Loading...
HomeMy WebLinkAboutCDN 2017-11-27 COMPLETE AGENDA PACKETCity of Tukwila Community Development & Neighborhoods Committee O Kathy Hougardy, Chair O Verna Seal O Kate Kruller AGENDA MONDAY, NOVEMBER 27, 2017 — 5:30 PM HAZELNUT CONFERENCE ROOM (At east entrance of City Hall) Distribution: K. Hougardy V. Seal K. Kruller D. Robertson Mayor Ekberg D. Cline C. O'Flaherty L. Humphrey Item Recommended Action Page 1. PRESENTATION(S) 2. BUSINESS AGENDA a. Tukwila tourism and economic development branding. a. Forward to 12/11 C.O.W. Pg.1 Brandon Miles, Business Relations Manager and 12/11 Special Mtg. b. An ordinance and Development Agreement with b. Forward to 12/11 C.O.W. Pg.83 Bellwether Housing. and 12/11 Special Mtg. Moira Bradshaw, Senior Planner c. Human Services plan. c. Forward to 12/11 C.O.W. Pg.133 Stacy Hansen, Human Services Program Coordinator for consensus. d. A lease for Way Back Inn (Gregor House). d. Forward to 12/11 C.O.W. Pg.145 Stacy Hansen, Human Services Program Coordinator and 12/11 Consent Agenda. 3. ANNOUNCEMENTS 4. MISCELLANEOUS Next Scheduled Meeting: Monday, December 11, 2017 SThe City of Tukwila strives to accommodate individuals with disabilities. Please contact the City Clerk's Office at 206-433-1800 (TukwilaCityClerk©TukwilaWA.gov) for assistance. City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Development and Neighborhoods FROM: Brandon J. Miles, Business Relations Manager CC: Mayor Ekberg DATE: November 17, 2017 SUBJECT: Tukwila Tourism and Economic Development Branding Motion Accepting Final Documents ISSUE Final briefing on the branding development efforts for the City's Tourism and Economic Development activities. BACKGROUND In December of 2016 the City Council authorized the Mayor to enter an agreement with Total Destination Marketing (TDM) for branding and marketing services. TDM was hired to help the City develop a brand' to help the City: 1. Attract more customers to areas businesses, thus increasing revenue to these businesses; and 2. Market the Southcenter area as a fun and exciting place, thus improving the perception of the area and the City to people in the Puget Sound. As the City and TDM worked on the project, it was determined that the work TDM was doing was also applicable to overnight guests and for general economic development activities, such as business recruitment. The following outlines the major tasks completed to date under the agreement with TDM: • Interviews: TDM completed 42 in person interviews with businesses, property owners, all City Councilmembers, Seattle Southside Regional Tourism Authority (SSRTA), Westfield Southcenter, and several residents to gain an understanding of the strengths and challenges for visitors in the City. • Focus Groups: TDM completed two focus groups. The focus groups included businesses, residents, and SSRTA. The goal of the focus groups was to further determine strengths and challenges for visitors in the City. • Destination Assessment: TDM conducted a destination assessment, which included the City being visited by a travel expert who spent time being a tourist in the City. The Destination Assessment outlined the functional strengths and areas that needed improvement of the visitor market in the City. o Strengths of the City's visitor market included: ease of getting here; abundance of family friendly entertainment, like the Acme Bowl and Starfire; Attractions, such as the Museum of Flight; and the City's racial and ethnic diversity. 1 The brand does not replace the "Seattle Southside" brand used in partnership with the cities of Des Moines, SeaTac, and Seattle Southside Regional Tourism Authority. 1 INFORMATIONAL MEMO Page 2 o Area of improvement included: better place making (street vibrancy, banners, and public art); lack of a community based market; current state of Tukwila Pond; and need for a dedicated pedestrian street. • Tukwila Survey: Conducting a phone survey of a random of 174 Tukwila residents. The phone survey was available in both English and Spanish. • Puget Sound Survey: An online survey of 1,400 Puget Sound residents. The geographical distribution of respondents went as far north at Everett and as far south as Olympia. • Community Survey: An online survey was developed for anyone interested in providing feedback to the City on the visitor experience. A total of 233 people completed this survey. • Brand Advisory Committee (BAC): The BAC met four times and helped with the brand development, including feedback on overall brand direction, recommendations of action items, and development of the brand marks. The BAC included representatives from businesses throughout the City, which are involved in some way with the visitor experience. • Stakeholder Check In: Throughout the branding process the City check in with key stakeholders, including Westfield Southcenter. Staff and TDM checked in with the City Council throughout the brand development process. The following outlines the dates of Council meetings and decisions already made the City Council. • January 21, 2017: Briefing to the City Council by TDM and City staff on the process to be used for the brand development. • April 17, 2017: Presentation to the City Council by TDM and City staff on the results of the Destination Assessment, Puget Sound Survey, and Tukwila Survey. Copies of all three documents were provided to the City Council. One of the major items discussed at the meeting was the name that would be used for the destination. TDM and staff recommended that the "Tukwila" name be used in lieu of the "Southcenter" name. • May 8, 2017: Review and discussion by Community Development and Neighborhoods (CDN) on various brand concepts suggested by TDM. A brand concept is the general ideal or abstract meaning behind a brand. A brand concept is used to give consistency to a brand identity. It can be described as the first thing the City wants to pop into a potential visitor's head when they think of the City. • May 22, 2017: Staff provided an overview of the various brand concepts. There was consensus from the Council to move forward with the "accessible fun" brand concept. • August 14, 2017: Briefing by staff to CDN on suggested process and criteria to be used for review and approval of the brands visual marks. • August 28, 2017: Presentation of three proposed word marks to be used by the brand to the full City Council. The City Council supported concept 1, which was the handwritten "Tukwila" name. However, Council requested that staff and TDM explore if the tittle "dot" could be placed over the "I" in Tukwila. 2 W:12017 Info Memos\Branding.doc INFORMATIONAL MEMO Page 3 • October 2, 2017: The City Council adopted a motion selecting the brand mark, shown below, for the brand. Tukwila Tukwila DISCUSSION TDM has completed its work and has provided the City with the following draft documents for the City's review: 1. Brand Blueprint, which outlines the City's brand for tourism and economic development activities. This Brand Blueprint defines Tukwila's brand and acts as a guidance system to prioritize and influence every message, process, decision, communication, and investment by the City and partners. It sets the directions for Tukwila to be presented using one look, one voice and engaging common themes, images, and words2. 2. Brand Checklist, which is designed to be used in conjunction with the Tukwila Brand Blueprint and Tukwila's Brand Style Guide. It provides advice, guidelines and suggestions for the deployment and management of the brand. In addition to covering the basics on deploying the brand, it provides a range of contingencies that the City may consider in the future. It also provides valuable insights for future marketing plans. It is important to note that this is not a "To Do" list, action plan or marketing plan. 3. Brand Style Guide, which outlines the visual identity for the brand, including various ways to use the marks and general rules for how they should be used3. Staff is requesting that the Council adopt a motion accepting these documents. NEXT STEPS Once the brand development process is complete, staff will develop a brand action plan for deploying the brand. The action plan will be developed in conversations with the Lodging Tax Advisory Committee, City Council, and other stakeholders. Based upon conversations with TDM, staff would like to find some "low hanging fruit" to help with deploying the brand. Some initial ideas include, but are not limited to: 1. Completing a wayfinding and city signage inventory, with recommendations on installing new welcome signs to the City, including sign designs. 2. Development a City Visitor website. This would be a fun website to highlight activities and businesses in the City. 3. Development of one signature regional event to highlight the City. An event the City can be known for, such as Kent Cornucopia Days, Olympia's Lakefair, or Puyallup's Meeker Festival. The event would highlight businesses in the City and promote the City's ethnic diversity. 4. A map for visitors in the Southcenter area. 5. Supporting Parks and Recreation Public Arts Plan. 2 As has been noted throughout this branding process, this brand does not replace the City Seal nor would other City Departments replace their own logos or images. 3 The Style Guide includes various examples of the brand marks being used. These are for illustrative purposes only. W:12017 Info Memos\Branding.doc 3 INFORMATIONAL MEMO Page 4 6. Updating collateral for tourism and economic development use. 7. Supporting third party events and activities. 8. Ensuring that the City's lodging tax grant program is aligned with the adopted brand. FINANCIAL IMPACT None. RECOMMENDATION Forward to the December 11th Committee of the Whole meeting and Special meeting to follow that same night. Staff is recommending that the Council adopt a motion in support of the completed Brand Blueprint, Brand Checklist, and Brand style guide. ATTACHMENTS • Draft Brand Blueprint. • Draft Brand Checklist. • Draft Style Guide. • Puget Sound Business Journal Ad. W:12017 Info Memos\Branding.doc 4 TUKWILA BRAND BLUEPRINT Contents 1. Introduction • 2 2. Methodology..............:............................................................... 4 2. How to Use this Brand Blueprint ... 5 3. The Tukwila Brand............................................................ 6 5. Tukwila Target Audiences ........................ 7 6. Tukwila Brand Platform ...................... 8 7. Communicating the Brand .............................................. 13 8. Brand Messaging Toolkit ......................................... 15 9. Tukwila's Brand Story Generators...................................................... 17 10. Tukwila Brand Stories.................................................................... 19 11. Brand Experiences........................................................................ 20 12. 20 Appendixl: Brand Advisory Committee .............................................. 24 Created by: Total Destination Marketing www.destinationbranding.com 5 1.0 INTRODUCTION The Tukwila brand captures the distinctive sense of place and personality of the city in a way that is both integrated and consistent with how residents perceive the city, and yet enables it to be a compelling destination for external audiences. The brand provides a unifying framework through which the City of Tukwila, Seattle Southside and partners can present Tukwila in a consistent and compelling voice as an attractive place to visit, live, work and grow business. 1.1 A New Era for Tukwila Tukwila has entered a new era that is being characterized by the increased expansion of retail, restaurants and family entertainment, as well as housing in the Southcenter District of the City.This rebranding by the City of Tukwila's Office of Economic Development (OED) has resulted in the creation of this brand blueprint which serves as a strategic toolkit for telling Tukwila's distinctive story as a visitor destination. The brand sets the directions for using one look, one voice and engaging common themes, images and words when presenting the city and its tourism precincts and experiences. It optimizes the competitive attributes and benefits most relevant to our audiences. 1.2 What is a Destination Brand? Branding is increasingly important to places of all sizes. A place or destination brand makes and fulfills a valued promise on behalf of the location. It's a unique blend of the physical, intangible and emotional benefits which clearly differentiate the city. The branding of Tukwila can be considered to be the art and science of orchestrating the distinctive messages and experiences that we most want associated with the city. The brand enables Tukwila to answer the following important questions in order to build a solid reputation as a great place to visit: • What do we want to be known for? • What makes Tukwila a special place? • What sets us apart from competitors? • What thoughts and feelings do we want to come to mind when people are exposed to the name, "Tukwila WA"? 1.3 Why Have a Tukwila Brand? The USA has approximately 20,000 cities, 3,400 counties, and 12,800 designated National Historic Districts. That does not include the regions, suburbs, and neighborhoods that are also clamoring for attention to claim their share of global tourism, investment and talent. Tukwila is competing for relevance, respect and reputation against an abundance of other cities in the Pacific Northwest. In this overcrowded and competitive environment, branding provides the most effective way to stand apart from the other choices. Adopting a branded approach provides a united vision and direction for Tukwila to increase market share, penetrate markets, deliver outstanding visitor experiences and boost visitor spending. 6 1.4 Tourism in Tukwila Tourism is a growing and important sector of the Seattle and King County economy. Seattle and King County attracted 82 million visitors in 2015 and they spent $6.8 billion, an increase of 5.8% over 2014. Overnight visitor volumes increased 2.3 percent to 19.7 million while total day visitors increased 3 percent to 18.3 million. When indirect and induced impacts of this direct spending are calculated, tourism in the region generated an estimated $9.7 billion total economic impact. Tourism is a complex economic activity where success requires cross -agency cooperation involving public, private, and nonprofit organizations. It also requires consideration of the interests of all customer groups including visitors, governments, partners, local businesses and residents. A key objective of this brand strategy is to secure a higher share of this income for Tukwila in conjunction with key partners such as Seattle Southside and Visit Seattle. An important principle underpinning this strategy is that what can be attractive to visitors can also be appealing to residents, day workers and investors. As Tukwila's cultural, natural and recreational attractors are improved for visitors they also improve the quality of life for residents. 1.5 Objectives for Tukwila's Brand Strategy Among the brand strategy objectives: • Increased preferences for Tukwila as a place to visit, live, work or locate a business. • Increased awareness, respect, and relevance for Tukwila. A stronger connection with target audiences and partners. • Clarify Tukwila's unique qualities, advantages and capabilities. • Ensure signature themes are developed to underpin the brand. Unify partners in their communications and experience delivery. Improved effectiveness and efficiency in all marketing programs. ■ To address gaps in the city's tourism experience offerings. 1.6 Tukwila's Brand Story Our brand story unfolded during the brand planning process. This story embodies what we want target audiences to believe about Tukwila. It provides a narrative that summarizes the message and benefits we want associated with Tukwila. Tukwila offers the greatest concentration of affordable shopping, along with abundant dining, family fun, sports, and opportunities for experiential entertainment in the Northwest. With representation from cultures from around the world, Tukwila is the hub of multi- culturalism in the Seattle area. The brand essence is: Accessible fun 1.7 Brand Advisory Committee A Brand Advisory Committee comprising a cross-section of community and business leaders was established to contribute to the Tukwila brand strategy process and oversee the development of the brand. We would like to thank them for their participation and for contributing their expertise during the planning phases. The members of the Brand Advisory Committee are listed in Appendixi. 3 2.0 METHODOLOGY The brand strategy was revealed following extensive research, analysis and consultation. A comprehensive outreach strategy engaged residents, business and community leaders and external customers through interviews, workshops, online and telephone research. The discovery phase of the strategy development involved a variety of actions which included: ■ Tukwila community survey which was accessible online (233 responses). ■ Personal interviews with 42 local business and community leaders. ■ Two community workshops with residents, businesses and community leaders (20 participants). ■ External customer research was conducted in Seattle Metro, Tacoma and Olympia to assess community perceptions and attitudes toward Tukwila, and attracted 1,484 responses ■ Perceptions research involving Tukwila residents (174 phone interviews) ■ Informal discussions with local businesspeople in contact with visitors. ■ A destination assessment and site inspections of Tukwila was conducted to experience the city and surrounding area through the objective and unbiased eyes of a first time visitor. ■ A review of relevant past reports and plans relating to Tukwila from a tourism, economic development, recreation and leisure perspective. ■ A review of web sites, web reviews and brochures relating to Tukwila businesses and key competitors and partners to the City. Tukwila Brand Blueprint 2017 4 3.0 HOW TO USE THIS BRAND BLUEPRINT This Brand Blueprint defines Tukwila's brand and acts as a guidance system to prioritize and influence every message, process, decision, communication, and investment by the City and partners. It sets the directions for Tukwila to be presented using one look, one voice and engaging common themes, images and words. When deploying the brand, this Blueprint should be used in conjunction with the Style Guidelines and the Brand Checklists. The Brand Blueprint is presented in three sections. Each is designed to build upon and reinforce previous sections as follows: ■ Section 1.0 is an introduction to the concept of destination branding and why it is important. • Section 2.0 outlines the brand strategy and platform, describing Tukwila's Brand Platform and the benefits, personality, attributes, and values that sustain its special sense of place. ■ Section 3.o outlines how the brand should be conveyed to key audiences and how to express the brand in written, verbal and experiential terms. Tukwila Brand Blueprint 2017 5 9 4.0 THE TUKWILA BRAND Tukwila's destination brand is designed to provide the foundation and directions for the city's tourism focus, incorporating both day visitors and extend stays. It positions Tukwila as an essential component and partner within the Seattle Southside tourism region. The brand provides an overall umbrella that embraces all neighborhoods, but is primarily focused Southcenter, where most visitors experience Tukwila. It sets the directions for using one look, one voice and engaging common themes, images and words when presenting the city and its tourism precincts and experiences. It optimizes the competitive attributes and benefits most relevant to our audiences. Tukwila's Brand Story The Tukwila brand is summarized as: Tukwila is the Seattle Metro's most accessible, convenient and affordable fun destination for all ages. You'll find the Northwest's greatest concentration of affordable shopping, along with abundant dining, family fun, sports, and opportunities for experiential entertainment. With representation from cultures from around the world, Tukwila is a hub of multi-culturalism in the Seattle area. The brand essence is: Accessible fun Destination Name: The destination brand name is Tukwila, which encompasses and unifies all areas of the city. This name will be used when referring to the city in all future tourism marketing communications. The name was clarified following extensive community consultation and customer research in key external markets. However, `Southcenter' or `Tukwila — Southcenter' may be used when appropriate in referring specifically to the shopping district. When communicating beyond the Seattle Metro, the name `Tukwila', rather than Southcenter, will be used because the identity of the city will have greater relevance in those markets. Using `Tukwila' as the overall destination name recognizes the need to allow for future growth across the city where new tourism development may be established outside of the Southcenter shopping district. For overnight visitor marketing the City partners with the cities of SeaTac and Des Moines under the Seattle Southside brand. This is the primary brand for out of area tourist's marketing. In this case, Tukwila is consider a sub -brand to the overall Seattle Southside brand. Tukwila Brand Blueprint 2017 6 10 Tukwila Brand Blueprint 2017 7 11 5.o TUKWILA TARGET AUDIENCES Tukwila's brand is designed to enhance the value and reputation of the city among a wide range of audiences as a place to visit. The demographic and geographic characteristics of each target audience will be refined each year in the annual marketing plan according to available budgets, research, opportunities, events and coordination with Seattle Southside and other partners. Domestic Leisure ■ Residents of Seattle Metro and Olympia*: Couples, Families, VFR; evening and day visits, extended stays Domestic visitors staying in Seattle Metro ■ Group tour planners, guides and participants ■ Travel media and bloggers ■ External tourism partners and opinion -leaders International ■ International visitors staying in Seattle Metro and specifically in proximity to SeaTac ■ Receptive operators, wholesalers, guides and tour operators ■ International travel media and bloggers Business Travel ■ Business travelers ■ Meetings and conventions: Organizers and planners ■ Meetings and conventions: Prospective delegates Community ■ Tukwila residents, workers and their visiting friends and relatives ■ Businesses, government, education, media and non-profit organizations ■ Elected officials, opinion -leaders and community leaders *Note: The Seattle metropolitan area includes Washington State's three most populous counties—King, Snohomish, and Pierce—within the greater Puget Sound region. The United States Census Bureau officially defines the metropolitan area as the Seattle—Tacoma—Bellevue, WA Metropolitan Statistical Area, with an estimated population of 3,798,902, which is slightly more than half of Washington's population as of 2016. Tukwila Brand Blueprint 2017 8 12 6.o TUKWILA BRAND PLATFORM The Tukwila Brand Platform is the foundation to focus and prioritize our communications, product development, investment and partnership outreach. It's the beacon to guide much of what we do to attain our vision for the city as a compelling and sustainable destination brand. The Brand Platform comprises: ■ Signature Experience Themes: the experiential pillars that underpin the brand • Emotional Benefits: reflect how we want customers to feel through their contact with Tukwila ■ Personality: influence the feel and tone of voice used in brand communications Destination Promise: the beacon that will guide all that we do in regard to visitor marketing Brand Essence: the basic building block, glue or DNA that holds the brand together ■ Reasons to Believe : the evidence that the Destination Promise and benefit claims are credible Tukwila Brand Blueprint 2017 9 13 6.1 Tukwila's Signature Experience Themes Just as a hand-written signature is the distinctive mark of an individual, signature experiences are the distinct encounters or interactions that convey the distinctiveness of Tukwila's destination brand. Key Signature Experience Themes These are the pillars that underpin Tukwila's appeal as a compelling destination brand.These are formed by the combinations of features, activities and benefits that are most distinctive, offer the strongest connections with target audiences and provide us with our competitive advantages. The Key Experience Themes should receive greatest prominence in marketing communications, partner outreach and product development investments. Some will be emphasized more than others depending upon the target audience and the objectives that are being addressed at the time. These themes also provide the framework for stimulating Tukwila's storytelling. • Family Entertainment: Tukwila has Seattle Metro's most accessible, convenient and affordable fun for all ages. Start your fun at the Family Fun Center, ACME Bowl, Starfire Sports, Round 1, cinemas, iFLY, Museum of Flight or a local event. • Shopping: Tukwila has the Northwest's largest concentration of affordable shopping opportunities. You'll find dozens of acclaimed brand name stores that make Tukwila the best shopping experience in the Northwest. • Fun with Friends: Tukwila is the ideal place for fun with friends, day and night, whether shopping, bowling or laughing at dinner or a brew pub. Complementary Experience Themes These are the experience themes that play a support role for Tukwila's Key Experience Themes and may not always be a leading focus for communications and investment. ■ Accessible: With close proximity to key markets, SeaTac and convenient freeway access (1-5 and 405), Southcenter and Tukwila are easily accessed. This makes Tukwila an ideal hub for commerce, workers, residents and leisure. The Southcenter Shopping District is a one-stop shopping destination. The city also has Amtrak, bus and light rail connections. ■ Multi -cultural: Tukwila is one of the most ethnically diverse cities in Washington. With representation from cultures around the world it's easy to find authentic ethnic cuisine, colorful events and crafts. • Events: There's always something happening with community events and festivals, music at the Mall, special exhibits at the Museum of Flight, or Fun Runs. • Outdoor Recreation: Throughout Tukwila are excellent parks, greenways and trails, and the Tukwila Pond that are ideal for hiking, running, playing soccer, golfing, cycling, tennis or just admiring view. Tukwila Brand Blueprint 2017 10 14 6.2 Emotional Benefits The emotional benefits capture how we want visitors to feel through their encounters and experiences with Tukwila. At least one of these emotional benefits should be embedded in each message, image and experience. These benefits should be delivered and reinforced in all appropriate communications, however it is not intended that they be the only benefits presented. Instead, they should be constantly monitored to ensure that they are the most powerful and appropriate reflections of how Tukwila is most relevant to target audiences. We want visitors to Tukwila to feel a sense of: ■ Fun and Excitement: days packed with exciting encounters whether tasting new food, exhilaration of "flying", laughing with friends, cheering at events, or the pleasures of discovering bargains. ■ Relaxation & Escape: a few hours or a few days here away from the stress of the everyday can give you a new lease on life. ■ Camaraderie and Togetherness: time here spark closer personal connections that foster togetherness and camaraderie among friends and family. 