts to achieve the desired outcomes established by the Plan. Each year, progress from the previous year will be reviewed and, together with updated community input, used to establish Council goals and departmental workplans. Based on these goals and plans, departments will propose annual performance targets for approval by City leadership and begin a new year's actions and investments designed to advance the community towards its Vision and Goals. CITY PERFORMANCE & ACCOUNTABILITY MODEL ■ Community Vision ■ City Mission ■ Goals ■ Objectives A ■ ANNUAL I * involves additional community and partner PLANNING L engagement ■ Community Input* ■ Council Goal Setting ■ Departmental Workplans PROGRESS REPORTING ■ Performance Reports ■ Situation Assessments ■ Information Sharing* PERFORMANCE TARGETS ACTIONS & INVESTMENTS ■ Implementation Steps ■ Measurable Goals ■ Performance Indicators ■ Outcomes -based Funding CITY OF TUKWILA STRATEGIC PLAN 2012 A HIGH PERFORMING & EFFECTIVE ORGANIZATION GOAL FOUR Objectives & Strategies ORGANIZATIONAL DEVELOPMENT & INDIVIDUAL GROWTH The skill and dedication of Tukwila's employees is a core strength. We value employee contributions today and are committed to further developing our skills and improving how we work together. The City aims to benefit from the full knowledge, skill, energy, and creativity of each individual employee by encouraging long -term thinking beyond individual departments and informed, distributed decision - making that advances our collective goals. This model of employee engagement and leadership relies on all employees understanding their role within the larger effort. While establishing our Vision, Mission, and Goals is an important first step in becoming the high - performing organization we want to be, significant work lies in front of us. This Plan provides guidance to revising our organizational structures and systems to make sure we work as effectively and efficiently as possible in service of our Mission and in pursuit of our community's Vision and Goals. We would also benefit from establishing City of Tukwila Values that guide how we work with one another and how we treat our partners and customers. A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. 1. Align City efforts and priorities around the Strategic Plan, including Council goal- setting, the City's regular budgeting processes, and department -level workplanning. Create a results- oriented customer service culture focused on achieving the City's Mission. Establish an annual process for reviewing progress and establishing new action plans for implementing the community aspirations set by this Strategic Plan. — Establish City of Tukwila Values or Guiding Principles to shape organizational culture and guide decision - making. 2. Track and report progress on meeting Strategic Plan Goals to City staff, residents, businesses, and other interested parties. — Identify performance measures by department and establish tools and schedules for reviewing, sharing, and learning from progress. 3. Improve communication and strengthen relationships up, down, and across the organization. B. Advance Tukwila's interests through participation in regional partnerships. 1. Encourage broad participation of City staff and elected officials in regional partnerships. 2. Be a regional leader in building common goals with our local and regional partners to achieve the greatest possible results. C. Continue to develop as an organization and support individual growth. 1. Encourage employee leadership throughout the organization. Engage and leverage the full abilities of each employee. 2. Establish a culture and mechanisms to support ongoing growth and learning as an organization. CITY OF TUKWILA STRATEGIC PLAN 2012 A HIGH PERFORMING & EFFECTIVE ORGANIZATION GOAL FOUR continued D. Ensure City facilities are safe, efficient, and inviting to the public. E. Manage the long -term fiscal sustainability of the City. 1. Promote shared staff and community understanding of the City's fiscal position. Share information about significant revenue and cost factors, as well as the rationale for decision - making. 2. Focus City expenditures on community priorities and maximize efficiencies in service delivery. — Evaluate City services and service delivery models relative to the City's Mission, Strategic Plan, fiscal outlook, and ongoing input from the community. — Establish policies and processes to adopt technology that improves City services and makes them more efficient. — Explore opportunities for regional partnerships and regional service delivery models that are fiscally beneficial to the City and in line with community values. — Encourage future development in locations where existing infrastructure can absorb the growth. 3. Increase City revenues to support quality services for the whole community. — Aggressively pursue opportunities to grow the City's business tax base through economic development. — Explore options to increase revenues for the provision of City services or facilities for the benefit of our residents, businesses, and visitors through mechanisms that are fair and appropriate. CITY OF TUKWILA STRATEGIC PLAN 2012 -i GOAL F IVE COMMUNITY IDENTITY & IMAGE Goal Five addresses two interrelated aspects of the Tukwila community: its internal identity and its external image. The Citywill make proactive effortsto strengthen Tukwila's identity. As a community composed of many smaller communities, this will be a complex and rewarding effort. Today, many people feel connected and committed to their own piece of Tukwila, be it a block, a neighborhood, a business park, or a particular linguistic, cultural, or interest group. Throughout the strategic planning process we heard a desire to increase the shared sense of belonging and membership in Tukwila as a whole. A first step is strengthening the City's ability to engage all community members, using online tools, traditional meeting formats, and innovative, adaptive formats that open lines of communication with members of communities not reached via other means. The City commits to following up on the successful community engagement efforts used in this planning process (see page 3), as well as learning from efforts that were not as successful, to continue to build strong relationships with individuals and groups. As the City's relationships with its many communities grow, it will seek to build bridges among these groups; connecting, sharing, and recognizing communities for the good of each and the betterment of all. These connections, together with the investments in neighborhoods, business districts, and other community supports as described in other Goals, will bolster our identity, strengthening shared understanding and appreciation for who we are as a community. As our internal identity takes shape, we will promote an aligned external identity that communicates a positive view of Tukwila to outsiders, including potential new residents, business owners, shoppers, and other guests. Tukwila has many strengths to communicate, from its geographic location —a community at the center of it all —to its positive business climate and dynamic and international shopping, recreation, and dining offerings. These aspects of the Tukwila story are important elements of the City's image and brand that will be promoted regionally. CITY OF TUKWILA STRATEGIC PLAN 2012 A POSITIVE COMMUNITY IDENTITY & IMAGE GOAL FIVE Objectives & Strategies "I see the City's greatest challenge as creating a brand for Tukwila to invite visitors and create an attractive image." - A City employee A. Improve the City's ability to build trust and work with all members of the Tukwila community. 1. Broaden the City's toolkit to include new technology and formats that enable two -way communication. 2. Strengthen the City's ability to engage with communities that do not participate in traditional formats. — Adopt engagement strategies that bring City staff and decision makers out into the communities they serve to engage in meaningful dialogue. — Cultivate meaningful, long -term relationships with members of the City's communities. — Expand the linguistic and cultural competencies of City staff through training and hiring. 3. Cultivate participation by Tukwila's many communities in the City's decision - making processes. B. Facilitate connections among Tukwila's communities. 1. Build connections among the many communities that make up the broader Tukwila community. 2. Improve broad understanding and appreciation of all of the City's cultures. Movie night at the Tukwila Community Center CITY OF TUKWILA STRATEGIC PLAN 2012 A POSITIVE COMMUNITY IDENTITY & IMAGE GOAL FIVE continued C. Promote a positive identity and image of Tukwila. 