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HomeMy WebLinkAboutREG 2018-07-16 COMPLETE AGENDA PACKETTukwila City Council Agenda ❖ REGULAR MEETING ❖ Allan Ekberg, Mayor Councilmembe►s: ❖ Dennis Robertson •3 Kathy Hougardy David Cline, CityAdministrator ❖ De'Sean Quinn •:• Kate Kruller Verna Seal, Council President + Thomas McLeod ❖ Zak Idan Monday, July 16, 2018; 7:00 PM • Ord #2582 • Res #1939 1. CALL TO ORDER / PLEDGE OF ALLEGIANCE / ROLL CALL 2. SPECIAL a. PRESENTATIONS b. 3. PUBLIC COMMENTS 4. CONSENT AGENDA Oath of Office to Joshua Kelch on promotion to Fire Captain. Jay Wittwer, Fire Chief. Update on July 4 events from Police and Fire Departments. Jay Wittwer, Chief; and Brian Lucero, Captain; Fire Department Jon Harrison, Commander, Police Department Pg.1 At this time, you are invited to comment on items not included on this agenda (please limit your comments to five minutes per person). To comment on an item listed on this agenda, please save your comments until the issue is presented for discussion. (Refer to back of agenda page for additional information.) a. Approval of Minutes: 7/2/18 (Regular) b. Approval of Vouchers c. A resolution declaring certain fleet vehicles and equipment surplus and Pg.5 authorizing their sale or disposal. [Reviewed and forwarded to Consent by the Transportation and Infrastructure Committee on 7/9/18.] d. A resolution declaring a 2007 Ford Crown Victoria and a 2005 Honda Pg.19 GL1800 motorcycle surplus and authorizing their sale to the town of Winthrop, Washington. [Reviewed and forwarded to Consent by the Transportation and Infrastructure Committee on 7/9/18.] e. Authorize the Mayor to sign a Memorandum of Agreement with Pg.31 Comcast for the 53rd Avenue South Project (South 144th St. to South 137th St.). [Reviewed and forwarded to Consent by the Transportation and Infrastructure Committee on 7/9/18.] f. Authorize the Mayor to sign a lease with Tukwila Village Development Pg.49 Associates for the Tukwila Village Commons and Plaza. [Forwarded to Consent by the Committee of the Whole on 7/9/18.] g. Authorize the Mayor to sign Change Order No. 3 to contract #17-090 Pg.51 with Active Construction, Inc., for the 42nd Avenue South Phase 3 and Gilliam Creek Culvert Replacement Projects in the amount of $2,428,504.03 (plus tax). [Forwarded to Consent by the Committee of the Whole on 7/9/18.] h. Lodging tax funding applications: Pg.53 (1) Approve a 2018 lodging tax application from the Museum of Flight for the Veterans Day Vietnam War Memorial in the amount of $50,000 from lodging tax funds. (2) Approve a 2018 lodging tax application from the City of Tukwila for Drag Queen Bowling in the amount of $5,000 from lodging tax funds. [Reviewed and forwarded to Consent by the Community Development and Neighborhoods Committee on 7/10/18.] (continued...) REGULAR MEETING July 16, 2018 Page 2 5. UNFINISHED BUSINESS A resolution amending Resolution No 1784 to adopt an amended 2012 City of Tukwila Strategic Plan. Pg. 79 6. NEW BUSINESS Authorize the Mayor to sign a contract with Gartner, Inc., for technology research and advisory services in the amount of $92,259.33 (plus tax). Pg.235 7. REPORTS a. Mayor b. City Council c. Staff - City Administrator Report and 2018 2nd Quarter Work Plan update d. City Attorney e. Council Analyst - Monthly Report from the Program Management Quality Assurance (PMQA) provider for the Public Safety Plan Pg.255 Pg.265 8. MISCELLANEOUS 9. EXECUTIVE SESSION — Pending Litigation — Pursuant to RCW 42.30.110(1)(i) — 30 minutes Potential action to follow in the open meeting. 10. ADJOURNMENT Tukwila City Hall is ADA accessible. Reasonable accommodations are available at public hearings with advance notice to the City Clerk's Office (206-433-1800 or TukwilaCitvClerk©TukwilaWA.aov). This agenda is available at www.tukwilawa.aov. and in alternate formats with advance notice for those with disabilities. Tukwila Council meetings are audio/video taped (available at www.tukwilawa.aov) HOW TO TESTIFY When recognized by the Presiding Officer to address the Council, please go to the podium and state your name and address clearly for the record. Please observe the basic rules of courtesy when speaking and limit your comments to 5 minutes. The Council appreciates hearing from citizens and members of the public, and may not be able to answer questions or respond during the meeting. PUBLIC COMMENTS Members of the public are given the opportunity to address the Council on items that are NOT included on the agenda during PUBLIC COMMENTS. Please limit your comments to 5 minutes. If you have a comment on an Agenda item, please wait until that item comes up for discussion to speak on that topic. SPECIAL MEETINGS/EXECUTIVE SESSIONS Special Meetings may be called at any time with proper public notice. Procedures followed are the same as those used in Regular Council meetings. Executive Sessions may be called to inform the Council of pending legal action, financial, or personnel matters as prescribed by law. Executive Sessions are not open to the public. PUBLIC HEARINGS Public Hearings are required by law before the Council can take action on matters affecting the public interest such as land -use laws, annexations, rezone requests, public safety issues, etc. Section 2.04.150 of the Tukwila Municipal Code states the following guidelines for Public Hearings: 1. The proponent shall speak first and is allowed 15 minutes for a presentation. 2. The opponent is then allowed 15 minutes to make a presentation. 3. Each side is then allowed 5 minutes for rebuttal. 4. Members of the public who wish to address the Council may speak for 5 minutes each. No one may speak a second time until everyone wishing to speak has spoken. 5. After each speaker has spoken, the Council may question the speaker. Each speaker can respond to the question, but may not engage in further debate at that time. 6. After the Public Hearing is closed and during the Council meeting, the Council may choose to discuss the issue among themselves, or defer the discussion to a future Council meeting, without further public testimony. Council action may only be taken during Regular or Special Meetings. COUNCIL MEETING SCHEDULE No Council meetings are scheduled on the 5th Monday of the month unless prior public notification is given. Regular Meetings - The Mayor, elected by the people to a four-year term, presides at all Regular Council Meetings held on the 1st and 3rd Mondays of each month at 7:00 p.m. and Special Meetings. Official Council action in the form of formal motions, adopting of resolutions and passing of ordinances can only be taken at Regular or Special Council meetings. Committee of the Whole Meetings - Councilmembers are elected for a four-year term. The Council President is elected by the Councilmembers to preside at all Committee of the Whole meetings for a one-year term. Committee of the Whole meetings are held the 2nd and 4th Mondays at 7:00 p.m. Issues discussed there are forwarded to Regular or Special Council meetings for official action. City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: City Council FROM: Jay C. Wittwer, Fire Chief and Bruce Linton, Police Chief BY: Jay C. Wittwer, Fire Chief CC: Mayor Ekberg DATE: 07/11/18 SUBJECT: July 4, 2018 Fireworks Update ISSUE The Fire and Police Departments worked together to insure that the 4th of July events and activities took place in a safe and sane manner. This joint report will highlight the efforts of the city of Tukwila during the days leading up to this holiday as well as the events that took place on the day of July 4, 2018. BACKGROUND Statistics have been gathered starting in 1999 regarding fireworks calls for service, this data set will be shared with the Tukwila City Council. These statistics are used to gauge the success of our efforts. DISCUSSION The report will outline the data set shared with council. Discussions will also explore trends in the region and efforts made by the Fire and Police Departments to keep our communities safe. RECOMMENDATION This is provided for information only, no Fire or Police Department recommendations made. ATTACHMENTS Fireworks 2018 report 1 2 Fireworks Calls for Service 00 O O r-1 r -I N d- N LftN N. O O M O Ll N r N CO O r -I N O N) -I )-I CO CO N Lfl r1 O N O N Lf) N N t0 N CO O N N -I d' N N drN M %-i (NJrr1MO i—i O NM N N Oill c1 N c1 c-1 m c-1 M N r -I .-1 N O CO M N N 0 N 0 I -I O c N O N l0 N N dr N al 0 T-1 c-1 N O N N 01 LD m N 00 0 M c CI M- N lD N N 0 O M N CO tox-I CO N LO 0 N O r -I CO N Lf) )-I N Lfl O `� `�lf) ^ N CO 00 N 0 CO N d' l0 l0T-I O N `i M 0 l0 N .-1 cr N lD N N 0 c-1 M ,-1 l0 1-1 l0 N Ol L.l1 N 0 O O M M M lDcr ,-1 lij N O 0 O O N N0 ca) M 00 N al Qr1 O M O Or -i d- CO N rn N O M 1-1 N M dr Lfl r0 ++ LO LO LO N N N N N I- 00 Lo O O N O 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 3 COUNCIL AGENDA SYNOPSIS Initials Meeting Date I Prepared by 1 Mayor's review Council review 07/16/18 1 HH iJI/ ( '..� l' ❑ Public Hearing Mtg Date ❑ Other Mtg Date ►1 Resolution Mtg Date 07/16/18 SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ IT ❑ P&R ❑ Police ►'1 PTV SPONSOR'S The Fleet Department has identified 22 vehicles or pieces of equipment that have outlived SUMMARY their service life and are no longer needed by the City. All of the equipment is fully depreciated and are currently valued at $47,300.00. Most of the vehicles require extensive repairs and will be sold "as is" at auction. Council is being asked to approve the Resolution declaring the 22 vehicles and equipment as surplus and authorize their sale. REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ F&S Cmte ❑ Utilities Cmte ❑ Arts Comm. ❑ Parks Comm. DATE: 07/09/18 COMMITTEE CHAIR: THOMAS ►1 Transportation Cmte ❑ Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE I Unanimous Approval; Forward to Regular Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $0.00 $0.00 $0.00 ITEM INFORMATION ITEM NO. STAFF SPONSOR: HENRY HASH ORIGINAL AGENDA DATE: 07/16/18 AGENDA ITEM TITLE Resolution Declaring 22 Vehicles and Pieces of Equipment as Surplus CATEGORY ❑ Discussion Mtg Date ❑ Motion Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date ►1 Resolution Mtg Date 07/16/18 SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ IT ❑ P&R ❑ Police ►'1 PTV SPONSOR'S The Fleet Department has identified 22 vehicles or pieces of equipment that have outlived SUMMARY their service life and are no longer needed by the City. All of the equipment is fully depreciated and are currently valued at $47,300.00. Most of the vehicles require extensive repairs and will be sold "as is" at auction. Council is being asked to approve the Resolution declaring the 22 vehicles and equipment as surplus and authorize their sale. REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ F&S Cmte ❑ Utilities Cmte ❑ Arts Comm. ❑ Parks Comm. DATE: 07/09/18 COMMITTEE CHAIR: THOMAS ►1 Transportation Cmte ❑ Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Public Works Department Unanimous Approval; Forward to Regular Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $0.00 $0.00 $0.00 Fund Source: 501 EQUIPMENT RENTAL/FLEET Comments: Approximate value of 22 pieces of equipment is $47,300.00 MTG. DATE RECORD OF COUNCIL ACTION 07/16/18 MTG. DATE ATTACHMENTS 07/16/18 Informational Memorandum dated 07/06/18 Resolution Exhibit A - 2018 Surplus Equipment Listing and photos Minutes from the Transportation and Infrastructure Committee meeting of 07/09/18 5 6 City of Tukwila Allan Ekberg, Mayor Public Works Department - Henry Hash, Director INFORMATIONAL MEMORANDUM TO: Transportation and Infrastructure Committee FROM: Henry Hash, Public Works Director BY: Bryan Still, Operations Manager CC: Mayor Ekberg DATE: July 6, 2018 SUBJECT: Resolution to Surplus City Equipment for 2018 ISSUE Approve Resolution authorizing the sale of surplus equipment no longer needed by the City. ANALYSIS/FISCAL IMPACT The Fleet Department has identified 22 pieces of equipment that have outlived their service life and are no longer needed by the City. These items still operate, but in some cases require extensive repairs and are no longer used by the City or too costly to overhaul. All of the pieces of equipment are fully depreciated and are currently valued at $47,300.00. Selling these pieces of equipment at auction in an "as is" condition is now the most practical solution for disposal. RECOMMENDATION Council is being asked to approve the Resolution declaring the 22 pieces of equipment as surplus and authorizing their sale and to consider this item on the Consent Agenda of the July 16, 2018 Regular Council Meeting. Attachments Draft Resolution Exhibit A Surplus Equipment Spreadsheet & Photos W:IShared Copy OnlylJeff Morton - Fleet12018 Auction & Se1112018 Auctionllnfo Memo 2018 Surplus Equipment 061118.docx 7 8 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF_ TUKWILA, WASHINGTON, DECLARING CERTAIN FLEET VEHICL:ES AND EQUIPMENT SURPLUS, AND AUTHORIZING THEIR SALE OR DIS-POSAL. WHEREAS, the City of Tukwila purchased the 22 vehibles.'and other pieces of equipment described and illustrated on Exhibit A, which were utilized.,oy various:'Qty departments, and WHEREAS, the 22 vehicles and other pieces ibr equipment deschbed and illustrated on Exhibit A have a total combined value of $47,300.00;;(and WHEREAS, the vehicles and other pieces of eq4bment described and illustrated on Exhibit A have outlived theft usefulness andl'A.-f.4,:irpoongeriabeded by the City of Tukwila's Fleet (Equipment Rental) Department or any other qty bbtiartmenf NOW, THEREFORE, THE CITY CI THECITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. Declaration 0,Surp14$-,,,.,,The''''22 vehicles and other pieces of equipment described and illustrated on the attached Exhibft'A are hereby declared surplus. Section 2, Fleet Dbpartrikent al4thorized to sell. The Fleet Department, as pari of the City's replacement program, is hefeby btitharized to sell the 22 vehicles and other pieces of equipment described and,illustratedn Exhibit A for the best available price, or properly dispose of those items it is unabletbsell. PASSED BY THE CIPCOGUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2018. ATTEST/AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk APPROVED AS TO FORM BY: Rachel B. Turpin, City Attorney Exhibit .A: 2018 Fleet Surplus List and Photos Verna Seal, Council President Filed with the City Clerk: Passed by the City Council: Resolution Number: WAVVord Processing \ResolutionslVehicles and equipment declared surplus 6-12-18 GLAjs Page 1 of 1 9 10 Surplus Equipment 2018 m O N V) O O N fA $ 2,000.00 $ 1,200.00 $ 1,200.00 o CO N EA o N ,- fA O . O N OA,- AN $ 800.00 $ 2,200.00 O O O N- $ 2,700.00 $ 3,000.00 $ 2,800.0)0 O O O O CO .- O O 0 ,- TS 1,800.00 2FABP7BV2BX177200 —1— 53017D $ 1,800.00 M ti nr al N Z J Q Z 1462EX X W O X WO.,- N 25167D ❑ rn 0 N 38271 D (U/C ABK3864) 38359D ❑ Lc, N M 25165D 04873D G] CO o7v M N 50256D ❑ CO M LO ❑ LO N— LO 53012D Serial Number PG0548-575021 WOOTURF006659 TAG# OR1852 WOOTURF006706 TAG# OR1851 J KAKZC P2OS B513368 JKAKZCP23KB506477 White 1HFSC47H28A711696 White 2G1WL52K1W9277843 Green 1FAFP5820YG167704 Met. Beige 1FAFP53295A120631 White 1 FAFP53215A120638 2G1WF55K219289981 Dark Blue 111FBSS31L4WHB36918 1 G BG R34J7J J 132634 2FTH F25G1 TCA48655 2FABP7BV6AX136700 2FABP7BV2BX177195 2FABP7BV6BX177197 2FABP7BV8BX177198 Black/ White Black/ White Y CO t . T O U C7 mFa 3 Grn/Ylw White White d Pacific Blue I L Black/ White Description CART, Club Car Carry -all Utility, John Deere Turf Gator Utility, John Deere Turf Gator Motorcycle, Kawasaki KZ1000P14 Patrol, Ford Crown Victoria AFV Patrol, Ford Crown Victoria AFV Patrol, Ford Crown Victoria AFV Patrol, Ford Crown Victoria AFV Patrol, Ford Crown Victoria AFV SUV, Ford Expedition XLT SSV 4x4 Bus, Ford E450 21 -Passenger O N O N r O N r O N 2011 2007 000.07.571.205 45.95 2006 .n O N rn rn 0) rn rn O u) rn O) 2000 2005 2005 , h 0 0 a 2 oS c 411.00.576.680.45.95 411.00.576.680.45.95 411.00.576.680.45.95 000.10.521.220.45.95 000.10.521.220.45.95 000.10.521.220.45.95 000.10.521.220.45.95 000.10.521.220.45.95 000.10.521.220.45.95 000.11.522.400.45.95 • w$ C E 2 1062 1063 1064 O 1075 0 o M C) 0 1158 (O (O N O M u, M 1735 1737 1738 1739 PD PATROL 1740 FD TRAINING 5569 RECREATION 8900 000 0 LI- 0 0 J CC < a ❑ 11 J 0 CC < Q a 0 a PD PATROL FD ADMIN ADMIN PD INVEST / MAJOR CRIMES FD ADMIN EQUIP RENTAL RECREATION STREET MAINT IPARKS MAINT PD PATROL PD PATROL PD PATROL PD PATROL PD PATROL 11 12 2018 Auction Vehicles Exhibit A 1062, 2005 Club Car Carry All dump bed S/N: PG0548-575021 Value $2,000 1063, 1999 John Deere Turf Gator S/N: WOOTURF006659 Value $2,000 1064, 1999 John Deere Turf Gator S/N: WOOTURF006706 Value $2,000 1070, 1995 Kawasaki KZ1000P14 with spare parts 37,030 miles VIN: JKAKZCP205B513368 Value $1,200 iltrEL,10001'-‘18'111.L 1075, 1989 Kawasaki KZ1000-P8, with spare parts 57,715 miles VIN: JKAKZCP23KB506477 Value $1,200 2018 Auction Vehicles Exhibit A 1084, 2008, Honda Goldwing GL1800 93,691 miles VIN: 1HFSC47H28A711696 Value $2,800 1101, 1999 Chevy Lumina 86,869 miles VIN: 2G1WL52K1W9277843 Value $1,200 14 1133, 2000 Ford Taurus Wagon 56,591 miles VIN: 1FAFP5820YG167704 Value $2,000 1151, 2005 Ford Taurus 129,340 miles, needs transmission VIN: 1FAFP53195A120631 Value $800 1158, 2005 Ford Taurus 75,836 miles VIN: 1FAFP53215A12063 Value $2,200 2 2018 Auction Vehicles Exhibit A 1166, 2001 Chevy Impala 102,921 miles, transmission input shaft seal leak VIN: 2G1WF55K219289981 Value $1,000 1202, 1998 Ford Club Wagon 30,183 miles VIN: 1FBSS31L4WHB36918 Value $2,700 1213, 1988 Chevy 3 ton Pickp dump 10,896 miles VIN: 1GBGR34J7JJ132634 Value $3,000 1215, 1996 Ford F250 dump 100,809 miles VIN: 2FTHF25G1TCA48655 Value $2,800 1730, 2010 Ford Crown Victoria, 94,156 miles VIN: 2FABP7BV6AX136700 Value $1,800 1735, 2011 Ford Crown Victoria VIN: 2FABP7BV2BX177195 Value $1,800 2018 Auction Vehicles Exhibit A 1737, 2011 Ford Crown Victoria VIN: 2FABP7BV6BX177197 Value $1,800 1738, 2011 Ford Crown Victoria 90,700 miles VIN: 2FABP7BV8BX177198 Value $1,800 1739, 2011 Ford Crown Victoria 100,262 miles VIN: 2FABP7BVX177199 Value $1,800 16 1740, 2011 Ford Crown Victoria 98,971 miles VIN: 2FABP7BV2BX177200 Value $1,800 5569, 2007 Ford Expedition XLT 144,631 miles VIN: 1FMFU16567LA84191 Value $1,800 8900, 2006 Ford E450 21 -Passenger Bus, 29,079 miles VIN: 1FDXE45S16DA62361 Value $9,000 4 Transportation & Infrastructure Committee Minutes July 9, 2018 B. Resolution: Sale of Two Vehicles Staff is seeking Council approval of a resolution that would surplus a 2007 Ford Crown Victoria and a 2005 Honda GL1800 motorcycle and authorize the sale to the Town of Winthrop, WA in the amount of $4,721.00. Selling the two police vehicles to another municipality saves the City the cost of stripping the police lighting and equipment, estimated at around $3,504. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. C. Resolution: Surplus City Equipment Staff is seeking Council approval of a resolution that would authorize the sale of 22 pieces of surplus equipment. All are fully depreciated and currently valued at $47,300.00. Proceeds are returned to the corresponding department. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. D. Memorandum of Agreement: 53rd Avenue South (South 144th Street to South 137th Street? Staff is seeking Council approval of a Memorandum of Agreement with Comcast for construction cost sharing to underground the Comcast Cable Communications system on the 53rd Avenue South Project. The project design team worked with utility providers to incorporate their system requirements and design into the project. The costs for the City to install Comcast facilities will be reimbursed by Comcast based on the different components of the system and the total cost to be reimbursed is estimated to be $97,450.91. This agreement benefits both parties as it would be inefficient to use separate contractors. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. Miscellaneous: Sea Tac Airport Study Budget Proviso Staff updated the Committee on the status of the 2019 Budget Proviso for the SeaTac International Airport Impact Study. Since the Committee was last briefed on June 25, the City of Federal Way has agreed to contribute its share based upon the population distribution, although this has not been formalized in writing yet. Staff will brief the full Council and ask if there is support for Tukwila's contribution of $14,445.61 assuming Tukwila will give input into the scope as well as maintain an independent relation with the Department of Commerce. The City of SeaTac will serve as the fiscal agent on this project. FORWARD TO COMMITTEE OF THE WHOLE. E. Change Order: 42"d Avenue South Phase III and Gilliam Creek Culvert Replacement Staff is seeking Council approval of Change Order No. 3 with Active Construction, Inc. (ACI) in the amount of $2,428,504.03 for the 42nd Avenue South Phase III and Gilliam Creek Culvert Replacement Projects. If approved, this change order will resolve all outstanding claims and disputes arising from unexpected issues such as excessive ground water, utility conflicts, and weather. These challenges have resulted in construction delays and overruns, but substantial completion is expected to remain close to the originally planned date this Fall. Change Order No. 3 was agreed to by all parties following much negotiation, and represents a "Cost Plus" philosophy which means the contractor will be paid the true cost as well as a percentage, in this case 14%, for their profit. Settling the project in this manner will save around $1 million. Funds for additional costs will come from the 104 Fund, Utilities, and Surface Water. Councilmember McLeod asked how the Surface Water fund will be impacted, and staff replied that there will still be money available for projects, although not as many as planned. Staff has already seen the benefit of this approach and communicating well with the contractor. UNANIMOUS APPROVAL. FORWARD TO JULY 9, 2018 COMMITTEE OF THE WHOLE. 17 18 CO UNCIL AGENDA SYNOPSIS Initials Meeting Date ORIGINAL AGENDA DATE: 07/16/18 Prepared by Mayors review Council review _ 07/16/18 � HH 1/1/ (-;tip! 1 Q 'r ❑ Other Mtg Date /1 Resolution v„ , SPONSOR'S The Fleet Department has identified two vehicles that have outlived their service life and SUMMARY are no longer needed by the City. The equipment is fully depreciated and from previous auction sales, is estimated to be valued at $4,721.00. Selling the vehicles to another municipality will eliminate the need to strip the equipment for a significant savings in labor. Council is being asked to approve the Resolution declaring the two vehicles as surplus and authorize their sale to the town of Winthrop. REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ F&S Cmte ❑ Utilities Cmte ❑ Arts Comm. ❑ Parks Comm. DATE: 07/09/18 COMMITTEE CHAIR: THOMAS ►1 Transportation Cmte ❑ Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMII"TEE Public Works Department Unanimous Approval; Forward to Regular Consent Agenda ITEM INFORMATION ITEM No. STAFF SPONSOR: HENRY HASH ORIGINAL AGENDA DATE: 07/16/18 AGENDA ITEM TITLE Resolution Declaring to the town of Winthrop two Vehicles as Surplus and Authorizing their Sale CATEGORY ❑ Discussion Mtg Date ❑ Motion Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date /1 Resolution Mtg Date 07/16/18 SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ IT ❑ P&R ❑ Police /1 PIV SPONSOR'S The Fleet Department has identified two vehicles that have outlived their service life and SUMMARY are no longer needed by the City. The equipment is fully depreciated and from previous auction sales, is estimated to be valued at $4,721.00. Selling the vehicles to another municipality will eliminate the need to strip the equipment for a significant savings in labor. Council is being asked to approve the Resolution declaring the two vehicles as surplus and authorize their sale to the town of Winthrop. REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ F&S Cmte ❑ Utilities Cmte ❑ Arts Comm. ❑ Parks Comm. DATE: 07/09/18 COMMITTEE CHAIR: THOMAS ►1 Transportation Cmte ❑ Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMII"TEE Public Works Department Unanimous Approval; Forward to Regular Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $0.00 $0.00 $0.00 Fund Source: 501 EQUIPMENT RENTAL/FLEET Comments: Approximate value of two pieces of equipment is $4,721,00 MTG. DATE RECORD OF COUNCIL ACTION 07/16/18 MTG. DATE ATTACHMENTS 07/16/18 Informational Memorandum dated 07/06/18 Resolution Exhibit A - Surplus Equipment Sales History & Photos Letter dated June 25, 2018 from the town of Winthrop Minutes from the Transportation and Infrastructure Committee meeting of 07/09/18 19 20 City of Tukwila Allan Ekberg, Mayor Public Works Department - Henry Hash, Director INFORMATIONAL MEMORANDUM TO: Transportation and Infrastructure Committee FROM: Henry Hash, Public Works Director BY: Bryan Still, Operations Manager CC: Mayor Ekberg DATE: July 6, 2018 SUBJECT: Resolution to Surplus & Sell Two Vehicles for 2018 ISSUE Approve a Resolution to surplus a 2007 Ford Crown Victoria and a 2005 Honda GL1800 motorcycle and authorize the sale to the town of Winthrop, WA. BACKGROUND & ANALYSIS The Ford Crown Victoria has 10,000 more serviceable miles and the motorcycle is near the end of its lifecycle. They are both in safe and serviceable condition and may be transferred to another public agency per the City's disposal policy No. 300-07, section 2C. FISCAL IMPACT The average proceeds from auctions dating back to 2013 has been $1,507 for the Ford Crown Victoria and $3,214 for the Honda GL1800 motorcycle. Selling the vehicles to another municipal police agency would eliminate the need to strip the police lighting and equipment from the vehicles. Not stripping the vehicles of equipment would save Tukwila approximately $3,504 in labor ($1,392 for the Ford and $2,112 for the motorcycle). The two pieces of equipment are fully depreciated and are currently valued at $4,721.00. Selling these pieces of equipment to the town of Winthrop in an "as is" condition is now the most practical solution for disposal. RECOMMENDATION Council is being asked to approve the Resolution declaring the two pieces of equipment as surplus and authorizing their sale to the town of Winthrop and consider this item on the Consent Agenda of the July 16, 2018 Regular Council Meeting. Attachments: Draft Resolution Exhibit A Surplus Equipment Sales History & Photos Letter dated June 25, 2018 from the Town of Winthrop W:Shared Copy ()Nyder Morton . Fleet12D18 Auction 8 Se1112018 Sell Equipmen0Into Memo 2018 Equipment to be Sold 261218.docx 21 22 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ; DECLARING A 2007 FORD CROWN VICTORIA AND "2005 HONDA GL1800 MOTORCYCLE SURPLUS,AND AUTHORIZING THEIR SALE TO THE TOWN OF WINTHROP, WASHINGTON. WHEREAS, the City of Tukwila purchased seven patrol cars and three motorcycles to replace unit 1715, a 2007 Ford Crown Victoria, and unit 1083, a 2005 Honda GL1800 motorcycle; and WHEREAS, unit 1715 has a fair market value of $1,507 and unit 1083 has a fair market value of $3,214, and the two units are `no longer needed by the City of Tukwila's Police Department; and WHEREAS, under statutory authorization provided in RCW 39.33.010, the City of Tukwila may sell the vehicles to the Town of Winthrop, Washington, on such terms and conditions that may be mutually agreed upon; and WHEREAS, the Town Council of the Town of Winthrop, Washington, has authorized the purchase of units 1715 and 1083 for $4,721; and WHEREAS, the town of Winthrop's administration has sent an intent to purchase said equipment; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. Declaration of Surplus. Unit 1715, a 2007 Ford Crown Victoria (Vehicle Identification Number 2FAFP71 W47X111105); and unit 1083, a 2005 Honda GL1800 motorcycle (Vehicle Identification Number 1 HFSC47065A402545); both as illustrated on Exhibit A, are hereby declared surplus. Section 2. Mayor Authorized to Sell. The Mayor is hereby authorized to sell Unit 1715, a 2007 Ford Crown Victoria, and unit 1083, a 2005 Honda GL1800 motorcycle, both as referenced in Section 1, to the Town of Winthrop, Washington, for the mutually agreed upon full value of $4,721. W:IWord Processing\Resolutions\SurPlus vehicles -to Winthrop WA 6-26-18 GL:b}s Page 1 of 2 23 PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2018. ATTEST/AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk Verna Seal, Council President APPROVED AS TO FORM BY: Rachel Turpin, City Attorney Exhibit A: Photographs Filed with the City Clerk: Passed by the City Council: Resolution Number: W:\Word Processing\Resolutions\Surplus vehicles -to Winthrop WA 6-26-18 GL:bjs 24 Page 2 of 2 Net Proceeds 0 z ro a Ln Surplus and Sell Two Vehicles for 2018 E a) W — Ln O Ln aLra 31"1a Ln Ln 00 00 rl in O co Nn N Lin,-1,� N u-) .--1 N O N Q cD Ln Q Lc; r -I O N 00 m Lfl r -i Lel cO Li1 1.: m 4 00c0 Cf)N n co 00 Q1 m Cil Q m0') e-1 ‘—i r.... m m 63 m N cD 00 Ln O m N 3. H CNi. 44. N tl} t/} r -I ri N r9 m m (v1 ti -).if A A.A tt tn. IA. t!F AA AA AA. 2FABP7BV4BX177196 2011 Ford Crown Victoria Police Interceptor Sedan 4-Spd Auto 4.6L V8 A/C Repair 2FABP7BV3AX136699 Ford Crown Victoria 2FAFP71V78X120342 Ford Crown Victoria 2FABP7BV1AX136703 2FABP7BV3AX136704 2FAFP71W31X145060 2FAFP71WX2X157577 2FAHP71V38X139995 3- Ln 0 �© v © L L et Q 0 0 C C C 0 0 CO CO CO ❑ ❑ CU a a LI -1 in Ln C C L L L co 0 0 0 a a C▪ L lz CL Ln m L L L L a Q 2FAFP71W27X111104 2FAFP71V98X165296 2FAHP71W03X144444 1HFSC2202VA901404 1HFSC2204VA901162 a a a Q. + Q ▪ C C a a a a a v i— ,.. 4-- u u u �, }, 0 O o .6 C C CL Cl- CL a a 3 3 3 Cs coco Co V U V V V L 0 0 Lo o CL o ▪ u ra (13.m sa 55>bA bA 0 C c C C i? O O u a 2. 0 0 7 5 5 5 5 s„ cj Ca U C C C C 0 a o + 3 3 3 0 00 Q O O L L L 0 U u V c s CO CO 0 O O 30 a u c3 o C C m 0 0 0 0 0 0 0 0 0 0 -0 N N N u LLLLU 11 Z 2 C For Time Period All Time Generated 6/12/2018 8:03:26 AM PT 25 26 Exhibit A for Surplus and Sale of Equipment for 2018 1715, 2007 Ford Crown Victoria 89,000 mileage vin: 2FAFP71W47X111105 Value: $1,507 1083, 2005 Honda GL1800, 80,191 miles Vin: 1HFSC47065A402545 Value: $3,214 W:\Shared Copy Only\Jeff Morton - Fleet\2018 Auction & Se11\2018 Sell Equipment\Photos of Equipment to Sell 061218 docx 27 Post Office Box 459 Winthrop, WA 98862 June 25, 2018 TOWN OF WINTHROP Jeff Morton, Fleet Superintendent City of Tukwila 14000 Interurban Ave S Tukwila, WA 98168 RE: Interagency Purchase of Crown Vic and Honda GL1800 Dear Jeff: Phone (509) 996-2320 Fax (509) 996-9221 The Winthrop Town Council, at their June 20`h meeting, approved to purchase the City of Tukwila's surplus 2007 Ford Crown Victoria, in the amount of $1,507, and the surplus 2005 Honda GL 1800, in the amount of $3,214. Please invoice the Town of Winthrop for these items. The next Town Council meeting is July 3`d and 1 can have the payment approved and the check issued at that meeting if I receive the invoice by July 2"d. Marshal Tindall will coordinate the pick up of these items for the Town of Winthrop. Let me know if you need anything more to proceed with this purchase. We appreciate the opportunity to purchase these surplus vehicles and thank you for your assistance. Sincerely, Michelle Gaines Clerk/Treasurer 28 Gateway To The North Cascades Highway www.(ownofwinthrop.coua Transportation & Infrastructure Committee Minutes July 9, 2018 B. Resolution: Sale of Two Vehicles Staff is seeking Council approval of a resolution that would surplus a 2007 Ford Crown Victoria and a 2005 Honda GL1800 motorcycle and authorize the sale to the Town of Winthrop, WA in the amount of $4,721.00. Selling the two police vehicles to another municipality saves the City the cost of stripping the police lighting and equipment, estimated at around $3,504. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. C. Resolution: Surplus City Eauipment Staff is seeking Council approval of a resolution that would authorize the sale of 22 pieces of surplus equipment. All are fully depreciated and currently valued at $47,300.00. Proceeds are returned to the corresponding department. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. D. Memorandum of Agreement: 53rd Avenue South (South 144th Street to South 137th Street) Staff is seeking Council approval of a Memorandum of Agreement with Comcast for construction cost sharing to underground the Comcast Cable Communications system on the 53rd Avenue South Project. The project design team worked with utility providers to incorporate their system requirements and design into the project. The costs for the City to install Comcast facilities will be reimbursed by Comcast based on the different components of the system and the total cost to be reimbursed is estimated to be $97,450.91. This agreement benefits both parties as it would be inefficient to use separate contractors. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. Miscellaneous: Sea Tac Airport Study Budget Proviso Staff updated the Committee on the status of the 2019 Budget Proviso for the SeaTac International Airport Impact Study. Since the Committee was last briefed on June 25, the City of Federal Way has agreed to contribute its share based upon the population distribution, although this has not been formalized in writing yet. Staff will brief the full Council and ask if there is support for Tukwila's contribution of $14,445.61 assuming Tukwila will give input into the scope as well as maintain an independent relation with the Department of Commerce. The City of SeaTac will serve as the fiscal agent on this project. FORWARD TO COMMITTEE OF THE WHOLE. E. Change Order: 42nd Avenue South Phase III and Gilliam Creek Culvert Replacement Staff is seeking Council approval of Change Order No. 3 with Active Construction, Inc. (ACI) in the amount of $2,428,504.03 for the 42nd Avenue South Phase 111 and Gilliam Creek Culvert Replacement Projects. If approved, this change order will resolve all outstanding claims and disputes arising from unexpected issues such as excessive ground water, utility conflicts, and weather. These challenges have resulted in construction delays and overruns, but substantial completion is expected to remain close to the originally planned date this Fall. Change Order No. 3 was agreed to by all parties following much negotiation, and represents a "Cost Plus" philosophy which means the contractor will be paid the true cost as well as a percentage, in this case 14%, for their profit. Settling the project in this manner will save around $1 million. Funds for additional costs will come from the 104 Fund, Utilities, and Surface Water. Councilmember McLeod asked how the Surface Water fund will be impacted, and staff replied that there will still be money available for projects, although not as many as planned. Staff has already seen the benefit of this approach and communicating well with the contractor. UNANIMOUS APPROVAL. FORWARD TO JULY 9, 2018 COMMITTEE OF THE WHOLE. 29 30 COUNCIL AGENDA SYNOPSIS Initials Meeting Date 1 Prepared by Mayor's review I Council review 07/16/18 1 HH »t,//l C' ',, I .I- Mtg Date 07/16/18 SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ IT ❑ P&R ❑ Police ►1 PW SPONSOR'S Part of the 53rd Ave S residential street improvements include undergrounding the SUMMARY electrical distribution system. Part of the undergrounding includes Comcast facilities. Negotiations for cost sharing has Comcast paying 25% of the joint utility trench, which is estimated to be $97,450.91. The MOA amounts are based on the bid results, but will be adjusted with the final construction costs. Council is being asked to approve the Memorandum of Agreement with Comcast. REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ Utilities Cmte ❑ Arts Comm. DATE: 07/09/18 ►1 F&S Cmte Comm. CHAIR: THOMAS ►1 Transportation Cmte 1 ❑ Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Public Works Department Unanimous Approval; Forward to Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $97,450.91 $0.00 $0.00 Fund Source: 103 RESIDENTIAL STREETS (PAGE 3, 2017 CIP) Comments: MTG. DATE RECORD OF COUNCIL ACTION ITEM INFORMATION ITEM NO. STAFF SPONSOR: HENRY HASH ORIGINAL AGENDA DATE: 07/16/18 AGENDA ITEM TITLE 53rd Memorandum Ave S Residential of Street Improvements Agreement with Comcast CATEGORY ❑ Discussion Mtg Date ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date ►1 Motion Mtg Date 07/16/18 SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ IT ❑ P&R ❑ Police ►1 PW SPONSOR'S Part of the 53rd Ave S residential street improvements include undergrounding the SUMMARY electrical distribution system. Part of the undergrounding includes Comcast facilities. Negotiations for cost sharing has Comcast paying 25% of the joint utility trench, which is estimated to be $97,450.91. The MOA amounts are based on the bid results, but will be adjusted with the final construction costs. Council is being asked to approve the Memorandum of Agreement with Comcast. REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ Utilities Cmte ❑ Arts Comm. DATE: 07/09/18 ►1 F&S Cmte Comm. CHAIR: THOMAS ►1 Transportation Cmte ❑ Parks COMMITTEE ❑ Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Public Works Department Unanimous Approval; Forward to Consent Agenda COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $97,450.91 $0.00 $0.00 Fund Source: 103 RESIDENTIAL STREETS (PAGE 3, 2017 CIP) Comments: MTG. DATE RECORD OF COUNCIL ACTION 07/16/18 MTG. DATE ATTACHMENTS 07/16/18 Informational Memorandum dated 07/06/18 MOA with Comcast Cable Communications Management, LLC 2017 CIP, page 3 Minutes from the Transportation & Infrastructure Committee meeting of 07/09/18 31 32 City of Tukwila Allan Ekberg, Mayor Public Works Department - Henry Hash, Director INFORMATIONAL MEMORANDUM TO: Transportation and Infrastructure Committee FROM: Henry Hash, Public Works Director //./1: BY: Ryan Larson, Senior Program Manager CC: Mayor Allan Ekberg DATE: July 6, 2018 SUBJECT: 53rd Avenue South (S 144th St to S 137th St) Project No. 99410301 Memorandum of Agreement - Comcast ISSUE Approve the Memorandum of Agreement with Comcast for construction cost sharing to underground the Comcast Cable Communications system as part of the 53rd Avenue South Project. BACKGROUND The 53rd Avenue South Project will construct roadway, drainage, sidewalks, illumination, water and sewer upgrades, and undergrounding of overhead utilities between S 137th St and S 1441h St. The project design team worked with utility providers including Comcast to incorporate their system requirements and design into the City's project. Negotiations between staff and Comcast resulted in the attached Memorandum of Agreement to cost share the undergrounding portion of the project. ANALYSIS The costs for the City to install Comcast facilities as part of the City's roadway project will be reimbursed by Comcast based on the different components of the Comcast system being installed. Comcast will pay 25% of the joint utility trench costs based on a 25% Comcast utilization. Comcast will reimburse the City for the installation of Comcast provided and City installed vaults. The City will install Comcast provided conduits within the joint utility trench and on private property at no cost to Comcast. Comcast will pay a prorated cost share for surveying and traffic control based on their utilization cost percentage of the joint utility trench. FINANCIAL IMPACT The total Comcast cost share that will be reimbursed to the City is estimated to be $97,450.91, including tax. The final cost share will be based on final bid quantities installed and any approved changes. Both the City and Comcast benefit from the use of the joint utility trench to reduce overall project costs and impacts that would have incurred if separate contractors were used. RECOMMENDATION Council is being asked to authorize the Mayor to execute the Memorandum of Agreement with Comcast for the 53rd Avenue South Project and consider this item on the Consent Agenda at the July 16, 2018 Regular Meeting. Attachments: Memorandum of Agreement by and between Comcast and the City of Tukwila Page 3, 2017 CIP 33 W:IPW Eng\PR©JECTSW- RW & RS Projects153rd Ave S (99110301j\Design9 Jilmes\Comcast0TIC Info Memo - Comcast Agreementdocx 34 MEMORANDUM OF AGREEMENT Between the City of Tukwila and Comcast for the 53' Avenue South Project — (S 137th Street to S 144th) THIS MEMORANDUM OF AGREEMENT (this "Agreement"), is entered into as of the date last signed below between the City of Tukwila, a Washington municipal corporation ("City"), and Comcast Cable Communications Management, LLC, a Delaware limited liability company ("Comcast") (each a "Party" and collectively the "Parties"), and sets forth the terms and work guidelines for the planning, coordination, and relocation of certain utilities made necessary by the Project described below. RECITALS WHEREAS, the City is making right-of-way improvements to 53`( Ave S between S 137th St and S 144th St (the "Project"); and WHEREAS, the City has determined that the Project is a public project and will necessitate the relocation and new construction of Comcast utility infrastructure located within the boundaries of the Project; and WHEREAS, Comcast currently maintains and operates its utility infrastructure within the public rights-of-way of City (including 53" Ave. S) under a franchise grant given to Comcast; and WHEREAS, Comcast acknowledges that the City has given notice to Comcast and third party users of the necessity to remove existing aerial utility infrastructure along 53rd Ave; and WHEREAS, relocation requires trenching within the right-of-way and the Parties recognize the efficiencies of entering into an agreement whereby one trench will be dug for all of the affected utilities to relocate their facilities; and WHEREAS, Comcast and the City intend for this Agreement to provide a process for cooperation and coordination in the design, estimating, scheduling, construction, and payment for, the utility undergrounding Work (hereinafter defined) in an efficient and cost-effective manner. NOW THEREFORE, in consideration of the mutual benefits to be provided the Parties through this Agreement, it is hereby agreed as follows: AGREEMENT To facilitate construction of a joint trench, the Parties agree as follows: JOINT TRENCH AGREEMENT—Page I of 10 (June 21, 2018) (between City of Tukwila and Carman Re: 53rd Ave S. project) 35 1. SCOPE OF WORK The City of Tukwila will advertise for construction bids and enter into a contract with a Contractor for the construction of a joint utility trench which shall include Comcast, Century Link, and SCL power facilities. This joint utility trench will be placed within the northbound lane of 53rd Ave. S. between S. 137th and S. I44t St. in accordance with the Project plans. 2. CONTRACTOR REQUIREMENTS The independent contractor hired by the City to perform this Work shall be referred to as "Contractor" in this Agreement. The Contractor, pursuant to a contract with the City, shall excavate the trench and install Comcast, Century Link, and SCL power facilities, accommodate and coordinate the installation of Comcast facilities, install the bedding material, backfill and compact the trench, and perform any restoration required by the City, all to be performed in a good and workmanlike manner consistent with industry standards (the "Work"). The City represents that any such contract shall further require of Contractor that the Work be conducted in conformity with (i) the applicable procedures and requirements of the Parties as described herein and of those that own or have jurisdiction over the rights of way in which the Work is to be performed; (ii) all applicable laws, ordinances and regulations of any governmental authority, and; (iii) all applicable terms and provisions of the National Electric Safety Code, as may be amended, supplemented or replaced from time to time, including but not limited to those pertaining to protection and separation of conductors buried in earth. 3. RESPONSIBILITY OF THE PARTIES A. Drawings. Comcast shall provide engineering drawings, specifications, construction standards, estimated material quantities, and cost estimates to the City for the underground relocation of Comcast's facilities. The drawings shall show in detail the location and elevation of the Comcast conduits, trench, and vaults, and shall include a general traffic control plan for activities not associated with installation of facilities within the Contractor controlled open trench area. B. Installation. Comcast shall furnish its conduit for installation by Contractor in the City provided trench and shall furnish and deliver to the site all vaults for installation by Contractor in a timely manner as outlined in subsection 3.D. Comcast shall schedule all deliveries and work so as not to delay Contractor. All rights, title and interest in the facilities and associated equipment shall at all times remain with Comcast. The Parties hereto acknowledge and agree that Comcast shall in no event be required to remove their respective, affected facilities, prior to completion of their underground facilities, in accordance with this Agreement, as long as said installation is completed in conformity with this Agreement. JOINT TRENCH AGREEMENT— Page 2 of 10 (June 21, 2018) (between City of Tulnvila and Comcast Re: 53r' Ave S. project) 36 C. Traffic Control. Contractor shall perform all traffic control associated with installation of facilities within the Contractor controlled open trench area. Comcast shall be responsible for providing traffic control during installation of facilities not associated with or in the controlled open trench area. D. Comcast Coordination. Contractor will excavate for and place Comcast vaults in the trench including bedding and backfill. Comcast shall maintain continued coordination with Contractor regarding the installation of Comcast's facilities. This coordination shall include but not be limited to the following: 1. Timing of when and where materials will be delivered on-site. 2. Contractor shall provide Comcast weekly scheduling notifications. 3. Comcast shall coordinate closely with Contractor to provide all necessary materials in a timely manner. E. Surveys. The City will provide the survey for the location of the trench and vaults. 4. COMPENSATION A, Trench costs. Comcast agrees to pay the City a portion of the trench costs, including trench bedding and backfill, commensurate with its proportionate share of trench usage as shown in Exhibit A attached hereto and incorporated by this reference. Preliminary costs will be agreed upon prior to construction based on an estimate from the bid accepted by the City. Costs will be finalized after completion of construction to account for actual construction costs and will be subject to final review and approval by Comcast. B. Survey. Comcast agrees to pay the reasonable costs for the City surveyor's time to provide vault locations and elevations and any other survey that may be required to locate and place Comcast facilities. C. Traffic Control. Comcast agrees to pay the City its proportionate share of traffic control costs related to the Contractor controlled open trench areas where Comcast facilities are present. The proportionate share shall be based on trench usage as shown in Exhibit A. Comcast shall be responsible to pay for all traffic control during the installation of Comcast facilities, not associated with the controlled open trench area. D. Additional Expenses. Comcast agrees to pay its proportionate share of mutually agreed additional expenses incurred due to all of Comcast's approved change requests requiring additional trench depth or width and for unforeseen conditions, JOINT TRENCH AGREEMENT— Page 3 of 10 (June 21, 2018) (between City of Tukwila and Comcast Re: 53'd Ave S. project) 37 including but not limited to dewatering for ground water. Comcast will not pay for any share of additional expenses incurred due solely to approved change requests from other private utilities and/or the City. E. Claims by Contractor. Comcast agrees to pay the entire cost of any reasonable and documented claims made by Contractor that are caused by Comcast. These claims may include delays caused by the installation by Comcast of its facilities, delays caused by Comcast providing its materials, or any other conflicts between Contractor and Comcast. These claims must be verifiable or substantiated claims. F. Vaults. Comcast agrees to pay for the excavation, site preparation. and installation for its vaults, including bedding and backfill, separately and in addition to any survey costs and trench costs discussed above. These additional costs shall be preliminarily determined from the bid price accepted by the City. The cost to excavate for and install Comcast's vaults will be finalized after completion of construction to account for actual construction costs and will be subject to final review and approval by Comcast. G. Invoice. The estimated share of Comcast's cost related to the Project, as described in Exhibit A, is $97,450.91 including applicable sales tax (the "Estimated Comcast Cost Share"). The Estimated Comcast Cost Share is based on the City's engineering construction estimates of the Project and is subject to change based upon final bid review, award of all relevant Work and change orders. The actual costs charged to Comcast will be determined based on itemized Contractor invoices and payment requests from Contractor for actual Work performed or completed and will be subject to final review and approval by Comcast. City will invoice Comcast by itemized monthly invoices with backup documentation, which shall include relevant invoices and payment requests, for Project costs to Comcast. Comcast agrees to pay the City within sixty (60) days of receipt of a correct invoice from the City for amounts that Contractor has invoiced the City for work that has been completed by the Contractor and approved by COMCAST, and which Comcast has agreed to pay under this Agreement. H. Defective or Unauthorized Work. City agrees that its agreement with Contractor will require Contractor to comply with the Comcast requirements as set forth in the plans and specifications approved by Comcast; provided however, that under no circumstance shall Comcast or its employees, agents or contractors be responsible for or authorized to give direction to or direct work by Contractor. City further agrees that per the terns of the agreement between the City and Contractor, Comcast reserves the right to withhold payment from the City for any defective or unauthorized work performed by Contractor. Defective or unauthorized work includes, without limitation, work and materials that do not conform to the requirements of this Agreement, and extra work and materials furnished without Comcast's approval. If for any reason it is necessary to satisfactorily complete any portion of the Work, Comcast may complete the Work using its own means, and the City shall be responsible for any Additional Costs incurred by Comcast hereunder. "Additional Costs" shall mean all reasonable costs, including legal costs and attorney JOINT TRENCH AGREEMENT— Page 4 of 10 (June 21, 2018) (between City of Tukwila and Comcast Re: 53' Ave S. project) 38 fees, incurred by the parties beyond the price included in the bid accepted by the City. Comcast further reserves the right to offset the cost to complete the Work, including any additional costs, from any and all amounts due or to become due the Contractor. 