6.3 Brand Personality These character traits shape the look and feel that will be used to express the Tukwila brand.The brand `personality' describes the characteristics and traits of Tukwila as if it were a person. These traits will influence the feel and tone of voice used in communications as well as the selection of type, colors, images and visual elements which in combination elicit an emotional response. ■ Casual and Relaxed ■ Eclectic and Diverse ■ Engaging and Sharing ■ Fun and Exciting ■ Energetic & Colorful ■ Welcoming and Friendly Tukwila Brand Blueprint 2017 11 15 6.4 Tukwila Brand Promise The most important element of the Tukwila brand is the Destination Promise. This is the compass or beacon that will guide all that we do in regard to the marketing of Tukwila. It captures the Brand Platform and encapsulates the way we want people to think and feel about Tukwila relative to other Washington communities. This Promise will guide and inform every message, every process, every organizational decision, every customer contact, and every communication to guide the fulfillment of our vision. This is for internal use only. For: People seeking outstanding shopping, family entertainment or fun with friends in the Seattle Metro Only: Tukwila Provides: The retail - entertainment district_with the most easily accessible, affordable and convenient opportunities, which is Where they can feel a sense of: Excitement, fun, camaraderie, and relaxation Brand Essence Accessible fun Tukwila Brand Blueprint 2017 12 16 6.5 Reasons to Believe The following is the compelling evidence that Tukwila's Destination Promise and benefit claims are true, credible and deliverable: • There are nearly go0,0oo households, with 2.17 million people who live within 3o minutes of the City 55% of Washington State's population lives within a one-hour drive of the City • Tukwila is one of the most diverse cities in the United States, with over 8o languages spoken in the Tukwila School District • Consumers, within a 3o -minute drive of Tukwila, are estimated to spend $5.5 billion dining out in 2017 • Located only 5 minutes from the gth busiest airport in the United States, and the 28th busiest airport in the world by passenger traffic • Tukwila's location at the confluence of rivers, freeways and railroads has made it valuable as a center of commerce • The city has rail service from Amtrak Cascades, Sound Transit Sounder commuter rail, a Sound Transit Link light rail Home to the largest mall in the Pacific Northwest, Westfield Southcenter, with 1.7 million square feet of space. In 2016, nearly 15 million people visited Westfield Southcenter • Tukwila is home to the Pacific Northwest's largest Mall, Westfield Southcenter, which includes well-known national retailers, such as Nordstrom, Macy's, Apple Store, Din Tai Fung, and Cheesecake Factory • Tukwila has the largest variety of furniture stores in the Pacific Northwest • Tukwila is becoming a center for family entertainment with Family Fun Center, ACME Bowl, Starfire Sports, Seattle Sounders FC, Round 1, Cinemas, Seattle Chocolate, iFLY, Museum of Flight • 150,000 people visit Tukwila every day and approximately 200,000 people travel local freeways each day Located at the intersections of Interstate 5, Interstate 405 and State Route 518 $2 billion taxable retail sales occurred in the city in 2016 More taxable retail sales occur in Tukwila than in 29 of Washington State counties Tukwila Brand Blueprint 2017 13 1( 18 7.o COMMUNICATING THE BRAND Over time, when consistently applied, the brand language and visual brand identity will play pivotal roles in building and maintaining a coherent and compelling identity for Tukwila. When used in advertising, websites, presentations, signage and other applications, these elements will help link the positive associations that make Tukwila an attractive place to visit, locate a business or live. The Tukwila Brand Style Guide, a companion document to this Blueprint, is designed to enable the City of Tukwila, Tukwila and its partners to maintain brand consistency in all applying the visual identity to accurately and consistently deploy the brand. 7.1 Verbal Identity Destination Name The destination brand name is Tukwila, which encompasses all and unifies all areas of the city. This name will be used when referring to the city in all future tourism marketing communications. The name was clarified following extensive community consultation and customer research in key external markets. Alternatively, `Southcenter' or `Tukwila — Southcenter' may be used when appropriate in referring specifically to the shopping district. When communicating beyond the Seattle Metro, the name `Tukwila', rather than Southcenter, will be used because the identity of the city will have greater relevance in those markets. In using `Tukwila' as the overall destination name recognizes the need to allow for future growth across the city where new tourism development may be established outside of the Southcenter shopping district. Outside of the Puget Sound area, the Seattle Southside name is used in partnership with the cities of SeaTac and Des Moines. Destination Descriptor Destination descriptors serve as versatile shorthand reminders of the important, positive values, benefits and associations that we want linked to Tukwila as an easily accessible and fun place to visit. These descriptors may be adapted to be used as a header, campaign theme or tagline, as needed. The descriptors for each communication will be chosen according to the audience, content and objective being addressed at the time. They are designed to provide simple, unambiguous invitations. Tukwila's descriptors are: Shop Stay ■ Play ■ Eat or Dine Tukwila Brand Blueprint 2017 14 • Celebrate It is anticipated that they will be engaged in sets of three, such as: • Shop. Play. Stay. • Eat. Play. Stay. Whenever possible, the final word in the set should be `Stay' or `Play'. We do this because `Stay' can infer an overnight stay or to simply stay an hour or two longer, and `Play' helps to extend out appeal beyond shopping. These descriptors may be expanded as appropriate. Key Words The following are words that enhance Tukwila copy by injecting an invitational, descriptive or experiential tone into communications. Recommended words include: • Accessible • Achievement • Action -packed • Affordable • Affordable brand shopping • All in one place • Casual • Celebrate • Challenge • Cheer • Convenient • Delight • Discover • Easy • Enjoyable • Enriching • Entertaining • Escape • Exciting • Exhilarating • Fast access • Fun/funny • Getaway • Ideal base Immerse yourself Indulge • Invigorating • Joy • Laugh together • Memorable • Nearby • Pamper • Pleasure / pleasurable ■ Plenty to choose from ■ Pride / proud ■ Recharge • Refreshing ■ Rejuvenate • Relax ■ Revitalize ■ Rewarding • Simplifies • Smell, hear, feel, taste • Surrounded ■ Time -saving • Treat • Uncongested • Upscale, discount shopping • Wholesome • Within easy reach 7.2 Visual Identity Central to the visual identity system are the brandmark, color pallet and typography. The Tukwila logotype suggests simplicity, approachability and artistic expression. It can be used as a subtle stand alone identifier or paired together with the pulsar for a stronger brand message. The pulsar symbol represents a convergence of energies, a blend of cultures and the spark of creative expression. It also loosely represents a circling of a destination on a map or converging roads and paths. It can be used as an isolated graphic punctuation or partially cropped as a dramatic graphic motif. Tukwila Brand Blueprint 2017 15 19 The technical specifications for using the brandmark, color pallet, symbols and typography are explained in detail in the Tukwila Brand Style Guide. 8.0 BRAND MESSAGING TOOLKIT Over time, when consistently applied, Tukwila's brand language and messages will be pivotal in building and maintaining an exciting identity for the city. This "toolkit" contains brand stories, key words and messages to be used with strategic repetition for connecting with specific target audiences. These are the building blocks for supporting the marketing content we produce for web sites, advertising, social media, brochures and presentations. When referring to "messaging", we are referring to the ideas we want target audiences to gain from our communications. It does not necessarily refer to specific copy. Instead, these are the points or messages that our copy (and images and videos) should convey. Matching Brand Messages to Our Markets These are the key message points that should be conveyed to our target audiences. Each target audience will be fine-tuned annually according to available budgets, opportunities, and events. Audience Key Messages to Convey to Each Audience All Audiences • It's easy to get here by road, rail, air • 10 minutes from SeaTac, 20 minutes from Downtown Seattle • Greatest variety of value -oriented shopping in the Pacific NW • Abundant quality lodging, restaurants, shopping and family entertainment • Less crowded, free parking, easy access and affordable options The following messages are for specific audiences and are in addition to the brand messages for "All Audiences" Shopping Enthusiasts • Pacific Northwest largest shopping entertainment destination • The fun of discovering affordable brand bargains • Opportunities for free shipping of purchases • The most furniture stores in the Pacific Northwest • The type of 'one stop' shopping that is unique in Washington • Our stores and restaurants are only 10 minutes from SeaTac • Special coupons, discounts, gift cards, and coupon books Families See also: All Audiences, Shopping Mainly reside in Seattle — • Year-round fun Olympia corridor • Join in the excitement at our exclusive family entertainment venues including Starfire Sports, iFLY, Family Fun Center and the Museum of Flight • Less crowded, free parking, easy access Tukwila Brand Blueprint 2017 16 21 • Take in a movie or go bowling Millennials See Also: All Audiences, Shopping Enthusiasts • Abundant, affordable restaurants, bars and gathering places • Find great brew pubs • Enjoy fun events and festivals • Exhilarating and fun entertainment such as iFly, Starfire Sports, cinemas, and ACME Bowl • Hike or walk city trails and parks • Treat your taste buds to cuisine from around the world International See Also: All Audiences, Shopping Enthusiasts • Close proximity to SeaTac which has direct flights to over zo international cities and is major hub for flights to Asia, Europe • Seattle and Tukwila are ideal cities to end your US vacation • The best brand discount shopping in Pacific NW Conference Organizers and Delegates See Also: All Audiences, Shopping • Central location is advantageous to state associations ■ Easily accessible and affordable venues • Close proximity to SeaTac, freeways and Seattle • Professional, complimentary services to assist planners • Creative venues for social events ■ Your convention will be the "biggest show in town" Tukwila Residents • Tourism is important to the economic, social and environmental wellbeing of Tukwila • The brand will change the way the world looks at Tukwila from a tourism perspective resulting in more jobs and opportunities • The new brand sets a positive direction for Tukwila to distinguish us as a leading Pacific Northwest destination for family fun • Discover and share the variety of fun activities that Tukwila has to offer with your family and friends ■ Use City of Tukwila visitor website as your information sources for what to see and do in leisure time Tukwila Brand Blueprint 2017 17 21 9.o TUKWILA BRAND STORY GENERATORS Brand stories make it easier for our customers to understand and connect with our Signature Experiences Themes. The following suggestions are provided because they can stimulate fresh, interesting perspectives, reveal hidden gems and make Tukwila more interesting and appealing. Adopting this storytelling approach is important because: ■ It brings the brand to life in unexpected ways that connect with key audiences. ■ Target audiences are encouraged to move from interest to action (and purchase). ■ It makes the nature of Tukwila more manageable and easier to understand. ■ It provides the components to build an authentic overall brand story that is memorable. ■ It can add to the understanding of what makes Tukwila special. The following are provided to assist in generating an ongoing flow of story and experience ideas for marketing communications and to maintain a content calendar. Shopping • How can visitors meet experts or attend classes to learn about fashion, food or interior design? ■ Are there coupons, discounts and incentives that shoppers can tap into? • How can international shoppers get their purchases home? ■ Where are the most interesting boutique food producers? • Are there brand stores found nowhere else in the Pacific Northwest? Outdoor Recreation • What are the best ways to explore the neighborhoods on foot or bicycle? • Where are the best trails without traffic for running and walking? ■ What are the recreation opportunities in local parks? ■ How can visitors assemble a great picnic lunch and find relaxing picnic spots? Family Fun • Are there child -minding facilities so that parents can have a night out, minus kids? • How can kids have fun on a cold or rainy day? ■ Where is the best adventure and thrilling rides? Local Vibe Where are the best brew pubs and popular places for Millennials to meet? Which are the most vibrant and interesting neighborhoods and areas? • What are the most interesting ethnic restaurants? • Where are the best restaurants and chefs? Tukwila Brand Blueprint 2017 18 22 Multi -Cultural Tukwila • Which are the most colorful and authentic ethnic events and festivals? Do these need to be developed? • Where are the best places to find exotic ingredients for making ethnic food? • What are the most interesting ethnic restaurants? Events & Festivals ■ Which festivals and events are the best fun for families? Couples? Millennials? Do these need to be developed? • Where can visitors join in street fairs and festivals? If these do not exist, should they be developed? ■ Where are the best outdoor concerts in summer? • Are there events that are centered on the natural environment and outdoor recreation? Tukwila Brand Blueprint 2017 19 23 10.0 TUKWILA'S BRAND STORIES Our Brand Story is what we want target audiences to believe about Tukwila. These stories are not necessarily copy for communication, but they paint the picture that we want visitors to gain through our communications, touchpoints and experiences. They feature what we want audiences to believe about Tukwila and highlight the benefits that our visitors receive when they engage with Tukwila. Overall Tukwila is the Seattle Metro's most accessible, convenient and affordable fun destination for all ages. Gather with family and friends to soar through the air, cheer professional athletes at practice or play with a league, hike a trail or enjoy a meal at your choice of dining venues or brew pubs. You'll find the Northwest's greatest concentration of affordable shopping, along with abundant dining, family fun, sports, and opportunities for experiential entertainment. With representation from cultures from around the world, Tukwila is a hub of multi-culturalism in the Seattle area. Multi -Cultural Tukwila is one of Washington's most ethnically diverse city. With residents from cultures around the world, Tukwila is the hub of multi-culturalism in the Seattle area. Savor the tastes of authentic ethnic cuisines, celebrate at a colorful festival, admire fascinating art, listen to the music or simply share a smile. Family Fun Tukwila is the center of family -friendly activities in the Seattle Metro. You'll discover we have a wide variety of family-oriented shopping and active sports venues, outdoor recreation and exciting entertainment. Its convenient access within the Seattle Metro and to transportation hubs means that it's the home of affordable, nearby fun for kids of all ages. Shopping Enthusiasts Southcenter has the largest concentration of value -oriented shopping and dining in the Seattle Metro. The vast Southcenter Shopping District has well over 55o brand name stores and presents great diversity and choice in retail venues. It is relatively compact and offers the type of 'one stop' shopping that is unique in WA. Event Enthusiasts Our calendar is packed with community events, exhibits and festivals. There are concerts, ethnic celebrations, sporting events, street fairs, special museum exhibits, headline sporting events, and live music. Millennials Tukwila Brand Blueprint 2017 20 24 Day and night, every season of the year, you'll find trendy stores, hip bars, brew pubs, great music, cool restaurants and fun events, all side-by-side and within minutes of Seattle. Tukwila Brand Blueprint 2017 21 25 11.0 BRAND EXPERIENCES Consistently delivering memorable brand experiences will require a 360° focus involving many partners. The programs for activating these experiences and bringing our signature brand experiences to life are outlined in the Brand Management Checklists. They address: ■ Attractions and activities ■ Outdoor recreation ■ Cultural attractions ■ Placemaking and wayfinding ■ Lodging, restaurants and hospitality 12. BRAND MANAGEMENT Tukwila's brand management and deployment is aided by the companion publication, the Tukwila Brand Management Checklists. This publication is designed to be used in conjunction with the Tukwila Brand Blueprint and Style Guide. It provides advice, guidelines and suggestions for the deployment and management of the city's destination brand. Tukwila Brand Blueprint 2017 22 26 APPENDIX 1: BRAND ADVISORY COMMITTEE A Brand Advisory Committee was established by the City to oversee the creation of the brand strategy. We would like to thank the following individuals for their participation and for their expertise in during planning phases. The members of the Advisory Committee during the planning process were: Todd Pietzsch BECU Laurel Humphrey City of Tukwila Brandon Miles City of Tukwila Owen Leinbach Courtyard by Marriott Ashley Messmer Museum of Flight Dan Lee Odin Brewery Alesha Shemwell Rouse Properties Mikel Hanson Sabey, Inc. Stacy Slade Seattle Sounders FC Andrea Reay Seattle Southside Chamber of Commerce Ben Oliver Starfire Sports Vanessa Zaputil Tukwila Resident and Commissioner, Tukwila Metropolitan Pool District Omar Lee Washington Place David Krueger Wig Properties Tukwila Brand Blueprint 2017 23 27 28 TUKWILA BRAND CHECKLISTS 1. Introduction 2 2. Brand Activation ............ ......... ............... 3 3. Brand Management Checklists ... ....................... .................. 4 1. Brand Deployment 4 2. Brand Leadership.................................................................... 5 3. Marketing Communications....................................................... 6 4. Brand Experiences ................................................... .... 19 5. Brand Adoption and Outreach .................................................. 22 6. Brand Organization ........................ ............... 24 7. Measuring Success ... .......................................... 25 Appendix 1: Brand Launch ...................• 28 Created by: Total Destination Marketing www.destinationbranding.com 29 I 1.0 INTRODUCTION The Tukwila Brand Checklist is designed to be used in conjunction with the Tukwila Brand Blueprint and Tukwila's Brand Style Guide. It provides advice, guidelines and suggestions for the deployment and management of the brand. In addition to covering the basics on deploying the brand, it provides a range of contingencies that the City may consider in the future. It also provides valuable insights for future marketing plans. It is important to note that this is not a "To Do" list, action plan or marketing plan. 30 2.0 BRAND ACTIVATION Tukwila should be presented using the elements of the brand toolkit as a prizm or lens to influence the distinctive manner in which the brand will be communicated and delivered. The Destination Promise and Brand Platform provide the foundations for all future Urban Design '7 programs and should have an influence on every marketing, organizational, and Brand Experiencet development decision by the City. Visitor rvices Socia Media obile:' APPS Every person deploying the brand must always ask the question, "Have I correctly and creatively reinforced the brand in this decision or activity?" This applies to every use of the brand, whether selecting a photographic image, choosing the color of carpet for a trade show booth, or proofing copy for a publication or website. NebSites/ !; Internet'. Destination Promise"" Public relations ribution '.'.Pro Partnership The following checklist provides the filters and checklists to assist in embedding the brand. Are we using the ....... Right target audience? ■ Right positioning? ■ Right experiences and content? ■ Right lead products? ■ Right words and phases? ■ Right tone and personality? • Right style, typeface? ■ Right colors? ■ Right images, audio and videos? ■ Right emotional benefits through copy, images, videos and audio? • Right partners? 3 31 3. BRAND MANAGEMENT CHECKLISTS Some places make the mistake of believing that their brand will be operating at 100% capacity from Day One. The following are the leading actions for the City of Tukwila OED and other partners, as appropriate, to consider when deploying the new brand. Some are one-off initiatives, while others should be integrated into ongoing programs, budgets and operating plans. The checklists provide a comprehensive range of brand actions that may be taken in regard to stakeholder, consumer and business audiences. They are provided as options to consider and not as a "to do list" or action plan. 3.1 Brand Deployment Timing: Usually within the first 90 days The timing and strength with which the brand is deployed and adopted will depend upon your budget cycle, level of funding, skills and experience of staff and vendors, organizational support and autonomy, level of community cooperation, politics and the timing of the introduction of new marketing communications elements such as websites and brochures. O Brand Leadership Committee. For at least the first year after the brand is introduced, a Brand Leadership Committee comprising staff and leading partners should be considered. This group should raise community -wide awareness of brand related issues, build solutions where appropriate, and when necessary apply peer pressure for correct use and support for the brand. O Establish a Brand Action Plan. In conjunction with the Brand Leadership Committee use this checklist to develop a two-year plan for launching and introducing the brand. This will prove worthwhile in ensuring that implementation is attuned to the OED operational realities. Establish quarterly goals to monitor progress. O Legal Protection: Ensure copyright and trademark protection for all relevant names, phrases, logos, symbols and words used to identify the Tukwila brandmark. Trademark copyright can be activated through an attorney or through the U.S. Patent and Trademark Office www.uspto.gov/trademark . O Use Agreement. Consider if you need to produce a "Brandmark Use Agreement" for all approved partners and stakeholders wishing to use the Tukwila Brandmark. This does not include use by organizations wanting access to the design for merchandising purposes e.g. to generate income from the sales of merchandise and souvenirs. O City Staff Brand Adoption: Ensure that City staff members are familiar with the brand and understand how it can be embedded in all strategies and programs, particularly appropriate to their duties. O Leadership Outreach: Establish a schedule to commence engagement with key leaders and partners to seek their understanding, support and use of the brand as appropriate. 4 32 3.2 Brand Leadership Timing: Ongoing Successful place brands are led from the top and owned at the grassroots by stakeholders, residents and customers. This brand leadership provides the strategic direction, focus and prioritization for long-term results and partnerships. It should also foster and facilitate the competitive advantage that will distinguish Tukwila as an attractive place to visit, work, live and invest. o Change Management: Collaboration, networking, and integration are the signatures of a healthy brand. This certainly takes more than the efforts of the City OED office alone. It may involve the people responsible for urban planning, parking, parks, wayfinding systems, transportation and business signage. Some of them may have no idea of their daily impact on the city's identity and tourism experiences. A genuine mandate for success may require a change of approach within, and between, many organizations and individuals. It calls for a collaborative approach and may involve addressing unhelpful barriers, attitudes, and processes. Strategic and Operational Mindset: Focusing available resources behind the Destination Promise and building the brand successfully in some cases may require a shift in focus. This may involve renewed concentration on markets, buyer behavior, distribution systems, communications and partnerships than those that may have been traditionally nurtured by the City. To support this, the organization as much as possible, consider new systems, policies, resources, budgets, operations and logistics to lead and manage the brand strategy. • Strategic Planning. Integrate the brand strategy into the OED's planning processes, as appropriate. The brand should not be considered as an "add-on". Instead, it should be the central compass that guides the City's actions of every individual and organizational program with regards to visitor attraction and marketing. O Lodging Tax Grant Program: Review the current City grant program to align with investment in communications and experiences that will most support the brand. O Experience Partnerships: In order to develop an expanded range of new events, infrastructure and experiences and to establish them in marketing channels, Tukwila should consider the introduction of Product Experience Partnerships to enable the city to excel in delivering signature experiences. It is envisioned that these partnerships will provide a mechanism for tourism, nonprofit, association, government and business organizations to collaborate closely to attain their shared vision. 