1. Take a proactive role in generating positive media coverage of the community. — Promote the City's amenities, cultural dynamism, and geographic location. — Shift negative perceptions about crime in Tukwila. 2. Implement a long -term, scalable community branding effort. — Establish common themes that promote Tukwila's many positive attributes. — Expand community markers at City boundaries and at key points throughout the community, establishing a clear community signature. — Use public art that is representative of the City's diverse communities in the branding effort. 3. Promote Tukwila's international diversity as a strength and draw for regional visitors. Support neighborhood businesses in reaching new markets through improved facades, way- finding banners, and common promotions. Explore opportunities for establishing a neighborhood business district organization to provide ongoing support for small businesses operating within a defined geographic area. — Explore opportunities to establish a shopping and dining destination, similar to Seattle's Pike Place Market or International District. 1 COMMUNITY BRANDING & PROMOTING TUKWILA'S INTERNATIONAL DIVERSITY The Strategic Planning Steering Committee generated many ideas for strengthening Tukwila's image by proactively communicating the City's many positive attributes. Specific ideas included: ■ Promoting businesses and attractions located in Tukwila. ■ Establishing a community tagline such as "Tukwila — at the Center of it All." The Committee also generated many ideas for positioning Tukwila as a dynamic focal point of international languages and cultures by: ■ Lining Tukwila International Boulevard with flags representing the home countries of neighborhood residents and business owners. ■ Celebrating Tukwila's different communities through cultural fairs, festivals, and other events. ■ Recognizing Tukwila's multi - lingual student body that is well- equipped for employment in a global marketplace. i Museum of Flight Starfire Sports CITY OF TUKWILA STRATEGIC PLAN CITY OF TUKWILA STRATEGIC PLAN Appendix C Fiscal Baseline Assessment June 2012 NTRODUCTIOR' City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future 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. 111 BERK 1 REVENUES i SERVICE DEMAND I City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 FISCAL BALANCE FRAMEWOP 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 LAND BASE (City) Identify vacant and redevelopable land based on parcel -level review of zoning, land use and current values. Scenarios based on % of maximum buil dout, pace of growth, and redevelopment intensity COMMERCIAL Square Footage, Type, Scale, Timing, Tenant Mix Employment New Retail Activity V RESIDENTIAL Housing Mix, Type and Density Housing Units Population TAX BASE Assessed Value Taxable Retail Sales Business Income Utility Usage Population -based Employment -based Development- related Other Set Tax and Fee Policies Source: Berk, 2012. Estimate service demand based on population growth (police, fire, parks, public works, etc.) Estimate required FTEs and personnel costs Estimate non - personnel costs Set Level -of- Service Policy SERVICE COSTS NET FISCAL IMPACT 4_1 2 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 BASELINE FORECAST, 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. 30,000 Exhibit 2 Historical and Projected Baseline Population 25,000 - 20,000 - 15,000 10,000 - 5,000 - Historical Population Estimated Future Population 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 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Exhibit 3 Projected Baseline Population and Employment ■Permanent Population ❑Employment —� N.'s NI' ,'" ,b 4h N6 <\ N0 N°j 15' ry,^ ,* ry' ti? 9, 16 ry1 ryi, 19 nP ,S^ ,t0 ,t0 ,t0 ,t0 15" ,10 ,t0 ,t0 ,t0 ,t0 ,t0 ,t0 ,t0 ,t0 ,t0 ,10 ,t0 15" ,10 ,t0 ,t0 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: o Residential unit capacity is estimated directly in the report. o Commercial capacity is estimated as land area, which is converted to building capacity using 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 % Buildout HU Added Avg Units per Capacity at 2033 through 2033 Year* Baseline Forecasts SF Housing Units 1,200 95% 1,100 50 MF Housing Units 1,600 50% 800 55 * 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 % Buildout SF Added Avg SF % Distribution Capacity (SF) at 2033 through 2033 per Year (commercial) Baseline Commercial Retail 1,414,000 70% 990,000 45,000 70% Office 505,000 70% 353,000 17,000 25% Other Commercial 101,000 70% 71,000 3,000 5% Total Commercial 2,020,000 70% 1,414,000 66,000 100% Baseline Industrial Industrial 6,173,000 80% 4,939,000 224,000 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 Revenues and Expenditures (millions of dollars) Revenues Revenue Source 2012 Budget Amount Property Tax Retail Sales and Use Tax State Sales Tax Mitigation Natural Gas Use Tax Criminal Justice Sales Tax Utility Taxes Admissions Tax Other Taxes (excise, penalties, etc.) Total Taxes Business Licenses and Permits Building Permits and Fees Total Licenses & Permits General Government Security Engineering Services Transportation Plan Check and Review Fees Culture and Rec Fees Total Charges for Service Fines and Penalties Intergovernmental Miscellaneous Transfers-In 13.87 14.41 1.20 0.28 0.36 6.36 0.65 2.64 39.78 2.78 1.10 3.88 0.06 0.51 0.06 0.16 0.86 0.61 2.26 0.21 2.86 1.90 1.87 TOTAL REVENUES AND TRANSFERS 52.77 Source: City of Tukwila 2011 -2012 Adopted Budget; BERK, 2012. Expenditures Expenditures by Department 2012 Budget Amount City Council Mayor's Office Human Resources Finance Legal Parks & Recreation Community Development Court Police Fire Information Technology Public Works Parks Maintenance PW Street Maintenance Non - Departmental 0.27 2.52 0.57 1.60 0.54 2.53 2.68 0.99 14.06 10.23 1.15 3.61 0.94 2.68 8.00 TOTAL EXPENDITURES 52.39 6 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 BASELINE PROJECTIONS $70 M $60 M $50 M $40 M $30 M $20 M $10 M 50 M 01 00 09 ti ti ti N^ ONe N6 NE ti ,6 ti O ^6 ti O VA ,s6 ^ry 1ti tx ti ,b ti 6 ti 1 ti ti ti O^ 1 O ti O 0� ti 0ti O ti Oti 0 ti 0 ti 01' 01' OOyff O�ry ti ti Exhibit 7 City Core Revenues Over Time (in 2012 dollars) 2007 -2011 Actual and 2012 Budgeted •Core Expenditures Core Resources Other Revenues Utility Taxes Building Permit, Planning and Engineering Fees r. Property Tax 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. o Sales tax revenue declined from 2007 to 2010, but increased in 2011 and is expected to grow going forward. o Sales Tax revenue has been impacted over the last few years by destination -based sales tax 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. o The City helped make up for losses in sales tax and other revenues affected by the recession by raising existing utility taxes and instituting interfund utility taxes. Without these increases in utility taxes, revenue growth would have only been about 1.4% o Going forward, property taxes will continue to be limited by 1 -747, which restricts growth to 1% 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. City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 $70 M $60 M $50 M $40 M $30 M $20 M $10 M Exhibit 8 City Core Expenses Over Time (in 2012 dollars) 2007 -2011 Actual and 2012 Budgeted •Core Expenditures Core Resources 0 FTEs Personnel Costs (Salaries & Benefits) 350 300 - 250 $0 M 200 6 00 0 N^ HO � �� ^O 0O rl> 0ry 0� y 6 � 0O 3^ 3g' 1 0 ti 0 1 0 1 O 1 9 O , O ti O 9 9 ti ti ti 90 1 0 0 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 1 -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 $140M Exhibit 9 Net Fiscal Baseline (in year of expenditure dollars) $120M — $100M $80M $60M =Total Operating Revenues ■Total Operating Costs Annual Operating surplus /(deficit) $40M — $20M $0M -20M S n3 o�� a 0 9<‘ a c' 0`10 01> O`t� 0` '5 o' r01‘") o`fo f* oho o`fo o,SO If o�� ' ti ti ti r ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti 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 buildable area 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. o Commercial development will include research and office space, retail, restaurants, and hotels. o Residential development will include condominiums and apartments. • 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. o Phasing assumptions used in the original analysis assume a full development timeline of 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 60,000 50,000 40,000 30,000 20,000 10,000 0 Exhibit 10 Estimated Future Population and Employment of Tukwila South Construction Scenarios ❑ Employment - TSP 2017 ❑ Employment - TSP 2022 0 Employment - Baseline ❑Population -TSP 2017 ' _ 7 la Population - TSP 2022 1 • Population - Baseline 4 1 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 