1. Final Payment/Waiver of Claims. The making of final payment by the Parties shall constitute a waiver of claims by the City and Contractor, except those previously and properly made and identified by the City and Contractor as unsettled at the time request for final payment is made. 5. CHANGES. Comcast shall submit any changes requested to be performed by Contractor to the City. The City shall submit this to Contractor; obtain a price from Contractor to perform the Work, and notify Comcast of this price. Comcast shall then have 48 hours from the time it receives the price from the City, within which to respond. If Comcast chooses not to accept Contractor's price then this Work shall only be performed by Comeast according to a mutually agreed upon schedule with Contractor so as not to cause unreasonable delay to Contractor. Any costs associated with work completed outside of the mutually approved plans and specifications and approved amendments thereto without Comcast approval will be City's responsibility. 6. INDEMNIFICATION; LIENS AND ENCUMBRANCES. City shall defend, indemnify and hold Comcast and its directors, officers, officials, employees, representatives and agents harmless from and against any and all claims, injuries, damages, losses, harm, liabilities, suits, costs and expenses (including, but not limited to, reasonable attorney fees), caused by or arising out of any Work performed by the City, Contractor and each of their respective directors, officers, officials, employees, contractors, subcontractors, representatives and agents in their performance under this Agreement, except for injuries and damages caused by the negligence or willful misconduct of Comcast. During the performance of such activities, City's employees or contractors shall at all times remain employees or contractors. respectively, of City. Corncast shall defend, indemnify and hold City and its officers, officials, employees, representatives and agents harmless from and against any and all claims, injuries, damages, losses, harm, liabilities, suits, costs and expenses (including, but not limited to, reasonable attorney fees), caused by or arising out of any Work performed by Comcast in its performance under this Agreement, except for injuries and damages caused by the negligence or willful misconduct of City or Contractor. During the performance of such activities, Comcast's employees or contractors shall at all times remain employees or contractors, respectively, of Comcast. JOINT TRENCH AGREEMENT— Page 5 of 10 (June 21, 2018) (between City of Tukwila and Comcast Re: 53' � Ave S. project) 39 Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Parties, their officials, employees and agents, a Party's liability hereunder shall be only to the extent of the Party's negligence. The provisions of this section shall survive the expiration or termination of this Agreement. No Party, directly or indirectly, shall create or impose any lien on the property of another, or on the rights or title relating thereto, or any interest therein, or in this Agreement. Each Party shall promptly, at its own expense, take such action as may be necessary to duly discharge any lien created by it on the property of another. EXCEPT AS EXPRESSLY PROVIDED HEREIN, NEITHER PARTY SHALL BE LIABLE TO THE OTHER FOR ANY INCIDENTAL, INDIRECT,. SPECIAL OR CONSEQUENTIAL DAMAGES OF ANY KIND, INCLUDING BUT NOT LIMITED TO ANY LOSS OF USE, LOSS OF BUSINESS OR LOSS OF PROFIT. 7. INSURANCE. City shall contractually require that Contractor maintain in full force and effect at its own cost insurance of the types and in the amounts described below against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the Work by Contractor, its agents, representative, employees, sub consultants or subcontractors: A. Commercial General Liability insurance with lirnits of no less than three million dollars ($3,000,000.00) per occurrence and five million dollars ($3,000,000.00) general aggregate. Coverage shall be at least as broad as that provided by ISO CG 00 01 1/96 or its equivalent and include severability of interests. Coverage shall include, but not be limited to: blanket contractual, Products/Completed operations/broad form property damage; explosion, collapse and underground (XCU); and employers liability. Such insurance shall name the City, Comcast, and their respective officers, officials and employees as additional insureds per ISO CG 2026 or its equivalent. There shall be a waiver of subrogation and rights of recovery against the City, Comcast, and their respective officers, officials and employees. Coverage shall apply as to claims between insureds on the policy, if applicable. Coverage may take the form of a primary layer and a secondary or umbrella layer, but the combination of layers must equal $3,000,000 at a minimum. 13. Commercial Automobile Liability insurance with minimum combined single limits of one million dollars ($1,000,000.00) each occurrence with respect to each of Contractor's owned, hired and non -owned vehicles assigned to or used in the JOINT TRENCH AGREEMENT— Page 6 of 10 (June 21, 2018) (between City of Tukwila and Corneas, Re: 53'd Ave S. project) 40 operation of this contract in the City. The policy shall contain a severability of interests' provision. C. The insurance shall not be canceled or materially changed so as to be out of compliance with these requirements without thirty (30) days' written notice first provided to the City, via certified mail, and ten (10) days' notice for nonpayment of premium. If the insurance is canceled or materially altered so as to be out of compliance with the requirements of this subsection within the term of this contract, Contractor shall provide a replacement policy. Contractor agrees to maintain continuous uninterrupted insurance coverage, in at least the amounts required, for the duration of this contract. Deductibles / Certificate of Insurance Any deductible of the policies shall not in any way limit Contractor's liability to the City or to Comcast. A. Endorsements. (1) All policies shall contain, or shall be endorsed so that: (a) The City, its officers, officials, boards, commissions, employees and agents are to be covered as, and have the rights of, additional insureds with respect to liability arising out of activities performed by, or on behalf of, Contractor under this contract; (b) Contractor's insurance coverage shall be primary insurance with respect to the City, Comcast, and their respective officers, officials, boards, commissions, employees and agents. Any insurance or self-insurance maintained by the City, Comcast, and their respective officers, officials, boards, commissions, employees and agents shall be in excess of Contractor's insurance and shall not contribute to it; and (c) Contractor's insurance shall apply separately to each insured against whom a claim is made or lawsuit is brought, except with respect to the limits of the insurer's liability. B. Acceptability of Insurers. The insurance obtained by Contractor shall be placed with insurers with a Best's rating of no less than "A VII." C. Verification of Coverage. The Contractor shall furnish the City with certificates of insurance and endorsements or a copy of the page of the policy reflecting blanket additional insured status. The certificates and endorsements for each insurance policy are to be signed by a Person authorized by that insurer to bind JOINT TRENCH AGREEMENT— Page 7 of 10 (June 2 i , 2018 ) (between City of Tukwila and Comcast Re: 53" Ave S. project) 41 coverage on its behalf. The certificates and endorsements for each insurance policy are to be on standard forms or such forms as are consistent with standard industry practices. 8. FRANCHISE AGREEMENT. The City and Comcast agree that as to future projects, by entering into this Agreement neither Party has waived any rights it may have under the existing franchise agreement between the City and Comcast, and the City and Comcast expressly herein reserve such rights. Notwithstanding anything in this Agreement to the contrary, Comcast's participation in the joint trench activity contemplated in this Agreement, and its very participation in this Agreement, shall in no event be construed as acceptance, affirmation or ratification of the City's construction of Comcast's obligation to underground their facilities and enter into a writing pursuant to the franchise agreement, and the Parties understand and agree that the terms and conditions of this Agreement shall not be considered as a basis for future undergrounding projects that may be franchise -required. 9. MISCELLANEOUS. A. Compliance with Laws. The Parties shall comply with all federal, state and local laws, rules and regulations throughout every aspect in the performance of this Agreement. B. Nonwaiver of Breach. The failure of a Party to insist upon strict performance of any of the terms and rights contained herein, or to exercise any option herein conferred in one or more instances, shall not be constructed to be a waiver or relinquishment of those terms and rights and they shall remain in full force and effect. C. Governing Law. This Agreement shall be governed and construed in accordance with the laws of the State of Washington. If any dispute arises between the Parties or between any Party and Contractor under any of the provisions of this Agreement, resolution of that dispute shall be available only through the jurisdiction, venue and rules of the King County Superior Court, King County, Washington. D. Attorney's Fees. To the extent not inconsistent with RCW 39.04.240, in any claim or lawsuit for damages arising from the Parties' performance of this Agreement, the parties specifically understand and agree that the prevailing Party in any such action shall be entitled to its reasonable attorneys' fees and costs of suit; however, nothing in this subsection shall limit a Party's right to indemnification under Section 8 of this Agreement. E. Written Notice. Ali communications regarding this Agreement shall be sent to the Parties at the addresses listed on the signature page of this Agreement, unless JOINT TRENCH AGREEMENT— Page 8 of 10 (June 21, 2018) (between City of Tukwila and Comcast Re: 53'' Ave S. project) 42 otherwise notified. Any written notice shall become effective upon delivery, but in any event three (3) calendar days after the date of mailing by registered or certified mail, and shall be deemed sufficiently given if sent to the addressee at the address stated on this Agreement. F. Modification. No waiver, alteration, or modification of any of the provisions of this Agreement shall be binding unless in writing and signed by a duly authorized representative of each of the affected Parties. G. Severability. If any one or more sections, sub -sections, or sentences of this Agreement are held to be unconstitutional or invalid, that decision shall not affect the validity of the remaining portion of this Agreement and the remainder shall remain in full force and effect. H. Relationship. It is understood and agreed that no agency, employment. joint venture, co -employer or partnership is created by this Agreement. No Party hereto shall (i) have the power or authority to act for another in any manner to create obligations or debts which would be binding upon another, and; (ii) be responsible for any obligation or expense whatsoever of the other Party except as set forth herein. I. Force Majeure. Parties shall not be deemed to be in breach of this Agreement if unable to perform their respective obligations hereunder as a result of the occurrence of an event of "force majeure," which shall include. but not be limited to, acts of God, acts of the government of the United States or of any state or political subdivision thereof, strikes, civil riots or disturbances, fire, floods, explosions, earthquakes, wind, storms, hurricanes, lightning or other similar catastrophes or other causes beyond the Parties' reasonable control. The scope of events of force majeure shall not extend to payment of money owed hereunder. J. Assignment. Neither Party shall assign this Agreement or any of its rights or obligations hereunder without the prior written consent of the other, which consent will not be unreasonably withheld or delayed. Notwithstanding the foregoing, either may assign all or part of this Agreement immediately, without the prior written consent of the other Party (a) to any entity that controls, is controlled by, or is in common control with a Party or (b) to any successor in interest to a Party or (c) if necessary to satisfy the rules, regulations and/or orders of any federal, state or local governmental agency or body. K. Entire Agreement. The written provisions and terms of this Agreement, together with any attached Exhibits, supersede all prior verbal statements by any representative of the City, and those statements shall not be construed as forming a part of or altering in any manner this agreement. This Agreement and any attached Exhibits contain the entire Agreement between the Parties. Should any language in any Exhibit to this Agreement conflict with any language contained in this Agreement, the terms of this Agreement shall prevail. JOINT TRENCH AGREEMENT— Page 9 of 10 (June 21, 2018) (between City of Tukwila and Comeast Re: 53rd Ave S. project) 43 IN WITNESS WHEREOF, the Parties below have executed this Agreement. COMCAST CABLE COMMUNICATIONS CITY OF TUKWILA MANAGEMENT, LLC Print Name: Print Name: Title: Title: DATE DATE NOTICES TO BE SENT TO: NOTICES TO BE SENT TO: COMCAST CABLE COMMUNICATIONS CITY OF TUKWILA MANAGEMENT, LLC Comcast Cable Communications Management, LLC City of Tukwila Public Works 410 Valley Ave NW, Suite 12 Bldg C Puyallup, WA 98371 Attn: Bill Walker 6300 Southcenter Blvd, Suite 100 Tukwila, WA 98188 Attn: David Sorensen (253) 288-7538 (Desk) (206) 431-3653 (Desk) (206) 255-6975 (Cell) (206) 402-8076 (Cell) With a copy to: APPROVED AS TO FORM: Comcast Cable Communications Management, LLC 1701 JFK Boulevard Philadelphia, PA 19103 Attention: General Council ?\Civtl1FlLES',Openfilesl0177-200511ointTrenchAgrccmcnt-Comcast-Mi litarvRoad. doc Tukwila City Attorney JOINT TRENCH AGREEMENT—Page 10 of 10 (June 21, 2018) (between City of Tukwila and Comcast Re: 53'' Ave S. project) 44 C 0 Q n_ cc co i c rn 4.0 .O 0 iD d Y t,1 0 a) u v ro Ln cc▪ r. 41 E O u 01 0 Item Section 0 0 u 41 a .O a 41 0 I- i E a C 01 41 0 11) L .01 r d 0 rn rn O 0 0 .17 V a4 a O 41 0 O Oter 0 0 0 Y3 0) 5 en 3 0 K 0 9 a 0 44 S8.441.66 Sch A Total $ 5,953,249.60 Total Project SCI Cost = m O I - a Iu W F u D Q C7 IE V F 4 C O o.a �1 u u a 7 0 a u C O .1 a E a lOnly if required for approved Comcast CO's Only if required during Comcast owned equipment installation 150% SCL, 25% CTL, 25% Comcast 50% SCL, 25% CTL, 25% Comcast SO% CTL, 54% Comcast SO% CTL, 50% Comcast 50% SCL, 25% CTL, 25% Comcast Only if required for approved Comcast CO's Comcast Furnish /City of Tukwila Trench ;Comcast Furnish /City of Tukwila Trench Comcast Furnish /City of Tukwila Trench Comcast Comcast Comcast Comcast Comcast Comcast Furnish and Install/COT Trench Comcast Comcast Comcast Comcast Furnish /City of Tukwila Trench 0 0 � r 41 V4 • o •o aam4/1i 0) Ln Y1 ww Ln- 4. Y' m o0.0 o oo ,n. 0 ns A., o mW • O4 A N a4.w p 1.- 000 0 o cr. M o rn w 4 40 R1 w 8=,00 N Al w '18 44 N .- 44 w.n..4 0 A^ m $15,050.00 $25,00000 $10,500.00 $47,450,00 $6,800.00 $ 830.00 o 0 o IN 4. o 2. Q ni *A 44 g .fl w p 4N w o ci Sr ..4 0 o d. Al 4 oton w 4 mo w co .- w ci a 4 tri-. N w 04 N4 b O0 W m^ ter oa 1~. -.4A $37.00 1 O •4n!M6„o , 4 mmW , L.4MRI N an 4. 0 0 ul M1 ., 44 h CO"I' 44 0 44 o o N 44 0 •0 a M4 M *4 0 0 o b4 0 0 0 r...1 d. O 0 o N .R49- o 0 to .G 4 0 0 M V 44 0 c`2 t+ .4 Cr) W V U enU U° J J ill W W W W W LLA J r 0 rn N 0 m .40 "V 0 0 M O rsi 0 0 0 r v 0 0 W 0 ul N 40 N r to CO f0 N r r r 0 Unexpected Site Changes ,Unsuitable Foundation Excavation Incl. Haul Structure Excavation Class B Incl. Haul for Joint Utility Trench Shoring or Extra Excavation, Class B for Joint Utility Trench Joint Utility Trench Pipe Zone Bedding, Incl. Haul - Communications Joint Trench Backfill, Incl. Haul - Communications Crushed Surface Base Course - Structures Resolution of Utility Conflicts for Joint Utility Trench Install Conduit, 2 In. Diam. - COMCAST Install Conduit, 4 In. Diam. - COMCAST Conduit Riser- COMCAST Core Drill Existing Vautt - COMCAST Install Utility Structure, COMCAST 2436 Vault Install Utility Structure, COMCAST 1419 Vault Install Utility Structure, COMCAST 3048 Vault Install Utility Structure, COMCAST 1730 Vault 'Install Utility Structure, COMCAST Pedestal Install Utility Structure, COMCAST 2436 intercept Vault Install Utility Structure, COMCAST 1419 Intercept Vault Install Utility Structure, COMCAST 3x5' Intercept Vault Install Conduit, 2 In. Diam. - COMCAST Private Service p M 0 m CO m m m CO m o m m 40 40 m M M 40 40 40 M 0 M 0 M 0 M 0 M 0 M 0 M 0 M 0 M M 00 U M U V U Vi o V U n V t[} V U N N N U' U U N V 7 U V U V U V V 41 U V V V U V 0 U U' CO 1- 4. 1- U U u V • 4. Q u1 u1�N r 0) rn C O bq Oa 4A Washington State Sales Tax (10%) JUT TRENCH SECTION BREAKDOWN 1 1 Tukwila will invoice Comcast this amount* To ro 'L l7 174. a 0 • • d O E 0 0 0 2 11440(04)40170 0 xmme 41414 0 0 0 0 0 1A1%1(1 1[a 0 0 0 0 0 0 -nu porn AK MOM 14 45 PROJECT: DESCRIPTION: JUSTIFICATION: STATUS: MAINT. IMPACT: COMMENT: CITY OF TUKWILA CAPITAL PROJECT SUMMARY 2017 to 2022 53rd Ave S (S 137th St - S 144th St) Project No. 99110301 Design and construct urban residential street improvements that include curb, gutter, sidewalk, undergrounding, and illumination. Street will coordinate with Water $1.1m, Sewer $185k, and Surface Water $920k CIP projects. Provide pedestrian and vehicle safety, drainage, and neighborhood revitalization. Undergrounding is included at this time. Reduce pavement, shoulder, and drainage work. State TIB grant for $2.14M for roadway and drainage. See additional pages in Enterprise funds under 53rd Ave S Projects. Seattle City Light is now negotiating a 60140 underground spilt and undergrounding costs have been added to project. Bond for $2 million. FINANCIAL (in $000's) Through Estimated 2015 2016 2017 2018 2019 2020 2021 2022 BEYOND TOTAL EXPENSES Design 83 107 3 193 Land (R/W) 2 98 100 Const. Mgmt. 435 435 870 Construction 1,050 1,050 2,100 Undergrounding 1,125 1,125 2,250 TOTAL EXPENSES 85 205 2,613 2,610 0 0 0 0 0 5,513 FUND SOURCES Utilities WISISWM 25 25 Awarded TIB Grant 900 900 Remainder of grant in SWM 1,800 Seattle City Light 675 675 1,350 Bond 1,000 1,000 2,000 City Oper. Revenue 60 205 38 35 0 0 0 0 0 338 TOTAL SOURCES 85 205 2,613 2,610 0 0 0 0 0 5,513 46 2017 - 2022 Capital Improvement Program 3 Transportation & Infrastructure Committee Minutes July 9, 2018 B. Resolution: Sale of Two Vehicles Staff is seeking Council approval of a resolution that would surplus a 2007 Ford Crown Victoria and a 2005 Honda GL1800 motorcycle and authorize the sale to the Town of Winthrop, WA in the amount of $4,721.00. Selling the two police vehicles to another municipality saves the City the cost of stripping the police lighting and equipment, estimated at around $3,504. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. C. Resolution: Surplus City Equipment Staff is seeking Council approval of a resolution that would authorize the sale of 22 pieces of surplus equipment. All are fully depreciated and currently valued at $47,300.00. Proceeds are returned to the corresponding department. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. D. Memorandum of Agreement: 53rd Avenue South (South 144th Street to South 137th Streets Staff is seeking Council approval of a Memorandum of Agreement with Comcast for construction cost sharing to underground the Comcast Cable Communications system on the 53rd Avenue South Project. The project design team worked with utility providers to incorporate their system requirements and design into the project. The costs for the City to install Comcast facilities will be reimbursed by Comcast based on the different components of the system and the total cost to be reimbursed is estimated to be $97,450.91. This agreement benefits both parties as it would be inefficient to use separate contractors. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. Miscellaneous: Sea Tac Airport Study Budget Proviso Staff updated the Committee on the status of the 2019 Budget Proviso for the SeaTac International Airport Impact Study. Since the Committee was last briefed on June 25, the City of Federal Way has agreed to contribute its share based upon the population distribution, although this has not been formalized in writing yet. Staff will brief the full Council and ask if there is support for Tukwila's contribution of $14,445.61 assuming Tukwila will give input into the scope as well as maintain an independent relation with the Department of Commerce. The City of SeaTac will serve as the fiscal agent on this project. FORWARD TO COMMITTEE OF THE WHOLE. E. Change Order: 42nd Avenue South Phase III and Gilliam Creek Culvert Replacement Staff is seeking Council approval of Change Order No. 3 with Active Construction, Inc. (ACI) in the amount of $2,428,504.03 for the 42nd Avenue South Phase III and Gilliam Creek Culvert Replacement Projects. If approved, this change order will resolve all outstanding claims and disputes arising from unexpected issues such as excessive ground water, utility conflicts, and weather. These challenges have resulted in construction delays and overruns, but substantial completion is expected to remain close to the originally planned date this Fall. Change Order No. 3 was agreed to by all parties following much negotiation, and represents a "Cost Plus" philosophy which means the contractor will be paid the true cost as well as a percentage, in this case 14%, for their profit. Settling the project in this manner will save around $1 million. Funds for additional costs will come from the 104 Fund, Utilities, and Surface Water. Councilmember McLeod asked how the Surface Water fund will be impacted, and staff replied that there will still be money available for projects, although not as many as planned. Staff has already seen the benefit of this approach and communicating well with the contractor. UNANIMOUS APPROVAL. FORWARD TO JULY 9, 2018 COMMITTEE OF THE WHOLE. 47 48 COUNCIL AGENDA SYNOPSIS tet teals Meeting Date I Prepared by 1 Mayor's review I Council review 07/09/18 I DCS I l; 1 07/16/18 1 DCS I f _`� VC..l tik HR ❑DCD❑I inance ❑Fire ❑TS ❑P&R Police ❑PlV Court ►1 Mayor SPONSOR'S The Council is being asked to authorize the Mayor to sign a lease for the Tukwila Village SUMn1ARY plaza and commons as provided by the Lease Option Agreement. REVIEWED BY ❑ C.Q.W. ❑ Trans &Infrastructure DATE: 06/26/18 L CDN Comm n Finance Comm. ❑ Public Safety Comm. ❑ Parks Comm. ❑ Planning Comm. COMMITTEE CHAIR: KRULLER ❑ Arts Comm. I 1 ITEM INFORMATION ITEM No. STE-Ulf SPONSOR: DEREK SPECK ORIGINAL AGENDA D,y'iE: 7/9/18 AGENDA ITEM Trill!: Authorization to lease the Tukwila Village plaza and commons 7/9/18 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid .Award Mtg Date ❑ Public Hearing ildtg Date ❑ Other Mtg Date CATEGORY ►1 Discussion ►1 Motion lv[tg Date Mtg Date 7/16/18 SPONSOR ❑Council HR ❑DCD❑I inance ❑Fire ❑TS ❑P&R Police ❑PlV Court ►1 Mayor SPONSOR'S The Council is being asked to authorize the Mayor to sign a lease for the Tukwila Village SUMn1ARY plaza and commons as provided by the Lease Option Agreement. REVIEWED BY ❑ C.Q.W. ❑ Trans &Infrastructure DATE: 06/26/18 Mtg. II4 CDN Comm n Finance Comm. ❑ Public Safety Comm. ❑ Parks Comm. ❑ Planning Comm. COMMITTEE CHAIR: KRULLER ❑ Arts Comm. RECOMMENDATIONS: SPONSOR/ADMIN. COMMPITEE Mayor's Office Unanimous Approval; Forward to Committee of the Whole COST IMPACT / FUND SOURCE EXPENDITURE RI3QUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 7/9/18 Forward to Regular Meetina Consent 7/16/18 MTG. DATE ATTACHMENTS 7/9/18 Informational Memorandum dated 6/19/18 Lease Option Agreement with amendments (City Contract 17-132) Summary of Key Expenditures in the Lease Option Agreement Minutes from the CDN meeting of 6/26/18 7/16/18 No attachments 49 50 COUNCIL AGENDA SYNOPSIS Initials Meeting Date 1 Prepared by I Mayor's review Council review I 07/09/18 HH I;; i1, ;, • %---n , 1 07/16/18 HH f ([ k . }-\= ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date CATEGORY ►1 Discussion ITEM INFORMATION ITEM No. CAS NUMBER: STAFF SPONSOR: HENRY HASH ORIGINAL AGENDA DATE: 07/09/18 AGENDA ITEM TITLE 42nd Construction Ave S Phase III Project (S 160th St - Southcenter Blvd) Change Order No. 3 with with Active Construction, Inc. 07/09/18 Motion Date 07/16/18 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date CATEGORY ►1 Discussion Mtg Date Mtg SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ IT ❑ P&R ❑ Police I PW SPONSOR'S Change Order No. 3 to Contract #17-090 is for additional construction costs for the 42nd SUMMARY Ave S Phase III Project. 42nd Ave S has had major issues with the Gilliam Creek Culvert and utility conflicts which have caused delays and cost overruns. After extensive negotiations, Active Construction's Change Order No. 3 will resolve all disputes and require that the project be substantially complete by November 2018. Council is being asked to approve Change Order No. 3 with Active Construction for $2,741,136 (with sales tax). REVIEWED BY ❑ COW Mtg. ❑ CA&P Cmte ❑ F&S Cmte ❑ Utilities Cmte ❑ Arts Comm. ❑ Parks Comm. DATE: 07/09/18 COMMITTEE CHAIR: THOMAS ►1 Transportation Cmte U Planning Comm. MCLEOD RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Public Works Presented to TIC on same night, 7/9/18 COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $2,741,136.00 $11,774,000.00 $1,992,407.00 Fund Source: 103 RESIDENTIAL STREETS & SURFACE WATER (PAGES 2 & 100, 2017 CIP) Comments: MTG. DATE RECORD OF COUNCIL ACTION 07/09/18 Forward to Regular Meeting Consent 07/16/18 MTG. DATE ATTACHMENTS 07/09/18 Informational Memorandum dated 07/06/18 Active Construction Change Order No. 3 TIC Chair McLeod will report on action from Transportation & Infrastructure 7/9/18 07/16/18 No attachments 51 52 COUNCIL AGENDA SYNOPSIS -- —Initials Meeting Date 1 Prepared by 1 Mayor's review Council review 07/16/18 BM 1 i / i \;A - ❑ Public Hearing Mtg Date ❑ Other Mtg Date /1 Mtg SPONSOR Council ❑HR ❑DCD ❑Finan e Fire ❑TS P&'R ❑Police NV ❑Court 11 Mayor SPONSOR'S Museum of Flight is requesting $50,000 in lodging tax funds to support its Veteran's Day SUMMARY activities and the City of Tukwila requests $5,000 for "Drag Queen Bowling. Both requests were reviewed by the City's Lodging Tax Advisory Committeee on July 2, 2018 and LTAC recommends approval of the funding requests. REVIEWED BY ❑ C.O.W. Mtg. ❑ Trans &Infrastructure DATE: 7/10/18 /1 CDN Comm ❑ Finance Comm. ❑ Public Safety Comm. ❑ Parks Comm. ❑ Planning Comm. COMMITTEE CHAIR: KRULLER ❑ Arts Comm. RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Mayor/ED ITEM INFORMATION ITEM NO. STAFF SPONSOR: B. MILES ORIGINAL AGENDA DATE: 7/16/18 AGENDA ITEM TITLE Lodging tax funding requests from Museum of Flight and the City of Tukwila. CATEGORY ❑ Discussion Mtg Date Motion Date 7/16/18 ❑ Resolution Mtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Mtg Date ❑ Other Mtg Date /1 Mtg SPONSOR Council ❑HR ❑DCD ❑Finan e Fire ❑TS P&'R ❑Police NV ❑Court 11 Mayor SPONSOR'S Museum of Flight is requesting $50,000 in lodging tax funds to support its Veteran's Day SUMMARY activities and the City of Tukwila requests $5,000 for "Drag Queen Bowling. Both requests were reviewed by the City's Lodging Tax Advisory Committeee on July 2, 2018 and LTAC recommends approval of the funding requests. REVIEWED BY ❑ C.O.W. Mtg. ❑ Trans &Infrastructure DATE: 7/10/18 /1 CDN Comm ❑ Finance Comm. ❑ Public Safety Comm. ❑ Parks Comm. ❑ Planning Comm. COMMITTEE CHAIR: KRULLER ❑ Arts Comm. RECOMMENDATIONS: SPONSOR/ADMIN. COMMITTEE Mayor/ED Unanimous Approval; Forward to consent agenda. COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $55,000 $400,000 $N/A Fund Source: 101 FUND Comments: Lodging tax funds can only be used for tourism promotion activities MTG. DATE RECORD OF COUNCIL ACTION 7/16/18 MTG. DATE ATTACHMENTS 07/16/18 Informational Memorandum dated July 3, 2018. Museum of Flight LTAC documents, including application City of Tukwila LTAC documents, including application Minutes from July 10, 2018 CDN Meeting. 53 54 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Development and Neighborhoods FROM: Brandon Miles, Business Relations Manager CC: Mayor Ekberg DATE: July 3, 2018 SUBJECT: Lodging Tax Application Funding Requests ISSUE Approval of lodging tax funding requests from Museum of Flight ($50,000) and City of Tukwila ($5,000). BACKGROUND Museum of Flight is requesting $50,000 in lodging tax funds to support its Veteran's Day activities and the City of Tukwila requests $5,000 for "Drag Queen Bowling. Both requests were reviewed by the City's Lodging Tax Advisory Committee (LTAC) on July 2, 2018 and LTAC recommends approval of the funding requests. Available Lodging Tax Funds The City collects a 1% lodging tax on certain qualifying overnight stays in paid accommodations (hotels/motels/Airbnb) in the City. State law limits the use of these funds to tourism promotion'. There is currently just over $1.1 million in lodging tax funds available for use. This does not include revenue for the months April and May because of the two-month lag in receiving lodging tax funds from the State. Additionally, the City has budgeted to collect $755,000 in funds in 2018. Application Approval Process The City's Lodging Tax Advisory Committee (LTAC) reviews all requests, even by the City, for use of lodging tax funds. LTAC then forwards a list of recommended applications to the City Council for its review and consideration. If LTAC does not recommend an application be funded, that application is not forwarded to the City Council. The City Council may approve or deny any of the applications recommended by the LTAC. The City Council may also approve an application and increase or decrease the dollar amount awarded'. The City accepts applications on a rolling basis, with the LTAC reviewing requests monthly. 1 RCW 67.28.080 (6) defines "tourism promotion" as "...activities, operations, and expenditures designed to increase tourism, including but not limited to advertising, publicizing, or otherwise distributing information for the purpose of attracting and welcoming tourists; developing strategies to expand tourism; operating tourism promotion agencies; and funding the marketing of or the operation of special events and festivals designed to attract tourists." 2 On August 17, 2016, the Washington State Attorney General's Office issued an informal opinion regarding whether a municipality could change the dollar amounts recommended by the local lodging tax advisory committee. Specifically, the informal opinion states: "When awarding lodging tax revenues pursuant to RCW 67.28.1816(2)(b)(ii), a municipality may award amounts different from the local lodging tax advisory committee's recommended amounts, but only after satisfying the procedural requirements of RCW 67.28.1817(2), according to which the municipality must submit its proposed change to the advisory committee for review and comment at least forty-five days before final action an the proposal." 55 56 INFORMATIONAL MEMO Page 2 Pending Applications As outlined above, there are currently two pending applications, both applications have been reviewed by the LTAC and LTAC recommends approval. 1. Museum of Flight: Veteran's Dav Weekend Activities ($44,500) The Museum of Flight is one of the premier educational air and space museums in the world, with a projected 2018 attendance of 600,000. Visitors come to the Museum for numerous reasons included meetings and conferences, individual and group educational programs, research for historical and scholar projects and simply for personal enjoyment of the many special events held throughout the year. For 2018, the Museum is requesting funding to supports its Veteran's Day Weekend activities, November 10-11. This year Veteran's Day will mark the 100th anniversary of the end of World War 1. Also, the weekend will include the grand opening of the new Vietnam Veteran's Memorial Park. The Park, part of the Museum's "Project Welcome Home" effort will be a community park honoring all who served during the Vietnam War and will feature a restored B-52 bomber. Additional details on the weekend can be found in the Museum's attached application. CitLof Tukwila, Drag Queen Bowling ($5,000) In partnership with Acme Bowl and Seattle Southside Regional Tourism Authority, the City is going to host the first ever "Drag Queen Bowling" event, scheduled for August 25. The event will allow paid participants to bowl with their favorite drag queen. Paid admission is also being offered to view the activities. Proceedings from the event will benefit Burien's Pride's LGBTQ Scholarship program. As part of the City's branding process the City identified the need to develop new events and activities, specifically focused in the Southcenter area. This event will help with that goal. Also, through our branding process the City was identified by the public as being a welcoming place for all people. This event helps reinforces that Tukwila is welcoming community to all. Acme Bowl has donated the venue for the event. The City's funds will be used for marketing, promotion, advertising, and possibly the creation of a video, with these costs being split between the City and SSRTA. FINANCIAL IMPACT The total amount of funding requested from the lodging tax fund is $55,000. As discussed above, the City has budgeted the collection of $755,000 in lodging tax revenue in 2018. 2018 Lodging Tax Overview Notes Revenue Estimated Fund Balance $1,167,394 Projected Lodging Tax Revenue (Budgeted) $755,000 This was the budgeted estimated in the adopted City budget. Expenditures Committed Funds INFORMATIONAL MEMO Page 3 Seattle Southside Regional Tourism Authority ($292,500) In 2017, the City approved a two-year application and contract with Seattle Southside Regional Tourism Authority. The number shown reflects the funds committed for 2018. City of Tukwila, General Administration ($59,064) Approved by City Council on February 19, 2018. City of Tukwila Southcenter 50 Celebration ($90,500) Approved by City Council on May 21, 2018. Starfire Sports ($44,500) Approved by the City Council onJune4,2018. Renton Chamber of Commerce ($10,000) Approved by the City Council on June 4, 2018. Pending Funding Requests Museum of Flight ($50,000) Reviewed by LTAC on July 2, 2018. LTAC recommends approval. Drag Queen Bowling ($5,000) Reviewed by LTAC on July 2, 2018. LTAC recommends approval. Total Approved and Pending expenditures: ($551,564) Estimated Additional Funds Available for Activities: $1,370,830 RECOMMENDATION Staff recommends that the City Council approve the funding request, as recommended by LTAC. Staff suggests that the applications be placed on the July 16 consent agenda. Since the awarded funds to Museum of Flight exceeds $40,000, staff is also requesting authorization to enter into a contract with Museum of Flight to award the funds. ATTAC H M ENTS A. Museum of Flight LTAC documents, including application. B. City of Tukwila LTAC documents, including application. 57 58 Application to the City of Tukwila for Use of 2018 Lodging Tax Funds Event or Activity Name (if applicable): Marketing & Event Support for Veterans Day Weekend Activities and Vietnam Veterans Memorial Park Opening and Dedication Amount of Lodging Tax Requested: $50,000 Applicant Organization: The Museum of Flight Federal Tax ID Number: 91-0785826 Mailing Address: 9404 East Marginal Way South, Tukwila, WA Primary Contact Name: Jeff Bauknecht Primary Contact Phone: 206.768.7198 Primary Contact Email Address: lbauknecht@museumofflight.org Check all the service categories that apply to this application: ✓ Tourism promotion or marketing. ✓ Operation of a special event or festival designed to attract tourists. • Operation of a tourism -related facility owned or operated by a non-profit organization. • Operation and/or capital costs of a tourism -related facility owned by a municipality or a public facilities district. Check which one of the following applies to your agency: o An entity engaged in tourist marketing or tourism promotion. ✓ Non -Profit (501(e)(3) or501 (c)(6)) (Note: Attach a copy of your current non-profit corporate registration from the Washington Secretary of State Office) o Municipality (City, Town, or County of Washington State) I am an authorized agent of the organization/agency applying for funding. I understand that: 5 • I am proposing a tourism -related service for 2018. if awarded, my organization intends to enter into a services contract with the City; provide liability insurance for the duration of the contract naming the City as additional insured and in an amount determined by the City; and file for a permit for use of City property, if applicable. • My agency will be required to submit a report documenting economic impact results in a rmat deter d by thet _6/11/2018 Date: 59 1) Describe your tourism -related activity or event. The Museum of Flight is one of the premier educational air and space museums in the world, with a projected 2018 attendance of 600,000. Visitors come to the Museum for numerous reasons including meetings and conferences, individual and group education programs, research for historical and scholarly projects and simply for personal enjoyment of the many special events held throughout the year. Request Focus: Veterans Day Weekend Activities: November 10-11, 2018: Weekend Public Programs on World War I, the Vietnam War, and the Grand Opening and dedication of the new Vietnam Veterans Memorial Park. Veterans Day: November 11, 2018 is the 100th anniversary of the end of World War I. Public Programs on Saturday will center on the history of WWI and the Vietnam War. Saturday, November 10: o 10am to 3:30pm: Veterans Resource Fair in the Great Galley featuring representatives from various local and national veteran advocacy, employment, and service organizations to provide information and resources to our visiting vets. o 11am and 1pm: Vietnam & WWII flying themed Weekend Family Workshops (hands-on family science -based arts and crafts) in the Side Gallery. o 11am: Author talk in the Great Gallery: Local author David Bly discusses his WWI novels. o 2pm to 3:30pm: William Allen Theater Presentation: "Beauty and Duty: The History of the American Servicewoman's Uniform," featuring live models wearing actual vintage service uniforms while discussing the significance of each. a Evening: WWI film in the theater, free to the public. Sunday, November 11: Grand Opening of the new Vietnam Veterans Memorial Park The Park, part of the Museum's Project Welcome Home effort, will be a community park honoring all who served during the Vietnam War. In 1991, the Museum took a retired Boeing B- 52G Stratofortress nicknamed Midnight Express on long-term loan from the Air Force. This grandfather of all modern -era large military jets sat quietly for more than 25 years at Paine Field in Everett, WA. In 2012, a U.S. Air Force crew who had flown Midnight Express during the Vietnam War discovered its presence at Paine Field. They gathered at the plane for a deeply emotional reunion: some of them having not seen each other in decades. That reunion inspired Project Welcome Home, designed by and for veterans. The Vietnam Veterans Memorial Park will provide visitors with an understanding of the role aviation played in the war, and the scope of loss in human life and aircraft. Nearly 8,000 aircraft were lost during the war, along with many of the crews that flew them. The Park will also provide a setting for encouraging veterans' healing, as well as a place for non-military visitors to learn about and better connect with those who served in all branches of the military during the Vietnam conflict. It is envisioned as a space that will promote healing, stimulate learning and generate discussion. 2 60 The opening and dedication of the Park is being finalized and will include items such as: o Military honor guard o Vietnam veteran pinning ceremony o Military aircraft flyover o Speakers representing: military, and city, county, state government offices o Military band performance This project has been led by Museum Trustee and Treasurer Jim Farmer who was a B-52 pilot during the Vietnam conflict. Jim recruited a committee of fellow veterans representing the Air Force, Navy and Army -- all who had served during the Vietnam War. This committee has served as advisors on exhibit design, messaging, fundraising and community advocacy with numerous military service organizations throughout the region. The focal points of the Park will be the restored B -52G, joined by a bronze statue of a returning Vietnam aviator, the US and POW/MIA flags and the five military branch flags. The Park will honor all veterans who served in Vietnam. 2) Tukwila's brand signature experience is built on the following themes: • Family Entertainment © Our primary audience for our Veterans Day Weekend activities and the Park opening and dedication are Vietnam Veterans and their families, A secondary audience will be all veterans and families as well as patriots of all ages who recognize, with gratitude, the sacrifices our military personnel have made and continue to make. • Shopping o The Museum experience is supported through a Museum store, Wings Cafe and simulators throughout the facility; all which generate additional revenue. 3 61 • Fun with Friends o We have already seen the impact our Vietnam Veterans initiatives have made in 2018. Families and friends, especially reunions of former military companies/battalions, sharing memories and honoring those who have been lost have become familiar sites. Describe how your event, activity, or festival builds on one or all the themes listed above: 3) If an event, list the event name, date(s), and projected overall attendance. The Museum requests funding from the City of Tukwila LTAC for marketing and event support of our Veterans Day weekend activities and the Grand Opening and Dedication of our new Vietnam Veterans Memorial Park. • November 10-11, 2018: Veterans Day Weekend Activities and Grand Opening and Dedication of the Vietnam Veterans Memorial Park: Anticipated attendance: 5,000 4) Is your event/activity/facility focusing on attracting overnight tourists, day tourists, or both? The Museum focuses on attracting overnight and day tourists. Our special weekend events and business conferences, as well as our immersive education programs, draw thousands of overnight clients to the region. Veterans Day Weekend activities are expected to draw visitors from across the region and country. 5) Describe why visitors will travel to Tukwila to attend your event/activity/facility. A full slate of activities is planned for Veterans Day weekend. This combined with our Vietnam War exhibit in the Great Gallery and the Vietnam Veterans Memorial Park, scheduled to open on Veterans Day 2018, is expected to draw national coverage and visitors from around the country. One of only a handful of Vietnam memorials in the country that focuses on the Vietnam Air War, the Memorial is also unique for honoring those who lost their lives in the war, and those who returned. Most war memorials by definition are dedicated to those who were killed in battle. The name, Project Welcome Home, was chosen specifically to convey the message of appreciation and gratitude to our service members who received a less -than warm reception when they returned home following their service. In addition to the veteran -specific activities mentioned above, the Museum is recognized by our peers and aviation enthusiasts in general as one of the premier aerospace museums in the world. Six distinct galleries display and curate the history of flight. The comprehensive nature of the Museum's collection is virtually unmatched within the industry, showcasing more than 160 air and space craft across all genres and time periods. In addition, the Museum ranks among the top five for meeting and event capacity in the greater Seattle region. Visitors come to the Museum for the fun and excitement that is flight. 4 62 6) Describe the geographic target of the visitors you hope to attract (locally, regionally, nationally, and/or internationally). The Museum provides an experience for every age, education level or cultural background. Our target audience is primarily young families with children, living in the Puget Sound region, along with out-of-state leisure and business tourists. A secondary audience we continue to develop are the outlying areas of Eastern Washington, British Columbia and Southwest Washington and Portland, Oregon. Our primary geographic target for Veterans Day Weekend will focus on the military community throughout the Pacific Northwest including veteran and active duty military in the Puget Sound region and Portland area. We have already seen the word spreading through the broader military community through stories picked up by military publications. 7) Describe the prior success of your event/activity/facility in attracting tourists. Veterans Day has always been one of our stronger individual days for attendance and positive visitor responses, whether it fell on a week day or weekend. 2017 was once again a strong year overall for the Museum. We welcomed 582,910 visitors from across the region, representing every state in the country. We also reached more than 168,000 preK-12th grade students and educators with informal STEM education programs. In addition to one of the most comprehensive air and space craft collections in the world, the Museum houses the largest aerospace library and archives on the west coast, serving researchers and scholars. Historians, engineers, high school and college students, as well as film production teams, use this vast collection to support research, aid in design concepts and even create accurate and exciting visual images on the small and big screen. 8) If this your first time holding the event/activity/facility provide background on why you think it will be successful. Each year the Museum's Public Program team facilitates 60-80 themed workshops, panels or speaker presentations. This experience, day in and day out, speaks to the professionalism and effectiveness of our team. The Museum has a strong track record of welcoming new aircraft, opening new exhibits and buildings to large crowds. Some of the more recent activities include: • 2011: Arrival of a 1935 Lockheed Electra restored to the same specifications as Amelia Earhart's plane • 2012: Opening of The Charles Simonyi Space Gallery • 2012: Delivery of NASA's Space Shuttle Trainer; full-size training model of the Space Shuttle • 2013: Opening of Space Flight Academy in the Space Gallery featuring NASA • 2016: Opening of the 144,000 sf Aviation Pavilion and hosting of the Boeing Company's Centennial Celebration, welcoming 95,000 visitors to the Museum over three days 5 63 9) Describe how you will promote lodging establishments, restaurants, retailers, and entertainment establishments in the City of Tukwila. The Museum promotes businesses in the Tukwila region through placement of the Seattle Southside Regional Tourism Authority (SSRTA) Visitor Guide in our Museum lobby kiosk. We also promote SSRTA through placement of their tourism "widget" on our website in an effort to drive website traffic to the myriad lodging and other tourism businesses in the South Seattle region. Throughout the year we also look for opportunities to collaborate with SSRTA and other Tukwila area businesses on hotel packages and marketing partnerships. 10) As part of the City's branding process, the City committed to using the "Tukwila" name above other names often used to describe the City (or parts of the City), such as "Southcenter" or "Seattle." a) if you are existing entity currently operating in the City does your entity list its physical location as being in Tukwila? If not, why? (Note: This question is only with the city being used to describe your location, it does not apply to out of area marketing, which may say "Seattle"). Historically, the Museum has associated itself with Seattle. Over recent years, we have also used Seattle Southside and Tukwila as geographical references. b) If you are proposing a new activity, festival, or event will it be described as occurring in "Tukwila?" The Museum is proud to make its connection with Tukwila and will incorporate the Tukwila name when strategically appropriate. National and out -of -area marketing will continue to identify the Museum with Seattle. Regional and local marketing will make a more direct association with Tukwila. c) if you are proposing a marketing program please outline how the "Tukwila" name will be used, promoted, used in promotional materials and used in social media. • Social network marketing including Facebook, Twitter, Instagram, etc. will include a combination of both Tukwila and Seattle references. • All event programs and onsite materials will reference Tukwila as the location. • Advertising with out -of -area audiences will reference Seattle as the location. Current Social Network Stats as of Aril 2 2018 Instagram: Facebook: Google+: Twitter: 64 16,800 78,000 likes 76,000 follows 195,000 17,200 6 2017 Museum of Flight Website Stats Pageviews: 4.6 Million Visits: 1 Million Unique Visitors: 728,000 Plan for inclusion and recognition of Tukwila for Veterans Day Weekend activities: • Acknowledgment of City of Tukwila as a lead sponsor for the entire weekend • Logo on Museum of Flight Project Welcome Home related website and calendar pages • Display of City of Tukwila banner in prominent locations. Banner provided by city. • 8-10 posts that tag and mention Tukwila for promoting the opening of the Vietnam Veterans Memorial Park. o Example: "With the support of the City of Tukwila, we're proud to introduce you to our newest visitor experience, the Vietnam Veteran's Memorial Park." These will also include posts during the event that mention Tukwila, and may include photos of the Mayor & Council like we did for the B-52 arrival ceremony. • Tukwila City logo on full-page back cover event ad in the Museum's September/October Aloft magazine seen by 20,000 people, including 18,000 members who receive the magazine in the mail and Museum visitors who pick up the magazine at the Membership or Visitor Service desk. 11) Measurements and Metrics (Note: You will be required to report these metrics as part of the close out of the agreement between your organization and the City.) As a direct result of your proposed tourism -related service, provide an estimate of: Museum -Wide / Project a. Overall attendance at your proposed event/activity/facility. 