5 33 3.3 Marketing Communications The following checklists and information are to assist in the creation of marketing plans and influence the deployment of the brand in communications. Timing: Commence within the first 3o days, then ongoing. O Marketing Plan. The brand strategy provides the guiding principles to create the OED's annual marketing plan and the ways to focus resources for markets, content and channels that will generate the most effective return and build brand equity. This plan should include a comprehensive online marketing plan that integrates all digital marketing programs with defined goals and objectives. This should include a content marketing plan. o Our Brand at a Glance. To ensure accurate and consistent use of the brand elements, a concise Our Brand at a Glance publication should always be available, rather than the full Brand Blueprint, for distribution to partners. This "At a Glance" guide should outline the rationale for the brand, how to use the logo, exact colors, key words, and other critical brand elements. This is additional to the Brand Style Guide. • Marketing Integration. Make sure that all staff and vendors involved in producing Tukwila's marketing and communications programs are engaged at least once a quarter in formal meetings to review implementation and brand alignment. In between meetings, and as needed, encourage the ad and social agencies, the PR firm, and other marketing suppliers to speak with each other directly to ensure optimal brand alignment and synergy. a Marketing Supplier RFPs. The OED should initiate an RFQ/RFP process every two years to source and assess the caliber of services and agencies that the organization engages. This should apply, as appropriate, to advertising, web design, graphic design, social media and search engine optimization. o Content Marketing. Tukwila's marketing is only as strong as the content it deploys. Content marketing focuses on matching content (information or entertainment) to customer needs relevant to the stage they are in their decision-making. In today's digital age, content can be presented in many forms (blogs, video, podcasts, webinars, brochures, etc.) and is distributed through a variety of new channels, including social media, SEO, sponsored content, and more. The content must be fresh, new, interesting, and add value to the cloud of information that already floats over the Internet. Here are the items Tukwila should consider for content marketing: 1. Create outstanding, engaging and shareable content 6 34 2. Make your content visible on the first page in Google using SEO 3. Research content that audiences need and will share 4. Use content to convert a lead into sale 5. Be creative to find the content that resonates best with the audience 6. Engage the best quality creative and formats 7. Plan content in advance by using an an editorial and social media calendar 8. Plan integrated content distribution across paid, owned and earned media 9. Work with influencers and partners 10. Evaluate content ROI using analytics 11. Optimize content to be seen by your ideal customers on platforms that are relevant to them 12. Share content at ideal times and days of week/dates where customers are interacting 13. Generate content that can be used and reused in a variety of ways across all platforms o Message Audit. In conjunction with the Brand Leadership Committee conduct a comprehensive content review of relevant City and partner marketing materials, collateral, stationery, signage, and displays. Do these they look like they represent the same destination? Do they reflect the brand messages and the visual and verbal identity guidelines? O Create Brand Personas: Target market personas are important and visual tools for embedding content that will attract, engage and convert customers. They set the tone, style and delivery strategies for our content and point to content opportunities on specific topics. Create and use personas to facilitate communications that will be more attuned to target audience needs, interests, wants, and 'pain points'. • Brand Images. Conduct an audit of OED's current image library to ensure that it contains the images to best project the new brand. Constantly invest in high quality images that accurately and emotively depict leading experiences. The people in the images must be active, credible and fun loving and be captured in natural, engaging and credible ways. High Quality Videos. Video has never been more important to tourism marketing. Advances in technology and video production are making videos more accessible and affordable for DMOs of all sizes and budgets. Introduce engaging, HD quality brand -related videos for online marketing through the website, Instagram, Facebook, Twitter and on the Tukwila YouTube channel. Residents and visitors to Tukwila should be encouraged to upload their videos. o Tukwila Maps. Ensure that maps appropriate for digital and hard copy distribution truly reflect the brand experiences and meet navigation standards for international visitors. Integrate Google Maps into the City's website and online communications where appropriate. Ensure the accuracy and completeness of Google Maps. o WIIFM? To check that brand communications are experiential and 7 35 convey strong benefits, imagine that the customer is looking over your shoulder as you prepare the materials. When you finish the copy or select an image, imagine the customer asking you, "What's in it for me?" Use this technique to maintain a customer -centered experiential approach. O Communicate Experiences. A foremost consideration is that copy be enticing and motivational in conveying emotional benefits, yet be realistic and factual. Wherever possible it should describe experiences with action -oriented and evocative language. Importantly, copy must make the reader feel as though they are already enjoying the sights, sounds, smells, and feelings that the city has to offer. Copy should always be written in a friendly, relaxed, informative, and unpretentious manner to match our brand personality. Above all, it must be factual and open, and not contain hype. O Sell the Experiences. Engaging and highly evocative images of the city's lead experiences and the benefits that provide a "wish you were here" feeling should be prominently featured on the home page, publications and advertising. These outstanding images and their motivational copy should lead the themes that provide links to more detailed information. Owned Media Owned media is the term used for content and channels that the City has control over such as the destination website, brochures, blogs, email marketing as well as Facebook, Twitter, YouTube and Instagram. Owned media typically targets existing or prospective customers. The lines can sometimes be blurred between earned and owned media. O Tukwila Visitor Website. The City Visitor website should be the central hub for inspiring people to visit Tukwila and for providing the information and connections to enable them to convert their interest into actual travel. It should be the focal point for consumers, media, meeting planners, partners and travel trade to easily access information, respond to marketing offers and make travel enquiries. However, in order to fully achieve this, the website, like other marketing applications must adhere to the standards outlined in the Brand Style Guidelines. — The tourism website should be a mobile - ready (responsive design), highly interactive and provide links to other businesses and organizations. — The site should be integrated with social media programs and Tukwila's YouTube channel. — The design and content conform to the visual and verbal identity guidelines. — Key experiences provide the central organizing principle for content and images. — Provide clear navigation paths. — Include geo search maps to assist in identifying locations. — Create an online media center that is not password protected and contains general information, press releases, fact sheets, feature story ideas, images and video clips. 8 36 Advertising Public Relations Search Engines Social & Linking Media Web Research " Site Hub e Commerce Mobile Apps Brochures/ Information Database Marketing Provide easy to use booking engines and processes with secure payment technology for lodging, event and entertainment ticketing. Design specific pages for different target markets Source and Integrate already -prepared content from tourism and travel partners, influencers and media. — Regularly update content, especially on the home page. Consider adding a blog to the site — Provide an event calendar ❑ Website and Social Media Analytics. Conduct monthly analysis of the website and social media performance to set goals and objectives for marketing accountability. Consider providing key partners with a monthly report to allow them to optimize their online marketing in association with OED. 0 Mobile: Ensure that websites are responsively design to optimize smartphone access to Tukwila information. An Expedia/Egencia Mobile Index research study has shown that 94% of leisure travelers travel with a smartphone, with 97% of business travelers bringing at least one device on every trip. Presenting destination information in a format for mobile devices is essential because they use their phones to provide the 24/7 ability to source information (web), navigate (GPS), be entertained and learn (video), communicate (text), compare (Yelp), meet (Foursquare), brag (Facebook and Instagram) and review (TripAdvisor) while traveling around the city. ❑ Social Media: Social media comprises the online channels designed to create, share, or exchange information, advice, images and videos in digital communities and networks. The City should monitor and actively participate in the social networking sites relevant to Tukwila target personas and provide opportunities to share brand content. Build audiences by following tourism organizations, media and influencers, and actively share quality user -generated photos, videos and other content. Consider paying for promoted posts and advertising to rise above social media clutter. While new social media channels are constantly being introduced, it's advisable for Tukwila to concentrate on the largest and those proven most effective. Once these are mastered, consider expanding into other channels. The City should focus on Facebook, Instagram, YouTube, and Twitter. 0 Brochures: Brochures, maps and flyers continue to play an important role in the decision-making of visitors who have already left home. Visitors commonly 9 37 r research travel and tour options online before and during a visit. Despite threats from digital platforms, printed materials still have an important role in decision- making. Researchers have found that women are more likely than men to be positively influenced by this form of destination content. The following are some of the suggestions to consider for optimizing the brand through brochures: - Ensure that brand copy, images and designs are of the highest quality and reflect the brand. — The destination name must always be at the top of the front cover to ensure that it is clearly visible in a brochure rack. - Key experiences should be thecentral. organizing principle for content and images, not lists of businesses. - Include well-designed maps that are easy to read for the visitor to accurately plan a visit and navigate. - Provide descriptions of the city and experience themes, not just listings e.g. attractions, shopping, dining. - Clearly project the brand's emotional benefits through images, copy, colors and choice of experiences. — Ensure that in a few seconds the cover clearly conveys Tukwila's distinctive invitation and clearly demonstrates "What's in it for me" from the visitor's perspective. - Pre-test draft designs of the brochure with prospective users. O Exhibiting Success. Exhibiting at events can present excellent opportunities to express the Tukwila brand. Success requires total consistency, quality, clarity, and focus in every aspect of our customer's decision processes before, during and after the event. Prepare the key brand messages relevant to the specific audiences attending each event and ensure that Tukwila representatives are well practiced and familiar with the brand. Paid Media 'Paid media' is the advertising or exposure a business or DMO pays for. This includes paid social media (like Facebook ads and promoted tweets), pay -per -click, and advertising. O SEO: Ensure that all aspects of the website are operating at optimal levels for search engine optimization. By focusing on specific brand priorities, keywords and phrases relevant to priority audiences, Tukwila can achieve high rankings in Organic Search results. As the budget allows, this should be supported by targeted "Pay per Click" or SEM (search engine marketing) advertising. O Register Domain Names: Determine the ideal URLs and domain names for conveying and protecting the Tukwila brand identity. o Advertising: The role of advertising has changed considerably over the past decade. Traditional advertising involving broadcast, print and environmental media can still play an important, but diminishing, role in building brand awareness. Advertising should, wherever 10 38 possible, observe the following branding rules of thumb: — The advertising is true to the Destination Promise. — The advertising is consistent with the brand personality and tone of voice. — The advertisement speaks to an important target audience need. — The ad features a strong "reason to believe". — There is one clear message. — Don't try to tell the whole story - leave that up to the web site, brochure or the rest of the campaign. Keep copy concise. — There is clear differentiation from competitors. — There is a consistent, "ownable" look and feel that's true to Tukwila's brand guidelines across all advertising. — It features at least one tangible benefit as well as an emotional benefit in the copy and images that are based on at least one of the Signature Experiences. — The message is credible and believable. — It is capable of being easily recalled. — The headline and opening copy draw readers or viewers in. — Similar key words appear in Tukwila brochures, web sites, and publicity. — The reader can easily recognize the next step they need to take. — The advertising campaign should be built around a small number of "hero" images. Use secondary images to support the "hero" shots to add depth and emotional appeal, when needed. — Use a limited number of creative executions to build reach and frequency. Earned Media `Earned media' is any publicity you haven't paid for that's owned and created by a third party. Generating earned media should be a priority for the City. Earned media is the kind of communication a customer may tweet about "the best beef nigala EVER!" that gets several retweets and favorites. However, earned media isn't publicity you pay for or own. When media not owned by OED mentions Tukwila on Twitter, Facebook or any other social media channel this is earned media. Other types of earned media may include consumers' social media posts, tweets, reviews, videos, photos, and discussions, and blogs and articles in media publications o Public Relations. Public relations should play a prominent role in Tukwila's marketing and community communications. Traditional PR has transitioned to an online -based marketplace. Investigate tapping the power of leading travel bloggers and print journalists. Provide assistance to Seattle Southside by providing media releases, story ideas related to the Tukwila brand and hosting priority media to publicize key brand experiences and events. - Coordinate a quarterly meeting of relevant public relations and marketing communications professionals who benefit directly from a positive image for Tukwila. — Develop an inventory of Tukwila story ideas and content to generate media 11 39 visits and press releases to support the brand. o Media Center: Create an online media center that is not password protected. - Develop a media kit comprising press releases, fact sheets addressing relevant subjects, JPG images and destination Q&A. - Prepare a media communications calendar in consultation with key partners to focus on specific, timely subjects throughout the year. • Public Affairs. Implement an ongoing strategy to inform Tukwila leaders and residents, and businesses of the success of the brand and the benefits from tourism that the City is achieving. • Crisis Management. Maintain a crisis management plan for a wide range of contingencies that may negatively impact Tukwila. OED and key tourism partners should be integrated into the crisis management plans of the City, county, and other organizations, as appropriate. Key executives and brand spokespersons should participate in media training. O Social Media Spokespersons. Assemble a group of locals who are capable of monitoring social media and being authoritative experts on a range of subjects that support Tukwila's brand. They should be empowered to post, comment and respond to relevant online conversations. o Third Party Exposure. When represented in brochures, websites and advertising of third party organizations (for example Seattle Southside), assurance should be received that Tukwila will be presented according to the brand guidelines appropriate to the particular target market being addressed. With Tukwila input, third party communications should clearly convey the strengths, competitive advantages and key experiences of the city and not be left solely to their discretion. The same applies to blogs and publications by other publishers. Review both the commercial and non-commercial guide books and websites produced by third parties that include Tukwila and Washington (e.g. Fodor's Guides, AAA publications, TripAdvisor etc.) Also consider the use of Google Places, Facebook Places, Yelp and Foursquare. o Trip Advisor: TripAdvisor® is the world's largest travel site, enabling travelers to plan and book their travels. TripAdvisor offers advice from millions of travelers and a wide variety of travel choices and planning features with seamless links to booking tools that check hundreds of websites. TripAdvisor branded sites make up the largest travel community in the world, reaching 34o million unique monthly visitors and 35o million reviews and opinions. Places like Tukwila can leverage TripAdvisor to better inform visitors and extend their stay, and travel more extensively within the region. Following are ways that TripAdvisor can improve the Tukwila brand experiences. 1. Feature Visitor Information outlets 2. List publically managed experiences such as events 12 40 3. List Tukwila's public attractions i.e. such as a key streets, trails, riverfront and parks. 4. Encourage positive reviews from visitors TripAdvisor provides consumers with a ready collection of positive reviews and testimonials, which can act as one of the most valuable marketing assets to a business owner. Likewise, negative reviews can result in severe damage to a brand, which makes it important for businesses to understand how to handle negative reviews. Properly handling online reviews (both the good and the bad) allows a business to have some control over its online reputation. O Tukwila Hashtags: A series of priority hashtags should be introduced for social media to provide a way of grouping messages, having conversations and allowing people to search for a particular topic of interest in regard to Tukwila. o Digital Influencers: Target individuals on social media who are trusted sources and have the capacity to influence the choices of their followers and communities. The messages and values of these influencers should align with the Tukwila brand. They should have the ability to produce and distribute content that can reach and inspire specific niches e.g. shopping, family fun, etc. Online Reputation Management: User - generated reviews, comments and opinions can determine a city or destination's online reputation. The importance of user -generated content through myriad website and blogs make this a critical medium to actively monitor. These include Online Travel Agents websites (such as Booking.com and Expedia), meta search sites (such as TripAdvisor), Google+ pages, Twitter, YouTube, testimonials on websites, comments on blogs and Facebook Business Pages. It is important to monitor where and when Tukwila is being mentioned to engage with reviewers. The City should develop a plan for how to respond to negative comments. Effectively responding to these comments can mitigate negative comments and limit their impact. Consideration should be given to: What types of negative comments do you ignore? What types of comments warrant a response? — How does City staff pass these comments to partners when necessary? — What processes are needed for real- time social media crisis monitoring? Google Alerts: Monitor the Web for tourism content related to Tukwila and Seattle by setting up key phrases alerts on Google. Incorporate great third -party features into your social media and other communications. Link to the articles from your website after first posting a description of article highlights. With permission, repost appropriate short articles. O HelpAReporter.com: HARO provides sources daily opportunities to secure valuable media coverage from journalists and well-known publications. By signing up for this free 13 41 service and selecting "travel" as a daily notification from writers looking keyword, the City will receive twice- for specific article content. 4. BRAND EXPERIENCE Experiences are the drivers and motivators that underpin the Tukwila brand. Visitor tastes, behavior and needs of tourists have evolved over recent decades from simply taking photos to record the visit to now wanting more hands-on, interactive and memorable experiences. Tukwila is also experiencing an increase in international visitors who at times seek experiences different to domestic visitors. These dynamics call for ongoing attention to the experiences extended to visitors. There are two types of experiences that are the priorities to manage and monitor for optimal brand performance. The first are the touchpoints that play a crucial role randomly throughout the visitor's total destination experience. While the second, key brand experiences, are the encounters that are essential to the Signature Experience Themes outlined in the Brand Strategy. 4.1 Activating the Tourism Brand at Touchpoints The Tukwila brand is created by more than just the actions of the city and its marketing messages. Delivering memorable customer experiences for visitors requires a 36o° focus by many partners to provide superior value through a seamless series of highly satisfying exchanges and encounters. Each of these points of contact or touchpoints between customers and Tukwila (and the region) can build (or erode) its brand image. The City cannot exercise control or influence at every one of these points. The City may, however, be able to influence quality at the most critical points and encourage partners to support the objective of communicating and delivering outstanding brand experiences. 144144%,4%,4444:114114%,„,,,,i4:14 Plan & Travel & There are important touchpoints in Search Book Arrival The visit each stage that can have a profound _,.E" impact on visitor satisfaction. Some .►, r,/'" of the touchpoints in the early stages are so critical that, if we fail to satisfy the person at those points, their The Total Destination Experience interest in visiting the city may not be fulfilled and they might be lost to a competitor. Search These are the moments where the city and partners can influence a potential visitor to become a visitor, or not. Commonly, these touchpoints include advertising, brochures, websites, trade shows, social media, user -generated sites, e.g. TripAdvisor, guidebooks, word of mouth, etc. The priority is to increase the awareness, relevance, and the positive associations the customer holds about the place. It is important to understand their most influential sources of information. 14 42 Plan and Book Bridging the gap between consideration and actually committing to visit is possibly the greatest challenge facing destinations of all sizes. This engaged prospect must have confidence that Tukwila represents value over other options. The touchpoints here commonly include websites, social media, travel reviews, guide books, brochures, packages, reservations services, agents, discounts, packages, hospitality staff and sales managers. Travel and Arrival The journey to and throughout Tukwila is integral to the experience. The sense of welcome, cost, quality, and ease of access can influence their attitudes. For instance, on arrival into Tukwila is it consistently easy to find their way around? Is there a strong sense of welcome? Is public transport easy to navigate? Are points of interest easy to find? The Visit While customers are here they will interact with our community in hundreds of ways including through timetables, discount coupons, mobile apps, and the people that they encounter. Not to mention the quality of experiences at hotels, restaurants, shopping centers, parks and just driving around. Post Visit These touchpoints may include reminders for satisfied visitors such as quality souvenirs and local product purchases, repeat visitor discounts, e - newsletters, "thank you / come again" letters, social networking sites, loyalty programs, reviews and user generated content, and word of mouth. 4.2 Brand Experience Touchpoints The following checklist is designed to assist in identifying points where the brand can be communicated and bought to life through communications and experiences. This is not intended to be the definitive list of touchpoints. However it may stimulate discussion and ideas. While many may not be available today, they may be available in the future. Stationery • Business card, international ■ Business cards, standard ■ Conference satchels ■ Contracts ■ Envelopes ■ Fact Sheets ■ Letterhead ■ Mailing labels ■ Press releases ■ Reorder cards Information Center and Tourism Office ■ Art / images in office ■ Brochure displays • Color and designs ■ Decals on windows/doors ■ Displays ■ Information panels ■ Interpretive displays ■ Lobby ■ Local produce sales ■ Research / survey forms ■ Report formats ■ Software templates ■ With Compliments cards ■ Outside information display ■ Outside map ■ Parking spaces ■ Room identification ■ Recorded information 15 43 • Door handles • Door mat • Doorway • External signage ■ Floor coverings Marketing Communications: • Advertising — print, digital, environmental, broadcast • Bid documents • Content marketing • Co-op marketing programs ■ Corporate communications ■ Cross -marketing • Coupon & discount books • Digital marketing • Direct mail • Email marketing Digital Communications ■ Banner advertising ■ Blogs • Booking engine ■ Community portal • Content marketing • Database marketing • E -Brochures • Email style & signature • E -newsletters • Keywords • GPS Applications Arrivals and Gateways • Access to information • Airport backlights ■ Brochure Display • Car rentals • Displays • Free Wi-Fi • Maps • Newsletters • Meeting room signage Music Operations manual ■ Outside brochure display Events calendar Frontline staff training Image and video files Loyalty programs Maps Media kit Media relations - external Media relations - local Meeting & groups planner Member communications Outdoor ads Image gallery Key words Linking strategy Mapping applications Mobile apps Online directories Online reservations Pay per click words Pod broadcasting PowerPoint presentations Search Engine Optimization Information center Information Staff Interior Design Mobile apps Parking Real estate agents • Reservations services • Posters • Presentation folders • Shopping bags • Special announcements Product displays Promotions Publicity events Sales calls / presentations Social media Spokespersons Third party publications Training and coaching partners Video and DVD covers Visitor Guides Web videos Site design Social media Social networking sites Sports tournament planner URLs User generated sites Websites Web Advertising Web Links Online Media Room Video Channel ■ Signs - station welcome ■ Signs — directions • Signs - gateway • Signs - wayfinding • Taxis, Lyft, Uber • Wall hangings 16 44 • Freeway exit signage • GPS Functionality Placemaking • Banners • Benches • Business signage • Flower boxes • Interpretive signage • Kiosks • Landscaping • Lighting • Litter bins • Maps Events • Advertising • Announcements • Banners ■ Booth / kiosk • Co-sponsorship Trade Shows and Exhibitions • Announcements • Attire / uniforms • Banners • Booth design ■ Catering • Co -branding • Collateral ■ Competitions / prizes • Co-op partner • Employee badges Vehicles • Buses • Corporate vehicles • License plates ■ Reservations systems • Welcome signage ■ Retailers ■ • • • • • ■ • • Parks and trails Parking areas Photo Spots Police and public officers Public art Public restrooms Rest areas Signage - directional Signage — parking / traffic Signage - self -guided tours Event sponsorship Flags Interviews Invitations Music and entertainment • Floor displays • Floral displays • Furnishings ■ Giveaways • Handouts Hospitality suite decor • Images — large format • Invitations ■ Music and entertainment • Name badges • Service vans ■ Signs ■ Shelters ■ WiFi • Signage — wayfinding • Site markers ■ Stampings - sidewalks, walls • Street grates • Street theater • Streetscapes ■ Transportation ■ Tree grates • Umbrellas ■ Wi-Fi Podium signage Posters and billboards Signage Sponsorships & grants Tickets Pop-up displays Posters Presentation - A/V Presentation — personal Prizes Refreshments Script and message Signs Table displays Training for event Shuttle buses Taxis, Lyft, Uber Temporary signs 17 45 Merchandise ■ Calendars ■ Can holders • Caps • Carry bags • Coasters • Drink glasses • Flash drives Municipal ■ Advertising • Community awards ■ Bill stuffers • Codes, regulations, permitting • Displays • Events • Gifts to VIPs • Grants • Library • Maps • Hats • Hoodies • Jackets ■ Mouse pads • Mugs • Pens • Place mats • Naming of rooms • Newsletter • Office art and paintings ■ Office Signage • Parks, gardens and squares • Phone greetings • Public Affairs • Public art ■ Public information • Public relations • Polo shirts Screen saver Sun visors Sweat Shirts T-shirts Vests Water bottles • • • • • • • • Recreation Recruitment Speeches and presentations Training and coaching Stationery Uniforms Vehicles Buildings and structures Wayfinding Website + social media 4.3 Tukwila Tourism Experience Development Tukwila is a rapidly developing destination with some outstanding attractors. However, there is the need for some enhancements. Some of the important questions to consider when conducting periodic assessments of Tukwila's total destination experience include: • Where are the most critical moments for the Touchpoints to deliver the Destination Promise? • Where are the gaps between the Destination Promise and the total destination experience? Which are the most critical? • Are the experiences enhancing or devaluing the brand's performance? • Where is the experience delivering the greatest satisfaction? • Where is the experience at its weakest? 