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 $140 M 1 $120 M - $100M $80 M - $60 M $40 M $20 M $0 M -$20 M Exhibit 11 Estimated Net Fiscal Impact including Tukwila South =Revenues - TSP 2017 =Revenues - TSP 2022 ∎ Revenues - Baseline Costs - TSP 2017 =Costs - TSP 2022 =Costs - Baseline Net - TSP 2017 - TSP 2022 —0—Net - Baseline 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. o While there will be larger start -up costs at the beginning of the project that will not be fully 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. o The Project will begin to have a net benefit to the City's operating costs and revenues about 5 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 o Economic development o Taxes, fees, and other revenue - generating tools • Cost - focused strategies o 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 13 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY STRATEGIC PLAN 2015 Executive Team • Jim Schneider, Fire Chief • Mike Denbo, Chairperson, RFA Governance Board • Deputy Chief John Willits, Operations • Deputy Chief Brian Wiwel, Logistics /Safety • Division Chief Pat Pawlak, Facilities • Division Chief Dominic Marzano, Emergency Management • Division Chief Jon Napier, Fire Marshal • Division Chief Eric Tomlinson, Training Consortium • Battalion Chief Greg Markley, Accreditation Manager • Captain Ray Shjerven, President IAFF Local 1747 • Captain Larry Rabel, Strategic Planning • Margaret Martin, Finance Manager • Deanna Gratzer, Human Resources Manager • Jane Ogren, Executive Assistant :ill BERK `f/e /ping Communities and Organizations Create Their BestFutures" Strategic Planning Committee • Battalion Chief John Madson, C Shift • Captain Scott Galassi, B Shift • Captain Kyle Ohashi, Public Information Officer • Captain Jimmy Webb, FDCARES, D Shift • Captain Ed Johnson, A Shift • Engineer Brent Flatness, B Shift • Engineer Janet Williams, A Shift • Deputy Fire Marshal Kevin O'Keefe, D Shift • OEM Program Manager Brian Fleczak, D Shift Kent Fire Department RFA Governance Board Members • Mike Denbo, Board Chairperson • Dennis Higgins, Board Vice -Chair • Allan Barrie, Commissioner • Les Thomas, Councilmember • Bill Boyce, Councilmember • Harry George, Sr., Commissioner • Margaret Harto, Mayor of Covington, Advisory Board Member Founded in 1988, we are an interdisciplinary strategy and analysis firm providing integrated, creative and analytically rigorous approaches to complex policy and planning decisions. Our team of strategic planners, policy and financial analysts, economists, cartographers, information designers and facilitators work together to bring new ideas, clarity, and robust frameworks to the development of analytically -based and action - oriented plans. Consultant Team: Brian Murphy, Project Manager Claire Miccio, Lead Analyst 2025 First Avenue, Suite 800 Seattle, Washington 98121 P (206) 324 -8760 www.berkconsulting.com LETTER FROM CHIEF SCHNEIDER It is my pleasure to present the Kent Fire Department Regional Fire Authority (KFDRFA) Strategic Plan. The Strategic Plan is a five -year plan that will be updated annually to remain a current updated five -year Strategic Plan. The Strategic Plan is a result of months of effort and input from all divisions of the department. Additionally, incorporated into the documents are the results of a civilian personnel organizational survey; a firefighter personnel organizational survey; a 2014 internal stakeholder's organizational survey; and a 2014 external stakeholder's organizational survey. The Strategic Plan will create a very clear course of action that will incorporate performance measures to ensure continuous improvement of the Kent Fire Department RFA. The Plan is centered on four Goals: • Better serve our changing population; • Strengthen our use of data and technology; • Effectively manage our resources and plan for long -term sustainability and resiliency; and • Cultivate an environment of excellence, respect, and fun. Incorporated into the plan are action steps, short -term and long -term objectives, with tactics and Performance Management Considerations that will enable the department to create continuous quality improvement. It is critical that as an organization we have a vision and commitment of what our residents and department personnel want our organization to look like in the future. The incorporation of the Goals of the Strategic Plan will provide the conduit for our annual work plans and future annual budgets. I want to thank the department's Executive Team and Strategic Planning Committee who helped create the Strategic Plan that will guide our organization as we meet the challenges of tomorrow and the needs of today. The Kent Fire Department RFA embraces continuous quality improvement. There is a statement that can remind all of us of how important continuous quality improvement is for our sustainability. The statement reads: Good Enough is the Enemy of Excellence. Jim Schneider Fire Chief KFDRFA firefighters working to put out a fire. KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. CONTENTS Introduction 2 Current Topics and Critical Issues 4 Mission, Vision, and Core Values 8 Managing From This Plan 9 Summary of Goals and Action Strategies 10 Goal 1. Better Serve a Changing Population 12 Goal 2. Strengthen Our Use of Data and Technology 16 Goal 3. Effectively Manage Our Resources and Plan for Long -Term Sustainability and Resiliency 18 Goal 4. Cultivate an Environment of Excellence, Respect, and Fun ... 22 APPENDICES Appendix A: Accreditation Crosswalk Appendix B: KFDRFA Organizational Structure Appendix C: Strategic Leadership Assessment Questionnaire Report to the Chief Appendix D: Civilian Survey for the Strategic Plan Executive Summary Appendix E: 2014 KFDRFA Perception Survey Executive Summary Appendix F: Stakeholder Interview Summary Appendix G: All Staff Strategic Planning Survey KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. Left: an Aerial Ladder Truck, a key piece of equipment that helps maintain low insurance costs for the community. Right: Color Guard members at attention. INTRODUCTION The Kent Fire Department Regional Fire Authority (KFDRFA) provides superior fire suppression and Emergency Medical Services (EMS) to our response area and is the largest emergency management agency in the region responsible for emergency planning, prevention, mitigation, response, and recovery activities. The KFDRFA is committed to its Mission of "professionally and compassionately helping people." We do this by evolving to meet the changing needs of our community and protecting individuals, families, homes, and businesses from emergencies caused by fire, accidents, health issues, and disasters. The KFDRFA has experienced significant change and growth in the recent past. In early 2014, the SeaTac Fire Department joined the KFDRFA through contract. The KFDRFA now protects the cities of Kent, SeaTac, and Covington as well as King County Fire District 37. This response area now encompasses more than 60 square miles and nearly 175,000 residents of all ages and economic standings, and from varied cultural and linguistic backgrounds. Since 2004, the Kent Fire Department RFA has been accredited by the Commission on Fire Accreditation International (CFAI) and is committed to its model of continuous quality improvement through performance measures and benchmarks based on industry standards and best practices. 2 ADOPTED NOVEMBER 19, 2014 UPDATE TO THE 2013 STRATEGIC PLAN This 2015 Strategic Plan is a major update to a plan completed in 2009 and updated in 2013. While some themes and goals are present in each of these iterations, they are presented in this most current update in a revised framework side by side with new issues that reflect the agency's current challenges and opportunities. STRATEGIC PLANNING PROCESS The KFDRFA's strategic planning process was designed to create a plan that is compelling enough to inspire the organization, constructive enough to provide guidance, and practical enough to be realized. To accomplish this, the planning process included multiple integrated efforts throughout the summer and fall of 2014. While the planning effort was guided by the Kent Fire Department RFA leadership, the majority of the work was conducted by the Strategic Planning Committee, with support and facilitation provided by BERK Consulting. Greater detail on the efforts described below can be found in the Appendices. Situation Assessment The Kent Fire Department RFA's strategic planning process began with an intensive effort to gather input from staff and stakeholders, and to identify key issues to address in the Strategic Plan update. Interviews were conducted with 13 targeted stakeholders to gain their frank and honest opinions