600,000 / 5,000 b. Number of people who will travel fewer than 50 miles for your event/activity. 336,000 / 3,000 c. Number of people who will travel more than 50 miles for your event/activity. 264,000 / 2,000 d. Of the people who travel more than 50 miles, the number of people who will travel from another country or state. 105,811 / 500 e. Of the people who travel more than 50 miles, the number of people who will stay overnight in Tukwila. 15,800 / 300 f. Of the people staying overnight, the number of people who will stay in PAID accommodations (hotel/motel/bed-breakfast) in Tukwila. 7,250 / 200 g. Number of paid lodging room nights resulting from your proposed event/ activity/facility (for example: 25 paid rooms on Friday and 50 paid rooms on Saturday = 75 paid lodging room nights) 8,400 / 350 7 65 12) What methodologies did you use to calculate the estimates and what methodologies will you use to track outcomes, such as total participants, estimated visitor spending, etc.? Museum -wide numbers in the chart above are estimated by combining the number of known room nights or estimated room nights used for: a. Washington Aerospace Scholars summer residency program, b. Out-of-town Public Program guest speakers and related visitors, c. Special events related to public programs such as Memorial Day and Blue Angels, and private events surrounding exhibit openings and our 2018 Wings Of Heroes Gala, d. 2018 Hops & Props attendees, and e. An estimate of the overnight visitors from general admission. Individual program numbers come from admissions tracking. Estimates for general admission visitors comes from zip code data collected at our admissions desks. Veterans Day Weekend project) numbers are estimated based on prior activities of a similar nature such as the Space Shuttle Trainer delivery and Memorial Day Weekend activities. 13) Are you applying for lodging tax funds from another community? If so, which communities and in what amounts? We are in the second of a two year contract with the City of SeaTac for $60,000 per year. We will also submit a funding request in July of 2018 for similar funding in 2019-2020. 14) Are you applying funding from Seattle Southside Regional Tourism Authority (SSRTA)? If so, in what amount? No 15) What is the overall budget for your event/activity/facility? What percent of the budget are you requesting from the City of Tukwila? • The overall 2018 operations budget for the Museum of Flight is $23,918,896. • The Vietnam Veterans Memorial Park budget is $3,000,000 • Veterans Day Weekend Activities budget is $106,000 The requested $50,000 represents 47% of the Veterans Day Weekend Activities budget. Completed applications should be submitted to: Lodging Tax Advisory Committee c/o Brandon Miles City of Tukwila 6200 Southcenter Blvd Tukwila, WA 98188 Or, Brandon.Miles@Tukwilawa.gov, Questions? LTAC Contact: Brandon J. Miles (206) 431-3684, Brandon.Miles@Tukwilawa.gov. 66 8 City of Tukwila Allan Ekberg, Mayor Mayor's Office - David Cline, City Administrator Staff Memorandum Lodging Tax Advisory Committee Funding Request Name of Applicant: The Museum of Flight Address: 9404 East Marginal Way South, Tukwila, WA 98108 Total Funds Requested: $50,000 About the Applicant: Museum of Flight, a non-profit, is recognized as one of the premier aviation and space museums in the world. The Museum is home to over 150 air and space craft spanning all genres and time periods. Over the last year the Museum has averaged just over 630,000 visitors. Over the last few years the Museum has increased its reach into eastern Washington, British Columbia, and Oregon. Besides aviation tourist enthusiasts, the Museum is also a draw for military affinity groups, industry professionals, and engineering and technology professionals. The Museum is also recognized as one of the premier event spaces in Seattle, offering a wide variety of space and event services. Funds Previously Awarded: The Museum of Flight has received lodging tax funds in the past. For 2016 the Museum received $50,000. The funds last year were used to support a variety of events, with the City being recognized as a "presenting" sponsor for several of the events. Funding Request Narrative: The Museum request is requesting funding for marketing and event support for Veteran's Day Weekend Activities and Vietnam Veteran's Memorial Park Opening and Dedication. An estimated 5,000 people are forecasted to attend the weekend's activities. The weekend will also mark the 100th anniversary of the end of World War 1. Staff Comments: The Museum of Flight is a major draw for residents of Puget Sound; tourists in the area (either staying in the Southside region, Seattle, or Bellevue); and aviation tourists. With an estimated draw of 650,000 attendees, the Museum provides an excellent opportunity to promote the City and region. Tukwila City Hall • 6200 Southcenter Boulevard ' Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov 67 Museum of Flight June, 2018 Page 2 As one of the premier museums in the region, the Museum of Flight provides a great branding opportunity for the City. Staff has continued to work with the Museum to find ways to push the "Tukwila" name with the Museum's marketing efforts. The Museum has indicated that the Veteran's Day activities and opening of the Vietnam Veteran's Memorial Park Opening and Dedication will attract a significant amount of media attention, more than other events planned at the Museum. City of Tukwila Staff Recommendation to LTAC: Staff has no recommendation at this time and would like input from the LTAC before making a recommendation. Notes: Should LTAC and the City Council approval the application, a final scope of work, consistent with the approved application, will be finalized by the City and the applicant. Additionally, the applicant will need to enter into a services contract with the City. Both the scope of work and contract need to be reviewed by the City Attorney. Because this contract will be over $40,000 the City Council will need to authorize the Mayor to execute the agreement. 68 Phone: 206-433-1800 • Email: Mayor@TukwilaWA.gov • Website: TukwiiaWA.gov Application to the City of Tukwila for Use of 2018 Lodging Tax Funds Event or Activity Name (if applicable): Drag Queen Bowling Amount of Lodging Tax Requested: Not to exceed $5,000 Applicant Organization: City of Tukwila Federal Tax ID Number: 91-6001519 Mailing Address: 6200 Southcenter Blvd Primary Contact Name: Brandon Miles Primary Contact Phone: 206-431-3684 Primary Contact Email Address: Brandon.Miles@Tukwilawa.gov Check all the service categories that apply to this application: o Tourism promotion or marketing. o Operation of a special event or festival designed to attract tourists. © Operation of a tourism -related facility owned or operated by a non-profit organization. o Operation and/or capital costs of a tourism -related facility owned by a municipality or a public facilities district. Check which one of the following applies to your agency: o An entity engaged in tourism marketing or tourism promotion. © Non -Profit (501(c)(3) or 501 (c)(6)) (Note: Attach a copy of your current non-profit corporate registration from the Washington Secretary of State Office) o Municipality (City, Town, or County of Washington State) I am an authorized agent of the organization/agency applying for funding. I understand that: • I am proposing a tourism -related service for 2018. If awarded, my organization intends to enter into a services contract with the City; provide liability insurance for the duration of the contract naming the City as additional insured and in an amount determined by the City; and file for a permit for use of City property, if applicable. • My agency will be required to submit a report documenting economic impact results in a format determined by the City. Js/ Signature: June 25, 2018 Date: 69 1) Describe your tourism -related activity or event. The City of Tukwila ("City"), Seattle Southside Regional Tourism Authority (SSRTA), and Acme Bowl ("Acme") proposed to host "Drag Queen Bowling" on August 25th. The event will be a fun and exciting event for participants to bowl with local drag queen celebrities. Proceeds from the event will benefit Burien Pride's scholarship program. The overall goal of the event is to develop an event, over the next few years, that may be moved to Pride weekend, either Burien Pride and/or Seattle Pride. Currently, the City of Tukwila has no Pride related events. Seattle Pride is a large event with people flying in to attend. If the City can position itself as part of the Pride activities, we could hopefully see hotel room nights associated with the weekend. Additionally, the event is consistent with the City's overall brand of bring a place for all. Finally, it also helps to create a fun event in the City's Southcenter District, something that is currently lacking. 2) Tukwila's brand signature experience is built on the following themes: • Family Entertainment • Shopping • Fun with Friends Describe how your event, activity, or festival builds on one or all the themes listed above: The event will be focused on "fun with friends." This event will be held on Saturday evening and will be a great opportunity for people to come out and enjoy a night of fun bowling. 3) If an event, list the event name, date(s), and projected overall attendance. The event name is, "Queen Pin Bowling Classic" and will be held in the evening on August 25, 2018. Attendance is estimated to be around 200 participants. 4) Is your event/activity/facility focusing on attracting overnight tourists, day tourists, or both? The initial, specific focus on the event is on "day tourists." But, the overall goal of the event is to help develop an event that could in the future be moved to correspond with either Burien Pride and/or Seattle Pride. Seattle Pride draws many out of town and out of State participants. 5) Describe why visitors will travel to Tukwila to attend your event/activity/facility. 2 70 This is a one of a kind event! A google search could not find any other drag queen bowling events in the country. This will be a fun, one of a kind opportunity. 6) Describe the geographic target of the visitors you hope to attract (locally, regionally, nationally, and/or internationally). Within the Seattle metro area. 7) Describe the prior success of your event/activity/facility in attracting tourists. The City, SSRTA, and Acme Bowl each have success an experience overseeing, promoting, and hosting events. 8) If this your first time holding the event/activity/facility provide background on why you think it will be successful. Yes, this is the first time this event will be held. However, staff views this event as being the launch of a product that can be expanded in the future. The City of Tukwila currently does not have any Pride related events. This initial event will provide the opportunity to develop a Pride activity. 9) Describe how you will promote lodging establishments, restaurants, retailers, and entertainment establishments in the City of Tukwila. This is a specific event and promotion of individual businesses will be limited. An official host hotel in Tukwila will be designated. 10) As part of the City's branding process, the City committed to using the "Tukwila" name above other names often used to describe the City (or parts of the City), such as "Southcenter" or "Seattle." a) If you are existing entity currently operating in the City does your entity list its physical location as being in Tukwila? If not, why? (Note: This question is only with the city being used to describe your location, it does not apply to out of area marketing, which may say "Seattle"). The event venue, Acme Bowl, has identified itself as being in "Tukwila" since its founding. b) If you are proposing a new activity, festival, or event will it be described as occurring in "Tukwila?" Yes, the event will be identified as being in "Tukwila." 3 71 c) If you are proposing a marketing program please outline how the "Tukwila" name will be used, promoted, used in promotional materials and used in social media. "Tukwila" will be identified as the location for all marketing materials. The City's new tourism mark will also be used on marketing materials. 11) Measurements and Metrics (Note: You will be required to report these metrics as part of the close out of the agreement between your organization and the City.) As a direct result of your proposed tourism -related service, provide an estimate of: a. Overall attendance at your proposed event/activity/facility. 200 b. Number of people who will travel fewer than 50 miles for your event/activity. 190 c. Number of people who will travel more than 50 miles for your event/activity. 10 d. Of the people who travel more than 50 miles, the number of people who will travel from another country or state. 0 e. Of the people who travel more than 50 miles, the number of people who will stay overnight in Tukwila. 10 f. Of the people staying overnight, the number of people who will stay in PAID accommodations (hotel/motel/bed-breakfast) in Tukwila. 10 g. Number of paid lodging room nights resulting from your proposed event/ activity/facility (for example: 25 paid rooms on Friday and 50 paid rooms on Saturday = 75 paid lodging room nights) 10 The numbers above do not reflect total impressions from ads and marketing materials. 12) What methodologies did you use to calculate the estimates and what methodologies will you use to track outcomes, such as total participants, estimated visitor spending, etc.? For attendance, ticket sales and actual attendance at the event. Total impressions and social media engagement will also be tracked. 13) Are you applying for lodging tax funds from another community? If so, which communities and in what amounts? No. 72 4 14) Are you applying funding from Seattle Southside Regional Tourism Authority (SSRTA)? If so, in what amount? No, but SSRTA and the City are partnering on this event and intend to share costs 50/50. 15) What is the overall budget for your event/activity/facility? What percent of the budget are you requesting from the City of Tukwila? Acme Bowl will provide the venue free for the event. Additionally, Acme is also providing graphic design work and marketing support for the event. The City and SSRTA intend on purchasing ads within the Seattle area to promote the event. Additionally, since the goal is to grow the event the City and SSRTA are hoping to hire someone to film the video and cut a video for promotion of the event next year. Budget: Rental of Space: In -Kind Contribution Food and Beverage: No Host. City Staffing: None. Advertising: $2,500 Video: $2,500 (Funds maybe moved between the two categories). Completed applications should be submitted to: Lodging Tax Advisory Committee c/o Brandon Miles City of Tukwila 6200 Southcenter Blvd Tukwila, WA 98188 Or, Brandon.Miles@Tukwilawa.gov Questions? LTAC Contact: 5 73 Brandon J. Miles (206) 431-3684 Brandon.Miles@Tukwilawa.gov. 74 City of Tukwila Allan Ekberg, Mayor Mayor's Office - David Cline, City Administrator Staff Memorandum Lodging Tax Advisory Committee Funding Request Name of Applicant: City of Tukwila Address: 6200 Southcenter Blvd; Tukwila, WA 98188 Total Funds Requested: Not to Exceed $5,000. About the Applicant: The City of Tukwila's Economic Development Office is the City's lead on marketing and promoting the overall City experience to visitors. The Office contracts with organizations, such as SSRTA, to help bring overnight visitors to the City. Economic Development is also responsible for overall economic development policy, business recruitment, and business retention. Funds Previously Awarded: This is a new activity. Funding Request Narrative: The City of Tukwila ("City"), Seattle Southside Regional Tourism Authority (SSRTA), and Acme Bowl ("Acme") proposed to host "Drag Queen Bowling" on August 25th. The event will be a fun and exciting event for participants to bowl with local drag queen celebrities. Proceeds from the event will benefit Burien Pride's scholarship program. Staff Comments: The overall goal of the event is to develop, over the next few years, something that may be moved to Pride weekend, either Burien Pride and/or Seattle Pride. Currently, the City of Tukwila has no Pride related events. Seattle Pride is a Targe event with people flying in to attend. If the City can position itself as part of the Pride activities, we could hopefully see hotel room nights associated with the weekend. Additionally, the event is consistent with the City's overall brand of being a place accepting and welcoming to all. It also helps to create a fun event in the City's Southcenter District, something that is currently lacking. Finally, it's a great opportunity to partner with SSRTA and Acme Bowl Tukwila City Hall • 6200 Southcenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov 75 Drag Queen Bowling June, 2018 Page 2 City of Tukwila Staff Recommendation to LTAC: Approval. 76 Phone: 206-433-1800 • Email: Mayor@TukwilaWA.gov • Website: TukwilaWA.gov City of Tukwila City Council Community Development & Neighborhoods Committee COMMUNITY DEVELOPMENT & NEIGHBORHOODS COMMITTEE Meeting Minutes July 11, 2018 - 5:30 p.m. - Hazelnut Conference Room, City Hall Councilmembers: Kate Kruller, Chair; Kathy Hougardy, Zak Idan Staff: Brandon Miles, Laurel Humphrey CALL TO ORDER: Chair Hougardy called the meeting to order at 5:30 p.m. I. BUSINESS AGENDA A. Lodging Tax Funding Application: Museum of Flight and City of Tukwila. Staff is seeking Council approval of two applications for lodging tax funds as recommended by the Lodging Tax Advisory Committee on July 2, 2018. The Museum of Flight is requesting $50,000 to support its Veterans Day weekend activities, including the grand opening of the new Vietnam Veterans Memorial Park featuring a restored B-52 bomber. If approved by the Council, a final scope of work consistent with the application will be finalized in a contract to be presented to the Community Development and Neighborhoods Committee at a future meeting date. The City's Lodging Tax application emphasizes use of the "Tukwila" name above other names such as Southcenter or Seattle. If this funding is awarded, the Museum will credit the City of Tukwila as a lead sponsor and will reference Tukwila as a location on social media, event programs, and onsite materials. Because the Museum of Flight is a nationally known entity its marketing often aligns itself with the Seattle region. Councilmembers Hougardy and Kruller stated they have seen an increase in Tukwila references due in part to staff's persistence over the years. Councilmember Idan stated he feels they could do more with the Tukwila name and will not support the request for this reason. The City of Tukwila is requesting $5,000 to support marketing of a new event, called "Drag Queen Bowling," scheduled for August 25 at Acme Bowl. Attendees will pay admission and have the opportunity to bowl with drag queens, with proceeds going to benefit Burien Pride's LGBTQ scholarship program. Acme Bowl is donating the venue, and the City's funds will be used for marketing and promotion. The full $5,000 is unlikely to be needed. The City of Tukwila does not currently have an LGBTQ Pride event and also aims to have creative new types of events specifically in the Southcenter area. Museum of Flight request: MAJORITY APPROVAL WITH COUNCILMEMBER IDAN OPPOSED. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. City of Tukwila request: UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR CONSENT AGENDA. 77 78 COUNCIL AGENDA SYNOPSIS Initials Meetin. Date Prepared by Mayors review Council review 07/09/18 LH (t; (._V1 07/16/18 LH i r, I K1 W CATEGORY 11 Discussion 11 Resolution Mtg Date • t. ❑.Fire TS P&R ❑Police PID ❑Court SPONSOR ❑Council 1Mayor ❑HR 7DCD ►1Finance SPONSOR'S In preparation for phase one of Priority Based Budgeting, City staff conducted public SUMMARY outreach to gather feedback on the 2012 Strategic Plan to see if its goals are still relevant. Amendments are proposed based upon that feedback, and the draft resolution would adopt the amended Plan. This briefing will also include an update on the status of the Priority Based Budget process for the 2019-2020 Budget. ITEM INFORMATION ITEM No. S'T'AFF SPONSOR: LAUREL HUMPHREY ORIGIN\I, AGENDA DATE: 07/09/18 AGENDA ITEM TITLE A resolution adopting an amended Strategic Plan. 7/9/18 ❑ Motion Mtg Date r--1 Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing Illtg Date E Other Mtg Date CATEGORY 11 Discussion 11 Resolution Mtg Date Altg Date 7/9/18 ❑.Fire TS P&R ❑Police PID ❑Court SPONSOR ❑Council 1Mayor ❑HR 7DCD ►1Finance SPONSOR'S In preparation for phase one of Priority Based Budgeting, City staff conducted public SUMMARY outreach to gather feedback on the 2012 Strategic Plan to see if its goals are still relevant. Amendments are proposed based upon that feedback, and the draft resolution would adopt the amended Plan. This briefing will also include an update on the status of the Priority Based Budget process for the 2019-2020 Budget. REVIEWED BY ❑ C.O.W. Mtg. ❑ CDN Comm ❑ Trans &Infrastructure ❑ Arts Comm. DATE: 7/5/18 /1 Finance Comm. E Public Safety Comm. Comm. ❑ Planning Comm. CHAIR: QUINN ❑ Parks COMMITTEE RECOMMENDATIONS: SPONSOR/ADMIN. COMMITrEF Council Analyst/Finance Unanimous Approval; Forward to C.O.W. COST IMPACT / FUND SOURCE EXPENDITURI- REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ $ Fund Source: Comments: MTG. DATE RECORD OF COUNCIL ACTION 7/9/18 Forward to Regular Meetina 7/16/18 MTG. DATE I ATTACHMENTS 7/9/18 Informational Memo dated June 21, 2018 (updated after 7/5/18 Finance Com) Draft resolution Proposed amendments to 2012 Strategic Plan Draft attributes for Priority Based Budgeting scoring 7/16/18 Final Resolution 79 80 City of Tukwila Washington Resolution No. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, AMENDING RESOLUTION NO. 1784, TO ADOPT AN AMENDED 2012 CITY OF TUKWILA STRATEGIC PLAN. WHEREAS, on December 10, 2012, the City of Tukwila passed Resolution No. 1784, adopting a Strategic Plan for the purpose of developing a broader understanding of the needs of its community; and WHEREAS, the City desires to use the goals from the Strategic Plan as part of the City's 2019-2020 priority -based budget development process; and WHEREAS, as part of the budget development process, the City also desires to ensure that the 2012 City of Tukwila Strategic Plan continues to reflect the priorities and values of the community; and WHEREAS, to gather feedback and encourage participation from as many community members as possible regarding community priorities and values, a range of events and tools were utilized including via online and written surveys, newspaper and City publications, and a community meeting; and WHEREAS, common themes emerged from this community feedback, necessitating adjustments to the 2012 City of Tukwila Strategic Plan prior to its use as part of the 2019-2020 budget development process; and WHEREAS, as amended, this Strategic Plan will continue to provide a broad strategy for prioritizing the needs of the community in the months and years ahead; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Exhibit A to Resolution No. 1784 (exhibit entitled "2012 City of Tukwila Strategic Plan,") is hereby amended and incorporated by this reference as if fully set forth herein, and the amended version is attached to this resolution as Exhibit A. W: Word Processing\Resolutions\Strategic Plan amended 7-2-18.doc MN/LH:ay Page 1 of 2 81 PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2018. ATTEST/AUTHENTICATED: Christy O'Flaherty, MMC, City Clerk Verna Seal, Council President APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Resolution Number: Rachel B. Turpin, City Attorney Exhibit A: City of Tukwila Strategic Plan 2012 — Amended 2018 W: Word Processing\Resolutions\Strategic Plan amended 7-2-18.doc 82 MN/LH:ay Page 2 of 2 The city of opportunity, the community of choice. CITY OF TUKWILA PROJECT LEADERSHIP TEAM ► Jim Haggerton, Mayor ► David Cline, City Administrator ► Joyce Trantina, Project Analyst TUKWILA CITY COUNCIL ► Verna Seal, Council President ► Joe Duffie ► Dennis Robertson ► Allan Ekberg ► Kathy Hougardy ► De'Sean Quinn ► Kate Kruller EXECUTIVE TEAM ► Evie Boykan, Human Services ► Stephanie Brown, Human Resources ► Bob Giberson, Public Works ► Shelley Kerslake, City Attorney ► Trish Kinlow, Municipal Court ► Kimberly Matej, Govt. Relations ► Peggy McCarthy, Finance ► Mary Miotke, Info. Technology ► Christy O'Flaherty, City Clerk ► Nick Olivas, Fire ► Jack Pace, Community Development ► Derek Speck, Economic Development ► Rick Still, Parks and Recreation ► Mike Villa, Police STEERING COMMITTEE :i11 BERK "Helping Communities and Organizations Create Their Best Futures" 2025 First Avenue, Suite 800 Seattle, Washington 98121 P (206) 324-8760 8w4.berkconsulting.com ► Katrina Dohn, Resident & Tukwila School District Mary Fertakis, Tukwila School Board Mike Hansen, Sabey Corp. & Planning Commission Joan Hernandez, Resident & Equity and Diversity Commission Kathy Hougardy, Council Member Sharon Mann, Resident, Tukwila International Boulevard Action Committee, & Planning Commissioner Jenny McCoy, Resident & Faith Community Bryan Nelson, Resident & Tukwila Pool Advisory Committee Todd Pietzsch, BECU Deborah Salas, Community Schools Collaboration Charanpreet Samra, Student Verna Seal, Council President & Equity and Diversity Commission David Shumate, Resident & Planning Commission Gary Singh, Resident & Developer Jerry Thornton, Resident & Community Police Advisory Board Sarah Vallieu, Resident Lynn Wallace, Chamber of Commerce Mike West, Tukwila International Boulevard Action Committee Leshya Wig, Wig Properties, LLC John Williams, Resident Elaina Yoon, Fatigue Technology PROJECT TEAM STAFF COMMITTEE ► Zach Anderson, Police ► Eric Dreyer, Police ► Robert Eaton, Parks and Recreation ► Stacy Hansen, Human Services ► Melissa Hart, City Clerk ► Mary Hulvey, Community Development ► Diane Jaber, Finance ► Dawn Judkins, Fire ► Gail Labanara, Public Works ► Brenda LaFleur, Human Resources ► Stacia Norris, Information Technology ► Nate Robinson, Parks and Recreation ► Crystal Sweet, Municipal Court ► Tanya Taylor, Public Works ► Don Tomaso, Fire Brian Murphy, Project Manager Dawn Couch, Strategist and Community Engagement Lead Alex Krieg, Gary Simonson, Emily McConnell, & Erik Rundell, Analysts Julie Jacobson, Graphic Designer CONTENTS Introduction 1 Planning Process 2 Summary 6 Goal One 8 Goal Two 12 Goal Three 14 Goal Four 17 Goal Five 21 Appendices A. Strategic Planning Project Schedule B. Demographic & Economic Profile C. Fiscal Baseline Assessment D. Community Feedback on Issue Identification and Visioning E. Community Survey Summary F. Community Feedback on Draft Plan G. 2018 Amendments to the 2012 Strategic Plan Rock `n' Roll Marathon starting line, Interurban Avenue, Tukwila, 2009 86 INTRODUCTION This Strategic Plan will guide City of Tukwila actions and investments for the next five to ten years. It is grounded in an ambitious view of the future and identifies the City's role in making Tukwila the city of opportunity, the community of choice. We are committed to supporting individuals, families, businesses, and whole communities as they create and pursue their preferred opportunities. By working together with our partners to realize the aspirations of this Plan, we will ensure that Tukwila is the community of choice for residents, businesses, and visitors. This Plan does not map out a turn -by -turn path forward for the community. It provides direction and structure (see the City Performance & Accountability Model on page 18) for ongoing conversations about what the City and its partners should do to better the community. Guided by the Plan's Community Vision and Goals, in each year's budgeting and planning cycle, City leaders, City staff, and the community as a whole will focus on answering a simple question: what do we need to do now to advance toward our shared Vision and Goals? More than eight months of conversation and hard work by community representatives and City staff contributed to the development of this Plan. These groups engaged a broad range of Tukwila's community in conversations about Tukwila and its future: What do we want Tukwila to be like in the future? How do we build on our strengths? How can we better meet the challenges of today and position ourselves for the future? Through this process, community representatives, staff, and City leaders have agreed on goals and strategies to best position Tukwila for the future. CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 87 PAGE 1 CITY OF TUKWILA'S STRATEGIC PLANNING PROCESS April 2012 - December 2012 Tukwila's strategic planning process was designed to create a plan that is compelling enough to unite the community and practical enough to be realized. To accomplish this, the planning process included outreach, analysis, discussion, and consensus building across two project phases: Phase 1: Information Gathering & Issue Identification Phase 2: Strategy Development & Refinement ;i -i rd l '�y.Gtyfacilitea ir�—�PQ iC'9oxK6R.un50.�C. b l m.4nc;s4iw Ira.* Arc 06614 4 modern a�nn9 g°x,• oFOeefer C°mmuMM. -1h444,444-how h1 - {„W 4 whu inresimuls in city k+Sm�c cones,) !Mgr" old — 4.04 Pg W^rem foci olioo (li Finale nu„kul� MM+aM rroyans for 1 • Ilj,U Caulihq is ^uohu "n` ° d Ca:::T"P' 1/ Members of the Strategic Planning Steering Committee and work in progress 88 PAGE 2 Strategic Planning Committees The effort was spearheaded by two committees that each met eight times between May and November 2012 to review infor- mation and consider the many challenges and opportunities facing Tukwila. BERK facilitated discussion and exploration of key topics to build consensus around the community's desired future. ► Steering Committee. The Steering Committee guided the strategic planning process and was the ultimate recommending body to City Council. The Committee was comprised of 21 diverse community representatives, many of whom play key roles within the extensive network of community and special interest groups that exist in Tukwila. ► Staff Committee. That Staff Committee included a cross - departmental team of 16 employees representing functions across the City. These individuals will be instrumental in implementing the Plan. Community Engagement The City prioritized community engagement throughout the planning process to ensure the Plan is fueled by community members' aspirations for themselves and for their city. Over the course of the eight month process, hundreds of conversations about the community and its future occurred. These conversations, and the new connections they represent, are an important first step to making Tukwila's Vision a reality. The City is committed to broadening and refining its community engagement capacities and building on the gains made in the strategic planning process, as it works along with the community to achieve the Vision and Goals set out in the Plan. These commitments are articulated in Goal Five, Objectives A and B. CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 0 Yuwrl \-110 -I llt tuns • REI Grow, f@N1VN11f ' '_ —Churl 't g1ASIOASES �ilVe(5 tLI1� r-=1, APR¢rrt¢nrr [N 110050461 1ry [al -W¢komin• �,II1 ild:+ 2,' our cu Aure•, - Ljilder;midial eroperHj uwler,. —I I_ SCYvleeSule 9leatl dp °inn -RUC 54 f -Pci ice mrbr niybeJ e ...Opener* Managas \ 1...\ I nee4 #p bac/ me.iMlir1i ,,� the aWrtmenfs_ erk What woofs r,,� ) ro r+ 4O chUnwt? no molds (or Fuser) tprovolt eg4 eekSo l F dl" ufk - 17 pfV m5 —goys \ --.-—,.7. - • clean uv fo ces.IP I oundnour�� M/A411. nno Iln`'Ir'� COQ,"" oV6cnnlmuniunom ,,4„, c Nall t will cowl*m / )\' 1 vooef fV �1A moldsno4" PA ® — 1� • dluay�1 ot- ,( ►mae edudlii c- , temeouf iv G —kor ��arneraS, t rus rvIces fwlj+o mn nom ws` -eumroumc11n/ ) need bdter sek • �s • l arl )"9' sun " H 001( s,17fCYe(i'pn ® / �e 2]1 ,.§ Lllxar9 "Diverse hu;rnesF -ho{F -elan, Graphic Notes from Diverse Community Forum • w' Irp74-1- rlfS� -AyeproslAvhon Y� hc1t.V boon 011'9 51-114(1 • /(''II Ri'�jtL�lwd I rnfuoo 9.�Imr) � 4� of- -veteame emPlonuit" G coicr opp ur V0+ • AY- -- "hgoM ¢ VaAlio,!I.frain1GollY'/¢'1 r1♦IL A--- "�1 tib r1a ' U (t1( 4in,(K yxtrhs�arry ,� on n o o 0p kbY p4rkS, not yakut ' (edify. ,u Rnf Slihr kNOWilW A • k Uca tApk Wore d lovnit1>eir haute',. ?efe — erlua ycmenl °1 � oll 1: ai hos Ds A„ 'ott45,vtsehddy m1'uhak Bethv 9 • A5rnel '-1 • hnoon 04 •rlore rks-- meet s co, me u5 (H 91111 • W5 — I —r± A Multi -Pronged Approach to Community Engagement The City took a broad and targeted approach to community engagement, including meetings with partners and community groups; interpreted discussions out in the community, and traditional online tools and public meetings. Efforts included: ► Project website and communications materials such as handouts, announcements, and flyers ► Community Survey, with online and printed formats ► Information sharing and straw polls at community events, including Touch -a -Truck, Family Fourth at the Fort, and Tukwila Night Out ► Strategic Planning committee members met with more than 20 community groups (listed to the right) ► Community Visioning and Draft Plan review meetings - Rainbow Haven - Diverse Communities Forum (see summary graphic above) - Public open house on Draft Plan ► Targeted engagements to include perspectives of Tukwila's immigrant, refugee, and linguistic -minority communities - Cascade View Elementary Family Nights - Women's Refugee Alliance's Youth Leadership Class - Diverse Communities Forum ► Staff Engagement - Executive Team work sessions - Staff Survey - Draft Plan review through all -staff coffee breaks CITY OF TUKWILA STRATEGIC PLAN 2012 I Oulor civinqi"," am ow QiNwe, COMMUNITY GROUPS Cascade View Elementary School Family Nights - Community Oriented Policing Citizen's Advisory Board (COPCAB) Equity and Diversity Commission Foster High School Associated Student Body Officers Foster High School Leadership Class Friends of the Hill (FO.T.H.) - Girl Scout Troop 40704 Planning Commission Rainbow Haven Community Refugee Women's Alliance (ReWA) Youth Leadership Class - Southcenter Marketing Partnership Southcenter Rotary Sustain Tukwila Pool Tukwila International Boulevard Action Committee (TIBAC) - Tukwila Historical Society Tukwila Government & Community Affairs Committee for the SW King Co. Chamber Tukwila School District Providers Network Tukwila Pastors Tukwila Rotary Club - Neighborhood Groups 89 AMENDED 2018 PAGE 3 90 PAGE 4 Unifying Themes Two themes run throughout the Plan, linking and strengthening the five Goals: An Emphasis on Partnering and Collaboration The City of Tukwila cannot accomplish the community's Vision and Goals working alone. Throughout this document, a variety of strategies are established to rally and focus the efforts of a team of partners, including the residents and businesses that call Tukwila home, local and regional community- based organizations, neighboring cities, and City of Tukwila departments and staff. A Broad Definition of "The Tukwila Community" The Tukwila community is defined in the broadest sense of the word, recognizing that Tukwila is a community of communities: ► The Tukwila community is made up of residents, businesses, and guests, including those who come to Tukwila to shop, visit our residents, or enjoy the many amenities and services Tukwila offers. ► The Tukwila community is also made up of many different ethnic communities, linguistic communities, and communities of interest. These include families who have lived in Tukwila for generations, recent refugees and immigrants from all over the world, young families, seniors, children, and members of countless organizations ranging from the Tukwila International Boulevard Action Committee, to active neighborhood groups, to our committed Ham Radio club. The communities that comprise Tukwila are what make it unique, dynamic, and positioned to be a model for other communities. There is a focus throughout this document on drawing on and enhancing the strengths of individual communities for the good of each and the good of the whole. CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 Plan Structure The Community Vision and five Goals describe the desired future of Tukwila. Meeting this Vision and these Goals will require the efforts of more than the City of Tukwila acting alone: it will require the contributions of all the City's partners, including residents, businesses, and local and regional community-based organizations. The City's Mission describes the role of the City of Tukwila in pursuing the Community Vision. This statement describes the focus of the City organization, its leadership, and staff. Five Goals establish high level aspirations and areas of effort. Under each of these Goals, Objectives (lettered items: A, B, C...) and Strategies (numbered items: 1, 2, 3...) describe how the City will achieve the Goals. Under some Strategies, Implementation Options (bulleted items) capture potential actions identified during the planning process. Actual implementation commitments will be made through the City's annual budget setting and workplanning process as discussed under Goal Four. CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 The Tukwila Community Center from across the Duwamish River 91 PAGE 5 92 CITY OF TUKWILA COMMUNITY VISION The city of opportunity, the community of choice. CITY MISSION To provide superior services that support a safe, inviting and healthy environment for our residents, businesses and guests. 93 PAGE 6 CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 STRATEGIC GOALS & OBJECTIVES 94 GOAL ONE A Community of Inviting Neighborhoods & Vibrant Business Districts A. Cultivate community ownership of shared spaces. B. Build a broad and collaborative approach to preventing crime and increasing the sense of safety. C. Focus City planning and investments on creating a connected, dynamic urban environment. D. Use City efforts and investments to realize established visions for specific sub -areas. E. Build and maintain public infrastructure that supports a healthy and attractive built and natural environment GOAL TWO A Solid Foundation for All Tukwila Residents A. Partner with organizations that help meet the basic needs of all residents. B. Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. C. Encourage maintenance, improvements, and diversity in the City's housing stock. D. Work to eliminate systemic barriers and provide equitable access to opportunities and services as outlined in the City's Equity Policy. GOAL THREE A Diverse & Regionally Competitive Economy A. Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. B. Strengthen the City's engagement and partnership with the business community. C. Encourage development, maintenance, improvements and diversity in the City's stock of business space GOAL FOUR A High -Performing & Effective Organization A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. B. Advance Tukwila's interests through participation in regional partnerships. C. Continue to innovate and develop as an organization and support individual growth. D. Ensure City facilities are safe, efficient, and inviting to the public. E. Ensure the long-term fiscal sustainability of the City. GOAL FIVE A Positive Community Identity & Image A. Improve the City's ability to build trust and work with all members of the Tukwila community. B. Facilitate connections among Tukwila's communities. C. Promote a positive identity and image of Tukwila. CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 PAGE 7 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL 0 N FE A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS One of Tukwila's greatest strengths is its combination of strong, defined residential neighborhoods and a diverse business base. The commitment to making the City's neighborhoods more inviting and its business districts more vibrant is essential to advancing the City's other aspirations contained in this Plan. Two priorities run through this Goal: ensuring the community is safe and visually attractive. These characteristics are strongly interlinked. When neighborhoods are inviting, people want to be in them. This activity deters crime, further improving neighborhood appeal. Inviting and appealing spaces also attract more shoppers and employers, supporting the vibrancy of business districts and strengthening the tax base that allows the City to invest in community -building and services. Goal One emphasizes a collaborative and inclusive approach to improving the physical appearance and safety of Tukwila's neighborhoods and business districts. In addition, it directs City planning and investments toward strengthening quality of life for residents and supporting the City's role as a major regional shopping and employment center. Areas of focus include making the City more accessible to bikers and walkers, advancing plans for particular sub -areas, and engaging residents and businesses in establishing and maintaining community-based expectations for how Tukwila's public and private spaces will look. 95 PAGE 8 CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE Objectives & Strategies 96 "I love the Tukwila community and have called it home since 1996. I believe in our potential." - A resident A. Cultivate community ownership of shared spaces. 1. Expand the system of incentives, tools, and supports that encourage investment in and maintenance of private and public spaces. Improve enforcement of the City's regulations. 2. Ensure City -owned properties meet the community's desired look and feel. Encourage partners to maintain their properties to similar standards. 3. Explore ways to use public art to beautify and enrich the community. 4. Reduce commercial activity that is not compatible with residential neighborhoods as opportunities arise. B. Build a broad and collaborative approach to preventing crime and increasing the sense of safety. 1. Engage all City departments in reducing crime. 2. Use environmental design principles to improve public safety. 3. Engage businesses and residents in preventing crime and preparing for emergencies. — Over time, broaden the focus of this engagement to other community - building efforts. — Explore opportunities to engage visitors in crime prevention and crime reporting. — Improve relationships between the City and immigrant communities around public safety. 4. Partner with social service organizations and explore regional solutions to prevent crime. — Review case data to identify frequent violators and coordinate with service providers to resolve issues. CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 PAGE 9 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE continued WALK & ROLL PLAN C. Focus City planning and investments on creating a connected, dynamic urban environment. 1. Prioritize changes that promote public safety, encourage the active use of space, and facilitate foot and bike access. — Make smart investments to support the desired environment, including sidewalk, trail, street, and lighting improvements to support biking and walking as funding and other factors allow. — Identify appropriate parks to be made safer for all users by reducing vegetation to improve visibility, allowing other parks to have more native landscaping. — Advance implementation of the City Walk & Roll Plan. 2. Explore creative ways to increase transit, foot, and bicycle access to community amenities, stores, and jobs. 3. Work with the community to identify desirable retail opportunities in residential neighborhoods. The Walk & Roll Plan is the City's first pedestrian and bicycle plan. It includes projects to improve streets and trails for pedestrians and bicyclists. The Plan has a "complete streets" focus that expands the focus of transportation planning from keeping cars and trucks moving to the idea that Tukwila's streets should be for everyone. The Plan recommends seven actions to improve mobility in the City: 1. Adoption of bicycle and pedestrian infrastructure designs. 2. Designation and adoption of "bicycle friendly routes." 3. Continue construction of neighborhood links. 4. More than the minimum for pedestrian safety. 5. Railbanking for the future: acquiring and using abandoned rail spurs for future trails. 6. Promotion of and participation in biking and walking programs. 7. Identify and fund Walk and Roll projects in the Capital Improvement Program (CIP). 11111 , 1iq 1_01111 �. IS.;�t9Ua.aiiruu; 97 PAGE 10 CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE continued D. Use City efforts and investments to realize established visions for specific sub -areas. 1. Implement the community -led vision for the Tukwila International Boulevard neighborhood. 2. Work with businesses to finalize and implement the City's Southcenter Plan. 3. Continue to support the development of Tukwila South. 4. Tailor land use codes for the specific circumstances of individual sub - districts rather than applying one set of codes citywide. 5. Identify public and private infrastructure investments that will be needed to support the long-term vision for specific areas of the City. — Use multi -department teams in long-term planning efforts to establish shared goals and target City investments in catalytic projects. E. Build and maintain public infrastructure that supports a healthy and attractive built and natural environment. 1. Ensure that all neighborhoods and business districts have the necessary utilities, roads, bridges, sidewalks, and other infrastructure to thrive. 2. Ensure that all public infrastructure in the City supports a healthy and attractive natural environment. Concept site plan 98 Tukwila Village is a new mixed- use neighborhood planned for Tukwila International Boulevard and South 144th Street. The City, partners, and the community have built a shared vision for Tukwila Village and construction is planned to begin in 2013. CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 PAGE 11 A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS GOAL TWO A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS Cities are not only places where people sleep and eat, work, shop and play. Cities are places in which individuals and families make their lives. In collaboration with its partners, the City will work to establish a solid foundation from which all residents have access to opportunity and the ability to pursue their dreams, whether they are newcomers to the United States seeking access to education, affordable housing, and employment or seniors looking for a place to spend their retirement years. In this arena, Tukwila aims to be a model community, showcasing our strengths as a dynamic and diverse community. To achieve this Goal, Tukwila will act both as a provider of quality service and an excellent partner to the many organizations that serve Tukwila's community. Being a great partner means many things: facilitating connections, advocating, sharing information, increasing awareness, and funding. In fulfilling these roles effectively, the City will listen and work collaboratively with its partners to make a real and positive difference in the lives of community members. 99 PAGE 12 CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS GOAL TWO Objectives & Strategies "I would like to see more opportunities for our young people. I feel strongly we need a resource with a Boys & Girls Club philosophy by the high school where it is more accessible to the majority of the community." - A resident 100 A. Partner with organizations that help meet the basic needs of all residents. 1. Continue to advocate for vulnerable populations and increase understanding of the challenges they face. 2. Actively collaborate with service providers supporting basic needs, including housing, food, health care, education, employment and job readiness. 3. Be a regional leader in efforts to increase housing security and meeting the needs of a dynamic community. — Explore opportunities for supporting cooperative and alternative housing for transitioning and recent refugees. B. Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. 1. Strengthen the City's partnership with schools to identify and pursue shared goals. — Seek opportunities to support educational and vocational goals of individuals who have "aged out" of the traditional school system. 2. Facilitate connections between educators, service providers, and businesses to link residents with job training and employment opportunities. 3. Improve access to parks and recreation programming to serve a broader range of Tukwila's residents. — Engage community members in identifying unmet needs and interests. — Explore opportunities to increase easy access to the Tukwila Community Center (TCC) and bring programming out of the TCC, into the community. C. Encourage maintenance, improvements and diversity in the City's housing stock. 1. Engage communities in determining the desired look and feel for new housing units in established neighborhoods. 