18 46 47 ■ Who are the gatekeepers, i.e. organizations and individuals most responsible for delivering the most critical touchpoints for various customer groups? Some of the gaps and opportunities that were revealed during the brand assessment phase through site inspections, workshops, interviews and examining user -generated content included the following. In some cases these suggestions may require feasibility studies. Navigation, Wayfinding and Signage First impressions start at the entrances to the city, and appearances really count when it comes to enticing visitors and the economic well-being they can bring to places. Visitors are attracted to, and spend more time in, places that are attractive, clean, welcoming, and well maintained. Signage and navigation systems serve vital roles. They inform, guide, and motivate travelers. They are also important in shaping the identity of a place through their style, design, colors, lettering, content and placement. Access to visitor information in the form of brochures, maps and personal advice is critical to visitor satisfaction, extending a visitor's length of stay in the community and whether or not they return. Main Freeway Signage WSDOT signs are adequate. Improvements will be identified in a detailed wayfinding assessment. City Gateways Tukwila and Southcenter gateways do not stand out and do not provide a welcoming sense of "place" for visitors. Vehicular Directional Directional signs that guide visitors through Southcenter are inadequate and dated. Pedestrian Directional Integrated pedestrian level signage across the district does not exist and would be beneficial in several areas. Map Displays/ Kiosks Display map kiosks/ directories featuring all of Southcenter do not exist and would be very useful at key points in the district. Hotel Guest Information Hotel tourism brochure racks seem to only include material on Racks Renton and Bellevue but nothing on Tukwila, except a Westfield Southcenter, limited content, double -sided page promoting `Seattle's Best Shopping'. Rail Station Connectivity Southcenter is not quite within walking distance from the station, but there are frequent bus connections. An integrated map at the station exit that combines the various transport options and their relationship to key attractions and facilities would be useful. Attractions/Activities These are the features and attributes that motivate people to visit a place and in turn encourage them to extend their stay. They may be physical sites, events, and places that people experience. 19 47 1 Cultural Attractions Community-based Market Web searches indicate no Tukwila community market, farmers market or craft market. Local residents interviewed were also unaware of any, even though adjacent cities (like Renton) do possess some. Although not a community market, the Westfield Mall's Seafood City Marketplace - though basically a supermarket - certainly generates a lot of atmosphere around its live and other seafood stands and food market. Possesses great appeal for Asian visitors. Public Event Venues The Mall at present functions as a public gathering and event area for Tukwila - given no other central public area has been created to serve such a purpose for events, entertainment and more. The City's Tukwila Village may help fill some of this gap. Festivals and Events An online search reveals very few significant events. Judging from the popularity of `Touch a Truck', the city could develop a more comprehensive calendar of events - providing organizers, volunteers and funding can be secured. Consideration should be given to events that focus on the city's ethnic diversity. Racial and Ethnic Diversity This is a minority/majority city with representation of cultures from around the world. This diversity should be considered an asset and help the image of Tukwila. Conduct a cultural audit with the view to ascertaining the arts and culture assets advantages, and opportunities that exist in the community and how these can be mobilized as strengths for tourism, economic and community development. Arts During interviews, participants expressed the need for more opportunities enabling the community's artists to exhibit their skills and products. It was suggested that Tukwila may present opportunities as an artist colony and incubators given high rent for artists in Seattle. Outdoor Recreation Fort Dent Park Fort Dent (but not Starfire) is signed with brown tourist attraction signs, but to a visitor this would mean nothing without the addition of at least the word `Park', and possibly the words, `Starfire Sports' as well. Southcenter Parks No significant green area exists in Southcenter. Increased park space, may result in less car parking spaces. Consider pocket parks and redevelopment of The Pond. 20 48 49 Trails/bikeways — Green The trail with the closest connectivity to Southcenter and the mall River Trail area. It connects further north to Foster Golf Links. Tree lined, the trail passes by some riverside `industrial' sites as well as broader green areas like those surrounding the Starfire site. Placemaking Placemaking describes the practice of creating, administering and managing the public environment so that it provides attractive and rewarding experiences for residents and visitors. The provision of attractive, vibrant, and safe locations offers a distinctive sense of place to complement the brand strengths and main attractors of the city. Where attention has been paid to the aesthetics of a place, including preserving or enhancing its natural qualities and environments, it gains the reputation as a "special place" or a "fun place to hangout", and this goes a long way toward supporting the brand. Street Vibrancy The addition of flowers baskets, shade and screen trees, landscaped medians, street furniture, etc. will `soften' the appearance and add to vibrancy and a welcoming sense of place. Street Banners Colorful, seasonal branded street banners would provide an opportunity to express the new brand visually, and provide a livelier atmosphere. It can also aid promotion of events and programs. Public Art Public art (including larger scale imaginative sculptures) adds to the ambiance of a place. Little, if any, public art exists in Tukwila. Gathering Places Outside of malls there are very few public gathering areas. A central location for community and public events, such as a small well - landscaped amphitheater is worth considering. Pedestrian -friendly The team received consistent feedback that there is the need for at Streets least one street dedicated to forming a pedestrian precinct to provide outdoor dining, bars, entertainment, events, playgrounds and a central gathering place. It should be designed in such a way to provide a "go to" night experience for regional residents and visitors. An increase of residential living in Southcenter goes hand-in-hand with developing a colorful pedestrian -friendly environment, including bridges, green spaces, playground and public art. Visitor Amenities and Services Local Transport Research revealed an interest in specialist shuttles (e.g. free hop -on, hop -off) or similar services within the Shopping District that could facilitate travel between shopping and attractions, reduce traffic and potentially help extend day visits. 21 49 Lodging, Restaurants and Hospitality Independent Restaurants Local, independent and ethnic dining options are limited. Options are mainly chain focused and do not reflect the ethnic diversity of the city and the many enticing cuisines they could present. 5. Brand Adoption and Outreach Timing: Commences within the first go days The success of the Tukwila brand will be strongly influenced by the degree to which it is understood, supported and used by City staff, partners and stakeholders. Success will be linked to how key organizations and individuals understand the brand, support consistent brand messages, as well as demonstrate a clear commitment to the brand. o Brand Rollout. The successful adoption and use of the brand by stakeholders is essential to its viability. We may only get one opportunity to generate the enthusiasm, support and energy needed for success. However, this may or may not involve a high profile launch event. One of the keys to a successful rollout is to carefully plan the many actions needed to orchestrate an impactful introduction and be prepared for all arising contingencies. See Appendix 1. O Cross -Regional Partnerships. Communicating and delivering the brand cannot be the responsibility of the City only. Many actions require a shared responsibility across the city and region. This calls for the engagement of community and business leaders, organizations and individuals who can influence the on -brand behavior, regulations, policies, investments, and plans necessary for Tukwila to excel in delivering its brand experiences. O Key Stakeholder Outreach: Programs should be introduced in conjunction with the Brand Leadership Committee to generate awareness, support and use of the brand. Key groups should include leading public, private and non-profit organizations. These may include: - City of Tukwila and King County — Seattle Southside, Visit Seattle, WA Tourism Alliance, WA Hospitality Association - Tourism offices of nearby cities - Cultural and event partners - Educational institutions - External partners e.g. tour operators — Associations Local and regional media, travel journalists — Local non -tourism businesses and organizations, including real estate agents and major employers - Local tourism -related organizations, associations and visitor service providers, including attractors, lodging, restaurants, and transport - Marketing suppliers to the City, e.g. advertising agency, web designers - Community service clubs — Residents and students 22 50 Key Outreach Messages: Consideration should be given to including some of the following points, as appropriate, in the messages that are conveyed to each group of stakeholders. We are redefining what the world thinks of Tukwila through this strategy. It will result in more jobs, business opportunities, and benefits for residents and organizations. — This brand strategy sets a positive direction for Tukwila to enhance its reputation as an attractive place to visit, as well as live, work and invest. We would like you, as appropriate, to consistently and accurately use the brand. By working with the City, you will help us to improve the attractiveness and image of Tukwila. We invite you to play your role in creatively delivering and building compelling visitor experiences to support our Destination Promise. — We consider our tourism partners as allies and encourage you to join us by increasing the level of cross -selling, collaboration, joint marketing, and bundling of products to create a stronger visitor experience. O Brand Tukwila Training Sessions. Conduct concise brand presentations for front-line tourism and hospitality staff, as well as executives throughout the region. These should be designed to explain the brand, Signature Experiences and communications. This should be an ongoing program to constantly inspire and reinvigorate partners and their staff. The sessions will help maintain a brand focus and will aid cross -selling, visitor satisfaction and extend visitor length of stay and spending. 23 51 6. Brand Organization: Excellence Behind the Scenes Timing: Commence within the first 3o days, then ongoing A brand strategy frequently requires the DMO and its partners to adapt to new circumstances for the brand to attain its true potential. Effectively managing the new brand requires that there be no walls or "silos" in which people and organizations isolate their on -brand actions. Leaders should constantly evaluate how to create a stronger brand community in order to have a better playing field. Ultimately, success goes to those that pay attention to the messages, processes, people, experiences, and priorities that underpin the brand. It's everyone's job to a greater or lesser extent! Tukwila Brand Manager. Appoint or designate a City staff member with the responsibility to be "brand manager" to ensure optimal internal and external deployment of the brand. This role calls for identifying opportunities and building brand awareness and delivery across the organization and the region, monitor interactions with customers and coach frontline staff and partners in on -brand actions. This is suggested as an extra delegation of responsibility for an already existing position. Brand Identity Specialist. The responsibility for oversight of the brand identity should be allocated to a City staff member. This person should be responsible for brand communications and reviewing all new executions of the brand by the City and partners. This specialist should be creative, have strong marketing and interpersonal skills and be assertive yet persuasive in dealing with partners to manage and protect the brand. This is suggested as an extra delegation of responsibility for an already existing position. Product Development / Experiential Focus. Ensure that the responsibilities for facilitating product development and visitor experiences are reflected in the duties of an experienced staff member. • Recruitment. When recruiting staff and volunteers identify those who are passionate about the Tukwila brand, share its values and can speak knowledgably about the signature brand experiences. • Job Descriptions. Ensure that the City's organizational structure and all job descriptions are adjusted where necessary to include responsibilities to support communication and delivery of the brand. • Performance Appraisals. The annual appraisal for all City staff should include an evaluation of their performance in regard to their accurate and creative deployment, management, communication and delivery of the brand, relative to their position. O Constant Innovation. Frequently ask staff and partners for their ideas and feedback about how to better communicate and deliver the Tukwila brand experiences. Constantly search for new opportunities for communications, product development, cross -selling, cooperative marketing, information distribution and packaging. 24 52 7. MEASURING SUCCESS With the brand now launched, it is vital to closely monitor and manage its progress and make adjustments when necessary. This is not necessarily an expensive or time-consuming exercise. While several performance measures such as visitor numbers, overall economic performance, information requests, lodging tax revenue, occupancy levels, visitor spending, event attendance and advertising responses may already be monitored, there are a number of additional brand metrics that should be appraised at least once a year. The following indicators can be used to evaluate the brand beyond normal ROI measures: TUKWILA BRAND IMAGE Monitor shifts in customer/resident attitudes, perceptions. Performance Indicator Actions Brand Awareness Perceptions of Tukwila Monitor and track the unaided awareness and image of Tukwila and its key strengths for target audiences. Monitor shifts in customer/resident attitudes, perceptions, and the image of Tukwila, as well as the sentiments toward Tukwila strengths as a destination. MARKETING PERFORMANCE These relate to the brand's ability to be considered above others in the marketplace and stand for something important in the minds of key audiences. Performance Indicator Customer Profiles Digital Analytics Marketing Programs Market Share Actions Assess shifts in customer profiles and personas, source markets and buying behavior. All digital marketing should be evaluated regularly using Google Analytics and other tools to monitor web traffic, rankings, competitors, links, followers, friends, visitors, likes, key words and SEO, page views and a variety of relevant metrics. Monitor and evaluate performance of tactical marketing across earned, owned and paid channels using accepted industry metrics. However, these should relate to the specific objectives and investments set for each program. Determine Tukwila's share of market compared to key competitors and within key market segments where data is available in regard to visitor volume, length of stay, purpose of visit and spending. 25 53 Strategy Implementation Tourism Impacts Monitor the level of success in activating and implementing the recommendations in this strategy. Track factors for success and reasons for gaps in deployment and performance. Monitor Tukwila's performance for tourism results in regard to visitor occupancy, spending impacts, visitor volume, overall trends, and visitor shares. STAKEHOLDER SUPPORT These measures relate to the esteem of the brand and the level of understanding, use and support the brand receives from partners, stakeholders and residents. Performance Indicator Actions Community Advocacy Brand Adoption Community Brand Support Co-operative Support Stakeholder Feedback Poll residents every two years to monitor their level of support for Tukwila as a place to visit, live and work. Review commercial, government, cultural, community and event management organizations to gauge the extent of their adoption of the brand - beyond the logo use. Consider the extent and accuracy of their adoption of brand messages, images, and the introduction of new products and experiences. Conduct a survey of residents, businesses, tourism, government and other interested organizations. This should include assessment of residents' overall image of Tukwila and that of certain key precincts. Repeat every two years. Track the level of participation in Tukwila co-operative marketing. Survey key stakeholders, partners, and city messengers to explore and monitor brand and tourism issues. BRAND ADOPTION Evaluate the consistency, accuracy and alignment of the implementation with the brand strategy. Performance Indicator Actions Brand Consistency Review the appearance and content of all appropriate marketing materials produced by partners. Monitor message alignment including those produced outside of the city. 26 54 Media Coverage Monitor media coverage and content, particularly externally, for its use of the desired brand messages and priorities. Also assess against target media outlets and influencers. BRAND EXPERIENCES Monitor the delivery of brand experiences and the development of new initiatives. Performance Indicator Actions Customer Satisfaction Experience Development Every two years conduct perceptions surveys to monitor satisfaction and attitudes toward Tukwila delivery of experiences for visitors and non -visitors, and the likelihood of visitors returning. Monitor the number of new tourism -related businesses, events, packages and multi -product offerings to ensure they demonstrate on -brand experiences to successfully meet customer needs. 27 55 APPENDIX 1: BRAND LAUNCH To launch with volume or not to launch? The debate that often occurs in regard to the best way to release the brand is whether to phase the introduction or whether to go with a big band launch. There are merits in both approaches, but in the end it will be a matter of what is most appropriate in regard to local politics, support, budget, status of marketing materials and collateral. Phased implementation provides time to develop new communications using the brand identity, avoids the demands on staff, vendors and budget. However a phased approach may add confusion with old and new materials in circulation and a loss of focus on the new brand. Consequently, the launch should not be approached in an ad hoc or casual manner. Ideally, it should be conducted when there are tangible examples such as the branded website and materials available demonstrating the new brand identity. Otherwise the logo and tagline get all of the attention. Among the issues to consider are: ■ The Brand Implementation Committee should be actively involved in determining the nature and planning of the launch. ■ Initiate one-on-one briefings for key individuals and organizations. This is an ongoing process and will continue long after the launch. The responsibilities for this while led by the City, should also involve committee members. • Ensure that the launch event features a variety of business, government and non-profit leaders who speak positively about the initiative and where appropriate cite examples of how they will be supporting its development. The active involvement of a variety of key stakeholders builds confidence and unity of purpose. • Conduct the launch when examples of the use of the brand can be demonstrated. This might include the web site, visitors guide, merchandise, display materials, banners, advertising, stationery and examples of future applications. • Prepare a brand presentation kit to aid one-on-one presentations and the launch. Produce giveaways featuring the brand to give to attendees at the launch event. Giveaways could include shirts, caps, buttons, quality bumper stickers, pins, bags and coffee cups. Do not allow the logo and tagline to absorb the launch focus of attendees and the media Conduct educational workshops for partner staff responsible for marketing. Develop key messages for the launch and consider responses to possible negative comments. Consider a media communications program to promote the brand strategy to local, regional and statewide media. This could include a major feature in the local newspaper that is supported by advertising by key brand partners, including event organizers. • Consider a pre -launch briefing with the Editorial Board of the local newspaper 28 56 Tukwila rind iteGude �Il�llli illi uuuuum . miiillllllllllluu,,,,,' How These Guidelines Work Tukwila Brand Anatomy What is a Destination Brand? Why Does Tukwila Need a Destination Brand? The Tukwila Brand Signature Experience Themes Emotional Benefits Brand Personality Copy Style Key Words and Phrases Photographic Style Matching Brand Messages to Our Markets Bringing Our Brand Experiences to Life Visual Elements Logos Logos, Extended Forms Swoosh Effects Colors Clear Space Minimum Sizes Prohibited Uses Typography The Applied Brand Business Cabinet Rack Brochure Display Advertising Visitors Guide Branded City Vehicles Wayfinding Signage Resources 3 5 5 7 9 11 11 13 13 14 16 17 20 22 24 26 28 29 30 31 34 36 38 40 41 42 44 How These Guidelines Work The brand strategy provides the directions and ideas for portraying and unifying the experiences of Tukwila. In conjunction with the Tukwila Brand Blueprint, it acts as part of a guidance system to inform communications, experience delivery, product development and public policy programs that affect the local visitor economy. It will shape what we want people to think and feel about Tukwila as a place to visit. The purpose of this Brand Style Guide is to provide examples and ideas of the type of images and subjects that should be used to present the Tukwila brand. Some of the images used in the Guide are from stock images that may feature subjects at locations outside of the city, and are provided as examples only. TUKWILA BRAND STYLE GUIDE I 3 What is a Destination Brand? A destination brand makes and fulfills a valued promise. It is a unique blend of physical, intangible and emotional benefits which clearly differentiate a place from other choices as a visitor destination. Importantly, it acts as a guidance system to prioritize and influence every message, process, decision, communication, and investment. Branding can be considered to be the art and science of orchestrating the distinctive messages and experiences that we most want associated with Tukwila to ensure that they are as unifying, compelling, and rewarding as possible. Why Does Tukwila Need a Destination Brand? Competition between places has never been more intense. Our customers have overwhelming choices and are faced with thousands of competing messages every day. What they think of Tukwila directly impacts whether they will spend time and money here. To compete in this environment we must be unified and clearly differentiate Tukwila in ways that are personally relevant and compelling. The Tukwila brand provides a unifying umbrella through which we can consistently present the county's leading experiences, words, imagery, products, and distinctive character. TUKWILA BRAND STYLE GUIDE I 5 6 I TUKWILA BRA? STYLE GUIDE The Tukwila Brand The Tukwila brand is designed to present the city in a unified manner as an attractive place to visit, live, work and do business. Tukwila offers the greatest concentration of affordable shopping, along with abundant dining, family fun, sports, and opportunities for experiential entertainment in the Pacific Northwest. With representation from cultures from around the world, Tukwila is the hub of multi- culturalism in the South Seattle area. For: People seeking outstanding shopping, family entertainment or fun with friends in the Seattle Metro Only: Tukwila Provides: JThe retail - entertainment district with the most easily accessible, affordable and convenient opportunities, which is... Where they feel a sense of: Excitement, fun, camaraderie, and relaxation Brand Essence: Accessible fun TUKWILA BRAND STYLE GUIDE I 7 Signature Experience Themes Just as a hand-written signature is the distinctive mark of an individual, signature experiences are the distinctive encounters or interactions that convey the distinctiveness of Tukwila's destination brand. They should receive greatest prominence in marketing communications, partner outreach and product development investments. • Family Entertainment: Tukwila has Seattle Metro's most accessible, convenient and affordable fun for all ages. • Shopping: Tukwila has the Northwest's largest concentration of affordable shopping opportunities. • Fun with Friends: Tukwila is the ideal place for fun with friends, day and night. • Complementary Experience Themes • Accessible: With close proximity to key markets, excellent public transport, closeness to SeaTac and convenient freeway access, Tukwila is easily accessed. • Multi -cultural: With representation from cultures around the world it's not hard to find exotic ethnic cuisine, colorful events and crafts. • Events: There's always something happening with community events and festivals. • Outdoor Recreation: Excellent parks, greenways and trails, lakes and wetlands that are ideal for active recreation or just admiring view. TUKWILA BRAND STYLE GUIDE I 9 Emotional Benefits Emotional benefits reflect how we want Tukwila's customers to feel through their contact and experiences with the city. The Tukwila brand provides a sense of: • Fun and Excitement: days packed with exciting encounters whether tasting new food, exhilaration of "flying", laughing with friends, cheering at events, or the pleasures of discovering bargains. • Relaxation & Escape: a few hours or a few days here away from the stress of the ev- eryday can give you a new lease on life. • Camaraderie and Togetherness: time here spark closer personal connections that foster togetherness and camaraderie among friends and family. Brand Personality Our brand personality describes the characteristics and traits of Tukwila as if it were a person. These traits influence the feel and tone of voice we use in communications. Tukwila brand personality is: • Casual and Relaxed • Eclectic and Diverse • Engaging and Sharing • Fun and Exciting • Energetic & Colorful • Welcoming and Friendly TUKWILA BRAND STYLE GUIDE I ii Copy Style Tukwila brand will be imbedded in the copy for brochures, web sites, advertising, online communications and collateral materials. Wherever possible, copy should describe experiences with active -oriented and evocative language to provide a feel for what the reader will experience. Importantly, it must make the reader feel as though they're already enjoying the sights, sounds, smells, and sensations of Tukwila. Copy should always be written in a friendly, relaxed, informative, and unpretentious manner to match our personality. It should be conversational and create the feel and tone of a one-on-one conversation. It should be enticing and motivational, yet realistic and factual. It must not contain hype. Key Words and Phrases The following are some of the key words and phrases that are important when communicating the Tukwila brand. Accessible Affordable Community Spirit Rejuvenating Enriching Escape Exciting Fun = Genuine Immerse Yourself VALUE f R e. =e SON Trendy Colorful zing RECHARGE Ideal