about the KFDRFA's strengths, challenges, and strategic opportunities. The interviews involved candid conversations with key partners and collaborators of the KFDRFA, and included representation from the Kent Fire Department RFA Governance Board; the Kent Police Department; the cities of Covington, SeaTac, and Kent; King County Medic - One, Tri -Med; and Valley Communications. Community Engagement A crucial input to the strategic planning process for the KFDRFA is the community attitudes and perceptions on specific attributes of the RFA. Community Attributes, Inc. fielded a telephone survey of more than 575 registered voters in the KFDRFA service area, and asked respondents to share their opinion of the RFA, their service priorities, and their preferences related to funding options. Results were examined in total and by sub -area, looking at differences among residents of Covington, Kent, and SeaTac. Staff Engagement Staff engagement sessions were an important element of the planning process, as they helped identify a range of key issues to be addressed in the Strategic Plan. The summary results and recommendations of two related efforts were reported to the Planning Committee for inclusion in the plan. Janet May of Sound Employment Solutions conducted interviews with civilian employees about their individual work teams and solicited suggestions for improvement. Dr. Robert McKenzie of the Center for Systems Integrity conducted interviews with fire personnel to identify key issues and opportunities particular to uniformed personnel. Following the development of draft Goals and Action Strategies, the Strategic Planning Team distributed an all staff online survey designed to solicit input on implementation steps for the draft Goals and Action Strategies. Forty -five staff shared their opinions via the survey, meaning about 30% of the total organization contributed to the Strategic Plan when added to the number of individuals involved in the Planning Committee. Survey responses were reviewed and new ideas for implementation steps were incorporated by the Planning Committee. Well trained members of the KFDRFA use alternative fire extinguishment methods and minimize structural damage. ADOPTED NOVEMBER 19, 2014 3 10% 11% 13% 64% 8% 7% 21% 54% KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. CURRENT TOPICS AND CRITICAL ISSUES The following sections discuss the forces of change affecting the Kent Fire Department RFA and frame up some of the critical issues that must be addressed in this Strategic Plan. ENVIRONMENTAL CHANGES Changing Demographics and Calls for Service Since the formation of the KFDRFA in late 2010, the total population of the RFA's fire service area grew by 3% or nearly 5,000 people, with the City of Kent accounting for about two - thirds of the increase. Population growth is expected to continue, particularly within the City of Kent. Exhibit 1 highlights population growth in the Kent Fire Department RFA service area. Exhibit 1 Kent Fire Department RFA Service Area Population Service Area 2011 Population Covington 17,640 Kent 118,273 SeaTac 27,110 Fire District 37 5,598 2014 Population 18,480 121,400 27,620 5,888 Total 168,621 173,388 Source: Kent Fire Department RFA, 2014. Change in Percentage of Growth Total Growth 840 18% 3,127 66% 510 11% 290 6% 4,767 100% Exhibit 2 displays the average annual growth rates for Kent and its surrounding communities from 2000 to 2011. The city of Kent is growing at a rate higher than the County's overall rate, but similar to its neighboring cities of Burien and Renton. The city of SeaTac has a growth rate similar to the County overall, but significantly slower than some of its neighboring cities. Exhibit 2 Compound Annual Growth Rate of South King County Cities, 2000 -2011 4.5% 4.0% 3.5% — 3.0% — 2.5% — 2.0% 1.5% 1.0% 0S% 0.0% Burien Covington Kent 3.7% 3.6% 3.1% 0.9% 0.8% 0.6% Renton Tukwila SeaTac King County Source: Washington State OFM, 2014; BERK, 2014. 4 ADOPTED NOVEMBER 19, 2014 In addition to rapid population growth, the composition of the South King County community is changing rapidly. This evolution of our service base is something that individual KFDRFA members and the organization as a whole must embrace as we learn more about new cultures, ethnicities, and religions and how best to serve all of our residents, business owners, and visitors. Exhibit 3 shows the most common languages spoken in Covington, Kent, and SeaTac, highlighting that nearly half of SeaTac and a third of Kent's population do not speak English as their primary language at home. The KFDRFA considers the rich ethnic and cultural diversity of our service area to be one of South King County's greatest strengths. However, this diversity also poses real operational challenges in terms of effectively engaging with and responding appropriately to the needs of everyone in the community we serve. Exhibit 3 Primary Language Spoken at Home, 2010 100% 90% - 80% — 70% 60% - 5O% 40% 30% - 20% - 10% 0% 6% 3% 5% 86% Covington Kent SeaTac Other Languages • Asian or Pacific Island Language • Other Indo- European Languages • Spanish or Spanish Creole • English Source: American Community Survey, Five -year average for 2006 -2010; BERK, 2014. Note: Asian and Pacific Island languages include Vietnamese, Chinese, Japanese, Korean, Cambodian, Miao /Hmong, Thai, Laotian, and Tagalog. 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, Guajarati, Hindi, and Urdu. Changing Calls for Service As with other fire departments nationally, the aging of our community and increased effectiveness of public education and fire prevention efforts contribute to changes in our calls for service. Call volume related to emergency medical services and non - medical assistance services have increased, while calls for hazardous materials and fire have either decreased or remained steady. As depicted in Exhibit 4, from 2008 to 2013, demand for service - related calls (calls for non - emergency medical, non -fire assistance) increased by 14 %, while EMS calls increased by 7 %, calls related to hazardous materials, explosions, and other related incidents diminished by 27 %, and fire - related calls remained relatively flat. In 2013, emergency medical service calls made up an overwhelming majority of our total calls for service, as shown in Exhibit 5. KFDRFA personnel, facilities, and equipment play dual roles in the community. They are ready and able to respond quickly and effectively to both fire and medical emergencies. Exhibit 4 Kent Fire Department RFA CaII Volume by Category 2008 — 2013 14,000 12,000 10,000 8,000 6,000 4,000 2,000 Emergency Medical Service Haz Materials /Explosions Service — Fire - False Alarms - Other Exhibit 5 2013 CaII Volume by Category False Alarms 7% Fire 4% Service 5% Haz Materials /� -� Explosions 1% Other 6% Emergency Medical Service 77% 2008 2009 2010 2011 2012 2013 Source: KFDRFA, 2014. Note: Does not include SeaTac calls for service. Source: KFDRFA, 2014. ADOPTED NOVEMBER 19, 2014 5 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. POLITICAL AND ECONOMIC ENVIRONMENT Fire Benefit Charge Funding System In April 2010, voters approved the use of the Fire Benefit Charge (FBC) funding system. This two -part funding method balances general purpose taxes and a user fee charged to buildings based on risk and need for service. Voters will be asked to renew this critical funding source in April 2016, making this a key strategic issue for the organization in the coming years. Our most important strategy in this regard is simply to continue to provide high - quality and efficient services that meet the needs of our service area. 2014 Perception Survey As noted on page 3, in 2014 Community Attributes, Inc. (CAI) conducted a telephone survey of registered voters in the Cities of Kent, SeaTac and Covington. The survey was designed to capture community attitudes and perceptions on specific attributes of the RFA. The survey showed that residents within the Kent Fire Department RFA service area consider response to fire emergencies to be the primary mission of the RFA, with maintaining response times seen as the organization's most important goal. Quality training ranked second and emergency response for medical service ranked third. Exhibit 6 shows the full range of survey responses. Chief Schneider recognizing a citizen for a medical intervention. 