2. Promote the availability of quality housing options at all price points to support social diversity and ensure families and individuals can remain in Tukwila as life circumstances change. — Explore opportunities to provide more assisted -living options for seniors that are neither low-income nor in-home care. D. Work to eliminate systemic barriers and provide equitable access to opportunities and services as outlined in the City's Equity Policy. CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 PAGE 13 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY GOAL THREE REGIONALLYA DIVERSE & COMPETITIVE ECONOMY The ability of the City of Tukwila to fulfill its Mission of providing superior services that support a safe, inviting, and healthy environment for our residents, businesses, and guests depends directly on the strength of its economy. Without maintaining a strong economy, the City will not be able to provide quality services to its residents and infrastructure for its neighborhoods. In addition to this critical role supporting the City's tax base, Tukwila businesses provide jobs, shopping options, and services for local residents. Tukwila is fortunate to have many significant economic assets, including its central location, diverse business base, and long- standing role as a regional retail and employment center. However, these are not guaranteed qualities. The City must take action to protect and strengthen its economic assets and regional role in the face of changing tastes, regional and global economic forces, and competitive moves by other communities. Tukwila and its businesses must be proactive and innovative to maintain, let alone increase, market share, employment levels, and City services. The City's economic development efforts will continue to be multi -pronged, addressing three aspects of the City's economy: 1. Protecting the City's role as a strong regional retail center and preparing for the retail market of the future. 2. Supporting the retention and expansion of the City's commercial and industrial businesses. 3. Cultivating the success of the City's entrepreneurs and small businesses, including businesses owned by refugees, immigrants, and non-native English speakers. 101 PAGE 14 CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY GOALTHREE continued To strengthen the competitiveness of Tukwila's economy, the City will support existing businesses, attract new business, and tap into the entrepreneurial talent and appetite for commerce of its residential population. Two very practical ways for the City to pursue these goals is to increase its communication with Tukwila businesses and ensure that City -controlled factors — such as permitting processes, business regulation, and customer service — are business -friendly. Businesses provide significant value to the Tukwila community, and are direct customers served through the City's Mission. In pursuing the aspirations of Goal Three, the City will engage Tukwila's businesses in strengthening the community. Tukwila businesses are largely untapped resources in this regard and have much to contribute and much to gain from a strengthened physical and social community fabric. When individual businesses prosper, there are benefits to Tukwila as a whole, and when the community prospers there are similarly benefits for individual businesses. "Tukwila has a central location and excellent amenities — retail, freeways, airport, and hotels — which make for a good business infrastructure." - A business owner A REGIONAL EMPLOYMENT CENTER In 2010, Tukwila business had nearly 43,130 employees and 1.7 Billion in taxable retail sails, demonstrating Tukwila's role as a regional employment and retail center. These figures also signal another important characteristic of the City: the influx of employees, shoppers, and other guests who come to Tukwila each day. Another key characteristic of the community is its diverse employment base (see chart), with significant numbers of jobs in the services, retail, manufacturing, and wholesale trade, transportation, and utilities sectors. As part of this Plan, Tukwila commits to nurturing its strong and diverse economic k, e in the coming years. 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Tukwila Covered Employment by Sector, 2000-2010 �IIIIIIIII� IIIIIIIIIII o° oti oti 0 o° 0 0 oA 0 0 ti° yo yo ,yo do yo yo yo ,yo yo ,yo yo CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 Education Government (Wholesale Trade, wRJ Transportation 8 Utilities) • cervices Fbta l • Manufacturing (Fnance, L ARE Insurance& Foal Estate) • Construction & Fbsources PAGE 15 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY GOAL THREE Objectives & Strategies "Improve local jobs and business so Tukwila residents can earn a living wage." - A Somali service provider Westfield Southcenter Shopping Center A. Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. 1. Establish and implement an economic development strategy that identifies ambitious goals and leverages the efforts of all City departments to strengthen the City's economy. 2. Employ a business -friendly approach to regulation while protecting the long-term interest of neighborhoods and businesses districts. 3. Strengthen the City's image as an economic hub, promoting Tukwila's businesses and the City as a good place to do business. 4. Promote understanding of the interdependencies and mutual interests among Tukwila residents, Tukwila businesses, and the City of Tukwila. B. Strengthen the City's engagement and partnership with the business community. 1. Improve the City's ability to have two-way communication with Tukwila businesses. 2. Cultivate business participation in strengthening and promoting the Tukwila community. C. Encourage development, maintenance, improvements and diversity in the City's stock of business space. 1. Promote the availability of quality business space options at all price points to support business diversity and ensure that businesses of all sizes can and want to remain in Tukwila. PAGE 16 CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 104 A HIGH -PERFORMING & EFFECT! GOAL FOUR HIGH-PERFORMINGA EFFECTIVE ORGANIZATION This Strategic Plan is the first step in the next phase of Tukwila's history, but it is not the last step. This Plan will promote and inform additional conversations and decision-making, as the City and its partners work from year to year to implement the desires and ambitions established in this document. The City of Tukwila has provided high quality services to its community during its first hundred years and commits to strengthening this tradition going forward. Like all cities, Tukwila has finite resources. Goal Four describes the path to improving capabilities and efficiencies within the City to deliver more value to the community with the resources it has. A primary focus is having the different parts of the organization work better together. By aligning the efforts of City departments, individual staff members, and the City's partners around the shared Vision and Goals articulated in this Plan, the City will focus its efforts on achieving what matters most to the community it serves. COMMUNITY OUTREACH Ongoing feedback and consultation with the public is key to achieving the Objectives in Goal Four. The City tried many new outreach tools and formats as part of the strategic planning process (see page 3), and is committed to broadening its community engagement toolkit. This chart summarizes input received from the 2012 Community Survey on desired City priorities. O 0 O' O 0 O m Community Priorties for City Action, 2012 Improving the local economy, with jobs and opportunities for area businesses Improving Tukwila's image and reputation in the region Ensuring the City is financially healthy Improving the physical appearance of the community Improving police services Strengthening the local social safety net (supports and services for individuals and families in need) Increasing housing choices for all ages and incomes Improving traffic or road conditions Improving parks and recreation choices Improving bicycle and sidewalk connections Improving fire services Other 0% CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 10% 20% 30% 40% 50% 105 PAGE 17 A HIGH -PERFORMING & EFFECTIVE ORGANIZATION The City Performance & Accountability Model shown below illustrates how the Strategic Plan will be used to inform annual budgeting and workplanning efforts across the City, guiding efforts around the Vision and Goals established in the Plan. This Plan and Model do not commit the City to future actions, but establish a transparent process for developing and reporting on the City's efforts to achieve the desired outcomes established by the Plan. Each year, progress from the previous year will be reviewed and, together with updated community input, used to establish Council goals and departmental workplans. Based on these goals and plans, departments will propose annual performance targets for approval by City leadership and begin a new year's actions and investments designed to advance the community towards its Vision and Goals. CITY PERFORMANCE & ACCOUNTABILITY MODEL TUKWILA STRATEGIC PLAN ► Community Vision ► City Mission ► Goals ► Objectives ANNUAL PLANNING I► Community Input* ► Council Goal Setting ► Departmental Workplans PROGRESS REPORTING ► Performance Reports ► Situation Assessments ► Information Sharing* * involves additional community and partner engagement PERFORMANCE TARGETS ► Measurable Goals ► Performance Indicators II ACTIONS & INVESTMENTS ► Implementation Steps 7w-1 ► Outcomes -based Funding 106 PAGE 18 CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 A HIGH -PERFORMING & EFFECTIVE ORGANIZATION GOAL FOUR Objectives & Strategies ORGANIZATIONAL DEVELOPMENT & INDIVIDUAL GROWTH The skill and dedication of Tukwila's employees is a core strength. We value employee contributions today and are committed to further developing our skills and improving how we work together. The City aims to benefit from the full knowledge, skill, energy, and creativity of each individual employee by encouraging long-term thinking beyond individual departments and informed, distributed decision-making that advances our collective goals. This model of employee engagement and leadership relies on all employees understanding their role within the larger effort. While establishing our Vision, Mission, and Goals is an important first step in becoming the high -performing organization we want to be, significant work lies in front of us. This Plan provides guidance to revising our organizational structures and systems to make sure we work as effectively and efficiently as possible in service of our Mission and in pursuit of our community's Vision and Goals. We would also benefit from establishing City of Tukwila Values that guide how we work with one another and how we treat our partners and customers. A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. 1. Align City efforts and priorities around the Strategic Plan, including Council goal -setting, the City's regular budgeting processes, and department -level workplanning. — Create a results -oriented customer service culture focused on achieving the City's Mission. — Establish an annual process for reviewing progress and establishing new action plans for implementing the community aspirations set by this Strategic Plan. — Establish City of Tukwila Values or Guiding Principles to shape organizational culture and guide decision-making. 2. Track and report progress on meeting Strategic Plan Goals to City staff, residents, businesses, and other interested parties. — Identify performance measures by department and establish tools and schedules for reviewing, sharing, and learning from progress. 3. Improve communication and strengthen relationships up, down, and across the organization. B. Advance Tukwila's interests through participation in regional partnerships. 1. Encourage broad participation of City staff and elected officials in regional partnerships. 2. Be a regional leader in building common goals with our local and regional partners to achieve the greatest possible results. C. Continue to innovate and develop as an organization and support individual growth. 1. Encourage employee leadership throughout the organization. Engage and leverage the full abilities of each employee. 2. Establish a culture and mechanisms to support ongoing growth and learning as an organization. 3. Seek innovative opportunities to improve public service. CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 107 PAGE 19 A HIGH -PERFORMING & EFFECTIVE ORGANIZATION GOAL FOUR continued D. Ensure City facilities are safe, efficient, and inviting to the public. E. Manage the long-term fiscal sustainability of the City. 1. Promote shared staff and community understanding of the City's fiscal position. Share information about significant revenue and cost factors, as well as the rationale for decision-making. 2. Focus City expenditures on community priorities and maximize efficiencies in service delivery. — Evaluate City services and service delivery models relative to the City's Mission, Strategic Plan, fiscal outlook, and ongoing input from the community. — Establish policies and processes to adopt technology that improves City services and makes them more efficient. — Explore opportunities for regional partnerships and regional service delivery models that are fiscally beneficial to the City and in line with community values. — Encourage future development in locations where existing infrastructure can absorb the growth. 3. Increase City revenues to support quality services for the whole community. — Aggressively pursue opportunities to grow the City's business tax base through economic development. — Explore options to increase revenues for the provision of City services or facilities for the benefit of our residents, businesses, and visitors through mechanisms that are fair and appropriate. 108 PAGE 20 CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 A POSITIVE CO A POSITIVE GOAL FIVE IDENTITY &IMAGE UNITY Goal Five addresses two interrelated aspects of the Tukwila community: its internal identity and its external image. The City will make proactive efforts to strengthen Tukwila's identity. As a community composed of many smaller communities, this will be a complex and rewarding effort. Today, many people feel connected and committed to their own piece of Tukwila, be it a block, a neighborhood, a business park, or a particular linguistic, cultural, or interest group. Throughout the strategic planning process we heard a desire to increase the shared sense of belonging and membership in Tukwila as a whole. A first step is strengthening the City's ability to engage all community members, using online tools, traditional meeting formats, and innovative, adaptive formats that open lines of communication with members of communities not reached via other means. The City commits to following up on the successful community engagement efforts used in this planning process (see page 3), as well as learning from efforts that were not as successful, to continue to build strong relationships with individuals and groups. As the City's relationships with its many communities grow, it will seek to build bridges among these groups; connecting, sharing, and recognizing communities for the good of each and the betterment of all. These connections, together with the investments in neighborhoods, business districts, and other community supports as described in other Goals, will bolster our identity, strengthening shared understanding and appreciation for who we are as a community. As our internal identity takes shape, we will promote an aligned external identity that communicates a positive view of Tukwila to outsiders, including potential new residents, business owners, shoppers, and other guests. Tukwila has many strengths to communicate, from its geographic location—a community at the center of it all—to its positive business climate and dynamic and international shopping, recreation, and dining offerings. These aspects of the Tukwila story are important elements of the City's image and brand that will be promoted regionally. CITY OF TUKWILA STRATEGIC PLAN 2012 - AMENDED 2018 109 PAGE 21 A POSITIVE COMMUNITY IDENTITY & IMAGE GOAL FIVE Objectives & Strategies "I see the City's greatest challenge as creating a brand for Tukwila to invite visitors and create an attractive image." - A City employee A. Improve the City's ability to build trust and work with all members of the Tukwila community. 1. Broaden the City's toolkit to include new technology and formats that enable two-way communication and improve business processes. 2. Strengthen the City's ability to engage with communities that do not participate in traditional formats. — Adopt engagement strategies that bring City staff and decision makers out into the communities they serve to engage in meaningful dialogue. — Cultivate meaningful, long-term relationships with members of the City's communities. — Expand the linguistic and cultural competencies of City staff through training and hiring. 3. Cultivate participation by Tukwila's many communities in the City's decision-making processes. B. Facilitate connections among Tukwila's communities. 1. Build connections among the many communities that make up the broader Tukwila community. 2. Improve broad understanding and appreciation of all of the City's cultures. Movie night at the Tukwila Community Center 110 PAGE 22 CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 A POSITIVE COMMUNITY IDENTITY & IMAGE GOAL FIVE continued C. Promote a positive identity and image of Tukwila. 1. Take a proactive role in generating positive media coverage of the community. — Promote the City's amenities, cultural dynamism, and geographic location. — Shift negative perceptions about crime in Tukwila. 2. Implement a long-term, scalable community branding effort. — Establish common themes that promote Tukwila's many positive attributes. — Expand community markers at City boundaries and at key points throughout the community, establishing a clear community signature. — Use public art that is representative of the City's diverse communities in the branding effort. 3. Promote Tukwila's international diversity as a strength and draw for regional visitors. — Support neighborhood businesses in reaching new markets through improved facades, way -finding banners, and common promotions. — Explore opportunities for establishing a neighborhood business district organization to provide ongoing support for small businesses operating within a defined geographic area. — Explore opportunities to establish a shopping and dining destination, similar to Seattle's Pike Place Market or International District. COMMUNITY BRANDING & PROMOTING TUKWILA'S INTERNATIONAL DIVERSITY The Strategic Planning Steering Committee generated many ideas for strengthening Tukwila's image by proactively communicating the City's many positive attributes. Specific ideas included: ► Promoting businesses and attractions located in Tukwila. ► Establishing a community tagline such as "Tukwila — at the Center of it All." The Committee also generated many ideas for positioning Tukwila as a dynamic focal point of international languages and cultures by: ► Lining Tukwila International Boulevard with flags representing the home countries of neighborhood residents and business owners. ► Celebrating Tukwila's different communities through cultural fairs, festivals, and other events. ► Recognizing Tukwila's multi-lingual student body that is well-equipped for employment in a global marketplace. Museum of Flight Starfire Sports CITY OF TUKWILA STRATEGIC PLAN 2012 — AMENDED 2018 111 PAGE 23 CITY OF TUKWILA 6200 Southcenter Boulevard, Tukwila, Washington 98188 206-433-1800 www.TukwilaWA.gov Tukwila@TukwilaWA.gov CITY OF TUKWILA STRATEGIC PLAN 201 Z APPENDICES A. Strategic Planning Project Schedule B. Demographic & Economic Profile C. Fiscal Baseline Assessment D. Community Feedback on Issue Identification & Visioning E. Community Survey Summary F. Community Feedback on Draft Plan G. 2018 Amendments to the 2012 Strategic Plan C Q N X O CI' -o N •V C L 13.0 CU CU CU O. -0 V Q 0 V z 0 4.1 O 0. 0 N c -I 00OA Y 2 -4 Develop Draft Plan Diverke Communities ✓ l 0 N 01 E O u.■ E O v L V 16 i Y 0 Collaborativ s & Online Feedbac C N a Oy ou • N O A al 3G 1 ro 0 M • C WcW "'1 "0 Elmo #11 f0 V Cs '� 2i CL 114 O 3 E 0 V • Cv EN o 00 hD N • OD C v lD n w bb0 ENro • W u N d X \ C.-1 rl N if) \ bA N 5 rn 2 co 1 N ._, .7,_ .......... bD Ln c \ • Work Session 2: O� V akeholder Interview ( N es, • E ci H M c.i O GA ul N M Y \ W 1-:: N (0N Work Session 1: >- N N U p_ 00 o o coC 0 V) V) 0 G W Y v • ▪ N v 'T 2 U C -4 \ L Q GD O E Q 0_ N � N IS 2 V) , OD Ln ' C C� c -I N c -I C pE 06 Lf) W l.n m m v O o V C o N O • v = 0 a 0 Ln • • W LL W W Q H W C7 Q2OC9 o z V 00 W City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future City of Tukwila Strategic Plan Appendix B June 2012 Demographic & Economic Profile • .l1I BERK "Helping Communities and Organizations Create Their Best Futures" STRATEGY ANALYSIS COMMUNICATIONS 116 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 CONTENTS About this Document 2 Demographic Overview 2 Population 3 Age 5 Community Composition 7 Race and Ethnicity 8 Foreign -born Population 11 Foreign -born Students in Tukwila Schools 12 Languages Spoken at Home 13 Language Spoken in Tukwila Schools 14 Income, Poverty, and Human Service Demands 15 Education 18 Public Health Indicators 21 Housing 22 Renter -Occupied Housing Units and Housing Tenure 22 Housing Affordability 24 Economic Overview 26 Land Value 27 Employment 28 Retail Sector 32 Office and Industrial Sectors 35 1 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 DEMOGRAPHIC OVERVii_.. This section presents Tukwila's key demographic indicators in context with a set of neighboring cities: Burien, Kent, Renton, and SeaTac. Where possible, figures for King County are included as an additional regional reference point. SUMMARY OF KEY FINDINGS In general, South King County cities share some common characteristics in comparison to the rest of the County, including lower incomes, less educational attainment, and a higher percentage of minorities and foreign -born residents. Within South King County, Tukwila conforms to or leads this typology. Overall, Tukwila has a substantially lower population than the primary residential centers of South King County. Over the last ten years the City has seen an average annual residential growth rate that is much lower than larger South King cities of Burien, Renton, and Kent (although it is on par with the County overall). Tukwila skews somewhat younger than the County overall and most other South King cities as well, with more children per household. Tukwila has a much higher percentage of minorities, foreign - born residents, and non-English speakers than the County overall and, to a lesser extent, the other South King cities we examined. Tukwila has a much lower median household income and a much lower average educational attainment than the County overall and, to a lesser extent, the other King County cities other than SeaTac, which is similar to Tukwila with regard to education. Changes in demographic characteristics in recent years show that a portion of Tukwila's population has turned over in recent years. This is indicative of Tukwila's role in the region as being — along with other nearby communities — a home, temporarily or otherwise, for refugees, immigrants, and other populations. These demographic characteristics of the community both shape and are shaped by Tukwila's housing base, which is described at the end of this section. The City has a higher percentage of renters than the County overall and the other cities, although this percentage decreased between 1990 and 2010. The community experiences a significantly higher rate of turnover in its population. Compared to South King County overall, Tukwila housing is relatively affordable, particularly for purchasing a home. City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 POPULATION Residential Population Compared to the other South King cities, Tukwila has a low residential population. It is growing at a rate similar to the County overall, but significantly slower than the neighboring cities of Burien, Kent, and Renton. Exhibit 1 Total Population (including annexations) of Selected South King Cities, 1990 - 2011 120,000 100,000 - 80,000 60,000 40,000 Kent 118,200 Renton 92,590 41,688 50,052 47,660 31,881 Burien 37,960 27,110 SeaTac ♦ 20,000 25496 _ Tukwila 17,181 19,050 11,874 1990 2000 2011 Source: Washington State Office of Financial Management, 2012; BERK, 2012 Note: Burien and SeaTac were incorporated as cities in the mid-1990s, so data for 1990 is not unavailable. Exhibit 2 Average Annual Growth Rate of Selected South King Cities (with annexations removed), 2000-2011 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 05% 0.0% 3.7% 3.6% 3.1% 0.9% 0.6% 0.8% Burien Kent Renton Tukwila SeaTac King County Source: Washington State Office of Financial Management, 2012; BERK, 2012 118 3 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 ■ With just under 20,000 residents in 2011, Tukwila has a relatively small population compared to the other South King cities. ■ Tukwila's average annual growth rate of 0.9% (with annexations removed) between 2000 and 2011 is slightly higher than the County average of 0.8%, but much lower than the South King cities of Burien (3.7%), Kent (3.6%), and Renton (3.1%). ► Similarly, while Tukwila's total population increased by 60% between 1990 and 2011, Kent's increased by over 210% and Renton's increased by over 120%. These figures include annexations, although in all cases the annexations do not account for the majority of the growth. Daytime Population In addition to its residential population, captured by the figures and charts above, Tukwila is a regional destination for employees (see the Employment section beginning on page 28), shoppers, students, and other visitors. The City's estimates place Tukwila's daytime population between 150,000 and 170,000, including approximately 16 million shoppers a year to the Westfield Southcenter Mall alone. This population is 7 to 8 times the size of the City's residential population and has a tremendous impact on the City's economy and on demand for services, particularly police, fire, and emergency medical services. Annexations ■ The City of Tukwila has annexed approximately 50 separate areas since 1948. A separate map showing the history of these additions to the City will be provided. ■ The most recent annexations include Cascade View (1990), Oxbow (1993), and Tukwila South (2010). ■ In addition, the City is currently in the process of two annexations that are likely to occur in the near future. Once these areas have been annexed, the City is not likely to see future annexations. ► The first potential annexation area is located on the northwest end of the City. This area includes approximately 135 acres, most of which is industrial/commercial land. The area has about 40 residents. Most of the area is already developed, except for about 30 acres of commercial/industrial property. ► The second potential annexation area is much smaller, with about 15 homes. It is currently entirely surrounded by the City. Traffic Counts The figures below show WSDOT's 2011 Average Daily Traffic counts for several major intersections in Tukwila: ■ Tukwila International Boulevard and 170th Street (near SeaTac Airport): 24,000 vehicles ■ Tukwila International Boulevard just South of 518 bridge: 30,000 vehicles ■ 1-5 South of SR -518 Ramp (near Southcenter Mall): 202,000 vehicles 10% 67% 23% 10% 67% 23% 8% 68% 24% 120 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 AGE Tukwila is a relatively young city. Overall, Tukwila's population skews somewhat younger; by percentage, there are more younger people and fewer older people than the County overall and most of the other King County cities we examined. In addition, the City has a relatively high average household size compared to the County overall, indicating that Tukwila families tend to have more children. Tukwila's median age is slightly below the County's, and in the middle of the examined South King Cities. Tukwila is younger now than it was in 1990. Exhibit 3 Percentage of Total Population by Age Categories in Selected South King Cities, 2010 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Median Age: 13% 65% 22% Burien 38.1 Source: US Census, 2010; BERK, 2012 9% 65% 26% 11% 68% 21% - , Renton SeaTac Kent Tukwila King County 35.0 34.3 32.0 33.6 37.0 ■ 65 and older ■ 18-64 0-17 ■ Tukwila has a lower percentage of residents 65 years and older than the other South King cities, and is nearly 3% lower than the County average. ■ Tukwila has a higher percentage of residents who are under 18 than all cities except Kent, and is nearly 3% higher than the County average. ■ At 33.6, Tukwila's median age is nearly 3.5 years younger than the County overall, and the second youngest of the South King cities. 5 24% 24% 8% 68% 8% 68% City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 13 —June 2012 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Exhibit 4 Tukwila and King County Age Distribution, 1990 -2010 TUKWILA KING COUNTY T 1990 2000 2010 1990 2000 2010 Source: US Census, 1990, 2000, 2010; BERK 2012 ■ 65 and older ■ 18-64 0-17 ■ The number of residents under 18 years old in Tukwila increased from 19.0% to 24.2%, while the overall County percentage decreased from 22.6% to 21.4% during that time. In Tukwila, the increase occurred almost entirely between 1990 and 2000. ■ The percentage of residents who are 65 and older in Tukwila decreased slightly, from 8.7% to 8.0%, between 1990 and 2010, while the overall County percentage decreased from 11.1% to 10.9%. 2.65 2.60 2.55 2.50 2.45 2.40 2.35 2.30 2.25 2.20 Exhibit 5 Average Household Size in Selected South King Cities, 2006-2010 2.35 2.53 2.61 2.62 2.36 Burien Renton SeaTac Tukwila Kent King County Source: American Community Survey, 2006-2010 ■ Tukwila has an average household size of 2.61, significantly higher than the County average of 2.36 and higher than all of the other South King cities besides Kent (which is 2.62). This is in line with the higher presence of children ages 0-17 as show in Exhibit 3, above. City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 COMMUNITY COMPOSITION This section describes Tukwila's community composition from four perspectives: Race & Ethnicity, Foreign -born Population, Recent Immigrant & Refugee Resettlement Trends, and Languages Spoken at Home. These attributes are related and there is significant overlap between them, but each is distinct and describes something different. The brief glossary below is included to clarify what these variables describe: ■ Race & Ethnicity: In the US Census, respondents select the race or races with which they identify most closely. They also indicate whether or not they are of Hispanic or Latino ethnicity, which is a different variable than race. ■ Foreign -born Population: The foreign -born population variable (based on American Community Survey data) describes what percentage of residents were born outside of the United States, as well as where those residents were born. When reviewing this data, it is important to recognize that there are people who share characteristics with foreign -born residents (such as race/ethnicity or language spoken), but who were not actually born outside of the United States. ■ Recent Immigrant & Refugee Resettlement Trends: To be added in a subsequent version. ■ Language Spoken at Home: In the American Community survey, respondents describe the primary language they speak at home. When evaluating this data, it is important to consider that some residents who are classified as non-English speakers may actually know how to speak English, although they do not speak it regularly at home. Overall, the findings from this section indicate that Tukwila is a minority -majority city (meaning most residents are non-White), more than one-third of all residents were born outside the United States, and nearly half of all residents do not speak English as their primary language at home. 122 7 Exhibit 6 Percentage of Total Population by Race Category in selected South King Cities, 2010 44% 6% City of Tukwila Strategic Plan – Demographic and Economic Profile Appendix B–June 2012 RACE AND ETHNICITY Tukwila is a minority -majority city, meaning that most of its residents are not White. Tukwila has a much higher percentage of minorities than the County overall, and a higher percentage of minorities than all of the South King cities we examined (except with regard to Hispanic population, where it is in the middle compared to the other cities). Between 1990 and 2010, the Non -White population in Tukwila increased from 17.2% to 50.1% (excluding those who are "two or more races"), and grew at a much faster rate than the County overall. 100% - 90% - 80% - 70% - 60% - 50% - 40% 30% 20% - 10% 0% 9% 3% 18% 19% 46% 6% 2% 12% 4% 17% 15% 21% 1 56% 7% 1% 9% 2% 11% 15% 69% 5% 1% 4% 1% 6% 15% ■ White ■ Two or More Races American Indian or Alaska Native ■ Some Other Race - ■ Native Hawaiian or Other Pacific Islander ■ Black or African American — ■ Asian Tukwila SeaTac Renton Kent Burien King County Source: US Census, 2010; BERK 2012 ■ Tukwila's white residents make up only 43.9% of the City's total population, 25 % lower than the overall County percentage of 68.7%. Tukwila also has a lower percentage of white residents than the other South King cities. ■ The most prominent minority groups in Tukwila are Asians (19%) and Black or African Americans (17.9%). ■ Tukwila has a much higher percentage of Black or African Americans than the County average (6.2%) and a higher percentage than the other South King cities. Tukwila has a somewhat higher percentage of Asians (19%) than the County average (14.6%), and a higher percentage than the other South King cities except Renton. 124 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Exhibit 7 Tukwila and King County White/Non-White Population Distribution, 1990-2010 TUKWILA KING COUNTY 1990 2000 2010 Source: US Census, 2010; BERK 2012 4% 76% 20% 1990 2000 2010 ■ Two or More Races ■ White ■ Non -White Note: Since the category "Two or More Races" was not measured in 1990 (all respondents were assigned to only one race), it is not possible to make a direct comparison between 1990 and 2000 & 2010 data, although 1990 data can be used as a proxy. ■ The Tukwila non-white population grew dramatically between 1990 and 2010, from 17.2% to 50.1% (excluding those now classified as "two or more races"), while the County overall only grew from 15.2% to 26.3%. The percentage of non-white residents in Tukwila is now much higher than the County overall. 9 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Exhibit 8 Hispanic or Latino Population in selected South King Cities, 2010 25% 20% 15% 10% 5% - 0% Source: US Census, 2010; BERK, 2012 21% 20% 18% 17% 13% 9% 1 Burien SeaTac Tukwila Kent Renton King County Exhibit 9 Tukwila and King County Hispanic or Latino Population, 1990-2010 20% 18% 16% 14% 12% 10% 896 6% 4% 2% 0% Source: US Census, 2010; BERK, 2012 18% 3% 1990 2000 2010 ■ The Hispanic or Latino population in Tukwila (17.5%) is substantially higher than the County overall (8.9%). It is in the middle compared to the other South King cities. ■ Tukwila's Hispanic or Latino population increased substantially between 1990 and 2010, from 3.7% to 17.5%, with the majority of that increase occurring between 1990 and 2000. The County's overall Hispanic or Latino population increased at a slower rate during that time period, from 2.9% to 8.9%. 125 10 126 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 FOREIGN -BORN POPULATION Tukwila has an exceptionally high foreign -born population. With over a third of its residents born outside of the United States, Tukwila has a much higher foreign -born population percentage than the County overall, and a higher percentage than all of the other South King cities we examined. Between 1990 and 2010, Tukwila's foreign -born population increased from 7% to 36.2%, and grew at a much faster rate than the County overall. Asia is the dominant region of origin, followed by the Americas and Europe. Exhibit 10 Foreign -Born Population by Place of Birth in selected South King Cities, 2006-2010 40% 35% 30% 25% 20% 15% 10% 5% 0% 36% of total is foreign -born Tukwila SeaTac Renton Kent Burien King County Oceania Africa ■ Europe ■ Americas ■ Asia Source: American Community Survey, 2006-2010; BERK, 2012 Note: Numbers are based on 1-, 3-, or 5 -year ACS averages, depending on the jurisdiction. Note: Oceania includes Australia, New Zealand, Fiji, Marshall Islands, Papua New Guinea, and Solomon Islands. Note: The Americas include any country in North, Central, or South America, excluding the United States ■ 36.2% of Tukwila residents are foreign -born, compared to 20.3% for the County overall. Tukwila has a higher percentage of foreign -born residents than all of the other cities. ■ By local and national standards, Tukwila has a very high percentage of foreign -born residents. It has a similar percentage of foreign -born residents as New York City and San Francisco. 11 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Exhibit 11 Tukwila and King County Foreign -Born Population, 1990-2010 40% - 35% - 30% - 25% - 20% - 15% - 10% - 5% - 0% 9% 1990 2000 Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK, 2012 2010 Note: The 2010 number is based on 1-, 3-, or 5 -year ACS averages, depending on the jurisdiction. ■ Tukwila's foreign -born population increased dramatically between 1990 and 2010, from 7.0% to 36.2%, while the County's overall foreign -born population increased at a more moderate rate, from 9.3% to 20.3%. ■ It is interesting to note that in 1990, Tukwila's foreign -born population was lower than the County average, while in 2010 it was nearly double. ■ The majority of the increase in the percentage of foreign -born residents in Tukwila occurred between 1990 and 2000. Foreign -born Students in Tukwila Schools The following list provides estimates from the Tukwila School District of the top 10 countries of origin for immigrant students. They estimate there are a total of 626 foreign -born students in the school district: 1. Myanmar (102) 2. Nepal (96) 3. Mexico (57) 4. Somalia (54) 5. Russian Federation (49) 6. Thailand (36) 7. Kenya (34) 8. Philippines (24) 9. Vietnam (23) 10. Bhutan (21) 127 12 128 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Languages Spoken at Home Tukwila has a high number of Non-English speakers. Nearly half of Tukwila's population does not speak English as their primary language at home. The City has a much higher percentage of people who do not speak English as their primary language at home than the County overall, and a higher percentage than the other South King cities we examined. Between 1990 and 2010, that segment of the population increased from 10% to 48%, and grew at a much faster rate than the County overall. Aside from English, the most common languages spoken in Tukwila are Spanish, Asian languages, and African languages. 100% - 90% - 80% 70% 60% 50% 40% - 30% - 20% 10% - 0% Exhibit 12 Primary Language Spoken at Home in Selected South King Cities, 2006-2010 Tukwila SeaTac Renton Kent Burien King County Other Languages Asian or Pacific Island Language ■ Other Indo-European Languages ■ Spanish or Spanish Creole ■ English Source: American Community Survey, 2006-2010; BERK, 2012 Note: Numbers are based on 1-, 3-, or 5 -year ACS averages, depending on the jurisdiction. Note: Asian and Pacific Island languages include Vietnamese, Chinese, Japanese, Korean, Cambodian, Miao/Hmong, Thai, Laotian, and Tagalog Note: Indo-European languages include French, Italian, Portuguese, German, Yiddish, other West Germanic languages, Scandinavian languages, Greek, Russian, Polish, Serbo-Croatian, other Slavic languages, Armenian, Persian, Gujarathi, Hindi, and Urdu. Note: 'Other Languages" likely includes a number of African Languages for Tukwila. ■ This Data is from 2006 to 2010. Although it is the most current data available, it is somewhat dated and does not show Tukwila's most recent immigrant and refugee resettlements, which have been predominantly East African, Burmese, and Nepalese. ■ Tukwila has a much lower percentage of residents who speak English as their primary language at home (52%) than the County overall (74.5%), and has a lower percentage than the other South King cities. ■ Aside from English, Asian or Pacific Island languages are the most commonly spoken at home by Tukwila residents. 13 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 ► Tukwila also has a relatively high number of residents who speak other Indo-European languages, but is in the middle amongst the King County cities for Spanish and Spanish Creole (although still much higher than the County average). Exhibit 13 Tukwila and King County Residents Speaking a Language Other than English at Home, 1990-2010 60% - 50% - 40% 30% 20% - 10% - 0% 48% Tukwila 11% 18% 10% 1990 King County 26% 2000 Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK, 2012 2010 Note: The 2010 number is based on 1-, 3-, or 5 -year ACS averages, depending on the jurisdiction. ■ The percentage of Tukwila residents speaking a language other than English at home increased dramatically between 1990 and 2010, from 10.1% to 48.0%. The overall percentage for the County increased at a more moderate rate during that time, from 11.0% to 25.5%. Language Spoken in Tukwila Schools There are over 70 languages spoken by students in the Tukwila School District. The top fifteen include: 1. English 2. Spanish 3. Vietnamese 4. Somali 5. Nepali 6. Bosnian 7. Cambodian 8. Turkish 9. Tagalog 10. Burmese 11. Karen 12. Russian 13. Samoan 14. Amharic 15. Chin ■ 37% of students in the Tukwila School District qualify for English Language Learning (ELL) services. 129 14 130 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 INCOME, POVERTY, AND HUMAN SERVICE DEMANDS Income Tukwila residents earn a relatively lower income. Tukwila has a much lower median household income than the County overall, and a lower median household income than nearby South King cities. The median household income in Tukwila has dropped over the last two decades. The City has a relatively high percentage of residents who earn under $25K and a relatively low percentage earning over $100K. Exhibit 14 Median Household Income in Selected South King Cities, 2006-2010 $40,000 - $30,000 - $20,000 - $10,000 - $o Source: American Community Survey, 2006-2010 Renton Kent Burien Se Exhibit 15 Median Household Income (2010 inflation-adjusted dollars), 1990-2010 580,000 - $70,000 - 560,000 - $50,000 - 540,000 - $30,000 - $20,000 - $10,000 - $0 $69,233 $53,003 553,127 $66,174 • King County $44,271 1990 2000 2010 Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK 2012 Note: The 2010 number is based on 1-, 3-, or 5 -year ACS averages, depending on the jurisdiction. • At $44,271, Tukwila's median household income is much lower than the County average ($66,174), and is lower than the other King County cities. • Between 1990 and 2010, Tukwila's inflation-adjusted median household income decreased from $53,003 to $44,271 (-16.4%), while the County's increased from $63,621 to $66,174 (+4.0%) 15 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 ■ Tukwila's inflation-adjusted median household income actually increased between 1990 and 2000, but saw a sharp drop between 2000 and 2010. Exhibit 16 Income Distribution in Selected South King Cities (in 2010 Inflation -Adjusted Dollars), 2006-2010 5 -Year Average 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% r 25% 20% 19% 20% 25% 23% 16% 27% 26% 12% 19% 33% 25% 31% 18% 20% 18% Renton Burien Kent SeaTac Tukwila King County Source: American Community Survey, 2006-2010; BERK, 2012 Over 100K 75K to 100K ■ 50K to 75K ■ 25K to 50K Under 25K ■ At 12%, Tukwila has the lowest percentage of households earning over $100K compared to the other South King cities, and is far lower than the County's overall percentage of 31%. ■ Tukwila has the highest percentage of household earning under $50K, and the second highest percentage of residents earning under $25K (after SeaTac). On both measures, Tukwila's percentages are far higher than the County average. Poverty Levels ■ According to the 2005-09 American Community Survey, 23.1% of families and 24% of individuals in Tukwila are below the poverty line. This represents an almost 300% increase from the year 2000. ■ About a third of Tukwila residents used Basic Food Program Services (also known as the Food Stamp Program) (2009-10 figures). ► 58% of people who use those services are children (ages 0 -17). ■ About 9.5% receive Temporary Assistance for Needy Families (TANF), a welfare assistance program that provides cash assistance to needy families with dependent children, and to pregnant women. 131 16 132 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Human Service Demands Tukwila's Office of Human Services provides information and referral services to residents and the community at -large, fielding more than 2,100 calls in 2011. The chart below shows annual requests received for assistance with housing and utility payments: Exhibit 17 Annual Calls for Housing and Utility Assista 800 700 600 500 400 300 200 100 0 N 00 at 0 ,-I N rn - u) t.0 r` izn cn cr, 0 0 0 0 0 0 0 0 c cn crl o 0 0 0 0 0 0 0 0 0 0 0 ,-1 ,--I ,--I N N N N N N N N N N N N o o Or -I Source: Tukwila Office of Human Services, 2012; BERK, 2012 Housing (annual) tUtilities (annual) • Annual calls for housing and utility assistance steadily increased between 1997 and 2010, and then saw a dramatic spike in 2011. • Between 2010 and 2011, annual calls for housing assistance increased by over 60%, while annual calls for utilities assistance increased by over 200%. In addition to housing and utility assistance, the Human Services Department contracts to non-profit organizations to deliver human services to Tukwila residents. Services are spread broadly to children, families, single adults, immigrants, refugees, and seniors, and include: • Urgent and basic needs for food, shelter, medical and dental care, domestic violence and sexual assault services, homeless prevention and infant clothing; • Senior meals and transportation assistance; • Youth counseling, school based drug and alcohol services, and family support services; • Adult literacy and ESL classes; • Information and referral services. 17 5% 13% 8% 25% 27% 21% City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 13 —June 2012 EDUCATION Tukwila residents have relatively low educational attainment. Nearly half of Tukwila's 25 and older population has, at most, a high school degree or equivalency as their highest educational attainment. Tukwila's 25 and older population has substantially lower educational attainment than the County as a whole, and somewhat lower educational attainment than the other South King cities we examined (except for SeaTac). In 2010, Tukwila's 25 and older population had lower educational attainment than it did in 1990, while the County overall had a substantially higher educational attainment. Between 1990 and 2000, the City has seen an increasing disparity between its least and most educated residents. In addition, 3 out of 4 students in Tukwila School District receive free or reduced lunches, an exceptionally high number compared to the State and the other school districts. Over one-third of students in Tukwila School District are transitional billingual, also an exceptionally high percentage compared to the State and other school districts. Tukwila School District has a relatively high extended graduation rate, but also a relatively high drop-out rate. Exhibit 18 Highest Educational Attainment for Population 25 and Older in Selected South King Cities, 2006-2010 100% 90% - 80% - 70% - 60% 50% 40% 30% 20% 10% 0% Renton Burien Kent Tukwila Source: American Community Survey, 2006-2010; BERK, 2012 1% 17% 29% 21% 18% 8% SeaTac King County ■ Graduate Degree Bachelor's Degree Associate's Degree ■ Some College ■ HS Degree or Equivalency ■ No HS Degree ■ Only 13.2% of Tukwila residents have a Bachelor's Degree and 4.7% have a Graduate Degree, which is far lower than the County averages of 28.7% and 16.6%, respectively. Tukwila is also the second lowest in these measure compared to the other South King cities. ■ Among the other South King cities, Tukwila has the second highest percentage of residents (48.3%) who have at most obtained only a high school degree. Only SeaTac has less educated residents overall. 133 18 3.7% 15.5% 1 4.2% 13.3% 13.2 1 22.8% 1 28.7% 7.9 21.2% 17.6% 8.0 134 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 120.0% 100.0% 80.0% 60.0% 40.0% 20.0% 0.0% Exhibit 19 Tukwila and King County Highest Educational Attainment, 1990-2010 TUKWILA 1990 2000 2010 KING COUNTY 26.6% 1990 2000 2010 Source: US Census, 1990, 2000; American Community Survey, 2006-2010; BERK 2012 Note: The 2010 number is based on 1-, 3-, or 5 -year ACS averages, depending on the jurisdiction. ■ Graduate Degree Bachelor's Degree Associate's Degree ■ Some College ■ HS Degree or equivalency ■ No HS Degree ■ The discrepancy between Tukwila and the County's overall education level has increased substantially between 1990 and 2010. ■ Between 1990 and 2010, Tukwila has seen an increasing disparity between its most and least educated residents. ■ Between 1990 and 2010, the percentage of Tukwila residents with Bachelor's Degrees decreased from 15.5% to 13.2%, while the overall County percentage increased from 22.8. ■ The percentage of Tukwila residents who have a graduate degree increased slightly, from 3.7% to 5.1%, but at a substantially slower pace than the County overall. ■ Between 1990 and 2010, the percentage of Tukwila residents with no high school degree increased from 15.2% to 21.4%, while the overall County percentage decreased during that time. 19 City of Tukwila Strategic Plan - Demographic and Economic Profile Appendix B -June 2012 Exhibit 20 OSPI Statistics for South King and Seattle School Districts, 2009-2011 School Districts May 2011 Student Count Free or Reduced -Price Meals (May 2011) Transitional Bilingual (May 2011) Annual Dropout Rate (2009-10) Actual Adjusted 5 -year Cohort Extended Graduation Rate (Class of 2C 3rd Grade Reading Measurements of Student Progress Results 4th Grade Math Measurements of Student Progress Results 5th Grade Science Measurements of Student Progress Results Tukwila Highline Kent Renton Seattle WA State 2,833 17,824 27,132 14,371 47,808 1,035,535 76.3% 66.9% 49.7% 54.2% 43.3% 43.7% 36.8% 21.1% 16.5% 14.6% 12.2% 8.7% 7.0% 6.1% 4.4% 4.7% 4.5% 4.6% 77.9% 62.4% 70.5% 74.8% 77.6% 77.2% 61.0% 61.3% 67.1% 71.9% 78.6% 73.1% 48.2% 45.8% 57.2% 58.2% 64.6% 59.3% 52.7% 35.5% 44.3% 51.0% 63.7% 55.7% Source: Office of Superintendent of Public Instruction, 2011 ■ At 76.3%, Tukwila School District has an exceptionally high percentage of students who receive free or reduced price meals. In Washington State, the total is 43.7%, while the other school districts range from 43% to 67% ■ At 36.8%, Tukwila also has a much higher percentage of students who are transitional bilingual than the State (8.7%) and nearby school districts (12% - 37%). ■ In 2009, Tukwila had a higher extended graduation rate than the State and nearby school districts, but during 2009-2010 it also had a higher actual dropout rate (7.0%) than the State (4.6%) and nearby districts (4.5% - 6.1%). 