Base iie Discover Eclectic Camaraderie Savor Refres ting I e �efu fails TUKWILA BRAND STYLE GUIDE I 13 High' r phy can be one o elements m>i , k brand toolkit. This seasons, mood , �: . pes and activities ma to ask when selecting images to reflect the br. Are the images believable? Are these real people doing real things? Do the subjects look natural and not posed? Are the subjects doing something interesting? Will the photographs resonate with the target audience? Do they have a WOW factor? Do they have a strong "wish you were here" flavor? RAND STYLE GUi Matching Brand Messages to Our Markets These are the key messages that should be conveyed to target audiences. Each target audience will be fine-tuned annually according to available budgets, opportunities, and events. MARKET All Markets Tukwila is the Seattle Metro's most accessible, convenient and affordable fun destination for all ages. Tukwila is the hub of multi-culturalism in the South Seattle area Family Fun Shopping Enthusiasts International Tukwila is the center of family -friendly activities. Discover a wide variety of family-oriented shopping and dining, active sports venues, outdoor recreation and exciting entertainment. Southcenter has the largest concentration of value- oriented shopping and dining in the Seattle Metro. The vast Southcenter Shopping District has well over 55o brand name stores. It offers the type of 'one stop' shopping that is unique in WA. Bringing Our Brand Experiences to Life Consistently delivering memorable brand experiences will require a 36o° focus involving many partners. The programs for activating these experiences and bringing our signature brand experiences to life are outlined in the Tukwila Brand Blueprint. They address: • Attractions and activities • Outdoor recreation • Cultural attractions • Placemaking and wayfinding • Lodging, restaurants and hospitality s6 I TUKWILA BRAND STYLE GUIDE Tukwila is for outstan places to enjo± TUKWILA BRAND STYLE GUIDE I. Logos There are five logos that are used to identify and promote the City of Tukwila. Each include extended forms to suit specific application formats. The five logos and their extended forms may be reproduced in single color: black on white backgrounds or white on dark backgrounds. Pulsar The pulsar symbol represents a convergence of energies, a blend of cultures and the spark of creative expression. It also loosely represents a circling of a destination on a map or converging roads and paths. It can be used as an isolated graphic punctuation or partially cropped as a dramatic graphic motif. Logotype The logotype suggests simplicity, approachability and artistic expression. It can be used as a subtle stand alone identifier or paired together with the pulsar for a stronger brand message. Tukwila Horizontal Logo Used as the predominant version in applications where the brand needs to be evident and where vertical clear space is limited. Stacked Logo Used for the same reasons as the horizontal logo except for applications where horizontal clear space is limited and vertical clear space is ample. It is considered subordinate to the horizontal logo but should be used to suit the application. Stacked Logo (Alternate) Primarily used for small applications that are intended to reinforce the flavor of the brand. It may be used for larger applications where there is a desire to showcase the pulsar. Tukwila 20 I TUKWILA BRAND STYLE GUIDE TUKWILA BRAND STYLE GUIDE I 21 Logos: Extended Forms For use in full color applications With state extension Black against white White against black White against primary brand colors (except yellow) Pulsar Logotype Horizontal Logo Stacked Logo Stacked Logo (Alternate) 22 I TUKWILA BRAND STYLE GUIDE TAINilot 1-141(wilot WASHINGTON T41;vvilak Tip WI a WASHINGTON Tukwila WASHINGTON Tukwila WASHINGTON 441,) 1410000000000000000000000000000000000000000000000000000000000 Tukwila inivoNOVVVVVvvvvvo vibviAvv la Illfio Ali ull ISI IIS II II ui uuuuuuuu TUKWILA BRAND STYLE GUIDE I 23 Swoosh Effects Portions of the pulsar can be cropped and positioned for dramatic swoosh effects. When used in this manner, the end result should obscure the pulsar a minimum of 40%. Pulsar is obscured less than 40% 24 I TUKWILA BRAND STYLE GUIDE Pulsar is obscured more than 4o% TUKWILA BRAND STYLE GUIDE I 25 Gpra,ka- 1 Ret 26 I TUKWILA BRAND STYLE GUIDE Colors The Tukwila Brand is supported by primary, secondary and gradient colors. These color sets reflect the character of Tukwila and should never be altered or deviated from at any time. The primary set includes ten colors including black and white. These colors are used to represent each of the logos in their approved multiple color formats. The secondary set consists of screen tints of the primary set. These are to be used for support graphic articulation. The gradients are blended composites of the primary colors and are used to articulate the rings in the pulsar symbol. All colors are broken down into reproduction formulas for print/painted mediums (CMYK), digital processes (RGB) and web media (HEX). Primary Secondary CMYK 72/74/0/0 RGB 97/89/167 HEX 61/59/A7 CMYK 100/0/0/0 RGB 0/174/239 HEX oo/AE/EF CMYK 30/5/0/0 RGB 172/214/242 HEX AD/D6/F2 CMYK 0/10/95/0 RGB 255/222/23 HEX FF/DE/17 CMYK 0/50/100/0 RGB 0/150/76 HEX F7/94/1D CMYK 0/100/0/0 RGB 236/0/140 HEX EC/oo/8C CMYK 50/0/100/0 RGB 141/198/63 HEX 8D/C6/3F CMYK 75/0/100/0 RGB 57/181/74 HEX 39/B5/4A Black CMYK o/0/0/100 RGB 35/31/32 HEX 23/1F/20 White CMYK o/o/o/o RGB 255/255/255 HEX FF/FF/FF 7o% 40% 70% 40°% 15% 30% 15% 30% 15% 30°% 15% 30% 15% 30% 15% 30% 15% 30% 15% Gradients o% o% Gradient 2 100% TUKWILA BRAND STYLE GUIDE I 27 Clear Space The clear space or no -invade area around the logos must be maintained at all times. These areas must never be invaded by other graphics, borders or photographic elements. The X boxes define the minimum clear space required from the edges of the logos and the definable outer edge of a background field or the nearest edge of another graphic or visual element. X X x X X x WAsxINal" oN x x x x x x 28 I TUKWILA BRAND STYLE GUIDE x x r\` WASJiINaTQN x x u/Lvak_ Marqk Minimum Sizes Logos that include "Washington" shall never be reproduced where "Tukwila" is less than 11/8" in length. Logos that are without "Washington" shall never be reproduced where "Tukwila" is less than 1/2" in length. An isolated pulsar shall never be reproduced less than 1/4" in length. Minimum size may also be determined by the quality of a specific reproduction process, background contrast or final output resolution. All applications of the logos shall be clean, crisp and fully legible. 1 Ve" Ti:4b/i)21 WASHINGTON Ti-ils19GI461I)TON 1T'tkiik WASHINGTON T/IsI9YiietN 1/2" Tukwila `Tukwila Tukwila Tukwila 1/4" TUKWILA BRAND STYLE GUIDE I 29 Prohibited Use 7141(wila 1T41(wilet Do not rearrange or change colors. Do not rearrange or change elements. Welcome to Do not invade clear space. 1-4 OT141(vda-1141(461 Do not obscure any part of the logo with imagery. Do not rotate the logo. Do not add a drop shadow to the logo. Do not use a single color other than black or white unless otherwise indicated in this guide. Ti4kwikt Sky Diving Do not use the logo within another logo or identity. Do not use the logo against a background color other than white or black. Do not squeeze or stretch the logo. Do not outline any part of the logo. Do not move or alter any part of the symbol. Typography Typography is a powerful tool used to support the Tukwila brand and should be used in all forms of visual communications to maintain a strong and unified brand expression. Meta is the primary font family used to support the Tukwila brand in all marketing communications such as ads, brochures and other forms of print and digital mediums. For day-to-day correspondence, use Calibris which is part of the standard Microsoft font library. Even though it slightly different, it aligns well with Meta and is available to correspondence recipients so your documents will not default to a random font on their system. Meta Normal* ABCDEFGHIJKLMNOP abcdefghijklmnlmnop 1234567890&@ Meta OT ABCDEFGHIJKLMNOP abcdefghijklmnlmnop 1234567890&@ Meta Bold ABCDEFGHIJKLMNOP abcdefghijklmnlmnop 1234567890&@ Calibri Regular* ABCDEFGHIJKLMNOP abcdefghijklmnlmnop 1234567890&@ Calibri Italic ABCDEFGHIJKLMNOP abcdefghijklmnlmnop 1234567890& @ Calibri Bold ABCDEFGHIJKLMNOP abcdefghijklmnlmnop 1234567890&@ *Both fonts include additional versions and can be purchased from font foundries such as myfonts.com and fonts.com. 3o I TUKWILA BRAND STYLE GUIDE TUKWILA BRAND STYLE GUIDE I 31 Brand Applications Business Cabinet Letterhead TAINilet City of Tukwila 6000 Southcenter Blvd. Tukwila, WA 98088 Ul 34 I TUKWILA BRAND STYLE GUIDE Envelope Takwilet City of Tukwila 62oo Southcenter Blvd. Tukwila, WA 98088 Business Card Tukwila Brandon J. Mites Business Relations Manager (206) 431-3684 City of Tukwila 62oo Southcenter Blvd. Tukwila, WA 98188 tukwilawa.gov E-mail Signature Brandon J. Miles Business Relations Manager (206) 430-3684 City of Tukwila 62oo Southcenter Blvd. Tukwila, WA 98088 TUKWILA BRAND STYLE GUIDE I 35 A Bold Caption Sets The Message In Motion Rack Brochure Inside Spread An isolated statement puts emphasis on a key Tukwila attribute or point of interest. em ipsum dolor sit amet, consectetuer adipiscing elit, sed diam ummy nibh euismod tincidunt ut laoreet dolore magna am erat volutpat. cond-Tier Ca.pflo i Carries the Message enim ad minim veniam, quis nostrud exerci tation rper suscipit lobortis nisi ut aliquip ex ea commodo at. Duis autem vel eum inure dolor in hendrerit in velit esse molestie consequat, vet ilium dolore eu Ila facilisis at vero eros et accumsan et iusto odio =dui blandit praesent luptatum zzril delenit augue duis. Cover Panel 36 I TUKWILA BRAND STYLE GUIDE tion is for Specifics dolor sit amet, cons adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci n ullamvlutp corper suscipit Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. A S cind Tier Caption Featur s 1 re Al pributes Ut wisi enim ad minim veniam, quis nostrud exerci tation ullamcorper suscipit lobortis nisi ut aliquip ex ea commodo consequat. Duis autem vel eum inure dolor in hendrerit in vulputate velit esse molestie consequat, vel ilium dolore eu feugiat nulla facilisis at vero ero. Blandit praesent luptatum zzril delenit augue duis orem ipsum dolor sit amet, cons ectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut An isolated statement puts emphasis on a key Tukwila attribute or point of interest. A Second -Tier Caption Summarizes the Message Ut wisi enim ad minim veniam, quis nostrud exerci tation ullamcorper suscipit lobortis nisi ut aliquip ex ea commodo consequat. Duis autem vel eum iriure dolor in hendrerit in vulputate velit. A Third -Ter Caption Sesse molestie consequat, vel ilium dolore eu feugiat nulla facifeugiat nulla facilisis at vero eros et accumsan et iusto odio dignquat, vel ilium dolore eu feugiat nulla facilisis at vero eros ecumsan et iusto odio.Iisis at vero eros et accumsan et iusto odio dignquat, vel ilium dolore eu feugiat nulla facilisis at vero eros ecumsan et Ttkvvilet 206-433-1800 I tukwilawagov TUKWILA BRAND STYLE GUIDE I 37 Display Advertising Display adversing should be bold, simple and joyful. Imagery should convey a pleasant and wholesome experience with an emphasis on clean outdoor environments in a safe, family friendly community. Photography should be vivid and professionally shot depicting good people in great places. Messaging should be concise and with an informal tone. Floating captions should include as few words as possible — less is always more. The "tukwilawa.gov" url should be included in all print and online ads. Aliquam et nisi vel ligula consectetuer suscipit. Morbi euismod enim eget neque. Donec sagittis massa. Vestibulum quis augue sit amet ipsum laoreet pretium. tukwilawa.gov Half Page Ad Let's meet in 38 I TUKWILA BRAND STYLE GUIDE Let's fly in Tukwila Aliquam et nisi vel ligula consectetuer suscipit. Morbi euismod enim eget neque. Donec sagittis massa. Vestibulum quis augue sit amet ipsum laoreet pretium. tukwilawa.gov Full Page Ad TUKWILA BRAND STYLE GUIDE I 39 Branded City Vehicles PARKS & RECREATION 40 I TUKWILA BRAND STYLE GUIDE Small SUV Utility Truck TUKWILA BRAND STYLE GUIDE I 41 Wayfinding Signage Gateway v CO 42 I TUKWILA BRAND STYLE GUIDE Vehicular Guide TUKWILA BRAND STYLE GUIDE I 43 Resources For more information and assistance regarding adoption and use of the Tukwila brand and visual identity, e-mail us at the Tukwila Xxxxx office: xxxx@tukwilawa.gov Visit us online at : tukwilawa.gov The Tukwila brand strategy was created following extensive research and community consultation by Total Destination Marketing. DestinationBranding.com The brand identities, graphic assets and brand style guide were designed by Axia Creative, Inc. AxiaCreative.com 44 I TUKWILA BRAND STYLE GUIDE TUKWILA BRAND STYLE GUIDE I 45 The City of Tukwila congratulates the 2017 winners of the King County Executive's Sma Business Award`; Small Business of the Year ODIN BREWERY odinbrewing.com 402 Baker Blvd, Tukwila, WA uuuuuuuuuuuumum 1111111111 \\\\ uuuuuuuuuuuuuuuum»»»ill � \ttttttttttttttttttttttttiiiitttla\\\\\\\\t\\\� Exporting Small Business of the Year INDUSTRIAL REVOLUTION industrialrev.corn 5835 Segale Park Drive C, Tukwila, WA Green Small Business of the Year PACIFIC RIM ENVIRONMENTAL pacrimenv. corn 6510 Southcenter Blvd, Tukwila, WA Tukwila Interested in bringing your business to Tukwila? Call Brandon Miles, Mayor's Office at (206) 431-3684. Tukw a Na.gov gat 82 City f Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Affairs and Parks FROM: Jack Pace, Director DCD BY: Moira Bradshaw, Senior Planner CC: Mayor Ekberg DATE: November 20, 2017 SUBJECT: Potential Development Agreement for Affordable Housing in the TIB Neighborhood ISSUE Should the City Council adopt an ordinance approving a Development Agreement with Bellwether Housing to develop an affordable housing pject on a site in the TIB neighborhood? BACKGROUND Bellwether Housing is a nonprofit housing developer that builds and manages affordable housing. They have been operating since 1980 and currently serve 3,200 residents. They are interested in expanding beyond Seattle and have an option to buy property in the TIB neighborhood. At the December 12, 2016 City Council meeting, Bellwether presented themselves and their organization and goals for the TIB neighborhood to the Council and public. Staff was directed to proceed with negotiations for a Development Agreement. Since that meeting, the site has changed but is still within the TIB neighborhood and near the transit center. ,��==��~�� Figure 1 Vicinity Map 83 INFORMATIONAL MEMO Page 2 The 56,000 square -foot site on S. 152 Street is identified above on Figure 1, Vicinity Map. It is in a High Density Residential zoning district, which has been in place since the area annexed to the City in 1989. The site is surrounded on three sides by apartments — the Avalon, Ambassador Gardens and Seasons. The Rainbow Trailer Park is across the street. The site is currently developed with four single family structures. The City has the authority to establish development standards and other provisions that would apply to a site-specific development and vest the project. (Development Agreements, TMC 18.86) Bellwether would like the City to modify the site's existing High Density Residential (HDR) development regulations to allow them to achieve a project that is financially viable and more in character with a transit oriented development. Exhibit A of the attached draft Development Agreement contains a legal description, map and conceptual site plan for the proposed project. Figure 2 Zoning Map DISCUSSION There are two elements to the decision: the process to create a development agreement and the substance or standards within the agreement. Process The City Council must hold a public hearing and if they°approve, adopt an ordinance (Attachment A) authorizing Mayor to execute the agreement. The applicant would like a development agreement before the end of February 2018 for the following reasons: 1. Bellwether has an option to purchase the subject site; their acquisition funding is dependent upon this Development Agreement 2. In September of 2017, King County levy money is available for affordable housing projects that are in transit oriented areas. This money is finite and will likely not be available for an additional four years after the 2017 call for projects. Z:1DCD\Bellwether\InfoMemo 1128.16.doc 84 INFORMATIONAL MEMO Page 3 3. Prices continue to rise in the TIB area fueled by continued economic expansion in the Seattle area and local speculation about upcoming zoning changes. These forces make buying land and affordable housing more expensive. 4. The City is beginning its review of regulations related to the TIB area, revised standards are being developed and further work is pending the direction from Council on the street design. Action on new zoning standards is not expected until 2018. Standards The City may approve a development agreement that allows standards that are different from those otherwise imposed. Modifications of those standards can provide flexibility to achieve public benefits - in this case — permanent affordable housing, 1/4 of a new street to break up the super block, development that sets a new standard for apartments, and a development that responds to new community goals and the adjacent public transit facility. The developer has directed the preparation of plans (Attachment D) for the site to determine the needs of a Bellwether project. They have compared these plans to the existing Zoning Code standards for maximum building height, minimum recreation space, parking, unit density, maximum building length, development area coverage and setbacks. (Attachment B, Section 7) Attachment C is a comparison of the existing standards and the requested modifications. Although a public process to update zoning standards means that an outcome cannot be absolute, staff believes that the updated TIB zoning will have similarities to the proposed project and that the public benefits gained warrant the approval of the request. FINANCIAL IMPACT It is most likely that the Bellwether project would not pay property tax. It's not an absolute however because it depends on the income levels of the residents and rents. RECOMMENDATION The Committee is being asked to review the Draft Ordinance & Development Agreement and forward its recommendation to the COW on December 11, 2017 for a public hearing and to the City Council Special meeting on December 11, 2017. Attachment A — Draft Ordinance Attachment B— Draft Development Agreement Attachment C - Requested Modifications Attachment D - Conceptual Plans for Bellwether Tukwila project Z:1DCD\Bellwether\InfoMemo 1128.16.doc 85 86 L AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, RELATING TO DEVELOPMENT AGREEMENTS AUTHORIZED PURSUANT TO CHAPTER 18.86 OF THE TUKWILA MUNICIPAL CODE; APPROVING AND AUTHORIZING THE PROPOSED BELLWETHER HOUSING DEVELOPMENT AGREEMENT FOR PARCELS A AND B AT 3481, 3703, 3705, AND 3707 S. 152ND STREET WITH BELLWETHER TUKWILA, LLLP, A WASHINGTON LIMITED LIABILITY LIMITED PARTNERSHIP; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, RCW 36.70B.170, et seq. and Tukwila Municipal Code Chapter 18.86 authorize development agreements between the City and persons having ownership or control of real property in order to establish development standards to govern and vest the development, use and mitigation of real properties; and WHEREAS, the City of Tukwila and Bellwether Tukwila LLLP, wish to enter into a Development Agreement for the 3481, 3703, 3705, and 3707 S. 152 Street development, a map and description of which are attached hereto as included in Exhibit A; and WHEREAS, as required pursuant to Tukwila Municipal Code Section 18.86.050, a public hearing was conducted on the 11th day of December 2017 to take public testimony regarding this Development Agreement, as proposed; and WHEREAS, the City Council, pursuant to this City Ordinance No. , approves this Development Agreement as proposed and authorizes execution of this Development Agreement; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: W: Word Processing\Ordinances\Bellwether Housing DA 11-20-17 MB:bjs Page 1 of 2 87 Section 1. The Bellwether Housing Development Agreement by and between the City of Tukwila and Bellwether Tukwila LLLP, a copy of which is attached hereto as Exhibit A, is hereby approved, and the Mayor is authorized and directed to execute said Development Agreement on behalf of the City of Tukwila upon receipt from Bellwether Tukwila, LLLP of proof of ownership of fee simple title to the Property. Section 2. Corrections by City Clerk or Code Reviser. Upon approval of the City Attorney, the City Clerk and the code reviser are authorized to make necessary corrections to this ordinance, including the correction of clerical errors; references to other local, state or federal laws, codes, rules, or regulations; or ordinance numbering and section/subsection numbering. Section 3. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 4. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force five days after passage and publication as provided by law. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Special Meeting thereof this day of , 2017. ATTEST/AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk APPROVED AS TO FORM BY: Rachel B. Turpin, City Attorney Exhibit A: Development Agreement W: Word Processing\Ordinances\Bellwether Housing DA 11-20-17 MB:bjs 88 Allan Ekberg, Mayor Filed with the City Clerk: Passed by the City Council: Published: Effective Date: Ordinance Number: Page 2 of 2 Contract Number: Council Approval: Ordinance Number: Land Use File Number: DEVELOPMENT AGREEMENT BY AND BETWEEN THE CITY OF TUKWILA AND BELLWETHER TUKWILA LLLP FOR TUKWILA APARTMENTS L17-0040 THIS DEVELOPMENT AGREEMENT (the "Agreement") is made and entered this day of , 2017, by and between the City of Tukwila, a noncharter, optional code Washington municipal corporation, hereinafter the "City," and Bellwether Tukwila LLLP, a limited liability limited partnership organized under the laws of the State of Washington, hereinafter the "Developer." The sole member and manager of Developer's general partner is Bellwether Housing, a Washington nonprofit corporation ("Bellwether"). The City and Developer are collectively referred to in this Development Agreement as the "Parties," and individually as a "Party." I. RECITALS WHEREAS, this Agreement by and between the City of Tukwila and the Developer relates to the development known as the Tukwila Apartments, which is located within the City of Tukwila; and WHEREAS, Development Agreements between the City and persons having ownership or control of real property are authorized by the RCW 36.70B.170, et seq., and the Development Agreement Chapter of the Tukwila Zoning Code (TMC Chapter 18.86); and WHEREAS, Developer is the contract purchaser of approximately 56,314 square feet of real property designated as Parcel A and Parcel B; and addressed as 3481, 3707, 3705, 3703 S. 152nd Street, generally located in the block bounded by S. 152 Street on the north; Southcenter Boulevard on the south; Tukwila International Boulevard on the west; and 42 Avenue S. on the east (hereinafter, the "Property"). The Property is shown on the map attached hereto as Exhibit A and as legally described in Exhibit B, attached hereto; and WHEREAS, the Developer desires to develop transit -oriented, affordable housing in the Tukwila International Boulevard District and the site of this proposed development is located within a half mile of the Tukwila International Boulevard Station ("TIB Station"); and WHEREAS, the Developer assures the City that it invests in building, owning, and managing their projects; is committed to involvement in the community around its projects; and has shown fiscal stability and long term commitment to its mission; and Page 1 of 16 CDN Committee DRAFT 11/20/17 89 WHEREAS, the Developer submitted an application to the City, Land Use File No. L17-0040, and paid the fee to apply for a Development Agreement; and WHEREAS, the Developer intends to develop the Property consistent with the City's Comprehensive Plan, wherein the City identifies that Tukwila has a shortage of housing affordable to larger families, and for those households earning less than 60% of King County median income; and WHEREAS, in particular, Policies 8.2.4 and 8.2.10 of the Comprehensive Plan designates the Tukwila International Boulevard District and this site for more intensive development focused on a transit -oriented mix of mid- to high-rise office uses, multifamily residential uses, and commercial services with structured parking that builds on the momentum of the neighborhood's proximity to the TIB Station; and WHEREAS, Policy 3.3.3 of the Comprehensive Plan encourages the continued support of very low, low, and moderate income housing as defined by King County income levels, to address the Countywide need, by supporting regional affordable housing development and preservation efforts and this project will provide affordable housing for very low, low, and moderate income households; and WHEREAS, this Agreement is consistent with the applicable development regulations adopted by the City under the Growth Management Act, 36.70A RCW, RCW 36.70B.170(1), and the City's regulations including but not limited to TMC 18.86.020, et seq.; and WHEREAS, the Developer's conceptual site plan for the entire project is depicted on Exhibit C, but the City and Developer understand that the project is subject to all City reviews and permits that could require the modification of the plan, and subject to Section 7 herein; and WHEREAS, a development agreement must be approved by ordinance or resolution after a public hearing; and WHEREAS, pursuant to the Development Agreements Chapter of the Tukwila Zoning Code (TMC 18.86.080), the decision of the City Council to approve or reject the Developer's request for a development agreement is a discretionary, legislative act; and WHEREAS, a public hearing for this Development Agreement was held on , 2017, to take public testimony regarding this Development Agreement as proposed; and WHEREAS, this Development Agreement constitutes a final land use action pursuant to RCW 36.70C.020 and is subject to review pursuant to RCW 36.70C.101 et seq.; and WHEREAS, the City Council approved this Development Agreement by Ordinance on and authorized execution of the Development Agreement upon proof of ownership of fee simple title to the Property; and Page 2 of 16 CDN Committee DRAFT 11/20/17 90 NOW THEREFORE, in consideration of the mutual promises set forth herein, the parties hereto agree as follows: II. AGREEMENT Section 1. Incorporation of Recitals. The Parties agree that the foregoing recitals are true and correct to the best of their knowledge and are incorporated by this reference as though fully set forth herein. Section 2. Definitions. As used in this Agreement, the following terms, phrases, and words shall have the meanings and be interpreted as set forth in this Section. a) "Adopting Ordinance" means the Ordinance that approves this Agreement, as required by RCW 36.70B.200. b) "Affordable Housing" means a housing project in which 100% of the units are rented to households with incomes at the time of initial occupancy at or below 60 percent (60%) of King County median income, adjusted for household size, with rents no more than 30% of the King County median income. The foregoing restriction does not include any unrestricted resident manager's units. c) "Council" means the duly elected legislative body governing the City of Tukwila. d) "Development regulations" means ordinances adopted by the City of Tukwila, and in effect on the Effective Date, that govern the permitted uses of land; the design, density and intensity of use; and the building and construction standards and specifications applicable to the development of the Property, including, but not limited to the Comprehensive Plan; Zoning Code, Zoning Map; the Infrastructure, Design, and Construction Manual; mitigation imposed or agreed to as part of SEPA review; concurrency requirements; and all other ordinances, rules and regulations of the City. The term development regulations does not include non -land use control regulations, including by way of example and not limitation, taxes and impact fees e) "Director" means the City's Community Development Director. 