6 ADOPTED NOVEMBER 19, 2014 Exhibit 6 Most Important Goal for the Kent Fire Department RFA According to Survey Respondents Total 37% Most Important Goal Maintaining quick response times throughout the response area 17% A high quality training program for all firefighter and civilian personnel 12% Maintaining existing funding to support current service levels, including emergency response for medical services 12% Maintaining safe and suitable equipment, fire apparatus and stations in the community 9% Maintaining existing funding to support community outreach programs that reduce unnecessary requests to 911 3% Maintaining the department's professional accreditation Source: Community Attributes Inc., 2014. Through the survey, CAI found that most residents have favorable opinions of the KFDRFA, view its role as critical to keeping communities safe, and see the RFA as playing important roles in community engagement and education. The survey highlighted, however, that those positive views are not connected to voters' perceptions of the RFA's governance or accreditation. To cultivate community appreciation for the Fire Authority model and the value of accreditation, as well as passage of the 2016 FBC renewal, CAI recommended that the KFDRFA communicate the important linkages between the RFA's ability to keep the community safe and its efficient and effective governance and funding. INTERNAL AND ORGANIZATIONAL ISSUES One RFA Since the merger with the SeaTac Fire Department in January 2014, staff and leadership of the two organizations have worked together to become one department —'one RFA" — with shared operational standards and policies and a unified organizational culture. This work, which is seen as critical to strengthening the current organization and laying a solid foundation for future growth of the Kent Fire Department RFA, is a key issue addressed in this Strategic Plan. Aging Workforce Our workforce is aging, with many of our employees eligible for retirement today or within the next several years. This Strategic Plan responds to these challenges by strengthening our health and wellness program, which is designed to make sure our personnel are physically fit and prepared for the demands of the job, and focusing on succession planning and the cultivation of our next generation of leaders. KFDRFA members, family, and friends volunteering time for Toys for Joy delivery during the holidays. ADOPTED NOVEMBER 19, 2014 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. MISSION, VISION, AND CORE VALUES The Kent Fire Department Regional Fire Authority operates under a set of governing statements that guide everything from long -term planning to day -to -day operations and interactions with RFA personnel and the communities we serve. Mission Professionally and compassionately helping people. Vision We will cultivate an environment of excellence, respect and fun. Core Values • Be safe • Do your best • Serve with integrity • Take care of each other The Kent Fire Department RFA Honor Guard. 8 ADOPTED NOVEMBER 19, 2014 Identify Priorities for Coming Year MANAGING FROM THIS PLAN This Strategic Plan establishes a framework for ongoing planning and action. Action Strategies (lettered items on pages 10 -11), Implementation Steps (numbered items on pages 10 -11), and Tactics describe the real work to be done to advance the aspirations captured by each of this Plan's four Goals. As shown in Exhibit 7, the organization will manage from this plan in annual implementation planning cycles. Each cycle will involve evaluating progress, scanning the environment, looking five years to the future, and establishing priorities, work plans, and budgets for the coming year that align to the long -term aspirations and strategies established in this document. This ongoing planning process marries the flexibility needed to respond to emerging needs and opportunities with a consistent framework and long- term goals. In addition to budget and workplanning documents, the RFA will use a separate Implementation Matrix to record specific action steps, timelines, roles and responsibilities, and performance metrics. Exhibit 1 Strategic Planning Process ACTIONS Budgeting & Planning • Implementation TEAM Evaluate Progress and Look Ahead Five Years Leadership Team i Develop Draft Workplan and Budget Review, Revise, and Submit Review, Request Changes, and Adopt IMPLEMENT AND TRACK PROGRESS Leadership Team + Program Managers Leadership Team + Program Managers Chief KDRFA Governance Board Leadership team, Program Managers, Workgroups + Operations Staff ADOPTED NOVEMBER 19, 2014 9 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. SUMMARY OF GOALS AND ACTION STRATEGIES GOAL 1 GOAL 2 BETTER SERVE A CHANGING POPULATION STRENGTHEN OUR USE OF DATA AND TECHNOLOGY A. Expand and Strengthen Our Public Education Efforts B. Strive to Reflect and Connect with the Diverse Community We Serve C. Plan for and Promote the Benefits of Regionalization Action Strategies with a 11, involve community engagement. 10 ADOPTED NOVEMBER 19, 2014 A. Evaluate the Feasibility of Becoming a Regional Data Analysis Service Provider B. Plan for Data and Technology Services to Meet the Department's Future Needs GOAL 3 GOAL 4 EFFECTIVELY MANAGE OUR RESOURCES AND PLAN FOR LONG -TERM SUSTAINABILITY AND RESILIENCY I CULTIVATE AN ENVIRONMENT OF EXCELLENCE, RESPECT, AND FUN A. Make Optimal Use of Capital and Operating Budgets to Efficiently Meet the Needs of the Community B. Ensure Renewal of the Fire Benefit Charge Funding System C. Consider Long -Term Revenue Generation Plans and Options D. Formalize a Long -Range Planning Program E. Strengthen the KFDRFA's Ability to Serve the Community Following a Significant Disaster A. Establish Effective Processes and Systems for Internal Communications B. Promote a Productive, Innovative and Inclusive Workplace C. Encourage a Healthy Workforce D. Establish Professional Development Pathways and Strengthen Succession Planning ADOPTED NOVEMBER 19, 2014 11 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. GOAL 1. BETTER SERVE A CHANGING POPULATION As our community continues to grow, it continues to change. These changes have implications for how the KFDRFA serves its residents. With this Goal, we will examine and refine our approach to engaging with our evolving community. This examination includes our public education efforts, our reflections of and connections to the increasingly diverse community we serve, and opportunities for continued regionalization of services to meet the changing needs of our service area. We will expand and strengthen our public education program, using data to inform and target our efforts to reach all members of our community and make the most effective use of limited resources. We will leverage the efforts of our Governance Board and Citizens Advisory Committee to this end, as well as tools such as social media and our webpage, which are increasingly important ways of engaging with our communities. As we grow our public education program, we will evaluate the benefits of fusing the three pillars of fire prevention, emergency management and public health education, seeking to break down these silos that may be meaningful categories to fire professionals but create barriers to engaging effectively and seamlessly with members of the public. Our service area is increasingly rich in ethnic and cultural diversity and we recognize that the KFDRFA can better reflect and connect with the populations we serve. South King County's ethnic and cultural diversity is one of the community's most attractive qualities; it also provides significant challenges in terms of being able to successfully engage all residents within the service area. We will focus on building trust with specific populations by reducing cultural and language -based barriers, developing relationships with key partners, and promoting diversity in leadership and hiring practices. We will also continue to build upon the success of our FD CARES program and connect residents to the right type of service for their needs. In a time of decreasing resources and increasing demands for service, further regionalization has the potential to improve fire and EMS services in South King County, especially for small communities with limited resources. We will continue to plan for and promote the benefits of regionalization, learning from our experience in merging the Kent and SeaTac fire departments, sharing information about the potential benefits of regionalization and actively evaluate and plan for ways to expand the RFA to provide more efficient and effective services to the South King County population. Opportunities for consolidation may exist in training, fire prevention, fire suppression and EMS, data analysis (also addressed in Goal 2), investigations, logistics, apparatus purchasing and maintenance, FD CARES, public education and explorer programs. Emergency Management and Public Education working together at the ShoWare Center. 