135 20 136 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 PUBLIC HEALTH INDICATORS Nearly one in four adults in Tukwila/SeaTac between ages 18 and 64 have no health insurance, nearly one in six have unmet medical needs, and nearly one in six have self-reported general health that is poor or fair. In addition, 65% of adults in Tukwila/SeaTac are overweight or obese. All of these percentages are significantly higher than the County overall. However, Tukwila/SeaTac does have a lower percentage of residents (nearly one in fourteen) with frequent mental distress than the County overall. Exhibit 21 Tukwila Public Health Data, 2006-2010 5 -Year Average Tukwila/SeaTac Southeast King County King County Adults 18-64 with no health insurance (2006 -105 -year average) Adults with unmet medical needs (2006-10 5 -year average) Self-reported general health is poor or fair (2006 -105 -year average) Percent overweight and obese (adults) (2006-10 5 -year average) Percent with frequent mental distress (2006-10 5 -year average) 24.0% 16.0% 15.0% 65.0% 7.0% 13.0% 13.0% 9.0% 10.0% 13.0% 10.0% 66.0% 56.0% 10.0% 8.0% Source: Seattle and King County Public Health, 2012 Note: KC Public Health combines data for Tukwila and SeaTac ■ At 24%, Tukwila/SeaTac has a much higher percentage of adults 18-64 with no health insurance than the County overall and Southeast King County (both 13%). ■ In addition, 16% of adults in Tukwila/SeaTac have unmet medical needs and 15% have a self- reported health condition of poor or fair. ► This is significantly higher than the County overall, which has 10% for both categories. ■ 65% of adults in Tukwila/SeaTac are overweight or obese, significantly higher than the overall number for the County (56%), but similar to the rest of Southeast King County. ■ Only 7% of adults in Tukwila/SeaTac have frequent mental distress, slightly lower than both King County overall and Southeast King County 21 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 HOUSING Exhibit 22 Tukwila and King County Percentage Renter -Occupied Housing Units, 1990-2010 70% 60% 50% - 40% - 30% - 20% - 10% - 0% 61% Tukvs, 58% 57% ■ 479A King County 41% 40% 1990 2000 2010 Source: US Census, 1990, 2000, 2010; BERK, 2012 ■ At 56.6%, Tukwila has a higher percentage of renter -occupied household than the other South King cities, and is also higher than the County average (47.3%). ■ Between 1990 and 2010, the percentage or renter -occupied households in Tukwila decreased from 60.7% to 56.6%, while the County overall increased from 41.2% to 47.3%. Renter -Occupied Housing Units and Housing Tenure Tukwila has a relatively high number of renter -occupied households, as well as a relatively high number of residents who moved during the previous year. At 56.6%, Tukwila has a higher percentage of renter -occupied households than the County overall and the other South King cities we examined. Between 1990 and 2010, the percentage of renter -occupied households in Tukwila decreased by 4 %, while the County overall increased by 6 %. The percentage of residents who moved in the previous year is significantly higher in Tukwila than the County overall. 137 22 138 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 50% - 40% 30% 20% 10% 0% Exhibit 23 Tenure of Occupied Housing Units in selected South King Cities, 2010 57% 50% 47% 46% 45% 47% Tukwila Kent SeaTac Renton Burien King County Source: US Census, 2010; BERK, 2012 Exhibit 24 Percentage of Residents Who Moved in the Previous Year in Selected South King Cities, 2006-2010 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 23.4% 23.2% 21.0% 19.1% 18 7% 18.5% Kent Tukwila Renton Burien SeaTac King County Source: American Community Survey, 2006-2010 ■ 23.2% of Tukwila residents moved to a different house in the previous year, significantly higher than the overall County percentage of 18.5% and higher than all other South King Cities except for Kent (which is at 23.4%) 23 City of Tukwila Strategic Plan - Demographic and Economic Profile Appendix 8 -June 2012 Housing Affordability Compared to South King County overall, Tukwila housing is relatively affordable, particularly for purchasing a home. However, renting is far more affordable across income categories than purchasing a home. Just under half of Tukwila homes are affordable for residents earning at least the median household income, while less than a quarter of homes are affordable for residents earning less than 80% of the median household income. Nearly all Tukwila rental units are affordable for residents earning at least the median household income, while 63.2% of rental units are affordable for residents earning under 80% of the median household income. The data shown below is from 2007 and the situation may have changed considerably with the subsequent economic downturn. Exhibit 251 Home Sales and Affordability by Income Category for Selected South King Cities, 2007 Jurisdiction Total %Affordable by Income Category # Median Cost Median <80% <50% Algona 34 $279,950 32.4% 5.9% 0.0% Milton 7 $298,000 0.0% 0.0% 0.0% Pacific 100 $309,500 18.0% 6.0% 0.0% Covington 319 $324,000 16.0% 1.3% 0.0% Black Diamond 80 $337,225 11.3% 2.5% 0.0% Maple Valley 497 $360,000 2.2% 0.4% 0.0% Normandy Park 87 $565,000 8.0% 3.4% 0.0% Des Moines 499 $261,090 48.7% 14.6% 0.6% Renton 1,275 $385,000 20.9% 11.8% 0.9% Kent 1,348 $319,950 31.2% 14.7% 1.1% SeaTac 414 $292,500 30.7% 9.4% 1.7% Burien 402 $340,000 20.4% 10.7% 2.5% Auburn 543 $275,000 40.5% 16.4% 2.6% Federal Way 1,312 $289,975 39.8% 28.2% 3.1% Tukwila 210 $269,500 48.1% 24.8% 4.8% South King County 7,127 $319,950 29.3% 14.5% 1.6% Source: King County Benchmarks, 2008-2009; BERK, 2012 1 How to Read Exhibits 25 & 26. Exhibits 25 & 26 show the percentage of properties in Tukwila and other South King County cities that are considered affordable for purchase or rent, as determined by household income. A housing unit is deemed "affordable" if it means that no more than 25% of a homeowner's income goes to mortgage payments (exclusive of tax and insurance costs) or that no more than 30% of a renter's income goes to rent payments. The "Median" category refers to households that earn at least the median household income, "<80%" refers to residents who earn less than 80% of the median household income, and "<50%" refers to residents who earn less than 50% of the median household income. For example, per exhibit 25, below,: 48.1% of the homes sold in 2007 were "affordable" to households that earned the median income for the City of Tukwila. 139 24 140 City of Tukwila Strategic Plan - Demographic and Economic Profile Appendix 8 -June 2012 Exhibit 26 Rental Units and Affordability by Income Category for Selected South King Cities, 2007 Jurisdiction Total %Affordable by Income Category # Median Rent Median <80% <50% Pacific 1,061 $780 100.0% 79.4% 0.0% Covington 537 $1,050 95.1% 0.0% 0.0% Maple Valley 844 $1,200 87.3% 0.0% 0.0% Algona 180 $1,395 40.0% 0.0% 0.0% Renton 17,746 $900 89.8% 33.9% 7.6% Kent 18,424 $817 98.7% 55.7% 11.1% Federal Way 15,390 $845 98.4% 47.9% 13.6% Tukwila 4,582 $776 99.8% 63.2% 17.3% Burien 6,102 $727 98.9% 72.7% 18.9% Normandy Park 597 $780 98.1% 78.0% 21.5% Des Moines 4,627 $800 98.3% 59.8% 23.2% Auburn 11,096 $750 99.2% 71.9% 25.9% SeaTac 4,828 $733 99.9% 74.5% 36.5% Black Diamond 171 $660 100.0% 57.1% 57.1% Milton 133 NA NA NA NA South Feng County 86,318 $825 96.4% 51.1% 14.0% Source: King County Benchmarks, 2008-2009; BERK, 2012 ■ Based on median home prices and household income categories, Tukwila is one of the more affordable jurisdictions in South King County for potential homeowners. However, much of Tukwila's housing is described as aging and in need of significant repair. ■ Approximately 48 percent of Tukwila homes are affordable for residents earning at least the median household income (compared to only 30% for South King overall), 24.8% are affordable for residents earning less than 80% of the median household income (compared to only 14.5% for South King overall), and 4.8% are affordable for residents earning less than 50% of the median household income (compared to only 1.6% for South King overall). ■ Based on median rental costs and household income categories, Tukwila is somewhat more affordable for potential renters than South King County overall. ■ Approximately 99.8% percent of Tukwila rental units are affordable for residents earning at least the median household income (compared to 96.4% for the County overall), 63.2% of rental units are affordable for residents earning less than 80% of the median household income (compared to only 51.1%% for South King overall), and 17.3% of rental units are affordable for residents earning less than 50% of the median household income (compared to only 14.0% for South King overall). As with owner -occupied properties, many rental properties in Tukwila are described as aging and in need of significant repair. 25 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 ECONOMIC OVERv,L.b This section evaluates Tukwila's overall employment composition, commute patterns, and jobs -housing balance. Tukwila's retail, office, and industrial sectors are then examined in more detail. SUMMARY OF KEY FINDINGS. Tukwila has a large employment base relative to its population. The largest employment sectors in the City include the Service, Manufacturing, and Retail sectors. All of these sectors have declined since 2008 with the economic recession. Tukwila's location between the Duwamish and Kent Valleys and at the intersection of 1-5 and 1-405 also make it a desirable location for industrial and warehouse development. Industrial and warehouse uses are a large source of jobs for the City. Office uses also have a significant presence in the city, but have not grown much recently. Tukwila is a regional retail center, but it faces growing competition from nearby cities and retail centers. The City is also challenged by a large decrease in retail spending since 2007 with the economic recession and slow recovery. 141 26 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 LAND VALUE Exhibit 27 Land Value per Square Foot 2006 and 2011 (Source: King County Assessor; BERK, 2012) 2006 Assessed Land Value/Square Foot $5.00 s7.01 -$10.00 -$15.00 315.01-$20.00 10.01 - $30.00 142 2011 0 Assessed Land Value/Square Foot < $5.00 $5.01-$10.00 $10.01 - $15.00 $15.01 - $20.00 7 $70.01 - $30.00 1 !40.00 Land values in Tukwila area have increased over the last five years. Commercial areas and parcels along major transportation corridors have the highest land values. 27 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 8—June 2012 EMPLOYMENT Tukwila is a large and diverse employment center for its geographic size and population. The City draws employees from throughout the region. However, employment has decreased overall and within almost all sectors since 2008. Employment is now at lower levels than at the start of the decade in 2000. Exhibit 28 Total Covered Employment in selected South King Cities, 2000-2010 Covered Employment 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 00 Os' Q.ot.Ol' Q.o" 00 Oh oc' 01 O'b Q.a y0 1, Kent Renton Tukwila SeaTac Burien Source: Puget Sound Regional Council, 2012; BERK, 2012 • Over the past decade, the total number of jobs in Tukwila has increased with growth and decreased with recessions taking place in the broader economy. Overall, Tukwila has 3,345 fewer jobs (a 0.7% decline) in 2010 than it did in 2000. • The number of jobs in Tukwila decreased between 2000 and 2005, but then increased substantially between 2005 and 2008.However, since the start of the recession in 2008, the number of jobs has declined by 4,257, a trend also seen in the nearby cites of Kent, Renton, and SeaTac. 143 28 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 13 —June 2012 6.00 5.00 Exhibit 29 Jobs -Housing Balance in selected South King Cities, 2010 4.00 — Jobs -Housing Ratio 3.00 2.00 1.00 0.00 Jobs -Housing Ratio 5.40 2.36 Tukwila SeaTac 5.40 2.36 1.65 1.38 1.30 0.75 Kent Renton Burien King County 1.65 1.38 0.75 1.30 Jobs 2010 43,126 24,641 60,322 53,960 10,438 1,099,639 Housing Units 2010 7,989 10,448 36,469 39,146 14,002 845,265 Source: Puget Sound Regional Council, 2012; BERK, 2012 ■ With 43,126 jobs in 2010, Tukwila is in the middle compared to the other South King cities that we examined. With 7,989 housing units in 2010, Tukwila has the fewest housing units of any of the cities. ■ As a result, at 5.40, the jobs -housing ratio in Tukwila is much higher than the County average and the other South King cities that we examined. The next closest municipality is SeaTac, with a jobs - housing ratio of 2.36, while the County average is 1.30. 144 29 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix —June 2012 Exhibit 30 Where People Who Work in Tukwila Live, 2009 Where People Who Live in Tukwila Work, 2009 Home Location Density High Low 1-11 F , 5• "7.7i ni..0`7,3 –414 Bainbridge Island 71 L.r 9,±^ Bellevue Redmond', t • Kent Federal \ Way ,t) Taconic' 2 4 Irks A Source: US Census Local Employment Dynamics, 2009; BERK, 2012 Work Location Density High Low oinbridge bland :t PTJ !ri 1-4H1 r Redmoncrs KING Kent Tacoma 2 4 A Federal Way P I E • Employees who work in Tukwila live all throughout the central Puget Sound region. South and West Seattle, Renton, and Kent have the highest concentration of Tukwila employees. • Residents of Tukwila work primarily in Tukwila and surrounding cities or in downtown Seattle and Bellevue. 145 30 146 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Covered Employment 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Exhibit 31 Total Employment by Sector in Tukwila, 2000-2010 LO,t- 1.. 1, 1.. 1, 1.. 1, 1 1.. 1, Source: Puget Sound Regional Council, 2012; BERK, 2012 Education Government • WTU • Services • Retail • Manufacturing • FIRE • Const/Res • Employment within Tukwila is distributed among a number of different sectors. Services composed the largest percentage of jobs in 2010 with 32% of all jobs. Manufacturing (25%); Retail (14%); and Warehousing, Transportation and Utilities (12%) also make up sizable shares of Tukwila's employment. • The share of each sector relative to each other did not change significantly between 2000 and 2010. All sectors, with the exception of Construction, showed slight decreases. The Finance, Insurance, and Real Estate (FIRE) sector decreased the most with a 3.7% decrease. Retail and Manufacturing also saw decreases of 2.3% and 2.4%, respectively. Exhibit 32 Businesses with More than 200 Full -Time Equivalent Positions, in Order of Size 1. The Boeing Company 2. Carlisle Interconnect 3. Boeing Employees Credit Union 4. Macys 5. Costco Optical 6. Red Dot Corp 7. Costco Wholesale 8. Nordstrom 9. American Medical Response 10. Hartung Glass & Cheesecake Factory 11. JC Penney Source: City of Tukwila, 2011 Note: As this data is collected for businesses only, comparable employment figures for non-profit and government employers, including Tukwila School District, King County Metro bus terminal, and Group Health Headquarters are not known. 31 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 RETAIL SECTOR Tukwila is a major retail center in the Seattle metropolitan area, both in terms of square footage and total retail sales. Retail sales within the city have varied over the last 15 years, but they dropped by a large amount with the onset of the economic recession starting in 2008. Retail sales have also not performed as well over time as compared to other cities with major retail centers in the region, such as Renton and Lynnwood, which saw steady gains in retail spending from 1994 up to 2007. Exhibit 33 Retail Square Footage in South King County, 2009 4:11T Prl +tett ••• f• . .' Belle▪ vue • { if • $$.Se:tiet1 • lssaquahn 0 Mites Federal Way c%, 2`� "e• r;' A Or ! .• • • 2.4 l I ,! Retail Square Feet • Up to 10,000 • 10,001 - 25,000 • 25,001 - 50,000 • 50,001 - 150,000 • 150,001 + 4 Market Pop: Electronics/Appliances Market Pop: Apparel/Accessories Source: King County Assessor, 2009; BERK, 2012 • Tukwila had 4.85 million square feet of retail space in 2009. Southcenter Mall and the immediate surrounding area represent the large majority of the retail space in Tukwila. • Southcenter Mall is also one of the largest clusters of retail space in southern King County, as seen on the map above. 147 32 148 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Taxable Retail Sales Exhibit 34 Total Inflation Adjusted Retail (NAICS 44-45) Taxable Retail Sales (2012$), 1994-2010 $2.00 C° $1.75 - $1.50 $1.25 - $1.00 - $0.75 Alderwood Nordstroms Alderwood Addition of Terraces Southcenter Remodel Kent Station The nding Ikea $0.00 o°` oy oo �'\ o° CP 0O oti oti CP ot" o`, o0 \ o% CP N.S. ti N. N. N. N. N. ,t. �. to to ,yo ,yo ,yo ,yo 1, ,y ,yo Source: Department of Revenue, 2012; BERK, 2012 Recession Lynnwood - Renton - Tukwila - Kent - Issaquah - Burien - SeaTac ■ In 2010, taxable retail sales (TRS) within Tukwila were lower than anytime within the previous 15 years. The City experienced a large decline in retail sales between 2007 and 2010, with a decrease of over $324 million. In 2010, retail sales in Tukwila were nearly $300 million less than they were in 1994. ■ Over the same period from 1994 to 2010, Renton and Kent (nearby competitors) and Issaquah (a comparable regional retail center) saw steady growth in retail sales up until 2007. Since 2007, Renton has experienced less of decline than Tukwila, while Kent has seen a large decrease of over $500 million. ■ Tukwila's share of taxable retail sales for retail items in the surrounding area (Burien, Kent, Renton, Tukwila, and SeaTac) has decreased from a little more than 40% in 1994 to about 30% in 2010. ■ Lynnwood (a comparable regional retail center north of Seattle) saw a similar pattern in retail sales as Tukwila, but experienced more growth leading up to the recession, which Tukwila did not have. 33 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 Taxable Retail Sales $1,600,000,000 - $1,400,000,000 - $1,200,000,000 - $1,000,000,000 - $800,000,000 - $600,000,000 - $400,000,000 - $200,000,000 so Exhibit 35 Total Inflation Adjusted Retail TRS in Tukwila (2012$), 1994-2010 Ob 4' 0O ci 0q' 0O OO O, O1 O3 O?` Oy OrO O^ OO Cf) y0 do ti� N?)ti do do yo ,y9 1.. 1, ,y9 1 1.. 1.. 1.. ,yO 1, Source: Department of Revenue, 2012; BERK 2012 • In addition to decreases in overall retail spending since 1994, most of the retail categories within the sector also saw decreased spending. • General Merchandise sales decreased the most, representing more than half of the overall decrease, with $227.4 million less in 2010 than 1994. • Furniture and Home Furnishings had the second largest decrease in spending, with $88.4 million less in 2010 than 1994. • The three categories that grew include Clothing, Sporting Goods and Miscellaneous Retailers. • Nonstore Retailers • Miscellaneous Store Retailers • General Merchandise Stores • Sporting Goods, Hobby, Book, and Music Stores • Clothing and Clothing Accessories Stores • Gasoline Stations • Health and Personal Care Stores • Food and Beverage Stores • Building Material and Garden Equipment and Supplies Dealers • Electronics and Appliance Stores • Furniture and Home Furnishings Stores • Motor Vehicle and Parts Dealers 149 34 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix B—June 2012 OFFICE AND INDUSTRIAL SECTORS The office development sector in the Puget Sound region is competitive. Tukwila has not had an active office market over the last eight years, but it has shown some improvement as vacancies have decreased. South King County is a center for industrial and warehouse uses in the Puget Sound region, and Tukwila has a large amount of both of these types of uses. Office Square Feet • Up to 25,900 • 25,901 - 50,009 • 50,001 - 100,000 Exhibit 36 Office Square Footage in South King County, 2009 Source: King County Assessor, 2009; BERK, 2012 Office space within Tukwila is concentrated in the north end of the city. The small dots on the south end of the City represent small-scale office space likely attached to warehouse and industrial buildings. Overall, there is a large amount of office space of all classes in the South King County region. Much of it is located in Renton and the Kent Valley. 150 35 City of Tukwila Strategic Plan—Demographic and Economic Profile Appendix B—June 2012 Exhibit 37 Industrial and Warehouse Square Footage in South King County, 2009 Building Square Feet O Unto 25,000 O 25,001 - 100,000 O 100.001 - 350,000 350,001 -750.000 0750,001 Building Type • Industrial • Warehouse • esse tift • • et • • Imo; • 4 • `•:�. • • aNrl . 4 t f •. • T tp • • �ukwil .,0•• ▪ • r • _-� .• • i "-ter lad' 41.1 1 2 Miles • r •. •• ,,47 . •1• •, ••v}, K•. = • g,•t+ pia =;.• - • • - • • •'. Bglievue V• • • di GI • p v�• ▪ • a i c_ • y ', '•J •; J ab • gp of • • 1 .* • • . -+r a b„ �•,� L avocets. • ▪ • • ••,±etto—qa. • Renton f� • . • r 4 • ±` __� i • L▪ •• • 'i • • u? • • • •7 • iS.' • 1+• •_- Source: King County Assessor, 2009; BERK, 2012 South King County, including the Duwamish and Kent Valleys, is a center for industrial and warehouse uses within the Puget Sound region. Industrial buildings within Tukwila are larger and clustered in the north end of the City, by Boeing Field, rather than in the Duwamish Valley. Warehouse uses are more concentrated in the south end of Tukwila in the Kent Valley. 151 36 City of Tukwila Strategic Plan - Demographic and Economic Profile Appendix B -June 2012 35% 30% - Exhibit 38 Office Vacancy Rates, 2003-2012 . • me 10% - 5% - • • • • • • • . -. • • Tukwila Southend Average - - - n Downtown Seattle 0% 3N. 33 Ca' to �� 3� ro* 03 N. '� • 13 cb• 33 0r 0r Oy 03 'vy 'V 'Vy 0 0 00 00 OO OO OO 00 00 00 00 OO OO OO 00 ON. ON ON ON ON ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti Year and Quarter Source: CBRE, 2012; BERK, 2012 • The office market in Tukwila has not been very active over the last eight years. Since 2004, only 187,000 square feet of office space has been built. • Vacant space has slowly decreased. At the start of 2004, Tukwila had over 600,000 square feet of vacant office space compared to a little over 300,000 in the first quarter of 2012. • Vacancy rates in Tukwila (14.2% in the first quarter of 2012) are lower than the average for Southend cities (Auburn, Federal Way, Kent, Renton, SeaTac, and Tukwila). 152 37 City of Tukwila Strategic Plan— Demographic and Economic Profile Appendix 8—June 2012 $40.00 $35.00 $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 Exhibit 39 Class A2 Full Service Office Rents, 2003-2012 %.' • • • • • I • Downtown Seattle Tukwila Southend Average 3y '�i3 Ory Ce <1* �� 01 03 '�y '� • cb1 'b3 cy oil o• o• 'y1 N.. 'V Oo . OO .Oo . Oo . Oo . OO .Oo . . . Oo . Oo . Oo . Oo . O� . O1 .ON. N. .ON. .ON. .ON. . ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti Year and Quarter Source: CBRE, 2012; BERK, 2012 • Rents in the Tukwila submarket are similar to the Southend overall, but they are quite a bit lower than Downtown Seattle, which has some of the highest office rents in the region. • Rents have been relatively stable in the Tukwila submarket, even during the economic boom and following recession. This indicates that the Tukwila submarket does not track as closely to broader economic conditions as Downtown Seattle, for example, which saw a more dramatic increase and decrease in rents before and during the recession. 2 Class A office spaces have high quality finishes, state of the art systems, prime locations, and compete for premier office users. 153 38 City of Tukwila Strategic Plan — Demographic and Economic Profile Appendix 13 —June 2012 Exhibit 40 Industrial Market Statistics, 2012 (First Quarter) South King County Overall Market Existing Square Feet 111,212,614 313,164,665 Vacancy Rate 7.26% 6.69% Rents3 $0.36 $0.43 Source: Kidder Mathews, 2012; CBRE, 2012 ■ South King County represents one-third of all industrial space within the Seattle industrial market (Snohomish to Thurston County). ■ Vacancy rates in South King County submarket are relatively low at 7.26% and in line with the overall market. ■ At $0.36 per square foot per month, rents for industrial space in South King County are relatively low. Only the Tacoma/Fife submarket has lower asking rents than South King County in the Puget Sound industrial market ($0.35 per square foot per month). 3 Asking triple net rents per square foot per month. Source: CBRE 154 39 City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future City of Tukwila Strategic Plan Appendix C June 2012 :111 BERK "Helping Communities and Organizations Create Their Best Futures" STRATEGY ANALYSIS COMMUNICATIONS 156 CITY OF TUKWILA STRATEGIC PLAN Appendix C Fiscal Baseline Assessment June 2012 NTRODUCTIOR' City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future This purpose of this fiscal analysis is to provide fiscal context for the City's strategic planning effort. This analysis approaches the City's fiscal future by looking at the current state of the City, recent historical trends, and likely future growth and development. This analysis includes two separate forecasts to account for the uncertainty around the future development of the Tukwila South Project, which will significantly impact the City once it develops. • Baseline Forecast. This look -ahead presents the baseline outlook for the City, estimating how its core operating costs and revenues will likely grow from its current state. This baseline forecast does not include development of the Tukwila South Project, but does include other known changes coming up for Tukwila: ► Two upcoming annexations, including one small area through an interlocal agreement and the larger North Highline area. While these annexations are not certain, they will have minimal impacts on the City's future fiscal situation whether or not they occur. ► Development of Tukwila Village. The Tukwila Village Project is on schedule to be developed within the next few years, with the first phase open by the end of 2014 and the second phase open by the end of 2015. This analysis includes the cost and revenue impacts of this project. • Impacts of the Tukwila South Project. This look -ahead estimates how the planned buildout of the Tukwila South Project would change the City's core operating costs and revenues over time. Given the uncertainty surrounding the timing of this development, this analysis presents a few different development scenarios. This analysis is based on the 2008 study conducted for Segale Properties, and has been updated to current dollars and to reflect changes in the City's tax policies. This analysis isolates Tukwila's core operating costs and revenues — the components of the City's budget that are funded through general tax and fee revenues through the General Fund. This analysis does not include utility enterprise funds or funds used primarily for capital. 11 BERK 1 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 FISCAL BALANCE FRAMEWO A city's long-term fiscal sustainability challenge is to balance land use, fiscal policies, and effective delivery of municipal services. BERK has developed a flexible land-based fiscal model that allows for testing of alternative future development scenarios, tax policies, and levels of service. The graphic in Exhibit 1 represents approach to land-based fiscal analysis: • The analysis starts with a baseline outlook for the current City and then allows testing of alternative development scenarios, including varying the timing and type of developments that will occur. • Factors in the land base such as population, employment, and commercial activity drive both the demand for services and the tax base in the model. • The fiscal analysis is based on 2012 budgeted expenditures, revenues, and tax and fee structures, as provided by the City's finance department. • The model isolates and focuses on the City's core operating revenues and expenditures — the components of the budget that are part of the General Fund. Exhibit 1 Description of our Land -Based Fiscal Analysis Approach LAND BASE (City) Identify vacant and redevelopab€e land based on parcel -level review of zoning, land use and current values. Scenarios based on % of maximum buildout, pace of growth, and redevelopment intensity COMMERCIAL Square Footage, Type, Scale, Timing, Tenant Mix Employment New Retail Activity RESIDENTIAL Housing Mix, Type and Density Housing Units Population TAX BASE Assessed Value Taxable Retail Sales Business Income Utility Usage Population -based Employment -based Development -related Other Set Tax and Fee Policies REVENUES SERVICE DEMAND I Estimate service demand based on population growth (police, fire, parks, public works, etc.) Estimate required FTEs and personnel costs Estimate non -personnel costs Set Level -of -Service Policy SERVICE COSTS L.4_1NET FISCAL IMPACT Source: Berk, 2012. 157 2 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 BASELINE FORECAST, Note: The forecasts in this section include likely upcoming annexations and development of Tukwila Village. They do not include impacts from possible development of the Tukwila South Project. POPULATION AND EMPLOYMENT GROWTH The population growth rate serves as a primary driver for revenue and cost estimates for the city going forward. The employment growth rate, in combination with the population growth rate, drives revenues related to business licenses and utility taxes, among other drivers. Population and employment growth rates in the fiscal model are based on development assumptions and are similar to PSRC's estimated population growth for the City from 2010 — 2030. 30,000 Exhibit 2 Historical and Projected Baseline Population 25,000 - 20,000 - 15,000 10,000 - 5,000 - 158 Historical Population Estimated Future Population 0 to t.°) Source: Washington State Office of Financial Management, 2012; and BERK, 2012. • Since 1990, the City of Tukwila's annual average population growth (with annexations removed) was about 0.9%. • Development and growth assumptions yield an estimated average annual growth rate of about 1.1% for the 20 -year period from 2012-2031. • Estimated employment growth over the next 20 years is also estimated to average about 1.0% per year. 3 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 50,000 Exhibit 3 Projected Baseline Population and Employment 45,000 — 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 ■Permanent Population ❑Employment N.'s�ry ^b ^h N6 ^6 re4 "0" '19 ry� ryry h ry� ryh ry6 A 6 ry'0 y6 h ry1.9. '19'O y0 ry0 , "190 '19O ,ti0 '190 "0 'O 19; ry.ryry0 10 ry0 101 191 �O ry0 ry0 Source: BERK, 2012. BASELINE DEVELOPMENT ASSUMPTIONS Buildout assumptions have been chosen to calibrate with PSRC's population and employment forecasts as well as historic development trends and permit activity in the City of Tukwila. The model allows the flexibility to test the fiscal impact of alternative development assumptions, including more or less total development, type of development, and timing of development if the City would like to understand how different scenarios would impact its future fiscal situation. • Development capacity assumptions are based on the King County Buildable Lands Report, last updated in 2007: o Residential unit capacity is estimated directly in the report. o Commercial capacity is estimated as land area, which is converted to building capacity using Floor to Area ratios (FAR) of 0.33 for commercial and 0.57 for industrial. These FAR are based on realized FAR from 1996-2005. Exhibit 4 and Exhibit 5 summarize the development projections being used for the baseline fiscal analysis. • By 2033, the analysis assumes that about 95% of single-family (SF) housing capacity and 50% of multi -family (MF) housing capacity will be developed. This results in an average of slightly over 50 units per year of each type. City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 ■ By 2033, this analysis assumes that about 70% of available commercial capacity and 80% of available industrial capacity will be developed, resulting in 66,000 new square feet of commercial space per year and about 225,000 new square feet of industrial space annually. Exhibit 4 Baseline Housing Unit Capacity and Assumed Pace of Development (Excluding potential development of Tukwila South) Total HU % Buildout HU Added Avg Units per Capacity at 2033 through 2033 Year* Baseline Forecasts SF Housing Units 1,200 95% 1,100 50 MF Housing Units 1,600 50% 800 55 * MF Housing Units per Year includes development of Tukwila Village apartments. Source: King County Buildable Lands Report, 2007; and BERK analysis, 2012. Exhibit 5 Baseline Commercial and Industrial Building Capacity and Assumed Pace of Development (Excluding potential development of Tukwila South) Total % Buildout SF Added Avg SF % Distribution Capacity (SF) at 2033 through 2033 per Year (commercial) Baseline Commercial Retail 1,414,000 70% 990,000 45,000 70% Office 505,000 70% 353,000 17,000 25% Other Commercial 101,000 70% 71,000 3,000 5% Total Commercial 2,020,000 70% 1,414,000 66,000 100% Baseline Industrial Industrial 6,173,000 80% 4,939,000 224,000 N/A Source: King County Buildable Lands Report, 2007; and BERK analysis, 2012. 160 5 City of Tukwila Strategic Plan - Fiscal Baseline Assessment Appendix C -June 2012 2012 BUDGET SOURCES AND USES Exhibit 6 summarizes the City's budgeted 2012 general fund revenues and expenditures. Exhibit 6 Summary of 2012 Budgeted General Fund Revenues and Expenditures (millions of dollars) Revenues Revenue Source 2012 Budget Amount Property Tax Retail Sales and Use Tax State Sales Tax Mitigation Natural Gas Use Tax Criminal Justice Sales Tax Utility Taxes Admissions Tax Other Taxes (excise, penalties, etc.) Total Taxes Business Licenses and Permits Building Permits and Fees Total Licenses & Permits General Government Security Engineering Services Transportation Plan Check and Review Fees Culture and Rec Fees Total Charges for Service Fines and Penalties Intergovernmental Miscellaneous Tra nsfe rs-I n 13.87 14.41 1.20 0.28 0.36 6.36 0.65 2.64 39.78 2.78 1.10 3.88 0.06 0.51 0.06 0.16 0.86 0.61 2.26 0.21 2.86 1.90 1.87 TOTAL REVENUES AND TRANSFERS 52.77 Source: City of Tukwila 2011-2012 Adopted Budget; BERK, 2012. Expenditures Expenditures by Department 2012 Budget Amount City Council Mayor's Office Human Resources Finance Legal Parks & Recreation Community Development Court Police Fire Information Technology Public Works Parks Maintenance PW Street Maintenance Non -Departmental 0.27 2.52 0.57 1.60 0.54 2.53 2.68 0.99 14.06 10.23 1.15 3.61 0.94 2.68 8.00 TOTAL EXPENDITURES 52.39 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 BASELINE PROJECTIONS $70 M $60 M $50 M $40 M $30 M $20 M $10 M 50 M o o°° 0°9 0^0^^^ry^� o^� ° ° 0^A 0^° 0^9 oryo oti^ otiti otic otic otic oti° otiA ory° oti 0`�0 0`�^ o ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti 1, ti ti 1 Exhibit 7 City Core Revenues Over Time (in 2012 dollars) 2007-2011 Actual and 2012 Budgeted • •Core Expenditures Core Resources Other Revenues Utility Taxes Building Permit, Planning and Engineering Fees Property Tax Source: City of Tukwila 2011-2012 Adopted Budget; and BERK, 2012. • From 2007 to 2011, general fund revenues grew by slightly less than 2.0% annually, when adjusted for inflation. o Sales tax revenue declined from 2007 to 2010, but increased in 2011 and is expected to grow going forward. o Sales Tax revenue has been impacted over the last few years by destination -based sales tax policies, the economic recession, and changes in exemptions at the state level. Sales tax mitigation from the move to destination -based sales tax began at the end of 2008. o The City helped make up for losses in sales tax and other revenues affected by the recession by raising existing utility taxes and instituting interfund utility taxes. Without these increases in utility taxes, revenue growth would have only been about 1.4% o Going forward, property taxes will continue to be limited by 1-747, which restricts growth to 1% plus the addition of new construction. • There will likely be a one-time bump in sales tax from new construction for Tukwila Village in 2014 and 2015. 162 7 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 $70 M $60 M $50 M $40 M $30 M $20 M $10 M Exhibit 8 City Core Expenses Over Time (in 2012 dollars) 2007-2011 Actual and 2012 Budgeted •Core Expenditures Core Resources 0 FTEs Personnel Costs (Salaries & Benefits) 350 300 - 250 $0 M 200 6 00 ti ti 0^ON^<1Kb^1''^'D ,(‘ NC' 0^ryO y O00^ 10 19 OtiOtiO90tiOtiOtiO 1010'10900ti00'ti00ti00'00ti0095'0'103030°9' Source: City of Tukwila 2011-2012 Adopted Budget; and BERK 2012. • The City's personnel costs going forward are estimated to grow slightly faster than the rate of inflation. The City is in a relatively competitive position compared to other cities; since it is self- insured it can help control the cost of rapidly increasing healthcare that has seen benefit rates skyrocket in recent years in most cities. Assuming no changes in fiscal policies, Tukwila is expected to face budget deficits in the coming years. This finding is consistent with most other cities in Washington State, and is related to a structural imbalance between the way that costs and revenues are able to grow. Much of the this imbalance is related to the limits of 1-747, which caps growth in property tax revenues at 1% per year, plus revenue from new construction. With this major revenue source capped at 1% increase per year, and with costs that tend to escalate at levels at least equivalent to inflation, cities across the state are facing the reality of costs that grow faster than their revenues. To address this challenge, local governments must make tough choices involving either increases in revenues, cuts in costs, or both to maintain fiscal balance. Exhibit 9 shows the future outlook for Tukwila. City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 $140M $120M — $100M $80M $60M $40M — $20M $0M -20M Exhibit 9 Net Fiscal Baseline (in year of expenditure dollars) =Total Operating Revenues Total Operating Costs Annual Operating surplus/(deficit) ° "3 orb o a o.'` o c' o`�o 1> °11' 0'5 o`b� o`�� o`b'\ o`b9 re 0`30 ora^ rL rL ti ti ti ti ti `ti ti ti ti `ti ti r01‘? ti rL ti ti ti ti ti Source: BERK, 2012. Note: revenues and costs do not include beginning or ending general fund balance. • Core operating cost growth is estimated to outpace revenue growth over the long-term, resulting in a deficit within the next five years if the City does not make changes to revenue policy or levels of service. • From 2007-2011, core revenues increased at about 5.0% per year. Future projections estimate annual revenue growth of about 3.75%. • From 2007-2011, core expenditures increased by about 7.5% per year. Future projections estimate annual cost growth of about 4.1%. 164 9 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 TUKWILA SOUTH IMPACTS The Tukwila South Project will encompass about 500 acres of land along the Green River at the south end of the City. The project is likely to add about 10 million square feet of occupied space, including a mix of office space, residential, retail, and hotel. The development timeline for Tukwila South is currently uncertain due to many factors, including: ■ Length of time it will take to complete the cut and fill process and infrastructure improvements that will make the site ready for build. ■ The state of the economy — how quickly the economy recovers will dictate when there will be new demand for large-scale development. ■ Potential FEMA regulations that will reduce the total buildable area of the Tukwila South site as it relates to the Green River flood plain. A project of this magnitude will significantly alter the tax base and cost structure of the city, and increase population and employment projections. FISCAL IMPACT OF DEVELOPMENT A full analysis of the impacts of Tukwila South was not within the purview of the Strategic Planning process. Instead, this analysis provides an update of a thorough cost and revenue analysis completed by BERK for Segale Properties in 2005, with updates in 2008. Key assumptions include: ■ The project will include about 10.3 million square feet (sf) of development, including 8.6 million sf of commercial space and 1.7 million sf of residential. o Commercial development will include research and office space, retail, restaurants, and hotels. o Residential development will include condominiums and apartments. ■ At full buildout, the project would support about 3,200 additional residents and 23,000 additional jobs. ■ This analysis presents two scenarios — one where development begins five years from now (2017) and one where it begins ten years from now (2022) to provide a range of impacts that this project could have on the City. o Phasing assumptions used in the original analysis assume a full development timeline of approximately 30 years once construction begins, with development spread fairly evenly over the first 20 years and then slowing down for the final 10. To support the Strategic Planning process, this analysis summarizes the potential revenue and cost findings from the previous Tukwila South study, updated for 2012 dollars and for a more realistic timeline. 165 10 166 City of Tukwila Strategic Plan – Fiscal Baseline Assessment Appendix C –June 2012 60,000 50,000 40,000 30,000 20,000 10,000 0 Exhibit 10 Estimated Future Population and Employment of Tukwila South Construction Scenarios ❑ Employment - TSP 2017 ❑ Employment - TSP 2022 to Employment - Baseline ❑Population -TSP 2017 iii Population - TSP 2022 ■Population - Baseline 1 = 0 _ — 1 ' 1 . — _ 7 II I 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Source: City of Tukwila, 2008; and BERK, 2012. • If Tukwila South construction began in 2017, it would add approximately 2,000 new residents and 9,500 new jobs by 2031. • If Tukwila South construction began in 2022, it would add approximately 1,700 new residents and 4,500 new jobs by 2031. 11 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C—June 2012 $140 M Exhibit 11 Estimated Net Fiscal Impact including Tukwila South $120 M - $100M $80 M $60 M $40 M $20 M $0 M -$20 M =Revenues - TSP 2017 =Revenues - TSP 2022 (Revenues - Baseline =Costs - TSP 2017 =Costs - TSP 2022 =Costs - Baseline CNet - TSP 2017 - TSP 2022 —0—Net - Baseline Source: City of Tukwila, 2008; BERK, 2012. In the long-term, the revenues from Tukwila South will outweigh the operating costs to the City and provide a net operating surplus. o While there will be larger start-up costs at the beginning of the project that will not be fully covered by increased taxes, the Developer Agreement will require the developer to pay the City to mitigate any deficits, thus rendering the short-term impact neutral. o The Project will begin to have a net benefit to the City's operating costs and revenues about 5 years after construction starts. The Project may also generate capital costs to the City. These costs could be covered by the additional REET generated from property sales within the development, as well as bonding against future revenue increases. 167 12 City of Tukwila Strategic Plan — Fiscal Baseline Assessment Appendix C —June 2012 FISCAL POLICY OPTIONS This baseline estimates the City's future fiscal health under a "no action" scenario and supports discussion of alternative strategies, which fall into the following categories: ■ Revenue -focused strategies o Economic development o Taxes, fees, and other revenue -generating tools ■ Cost -focused strategies o Increased efficiency of operations (cost containment) o Decreases in level of service o Strategies to keep personnel cost growth in line with inflation over time 168 13 City of Tukwila STRATEGIC ACTION PLAN City of Tukwila Strategic Plan Connecting to the Future Appendix D December 2012 r ommunity Feedbac Issue Identificatio Visioning :l11 BE RK Helping Communities and Organizations Create Their Best Futures" STRATEGY ANALYSIS COMMUNICATIONS CITY OF TUKWILA STRATEGIC PLAN Appendix D Community Feedback on Issue Identification & Visioning December 2012 City of Tukwila STRATEGIC ACTION PLAN INTRODUCTION & BACKGROUND Connecting to the Future The City of Tukwila is undergoing a strategic planning process and seeks broad community input on the advantages and assets of the City and the challenges it faces. The City also seeks input on the community's desires for the future of Tukwila to inform a community visioning process. The City of Tukwila has many social, service, and civic groups that meet on a regular basis. To reach a broad range of community residents, employers, and visitors, ambassadors of the strategic planning process attended set meetings, or convened meetings, to gather information and input for the Strategic Plan. In general, the ambassadors include representatives of the Strategic Plan Steering Committee (including City Council members, business representatives, community action groups and others), the Strategic Plan Staff Committee (representing various City departments), the Executive Team, or BERK, the consulting group. Ambassadors were provided the following guidance to support their outreach efforts: ■ What we need to hear from the community ■ Speaking points about the process ■ Helpful tips for being a good meeting guest The ambassadors arranged meetings independently. Some ambassadors had existing ties to the groups they met with. After meeting with community groups, the ambassadors submitted meeting and event reports via a web -based survey form. This document presents the all of the ambassadors' submittals. ORGANIZATION OF INPUT This summary presents ambassador input verbatim as it was received, without edits. Input is presented according to the group or event name in ascending alphabetical order. The input is organized into two sections: Section 1: Summary of Community Feedback Section 1 presents what the ambassadors heard from the community members with whom they spoke. It includes submittals in response to the following questions: ■ What did participants say they liked most about Tukwila? ■ What challenges did the group identify? ■ What aspirations for Tukwila's Future did you hear? ■ What feedback on City priorities did you hear? 170 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Section 2: Strategic Planning Ambassador Experience Section 2 addresses the experience of the ambassador in facilitating meetings and reflections on what he or she learned in the process of facilitating conversations about Tukwila and its future. It includes submittals in response to the following questions: • Did anything said surprise you? How so? • Is there any additional information from the meeting you want to pass on or share? • Did you learn anything new about Tukwila? Meetings and Events Ambassadors submitted reports for the following meetings and events (arranged by date). Ambassadors attended meetings in addition to those listed below, but did not submit reports. eeting or Event Title Ambassador Date Description of Attendees Attendees Tukwila Government & Community Affairs Committee for the SW King County Chamber Lynn Wallace 6/5/2012 Business representatives & city representatives from Tukwila 20 Southcenter Marketing Partnership Lynn Wallace 6/7/2012 Southcenter merchants & hotel representatives 15 Sustain Tukwila Pool Sustain Tukwila Pool, Planning Bryan Nelson 6/9/2012 Commission Member, City Council/MPD Board Members 10 Southcenter Rotary Lynn Wallace 6/11/2012 Area business representatives 30 TI BAC Sharon Mann 6/12/2012 City residents and business 12 owners ASB Officers Charanpreet The ASB officers of this year 6/14/2012 6 Samra and next Tukwila Pastors Jennifer McCoy 6/14/2012 Pastors and ministers in 6 Tukwila Girl Scout Troop 40704 Verna Seal 6/19/2012 High school students and 13 (Tukwila) adults 6/21/2012 Tukwila Historical Society Joan Hernandez and 7/19/2012 One new member, 8 long time members 9 Leadership Class, Foster High School Joyce Trantina 6/21/2012 Students 12 Members of FOTH. All Friends of the Hill (FOTH) David Shumate 6/22/2012 concerned with our urban/natural environment! 6 2 171 172 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Touch -A -Truck Melissa Hart Gail Labanara 6/23/2012 Parents of pre-school or school 50 Kimberly Matej age children. Planning Commission David Shumate 6/28/2012 Other commissioners, city 12 staff, public Equity and Diversity Commission Meeting Joyce Trantina 7/12/2012 City Council President, business & community representatives, residents, staff 9 Tukwila Rotary Club Joyce Trantina 7/19/2012 Business folks, residents 12 Family Night, Cascade View Elementary School Joyce Trantina Derek Speck 7/24/2012 Parents of school children; 50 various residents Neighbors Katrina Dohn 6/2012 - 7/2012 Neighbors in the Tukwila community of various ages and 10 backgrounds Foster Point 6/2012 - Neighborhood Group Sarah Vallieu 7/2012 Neighbors of Foster Point 7 Night Out Against Crime Moira Bradshaw Mary Hulvey Nick Olivas Kathy Stetson 8/7/2012 Residents across the community Rainbow Heaven Trailer Dawn Couch Park Joyce Trantina 8/23/2012 Spanish- and English-speaking, low-income, Latino families with children. Mostly renters, living in the south end of TIB. 45 Tukwila School Board (TSD) Members of the Tukwila Mary Fertakis 10/8/2012 School Board and other TSD representatives Residents Stacey Hansen 6/2012 - 9/2012 Residents (including some Human Services Department clients), tenure in Tukwila ranged from 6 weeks to 23 years. 123 Tukwila School District providers meeting Dawn Couch 10/2/2012 Tukwila School District, social and service, and City 11/6/2012 representatives 30-40 3 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 SECTION 1: SUMMARY OF COMMUNITY FEEDBACK Tukwila Strengths and Attributes Group Name What did participants say they liked about Tukwila? ASB Officers ■ They liked the relationship that we have with one another. The way we feel about each other and how it feels like a "family." Cascade View ■ The school facility. Elementary • Happy to be here. School family night 7/24/12 ■ The proximity to church, grocery store, and schools. ■ Most of the residents I talked with live very near TIB and 144th (west side of TIB). Foster Point ■ Location. Neighborhood • The Tukwila Community Center, activities at the Tukwila Community center, lots of small Group parks to go to. ■ Recycling events. ■ Elementary schools are excellent. ■ Great group of committed citizens. ■ Access to public officials. ■ Convenience to most needed services. Friends of the ■ Access to community leaders, through formal city meetings and just running into them Hill (FOTH) around town. ■ The Duwamish River as a natural amenity. ■ Appreciate the diversity of Tukwila..."keeps it real". ■ Small town (rural) feel of Tukwila but close to a major metro area (Seattle). ■ Access to all points...city @ a crossroads... ■ Accepting, inclusive feeling generally among residents. ■ Affordable housing for first time buyers (considering it is in Seattle area). ■ Amenities are almost great; there is a good shopping center. ■ Historical aspects of Tukwila are interesting but little known. 