0 g) h) "Effective Date" means the effective date of the Adopting Ordinance. "Effective Period" shall mean and refer to that term as defined at Section 6 herein. "Project" shall mean and refer to the development of Affordable Housing with a mix of studios, one, two, and three-bedroom units on the Property in conformance with the terms and conditions of this Agreement and whose site plan is depicted conceptually on Exhibit C. Page 3 of 16 CDN Committee DRAFT 11/20/17 91 ) "TIB" refers to the Tukwila International Boulevard, the principal City arterial that runs north to south through the center of the TIBD. j) "TIBD" shall mean the Tukwila International Boulevard District depicted in the Comprehensive Plan and is generally bounded by S. 160th Street, 42 Avenue S., Military Road S. and S. 137th Street. k) "Zoning Code" refers to Tukwila Municipal Code Chapter 18. Section 3. Statement of Authority and Intent. This Agreement is entered pursuant to the authorization of Development Agreements in the Revised Code of Washington (RCW 36.70B.170) and the Development Agreements chapter of the Tukwila Municipal Code (TMC 18.86) and is intended and designed to vest this development to certain terms and conditions. Other than those terms and conditions specifically identified in this Agreement, the City's regulatory codes in effect at the time of a complete building permit application shall apply. Section 4. Exhibits. Exhibits attached hereto or referenced are incorporated by such reference as if fully set forth herein. They are as follows: a) Exhibit A — Map of the Property b) Exhibit B — Legal Description of Property c) Exhibit C — Conceptual Site Plan of the Project Section 5. Parties to this Agreement. The parties to this Agreement are: a) The "City" is the City of Tukwila, 6200 Southcenter Blvd., Tukwila, WA 98188. b) The "Developer" is an affiliate of Bellwether Housing, a Washington nonprofit corporation, whose principal office is located at 1651 Bellevue Avenue; Seattle, WA 98122. Bellwether is the sole member and manager of the Developer's general partner. Section 6. Effective Period of this Development Agreement. The "Effective Period" for this Agreement shall be from the Effective Date and shall be valid until December 31, 2023. If Developer has not submitted and the City has not accepted a complete building permit application, and building permits have not been secured for the development by the end of the Effective Period, this Agreement shall be voided, and development may occur on the subject site pursuant to the then adopted development regulations. Section 7. Development Standards; Conditions. RCW 36.80B.180(3)(d) and TMC 18.86.030 authorize the establishment of design standards by a development agreement. TMC 18.86.030 explicitly allows for flexibility in development standards applicable to a property developed under a development agreement to achieve public benefits, respond to Page 4 of 16 CDN Committee DRAFT 11/20/17 92 changing community needs, or encourage modifications that provide the functional equivalent or adequately achieve the purposes of otherwise applicable City standards. Pursuant thereto and during the Effective Period, the provisions of this Section 7 set forth the development standards that differ from or supplement those standards set forth in the City's development regulations. Accordingly, the following development standards shall apply to and govern and vest the development, use, and mitigation of the Project in lieu of any conflicting or different standards or regulations elsewhere in the development regulations. a) Building Height: Increase the maximum building height from HDR standards of 45 feet to 70 feet as measured from grade plane to be consistent with Building Code standards. b) Recreation Space standards: Reduce required Recreation Space standard to 15% of residential area. c) Parking Supply Standard: 1:1 stalls per unit. d) Lot area per Unit: no minimum; density to be determined by the other standards, such as height, parking, landscaping, etc. e) Maximum Building Length: no maximum to be determined during design review by Board of Architectural Review 0 Development area coverage: 75% g) Setbacks: • Front: 6 feet • Side: 25 feet for 4th floor and higher In exchange for the modified development standards stated herein, the Developer shall provide the City a 20 -foot easement along the west Property line for a future street. Before final approval for any site construction for the Project, the Developer shall grant the easement to the City. Section 8. Major and Minor Amendments - Development Agreement All proposed amendments to the Agreement shall be considered in accordance with this Section. a) Process. The Mayor may approve Minor Amendments to the Agreement proposed by the City or Developer and mutually agreed to by the Parties. Such approval shall be in writing and the resulting amendment shall be incorporated into this Agreement as an amendment. The City Council may approve Major Amendments to the Agreement in accordance with the same process for approval of the Agreement. A Major Amendment to the Agreement Page 5 of 16 CDN Committee DRAFT 11/20/17 93 approved by the City Council and mutually agreed to by the Parties shall be incorporated into this Agreement as an amendment pursuant to Section 8 hereof. b) Minor Amendment Defined A proposed amendment to the Agreement shall be considered a minor amendment if the proposed amendment does not materially modify the size or scope of this Project as defined by the Agreement. c) Major Amendment Defined A proposed amendment to the Agreement shall be considered a Major Amendment if the proposed amendment does not constitute a Minor Amendment. d) Determination. An application for a Minor Amendment shall be made to the Mayor or his designee. The application shall describe the proposed Minor Amendment in sufficient detail such that the Mayor, or his designee, can determine whether the proposal qualifies as a Minor Amendment. If the application does not provide sufficient information, the Mayor, or his designee, may request additional information from the Developer or reject the application. Upon receipt of sufficient information to determine if the proposal set forth in the application constitutes a Minor Amendment, the Mayor, or his designee, shall determine if the proposal constitutes a Minor Amendment. If the Mayor, or his designee, determines that the proposed amendment is a Minor Amendment, the Amendment may be administratively approved by the Mayor, or his designee, by noting the changes in the Land Use File L17-0040. If the Mayor determines that the proposal constitutes a Major Amendment, the Developer shall submit the proposal in accordance with the same process for approval of an Agreement, may withdraw its proposed amendment, or modify and re -submit its proposed amendment. The determination of the Mayor shall be a final decision. Section 9. Further Discretionary Actions. The Developer acknowledges that the City's development regulations contemplates the exercise of further discretionary powers by the City. These powers include, but are not limited to, review of additional pennit applications under SEPA and Design Review. Nothing in this Agreement shall be construed to limit the authority or the obligation of the City to hold legally required public hearings, or to limit the discretion of the City and any of its officers or officials in complying with or applying development regulations. Section 10. Fees. a) Land use fees adopted by the City by ordinance as of the Effective Date of this Agreement may be increased by the City from time to time, and are applicable to relevant permits and approvals for the Property. Page 6 of 16 CDN Committee DRAFT 11/20/17 94 b) Development and Impact fees are governed by the regulations and procedures set forth in the Buildings and Construction and the Vehicles and Traffic Chapters of the Tukwila Municipal Code (TMC 16.04, TMC 16.26, TMC 16.28 and TMC 9.48, as amended.) This Project is eligible to apply for affordable housing impact and development fee reductions through the procedures established in the TMC. Section 11. Assignment of Interests, Rights, and Obligations. This Agreement shall be recorded in the records of King County. The benefits, obligations and covenants contained in this Agreement shall attach to and run with the land and be binding upon and shall inure to the benefit of the heirs, successors and assigns of the, Developer and the City, subject to the following: a) No assignment or assumption in favor of a successor to Developer or a subsequent owner of the Property shall be effective until the City, by action of the City Council, approves of the -successor, which such approval shall not be unreasonably withheld provided the successor evidences the intent to undertake and complete the Project in the same or substantially similar form as depicted on Exhibit C hereto; b) Any request for City approval of an assignment or assumption shall be in writing. If the City wishes to disapprove any proposed assignment or assumption, the City shall set forth in writing and in reasonable detail the grounds for such disapproval. If the City fails to disapprove any proposed assignment within forty-five (45) calendar days after receipt of written request for such approval, such assignment or assumption shall be deemed to be approved. The approval rights of the City set forth in Sections 11(a) and (b) shall terminate upon issuance of a certificate of occupancy for the Project. Upon issuance of a building permit for the Project, the benefits obligations, and covenants contained in the Agreement shall attach to and run with the land and be binding upon and shall inure to the benefit of the heirs, successors and assigns of the Developer. This Agreement shall apply to after-acquired title of any owner of the Property. Section 12. Termination. Nothing in this Agreement shall extend the expiration date of any permit or approval issued by the City for the Project. This Agreement shall expire and/or terminate as provided below: a) This Agreement shall expire and be of no further force and effect if the Developer has not submitted and the City has not accepted a complete building permit application and a building permit has not been secured for the Project within the Effective Period of this Agreement. Upon termination of this Agreement, the City shall record a notice of such termination in a form satisfactory to the City Attorney that the Agreement has been terminated. Page 7 of 16 CDN Committee DRAFT 11/20/17 95 Section 13. Performance. A party not in default under this Agreement shall have all rights and remedies provided by law or equity, including without limitation damages, specific performance, or writs to compel performance, or require action consistent with this Agreement. Section 14. Governing Law and Venue. This Agreement shall be construed and enforced in accordance with the laws of the State of Washington. Venue for any action shall lie in King County Superior Court. Section 15. Attorneys' Fees. In the event of any litigation or dispute resolution process between the Parties regarding an alleged breach of this Agreement, the prevailing Party shall be entitled to any award of attorneys' fees and costs. Section 16. Notice of Default/Opportunity to Cure/Dispute Resolution. a) In the event a Party, acting in good faith, believes theother Party has violated the terms of this Agreement, the aggrieved Party shall give the alleged offending Party written notice of the alleged violation by sending a detailed written statement of the alleged breach. The alleged offending Party shall have thirty (30) days from receipt of written notice in which to cure the alleged breach unless the Parties agree, in writing, to additional time. This notice requirement is intended to facilitate a resolution by the Parties of any dispute prior to the initiation of litigation. Upon providing notice of an alleged breach, the Parties agree to meet and agree upon a process for attempting to resolve any dispute arising out of this Agreement. A lawsuit to enforce the terms of this Agreement shall not be filed until the latter of (a) the end of the cure period or (b) the conclusion of any dispute resolution process. b) After notice and expiration of the thirty (30) day period or other period as agreed to by the Parties, if such default has not been cured or is not being diligently cured in the manner set forth in the notice, the other party to this Agreement may, at its option, institute legal proceedings pursuant to this Agreement. In addition, the City may decide to file an action to enforce the City's Codes, and to obtain penalties and costs as provided in the Tukwila Municipal Code for violations of this Agreement and the Code. Section 17. No Third -Party Beneficiaries. This Agreement is for the benefit of the Parties hereto only and isnot intended to benefit any other person or entity, and no person or entity not a signatory to this Agreement shall have any third -party beneficiary or other rights whatsoever under this Agreement. No other person or entity not a Party to this Agreement may enforce the terms and provisions of this Agreement. Section 18. Integration. This Agreement and its exhibits represent the entire agreement of the parties with respect to the subject matter hereof. There are no other agreements, oral or written, except as expressly set forth herein. Page 8 of 16 CDN Committee DRAFT 11/20/17 96 Section 19. Authority. The Parties each represent and warrant that they have full power and actual authority to enter this Agreement and to carry out all actions required of them by this Agreement. All persons are executing this Agreement in their representative capacities and represent and warrant that they have full power and authority to bind their organizations. Section 20. Effect of Agreement on Future Actions. Nothing in this Agreement shall prevent the City Council from making any amendment to its Comprehensive Plan, Zoning Code, Official Zoning Map, or development regulations affecting the Property. Section 21. Notices. All communications, notices, and demands of any kind that a Party under this Agreement requires or desires to give to any other Party shall be in writing and either i.) delivered personally or ii.) dispatched by pre -paid first-class mail, certified, return receipt requested and addressed as follows: If to the City: City of Tukwila 6200 Southcenter Boulevard Tukwila, WA 98188 Attention: Mayor's Office With a copy to: City Attorney City of Tukwila Kenyon Disend, PLLC 11 Front Street South Issaquah, WA 98027-3820 If to the Developer: Bellwether Tukwila LLLP c/o Bellwether Housing 1651 Bellevue Avenue Seattle, WA 98122 Notice by hand shall be effective upon receipt. If deposited in the mail, notice shall be deemed delivered 48 hours after deposited. The parties hereto may, from time to time, advise the other of new addresses for such notices, demands or correspondence. Section 22. Excusable Delay Force Majeure. In addition to specific provisions of this Agreement and notwithstanding anything to the contrary in this Agreement, neither Party shall be in default in the performance, or the failure of performance, of its obligations under this Agreement, or in the delay of its performance, where such failure or delay is due to war, Page 9 of 16 CDN Committee DRAFT 11/20/17 97 insurrection, strikes, lock outs, or other labor disturbances, one or more acts of a public enemy, riot, sabotage, blockade, embargo, flood, earthquake, fire, quarantine, lack of transportation, court order delay, or failures of performance by any governmental authority or utility company, so long as the Party seeking the extension has adequately complied with the applicable processing requirements of such governmental authority or utility company. Lack of funds of Developer or inability to finance the construction of the development and Developer's inability to lease the development are not causes beyond the reasonable control or without the fault of Developer. The extension of time for any cause shall be from the time of the event that gave rise to such period of delay until the date that the cause for the extension no longer exists or is no longer applicable in each case as evidenced by a notice from the Party claiming the extension. An extension of time for the duration of such event will be deemed granted if notice by the Party claiming such extension is sent to the other as to any of the above causes other than Permit Delays within 10 days from the commencement of the cause and such extension of time is not rejected in writing by the other Party within 10 days of receipt of the notice. Such extension of time is referred to herein as Force Majeure. Section 23. Indemnification. Except as otherwise specifically provided elsewhere in this Agreement and any Exhibits hereto,each Party shall protect, defend, indemnify, and hold harmless the other Party and their officers, agents, and employees or any of them from and against all claims, actions, suits, liability, loss, costs, expenses, and damages of any nature whatsoever that are caused by or result from any negligent act or omission of the Party's own officers, agents, and employees in performing services pursuant to this Agreement. If any suit based upon such a claim, action, loss, or damage is brought against a Party, the Party whose negligent action or omissions gave rise to the claim, shall defend the other Party at the indemnifying Party's sole cost and expense. If final judgment be rendered against the other Party and its officers, agents, and employees, or jointly the Parties and their officers, agents, and employees, the Parties whose actions or omissions gave rise to the claim shall satisfy the same, if in the event of concurrent negligence each Party shall indemnify and hold the other Parties harmless only to the extent of that Party's negligence. The indemnification to the City hereunder shall be for the benefit of the City as an entity and not for members of the public. Section 24. Police Power. Nothing in this Agreement shall be construed to diminish, restrict, or limit the police powers of the City granted by the Washington State Constitution or by general law. Section 25. Interpretation/No Presumption Against Drafter. The Parties intend this Agreement to be interpreted to the full extent authorized by law as an exercise of the City's authority to enter into development agreements pursuant to RCW 36.70B.170, et seq. This Agreement has been reviewed and revised by legal counsel for both Parties and no presumption or rule that ambiguity shall be construed against the party drafting the document shall apply to the interpretation or enforcement of this Agreement. Page 10 of 16 CDN Committee DRAFT 11/20/17 98 Section 26. Headings. The headings in this Agreement are inserted for reference only and shall not be construed to expand, limit or otherwise modify the terms and conditions of this Agreement. Section 27. Time of the Essence. Time is of the essence of this Agreement and of every provision hereof. Unless otherwise set forth in this Agreement, the reference to "days" shall mean calendar days. If any time for action occurs on a weekend or legal holiday in the State of Washington, then the time shall be extended automatically to the next business day. Section 28. Legal Representation. In entering this Agreement, Developer represents that it has been advised to seek legal advice and counsel from its attorney concerning the legal consequences of this Agreement; that it has carefully read the foregoing Agreement and knows the contents thereof, and signs the same of its own free act; and that it fully understands and voluntarily accepts the terms and conditions of this Agreement. Section 29. Entire Agreement. This Agreement represents the entire agreement of the parties with respect to the subject matter hereof. There are no other agreements, oral or written, except as expressly set forth herein and this Agreement supersedes all previous agreements oral or written. [Signatures on Following Page] Page 11 of 16 CDN Committee DRAFT 11/20/17 99 IN WITNESS WHEREOF, the parties hereto have caused this Development Agreement to be executed as of the dates set forth below: CITY OF TUKWILA By Allan Ekberg Mayor ATTEST: By City Clerk APPROVED AS TO FORM: By City Attorney STATE OF WASHINGTON ) ) ss. COUNTY OF ) On this day of , 2017, before me personally appeared , and said person acknowledged that he/she signed this instrument, on oath stated that he/she was authorized to execute the instrument, and acknowledged as the of the City of Tukwila to be the free and voluntary act of said party for the uses and purposes mentioned in this instrument. Print name: NOTARY PUBLIC in and for the State of Washington Residing at Commission expires: Page 12 of 16 CDN Committee DRAFT 11/20/17 100 Developer: Bellwether Tukwila LLLP, a Washington limited liability limited partnership By: HRG Development LLC Its: General Partner By: Bellwether Housing Its: Sole Member and Manager Printed Name: Title: STATE OF WASHINGTON ) ) ss. COUNTY OF KING ) I certify that I know or have satisfactory evidence that is the person who appeared before me and said person acknowledged that she signed this instrument, on oath stated that she was authorized to execute the instrument and acknowledged it as the of Bellwether Housing, the sole member and manager of HRG Development LLC, the general partner of Bellwether Tukwila LLLP, to be the free and voluntary act such nonprofit corporation on behalf of such company on behalf of such partnership for the uses and purposes mentioned in the instrument. DATED: (Print Name) Residing at My appointment expires: Page 13 of 16 CDN Committee DRAFT 11/20/17 101 Exhibit A Map of the Property 30' Rival INCAE5,5APF‹ t1SF.NE+NT FE'C. N�i. 5(347557 Page 14 of 16 102 CDN Committee DRAFT 11/20/17 Exhibit B Legal Description PARCEL A: LOT 7, BLOCK 2, THIRD ADDITION TO ADAMS HOME TRACTS, RECORED IN VOLUME 15 OF PLATS, PAGE 17, IN KING COUNTY, WASHINGTON. King County Assessor Tax parcels: 004300-0108 & 004300-0112 PARCEL B: THE WEST 63 FEET OF LOT 8, BLOCK 2, THIRD ADDITION TO ADAMS HOME TRACTS, ACCORDING TO PLAT RECORDED IN VOLUME 15 OF PLATS, PAGE 17, RECORDS OF KING COUNTY, WASHINGTON. King County Assessor Tax parcel: 004300-0116 Page 15 of 16 CDN Committee DRAFT 11/20/17 103 MNOTE/ — • Exhibit C Conceptual Site Plan ST MEET RECORDING LEGIBILITY STANDARDS] 16 -0" leve r_abea buffe! Pi CY-0' A Leve! ='4 garage entry act,e y e-.cy) 24 sf-- 1 ,eva- ore, setback a encesocce CU? er NE16'1 ti'a.E`'N 155.92' 7.-1 0.-0' ieve- one settled( E laretca� aF t Page 16 of 16 104 CDN Committee DRAFT 11/20/17 Issue Zoning: HDR Required Ask Comments Height 45 feet 70 feet TUC allows additional height when: • 20% of the residential units are affordable (rental - 50% AMI adjusted for family size & 80% AMI for owner occupied adjusted for family size) 100% of Bellwether's project will be affordable up to 60% of AMI Tukwila Village Buildings A and D will be this tall. TIBD Code Update: Consideration is being given to heights above3 4 stories within a specific walking distance of the transit center if additional public benefit is achieved such as right or way or open space is dedicated and with specific requirements if adjacent to LDR. Parking 224 (2 per unit for up to three bedroom units) 120 (1:1 per unit) The Request provides slightly more than Right Size Parking calculator suggested minimum of .99. http://www.rightsizeparking.org/ Tukwila's Urban Renewal Overlay (URO) requires 75% of stalls be in a structure and would require 145 stalls and a car sharing stall In Tukwila's TUC zone, 120 stalls would be required (3 bedroom units have a 1.5 requirement) TIBD Code Update: Consideration is being given to allowing a lower parking supply standard when within % mile walking distance of the transit center. Other requirements may also be imposed such as car sharing and structured location. Bellwether has proposed to develop a Parking Management Plan agreements for their residents. Recreation Space 44,800 sq. ft. (400 sq. ft. per unit) 7,396 (15 % net residential area) The Tukwila standard for the Southcenter is 10% of residential area. The PROS Plan contains a recommendation that a small parklet or seating area along a public street frontage be created. (PROS page 4-3) The Parks Impact Fee list however, CDN Committee Memo 11/20/17 Attachment C CDN Committee Memo 11/20/17 Attachment C does not contain a project for this area. The current Parks Impact fee, which is expected to increase, would be $156,576 for this project. TIBD Code Update: In conjunction with plans to create a TOD in this area, greater open space, public rights of way, and a neighborhood park is being considered. Both private redevelopment options as well as public capital investments would be proposed. Unit density 28 units max (2,000 sq. ft. per unit) No maximum Like the URO and TUC, density is determined by other site standards, such as parking, setbacks and height. Front Yard setback 15 (first floor) 20 feet (second floor) 30 feet (third floor) 45 feet (4th floor) 6 feet The request is the same as the URO standards; in addition, there would be 5-6 feet of landscaping and a 5-6 foot sidewalk in the S. 152 right of way. TIB Code Update: updated standards for street improvements are being considered that would allow on -street parking on both sides of a 28 -foot -wide travel lane which leaves 11 feet for sidewalk and planting/drainage improvements. The applicant would make frontage improvements that would include sidewalk and street landscaping. Side setback 30 feet (4th floor and higher) 25 feet HDR side yard standards:10 feet (1st floor) 20 feet (2nd and 3rd floor) The URO standard for side yard when within adjacent to HDR and MDR is 20 feet. Maximum building length (18.50.083) 50 feet or 200 feet with four foot modulation every 50 feet or 2 units whichever is less. No maximum This standard sets a minimum for articulation and building mass. The BAR can use its criteria and guidelines to also review and decide these design aspects of a future building. Development Area 50% 75% Development area means the impervious surface area plus 75% of any area of pervious hard surface. Tukwila exempts all TUC development and senior housing from this standard, townhouses have a 75% standard. CDN Committee Memo 11/20/17 Attachment C Bellwether Affordable Apartments 1 12 Unit Apartment Building Project Description The proposed Transit Oriented Development project is located within close proximity walking distance to the Tukwila International Boulevard Transit Center, providing access to both light rail and bus services. The proposed includes 112 units of affordable apartments for a variety of income levels. The building is comprised of five levels of type VA construction over one level & basement of type 1A construction (podium building). Parking is provided at a ratio of 1:1 for residence plus additional guest parking (120 stalls provided) in levels 1 & basement (P1) as well as on surface. Residential amenity areas are distributed throughout the project including level one entry lobby / lounge, level 2 community room and courtyards and level 5 sunroom and terrace. Care has been taken to site the proposed apartment building to provide adequate setbacks to adjacent low-rise uses. Additional upper level setbacks have been provided to reduce the overall massing and to provide south facing open space and view opportunities for residents. An exceptional view of the transit center will be provided, strengthening the project's connection to Transit opportunities. A variety of ground level amenity / open space areas are provided to accommodate active kid's play areas and more passive walking and gathering areas. A large front yard setback will provide opportunity for public plaza open space along the improved S. 152nd street frontage. Bellwether Affordable Apartments Vicinity Map '3,3111,-1 Tukwila, Washington JOHNSON BRAUND INC. 15200 52nd Ave. South Suite 300 Seattle. WA 98188 Phone 206.766.8300 Project Information Site Addresses: 3481 S 152nd Street 3601 S 152nd Street - KC Parcel #0043000108 - KC Parcel #0043000112 3703-3707 S 152nd Street - KC Parcel #0043000116 Legal Description: Parcel A: Lot 7, Block 2, Third addition to Adams Home Tracts, recorded in volume 15 of plats, page 17, in King County, Washington. Parcel B: The west 63 feet Lot 8, Block 2, Third addition to Adams Home Tracts, recorded in volume 15 of plats, page 17, records of King County, Washington. Tukwila, Washington Sheet Index: PO Coversheet P1 Site Photos P2 Site Survey & Proposed Site Plan P3 Schematic Floor Plans: P1 & 1 P4 Schematic Floor Plans 2 & 3/4 P5 Schematic Floor Plans 5 & 6 P6 Schematic Floor Plans Roof & Detail P7 Schematic Elevations P8 Schematic Elevations P9 Schematic Sections P10 Schematic 3d Views P11 Street Frontage P12 Street Frontage Examples Development Agreement 11-17-2017 PO 0 03 S. 152nd Street - Adjacent West Apartments S. 152nd Street - Site Frontage S. 152nd Street - Adjacent East Apartments West Edge Potential Mount Rainier and Tukwila Transit Center - view opportunities to south Aerial Site Photo Tukwila International Boulevard Transit Center - physical and visual connections O Bellwether Affordable Apartments SW Edge - Adjacent apt. parking Tukwila, Washington _> JOHNSON BRAUND INC. 15200 52nd Ave South Suite 300 Seattle. WA 98158 Phone 206.766.8300 South Edge - Adjacent apt. parking South Easement South Edge Site Photos P 1 Development Agreement 11-17-2017 0 / 336 "NO PARKING (NO WALKWAY" 1/ - SS y3' 9s "NO PARKING Ss E OF HERE"" oHr`'.; erw / 4------ �iQ,`ti 3�F �a��„\ 0 / ,,__ FENCE CORNER 0.2'S&0.7'E OF CORNER yo I 7 // // / I 0 1TIOT AD" RA- H 0 478641 0 0 0— FENCE CORNER 0.1'N&0.8'E 7'VBF OF CORNER \�K �z \ I} °l O Mi w1 k\\, of \a\ \ \111\ GRAVEL GRAVEL \ /\ 1 5'HNIF X x 0115 PN 0°, 152N0 ST 3721 MIN KIM 3705\ 330 x 5010 ATI ON (N 023 0004 1_p9 020j90 20j0 10 _Ia0T,nn_oOjSnisIT) / \- N \ 7 FENCE CORNER 0.6'S&0.9'E OF CORNER x PARCEL A 324 30' PRIVATE INGRESS/EGRESS EASEMENT REC. NO. 5092557 9.RPORT N FENCE CORNER 0.9'EOFft 4 40411 x � — / // // /( --.1. _______ I / 0 4 01 / �' \\ NOV 7 6'CUF w/BW !N88"1 f46"W 185.921 s..16, vnof' x GATE \-FENCE CROSSES PROP. UNE ��g106'CLFSW- LOT 10,0200 ..na3o .r,� ST .rc ILO Bellwether Affordable Apartments „T 17 ,.,,n0 FENCE CORNER 0.7'N&1.3'E OF CORNER Site Statistics 3481 S 152nd Street - KC Parcel #0043000108 3601 S 152nd Street - KC Parcel #0043000112 3703-07 S 152nd Street - KC Parcel #0043000116 Site area: 56,314 sf (1.29 acres) Zoning: HDR w/ Development Agreement to apply URO Urban Renewal Overlay standards See sheet PO for Legal Description Existing Site Survey Existing buildings to be demolished, typical Proposed Site Plan Existing trees to be removed, typical Tukwila, Washington Existing trees to remain 0 10 20 40 1 scale: 1" = 40'-0" JOHNSON BRAUND iNC. 15200 52nd Ave. South Suite 300 Seattle, WA 98188 Phone 206.766.6300 rn ---- X336 / -1 X, 25i-0" - 1 // cs4rC 01 M \ \ w w o / S. 152nd Strefet / curb, c,�utter_ sidewalk street improvements _, g7t53 — plaza frontage L\ level one setback & Idndscape buffer WI k /// \\\\\ _I o o N\ !