12 ADOPTED NOVEMBER 19, 2014 A. Expand and Strengthen Our Public Education Efforts 1. Expand our public education program and evaluate the possibility of fusing the three pillars of our public education programming: Fire Prevention, Emergency Management and Public Health. a. Create a subcommittee with representation from public education, emergency management, fire prevention, operations/ hazmat and public health to explore opportunities for collaboration. 2. Focus public education efforts through the use of data. a. Use current demographic data to understand our community and identify large language and cultural groups to target in public education efforts. b. Research practices of fire departments of similar size that have a data - driven public education program. c. Focus fire prevention and CPR education in areas of substandard response times to help reduce fire and loss of life. d. Focus public education around facilities with higher than normal response demand, seeking to reduce the need for emergency response. e. Use the National Fire Incident Reporting System (NFIRS) data to identify the top ten reasons people call 9 -1 -1 and align education efforts to those key issues. • Establish an annual review cycle to understand changing trends and evaluate the benefits of this approach. f. Create a template to track the positive impacts of public education programs. 3. Strengthen the ability of the Governance Board and the Citizens Advisory Committee (CAC) to act as ambassadors to the KFDRFA at public events. a. Re- vitalize community outreach program for our Home Owners Associations and other community neighborhood groups. b. Better utilize the RFA website to introduce Governance Board and CAC members and encourage members of the public to provide feedback via the Committee. c. Create a calendar of events for Governance Board and CAC members to sign up for public events. 4. Use social media and our webpage to connect with different community groups. a. Create ways for non - English speakers to access online information about the RFA. b. Work with IT or a consultant to strengthen our use of social media. c. Assign staff to join and follow social media streams dedicated to specific communities, including non - English speaking groups. B. Strive to Reflect and Connect with the Diverse Community We Serve 1. Raise awareness of employment opportunities to ensure we are reaching all potentially interested candidates. a. Raise awareness of hiring opportunities among individuals with diverse cultural backgrounds and language abilities by leveraging all department public education efforts and reaching out to: • Community groups • Religious organizations • Fraternal organizations • Colleges and technical schools • High schools • Washington State Council of Fire Fighters Joint Apprenticeship Training Committee b. Develop a brochure for Career Day that is available in multiple languages. 2. Strengthen the KFDRFA's ability to connect with diverse members of our community by cultivating leadership, staff, and volunteer iso capacity and strengthening relationships with key community partners. a. Develop a cadre of interested staff to serve as community liaisons and internal trainers, compensating them for their role. b. Recruit volunteers with language and cultural skills who can help the RFA develop relationships with underserved community groups in coordination with our existing public education program. See recruitment strategies listed above in item B1. c. Expand the chaplaincy program to include a more diverse population of ethnic and religious groups. d. Create an advisory committee of peer leaders, subject matter experts and sponsor agency representatives to guide the RFA in this effort. • Use language- and culture- specific media to recruit for the committee and to communicate committee outcomes. The committee could include members from the following communities: » Human and housing services Public health Faith -based organizations Volunteer organizations ADOPTED NOVEMBER 19, 2014 13 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. 3. Ensure all KFDRFA staff and volunteers are prepared to engage appropriately with members of our diverse communities. a. Expand cultural awareness and sensitivity training for all RFA personnel and volunteers. b. Stay current with best practices in engaging with diverse communities. c. Provide cultural awareness and sensitivity training. Try to use the "train the trainer" model, leveraging skilled and interested staff identified in 2a, above. d. Share experiences, lessons learned and challenges. 4. Build on and continue to support the FD CARES Program. a. Provide the appropriate level of response to non - emergent 911 requests for medical service with the objective to connect the patient to the correct care facility, at the correct time, at the correct costs, which meets the goals of the Affordable Care Act. h. Connect frequent users of the 911 system to the appropriate resources to provide the correct medical care and improve patient outcomes. c. Explore the expansion of FD CARES services in South King County (Zone 3) (also see C3, below). d. Promote FD CARES through a multilingual approach. PIO 14 ADOPTED NOVEMBER 19, 2014 C. Plan for and Promote the Benefits of Regionalization 1. Identify and evaluate the synergies and cost savings created by formation of the KFDRFA and the contractual consolidation with the SeaTac Fire Department. a. Adopt streamlined business practices to help measure performance and evaluate processes pre- and post - regionalization through key performance metrics. b. Establish an annual review cycle to evaluate changing trends and the benefits of consolidation. 2. Communicate the benefits of regionalization to partners, stakeholders, staff, and neighboring districts. a. Hire a Government Relations Manager to serve as a liaison with city governments, promote collaboration and potential regionalization, and support renewal of the fire benefits funding system. b. Use the "Emergency Responder" newsletter and social media outlets to continually reinforce the benefits derived from regionalization with different benefits identified by division in each issue. c. Create an educational presentation specifically for elected officials and community leaders so they have the tools to speak to the benefits of regionalization in an informed and accurate manner. 3. Offer a menu of services available to neighboring districts on a contract basis. Such services could include: • Fire Training • Fire Prevention • Fire Investigation • Logistics and apparatus purchasing and maintenance • FD CARES • Public Education • Explorer Programs • Technology support and data analysis (see Goal 2, Strategy A) 4. Plan for future expansions of the KFDRFA. a. Develop lessons learned from the Kent / SeaTac consolidation that can be used for reference in future consolidations. b. Establish tools and methods to anticipate and plan for operational shifts that occur with future expansions. Performance Management Considerations Performance measures will be tracked in the following areas, with as many as possible designed to allow a comparison of pre- and post - regionalization performance. • Service performance » Response times Efficiency of service Unit reliability • Service demand » Incidents per 1,000 in population • Cost of service » » Cost per capita by community type Cost per firefighter Cost per incident Capital costs Labor costs per incident • Quality /effectiveness of service • Customer satisfaction » External customers Internal customers • Safety evaluation » Effective response forces » Time to second in response unit Budget Considerations • Expanding public education will require increases to the budget. Creating partnerships with local organizations and making more effective use of existing resources will slow the rise of costs associated with expansion. • Additional funds may be needed for illustrations, translations and to improve the overall impact engagement opportunities. We can seek additional grant funding to enhance diversity efforts and public education outreach opportunities. • Future contracts for service (see C3) could generate additional revenues for the RFA. Performance Management Each Goal in this Strategic Plan includes a short description of considerations for performance management. As the RFA develops annual implementation plans to advance portions of this Plan, specific performance measures will be developed to measure, evaluate, and communicate progress. Where possible, these metrics will align with measures used by CFAI during the accreditation process and will allow for benchmarking with comparable accredited fire agencies. ADOPTED NOVEMBER 19, 2014 15 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. GOAL 2. STRENGTHEN OUR USE OF DATA AND TECHNOLOGY Given the rapid pace at which emerging technologies create opportunities for fire and EMS providers to improve their service provision and make it more efficient, it is critical that we remain a forward - thinking organization, thoughtfully evaluating and applying beneficial innovations. Recognizing that the challenges and opportunities presented by changes in technology apply to all fire departments, we will evaluate the feasibility of becoming a regional data analysis service provider, determining whether there is an opportunity to build on our strengths and scale to provide regional services in this area. Key steps in this process will be surveying surrounding fire districts to see if this service is of interest, and performing a robust analysis of whether it makes pragmatic sense for us to enter into this business. In addition to thinking regionally, we need to plan for data and technology services that meet the department's future needs and consider the implications of regional service delivery if it is determined to be a likely path forward. We will assess the benefits and challenges associated with operating an independent IT division and develop a Data and Technology Plan. This Plan will assess our current and longer -term needs and guide us in deploying new technologies, eliminating redundant or unnecessary data entry and tools and improving our capacity for data - driven decision making. E UEPAATMENT 1111 31.