4 173 174 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What did participants say they liked about Tukwila? Girl Scout Troop 40704 (Tukwila) Leadership Class, Foster High School Neighbors Night Out Against Crime ■ Diversity. ■ Only 1 high school and 1 middle school. ■ Height restrictions on buildings. ■ Parks - they are wonderful. ■ Lots of bus stops. ► Lots of different transportation options. ► Can get anywhere from Tukwila. ■ Small town feel. ■ Police Department - very nice officers and well organized. ■ The Mall. ■ Most students like being here and seemed enthusiastic about the Best & Worst of Tukwila project. ■ Diversity, various ethnic groups. ■ Location - handy to everything. ■ Tukwila has improved since I've been here, people more involved, closeness of the community. ■ People stay here from childhood into adulthood. ■ There's a lot here - you can get anything you need to shop for. ■ People are accessible - you can talk to city officials, school folks, etc. ■ Trails available to the public. ■ The number and quality of parks in the City. ■ They love the parks and the trails and the location. 5 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What did participants say they liked about Tukwila? Rainbow Heaven Trailer Park Residents ■ Diversity. The representative from Centro de la Raza shared that he liked the diversity of the community, and the diverse experience his children get going to Foster High. Others agreed that the diversity was a positive attribute of the city. They also cited it as a strength and source of potential for Tukwila International Boulevard. If the crime problem can be solved and TIB was made safer for families, they felt it would be an attractive location for business investment from family businesses. ■ The beauty of the City. One person shared that visitors comment on the beauty of the city, others agreed that this was an attribute. ■ Light rail. They like the easy, quick access to downtown and the airport on light rail. ■ Having a police officer that speaks Spanish. Officer Patrick came and the community expressed appreciation for having a police officer that speaks Spanish. They asked him for his personal card so that they could have someone to call when there was a problem. ■ They like living here. While they were not able to offer a lot of detail about the attributes they liked in Tukwila, they said they liked living here. ■ Residents loved how 'pretty' Tukwila is. Several thought it was 'clean'; it has nice parks, a library and a lot of shopping. ■ Residents also seemed familiar with public transportation and felt that it was really good (thru the TIB corridor). Southcenter Marketing Partnership ■ Interurban Trail. ■ Shopping. ■ Free Parking. ■ Lots of hotels. ■ Parks & Recreation. ■ Easy to navigate. ■ Restaurants. ■ Sporting venues. ■ Family-oriented venues (e.g. iFly). ■ Easy access, central location. ■ Youth events location is convenient. 6 175 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What did participants say they liked about Tukwila? Southcenter Rotary ■ Nordstrom. ■ Convenient "hub" for visitors and workers, location is easy to get to shopping good assortment. ■ The river trail. ■ It is a Crossroads of Commerce. ■ Developable land. ■ Tukwila Days - parade - seeing neighbors. ■ Road improvements. ■ Diversity. Sustain ■ Diversity. Residents love it: there is no majority, people get along better, our kids go to Tukwila Pool school with the world, tough, hardworking, don't see color. ■ Location. All roads lead through Tukwila, it is a transportation hub: light rail, airport, freeways, bus, should be a recipe for success. ■ Small town. Community, access to city council, have a voice can institute change. Grassroots support can make things happen, have an impact, create sense of community: sense of belonging ■ Parks. Well planned, everyone lives within walking distance of park, river. Want to keep improving. Lots of little parks. ■ Shopping/Mall. Close access to shops people need. TI BAC Touch -A - Truck 176 ■ Centrally located. ■ Cultural diversity. ■ New Landscaping on TIB & 154th ■ New sidewalks. ■ Nice community center. ■ Convenience. ■ Caring people. ■ No B&O taxes. ■ Interacting community. ■ Council Chat. ■ Accessibility to council members ■ The Parks and services provided. 7 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What did participants say they liked about Tukwila? Tukwila Government & Community Affairs Committee for the SW King Co. Chamber ■ Westfield Southcenter. ■ Development improvement. ■ Restaurants. ■ Access to airports. ■ Our hotels are value added - free parking, free breakfast. ■ "Home base" for every adventure. ■ Centralized access to everything - N, S E & W. ■ Internet access hub. ■ Family friendly entertainment and restaurants. Tukwila ■ Community spirit. Historical Society Tukwila ■ Great city services- Fire, Police, Community Center, Pool. Pastors • Responsive city hall - easy access to council members. ■ City size & diversity. ■ Great transportation location - Interstate Highways and airports. ■ Parks, trails, golf course, Fort Dent, Fun Center. ■ Has own school district which can pay attention to unique needs of a diverse city. ■ Spirit of cooperation and collaboration. ■ Spiritual community seen as valued partner. ■ Vibrant business community. ■ Great city events - 4th of July, Tukwila Days, et cetera. Tukwila ■ Participants shared that they appreciate the City's diverse parks and trails, bike paths. Rotary Club • They love the many "layers" in the City - so many great features that people don't even realize we have (like the Community Center). ■ They also appreciate the diversity of our residents. 177 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What did participants say they liked about Tukwila? Tukwila School Board ■ The size, sense of community. ■ Location. ■ Proximity to shopping areas. ■ Diversity of cultures. ■ Very supportive community for student needs, city officials responsive along with the police department. ■ The park system. ■ Tukwila Community Center is very successful and a positive place for our students. ■ Before/after school care at TCC. ■ Free programs for students to be offered in the summer. Tukwila Challenges Group Name What challenges did the group identify? ASB Officers ■ The challenges were of not having a positive image. ► That was the first one brought up. ► Pacific Highway having a more positive image, and more safe. ■ Need more recreational activities around the school area and Pacific Highway for those living there. ■ Community Center is not accessible to those living up by the High School. ■ No communication from the City to the students. ■ Find a more effective way to get any message out to the residents. Cascade View Elementary School family night 7/24/12 Equity and Diversity Commission Meeting ■ New arrival (2 weeks) needed education on how to take the bus and a map of the neighborhood. ■ Some of the refugees we talked with had lived in Tukwila 2 years, others 3 days....one of the challenges shared by the Nepali group was the fact that when many of our residents first arrive in the City, they don't understand how transportation works (bus stops, how to pay for bus rides, how to cross major streets, etc.) it's all very confusing. ■ The cost of interpreters, printed materials, etc. is sometimes a barrier to reaching into the many diverse groups in the City. 178 9 What challenges did the group identify? City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name Foster Point Neighborhood that occur there, or the mall. Group • No one outside of the area knows about the great neighborhoods, the historic houses, the active community involvement. ■ Regional identity is still centered on history of Pacific Highway, the drugs and prostitution ■ How to grow outside population coming into Tukwila (young professionals, house buyers, making it an attractive business environment, etc). ■ Increased crime. ■ We need better communication and inclusion of the other diverse ethnicities into Tukwila activities. ■ Why is the golf course losing money? For example, it is has been recognized as one of the best places for kids to play golf in Western Washington, but we don't offer kids lessons, and haven't done a golf camp for several years. It is a nice course, compares equally or favorably with the Seattle munis, and is a bargain at $30 for 18 holes compared to $38. This course should be advertised, and should be busy, busy, busy. ■ When something good happens in Tukwila, such as this with Foster Links, we fail to capitalize on it. ■ Someone at city hall needs to be responsible for marketing Tukwila in a positive light, from the golf course to the student at Foster who just won a Gates grant. Where is the news coverage for this stuff? Friends of the ■ Negative stereotypes of Tukwila need to be addressed by a PR booster program. Hill (FOTH) • Lax code enforcement. ■ Need faster graffiti removal and roadside dumping clean-up once it is called in. ■ Reach out to diverse groups to engage in Tukwila politics, City council, etc. ■ Raise more taxes. ■ Overcoming the bifurcation of the transportation corridors, increase connectivity between different parts of Tukwila. ■ Need lower speed limits/enforcement in some areas. 10 179 What challenges did the group identify? 180 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name Girl Scout Troop 40704 (Tukwila) ■ Non -taxpaying residents. ■ No sense of pride in our community - people just don't seem to care. ■ Crime rate on HIGHWAY 99 (they asked me to put this in bold). ■ Highway 99 is the "dark eye" in our community people moving in and moving out quickly - people don't say - use Tukwila as a stepping off point. ■ Nothing for teens to do if they can't get to the community center or don't have money to spend at the mall. ■ Drugs in the school. ■ Difference in values between cultures, schools just let things happen, ■ The refugees keep coming and the City is not prepared for it. Culture clashes that the City is not dealing with (or do they even have the resources to deal with it). Leadership ■ Students asked questions about curfews (why does the City have one). Class, Foster High School Neighbors ■ Kids who live up by International Boulevard see things they shouldn't have to be exposed to. ■ Crime - thefts, burglaries, prostitution. ■ Need better response time from the police. ■ Police should come regularly at night to known prostitution spots that have been reported by residents. ■ Traffic in the Southcenter area - this is improving but is still a problem. ■ Loitering around businesses. ■ Overall perception of Tukwila by those who don't live here - they don't know about the good. ■ Very few healthy, positive options for children's activities, especially in the vicinity of the Boulevard. ■ How to support our immigrant/refugee population without overburdening the Human Services department and other service providers? ■ Coyotes. 11 What challenges did the group identify? City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name Night Out ■ Apathy among residents. One participant spoke about the BNSF issue for example and the Against Crime lack of turnout to discuss and advocate for change. ■ Most people were unaware that the Strategic Planning process was underway when we tried to engage them to participate, we encountered apathy rather than interest. ■ Had a comment about "people don't know about the Tukwila Pool — new residents don't know we have one" and other concerns having to do with BNSF Burlington Northern traffic thru Allentown from Duwamish neighborhood. Rainbow ■ Crime and delinquency. The primary concern for the community was the crime and Heaven Trailer delinquency they witness in the neighborhood. They cited car prowling, car theft, loitering Park in the bust stops, prostitution and seeing youth engaged in drug and violent activities and the major problems. Women shared that they were uncomfortable going out at night because they feared for their personal safety, and that they were reluctant to let their kids play outside sometimes. One person shared that the heard a nearby gunshot one evening. They felt the city and police were being responsive and helpful, but that more needed to be done. ■ Prostitution. Community members had concerns about prostitution associated with specific motels. They noted that the owners of the other hotels were more conscientious and would not rent to people who were going to conduct illegal activity. The police representatives there explained about the new ordinance and that there would be penalties for owners of the problem motels. The community was glad to hear this. ■ Bad Neighbors. The community had some problems with the neighbors across 152nd street in the past. Although it has gotten better, it was still a source of concern. ■ Issues related to the trailer park. A few of the issues participants mentioned related specifically to the trailer park. ► Parking. Lack of parking for visitors, and for some, lack of a dedicated parking space has been a challenge. Some people have also received a lot of parking violations for blocking driveways. ► Lack of onsite manager. The trailer community does not have an on-site manager. One representative felt an on-site manager would help establish some basic norms and standards for conduct and upkeep of the housing units. ► Trees. The property is flanked by tall cottonwood trees to the west. The residents are concerned about the safety of the trees, and had questions about what can be done to ensure they are safe. 12 181 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What challenges did the group identify? Southcenter Marketing Partnership ■ Gang activity. ■ Security. ■ Overcoming old stereotypes/images of Tukwila among locals. ■ More of a business neighborhood watch group. ■ Create a community sense. ■ School District/Education (quality, image). Southcenter ■ Business needs to buy into community. Rotary • Elevate the image. ■ Lack of community. ■ Work here/don't live here outsiders think Tukwila is the mall. Residents ■ Safety. Every person I spoke to listed SAFETY as the number one concern. Residents just don't feel safe outside of their immediate neighborhood; many had personal experiences of threats/intimidation/theft. The majority of who I spoke to shop at Tukwila Trading Company, Bartells, the Laundromat (next to Bartells) and Walgreens and are so fearful of going to any of these stores because of where they are located. People who travel in cars feel 'safer' than those on foot. Since we started working on the strategic plan we have had one fatal shooting and two stabbings in that neighborhood, which was shared with me numerous times (in case I didn't know). ■ Transportation to school. The 2nd biggest issue was that young children have to walk too far to school because the bus doesn't pick them up. Even knowing that the school district has control over this issue, parents are still very unhappy that elementary kids have to walk and they feel like things won't change until there is a tragedy. 182 13 What challenges did the group identify? City of Tukwila Strategic Plan – Community Feedback on Issue Identification & Visioning Appendix D – December 2012 Group Name Sustain Tukwila Pool ■ There are still items that haven't been implemented from the previous visioning process 20 years ago. Mixed use, zoning (lots of multifamily housing), developing community center where people are safe: Tukwila Village, TIB, etc. ■ Schools. Well -funded but perception is schools are poor, underperforming, do not engage parents to participate, and have a large transient population. ■ English language learning: equalizer is parent involvement: parent leadership must be cultivated: long-term: takes 7 years+, part of success for private school is parents are required to contribute time and financially. ■ Gap between the money generated by business and the citizens: need stronger partnerships ■ Diversity. Different cultures don't connect. ■ Safe neighborhoods. TIB has gotten worse in the past 5 years: drugs, prostitution, burglaries, cheap hotels, etc. ■ City has inability to communicate effectively to residents on what they're trying to do to improve the community beyond the Hazelnut and after the fact: nobody knew the pool was closing, community resourcing center closing, etc. TI BAC ■ Revenue --need to change image so businesses will come to the City and create jobs and revenue. ■ Deterioration of buildings—both residential (apartments) and business—cause lower income both to investor and to the City. ■ A need to rebuild those structures. ■ Need to change zoning codes regarding parking and heights to encourage development. ■ Deterring drugs and prostitution. ■ Funding for more police. ■ Improve school scores to encourage new citizens to move to the City. ■ The City has a concentrated poverty citizenry draining resources on an already tight budget. ■ A challenge is getting the residents and the businesses to work together and not feel they are challengers but partners. ■ Communication both between the City leaders and the citizens and then between the long time citizen and the refugee. Touch -A -Truck ■ Drug and other activity along Tukwila International Boulevard. 14 183 What challenges did the group identify? City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name Tukwila Government & Community Affairs Committee for the SW King Co. Chamber ■ Used to be more of a walkable community. ■ Needs more safety improvements to make people comfortable to walk again. ■ Too much trash. ■ Overcoming negative impression some retailers; some won't look at our area for expansion due to housing market and education. ■ Need to be regional player. ■ Branding issue. ■ Public safety. Tukwila ■ Too much multi -family housing creates short-term residents who don't stay long enough in Historical the community to bond with the long-term residents who live here and want to stay here. Society • Mobility creates challenges for the teachers and students in the school district. Tukwila ■ Communication - language barriers, media barriers. Pastors ■ Computer illiteracy. ■ Poverty levels. ■ Housing at reasonable price. ■ Foot traffic hazards in certain areas of the City. ■ Few immigrant residents don't understand dangerous situations Crime/scams ■ Need more police presence in the Mall. ■ Prostitution/drugs/gangs on International Boulevard. ■ City revenues are hampered by zip code issue. ■ Traffic bottle necks. ■ New exits and traffic lanes on Klickitat confusing Tukwila Rotary ■ The group talked about traffic as an ongoing and growing challenge. Club 184 ■ They talked about the perception of safety (or lack thereof) - one member's wife experienced a confrontation at the mall, and as a result, will no longer shop in the community (she feels unsafe). ■ The group also discussed the need to help bridge communication and understanding with the kids in our schools, since they are the future leaders. 15 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What challenges did the group identify? Tukwila School Board ■ Poverty. ■ Quality affordable housing. ■ Mobility of families. ■ Information access (for services as well as Internet access). ■ Low parent involvement in schools (often due to mobility, cultural and language barriers). ■ Teacher support system (mentoring) - it is very challenging district to teach in. ■ School and community programs need to change to adapt to our students instead of having students adapt to our traditional programs and way of doing things. For example, fuel the interests of our students — i.e. shift from fields being used for football to soccer. ■ Crime levels. ■ Need more support systems for refugee and low income students. ■ Higher police presence on International Boulevard. ■ Change the profile of the atmosphere on International Boulevard to be more family friendly and not so crime ridden. 16 185 Group Name What aspirations for Tukwila's future did you hear? City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Participants' Aspirations for Tukwila ASB Officers ■ More job opportunities for students within Tukwila, make it more public. We don't know of any opportunities if there are any --Advertise! ■ Market the jobs! Make them available here so students don't have to commute to downtown Seattle or elsewhere. ■ Possibly more bus stops in the Allentown area... There really aren't any. Equity and ■ The group is hopeful that the Strategic Planning process will help the City develop better Diversity communication with our residents, and begin some important dialogue. Commission Meeting Foster Point Neighborhood Group ■ Improve schools, especially at the middle and high school level. ► Increase school support, especially with businesses here in the city. ► Support of preschool learning. ■ Increase senior support. ■ Sidewalks, especially along Interurban to make walking down that street NOT a life endangering proposition and along the street that runs along Joseph Foster and Lee Phillips, as well as along MacAdam from 144th, for student safety. ■ Get rid of the rendering works! ■ A major grocery store: Safeway, Albertsons, Fred Meyers, perhaps where the closed casino is along Interurban. ■ Open up access to the river, which may mean redeveloping the light industrial area. ■ Redevelop the closed down casino on Interurban to include apartments, retail, and restaurants, even a Trader Joe grocer could fit there. ■ Reinstate free recycling day at Bow Station each year. ■ Open up the bike trail on the Green River Trail. ■ New Police station, back up on the Boulevard. ■ Mid end/high end apartments/mixed use at Southcenter, or along Interurban before building, or rezoning new areas for growth. ■ Tukwila is such a great location, we have a great opportunity to attract young professionals with the right developments. ■ Create a signature yearly event that will attract outside communities, such as a Seafair event, or regional car show, parade, that will showcase community pride. Perhaps a kiddie parade, a la Lake City Days. ■ A symbol that represents Tukwila, what is it? ■ Build a larger library, Foster is almost un -useable after school. 186 17 Group Name What aspirations for Tukwila's future did you hear? City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Friends of the Hill (FOTH) ■ ■ More sustainable neighborhoods. Step back heavy industrial zoning from houses. ■ Tukwila should be known for more than a Shopping Center. Turn the ethnicity of the Boulevard into food/culture special destination. More walkable neighborhoods. Strengthen residential infrastructure. ► The Duwamish River should be a recreation destination not an invasive weed nursery. ► Historical landmarks should be noted and celebrated with info plaques, etc. ■ More green space and connectivity between neighborhoods. ■ Create safe bike and walking lanes through -out the City. ■ A fixed route trolley loop, like this: http://www.youtube.com/watch?v=jhigAblDo-s Girl Scout Troop 40704 (Tukwila) ■ Grocery store. ■ Safer neighborhoods. ■ Less traffic. ■ More space in the schools - not more schools just the ones we have now bigger. ■ Better timed stoplights. ■ Less apartments and more single family homes - less rentals, more town homes. ■ Underground parking. ■ More parking at the light rail station. ■ People will be proud of where they live. ■ Motels on Highway 99 would be gone, more services on Highway 99, condos, affordable housing like High Point in West Seattle. ■ Immigration Resource Center - if we are going to be expected to take in so many refugees then we need to be prepared to help them better. ■ All casinos in one area. ■ Block parties and neighbors more interested in what's really going on. Neighbors ■ International Boulevard cleaned up both in terms of visual clutter and crime. Get rid of the sleaze on 99 and keep the ethnic stores. ■ Retain the "small town" feel. ■ New library. ■ Bigger, more access to services for more people. ■ International Boulevard should be the heart of the city, not the blight ■ Get better, more reputable businesses on the Boulevard. ■ Once Tukwila Village goes in, fill in between there and the light rail with cool, interesting businesses that would be a draw for people, maybe a whole variety of classy ethnic food stores, restaurants and shops where people could buy things like ethnic food and crafts. 18 187 Group Name What aspirations for Tukwila's future did you hear? 188 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Make sure the whole strip become classy looking so it becomes a unique destination for people in the Puget Sound region who want an international experience. ■ Better schools — it is too hard for them to handle the amount of diversity. ■ Things for kids who live by the Boulevard to do. ■ Healthy recreation options that are accessible and affordable. ■ Fire and police services not overtaxed by serving Southcenter. ■ A place to call the center of Tukwila, a downtown type of place. ■ Restore the community events that have been cut because of budget (Tukwila Days). Night Out ■ People wanted to see more small business along TIB. Against Crime • It would be helpful to have a shuttle bus throughout the day to connect them to the Community Center, Mall, shopping areas, and medical appointments. ■ Rainbow Trailer Haven ► They want a park in the area for the kids to play at that is within walking distance. ► They want to be connected to the rest of the City via a shuttle. Those who do not have vehicles cannot get to the City services or resources such as City Hall or Community Center. ► They do not feel like the City listens to them because a lot of the residents can't speak English. The City needs more bi-lingual employees. ► They want sidewalks along S 152nd Street. Walking along S 152nd street is very dangerous, especially when people park along the side of the road. ► They want a place where they can sell their wares, a common market. Rainbow ■ To stay in Tukwila. One of the major concerns of the community was that they would be Heaven Trailer displaced. As the community around them becomes more and more beautified, they are Park concerned there will be redevelopment pressure on the community. They asked the City to consider the impacts of any changes on current residents in an effort to minimize displacement. ■ Access to services. There are some services that they need better access to, specifically a health center. Currently, their closest option in in Burien. ■ Nearby Park. They also need a nearby park for their children. Many of their housing units do not have outside space for the children to play. The closest park, behind Walgreens, has problems with older kids doing drugs. ■ Transportation to school. The community is not served by a bus stop to Thorndyke Elementary School. This was a top issue for some of the parents. 19 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What aspirations for Tukwila's future did you hear? Southcenter Marketing Partnership ■ More residents with higher incomes. ■ More shops that cater to higher income consumers. ■ Community feel within the Southcenter area (twinkling lights, banners, planters, feel welcome, seasonal feel such as Leavenworth). ■ Walking aspect (more walkable in Bellevue). ■ Community events. ■ More "small business" feel. Southcenter ■ Walkable, pedestrian friendly. Rotary ■ Education to help students prepare for their working future. ■ Local shoppers transportation "trolley". ■ Train station to mall access. ■ Diversity in businesses. ■ A town center. ■ Decent multi -family housing. ■ Corridor to transit/train depot. ■ Shuttle from light rail to Southcenter area. ■ Prestigious event for Tukwila. Sustain ■ New Regional Aquatic Center in Tukwila. Maintain a local pool presence or go for regional Tukwila Pool aquatic center? People come because it's a community pool. Want it near the school and to own the land or perpetual lease. ■ Senior housing. Additional market, wellness fitness training. ■ Grocery Store. Beyond TTC and Safeway in McMicken Heights. ■ Safe neighborhoods: TIB has gotten worse in the past 5 years: drugs, prostitution, burglaries. ■ Good schools. Need well -funded schools. Leverage the diversity, education is the center for the community. ■ Continue to develop community. Strengthen partnerships between and investment from businesses, schools, and citizens: TIBAC, Highline School. ■ Want Small businesses to succeed: TIB needs a refresh to be clean and welcoming. Raise the bar. TIBAC ■ New Businesses- like services --dry cleaners, another grocery store, coffee shop, bakery, entertainment, restaurants, banking. ■ Safer more walkable neighborhoods -sidewalks. ■ More co-operation between SeaTac and Tukwila regarding common boundaries. 20 189 190 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What aspirations for Tukwila's future did you hear? ■ Completion of Tukwila Village,. ■ More diverse housing choices --new condos, senior housing, new homes. ■ Diverse leadership. ■ More active and visible Police activity. ■ The International Boulevard a more "neighborhood" feeling community. ■ Create a market place for development. ■ Change image. Touch -A -Truck ■ Increase police presence on TIB and Tukwila Village. ■ Policing Tukwila International Blvd. Tukwila Government & Community Affairs Committee for the SW King Co. Chamber ■ Safer. ■ Prettier "tree city". ■ Golf course. ■ Community center. Tukwila Historical Society ■ Hope to improve all areas of the City. Tukwila ■ Extend cooperative spirit to embrace all cultural groups. Pastors • Encourage eople settle here - less transience. Need more affordable single family homes. ■ A casino free community & incentive for healthy businesses to replace them. ■ Intra -city transportation - Tukwila Trolley. ■ More sidewalks, bicycle lanes. ■ New businesses and more jobs for residents. ■ More entry level, unskilled positions for immigrant community. ■ More services for immigrants — orientation. ■ Extended community center offerings for lower income children. ■ Expanded job and skills training available. 21 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name What aspirations for Tukwila's future did you hear? Tukwila School Board ■ Better types of housing (lack of 3 -bedroom apts. — or more of a "flat" concept for multigenerational families). ■ A place where people start here and stay here. ■ Connectivity of parks and trails. ■ Transportation to and from hubs (i.e. TCC from the Blvd.; mall to another hub — some type of shuttle service). ■ More youth facilities near the Boulevard. ■ Better access to family health care services. ■ On-site or very close daycare facilities for teachers and staff — need improved access to daycares in general. ■ Community partnerships, more businesses involvement in schools, increased public/private partnerships. ■ Some type of a family/kids/social services levy to help maintain or create programs for kids outside of school hours, positively impact family health needs and encourage people to stay in Tukwila. ► Parenting classes. ■ Work towards being more 21st century. (i.e. digital speed signs by each school; increased band width throughout the City; Emergency notification delivered via phones/cell phones/emails). ■ More sidewalks to be built for students that walk home. 22 191 Group Name What aspirations for Tukwila's future did you hear? 192 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Tukwila ■ Improvements to public safety is the top aspiration. Public safety was the top concern School District expressed by the service providers. They asked for improved communication between the service Police Department and schools. providers ► Some expressed a willingness to help the Police Department build trust in the community. The service providers hear a lot about crime and the experiences of families as victims of crime. Many families are afraid to go to the police, but trust the service providers affiliated with the school. The group suggested the police work with the school to help build trust in the community, such as by having public safety meetings at the school and having more of a positive presence in the school community, so that the police can become more familiar to the students. ► Improve the dispatch services or ways in which the community can provide information to the police. The providers have heard frustration from families who have tried to report a crime via 911. Families often do not know street locations or other details needed by dispatch. This leads to frustration on the part of families and a feeling that their concerns are not being heard. Language is also a barrier. ► Clearer policies about immigration status reporting. The group identified a need for clear rules regarding the whether people who report a crime will be subject to questioning about their own immigration status. The providers have heard stories of people being a victim of crime, and then when reporting the crime being questioned about their own immigration status. As a result, families are loath to report crimes, less they put themselves or their family members at risk for deportation or other penalties related to immigration status. Members suggest the Police Department establish a clear policy on this matter and communicate it internally to all police staff. At this time, what happens seems to depend on the political preferences or inclinations of individual officers. ► A call for more innovative ways to prevent crime and increase public safety. Some suggested a need to broaden and take innovative approaches to crime, particularly in response to crime committed by youth. One suggestion was setting up community court counsels among the dominant immigrant groups (there is model program being piloted in Seattle). This is seen as having the potential to better involve the immigrant and refugee communities in deterring crimes committed by youth. ■ Improved pedestrian and bike safety for children traveling to and from school. Safe passages for kids traveling to school is a top concern of families. ■ A central place for community services. The service providers asked for a central place to house the organizations that serve local families. They stressed the importance of co - locating services near one another to make it easier for families to reach needed services. It is also important to have those services near by the schools, as many families are receiving referrals to services from school personnel. Finally, having services in the community where families can access them by foot would be a big improvement. One member suggested using the current Foster Library building, once the library moves to Tukwila Village, for this purpose. 23 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Priorities Group Name What feedback on City priorities did you hear? Touch -A -Truck ■ Public Safety and housing options. Leadership ■ Some mentioned Housing Options. Class, Foster High School Residents ■ All stated that we should 'fix' the highway. The hotels up on the highway are the problem and they should be demolished and that would 'get rid of" the crime on TIB. ■ A teen center that was closer to the highway where all of the apartments are was another resounding need for the community. Anyone I spoke to who had 12-18 year old was adamant about this! TCC is too hard to get to without a car and has no bus access. Rainbow ■ Crime deterrence. The most important city action was around crime. They are willing Heaven Trailer partners in the effort, but they stress the need to address the crime problem. Park ■ Housing standards. They appreciate the City's previous efforts for cleaning up poor housing. One person mentioned her sister's home was infested with rats that the city helped them get it cleaned up. SECTION 2: STRATEGIC PLANNING AMBASSADOR EXPERIENCE Surprises Group Name Did anything said surprise you? How so? Friends of the ■ That there are others that feel as strongly as I do. Hill (F.O.T.H.) ASB Officers ■ The students did have things that they wanted to contribute once they started talking. TI BAC ■ How much residents feel that the City government favors the business center in spending and improvements over the residential neighborhoods. Neighbors ■ How consistent concerns about International Boulevard are. This seems to be the one uniting concern that causes everyone worry. People saw the issues from different points of view (kid issues in that area, visual issues, business issues, etc.) but it was almost always the first concern mentioned and revisited during conversations. Foster Point ■ Folks are very passionate about our city. My impression is that folks can be somewhat Neighborhood apathetic, but my actual experience is that is far from the case. Group Girl Scout Troop 40704 ■ Nothing really surprised me but the thing that seemed to hit home was the lack of a sense of pride in the community by the people that live here. 24 193 194 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name Did anything said surprise you? How so? (Tukwila) Sustain Tukwila Pool ■ I was a little surprised to hear how positive people were about Tukwila's diversity. Maybe I'm just hanging out with the right crowd now as I know there are people in the city who aren't so excited about it. I was also a little surprised to hear that people felt TIB has gotten worse in the last five years. I've lived here 10 years and when we first moved here, all I heard was how bad it used to be and that the City had really cleaned it up. Tukwila Rotary ■ Club We have heard the issue regarding a perception of safety at other meetings/discussions. Tukwila Historical Society ■ The only thing that surprised me were misconceptions they held about how much the City has already done and spent to improve many of the newly annexed areas of the City. Family Night, Cascade View Elementary School ■ We heard about the reluctance of calling 911- some Napali/Buthanese residents have been the victims of robbery (gold chains, etc.) but these incidents are not reported - people are fearful of the Police. 25 Is there any additional information from the meeting you want to pass on or share? City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Additional Information to Share Group Name Cascade View Elementary School family night 7/24/12 ■ I am thankful the school district is having these family nights. I am grateful they get federal grants for the food. Equity and Diversity Commission Meeting • • Commission members will be hosting a booth (Equity and Diversity) at the City's cultural event September 20th. They will distribute emergency contact info. They will distribute refrigerator magnets in 4 languages - English/Spanish/Somali/Bhutanese and ask participants to "put a pin" where you were born and "put a pin" where you live, on large maps. Foster Point Neighborhood Group ■ Several parents discussed their concern with the schools, especially the middle school. There is a perceived gap between the excellent support our kids get at the elementary level and the pure lack of it at the middle school. Parents even perceive the office staff as cold, unfriendly, brusque, and even rude, and how this attitude dictates the entire environment within the school. Friends of the Hill (FOTH) ■ FOTH is heavy on the natural space. We feel it is a neglected, but important aspect for those that live and work here. Leadership Class, Foster High School ■ Students were encouraged to visit City Hall and learn more about the services we provide, and to participate in the Strategic Planning Process by encouraging their parents to fill out the survey, and by sending in photos of Best/Worst. They were given contact/website info. Planning Commission , 6/28/12 ■ This was a public meeting mainly for the Southcenter workshop. At the time, I mentioned the strategic planning project and encouraged other planning commission members to take the survey and spread the word. There is no feedback from members at this time. Rainbow Heaven Trailer Pa rk ■ They were very hospitable and were thankful to be included. They responded very positively to having representatives from the police department (they applauded when the city representatives were introduced). They prepared a dinner for us for after the meeting. ■ In all the discussion of crime, the residents noted that the police and city were making a difference to help the community. Many felt that it has gotten better over the last 10 years, but there are still problems to address. They also appreciate the investments the City has made to beautify the City. Sustain Tukwila Pool ■ Several members of the group expressed that the city doesn't just need a re -branding campaign, but citizen involvement to bring about the change they want. TI BAC ■ Although diversity is good it is also a wedge. Unless communication and cooperation between the longtime resident and the refugee improves there will be a gap in the willingness of either party to do anything. We need to seek out the leadership on both sides to come to understanding of how to live and work together. We need to seek outside help and resources to provide sustainable help to the refugee that enables them to be productive citizens. There was an expressed feeling of reversed discrimination in what some citizens are allowed to do because they are "new" to this country. If that feeling 26 195 196 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Group Name Is there any additional information from the meeting you want to pass on or share? continues the gap between citizens will widen and even more difficult for us to move forward. Touch -A -Truck ■ Two citizens asked about improving Tukwila School District (no additional details were provided). ■ We may not want City employees vote as that affected the count (police, public works, and parks & rec). We tried to have only adults vote. Tukwila ■ This organization always has a full agenda of items to discuss. They want to conduct Historical business and go home, so it is hard to engage them in a long discussion on a topic they Society didn't come prepared to discuss. Therefore, I encouraged members to take the individual survey to be sure their thoughts and concerns can be recorded. Tukwila Rotary ■ The group is one of two rotary groups in Tukwila (Tukwila Rotary/Southcenter Rotary) and Club they struggle with membership, in numbers (how do we get more members?) and how do we get members more involved. How do we get the business folks to engage in the City (volunteer activities, etc.). One member suggested that we include something in the City's Vision statement that reflects a need/desire by the City to have businesses in the community be "part of the community" by volunteering in civic activities. Learning Something New Group Name Did you learn anything new about Tukwila? Cascade View Elementary School family night 7/24/12 ■ A more immediate and personal understanding of the refugees from Southeast Asia. Girl Scout Troop 40704 (Tukwila) ■ They told me a lot of things that I have heard over and over again. Rainbow ■ This is a very intact little subdivision, with a high degree of social cohesion. I think they Heaven Trailer would be willing partners in a number of community efforts. Park Sustain ■ I learned a little bit more about the work the previous visioning committee did. Much of it Tukwila Pool was centered on zoning issues to reduce the density of multi -family housing units to encourage more single family/long term residents. Touch -A -Truck ■ Most people I spoke to were concerned with activities along TIB and improving the School District. ■ The ham radio community is larger than I thought. ■ People were interested in casting their informal vote and setting priorities. 27 City of Tukwila Strategic Plan — Community Feedback on Issue Identification & Visioning Appendix D — December 2012 Tukwila Historical Society ■ After being a council member for 24 years, I don't think I learned anything new, but it was interesting to hear what some of their perceptions and misconceptions were. 28 197 198 City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future city of strategic Plan Appendix E September 2012 Community Survey Summary :111 BERK STRATEGY n ANALYSIS n COMMUNICATIONS "Helping Communitie Create Their Best Futures" CITY OF TUKWILA STRATEGIC PLAN Appendix E Community Survey Summary September 2012 NTRODUCTIOr City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future The City of Tukwila conducted a community survey as part of the development of its first ever Strategic Plan. The Strategic Plan will establish a Vision for the community's future, as well as identify and prioritize specific actions to achieve that Vision. This summary presents baseline survey findings. APPROACH The strategic planning process includes many public outreach and engagement components, one of which is the community survey. The survey method complements other outreach efforts by allowing respondents to provide thoughtful, detailed feedback at a time and location of their choosing. The survey targeted the English-speaking population likely to be comfortable submitting written feedback and suggestions to the City. Substantial in-person, conversation -based outreach efforts were conducted to reach the City's non-English speaking residents. The survey was designed to gather ideas from different parts of the community, including residents, employees, business owners, and other interested individuals. The survey collected information on: • Views on the strengths and weaknesses of the community • Perceptions of Tukwila now, and what they would like Tukwila to be known for in the future • Sense of connectedness and social support in the community • Whether people see themselves staying in Tukwila over the next 5 years • Priorities for city actions over the next 5 years • Importance of Comprehensive Plan goals In addition to the substantive topics, the survey collected descriptive information about respondents to help characterize the group who responded to the survey. Questions for description information to include: • Whether the respondent is a resident, business owner, employee, or visitor to Tukwila • Housing tenure and length of time owning a business for residents and business owners • Where respondents live • Where respondents work • Primary form of transportation • Whether children are present in the home • Year born 200 :1i BERM 1 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 ■ Primary home language ■ Household income SURVEY ADMINISTRATION The survey was self-administered through the web -based service SurveyMonkey.com. The web -based survey was open for 10 weeks from June 20th to August 30th, 2012. After the survey launch, a print survey was made to accommodate senior residents and a neighborhood that requested printed surveys. The City promoted participation in the survey in the following ways: ■ Email listserves. Some city departments maintain email listserves of customers. The Mayor's office requested that department heads send information to their listserves about the strategic planning process and encourage individuals to respond to the survey. ■ Print media. The City announced the survey in the Hazelnut, a print newsletter that is mailed to every Tukwila residence, and the Tukwila Reporter. ■ Banner and flyers. A banner announcing the survey was prominently hung at the community center, and the survey link was listed on outreach flyers describing the strategic planning process. ■ Mail and return. The Department of Human Resources maintains an email list of senior residents who have requested information about or have participated in the City's home weatherization program. The City mailed each resident on this mailing list a paper format of the survey and provided return postage. A city staff person keyed the responses into the web -based service. ■ Website. The survey was announced on the City's webpage, and a link to the survey was placed prominently on the City's homepage. ■ Recruitment by Committee members. Members of the Strategic Planning Steering Committee announced the survey to various groups and personally recruited individuals to respond. In one case, a paper version of the survey was made available to a neighborhood in which most residents do not have home internet access. ■ City Council encouragement. The survey was announced at City Council meetings and council members requested that community members respond. RESPONSE RATE Less than 1% of Tukwila's resident population responded to the survey (190 people), so the survey results cannot be considered predictive of the entire population. The population who responded tended to be older, more affluent, and have longer tenure in the community than the average Tukwila residents (see pages 11 to 13 for more information about respondents). No survey question was required, and response rates varied by question. 2 201 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 SUMMARY RESULTS This summary provides high-level findings on a question -by -question basis. Results are an unweighted summary of information provided across all responses. COMMUNITY STRENGTHS AND WEAKNESSES The survey began by asking survey respondents about what they consider to be the strengths and weaknesses of Tukwila in three separate categories: (1) physical attributes, (2) social or human attributes, and (3) Tukwila's image and identity. For each question, respondents were asked to rate specific aspects of the community on a scale from one (a community weakness) to five (a community strength). Exhibit 1 Please identify whether the following physical attributes are strengths or weaknesses of Tukwila. Parks and open spaces Light rail and bus connections within the City Access to shops and services The health of the natural environment Streets Range of housing choices for all ages and incomes Pedestrian and bicycle connections Physical appearance: how the City looks 6% 27% 0% 20% Strength 40% 60% 80% 100% • Tukwila's parks, transit, and shopping are seen as its biggest strengths. Over 60% of survey respondents gave these elements a four or five on the scale, identifying them as strengths of the community. • Streets, housing, non -motorized transportation, and physical appearance are the least strong aspects of Tukwila's physical attributes. More than 50% of survey respondents gave a three or lower to these aspects of Tukwila. ► Only 22% of survey respondents said that how the City looks was a strength. 