- Co Co N b \ V I / T 4- 15' k 10'-0" level one level two setback & setback landscape buffer 324 i active yard (play) 2_,45.0 sf-- [N8813'46"W 185.92] \ SII \,// / 10,-0" level one setback & landscape buffer Survey / Schematic Site Plan P2 Development Agreement 11-17-2017 N 97'-0" c 0 o ' 0) C 0 0 LQ Level PI Floor Plan 18 Level P1 garage entry Bellwether Affordable Apartments c 0 E a00 ori o ^ Tukwila, Washington 19,214 sf parking garage (48) stalls Level 1 Floor Plan 24,884 sf Lobby / Amenity Area 945 sf Parking garage 18,932 (50) stalls Unit Mix: (04) 1 -bed units (02) live/work Surface Parking (22) stalls 32 scale: 1/32" = 1'-0" \�sr JOHNSON BRAUND 15200 52nd Ave. 50551 Sui5, 250 ,.le. WA 55100 wnw.lonnsonbaove mr, P'A, 206.555.0300 c � 2 3 4 c 5 Level 1 garage entry 20 21 r 22a J- a 24 25E 8 C. 9 c 10 11 12 13 c 30 c 31c C i -c ----r--- 14 115 16 17 18 19 I a E 20 21 r 22a J- 23 -� 24 25E c c c 26 c 27 c 28a c 29 c 30 c 31c 32 33 034 35 36 c c c c c 6 Level P1 garage entry aerial apparatus fire Schematic Floor Plans p3 Development Agreement 11-17-2017 P S. 152nd Street stair S .11 .� 1 U�Ut;I� a w�— , i!. n wag rilag n \Ni k m w \w courtyard (gather) 1938 sf amenity 1058 sf courtyard (play) 2108 sf Bellwether Affordable Apartments Level 2 Floor Plan 19,135 sf 6,269 sf courtyard & terrace 1,316 sf amenity Unit Mix: (05) Studio units (04) JR 1 -bed units (03) 1 -bed units (07) 2 -bed units (03) 3 -bed units (22) units Levels 3-4 Floor Plan 19,135 sf Unit Mix: (05) Studio units (04) JR 1 -bed units (03) 1 -bed units (07) 2 -bed units (04) 3 -bed units (23) units 06,..3=1.1p6132 scale: 1 /32" = 1'-0" Tukwila, Washington JOHNSON BRAUND INC. 15200 52nd Ave. South Suite 300 Seattle, WA 98188 Phone 206.766.8300 P stair wv„ wig ii wag II hikE 1 ■7 r=a r l T �Q.w �l \ =u.;-.;EJI I. � w� w IlLd Lt-�J WI' \ roan 'mei Ili laundry l� - J Schematic Floor Plans p4 Development Agreement 11-17-2017 a) stair -, t1 a nal ii a w � tomn((�Nil nti storage • terrace 1960 sf stair II I� 98'-1" Bellwether Affordable Apartments Level 5 Floor Plan 17,069 sf 677 sf amenity 2,065 sf terrace Unit Mix: (05) Studio units (04) JR 1 -bed units (02) 1 -bed units (07) 2 -bed units (02) 3 -bed units (20) units Tukwila, Washington Level 6 Floor Plan 16,590 sf Unit Mix: (05) Studio units (04) JR 1 -bed units (02) 1 -bed units (06) 2 -bed units (03) 3 -bed units (20) units 0 8 16 32 scale: 1 /32" = l'-0" a1> JOHNSON BRAUND INC. 15200 52nd Ave. South Suite 300 Seattle, WA 98188 Phone 206.766.8300 S •n S ■o S .ii C o n n�. �® u�I ' X81 •i I fat T d [ani I \_mP:' ; uir a111 n"".�- n- 1i moi'\Nom►ill hi C� • stair 98'-1" Schematic Floor Plans p5 Development Agreement 11-17-2017 P L roof access A1 - elevator overrun a"/ft. AI— elevator overrun 00 a"/ft. roof access feature roof element, typ. parapet, typical - - 8 Bellwether Affordable Apartments unoccupied roof 0 8 16 32 scale: 1 /32" = 1'-0" Tukwila, Washington stair tit 4W '11�IIIIII�I1 ran �U 11 4W 5 0 L L elev. 'If 111111llhiti JOHNSON BRAUND INC. 15200 52nd Ave. South Suite 300 Seattle, WA 98188 Phone 206.766.8300 0 L 0 .1` 4 I Enlarged Plan Detail (partial plan) scale: 1 /16" = 1'-0" 0 4 8 16 11111111111VI11 r uE 1111111111111111 I ;lam 1\1111111111111 Unit Details: (25) Studio 423 sf (37) One Bedroom / JR 1 bed 525 sf (34) Two Bedroom 800 sf (16) Three bedroom 1049 sf (112) Total Units Schematic Floor Plans P6 Development Agreement 11-17-2017 N 0 ROOF —61' - 2 5/8" PLATE HEIGHT 58' - 6 3/8" _329' - 0",ir GRADE PLANE - _ NORTH ELEV. 3/64" = 1'-0" LEVEL 6 50' - 5 1/4" LEVEL 5 41' - 3 1/2" LEVEL 4 32' - 1 3/4" LEVEL 3 : 23' - 0" LEVL2 - ' _ LEVEL 1 0"_ imemItelyorog41 •.; FarETZWM,:-,-7,4 *may ---wa"160 ROOF 4IL / 61' - 2 5/8" PLATE HEIGHT 58 - 6 3/8" LEVEL 6 50' - 5 1/4" LEVEL 5 41' - 3 1/2" 32' - 1 3/4" .11, LEVEL 3 _AIL 23' - 0" LEVEL 2 13' - 0" 1 PARKING 2!-- 0" LEV L 1 Bellwether Affordable Apartments Tukwila, Washington JOHNSON BRAUND , EAST ELEV. P1li -8' - 0" 3/64" = 1'-0" Schematic Elevations Development Agreement 11-17-2017 P7 N N ROOF 61'- 2 5/8" PLATE HEIGHT 58' - 6 3/8" LEVEL 6 50'-51/4" LEVEL 5 41'-31/2 LEVEL 4 AIL 32' - 1 3/4" vr LEVEL 3 23'-0" LEVEL 2 AC 13'-0" NORTH COURTYARD LOOKING NORTH (-1-\ h WEST ELEV. ARKING 2'-0" EVEL 1 0" P1 -8'-0" 1/32" = 1/32" = 1'-0" NORTH COURTYARD LOOKING SOUTH 1/32" = 1'-0" W Bellwether Affordable Apartments Tukwila, Washington 4> JOHNSON BRAUND ROOF 61'-25/8"` LATE HEIGHT — 58' - 6 3/8" LEVEL 6 50'-51/4" LEVEL 5 41' - 3 1/2" LEVEL 4 32' - 1 3/4" LEVEL 3 23'-0" LEVEL 2 " 13'-0" � 1 PARKING \ 2'-0" P1. -8' - 0" SOUTH ELEV. 1/32" = SOUTH COURTYARD LOOKING NORTH 1/32" = 1'-0" SOUTH COURTYARD LOOKING SOUTH 1/32" = Schematic Elevations Development Agreement 11-17-2017 P8 UNIT UNIT ❑ UNIT UNIT UNIT n UNIT UNIT COURTYARD UNIT UNIT UNIT UNIT UNIT UNIT UNIT UNITirsimmem COURTYARD 111111111111151. UNIT II UNIT ❑ CORRIDOR UNIT CORRIDOR UNIT CORRIDOR UNIT CORRIDOR UNIT CORRIDOR PARKING L1 ROOF \ 61' - 2 5/8" PLATE HEIGHT k 58' - 6 3/8" \ _LEVEL 6 k 50'-51/4" LEVEL 5 k 41' - 3 1 /2" 1 LEVEL 4 h 32' - 1 3/4" II LEVEL 3 23'-0" ' LEVEL 2 k 13'-0" 4 L1 PARKING P1 11117,1 I-1 I !111-! 11-111I I I111i I I1 111-1 I I II I I ---I I NORTH -SOUTH 2'-0" I LEVEL 111 -8'-0" ROOF 61'-25/8" PLATE HEIGHT 58' - 6 3/8" LEVEL 6 I I 111-11 f IIF..�11-11111-I1I I I 1=1 11--1 1-1 l111777-11 7.11 / L , EAST -WEST 1/32" = III IIT -11111-111-1111±1- II=III=111- 50'-51/4" LEVEL 5 41'-31/2" LEVEL 4 32' - 1 3/4" LEVEL 3 23' - 0" LEVEL 2 13'-0" L1 PARKING 2'-0" LEVtL .i 1/32" = 1'-0" 0" P1 -8'-0" v, Bellwether Affordable Apartments Tukwila, Washington COURTYARD I I UNIT ❑ UNIT NUN 1 UNIT UNIT 111 UNIT UNIT l I UNIT UNIT I I 0 I UNIT UNIT 1 PARKING L1 2v- 3v— ROOF 61'- 2 5/8" PLATE HEIGHT 58' - 6 3/8" LEVEL 6 50'-51/4" LEVEL 5 1111-71 PARKING P1 11 _11171 EAST -WEST Cad COURTYARD 41'-31/2" LEVEL 4 32' - 1 3/4" LEVEL 3 23'-0" LEVEL 2 13'-0" L1 PARKING 2'-0" \ LEVEL 1 mik 0" P1 -8'-0" ti 4> JOHNSON BRAUNDINC. 1/32" = 1'-0" Schematic Sections p 9 Development Agreement 11-17-2017 1 N a) NE Corner - Lobby & Entry l \ SE Corner - Units. Garage Parkina & Terraces Bellwether Affordable Apartments Tukwila, Washington • JOHNSON BRAUND,,... 2 NW Corner - Entry & Street Frontage r `\ SW Corner - Units. Garage Parking & Terraces Schematic 3d Views O Development Agreement 11-17-20171 N 03 BOARD FORMED CONCRETE BOARD FORMED CONCRETE - EXAMPLE RENDERING BOARD FORMED CONCRETE ® FROM EAST BOARD FORMED CONCRETE - EXAMPLE SWATCH 111111111111 MIEN 111 111111 NAIIITHAN 1. • • co Bellwether Affordable Apartments Tukwila, Washington , <11> JOHNSON BRAUND fli CONCRETERMED BOARD FORMED ACROSS THE STREET FROM WEST BOARD FORMED CONCRETE Street Frontage ii Development Agreement 11-17-2017 W 0 Stone Way Apartments Stone Way Apartments Bellwether Affordable Apartments Tukwila, Washington Rose Street Apartments 41> JOHNSON BRAUND,, 7,7.00 20!7, 7,F,T, U2.1,3 Claremont Place Apartments Street Frontage Examples Development Agreement 11-17-20171 132 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Development and Neighborhoods Committee FROM: Stacy Hansen, Human Services Program Coordinator CC: Mayor Ekberg DATE: 11-15-17 SUBJECT: Human Services Plan ISSUE Staff would like to discuss the newly developed work plan for the Human Services Program. BACKGROUND With staff transitions an opportunity arose to assess the operational, funding, strategic and reporting structure of the human services program. During the last five months, staff held meetings and mini focus groups collecting information from internal and external partners on current needs and gaps, best practices and the organizational benefits that occur when a program becomes part of a larger division. While Tukwila is acknowledged regionally as having many best practices already in place, there were four main gap areas identified; more meaningful partnerships, increase flexibility in spending, creative, out-of-the-box problem solving, utilizing available technology to reduce paperwork and streamline processes. DISCUSSION After analyzing the data collected from key stakeholders, staff developed the Human Services Plan. The plan describes short, medium and long-term goals that align with the second Strategic Goal, 'A solid foundation for all Tukwila residents', we also focused our efforts on activities that alignment with the biennium priorities including 'leverage effective partnerships and collaborations' and ensuring organizational effectiveness. While the Human Services Plan is a guiding tool for the future, our intent was to create a flexible foundation that can grow and adapt as community needs, funding and priorities change. FINANCIAL IMPACT Any flexible funding items that would be purchased, are included in the Human Services contingency fund, which is built into the professional services budget. It is estimated that $3000-$5000 would be spent annually on items such as bus tickets, grocery gift cards, gas station gift cards, metro bus tickets, personal hygiene supplies, etc. RECOMMENDATION The Committee is being asked to forward the Human Services Plan to the Committee of the Whole meeting on December 11, 2017 for consensus. ATTACHMENTS Human Services Plan 133 134 City of Tukwila Human Services Strategic Plan 2017 Huvnan Services Statement of Purpose The City strives to create a healthy, stable, safe, interconnected community where basic human service needs for all Tukwila residents are met in an accessible, compassionate, respectful environment. The delivery of human services by the City of Tukwila facilitates the stability, independence and self-sufficiency of its residents through collaborative, professional and responsive practices. The City values inclusive resources and supports empowered decision-making, while delivering thoughtful and compassionate customer service. ntro ductio n. The City of Tukwila has a long history of supporting the most vulnerable in our community. In 1991, the Human Services Division was created in the Mayor's office to provide referral, financial and other assistance to Tukwila residents in need. City staff provide direct service work, such as connecting residents with external referral resources, managing and implementing the Minor Home Repair Program, and overseeing contracts with various agencies that provide specific services to Tukwila residents. Tukwila's provision of direct service is rare in King County; most cities contract with agencies who do all intake and referral on behalf of the municipality. However, providing direct service to Tukwila residents is a key bedrock of the program, benefiting residents with expedited access to much-needed services. With the retirement of the long-time Human Services manager, and the creation of the Community Services and Engagement Division in the Mayor's Office, the City has the opportunity to look at the provision of human services with fresh eyes, analyze the efficacy of different programs, and develop strengthened collaborations to create an improved program. Bringing Human Services under the Community Services and Engagement Division - which also 1 includes communications, government relations and community engagement functions - provides additional resources to the Human Services program, both in terms of staff, knowledge transfer and policy development. This is an exciting time for human services in the City of Tukwila and an opportunity to ensure that our efforts in this field are the most effective, compassionate, collaborative and responsible. Presented here are short-, medium- and long- term work plans for Human Services in the City of Tukwila. This is intended to be a dynamic document that will serve as a guide and reference. Where specific changes to prior practices and programs are suggested, an accompanying analysis and reasoning is included. Of course, any changes will need to be agreed to by both the Mayor and City Council. Also included is additional background on Tukwila's history of providing human services, community characteristics, trends and regional efforts. It is anticipated that this document will be refreshed on a biennial basis, coinciding with the City's budget process, to provide City leaders, staff and the broader community with a better understanding of the provision of human services in the City of Tukwila. 135 Background The Human Services program in the City of Tukwila is divided into the following areas: Direct Service - Working with Tukwila residents to do intake and referral to one or more of the 34 agencies (representing 42 programs) that the City contracts with on an annual basis. Services can be over the phone or in person, and cover a wide variety of issues from food insecurity to housing to utility payment assistance. City staff also assist with providing some basic hygiene, diapers and other supplies collected largely through Citywide staff donations. In the first half of 2017, Human Services staff had 766 discrete information and referral contacts with Tukwila residents, and turned away an additional 61 potential clients who were found to not be Tukwila residents. This represents a typical year. Contract Compliance - As mentioned above, the City contracts with 34 different agencies (see Appendix A) to provide services to Tukwila residents. Tukwila is part of the Human Services Funding Consortium (HSFC), comprised of 17 east, north and south King County cities that share a common RFP, reporting and compliance process. The benefit is that, while Tukwila contracts with 42 individual programs, because of the HSFC, staff only has to manage 30 contracts and monitor 10 programs because other cities are managing/ monitoring those contracts (and reimbursement of quarterly bills) on behalf of Tukwila, and vice versa. This sharing of resources allows all participating cities to stretch resources considerably. The agencies that contract with Tukwila span a variety of services, from mental health to domestic violence to job training. Through the development of this plan, it became clear that the services fall into the following four categories, which are the top priorities for human services in Tukwila: 1 Wellness 1 Housing 1 Food security 1 Support for independence 136 Minor Home Repair Program -Tukwila serves as the fiscal agent for the Minor Home Repair Program for the Cities of Tukwila, SeaTac, Covington and Des Moines. On an annual basis, the four cities jointly apply for Federal CDBG funds that are distributed through King County. None of the cities are large enough to receive a direct allocation. In the 2016 funding cycle ending in the fall of 2017, the Cities of SeaTac, Covington, Des Moines and Tukwila each received an allocation of $31,625. The 2017 funding cycle, which will begin in December of 2017, is $10,000 less than 2016 and the 2018 cycle significantly less than that. As the fiscal agent, Tukwila staff processes and pays the bills up front for all the cities, and does all the required paperwork - including the application and arduous quarterly paperwork - to be paid back by King County through CDBG funds. As with most federal programs, the paperwork requirements are excessive. In addition, because two of the three partner cities do not have full-time human services staff, paperwork is often incomplete and the partner cities require significant technical assistance, both of which devour a significant amount of Tukwila staff's time. While formal tracking of staff time did not begin until July of 2017, it is estimated that the previous Human Services Manager spent at least 20% of her time on this program, with additional staff time from her colleague at approximately 10%. Please see Appendix B for more information on the analysis of staff time, city resources and CDBG grant funding. Regional Collaboration- Tukwila has a longstanding history of regional collaboration on human services issues and programs. Examples of these include the monthly Immigrant and Refugee Forum, Tukwila School District Human Services meeting, Funded Providers quarterly meetings, South King County Housing and Homelessness Partnership, South King County Human Services Planners meeting, Bank On Seattle -King County monthly meetings, and many more. Previously, staff participated in a wide variety of such forums. The City is currently evaluating all such efforts with a strong eye on aligning regional collaboration around the four priorities identified above to ensure an efficient use of staff time and resources. Local Collaboration- The City has had a long and vibrant relationship with the Tukwila School District to support local families since the early 1990's. While Tukwila's demographics have changed significantly in the last 25+ years, Human Services and the TSD have maintained a strong partnership and collaboration to address the ever-changing needs of a growing, economically -challenged school district population. This effort will continue under the new structure of the Community Services and Engagement Division. Human Services staff works closely with teachers, social workers, counselors and district administrative staff who make direct referrals for families who are experiencing significant emotional and financial need. Since 1991, Tukwila has provided funding that places mental health therapists in each Tukwila school as well as a substance abuse counselor at Foster to assist district social workers and counselors with their large case load, often eliminating wait lists. The City also provides funding for short-term, intensive in-home therapy for children and parents in serious crisis who are referred by social workers and teachers, as well as a school-based liaison who connects students experiencing significant barriers with tangible, non-academic resources to ensure their success in school. These specific school-based services, on- going collaboration for direct financial assistance, and a seat on the Human Services Advisory Board ensures that needs and trends are identified and that funding recommendations address barriers and minimize gaps in services. "Parallel Process" - The intent of the Parallel Process was to create an opportunity for inexperienced, grassroots agencies not previously funded, who serve the under -represented populations in the three partner cities, Kent, Federal Way and Tukwila. These agencies were given the opportunity to apply for city funds if they met certain criteria. The three cities created an easier RFP and quarterly billing process for these organizations with the idea that the cities would provide on-going technical assistance to these newly -funded non -profits. The goal was to equip these agencies with skills to create more compelling, competitive grant responses that accurately capture the work they provide to our communities while demonstrating results based on their programming. Haman Services Advisory Board- A seven - member team representing a diverse perspective from a variety of expertise areas that offers funding and policy recommendations to the Tukwila Mayor and City Council. The Board focuses on a holistic and balanced approach to address a variety of complex social service needs that impact the stability and well-being of Tukwila residents. The Board meets five to nine times a year, focusing on a self -identified work plan that may include addressing current trends, recommendations on funding, advocating for policy change, and visiting local non -profits that provide services to our community members. The Need Without overwhelming the reader with statistics traditionally found in a needs assessment document, general agreement as to the need for the provision of human services in the City of Tukwila is imperative. For almost every way of measuring such need, Tukwila is a standout in King County and, often, in the state and country. Here are some highlights: Income & Employment / Tukwila's median income is 40% of King County's as a whole The City of Tukwila has the highest rate of people living in poverty in King County at 23.7% (King County average is 9.8%) / 23.7% of families in Tukwila are below the poverty line, 15% in Washington State / 79.8% of students in the Tukwila School District receive free or reduced -cost lunch, compared to 35.4% in King County, 45.9% in Washington State, and 52% in the US / 4.3% unemployment rate, compared with King County at 2.8% Population I 19,765 current residents Majority minority population Median age is 33.7 11,911 native born 7,846 foreign born 3,630 foreign born are naturalized citizens 4,216 are not citizens Tukwila Pantry Households and Housing 0 7,157 total households 13,105 owner -occupied - 43.4%, compared with 59% of King County being owner -occupied / 4,052 renter -occupied - 56.6% I 5.9% of households are seniors living alone, or 420 people / Average rent for a one -bedroom: $1,002 Average rent for a two-bedroom: $1,321 1 Average rent for a three-bedroom: $1,575 Average rent per unit in 2013 - $925; today it is $1,200, or a 23% increase I Average vacancy rate in 2013 was 7.5%; today it is 3.2% I 59.2% of renter -occupied households spend more than 30% of their income on rent Key issues gleaned from these statistics show that while Tukwila is more affordable than many places in King County, the incomes of its residents are significantly less than the surrounding region. High levels of people of color, poverty, homelessness, foreign -born and renters present a population facing a large number of disparities. These manifest themselves in a variety of ways, including health outcomes, food insecurity, education attainment and concern of stereotyping poverty with crime. As such, the need for human services in Tukwila - and specifically the unique direct services provided by the City - is recognized throughout the community. 138 Trends It is important to note that some ongoing trends will continue to affect the provision of human services in Tukwila, some with greater degrees of influence than others. The City and key stakeholders must continue to monitor these issues and respond accordingly. As some of these issues highlighted below wane and others grow, it will be key that staff is cognizant of the nuances and potential effects they may have on human services and the population served in Tukwila. I Ongoing rise in housing costs, including significantly increasing utility costs, continues to put a burden on Tukwila families, and lead to other critical issues such as food insecurity, homelessness, debt and displacement. Current concerns that ongoing gentrification will lead to displacement of many Tukwila families to lower- priced areas is a real fear. I Continued heightened income disparity with the flattening of family -wage jobs and the increase of lower -wage service work leave many Tukwila residents with few tools to deal with ongoing cost of living and housing escalation. Potential and real federal government disinvestment in key programs such as Medicaid, CDBG funding, social security, EBT (food stamps), low-cost health insurance and other"safety net" sources will likely put additional pressure on the City to fund programs that support the City's most vulnerable populations. I We continue to see single, isolated, disabled adults and seniors who lack a sense of community connection/support. With the construction of new subsidized senior housing at Tukwila Village, Tukwila will see an influx of seniors. It is unknown what effects that will have on human services in Tukwila but will need to be monitored moving forward. Case #1: Helping Tukwila Families A Tukwila teacher referred a behaviorally disruptive child to the school social worker for support. Due to the urgency of need and case load capacity, the social worker referred the child to Renton Area Youth and Family Services (RAYS), a school-based mental health therapy program funded by the City of Tukwila. While working with the child, significant underlying issues were discovered. The RAYS therapist referred the entire family to an intensive, in- home mental health therapy program also receiving City of Tukwila human services funding - Parents and Children Together (PACT) - to mitigate CPS involvement. During intensive therapy, the parent revealed considerable financial stress including a pending eviction and utility shut-off. The PACT therapist contacted human services staff who was able to cost share financial aid with another human services -funded agency, and leverage additional funding through a local agency with different sources of funding. The family was able to complete therapy, avoid CPS involvement, and stabilize their housing with financial assistance. - Additional. Information Gathering --- Current Current human services staff held small focus group -like meetings with a variety of internal and external Stakeholders. They discussed the status of the provision of human services in Tukwila today, suggestions for change, upcoming trends and other information gathering. These interviews proved very valuable in informing this plan, and rendered three major themes: Enhance partnerships - It was identified early on that there is significant opportunity to increase partnerships to better leverage the provision of human services. This was found both on an internal level with other departments, as well as with external organizations. Examples include better coordinating with Tukwila Parks and Recreation on key issues such as showers and other hygiene needs by the local homeless population, and increased collaboration with the Tukwila Fire Department to deal with frequent callers to 911 who need something other than first responder assistance. Examples of enhanced external partnerships include more collaboration with direct service organizations on key issues such as food security and a clothing bank for adults. Need to increase flexible spending - Both internal and external partners identified the need for increased flexible spending opportunities to help with basic needs in the community. As Tukwila Police officers have increased interactions with the City's homeless individuals that Include senior citizens, the medically frail, or parents with infants, they have identified a funding need for short-term hotel stays to stabilize individuals and connect them with services. Other similar referrals may come from organizational partners such as the Tukwila Pantry and the school district. Currently, there is a very limited amount of City of Tukwila Human Services funding available for such Contingencies. For example, the Police Department gets $500 annually to lodge domestic violence victims, medically fragile homeless individuals, etc., in motels for emergent one- to two-day stays. There is room in Human Services' existing budget to fund more flexible services such as bus passes, additional vouchers and emergency gift cards. Focus on creative probtent solving to fitt in the gaps - Once again, the message from both internal and external voices was consistent that providers must become more creative in addressing service gaps in our community. One area where this is pronounced is with Code Enforcement staff, who see many clients that are also being serviced by Human Services due to age, income, disability and other issues. Many Code Enforcement -related issues are, at their core, due to issues such as age and income. Additional collaboration between Code Enforcement and Human Services - in a creative outside -the box way, may result in better outcomes for the broader community. Case #2: Helping Veterans in Tukwila A newly -disabled, wheelchair-bound veteran was released from the hospital and found that, during his extended hospital stay, his rent was unpaid and he was scheduled to be evicted in three days. A Veterans Case Manager familiar with the City of Tukwila referred this resident, and staff was able to approve and expedite his rental assistance pledge through a human services -funded emergency assistance program at Catholic Community Services. Not only was the rent paid current and the eviction voided, but Catholic Community Services was able to leverage veterans funding to pay the subsequent months' rent, stabilizing this resident which allowed time for disability benefits to begin. The Play. Short-term: Now through 2018 1 Fully integrate within the Community Services and Engagement Division to include space sharing, identifying staff time savings, and cross training for additional human services support. 