■R- ... DICAL UNIT The vehicle used for FD CARES, an alternative service delivery model. 16 ADOPTED NOVEMBER 19, 2014 A. Evaluate the Feasibility of Becoming a Regional Performance Management Considerations Data Analysis Service Provider • 1. Determine if and where the KFDRFA can expand as a regional data analysis service provider. a. Survey surrounding fire service agencies to understand if there is a need for data and technology service from surrounding Fire Districts. b. Perform a cost - benefit analysis to understand if the costs of providing service outweigh the benefits. 2. If warranted, develop a Business Plan to move forward with service provision. • Speed of service Cost of IT services • Reliability of service • Number of hours /days down Effectiveness of service Customer satisfaction survey • Standardization of service » Number of platforms used B. Plan for Data and Technology Services to Meet the Department's Future Needs 1. Assess data and technology needs, regionally and for the KFDRFA, including functionality, support, and training. 2. Evaluate the feasibility of having independent IT operations. a. With the help of an IT consultant, perform cost - benefit analysis to understand if the costs of being independent outweigh the benefits and to understand the balance between cost and reliability. • Determine the resources needed to form a stand -alone IT infrastructure. • Determine appropriate staffing for a stand -alone IT Division. • Compare costs with current contract for IT and proposed stand -alone operations. • Compare costs with additional work of regionalization with benefits of increased functionality and reliability. b. If warranted, develop a Business Plan to move forward with service provision. 3. Develop a Data and Technology Plan to position the KFDRFA for the future. a. Important projects to consider may include: • Evaluating "software as a service" and Cloud services. • Developing a data warehouse plan. • Developing standard reporting formats that work for the RFA and other fire departments in compliance with chapter 52.33 RCW. • Evaluating software options for fire incident reporting. • Leveraging 800 MHZ radios to utilize function buttons for time stamps and more accurate data. • Conducting lifecycle analysis for new capital plans and reconciling those results with the budget. » Average wait times Budget Considerations • Funding will be needed for the evaluation of IT programs and any changes or upgrades made. Fire plan review and code enforcement rely on new technologies. ADOPTED NOVEMBER 19, 2014 17 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. GOAL 3. EFFECTIVELY MANAGE OUR RESOURCES AND PLAN FOR LONG -TERM SUSTAINABILITY AND RESILIENCY The Kent Fire Department Regional Fire Authority works hard to be a responsible steward of public funding, recognizing that public trust is reliant on our ability to control costs, optimize investments, manage risk and plan for the future. First, we recognizethat we have to make optimal use of capital and operating budgets to efficiently meet the needs of the community. We commit to continuous improvement and the frequent refinement of our systems, processes and performance to maximize the value of our available operating and capital resources. We will provide staff training and cultivate a culture that rewards efforts to cut costs and increase operational efficiencies while maintaining effectiveness. We will also make smart decisions when it comes to investing capital dollars in apparatus and facilities. In addition to focusing on reducing costs and increasing efficiencies, we need to ensure renewal of the fire benefit charge funding system, maintaining the key revenue source that allows us to provide quality services to our community and to keep up with growth in our service area. The system, consisting of a fee and a tax, returns to the ballots for voter renewal in 2016 and the KFDRFA is committed to engaging with voters to help them understand the value of the services the RFA provides to the community. In addition to this core funding source, the KFDRFA must look ahead and consider long -term revenue generation options that will allow the RFA greater flexibility in times of economic pressure. We will consider long -term revenue generation plans and options, inventorying and prioritizing different possibilities. By establishing a program of long range planning, the KFDRFA can better identify probable future impacts to emergency service delivery and evaluate methods that maintain or improve levels of service. This Goal also addresses our need to strengthen the KFDRFA's ability to serve the community following a significant disaster. We will strengthen our capacity to plan for, respond to and recover from disasters by developing and maintaining current plans for the continuity of operational capacities and key decision making. KFDRFA firefighters work to extinguish a house fire. 18 ADOPTED NOVEMBER 19, 2014 A. Make Optimal Use of Capital and Operating Budgets to Efficiently Meet the Needs of the Community 1. Train staff and apply time and cost - saving principles to all divisions for evaluation of process improvements. 2. Reform the apparatus purchasing and facility investment decision making processes. a. Examine "best practices" related to emergency services need and the type and size of apparatus we are deploying in the field. b. Examine the cost drivers for apparatus design and create cost/ benefit analysis on the cost drivers. c. Develop a cost - benefit analysis process for lease versus buy options. d. Use recommendations from the "best practices" examination for the apparatus replacement schedule to plan for future growth. 3. Explore the benefit of shared operational facilities within the service area that enhance service while creating economies of scale to lessen financial impacts. B. Ensure Renewal of the Fire Benefit Charge Funding System 1. Explore the political feasibility of renewing the KFDRFA's fee and tax system in the current climate. a. Solicit community feedback from customers, home owners associations and neighborhood group meetings. b. Measure the support of the Governance Board. c. Work with leaders in Kent and Covington to determine the best timing for reauthorization of the Fire Benefit Charge Funding System that does not compete with other ballot issues at the city or county level. 2. Raise community awareness about the excellent service the KFDRFA delivers every day and proactively communicate with the public to keep them informed about our accomplishments and challenges. a. Provide updates in the Emergency Responder newsletter. b. Regularly update the website with accomplishments. c. Have direct interaction with the public to share updates. d. Develop a handout that Operations staff can leave with those that call for service. C. Consider Long -Term Revenue Generation Plans and Options 1. Inventory and prioritize long -term funding options. a. Options for consideration include: • Direct service fees on hazmat or other heavy resource deployment calls through the business itself or insurance. • Public safety bonds or council bond for infrastructure needs to soften the increase in the fire benefit charge in the short term. • Fire impact fees across the entire service area as this would allow development to pay for the impacts of service increases at the time of construction for capital needs. • Funding from community health care providers to support FD CARES. Moving in for final fire extinguishment. ADOPTED NOVEMBER 19, 2014 19 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. D. Formalize a Long -Range Planning Program 1. Develop policy and process to govern the KFDRFA long -range planning. a. Identify each plan needed, including its purpose and relationship to and /or impact on other agencies. b. Establish best practices of planning that meet the requirements of Washington State and other agencies establishing standards for the fire service, as well as the needs of the RFA. c. Develop methods to effectively communicate the RFA's plans and planning efforts with stakeholder agencies. 