202 3 Weakness City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 Exhibit 2 Please identify whether the following social or human attributes are strengths or weaknesses of Tukwila. Recreation options such as I sports, fitness, or other activities Schools Communication between the City of Tukwila and Tukwila residents Community engagement: resident involvement in civic and community activities Public safety: a sense of feeling safe 23% 10% 5% 7% 24% 30% 19% 20% 22% 16% 7% 19% • 2% 24% 28% 0% 20% 40% 60% 80% 100% Strength ■ Tukwila's recreation options are seen as a community strength. Nearly 60% of respondents gave Tukwila a five or four for its recreation options, such as sports, fitness, or other activities. ► About 19% of respondents identified recreation as a community weakness. ■ Schools, city -resident communication, and community engagement are seen as less strong. About 25-35% of respondents said these elements were a strength, while 30-40% of respondents said these elements were a weakness. Many respondents were neutral. ■ Public safety is seen as a city weakness by more than 50% of residents. Only 26% of residents gave Tukwila a five or four for public safety, while more than 50% selected it as one or two. 4 203 204 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 Exhibit 3 Please identify whether the following aspects of Tukwila's image and identity are strengths or weaknesses of Tukwila. Sense of community at the neighborhood level Tukwila's external image and reputation Sense of community city- wide 8% 23% 18% 0% 20% 40% 60% Strength 80% 100% ■ Aspects of image and identity scored low across the board. Respondents were less positive about image and identity aspects of Tukwila than about physical attributes or social/human attributes. ► About 26% of respondents said the sense of neighborhood community was a strength, while 41% identified it as a weakness. Similarly, when asked about the city-wide sense of community, only 13% of respondents said strength while 55% said weakness. ► About 65% of respondents identified Tukwila's external image and reputation as a weakness. CURRENT AND FUTURE DESCRIPTIONS OF TUKWILA The City of Tukwila is developing a new Vision and Mission Statement as part of its strategic plan. A first step in this process is taking stock of the current perceptions, reputation, and understanding of the City and identifying what the community would like the City to be like in the future. To support this process, the survey asked two questions about associations with Tukwila: ■ What three words best describe Tukwila now? ■ What three words would you like to be known for in the future? Exhibit 4 summarizes the results to these questions through side-by-side word clouds. The word cloud visually summarizes the frequency at which each word occurs, and gives an impression of all the words together. The size, and visual prominence, of each word represents how many times the word was used by respondents. 5 What three words would you like Tukwila known for in the future? What three words best describe Tukwila now? 0' 15,03 • io-E c lLa 761 rpo� CD Q O 3 Nu Ei > Strongly Disagree 206 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 SOCIAL SUPPORT The survey asked responded about their sense of social support by asking them to rate statements about their community on a scale of "Strongly Agree" to "Strongly Disagree." Exhibit 5 How much do you agree or disagree with the following statements? The people who live on my street or in my neighborhood are willing to help one another. The people in my ethnic or religious community are willing to help one another. The City of Tukwila responds to resident needs. The people who live elsewhere in Tukwila are willing to help one another. 40% 31% 21% 5% 6% 0% 20% 40% 60% 80% 100% Strongly Agree ■ Residents feel strong social cohesion at the street, neighborhood, and community level. About 60% of respondents said they agree or strongly agree that people in the same street, neighborhood, or religious or ethnic community are willing to help one another. ► Respondents were slightly less positive about people living elsewhere in the City, with 37% selecting agree or strongly agree and 20% disagreeing. ■ Residents are split on their views of the City's responsiveness. About 43% of respondents agreed that the City of Tukwila responds to resident needs. About 26% disagreed, while 31% were neutral. 7 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 COMMITMENT The survey asked about respondent's likelihood of "continuing to live, work, or own a business in Tukwila 5 years from now." Exhibit 6 Do you see yourself continuing to live, work, or own a business in Tukwila 5 years from now? Yes No Depends Other 0% 20% 40% 60% 80% The respondents who answered "no" or "depends" gave a number of reasons for why they may not be living, working, or owning a business in Tukwila in 5 years. In addition, some respondents who stated they likely would be in Tukwila in 5 years also described factors that make them consider leaving Tukwila. The reasons mentioned include: ■ High crime rates and unsafe neighborhoods were the most commonly mentioned reasons someone would not be in Tukwila, or were suggested areas for improvement. ■ The dilapidated and dirty conditions of city buildings, roads, and infrastructure were also mentioned frequently. ■ A number of respondents said the poor school system was a significant reason for why they did not see themselves continuing to live in Tukwila 5 years from now. ■ Transportation and parking issues were noted by several respondents as being a major issue. ■ Some respondents highlighted the presence of unsavory businesses and activity in Tukwila, particularly on Tukwila -International Boulevard, as being a significant problem. ■ Poor city planning, city management and development issues were mentioned by some respondents as well. ■ Additional reasons cited by respondents include: housing/affordability issues, noise and pollution issues, problems with city services, and a lack of safe after-school options. 8 207 208 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 PRIORITIES Question 8 asked respondents to select the top three actions they would like Tukwila to prioritize over the next five years. Exhibit 7 shows the results of this question. Exhibit 7 What actions should the City of Tukwila prioritize during the coming 5 years? O Improving the local economy, with jobs and opportunities for area businesses O Improving Tukwila's image and reputation in the region C Ensuring the City is financially healthy 39% 38% O Improving the physical appearance of the community CImproving police services 34% 26% • Strengthening the local social safety net (supports and services for individuals and families in need) gIncreasing housing choices for all ages and incomes O Improving traffic or road conditions e Improving parks and recreation choices • Improving bicycle and sidewalk connections is Improving fire services Other (please specify) 24% 19% 18% 14% MET D 0% 10% 20% 30% r i 40% 50% Percent of respondents choosing this option Residents highest three priorities are to focus on Tukwila's economy, its image and reputation, and the fiscal health of the City. Improving the City's local economy, improving the City's image and reputation, and ensuring that the City if financially healthy were selected by about 40% of survey respondents. ► Improving the physical appearance of the community and improving police service were also selected often, getting the support of 34% and 26% of respondents, respectively. Respondents did not generally think the City needs to prioritize recreation, non -motorized transportation, or fire services. Each of these options received the support of less than 15% of respondents. 9 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 COMPREHENSIVE PLAN GOALS Question 9 asked respondents to rank each of the Comprehensive Plan's four goals from one (top priority) to four based on how important they are to the individual respondent. Exhibit 8 summarizes the results of this question. Exhibit 8 Prioritization of Comprehensive Plan Goals gi Improve and sustain residential neighborhood quality and livability. Redevelop and improve Tukwila International Boulevard. Develop a thriving urban center around © Southcenter with housing, employment, shopping, and recreational opportunities for all. O Reinvigorate industrial uses along East Marginal Way. 0% 20% 40% 60% 80% 100% Priority: 1 Respondents want the City to focus on improving livability and improving Tukwila International Boulevard. Nearly 80% of respondents named "improve and sustain residential neighborhood quality and livability" as a first or second priority, while 60% selected "redevelop and improve Tukwila International Boulevard." Reinvigorating Industrial Areas received the least interest. More than half of respondents (52%) identified this as their fourth priority, and another 30% identified it as their third. 10 209 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 RESPONDENTS The survey ended by collecting descriptive information about the survey respondents to understand the make-up of the group. As with other questions in the survey, responses were optional. More than 10 years 5 - 10 years 1-5years Less than one year Exhibit 9 Respondent Role and Longevity in Community Homeowner Employee Visitor to Tukwila Business Owner Renter Other Homeowner 0% 20% 40% 60% Employee 22 (42%) 0 25 50 ■ Number of Respondents 75 0 80% Renter Visitor 3 (18%) 3 (18%) 30°•) y 9 (53%) 2 (12%) 2 (4%) Business 25 0 25 0 25 0 25 ■ The Targe majority of respondents were homeowners, most of whom have owned a home in Tukwila longer than 10 years. About 66% of respondents identified as homeowners, and 64% of these homeowners said they had been a homeowner for more than 10 years, 21% for five to ten years, 12% for one to five years, and 3% for less than one year. ■ Employees made up the second largest group, and had varying length of tenure. About 35% of respondents identified as employees. Within this group, 42% said they had been an employee for more than 10 years, 25% said five to ten years, 30% said one to five years, and 4% said less than one year. ■ Few visitors, renters, or business owners filled out the survey. Less than 15% of respondents identified as visitors, business owners, or renters. Given the small sample size of these groups, the tenure information is heavily weighted toward specific individuals. 210 11 Location Exhibit 10 Respondent Residence 0 /0.75 1.5 Miles Kent Respondent Work Location C Burien %who Work in Zone 23C -3% 3.1%- @% S.1%- liar 11.1%- 13% /0.75 Miles L5 Kent A Exhibit 11 What is your primary form of transportation? Driving a car Riding the bus or light rail Walking or biking Carpooling 0% 20% 40% 60% 80% 100% • A large majority of respondents drive a car as their primary form of transportation. About 90% of respondents said they drive a car as their primary form of transportation. • Some respondents primarily get around via public transportation, while few primarily get around by walking, biking, or carpooling. About 6% of respondents said they ride the bus or use light rail for their primary form of transportation. ► Only 2% of respondents walk or bike for their primary transportation. ► Only 1% of respondents carpool as their primary form of transportation. 12 211 212 City of Tukwila Strategic Plan — Community Survey Summary Appendix E - September 2012 No Yes Exhibit 12 Additional Demographic Information about Respondents Children present in household 67% 1 33% 0% 20% 40% 60% 80% Language spoken at home English Other (please specify) Somali Bosnian Spanish 0% 50% 100% 150% Age of survey respondent Up to 19 20 - 34 35-54 55-64 65 and older 0% 10% 20% 30% 40% 50% 60% Annual household income Less than $25,000 $25,000-$50,000 $50,000-$75,000 $75,000-$100,000 More than $100,000 11% -- 22% NOMMEN 20% --- 19% MMMNI % 0% 5% 10% 15% 20% 25% 30% ■ Most respondents do not have children in the home. About 67% of respondents indicated they do not have children under the age of 18 living at home. ■ Most respondents are between 35 and 65. About 48% of respondents indicated they were 35 to 54 years old, and another 16% indicated they were 55 to 64 years old. About 18% of respondents are senior citizens and less than 1% of respondents were teenagers. ■ Nearly all respondents speak English as their primary language in the home. Less than 1% of survey respondents selected any language beside English. ■ Respondents encompassed a wide range of household incomes. About 28% of respondents live in a household with total income greater than $100,000, 39% live in a household with income between $50,000 and $100,000, and 33% live in a household with income of less than $50,000 per year. 13 City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future City of Tukwila Strategic Plan Appendix F November 2012 koen9a4- LI. City po4 a,,bliC - Sonicate, unSAFe. \1`31m. c0.61itie.) trxut ort e#fiC O-, modern and • noi). &q,• OF PMMS far CAmmur k . old 1+%* .inYefinuds n7 Ciiy Pu:Nesk "�S. Smic coAmens QrL' m� ,lvoid PK wNe„r fablitit3 luyhiiYWe i11 BE RK "Helping Communities and Organizations Create Their Best Futures" STRATEGY ANALYSIS 01 COMMUNICATIONS 214 CITY OF TUKWILA STRATEGIC PLAN Appendix F Community Feedback on Draft Plan November 2012 NTRODUCTIOr City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future The City of Tukwila gathered community feedback through a survey as part of the draft process of the City's first ever Strategic Plan. The Strategic Plan is being developed to set the course for Tukwila's future. The Plan will establish a Vision for the community's future, as well as identified and prioritize specific actions to achieve that Vision. This summary presents baseline community feedback on the Draft Strategic Plan. APPROACH The strategic plan drafting process includes many public engagement components, to give respondents the opportunity to provide, and the City the opportunity to collect, feedback on the Draft Strategic Plan. One of these public engagement components is a community survey on the Draft Plan. The survey method encourages respondents to access the Draft Strategic Plan and allows them to provide thoughtful, detailed feedback on the Draft Plan, after doing so. It also allows respondents to provide their feedback at the time and place of their choosing. The survey targeted the English-speaking population of Tukwila that was likely to be comfortable submitting written feedback and suggestions to the City. In-person, conversation -based outreach techniques were used to engage the City's non-English speaking residents in the strategic plan drafting process. The survey was designed to gather edits and feedback on the Draft Strategic Plan from community members with varying relationships to the City, including residents, employees, business owners, and other interested individuals. The survey collected demographic information about respondents' relationships' to the City. The survey collected suggestions and implementation ideas for: • Overall Draft Strategic Plan • Draft Vision Statements • Draft Mission Statements • Goal I: Inviting Neighborhoods and Business Districts • Goal 11: A Great Place to Live • Goal 111: A Strong and Prosperous Economic Future • Goal IV: A High -Performing Organization • Goal V: Positive Community Identity and Image 1 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 SURVEY ADMINISTRATION The survey was self-administered by respondents through the online service SurveyMonkey.com. The online survey was open for response from October 18th to November 28th, 2012, although the last response submitted was received November 10th, 2012. The City promoted participation in the survey in the following ways: ■ Council Encouragement. The survey was announced at City Council meetings, with council members requesting community participation and putting the survey reminder and link in council minutes. ■ Email Listservs. Some city departments maintain email listservs of customers. The Mayor's office requested that department heads send information about the Draft Strategic Plan and the survey to their listservs , to encourage responses. ■ Website. The survey was announced by a banner on the City's homepage that prominently displayed the link to the survey. RESPONSE RATE There were 27 responses to the Draft Strategic Plan survey. These responses represent a marginal proportion of Tukwila's population (19,050 residents), so the survey results cannot be considered predictive of the entire population. The people who responded had a mix of relationships to Tukwila, with some who live in, work in, work for an organization thats partner with, work for, and/or attend church in the City of Tukwila. Only this demographic question (question #1), about respondents' relationship to the City of Tukwila, was required. The other questions (#2-19) in the survey were optional. Survey respondents could skip any questions they did not want to answer or had no opinion about. The optional nature of the questions made it so that not every respondent responded to every question. There are as many as nine responses and as few as two responses to the optional questions, with an average of five responses. SURVEY RESPONSES Survey responses were compiled with other community feedback, which, collectively, advanced the draft plan. 2 215 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 SUMMARY RESULTS This summary provides the responses to each survey question. Responses have been edited for conventions, spelling, and clarity only. Their content remains the same. DEMOGRAPHICS Question One Note: Question one was a required demographic question that allowed respondents to select more than one response or provide an alternate ("other") response. Pleas tell us your relationship to the City of Tukwila. Exhibit 1 Survey Respondents' Relationships' to the City of Tukwila Other I am a City Staff Member I Work for an Organization that Partners with Tukwila I Work in Tukwila I Live in Tukwila 0 2 4 6 8 10 12 Number of respondents choosing this option. Source: BERK, 2012. Other Responses: ■ I attend church in Tukwila. ■ I shop, eat, and worship in Tukwila. 216 3 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 OVERALL DRAFT STRATEGIC PLAN Question Two What overall comments do you have on the Draft Strategic Plan? Focused too much on image. Should focus on the basics (maintenance). Keep it safe, Build Healthy Communities, and Provide Great Service. If these goals/objectives are followed, then the image of Tukwila will improve. I think the plan does a good job of including all parts of the city - Government, Business, and Citizens. The five listed goals provide a good broad base to work from. My main critique is that the Objectives & Strategies do not spell out how we will measure our success in implementing the plan. How do we define success (or failure) and how often will we evaluate our progress in executing the plan? It seems to me that the strategies can be further refined into specific tasks and/or projects. Further development may not be need if the idea is to let the individual city departments develop their own supporting plans for each of the identified strategies. There does not seem to be very many examples of how to accomplish some of the overwhelming negative attributes of the city such as crime and property devaluation. Spending more money is not always the answer. The Draft Strategic Plan appears to gloss over facts about Tukwila - high crime rate, low school performance, "transitional" city for many, low income, high tax base. These are objective truths that can help shape vision and plan for Tukwila. Very complete. Very broad and how will the City measure success? It seems that the only main concern I am seeing is on Police & Code Enforcement. I think this is sending a negative message to the rest of the City departments. An aggressive plan that if fully implemented will serve the city well. DRAFT VISION STATEMENTS Question Three What are your suggestions for Tukwila's Vision Statement, describing the desired future of the community? ■ I prefer option D, however, it should note that 'mobility' should include all modes (pedestrians and bicycles, etc.). Option A and C do not have any reference to safety, which should be a priority. Option B probably best address the quality of life issues that our challenged city face, while option D addresses it the least. City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ All of these lack endowing Tukwila with a positive sense of identity. It's easy to let verbiage set the tone, but prior to agreeing on a vision statement, Tukwila needs to accept objective facts about the community and choose whether they want to address them, or let them be. I think any of these vision option statements are fine and, I'm guessing for most residents, would be interchangeable. However words like "regional hub" require definitions, as far as what that would mean in terms of legislation. For example does "leisure opportunities" in Option D suggest that the city should support more parks? Subsidize more programs? These things cost money. I don't know that residents understand the impact of the various options. ■ Is there a way that you could highlight bringing the diversity of the community together? Option A is the most visionary while Option D is the most detailed. ■ Option C. I think employees should matter, not just the ones that live in Tukwila. ■ With the reference to "superior mobility" removed, I prefer Option D. It seems to best describe the City now and in the future. Option C excludes those visiting the City or renting. Options A and B don't appeal to me. ■ I prefer Option A but suggest the following "A community of partners working to foster prosperity & inclusiveness for residents and businesses to thrive." DRAFT MISSION STATEMENTS Question Four What are your suggestions for the City's Mission Statement, describing the role of the City of Tukwila? ■ statement should be. ■ I would suggest listing neighborhoods before the businesses in all parts of the mission. It needs to provide a description of the City's mission and not a definition of what a mission ■ The primary role is to guarantee the safety of the residents and guests in Tukwila. The effectiveness would be measured in crime rate. Other functions include education - this would be measured in test scores (and is not under the purview of the city, but the city is affected by the results.) The city's business is maintaining an atmosphere which allows the city to generate revenue and distribute that revenue to positively impact the residents. Businesses generate the revenue in the city, so the city needs to be "business friendly." In order for the citizens to thrive our residential property values need to be attractive; this goes back to safety and education. If Tukwila is an attractive community to live it, by definition people will feel safe, and our school system will be scoring well. As long as Tukwila has high crime, people won't feel safe and won't want to move to Tukwila. The residents and businesses are invested in the city. The other two parts of community as Tukwila has defined it - the city employees and partners - are in fact vendors to the city; by this I mean that partners are entities that provide services to the city that the city (taxes) pay for, city employees are vendors to the city, too. Although there is definitely an investment in their job, their loyalty is to their employment, not necessarily to the best interests of the city. An example of this would be the 2011 budget cuts and loss of a preschool teacher. The citizens suffered from this loss - early education is vital especially in a community with high levels of poverty; but the city employees did not "lose." The city - thus partners and employees -only exist because of businesses and residents. I believe these two groups should have more influence in the discussion than the partners and employees. ■ Communication, collaboration, prioritization. 218 5 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ Vision Option D looks more like a mission statement to me. ■ Clean, organized, and inviting immigrant/refugee Business Park, business training center for immigrant business owners to get an orientation of how to do and present their businesses in America. The city should establish a community/interactive environment where immigrant and local business owners can network and build an interactive business community that encourages diverse interaction where individual businesses owners are not blocked out and boxed into their immediate areas, causing a sense of isolation. ■ That it be short, concise, and easy to remember. ■ Good. GOAL I: INVITING NEIGHBORHOODS AND BUSINESS DISTRICTS Question Five What do you like about this goal? ■ I like the goal/intent of improving walkability. A strategy should be to increase 'accessibility' for all residents. ■ I appreciate that the goal addresses the crime issues and property devaluation, but question how the city can afford to implement much of it, based on the long term budgeting issues. ■ 1. TIBAC is an example of community members engaging in this. 2. Sidewalks add to property value and attractiveness to buyers, we should prioritize sidewalks in residential neighborhoods. 3. Crime prevention should be Tukwila's number one priority, especially on the highway. This is a blight to Tukwila. ■ I like the component of defining the standards. ■ Focuses on common needs of businesses, residents, and visitors to make the city the ideal place to work, live, and shop. ■ I like that the city is striving to improve the visual appearance of the city, while striving to work with those in the community. Question Six How would you improve this goal? ■ Need to make a connection between activation of a public place/place making with crime prevention. The 'more eyes on the street' concept. ■ Institute more cost recovery goals to ensure long term success. ■ 1. The city needs to address these items when they are going on - which is all the time. Code enforcement works banker hours, which is not realistic. Many residents are not in the city during city operating hours. 2. Less emphasis on CDC as residential area - I would not advocate putting any money in that 3. Definitely support development of Tukwila South. Would be nice to see a "Renton Landing" area develop there. ■ No suggestions. 6 219 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ Separate inviting neighborhoods and business districts into two distinct goals. Draft additional city objectives and strategies that support business growth and recruitment. Looks for ways to enhance transportation services rather than focus on walkability. ■ 1. Not sure what Al would look like in practice. 2. What is the "community -led vision for the TIB"?Is that another document already in existence or one that needs to be created? ■ "Not sure what B2 is trying to convey. 'Increase implement.' Should it state Increase & Implement... Question Seven What are your ideas for implementing this goal? Please indicate which Objectives your suggestions address. ■ Add to B. Increase mobility and access for everyone. Make transit the efficient, affordable choice for a variety of trips. Make healthy travel options the easiest choices. Minimize conflicts of right-of-way to accommodate all travelers. Add to A. Activate public spaces. ■ Encourage more adopt a street type programs throughout the city. Allow community access to cameras throughout the city to utilize citizens as watchdogs. ■ C2 -Make the camera's accessible to residents to view over the Internet, not just at the highway station. C2 -Police need to get out and meet the public more - so residents feel comfortable. Al, B4, C2 - These are great statements, but until the city can figure out a way to "Engage the community" they are meaningless. The city needs to look at events/groups where there is participation and find out how that happened and how to repeat it, or leverage these opportunities and groups and expand community involvement. ■ B2 - connect the walk and roll plans. A - help identify where the "town" is. ■ This applies to the entire strategic plan... Establish a results -oriented administration; Create a customer service culture of "Yes"; Evaluate city services for fit with the City's mission, vision and long-term financial sustainability; Maximize the use of publicly -owned facilities; and Increase tourism. ■ I guess one of the main concerns I have is the way police respond to 911 calls. I have had a break-in in the past and it took police over 20 minutes to show up. By then if I didn't have an alarm, I would have lost many valuables and my personal information. I was able to get there within 4 minutes. I also have a concern about police abusing their position since years ago I and my wife were also not treated good when we simply went to pick up my prescription at the drug store. They put my wife in handcuffs and wanted to throw us both in jail even after I proved to them it was for my obvious surgery. ■ Personal visits with the businesses and homeowners with the goal of engaging us in these goals on an individual level. 220 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 GOAL II: A GREAT PLACE TO LIVE Question Eight What do you like about this goal? ■ Section B3 -It is a tangible objective, where the others seem more supportive and rely on 3rd party organizations to achieve. ■ Expand parks and recreation to meet broader range of interests. ■ B1 & B2 -This is ESSENTIAL. Our community will not thrive unless our schools provide quality education that parents want. ■ This is a very important goal considering the needs of our population. Question Nine Regarding Goal II: A Great Place to Live: How would you improve this goal? How would you improve this goal? ■ What does C1 mean? ■ Put an emphasis on education. Without a strong foundation in schools, the community will never grow and thrive. ■ A2 What does "good partner" mean? This clause seems superfluous. A3 -I don't think Tukwila needs to be a regional leader in efforts to increase community stability, I think we need to learn how to manage what we have. ■ Increase access to social services. ■ Include working with business leaders/owners to offer internships or job training classes to residents and students so that they could network and build up their skills. ■ Bring back dump passes! ■ I would never want to build a new home in Tukwila because of the huge fees and planning code restrictions. That could use some improvement to make it more enticing to develop here. ■ Goal B seems to address the work of the School Districts and not the City of Tukwila specifically. Also, I don't think it is the City's role to promote professional development opportunities to citizens. ■ B. Strengthen the City's... at the end of the sentence add "& social service religious agencies" Add B3 -Improve the city's capacity to engage social service & religious agencies in meeting the needs of the city's most vulnerable citizens & visitors. Question Ten What are your ideas for implementing this goal? Please indicate which objectives your suggestions address. ■ Section A3 -add ensure equity in service. The City needs to lay out how they are going to be a 'regional leader.' ■ Specify that early education is a priority and that the community preschool program be reinstituted and protected. 8 221 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ A Tukwila contracts out the direct social services to other organizations but spends over 30% of the budget on its staff. This needs to be reevaluated. We cannot continue to increase our spending on staff while cutting money to the agencies that work directly with the clients. We need to automate, if possible, connecting people to organizations. B3 Parks & Recreation needs to analyze data and come up with programming that meets citizens' needs. In certain cases, work with services to include classes like parenting and nutrition and doing these classes in schools and libraries. Is Parks & Recreation looking at, on a regular basis, who takes classes, what are their demographics, are they residents, etc.? This is crucial to building a strong and vibrant community. What we don't need is more parks that are underutilized and become havens for the homeless and drug dealers. ■ Community center for services. One stop shopping for dental, Vancouver school district has a very good model facility for this. GOAL III: A STRONG AND PROSPEROUS ECONOMIC FUTURE Question Eleven What do you like about this goal? ■ Al I don't know that the city should be putting money into trying to determine what the future is going to look like. Certainly the city should protect Southcenter businesses and make it easy for them to do business without harming guests or citizens. A3, B1 This is important. The city really needs to focus on helping businesses. An example of not helping businesses is not providing refunds when the business overpays on its taxes. The city should be very proactive. How does the city communicate with businesses? ■ Economic future means jobs for our community. ■ Recognizing business in Tukwila is important. Question Twelve How would you improve this goal? ■ It seems like Tukwila knows how to deal with businesses/retail, but is lacking on how to link the economic future with the residents of the community. ■ Help mold the retail market of the future. Be proactive rather than reactive. ■ A2 what does this mean? Is this to establish communication between the city residents and businesses? It seems the city and the businesses already have a relationship. However the businesses do not seem very involved with the residents. B2 this is interesting. I think the city could help businesses connect with the community, but this would need to be monitored. Employees should not become the recipients of "gifts" from businesses. ■ Identify the type of businesses you want to bring into Tukwila. ■ Increase tourism promotion; establish a results -oriented administration; create a customer service culture of "Yes"; evaluate city services for fit with the City's mission, vision, and long-term financial sustainability. ■ Quit messing with the fees for business licenses. The last few years it seems as if businesses are getting reamed. 222 9 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ In Al add the word strong, so that it reads "Protect the City's strong retail position and prepare for the retail market of the future." Question Thirteen What are your ideas for implementing this goal? Please indicate which objectives your suggestions address. ■ The City needs to be inclusive and transparent in the public engagement process. ■ Create more interesting sub -areas of the commercial area that focus on variety and inviting design rather than big box stores and strip malls. GOAL IV: A HIGH -PERFORMING ORGANIZATION Question Fourteen What do you like about this goal? ■ I think this is a well thought-out goal. ■ A this would be good - if the strategic plan addresses the issues that Tukwila faces. E3 do we even have anyone on staff now that is bilingual? F2 as long as staff is in charge of seeking efficiencies nothing will change - status quo means job security. I like the goal, but this needs to be implemented by a non -staff advisory board. ■ If you monitor and adjust you can accomplish the vision. ■ Focuses on improving staff communication and professional development. ■ Focus on a goal. Question Fifteen Regarding Goal IV: A High Performing Organization: How would you improve this goal? How would you improve this goal? ■ Ensure equity in service and a high level of customer service to residents and customers. Ensure quality departmental workforce. Be inclusive and transparent in public engagement. ■ It seems there is a focus on improving communication within the city and investing in staff competency. Why is this not already happening and is the staff not already competent? ■ This Goal reads like staff wish list. It's interesting to see that this Goal, which clearly came mostly from staff visioning meetings, encompasses two pages and six strategies, whereas the community based goals don't come close to this. F4 how about exploring options to decrease expenses? ■ Establish a results -oriented administration; Create a customer service culture of "Yes"; Evaluate city services for fit with the City's mission, vision and long-term financial sustainability. ■ Promote from within! There are many wonderful employees that currently work here. Get rid of the Court. They are bullies and only want to do things their way! Get rid of Alliance - make it so this is actually the City of Tukwila! People are afraid to come in and even when they do, there is no place for the elderly to park! This has been a hot topic for a while; you asked for employees' feedback but never took it seriously. 10 223 224 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ Build relationships. Each department seems as if it is its own little island and not one big city. Work on giving employees that you currently have the opportunity for growth. Seems like there are a lot of people being divided and torn apart. ■ C "Engage and empower City employees" gives a negative impression of city employees. From what I have seen, employees are engaged and care deeply about the Tukwila community. F "Ensure the long-term fiscal sustainability of the City" should be listed first, as it is the most important. C2 is not an appealing strategy. A decentralized structure would not serve the needs of departments that depend on a chain of command structure. Centralized leadership, when done well, is an appropriate structure for a municipality. Shorten F2 by deleting "through mechanisms that are fair and appropriate in the burden they place on the community". Completely fair is entirely subjective and, therefore, not a realistic measure. Question Sixteen What are your ideas for implementing this goal? Please indicate which objectives your suggestions address. ■ Utilize more outsourcing to help with fiscal sustainability. Decrease the size of government. ■ A2 a dashboard like the City of Mercer Island has or the City of Redmond. This would be excellent. ■ A3 and A4 focus should be on achieving goals. Goals should be measurable. These comments seem to be alluding to some communication/silo issues within the city. Residents and Businesses don't want to spend money on feel good workshops. If there are communication problems and managerial problems, employees need to go through proper channels to solve them. The strategic plan is not about making city employees happy with their jobs. E2 what programs, etc. do we need to invest in? Why can't staff simply get out in the community and start talking to residents? City council does this already, and they didn't require any workshops or training to do this. Please, please, let's not waste money on this. D most residents live in houses built before the city structures; this objective was clearly staff's idea. Let's plan for this, but I'm sure that the community members did not advocate for this. Businesses and residents are not going to move to Tukwila because of our great city hall (unless you can figure out a way to get the Sistine Chapel moved over here). ■ E further articulation of who will be communicating with whom. ■ C get rid of the current city administrator. He isn't serious about his work - only delegating it to others. GOAL IV: POSITIVE COMMUNITY IDENTITY AND IMAGE Question Seventeen What do you like about this goal? ■ I like sections A and B. Section C is premature. See answer to question 18. ■ Broaden participation in city decision making processes. ■ All very nice thoughts. But are they even reasonable? The positive community identity and image can only happen if the measurements people care about are there. Is our crime down? Do are kids graduate, go on to college? Are you safe in your neighborhood? I like the community "branding." 11 City of Tukwila Strategic Plan — Community Feedback on Draft Plan Appendix F — November 2012 ■ Highlighting diversity as a jewel of the city. ■ Tukwila is a diverse community and recognizes it's going to take work to bring connections together. Question Eighteen How would you improve this goal? ■ Need to lead by example and then the 'image' of Tukwila will be changed. Need to focus on diversity, inclusion, safety, and activation. ■ Add more transparency so the community members themselves do not have questions regarding their community's image. ■ I would look at how sociologists look at diverse communities. We need to create honeycombs and get people invested. Until that happens this is just a "pie in the sky." ■ Identify the business community as a positive part of the community and address its image and identity as well. ■ See goal 4! Question Nineteen What are your ideas for implementing this goal? Please indicate which objectives your suggestions address. ■ Allow the community to be involved in community branding, not pay huge money for it. Include the schools in the process. ■ Until people feel safe in the city we can't change its image. We need to get crime down. We need to seriously do this. Tukwila could, actually, promote this effort and use the crime barometer or safe neighborhood measurement to get better press. The last thing Tukwila should do is brand Tukwila without addressing these issues. It would be a big mistake. ■ Get a PIO! ■ Develop an "I need to come to event." 12 225 226 City of Tukwila STRATEGIC ACTION PLAN Connecting to the Future City of Tukwila Strategic Plan Appendix G July 2018 2018 Amendments to the 2012 Strategic Plan 227 APPENDIX G 2018 Amendments to the 2012 Strategic Plan In 2018, the City began implementation of a new budgeting method called Priority Based Budgeting. An important step in Priority Based Budgeting is to score the City's programs and services against the City's goals identified in the adopted Strategic Plan. Staff did outreach to the community in the first half of 2018 to see if the Strategic Plan still reflects the Community's priorities and values. The outreach included an online survey, print surveys distributed to the City's Boards & Commissions, community groups, the Foster High School civics classes (71), the Community Connectors, and other contact opportunities, as well as a community dinner and workshop on May 3rd at Thorndyke Elementary School attended by around 50 people. The survey was translated into Spanish, Somali, Burmese, Nepali and Vietnamese. The City also offered an online survey to staff as well. The following is a summary of the survey feedback from the community and from staff that informed the 2018 amendments. 1. What has been accomplished since 2012? Accomplishments that constituents and staff are proud of include improvements to roads and sidewalks, the new library, Tukwila Village, general improvements to Tukwila International Boulevard, and adding residential development to the Southcenter business district. 2. What does our community still need to work on? Constituents report that the City still has work to do with regard to safety, projecting a positive image, ensuring that Tukwila residents can get basic needs met - affordable housing being at the top of the list - and community outreach and engagement. 3. What do you like about the Plan? What is important to you that the City should consider when developing the budget? For the most part, constituents agree with the vision, mission, goals and objectives laid out in the 2012 Strategic Plan, and that the City should keep working toward the aspirational vision of being "The City of Opportunity, the Community of Choice." 4. What would you change about the Plan? What's missing? Important items that the community and staff have identified as missing from the Strategic Plan in its current form, are: a. Equity, particularly with regard to race b. Addressing gentrification and displacement c. Health and environmental health d. Infrastructure e. Technology and innovation The 2012 Strategic Plan was then amended to reflect the feedback in Question 4 above, as indicated herein by underlined text. 228 -2- City of Tukwila Strategic Plan – 2018 Amendments Appendix G – July 2018 STRATEGIC GOALS AND OBJECTIVES GOAL ONE – A Community of Inviting Neighborhoods & Vibrant Business Districts A. Cultivate community ownership of shared spaces. 1. Expand the system of incentives, tools, and supports that encourage investment in and maintenance of private and public spaces. Improve enforcement of the City's regulations. 2. Ensure City -owned properties meet the community's desired look and feel. Encourage partners to maintain their properties to similar standards. 3. Explore ways to use public art to beautify and enrich the community. 4. Reduce commercial activity that is not compatible with residential neighborhoods as opportunities arise. B. Build a broad and collaborative approach to preventing crime and increasing the sense of safety. 1. Engage all City departments in reducing crime. 2. Use environmental design principles to improve public safety. 3. Engage businesses and residents in preventing crime and preparing for emergencies. — Over time, broaden the focus of this engagement to other community -building efforts. — Explore opportunities to engage visitors in crime prevention and crime reporting. — Improve relationships between the City and immigrant communities around public safety. 4. Partner with social service organizations and explore regional solutions to prevent crime. — Review case data to identify frequent violators and coordinate with service providers to resolve issues. C. Focus City planning and investments on creating a connected, dynamic urban environment. 1. Prioritize changes that promote public safety, encourage the active use of space, and facilitate foot and bike access. — Make smart investments to support the desired environment, including sidewalk, trail, street, and lighting improvements to support biking and walking as funding and other factors allow. — Identify appropriate parks to be made safer for all users by reducing vegetation to improve visibility, allowing other parks to have more native landscaping. — Advance implementation of the City Walk & Roll Plan. 2. Explore creative ways to increase transit, foot, and bicycle access to community amenities, stores, and jobs. –3– 229 City of Tukwila Strategic Plan – 2018 Amendments Appendix G – July 2018 3. Work with the community to identify desirable retail opportunities in residential neighborhoods. D. Use City efforts and investments to realize established visions for specific sub -areas. 1. Implement the community -led vision for the Tukwila International Boulevard neighborhood. 2. Work with businesses to finalize and implement the City's Southcenter Plan. 3. Continue to support the development of Tukwila South. 4. Tailor land use codes for the specific circumstances of individual subdistricts rather than applying one set of codes citywide. 5. Identify public and private infrastructure investments that will be needed to support the long-term vision for specific areas of the City. — Use multi -department teams in long-term planning efforts to establish shared goals and target City investments in catalytic projects. E. Build and maintain public infrastructure that supports a healthy and attractive built and natural environment. 1. Ensure that all neighborhoods and business districts have the necessary utilities, roads, bridges, sidewalks, and other infrastructure to thrive. 2. Ensure that all public infrastructure in the City supports a healthy and attractive natural environment. GOAL TWO – A Solid Foundation for All Tukwila Residents A. Partner with organizations that help meet the basic needs of all residents. 1. Continue to advocate for vulnerable populations and increase understanding of the challenges they face. 2. Actively collaborate with service providers supporting basic needs, including housing, food, health care, education, employment and job readiness. 3. Be a regional leader in efforts to increase housing security and meeting the needs of a dynamic community. — Explore opportunities for supporting cooperative and alternative housing for transitioning and recent refugees. B. Strive for excellent education, vocational supports, and personal growth opportunities through effective partnerships and City services. 1. Strengthen the City's partnership with schools to identify and pursue shared goals. — Seek opportunities to support educational and vocational goals of individuals who have "aged out" of the traditional school system. 2. Facilitate connections between educators, service providers, and businesses to link residents with job training and employment opportunities. 230 -4– City of Tukwila Strategic Plan – 2018 Amendments Appendix G – July 2018 3. Improve access to parks and recreation programming to serve a broader range of Tukwila's residents. — Engage community members in identifying unmet needs and interests. — Explore opportunities to increase easy access to the Tukwila Community Center (TCC) and bring programming out of the TCC, into the community. C. Encourage maintenance, improvements, and diversity in the City's housing stock. 1. Engage communities in determining the desired look and feel for new housing units in established neighborhoods. 2. Promote the availability of quality housing options at all price points to support social diversity and ensure families and individuals can remain in Tukwila as life circumstances change. — Explore opportunities to provide more assisted -living options for seniors that are neither low-income nor in-home care. D. Work to eliminate systemic barriers and provide equitable access to opportunities and services as outlined in the City's Equity Policy. GOAL THREE – A Diverse & Regionally Competitive Economy A. Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. 1. Establish and implement an economic development strategy that identifies ambitious goals and leverages the efforts of all City departments to strengthen the City's economy. 2. Employ a business -friendly approach to regulation while protecting the long-term interest of neighborhoods and businesses districts. 3. Strengthen the City's image as an economic hub, promoting Tukwila's businesses and the City as a good place to do business. 