1 Hire full-time Human Services Specialist to assist with direct service referrals and provide administrative support to CS&E division. Overhaul and revamp RFP process for 2019/2020 budget cycle to reduce paperwork, bureaucracy and workload associated with the process. 1 Develop process for engagement on RFPs that includes stakeholders from outside the Human Services Advisory Board to ensure widespread input. 1 Review City funding in the four service areas (wellness, housing, food security, and support for independence), determine if each area is adequately resourced, and identify recommendations for the 2019/2020 budget. Identify areas for enhanced flexible spending, develop pilot program and associated policies, and ensure adequate oversight. Operationalize this effort in 2018. 1 Continue to grow internal partnerships, specifically with Code Enforcement, Court, Fire and Police; identify potential pilot project(s) for the 2019/2020 budget cycle. Audit City's Minor Home Repair program for efficiency, in-kind costs, long-term viability of partnership and need, and present results to the Human Services Advisory Board and City Council as a part of the 2019/2020 budget process. M ed.iuvn-tervn: 2019/2020 Contract with an outside organization to perform a Community Needs Assessment, to better under- stand Tukwila's human services needs and future trends, in preparation for the 2021/2022 budget. 1 Implement pilot project(s) on creative problem solving; measure and evaluate prior to formation of the 2021/2022 budget to determine if it should move forward; alter course as needed. 1 Implement enhanced flexible spending effort; audit and report out prior to 2021/2022 budget process. I Automate various forms, spreadsheets, etc., to reduce paper, staff time and ensure better record keeping; partner with TIS to best utilize technology. I Review City funding in the four service areas (wellness, housing, food security, and support for independence), determine if each area is adequately resourced, and identify recommendations for the 2021/2022 budget. I Continue to grow external partnerships; identify pilot project(s) for the 2021/2022 budget cycle. I Analyze Minor Home Repair program to determine effects on the 2021/2022 budget I Develop a Human Aervices annual report to better tell the story of what offerings the City provides and the impact in the lives of Tukwila residents. tong -terve: 2021 and beyond Ensure future walk-in clients are seen in a centralized, open area with additional staff present and not a private office. Update Human Services plan. I Implement pilot project(s) on creative problem solving with external partner(s); measure and evaluate prior to formation of the 2023/2024 budget to determine if it should move forward; alter course as needed. Coictusioi As the City of Tukwila continues to strive for a stable, healthy and vibrant community, it continues to seek comprehensive solutions that address a wide variety of resident needs. It is critical that the City remains nimble in its provision of human services, embrace new policy and funding opportunities, and closely follow changing demographic, economic and educational trends in Tukwila. Key to this is ongoing cross -departmental collaboration, engaging and supporting agency partners that are innovative, creative and results -based, and strengthening the City's internal, community, agency, faith -based and employment partnerships. Case #3: Helping Residents with. Disabilities Human Services staff often receives referrals from the Tukwila Fire and Police Departments when personnel are in residents' homes and discover an issue that requires social service support. A disabled resident was caregiver to her very disabled mother whose health was declining. With frequent, non -emergent calls to the Tukwila Fire Department (TFD), it became clear that the caregiver was no longer able to provide for her mother's deteriorating health. TFD made a referral to human services staff who engaged with the caregiver. Upon learning that the Department of Social and Health Services (DSHS) was involved, Human Services staff was able to alert the patient's DSHS Case Worker and further engage a case manager from Aging and Disability Services. After a year and a half of on again, off again TFD response, follow-up and outreach, the caregiver finally accepted help and got her mother in more suitable living environment that was healthier for them both and ended the non -emergent calls to TFD from this family. Partner in Employment construction training 8 142 Category Agency/Program Award Program District MOUICity 2017-18 27% Wellness (Physical, Mental, Dental, Well-being): 35.5% Mental Health counseling, trauma recovery, Crisis Clinic 24 hour Crisis Line 2,620 crisis mental health support, f/u appointments with counselors wig 24 hrs Auburn tangible needs for Showalter students, medical Crisis Clinic Teen Link MOU 1,500 suicide prevention for Foster students/peer to peer hotline Auburn & dental for under/un insured Communities in Schools 3,000 funds staff @ Showalter to provide tangibles for students in need - new (pending) 3,000 DAWN CAP/Crisis Line 4,000 advocacy, 1 to 1 support, group, safety planning, legal support Renton Healthpointe Dental Care MOU 4,550 dental appointments for under/uninsured residents Covington Healthpointe Primary Medical Care MOU 5,000 medical appointments for under/uninsured residents Covington Institute for Family Development/PACT 21,600 In-home counseling for kids at risk of CPS involvement (intense 40 hrs program -hi needs kids) 21,600 KC Sexual Assault Resource Center 8,300 crisis intervention, medical, legal, counseling support & advocacy Renton RAYS mental health counseling 55,092 mental health counseling in all 5 schools 55,092 RAYS drug & alcohol counseling 31,330 mental health, drug assessment & counseling at Foster 31,330 SKCPH-Mobile Dental Van 2,000 free dental van for homeless in Tukwila YWCA - Kids DV 4,326 1 on 1 counseling for kids who've witnessed dv (can bring to schools) YWCA - DV 5 000 community advocacy for victims of DV subtotal 146,316 Housing: 28% Homelessness prevention (legal/financial) AYR/Nexus 2,500 Outreach & resources to homeless 12-24 yr olds hygiene/clothing, shelter, long/short term CCS Emergency Assistance 22,700 1 time financial assistance for rent or utilities (50/50 admin/direct) transitional DAWN Shelter 7,000 confidential DV shelter for women with/without children Renton Hospitality House 5,000 9 bed women only shelter in Burien KC Bar Foundation 3,500 free legal help at RJC for residents facing eviction Mu10 Service Cntr Financial Assistance 45,000 1 time financial assistance for rent or -utilities (27/73 admin/direct) MSC Emergent/Transitionl Housing 4,000 shelter housing access is thru 2-1-1, KC CEA (Coord Entry for All) Burien Renton Ecumenical Hope Shelter 2,900 day shelter for homeless women/families (showers, hygiene, laundry, meals) Sound Mental Health 15,000 outreach to homeless adults with multi barriers (mental, physical, addiction) Way Back Inn Transitional Housing 9 000 4 Tukwila units (3 ind houses) for up to 3 months for homeless families subtotal 116,600 Food Security: 10.5% Increased emergent access to healthy, Emergency Feeding Program 2,000 emergency food bags in locations throughout KC (HS office too) food, delivered frozen meals to frail, isolated Senior Services Meals on Wheels MOU 7,999 frozen meals delivered to low-income, frail, housebound seniors Renton seniors Tukwila Pantry 35 000 Food bank subtotal 44,999 &mart 26% Training. mentoring FSL. Case management Childcare Resources MOD 5 000 referrals to licenssed childcare/training for child care providers Burien transportation. citizenship. childcare referral & Crisis Clinic 7.1-1 - MOU 1 500 referrals to all social services/non-profits in KC Auburn training: support grassroots non -profits increase gowth/ ANEW 10 000 12 week training in man & construction - new capacity Children's Therapy MOU 6.750 ot. pt, feeding. speech therapy to 0-3 yr olds with neuro-dev disabilities Tukwila '0 0 70 tDzi mco - m FE-, i i ii m ii ii " a o' p o m Q, z -•-cD c `D -* -0 `o O Qc -, o -C a• Q CO ,-. "S c o •s- QS- m cc:t' Q co -co i o Circulo de Mamas 2,000 drivers license training for Latina's-no previous funds parellel process Global to Local 7,000 promote leadership w/i immigrant/refugee communities, focus on healthy living Kona Kai 10.000 no contract until Tuk Village space is complete - new (pending) Literacy Source - ESL Samara 10,500 English classes at Tukwila Library Lutheran Community Services 5,000 broad programming, counseling, prevention, education focus on imm/refugees Mother Africa 3,000 cult/ling appropriate referral identification & case management-pare/let process Partner in Employment (PIE) 5,000 career navigation, job placement & retention, focus on refu/imm-parellel process Puget Sound Training Center 5,000 offers variety of training programs, case management, job placement - new ReWA - Family Support 21,200 cult/ling appropriate case management, eviction prevention (33% direct) Somali Youth and Family Club 10,000 cul/ling approp case mang, early childhood learning, citizenship, referral - new Senior Services Volunteer Transportation 2,860 free rides to med appts for low-income frail, isolated seniors Renton SKCHS- Capacity Building Project 5 000 support for non profits with boards and capacity building subtotal 109,810 Total spent 419,727 111,022 Appendix B CDBG Minor Horne Repair Cost Analysis 10 144 COAG Funding Total award actual award actual spent Funding Tukwila over/under $S spent $S value of minus value d households Year Award gggpf per year In -Kind of in-kind served /undue Notes & 2016 30,625 8,321 22,304 33,179 -10,875 12 Figured at 20% of EB income for 6 mo and 25% of SH income for 6 mo (at current salary) 2017 cal yr 2015 28,875 -2,172 31,047 37,362 -6,315 21 Figured at 20% of EB income - and 10% of SH income 2016 calendar year & 2014 28,875 11,784 17,091 36,123 -19,032 14 Figured at 20% of EB income - and 10% of SH income 2015 calendar year & 2013 28,000 5,083 22,917 35,045 -12428 20 Figured at 20% of EB income - and 10% of SH income 2014 calendar year ' 2012 26 825 -1.039 27 864 35.572 -7.708 37 Figured at 20% of E8 income - and 10% of SH income 2013 calendar year Totals 143,200 21,977 121,223 177,281 -56,058 84 & = funds that did not get spent from orignal Tukwila award * = funds that were overspent (covered by MOU partners underspending) 10 144 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Development and Neighborhoods Committee FROM: Stacy Hansen, Human Service Program Coordinator CC: Mayor Ekberg DATE: November 1, 2017 SUBJECT: Lease for Way Back Inn, Gregor House ISSUE Staff discussed the development of a five-year lease with the Way Back Inn for Gregor House at CDN on October 25, 2017. Since there was committee consensus to move forward with a five- year lease, we are returning with the lease for review and approval to move forward. BACKGROUND The City has worked with the Way Back Inn organization for more than 15 years. Way Back Inn provides short term housing for homeless families with children at the properties they manage, including three properties owned by the City of Tukwila. Way Back Inn already has long-term leases for two other City of Tukwila owned homes: • Hartnett Manor, next to the Winter Garden has a 10 -year lease with the City, which ends in November of 2021. • Kennedy Cottage, near 42nd Ave. S. and Southcenter Boulevard, is currently in a five-year lease, which ends in October of 2018 The Gregor House is currently without a lease as it has been uncertain whether the property would be used for Tukwila Village or if the Tukwila School District wanted to purchase it. Both Tukwila Village and the District have confirmed there are no plans to purchase the property. DISCUSSION Recently Human Services prepared a memo for the Council outlining what activities were in place to address homelessness. The Way Back Inn was included as a provider to keep families from living on the street and offering a brief respite to help them return to permanent housing. In 2016, the Way Back Inn served 59 residents. 13 families moved in and 11 moved out successfully. In 2015 11 families exited with nine of them moving into permanent housing. Typically, families are provided 90 bed nights at Gregor House, resulting in more than 5,000 bed nights a year for families that might otherwise be homeless. Through the Human Services Division, the City contracts with the Way Back Inn for $9,000 a year to cover the utilities including, water, sewer, and waste management. They have been excellent stewards of the properties. FINANCIAL IMPACT A long-term lease would commit the City to use of this property for homelessness intervention/prevention and thus the property would not be available for any other development during the length of the lease. RECOMMENDATION Council committee is being asked to approve the 5 -year lease with the Way Back Inn on the Gregor House and consider this item at the December 11, 2017 Committee of the Whole meeting and Special Meeting to follow that same night. ATTACHMENTS Way Back Inn Gregor House Lease. 145 146 RESIDENTIAL LEASE AGREEMENT GREGOR HOUSE THIS AGREEMENT is made on January 1, 2018, between the City of Tukwila, a Washington municipal corporation, as "Lessor," and the Way Back Inn, a Washington non-profit, as "Lessee" (collectively, the "Parties"). WHEREAS, homelessness continues to be an issue for residents of the City of Tukwila and the greater community at large; and WHEREAS, Lessor, a Washington municipal corporation, has determined that the provision of transitional housing to homeless and impoverished members of the community serves a fundamental governmental purpose as it protects the public health, safety, and welfare; and WHEREAS, Lessee is a Washington non-profit corporation that provides temporary and transitional housing to the homeless; NOW, THEREFORE, the Parties agree as follows: 1. PREMISES: Lessor shall lease to Lessee the residence currently situated at 14239 4211d Avenue South, Tukwila, Washington ("Premises"). 2. TERM: The term of this lease shall be for five (5) years, commencing on January 1, 2018, and shall terminate on December 31, 2022, in accordance with the termination provisions set forth in paragraph 19, unless sooner terminated as a result of Lessee's default hereunder. The Lessor reserves the right to terminate the lease prior to the completion of the one-year term at any time for any reason with ninety (90) days' notice. 3. POSSESSION: Lessee shall be deemed to have accepted possession of the leased premises in an "as -is" condition. Lessor has made no representations to Lessee respecting the condition of the lease premises. 4. CONSIDERATION: In consideration of Lessee providing housing to homeless members of the Tukwila community, Lessee may occupy the leased premises rent free for the duration of this Lease; provided, Lessee shall make any and all necessary improvements to the Premises, including the residence located thereon, at Lessee's sole expense. Such improvements shall not be commenced without the express written consent of Lessor and shall be subject to final inspection and the approval of the Lessor. Further, Lessee shall pay all costs associated with or arising out of the maintenance and operation of the leased Premises as set forth herein. 5. USE: Lessee shall use the leased premises to provide free, temporary single-family dwellings for homeless families with children whose income falls below 50% of the King County median household income, and all current uses incidental thereto, Page 1 of 5 147 and for no other purpose without first obtaining Lessor's prior written consent. Families housed by Lessee at Lessee shall screen all housing applicants to ensure that applicants meet the income qualifications set forth herein. Lessee shall provide Lessor with an annual report each year reflecting data regarding the populations served by Lessee at the Premises. 6. LESSEE MAINTENANCE AND REPAIR RESPONSILIBITY: Lessee shall, when and if needed, at Lessee's sole expense, make any and all necessary repairs to the leased premises and every part thereof. Lessee shall maintain the leased Premises in neat, clean, sanitary condition. Lessee shall surrender the leased Premises to Lessor in good condition upon the termination of this lease, reasonable wear and tear expected. 7. UTILITIES: Lessee shall pay prior to delinquency for all heat, light, water, and other utility services supplied to the leased premises. 8. ALTERATIONS AND ADDITIONS BY LESSEE: After obtaining the prior consent of Lessor, Lessee may make, at its sole expense, such additional improvements or alterations to the leased premises, which it may deem necessary or desirable. Any repairs or new construction by Lessee shall be done in conformity with plans and specifications approved by Lessor. All work performed shall be done in a workmanlike manner and shall become the property of the Lessor. 9. LIENS: Lessee shall keep the leased premises free from any liens arising out of any work performed, materials furnished, or obligations incurred by Lessee. 10. INSURANCE: Lessee shall procure and maintain for the duration of this Lease, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the Lessee's operation and use of the leased Premises. Lessee's maintenance of insurance as required by this Agreement shall not be construed to limit the liability of the Lessee to the coverage provided by such insurance, or otherwise limit the Lessor's recourse to any remedy available at law or in equity. Lessee shall maintain Commercial General Liability insurance written with limits no less than $1,000,000 each occurrence, $2,000,000 general aggregate. Commercial General Liability insurance shall be at least as broad as Insurance Services Office (ISO) occurrence form CG 00 01 and shall cover premises and contractual liability. The Lessor shall be named as an additional insured on Lessee's Commercial General Liability insurance policy using ISO Additional Insured -Managers or Lessors of Premises Form CG 20 11, or a substitute endorsement providing at least as broad coverage. Lessee shall also maintain property insurance, which shall be written covering the full value of Lessee's property and improvements with no coinsurance provisions. Property insurance shall be written on an all risk basis. The Lessee's Commercial General Liability insurance policy or policies are to contain, or be endorsed to contain, that they shall be primary insurance as respect the Lessor. Any Insurance, self-insurance, or self-insured pool coverage maintained by the Lessor shall be excess of the Lessee's Page 2 of 5 148 insurance and shall not contribute with it. Insurance is to be placed with insurers with a current A.M. Best rating of not less than A: VII. Lessee shall furnish the Lessor with original certificates and a copy of the amendatory endorsements, including, but not necessarily limited to, the additional insured endorsement, evidencing the insurance requirements of the Lessee. Lessee and Lessor hereby release and discharge each other from all claims, losses and liabilities arising from or caused by any hazard covered by property insurance on or in connection with the premises or said building. This release shall apply only to the extent that such claim, loss or liability is covered by insurance. The Lessee shall provide the Lessor with written notice of any policy cancellation within two (2) business days of their receipt of such notice. Failure on the part of the Lessee to maintain the insurance as required shall constitute a material breach of lease, upon which the Lessor may, after giving five (5) business days' notice to the Lessee to correct the breach, terminate the Lease or, at its discretion, procure or renew such insurance and pay any and all premiums in connection therewith, with any sums so expended to be repaid to the Lessor on demand. If the Lessee maintains higher insurance limits than the minimums shown above, the Lessor shall be insured for the full available limits of Commercial General and Excess or Umbrella liability maintained by the Lessee, irrespective of whether such limits maintained by the Lessee are greater than those required by this contract or whether any certificate of insurance furnished to the Lessor evidences limits of liability lower than those maintained by the Lessee. During the term of this Lease, the Lessor shall maintain all-risk property insurance covering the residence located on the Premises for its full replacement value. Lessee expressly agrees that should damage arise to the Premises or residence that is covered by Lessor's insurance but not Lessee's, Lessee shall reimburse Lessor for the cost of Lessor's deductible. Such reimbursement shall be made within thirty (30) days of Lessor's written request for reimbursement. 11. INDEMNIFICATION: The Way Back Inn hereby releases, discharges, defends, indemnifies and holds harmless the Lessor, and its agents, contractors, and others from any and all claims, costs (including attorneys' fees), and liability, arising in any manner, including, but not limited to, those arising from injury or death to persons or damage to property occasioned by any act, omission or failure of the Way Back Inn, its officers, agents or employees, whether they be direct or indirect. 12. ASSIGNMENT AND SUBLETTING: Lessee shall not assign this lease or any part thereof, either by operation of law or otherwise, without first obtaining the prior written consent of Lessor. 13. DEFAULT: Failure by Lessee to observe or perform any of the covenants, conditions, or provisions of this lease, where such failure shall continue for a period of ten (10) days after written notice from Lessor to cure the default, shall Page 3 of 5 149 constitute a default and breach of the lease by the Lessor. Lessee shall notify Lessor promptly of any default not by its nature necessarily known to Lessor. 14. ACCESS: Lessee shall permit Lessor to enter the leased premises at reasonable times for the purpose of inspecting the leased premises and ascertaining compliance with the provisions hereof by Lessee, but nothing herein shall be construed as imposing any obligation on Lessor to perform any such work or duties. Lessor reserves the right to property inspection and testing for the Lessor's future development purposes. Lessor will give Lessee at least forty-eight (48) hours' notice in the event of access needed for property testing. 15. COMPLIANCE WITH LAWS, RULES AND REGULATIONS: Lessee shall, at its sole cost and expense, promptly comply with all laws, statutes, ordinances, and governmental rules, regulations or requirements now in force or which may hereafter be in force relating to or affecting the conditions, use, or occupancy of the leased premises. Lessee shall faithfully observe and comply with the rules and regulations that Lessor shall from time to time promulgate, including, without limitation, those regulations affecting signage on the Property. 16. PERMITS: Lessee shall, at its sole cost and expense, be responsible for obtaining any permits or licenses that are necessary to perform the work and covenants of this lease Agreement. 17. PROPERTY TAXES: Lessor shall be responsible for keeping all property taxes paid and up to date. 18. NOTICE: All notices under this lease shall be in writing and shall be effective when mailed by certified mail or delivered to Lessor at the address below stated, or to Lessee at the address below stated or to such other address as either party may designate from time to time: LESSOR: City of Tukwila LESSEE: Way Back Inn Attn: Mayor's Office PO Box 621 6200 Southcenter Boulevard Renton, Washington 98057-0621 Tukwila, Washington 98188 19. TERMINATION: Either party has the right to terminate this Agreement if the other party is in default of any material obligation or representation of this lease which default is incapable of cure, or which being capable of cure, is not cured within ten days after receipt of written notice of such default. 20. GENERAL PROVISIONS: A. TIME IS OF THE ESSENCE OF THIS LEASE. B. In the event of any action or proceeding brought by either party against the other under this lease, the prevailing party shall be entitled to recover for the Page 4 of 5 150 fees of its attorneys in such action or proceeding, including costs of appeal, if any, in such amount as the court may adjudge reasonable attorneys' fees. For the purposes of this provision, the terms "action" or "proceeding" shall include arbitration, administrative, bankruptcy, and judicial proceedings, including appeals therefrom. C. This lease shall be construed and governed by the laws of the State of Washington. D. Upon termination of this lease, Lessee shall surrender all keys to the Lessor at the place then fixed for notice. 21. AUTHORITY OF LESSEE: Lessee, and each individual executing this lease on behalf of Lessee, represent and warrant that he/she is duly authorized to execute and deliver this lease, and that this lease is binding upon Lessee in accordance with its terms. 22. WAIVER AND FORBEARANCE: No waiver by Lessor of any breach or default by lessee of any of its obligations or agreement or covenants herein, shall be deemed to be a waiver of any subsequent breach or default of the same or any other covenant, agreement or obligation, nor shall forbearance by Lessor to seek remedy for any breach or default of Lessee be deemed a waiver by Lessor or its rights and remedies with respect to such breach or default. THIS LEASE IS SUBJECT TO ACCEPTANCE BY LESSOR. IN WITNESS THEREOF, the parties hereto have executed this Lease the date and year above written. CITY OF TUKWILA: WAY BACK INN: By: By: Its: Its: Date: Date: APPROVED AS TO FORM: Office of the City Attorney Page 5 of 5 151 152