2. Improve working relationships with other municipalities and special purpose districts that are required to plan under the GMA. a. Establish specific staff guidelines and responsibility for establishing and maintaining working relationships. E. Strengthen the KFDRFA's Ability to Serve the Community Following a Significant Disaster 1. Implement mitigation measures to protect both structural and non- structural assets. 2. Develop a Continuity of Government Plan. 3. Align internal Continuity of Operations Plan with surrounding districts and fire jurisdictions. Performance Management Considerations • Annual report of revenue by source. • Level of service improvements created through plan implementation. • Stakeholder satisfaction regarding the working relationships between the KFDRFA and stakeholder agencies. Budget Considerations • Establishing an organizational culture of planning will require staffing and consultants with specific expertise. These resources are short -term investments that will reduce the future cost of unplanned impacts. Additional funding may be required to develop this planning program with the goal of recouping these costs through the implementation of fees on development. KFDRFA governance in action. 20 ADOPTED NOVEMBER 19, 2014 Firefighters preparing to remove interior smoke by venting the roof. ADOPTED NOVEMBER 19, 2014 21 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. GOAL 4. CULTIVATE AN ENVIRONMENT OF EXCELLENCE, RESPECT, AND FUN As a public safety agency that relies on trust and teamwork, communication, productivity, and professionalism are critical components to our success. Communicating effectively is challenging given the dynamic nature of our organization, with shifts operating 24 hours a day through the week and a large number of specialized divisions. To address these challenges, we will work to establish effective processes and systems for internal communications, identifying tools and processes to increase consistency in the transmittal of actions and orders and developing an Information Management Plan to clarify how we store and share information. We will make deliberate and proactive efforts to promote a productive, innovative and inclusive workplace. This Strategic Plan and the Vision, Mission, Values, and priorities it contains will provide an important foundation, helping us build a cohesive organization that is focused on what is most important. As our staff ages, it is critical that we encourage a healthy workforce. This Goal focuses on increasing participation in strengthened health and wellness programs. While these programs require organizational and individual investments of resources and time, we recognize the long -term returns they will pay, helping keep us healthy, energized, and productive. Our success and sustainability as an organization rests on the foundation established by the last item in this Strategic Plan. To do well in the future, we need to work now to establish professional development pathways and strengthen succession planning. We must contine to invest in and leverage the capabilities of our staff and cultivate a new generation of leaders who will guide the organization into the future. The KFDRFA recognizes it is never too early to recruit for future firefighters at a community event. 22 ADOPTED NOVEMBER 19, 2014 A. Establish Effective Processes and Systems for Internal Communications 1. Review and identify tools and processes to increase consistency in how actions and orders are communicated throughout the organization. 2. Develop an Information Management Plan. a. Map how information is currently stored and distributed among personnel. b. Establish clear guidelines for what information will be stored where, with clear roles and expectations for personnel to follow. c. Ensure employees have appropriate and easy access to frequently used and important information. d. Share best management practices for email to help ensure that staff identify and read priority messages. 2. Develop a functional chart or primary responsibilities chart that defines the responsibilities of all civilian employees within their unit or division. 3. Establish a stakeholder committee that will develop and recommend internal solutions to the Fire Chief for issues raised by civilian employees and recommend communication improvements for all civilian employees. a. Publish findings of the committee along with policy to guide the change in relationships between employees. b. Policy should include rules for how civilian personnel are integrated into leadership, team, and committee participation and overall representation within the organization. 4. Review the RFA's standards and guidelines relating to civilian dress attire and recommend changes to the Fire Chief. C. B. Promote a Productive, Innovative and Inclusive 1. Workplace 1. Build one RFA culture with engaged and empowered staff aligned around the Vision, Mission, Values and priorities established in this Strategic Plan. a. Use the finalization of the Strategic Plan to promote the RFA's Vision, Mission, Values and current strategic priorities. b. Establish a process to regularly recognize staff members who exemplify organizational Values through specific actions. c. Establish methods, pathways and training related to fostering greater individual and team participation in organizational direction. d. Create a recognition program for ideas that are implemented in the organization to foster innovation and encourage recognition of innovation. e. Open training and education opportunities to non - traditional formats that may better engage staff. f. Create designated mentorship programs similar to the department apprenticeship program, to foster a more engaged and better prepared workforce. Create more opportunity for the "Leadership University" or other leadership pathways through mentoring and other confidence building programs to encourage leadership skill development. g. Encourage a Healthy Workforce Increase the membership in department health and wellness programs, by meeting staff interest, addressing barriers and providing incentives to participate. a. Survey all members of the department regarding interests and barriers to health and wellness programs. b. Explore grant opportunities to expand health and wellness programs. Firefighters practice best methods of vehicle extrication. ADOPTED NOVEMBER 19, 2014 23 KENT FIRE DEPARTMENT REGIONAL FIRE AUTHORITY. STRATEGIC PLAN 2015. D. Establish Professional Development Pathways Performance Management Considerations and Strengthen Succession Planning 1. Identify career pathways and essential skills for each step of the pathway and encourage individual participation and feedback for both civilian and uniformed staff. a. Firefighters: • Follow and enhance the current department apprenticeship program. • Expand professional development opportunities for firefighter, engineer, and officer development. b. Civilian employees: • Provide a comprehensive orientation for new civilian employees encompassing department mission, culture and communications and exposure to operations. • Establish a professional development program to prepare civilian employees for leadership roles in their career paths. 2. Identify and leverage skill sets that members of the department have based on past job experience or education. 3. Appoint an ad hoc committee to develop recommended policies to advance succession planning for essential positions. • • • Increased participation of staff in health and wellness programs by 5% each year to reach 60% participation within five years. Reduced costs associated with injuries, confirming a positive return on investment in employee health and wellness Staff survey on the effectiveness of internal communications. Budget Considerations • While health and wellness programs require ongoing investments, we hope to reduce related disability expenditures in the long -term. • Implementation of new programs to address inclusivity and succession planning will require investments. Always prepared, water and rope rescue teams work together to rescue a victim. 24 ADOPTED NOVEMBER 19, 2014