4. Promote understanding of the interdependencies and mutual interests among Tukwila residents, Tukwila businesses, and the City of Tukwila. B. Strengthen the City's engagement and partnership with the business community. 1. Improve the City's ability to have two-way communication with Tukwila businesses. 2. Cultivate business participation in strengthening and promoting the Tukwila community. C. Encourage development, maintenance, improvements, and diversity in the City's stock of business space. 1. Promote the availability of quality business space options at all price points to support business diversity and ensure that businesses of all sizes can and want to remain in Tukwila. –5– 231 City of Tukwila Strategic Plan – 2018 Amendments Appendix G – July 2018 GOAL FOUR – A High -Performing & Effective Organization A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. 1. Align City efforts and priorities around the Strategic Plan, including Council goal - setting, the City's regular budgeting processes, and department -level workplanning. — Create a results -oriented customer service culture focused on achieving the City's Mission. — Establish an annual process for reviewing progress and establishing new action plans for implementing the community aspirations set by this Strategic Plan. — Establish City of Tukwila Values or Guiding Principles to shape organizational culture and guide decision-making. 2. Track and report progress on meeting Strategic Plan Goals to City staff, residents, businesses, and other interested parties. — Identify performance measures by department and establish tools and schedules for reviewing, sharing, and learning from progress. 3. Improve communication and strengthen relationships up, down, and across the organization. B. Advance Tukwila's interests through participation in regional partnerships. 1. Encourage broad participation of City staff and elected officials in regional partnerships. 2. Be a regional leader in building common goals with our local and regional partners to achieve the greatest possible results. C. Continue to innovate and develop as an organization, and support individual growth. 1. Encourage employee leadership throughout the organization. Engage and leverage the full abilities of each employee. 2. Establish a culture and mechanisms to support ongoing growth and learning as an organization. 3. Seek innovative opportunities to improve public service. D. Ensure City facilities are safe, efficient, and inviting to the public. E. Ensure the long-term fiscal sustainability of the City. 1. Promote shared staff and community understanding of the City's fiscal position. Share information about significant revenue and cost factors, as well as the rationale for decision-making. 2. Focus City expenditures on community priorities and maximize efficiencies in service delivery. — Evaluate City services and service delivery models relative to the City's Mission, Strategic Plan, fiscal outlook, and ongoing input from the community. 232 -6– City of Tukwila Strategic Plan – 2018 Amendments Appendix G – July 2018 — Establish policies and processes to adopt technology that improves City services and makes them more efficient. — Explore opportunities for regional partnerships and regional service delivery models that are fiscally beneficial to the City and in line with community values. — Encourage future development in locations where existing infrastructure can absorb the growth. 3. Increase City revenues to support quality services for the whole community. — Aggressively pursue opportunities to grow the City's business tax base through economic development. — Explore options to increase revenues for the provision of City services or facilities for the benefit of our residents, businesses, and visitors through mechanisms that are fair and appropriate. GOAL FIVE – A Positive Community Identity & Image A. Improve the City's ability to build trust and work with all members of the Tukwila community. 1. Broaden the City's toolkit to include new technology and formats that enable two-way communication and improve business processes. 2. Strengthen the City's ability to engage with communities that do not participate in traditional formats. — Adopt engagement strategies that bring City staff and decision makers out into the communities they serve to engage in meaningful dialogue. — Cultivate meaningful, long-term relationships with members of the City's communities. — Expand the linguistic and cultural competencies of City staff through training and hiring. 3. Cultivate participation by Tukwila's many communities in the City's decision-making processes. B. Facilitate connections among Tukwila's communities. 1. Build connections among the many communities that make up the broader Tukwila community. 2. Improve broad understanding and appreciation of all of the City's cultures. C. Promote a positive identity and image of Tukwila. 1. Take a proactive role in generating positive media coverage of the community. — Promote the City's amenities, cultural dynamism, and geographic location. — Shift negative perceptions about crime in Tukwila. –7– 233 City of Tukwila Strategic Plan – 2018 Amendments Appendix G – July 2018 2. Implement a long-term, scalable community branding effort. — Establish common themes that promote Tukwila's many positive attributes. — Expand community markers at City boundaries and at key points throughout the community, establishing a clear community signature. — Use public art that is representative of the City's diverse communities in the branding effort. 3. Promote Tukwila's international diversity as a strength and draw for regional visitors. — Support neighborhood businesses in reaching new markets through improved facades, way -finding banners, and common promotions. — Explore opportunities for establishing a neighborhood business district organization to provide ongoing support for small businesses operating within a defined geographic area. — Explore opportunities to establish a shopping and dining destination, similar to Seattle's Pike Place Market or International District. 234 -8– COUNCIL AGENDA SYNOPSIS Initials Meeting Date Prepared by Mayors review 1 Council review 07/16/18 JT I. ` 1 44 ❑ Bid Award Mtg Date ❑ Public Hearing tlltg Date 11 Other Mtg Mtg Date SPONSOR ❑Council ❑Mayor HR ❑DCD ❑Finance Fire 11 TS P&R ❑Police ❑PW/ Court SPONSOR'S Technology and Innovation Services would benefit by leveraging the capability of an SUMMARY information technology advisory service to provide: vendor research, contract review and analysis, benchmarking, advisory, and professional development to support the long-term strategy and execution of the City of Tukwila's Digital Transformation. RIw11AVED BY n C.O.W. Mtg. ❑ CDN Comm Trans &Infrastructure ❑ Arts Comm. DATE: 7/5/18 /1 Finance Comm. ❑ Public Safety Comm. Comm. [ Planning Comm. CHAIR: QUINN ❑ Parks COMMITTEE RECOMMENDATIONS: SPONSOR/ADMIN. CoMMIYiIi. Technology and Innovation Services Unanimous Approval; Forward to Consent Agenda _ ITEM INFORMATION ITEM No. STAFF SPONSOR: JOSEPH TODD ORIGINAL AGENDA DATE: 07/16/18 AGENDA ITEM TITLE Gartner Technology Research and Advisory Services CATTtGORY ❑ Discussion Mtg Date 11 Motion Date 7/16/18 ❑ Resolution Ailtg Date ❑ Ordinance Mtg Date ❑ Bid Award Mtg Date ❑ Public Hearing tlltg Date 11 Other Mtg Mtg Date SPONSOR ❑Council ❑Mayor HR ❑DCD ❑Finance Fire 11 TS P&R ❑Police ❑PW/ Court SPONSOR'S Technology and Innovation Services would benefit by leveraging the capability of an SUMMARY information technology advisory service to provide: vendor research, contract review and analysis, benchmarking, advisory, and professional development to support the long-term strategy and execution of the City of Tukwila's Digital Transformation. RIw11AVED BY n C.O.W. Mtg. ❑ CDN Comm Trans &Infrastructure ❑ Arts Comm. DATE: 7/5/18 /1 Finance Comm. ❑ Public Safety Comm. Comm. [ Planning Comm. CHAIR: QUINN ❑ Parks COMMITTEE RECOMMENDATIONS: SPONSOR/ADMIN. CoMMIYiIi. Technology and Innovation Services Unanimous Approval; Forward to Consent Agenda _ COST IMPACT / FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $ 92,000 $ $ Fund Source: TIS OPERATIONAL BUDGET Comments: MTG. DATE RECORD OF COUNCIL ACTION MTG. DATE ATTACHMENTS 7/16/18 Informational Memorandum dated 7/5/18 (Updated after Finance Com_ ) Gartner Contract with attachments Minutes from the Finance Com. meeting of 7/5/18 235 236 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Finance Committee FROM: Joseph Todd (TIS) BY: Joseph Todd & Joel Bush CC: Mayor Ekberg DATE: July 05, 2018 SUBJECT: Gartner Contract (Updated after Finance Com. In strike-thru underlined format) ISSUE Technology and Innovation Services would benefit by leveraging the capability of an information technology advisory service to provide: vendor research, contract review and analysis, benchmarking, advisory, and professional development to support the long-term strategy and execution of the City of Tukwila's Digital Transformation. BACKGROUND Technology and Innovation Services is seeking unbiased external guidance to help make contextualized decisions on TIS long term strategy and critical initiatives. This includes: • Mitigating product decision risk by leveraging vendor research to ensure we select the right partners, products, terms, and pricing. • Using industry and government wide best practices to improve and accelerate change in the organization. • Networking with qualified peers who can help uncover innovative approaches to complex issues. • Leveraging a single source of knowledge and insight focused on City and department level IT challenges and service delivery in their context. • Utilizing the shared knowledge of a community of technology advisors that are focused on the deployment and execution of IT in government and private industry. DISCUSSION Technology Innovation Services researched 4 information technology advisory firms which included: Gartner, Inc., Info -Tech Research Group, Forrester, and Tech Target. After reviewing the listed services, TIS selected Gartner due to the robustness of its 237 INFORMATIONAL MEMO Page 2 research and advisory service, ability to do contract and best practice review, and provide knowledge networking with industry leaders. In our review we also found the existence of a master contract with the Washington State Department of Enterprise Services (# 05712: for Gartner IT Research and Advisory Services). By utilizing Gartner services, TIS intends to add value to the overall City IT capability by leveraging Gartner's contract review processes and tools, while also utilizing Gartner's advisement on industry standard technology solutions, which will reduce risk and overall cost on new technology proposals. Technology and Innovation Services will come back to council in 6 months and show quantitative and qualitative ROl for the City's key technology initiatives and Gartner services. FINANCIAL IMPACT 6 months promotional pricing - $39,137.50 Option to purchase 7 months - $53,121.83 13 -month contract = $92,259.33 RECOMMENDATION The Committee is being asked to approve the attached contract under consideration and forward to the July 16th Regular Meeting Consent Agenda. ATTACHMENTS Gartner contract using the City of Tukwila standard contract for services template. 238 W:12018 Info Memos\Gartner_InfoMemo_Draft_for_07_16_18.doc Gartne Purpose This document was created to provide extra context for the renewal of the City of Tukwila's Gartner Executive Programs Membership. The first 6 months of this contract starting on January 15`, 2018 and ending on June 30th, 2018 was billed for a total of $39,137.50. The option to renew this contract on July 15', 2018 for a 7 month term will incur a total of $53,121.83. For any remaining questions or concerns, please do not hesitate to e-mail your Account Manager. My contact information is below. Rob Jones, City of Tukwila Account Manager Rob.iones ca gartner.com 253-256-9431 239 240 City of Tukwila 6200 Southcenter Boulevard, Tukwila WA 98188 CONTRACT FOR SERVICES Contract Number: This Agreement is entered into by and between the City of Tukwila, Washington, a non -charter optional municipal code city hereinafter referred to as "the City," and Gartner, Inc. , hereinafter referred to as "the Contractor," whose principal office is located at 56 Top Gallant Rd, Stamford, CT 06902 . WHEREAS, the City has determined the need to have certain services performed for its citizens but does not have the manpower or expertise to perform such services; and WHEREAS, the City desires to have the Contractor perform such services pursuant to certain terms and conditions; now, therefore, 1N CONSIDERATION OF the mutual benefits and conditions hereinafter contained, the parties hereto agree as follows: 1. Scope and Schedule of Services to be Performed by Contractor. The Contractor shall perform those services described on Exhibit A attached hereto and incorporated herein by this reference as if fully set forth. In performing such services, the Contractor shall at all times comply with all Federal, State, and local statutes, rules and ordinances applicable to the performance of such services and the handling of any funds used in connection therewith. The Contractor shall request and obtain prior written approval from the City if the scope or schedule is to be modified in any way. 2. Compensation and Method of Payment. The City shall pay the Contractor for services rendered according to the rate and method set forth on Exhibit B attached hereto and incorporated herein by this reference. The total amount to be paid shall not exceed 92259.33+tax at a rate of N/A . 3. Contractor Budget. The Contractor shall apply the funds received under this Agreement within the maximum limits set forth in this Agreement. The Contractor shall request prior approval from the City whenever the Contractor desires to amend its budget in any way. 4. Duration of Agreement. This Agreement shall be in full force and effect for a period commencing July 1st , 20 18 , and ending January 31st , 2019 , unless sooner terminated under the provisions hereinafter specified. 5. Independent Contractor. Contractor and City agree that Contractor is an independent contractor with respect to the services provided pursuant to this Agreement. Nothing in this Agreement shall be considered to create the relationship of employer and employee between the parties hereto. Neither Contractor nor any employee of Contractor shall be entitled to any benefits accorded City employees by virtue of the services provided under this Agreement. The City shall not be responsible for withholding or otherwise deducting federal income tax or social security or contributing to the State Industrial Insurance Program, or otherwise assuming the duties of an employer with respect to the Contractor, or any employee of the Contractor. CA Revised December 2016 Page 1 of 4 241 6. Indemnification. The Contractor shall defend, indemnify and hold the Public Entity, its officers, officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits including attorney fees, arising out of or in connection with the performance of this Agreement, except for injuries and damages caused by the sole negligence of the Public Entity. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Contractor and the Public Entity, its officers, officials, employees, and volunteers, the Contractor's liability hereunder shall be only to the extent of the Contractor's negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Contractor's waiver of immunity under Industrial insurance, Title 51 RCW, solely for the purposes of this indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section shall survive the expiration or termination of this Agreement. 7. Insurance. The Contractor shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder by the Contractor, their agents, representatives, employees or subcontractors. Contractor's maintenance of insurance, its scope of coverage and limits as required herein shall not be construed to limit the liability of the Contractor to the coverage provided by such insurance, or otherwise limit the City's recourse to any remedy available at law or in equity. A, Minimum Scope of Insurance. Contractor shall obtain insurance of the types and with the limits described below: 1. Automobile Liability insurance with a minimum combined single limit for bodily injury and property damage of $1,000,000 per accident. Automobile liability insurance shall cover all owned, non -owned, hired and leased vehicles. Coverage shall be written on Insurance Services Office (ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If necessary, the policy shall be endorsed to provide contractual liability coverage. 2. Commercial General Liability insurance with limits no less than $1,000,000 each occurrence, $2,000,000 general aggregate and $2,000,000 products -completed operations aggregate limit. Commercial General Liability insurance shall be as least at broad as ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, independent contractors, products -completed operations, stop gap liability, personal injury and advertising injury, and liability assumed under an insured contract. The Commercial General Liability insurance shall be endorsed to provide a per project general aggregate limit using ISO form CG 25 03 05 09 or an equivalent endorsement. There shall be no exclusion for liability arising from explosion, collapse or underground property damage. The City shall be named as an additional insured under the Contractor's Commercial General Liability insurance policy with respect to the work performed for the City using ISO Additional Insured endorsement CG 20 10 10 01 and Additional Insured -Completed Operations endorsement CG 20 37 10 01 or substitute endorsements providing at least as broad coverage. 3. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington. CA Revised December 2016 Page 2 of 4 242 B. Other Insurance Provision. The Contractor's Automobile Liability and Commercial General Liability insurance policies are to contain, or be endorsed to contain that they shall be primary insurance with respect to the City. Any insurance, self-insurance, or insurance pool coverage maintained by the City shall be excess of the Contractor's insurance and shall not contribute with it. C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not less than A: VII. D. Verification of Coverage. Contractor shall furnish the City 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 Contractor before commencement of the work. Upon request by the City, the Contractor shall furnish certified copies of all required insurance policies, including endorsements, required in this Agreement and evidence of all subcontractors' coverage. E. Subcontractors. The Contractor shall have sole responsibility for determining the insurance coverage and limits required, if any, to be obtained by subcontractors, which determination shall be made in accordance with reasonable and prudent business practices. F. Notice of Cancellation. The Contractor shall provide the City and all Additional Insureds for this work with written notice of any policy cancellation, within two business days of their receipt of such notice. G. Failure to Maintain Insurance. Failure on the part of the Contractor to maintain the insurance as required shall constitute a material breach of contract, upon which the City may, after giving five business days notice to the Contractor to correct the breach, immediately terminate the contract 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 City on demand, or at the sole discretion of the City, offset against funds due the Contractor from the City. 8. Record Keeping and Reporting. A. The Contractor shall maintain accounts and records, including personnel, property, financial and programmatic records which sufficiently and properly reflect all direct and indirect costs of any nature expended and services performed in the performance of this Agreement and other such records as may be deemed necessary by the City to ensure the performance of this Agreement. B. These records shall be maintained for a period of seven (7) years after termination hereof unless permission to destroy them is granted by the office of the archivist in accordance with RCW Chapter 40.14 and by the City. 9. Audits and Inspections. The records and documents with respect to all matters covered by this Agreement shall be subject at all times to inspection, review or audit by law during the performance of this Agreement. 10. Termination. This Agreement may at any time be terminated by the City giving to the Contractor thirty (30) days written notice of the City's intention to terminate the same. Failure to provide products on schedule may result in contract termination. If the Contractor's insurance coverage is canceled for any reason, the City shall have the right to terminate this Agreement immediately. 11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under this Agreement, will not discriminate on the grounds of race, religion, creed, color, national origin, age, veteran status, sex, sexual orientation, gender identity, marital status, political affiliation, the presence of any disability, or any other protected class status under state or federal law, in the selection and retention of employees or procurement of materials or supplies. CA Revised December 2016 Page 3 of 4 243 12. Assignment and Subcontract. The Contractor shall not assign or subcontract any portion of the services contemplated by this Agreement without the written consent of the City. 13. Entire Agreement; Modification. This Agreement, together with attachments or addenda, represents the entire and integrated Agreement between the City and the Contractor and supersedes all prior negotiations, representations, or agreements written or oral. No amendment or modification of this Agreement shall be of any force or effect unless it is in writing and signed by the parties. 14. Severability and Survival. If any term, condition or provision of this Agreement is declared void or unenforceable or limited in its application or effect, such event shall not affect any other provisions hereof and all other provisions shall remain fully enforceable. The provisions of this Agreement, which by their sense and context are reasonably intended to survive the completion, expiration or cancellation of this Agreement, shall survive termination of this Agreement. 15. Notices. Notices to the City of Tukwila shall be sent to the following address: City Clerk, City of Tukwila 6200 Southcenter Blvd. Tukwila, Washington 98188 Notices to the Contractor shall be sent to the address provided by the Contractor upon the signature line below. 16. Applicable Law; Venue; Attorney's Fees. This Agreement shall be governed by and construed in accordance with the laws of the State of Washington. In the event any suit, arbitration, or other proceeding is instituted to enforce any term of this Agreement, the parties specifically understand and agree that venue shall be properly laid in King County, Washington. The prevailing party in any such action shall be entitled to its attorney's fees and costs of suit. DATED this day of , 20_ CITY OF TUKWILA CONTRACTOR Allan Ekberg, Mayor ATTEST/AUTHENTICATED: By: Printed Name and Title: Rob Jones --Account Execi Address: Seattle, WA 98121 City Clerk, Christy O'Flaherty Seattle, WA 98121 APPROVED AS TO FORM: Office of the City Attorney CA Revised December 2016 Page 4 of 4 244 Gartner Exhibit A Client Initials: SERVICE DESCRIPTION Attachment to the Service Agreement EXECUTIVE PROGRAMS MEMBER Executive Programs Member (the "Service") is designed for the most senior technology executive in the organization, typically the CIO. This Service provides the client with (i) an ongoing advisory relationship with Gartner and (ii) a thinking partner to contextualize Gartner insights. DELIVERABLES Client may designate one (1) Licensed User, referred to herein as "Member," who may access the Deliverables listed below. • Assigned Service Delivery Team • Gartner for IT Leaders Research and Related • Value Reviews Content • Access to Analysts • IT Key Metrics Data • Symposium/ITxpo® with Executive • Executive Programs Research and Related Programs VIP access Content • Executive Programs Events • Talking Technology Series • Peer Networking ADDITIONAL DEFINITIONS OF DELIVERABLES 1. Assigned Service Delivery Team An Executive Partner with past experience in senior technology executive roles and an Executive Client Manager will serve as the Member's primary points of contact. They will help define and develop individualized strategies based on their priorities and initiatives ("Member Agenda"). The Member may interact on a monthly basis with the Executive Partner and Gartner to ensure ongoing engagement and delivery of value. Interactions may include: Strategy Meetings, analyst interactions, local events, Symposium attendance, peer networking interactions, or Executive Partner teleconferences or meetings. Strategy Meetings between the Member and by invitation of the Member, one or more of the Member's peers (typically the CEO, CFO, CXO, et al.), and the Executive Partner may be to review and apply Executive Programs Research, the annual Executive Programs CIO Agenda, or other relevant content, provide advice on issues of relevance to Member and/or to drive the Member Agenda. 2. Value Reviews The Executive Partner will periodically conduct Value Reviews with the Member against the Member Agenda. 3. Access to Analysts Analyst Inquiry — Provides access to Gartner Analysts associated with this Service. Participation is limited to the Gartner Analyst and the Member, Inquiry topic may be any area of Gartner -covered Research so long as the purpose is to advance the Member Agenda. Prioritized Analyst Scheduling The Member is entitled to prioritized scheduling for Analyst Inquiry and 1 -on -I sessions at Symposium/ITxpo. 4. Events Attendance at SymposiumllTxpo — One (1) complimentary, nontransferable invitation to attend Gartner Symposium/ITxpo, including standard Symposium entitlements plus Executive Programs VIP access. Servide Desrrip ion: Executive Programs Member, Version 4.0, April 21117 — Page 1 of 2 245 Gartner. Client Initials: Executive Programs Events — Complimentary, nontransferable invitation to attend local content - based Gartner Executive Programs Events, including regional CIO Leadership Forums, where available. As part of the registration process, you will receive access to Gartner Events Terms & Conditions containing legal disclosures specific to your Event experience. 5. Peer Networking Peer Directory — Access to searchable directory of senior technology leaders and CEOs. Online Forums — Access to virtual discussions of common issues among peers on gartner.com, including a private forum exclusive for Executive Programs Members and Leaders. Offline Meetups — Access to designated program lounges at Symposium Facilitated Networking — Executive Partner will, upon request, arrange meetings or conference calls with peers around a specific topic to discuss best practices or areas of expertise. 6. Gartner for IT Leaders Research and Related Content— Includes Gartner Core IT and Role -specific Research; diagnostic tools, templates, and case studies; Weekly Picks and News Analysis; and webinars featuring Gartner Analysts. 7. IT Key Metrics Data — Provides performance metrics on trends in IT spending and staffing, unit costs, and perforrnance measures across critical IT domains. 8. Executive Programs Research and Related Content Research Reports — Up to 12 (twelve) Reports per year, covering Gartner -selected topics on areas where business and IT intersect (Schedules are approximations and are dependent on the publication schedule of relevant Research). Includes associated tools and teleconferences hosted by Executive Programs Research Report authors to discuss topics of their Research Reports. Business Research and Related Content — Targeted to CIOs, CFOs, and other business executives. 9. Talking Technology Series—Analyst commentaries on the latest IT topics in a monthly audio program that can be accessed via gartner.com or downloaded to an MP3 device. ADDITIONAL TERMS & CONDITIONS Use of the Service is governed by the Gartner Usage Policy (formerly known as the Usage Guidelines for Gartner Services) and the Gartner Copyright and Quote Policy, which are accessible on the Policies section of gartner.com. Service Description,' Executive Programs Member, Version 4.0, April 2017 — Page 2 of 2 246 Exhibit -B Gartner, Inc. Service Agreement for CITY OF TUKWILA ("Client") This Service Agreement ("SA") is between Gartner, Inc, of56 Top Gallant Road. Stamford, CT 06904 ("Gartner") and Client of 6300 Southcenter Blvd. Tukwila. WA 98188-2544, ("Client"), and includes the Master Client Agreement (T05 -TSD -329) between Gartner and Client or Client's parent or affiliate dated MAY -2005 the terms of which are incorporated by reference, and all applicable Service Descriptions. This SA constitutes the complete agreement between Gartner and Client. Client agrees to subscribe to the following Services for the terra and fees set forth below. 1. DEFINITIONS ANI) ORDER SCHEDULE: Services are the subscription -based research and related services.ptir'dhased by Client in the Order Schedule below and described in the Service Descriptions. Service Names and Levels of Access are defined in the Service Descriptions. Gartner may periodically update the names and the deliverables for each Service. If Client adds Services or upgrades the level of service or access, an additional Service Agreement will be required. Service Descriptions describe each Service purchased, specify the deliverables for each Service, and set forth any additional terms unique to a spccitic Service. Service Descriptions for the Services purchased in this SA may be viewed and downloaded through the hyperlinks listed in Section 2 below or may be attached to this SA in hard copy, and are incorporated by reference into this SA. Service Name Level of Access Quantity Mime of User Contract Contract Annual Fee Total Fee Term Start Term End to be Licensed LSU USD pate Date Executive Programs Member 1 Joseph Todd O1 -JAN -2018 30 -JUN -2018 $78,275.00 $39,137.50 Term Total (Excluding applicable taxes) $39,137.50 Total Services: (Excluding applicable taxes) 539,137.50 The pricing above is Ior purchase of more than one license resulting in an annualized saving of 59,847.00 which is a promotional price available to this Client on a one -tine only basis. If additional licenses are not purchased by Client with any subsequent renewal, the pricing of the Executive Programs shall be at the then current single -user license price. 2. SERVICE DESCRIPTIONS: Service Name/ Level of Access Service Description URL Executive Programs Member http://sd.gartner.com/sd ep mernber.pdf 3. PAYMENT TERMS Gartner will invoice Client annually in advance for all Services. Payment is due 30 days from the invoice date. Client shall pay any sales, use, value-added, or other tax or charge imposed or assessed by any goventmental entity upon the sale, use or receipt of Services, with the exception of any taxes imposed on the net income of Gartner. Please attach any required Purchase Order (" PO") to this SA and enter the PO number below. If an annual PO is required for multi-year contracts, Client will issue the new PO at least 30 days prior to the beginning of each subsequent contract year. Any pre-printed or additional contract terms included on the PO shall be inapplicable and of no force or effect. All PO's are to be sent to purchaseord€rsrri gartner.com. This SA may be signed in counterparts. Gamer, lac: - Service Agreement for use with a Master Client Agreement - Version 01/16 - Page 1 of 2 4. CLIENT BILLING INFORMATION Purchase Order Number Billing Address Invoice Recipient Name 5. AUTHORIZATION Client: CITY OF TUKWILA Invoice Recipient Email Invoice Recipient TeL No, Gartner, Ine. Signature/Date Signature/Date Print Name and Title Print Name and Tide IF USING A DIGITAL SIGNATURE, PLEASE CONFIRM THE FOLLOWING AS A CONDITION OF CONTRACT EXECUTION: J By ticking this box, I agree that by affixing my digital signature hereunder 1 am attesting that: (i) this is my oven personal legal signature; and (ii) I am a duly authorized signatory for my company. My signature verifies that the information provided to Gartner hereunder is subscribed by me, under penally of false statement and material breach o f- contract. 248 Gartner, Inc. - Sernice Agreement for use with a Master Client Agreement - Version 04/16 - Page 2 of 2 Exhibit B Gartner, Inc. Service Agreement for CITY OF TUKWILA ("Client") This Service Agreement ("SA") is between Gartner, Inc. of 56 Top Gallant Road, Stamford. CT 06904 ("Gartner") on behalf of itself and all wholly-owned affiliates of Gartner, Inc. and Client of 6300 Southcenter Blvd. Tukwila. WA 98188-2544. ("Client"), and includes the Master Client Agreement (Washington State Master Contract No. 057 12) between Gartner and Client or Client's parent or affiliate dated MAR -2018 the terms of which arc incorporated by reference, and all applicable Service Descriptions. This SA constitutes the complete agreement between Gartner and Client. Client agrees to subscribe to the following Services for the term and fees set forth below. 1. DEFINITIONS AND ORDER SCHEDULE: Services are the subscription -based research and related services purchased by Client in the Order Schedule below and described in the Service Descriptions. Service Names and Levels of Access are defined in the Service Descriptions. Gartner may periodically update the navies and the deliverables for each Service. If Client adds Services or upgrades the level of service or access, an additional Service Agreement will be required. Service Descriptions describe each Service purchased, specify the deliverables for each Service, and set forth any additional terms unique to a specific Service. Service Descriptions for the Services purchased in this SA may be viewed and downloaded through the hyperlinks listed in Section 2 below or may be attached to this SA in hard copy, and are incorporated by reference into this SA. Service Name Level of Access Quantity Name of laer Contract Contract Annual Fee Total Fee Perm Start Term End to be Licensed Date Dale USD USI) Executive Programs Member I Joseph Todd 01-JUL-2018 31 -JAN -2019 Term Total (Excluding applicable taxes) 553,121.83 "total Services: (Excluding applicable taxes) $53,121.83 Continuation of services beyond the current contract term end date listed above will require a minimum contract terns of 12 months, as per standard licensing policy. 2. SERVICE DESCRIPTIONS: Service Name/ Level of Access Service Description URL Executive Programs !limber http.//sd.t;artner.com/sd ep memher.pdf 3. PAYMENT TERMS Gartner will invoice Client annually in advance for all Services. Payment is due 30 days from the invoice date. Client shall pay any sales. use, value-added, or other tax or charge imposed or assessed by any governmental entity upon the sale, use or receipt of Services, with the exception of any taxes imposed on the net income of Gartner. Please attach any required Purchase Order CPO") to this SA and enter the PO number below. If an annual PO is required for multi-year contracts. Client will issue the new PO at least 30 days prior to the beginning of each subsequent contract year. Any pre-printed or additional contract terms included on the PO shall be inapplicable and of no force or effect. All PO's are to be sent to purchaseorders t gartner.com. This SA may be signed in counterparts. Gartner. Inc. - Service Agreement for use tivrth a plaster Client Agreement - Version 02/18 - Page 1 of 2249 4. CLIENT BILLING INFORMATION Purchase Order Number Billing Address Invoice Recipient Name AUTHORIZATION Client: CITY OF TUUKWILA hrvoic•e Recipient Email Invoice Recipient TeL No. Gartner, Inc. Signature,Dctte Signature/Date Print Name and Title Print Name and Title IF (USING A DIGITAL SIGNATURE, PLEASE CONFIRM THE FOLLOWING AS A CONDITION OF CONTRACT EXECUTION: [ ] By ticking this hos, I agree that by affixing my digital signature hereunder 1 am attesting that: {i) this is my own personal legal signature; and (ii) I am a duly authorized signatory for my company. My signature verifies that the information provided to Gartner hereunder is subscribed by ane, under penalty of false statement and material breach of contract. 250 Gartner, Inc. - Service Agreement for use with a Master Client Agreement - Version 02/18 - Page 2 of 2 Garne Washington MCA and the City of Tukwila Exhibit C The purpose of this document is to state that the City of Tukwila is included in the Washington State Master Client Agreement number TOS -TSD -329 for Information Technology Research and Advisory Services. This agreement was signed between the State of Washington Department of Information Services and Gartner, Inc. and can be found by following the link below. Original MCA https://fortress.wa.gov/es/apps/contracting/05712c.pdf Contract Summary https://fortress.wa.gov/es/apps/ContractSearch/ContractSu mmary.aspx?c=05712 For any remaining questions or concerns, please do not hesitate to e-mail your Account Manager. My contact information is below. Rob Jones, City of Tukwila Account Manager Rob.jones@gartner.com 253-256-9431 251 252 FINANCE COMMITTEE Meeting Minutes July 5, 2018 - 5:30 p.m. - Hazelnut Conference Room, City Hall City of Tukwila City Council Finance Committee Councilmembers: De'Sean Quinn, Chair; Dennis Robertson, Kate Krutler Staff: David Cline, Christy O'Flaherty, Mia Navarro, Vicky Carlsen, Peggy McCarthy, Aaron Williams, Rick Mitchell, Wynetta Bivens, Gail Labanara, Jeff Friend, Jay Wittwer, Henry Hash, Joseph Todd, Joet Bush, Trish Kinlow, Laurel Humphrey CALL TO ORDER: Committee Chair Quinn called the meeting to order at 5:30 p.m. I. PRESENTATIONS Il, BUSINESS AGENDA A. Contract: Gartner, Inc. for Information Technology Advisory Services Staff is seeking Council approval to renew a contract with Gartner, Inc. in the amount of $53,121.83 for information technology advisory services including vendor research, contract review and analysis, benchmarking, and professional development to support Tukwila's long- term technology goals. Tukwila has contracted with Gartner for these services since January 1, 2018 in the amount of $39,137.50 and is seeking Council approval of a seven-month renewal. Funding for the contract renewal is budgeted in Professional Services, and it is expected that these services will result in cost savings for the City. The Committee asked clarifying questions and requested that staff update the memo with additional detail on expected savings as well as return with a six-month report on savings. UNANIMOUS APPROVAL. FORWARD TO JULY 16, 2018 REGULAR MEETING AS NEW BUSINESS. B. Resolution Updating the 2012 Strategic Plan and Priority Based Budgeting Update Staff is seeking Council approval of a resolution that would amend the 2012 Strategic Plan to incorporate feedback collected from community members and City staff in 2018. Staff also briefed the Committee on the progress of the Priority Based Budgeting process. Departments have identified programs and allocated 2017 and 2018 budgets as a practice run. Once the Council adopts revisions to the Strategic Plan, staff can then score the programs against the strategic goals as well as an additional set of attributes recommended by the Center for Priority Based Budgeting and used by other cities. These program attributes will account for 25% of the scoring while the strategic goals will make up the other 75%. Departments will score their own programs, then validation will occur by peer review and administration approval. Department budgets will be presented to Council Committees starting in August, and then the full package presented to Council later this fall will include the results of the scoring process for Council consideration. UNANIMOUS APPROVAL. FORWARD TO JULY 9, 2018 COMMITTEE OF THE WHOLE. 253 254 T0: City of Tukwila Allan Ekberg, Mayor Mayor's Office - David Cline, City Administrator The City of opportunity, the community of choice Mayor Ekberg Councilmembers FROM: David Cline, City Administrator DATE: July 11, 2018 SUBJECT: Report for July 16, 2018 Regular Council Meeting The City Administrator Report is meant to provide the Council, staff and community an update on the activities of the City and on issues that concern Tukwila. Please let me know if you have any questions or need additional information about any of the following items. I. Intergovernmental Update • AWC Annual Conference: Mayor Ekberg and Councilmembers Hougardy and McLeod attended the Association of Washington Cities Annual Conference held in Yakima June 27 - 29. • SeaTac Airport Budget Proviso: On July 2 Economic Development staff participated in a meeting with the cities of Federal Way, Burien, Normandy Park, Des Moines and SeaTac with the State Department of Commerce to discuss next steps in the Sea -Tac Airport Budget proviso. All cities have agreed on a cost allocation based on population. An update was provided to Council at the July 9 Transportation Committee meeting. II. Community Events • Family Fourth at Fort Dent: Approximately 2500-3000 people attended the Family 4th at the Fort. The crowds enjoyed inflatables, face painting, live music, and food vendors. One highlight was the last-minute addition of local Tukwila musician Biff Moss. Mr. Moss rearranged his regular schedule to fill in at the event due to a last-minute cancellation. Mr. Moss played a wide variety of music, including the National Anthem. • Tukwila Village Community Celebration: The Tukwila Village Community Celebration is scheduled for July 21 at 1:00 PM with a ribbon cutting ceremony at 2:00 PM. • Upcoming See You in the Park Events: July 11 at Foster Park, July 18 at Riverton Park and July 25 at Tukwila Park. Tukwila City Hall • 6200 Sauthrenter Boulevard • Tukwila, WA 98188 • 206-433-1800 • Website: TukwilaWA.gov255 City Administrator's Report July 11, 2018 Page 2 111. Staff Updates Public Safety • Special Olympics Torch: The Special Olympics Torch Run across the US ended at the Museum of Flight for the start of the Special Olympics Games being held in Seattle. Deputy Chief Mitchell attended the ceremony at the Museum of Flight welcoming the law enforcement officers/runners from all over the country who carried the Special Olympics Torch. Commander Boyd and other officers provided a police vehicle escort for the runners as they entered Tukwila. Project Updates • 42' Ave Phase 111: Estimated Completion: November 2018 The base lift of asphalt has been paved between S 160th St and Southcenter Boulevard. 42nd Ave S remains "Closed to through Traffic" during the contractor's work hours. The two roadways will be open to through traffic when the contractor is not working. The contractor continues construction of new sidewalks and driveways although there currently is not a continuous pedestrian pathway for public use. We are continuing to maintain a non -ADA compliant pedestrian path across the Gilliam Creek culvert area. Undergrounding electrical and communications facilities is also continuing. • 53rd Ave S: Estimated Completion: June 2019 Sewer, water, and new underground electrical vaults continue. Periodic one lane traffic control should be expected with minimal delays. • BAR Bridge Rehabilitation: Estimated Completion: December2018 Contractor placed concrete in the barrier on the north side of the structure and plans to pave the center lanes before bad weather. Project remains on schedule. 2018 Overlay & Repair: Estimated Completion: July 2018 Permanent pavement markings were installed on Southcenter Blvd last week. Paving is completed on 58th Ave S and S 133rd St. • Tukwila Village: The Tukwila Village Community Celebration is scheduled for Saturday, July 21st from 1:00 to 4:00 with a ribbon cutting program at 2:00. SHAG is donating lots of good food and live music. SHAG and the City are also partnering with Kona Kai, King County Library System, the Tukwila School District, and a dozen other service providers to have fun activities for kids and teens. Boards and Commissions • Arts Commission: No vacancies. • Civil Service Commission: No vacancies. • Community -Oriented Policing Citizens Advisory Board: Vacant Position: Student Representative. • Equity & Social Justice Commission: Vacant Positions: Position #2 Education Representative and Student Representative. Application received. 256 Phone: 206-433-1800 • Email: Mayor@TukwilaWA,gov • Website: TukwilaWA.gov City Administrator's Report July 11, 2018 Page 3 • Human Services Advisory Board: Vacant Positions: Position #4 Resident and Position #6 Business Representative. Appointment recommendations scheduled for August 6, 2018. • Landmark Commission: No vacancies. • Library Advisory Board: Vacant Positions: Position #7 Resident and Student Representative. • Lodging Tax Advisory Committee: Vacant Positions: No vacancies. • Park Commission: Vacant Positions: Position #4 Resident and Student Representative. • Planning Commission: No vacancies. IV. Responses to Council/Citizen Inquiries Date of Inquiry Inquiry Response July 2, 2018 Council Meeting Councilmember Kruller inquired about what are otherjurisidictions' experiences as it relates to construction of projects similar to Tukwila's Public Safety Plan. A full response was provided in a separate memo. A short summary is that there are jurisdictions which have completed multiple projects within a similar schedule. The jurisdictions have completed constructed with and without voter approved funding. Phone: 206-433-1800 • Email: Mayor@TukwilaWA,gov • Website: TukwilaWA.gov 257 258 O N cv Q D c raQ 0 N i aJ i cv p Cf 00 O NJ Q2 Accomplishments PC work session and hearing on the TIB updates planned for 4th quarter. Averaging 200 to 230 users a month on public wifi expanding to next block 146th from 144th Technology Academy kicks of with support from Esri, Microsoft, and Bettyblocks and in partnership with the Tukwila School District. Classes run from July 9th to August 20th. Total Hours and tickets for the first two months of the 2nd quarter are: 89 hours worked, 42 speeding infractions, and 191 total infractions. The stats for June 2018 is not yet available as of this date (7/6/18) Moving forward with abatements, resolving long term cases. 101 issues reported and addressed On 6/25/18 the base lift of asphalt was installed on 42nd Ave S between Southcenter Blvd and S 160th St. Culvert is substantially complete and sidewalks, driveways, and undergrounding continues. Sewer, water, and new underground electrical vault installation continues. Periodic one lane traffic control should be expected with minimal delays. RCO preliminary grant has been submitted, final grant paperwork is due 7/6/18. The Municipal Arts Plan was approved by City Council on 5/21/18. Implementation will begin in Q3. Physical completion on 6/6/18. Working on remaining documentation for final payment with close out to follow. Annual amendments adopted. Completed. 0 t c O Processed the work order with King County to proceed with the deck repairs. Work is scheduled for 3rd Quarter. Updated forms and procedures, beginning public outreach/education. Discussions ongoing at Transportation and Infrastructure Committee meetings. Currently no funding. Event plans are being finalized and each event has been promoted to residents living in the area of each park (direct mail postcards), as well as general event information about these events to the entire community. Completed. Inc 01 Accomplishments Drafting of new zoning code uses and standards is proceeding and staff is working with consultants on the rechannelization project. Deployed first zone in January seeing heavy utilization Total Hours, and Tickets issued for 1st quarter are: 103 hours worked, 84 speeding tickets, 149 total tickets. Radar speed signs located at Thorndyke Elem, 58th Ave S/S 144th St, 42nd Ave S Ped Bridge, 42nd Ave S Bridge (load), S 200th St Bridge (bump). Rental housing renewals nearly complete, 2 vacant structures demolished, 70 cases opened and 37 closed. 52 issue reported and addressed Gilliam creek culvert installed and a pedestrian path was opened on 4/24/18. Undergrounding, gas, and other street improvements ongoing. SCI Infrastructure began work on 4/9/18 with sewer and water upgrades to be the main focus through June. Duwamish Gardens completed and accepted by Council 3/5/18. King County is working on design of Chinook Wind. City staff applying for RCO grants. The draft Municipal Arts Plan has been prepared and will be presented to CDN on 4/24/18 (tentatively scheduled for C.O.W. 5/14, Reg 5/21). Traffic signal installed. S 144th St has two punchlist items to be completed before physical completion in May 2018. Tree code adopted, ADU update underway, Ryan Hill study completed Completed in 2017. 0 t c O Girder tops replaced in 2017. Deck repairs scheduled for Summer 2018. Painting will not take place in 2018 as funding being applied to S 196th St bridge repairs. Tree code adopted, landscape adopted in 2017 Ongoing, unsuccessful for grants in 2016. Completed 01 2018. Summer neighborhood event series are currently being planned for Foster Park (7/11/18), Riverton Park (7/18/18), and Tukwila Park (7/25/18) Completed and accepted by Council 3/5/18. Resource David Cline David Cline Jack Pace Joseph Todd, Henry Hash Bruce Linton Henry Hash Jack Pace Rachel Bianchi Henry Hash Henry Hash Henry Hash Rick Still Rick Still Henry Hash Jack Pace Rick Still Henry Hash Henry Hash Jack Pace Henry Hash Rick Still Rick Still Henry Hash Task Name Goal 1- A community of inviting neighborhoods and vibrant business districts Priority 1 Cultivate safe, attractive and welcoming neighborhoods TIB Plan and zoning update City Wide Wifi Tukwila Technology Academy SPRINT Enhanced Code Enforcement Tukwila Works 42nd Ave S S Phase III Residential Improvements 53rd Ave S Residential Improvements Duwamish Gardens/Chinook Winds Municipal 1% for art program S 144th St Phase II (42nd Ave S/S 144th St Traffic Signal) Comprehensive Plan Implementation Duwamish Hill Preserve Phase 11 BNSF Intermodal Facility Access implementation S 119th St Pedestrian Bridge Repair and Painting Update Landscape and Tree Ordinances TIB & S 142nd St. crosswalk, S 140th St Intersection Improvements Dog Park See You in the Park Cascade View Safe Routes to School Phase 11 co 0 C7 Cl.) CD ZS D c c0 L 0 N C6 O 2018 Quarter 2 Workplan Update Q2 Accomplishments aA c O aA c O 10 internships filled; students to begin work on July 9, 2018 Ongoing coordination ED aA cc O 0.0 c O a0 ' 0 aA c O No action Continued pet licensing and oversight of volunteer who does outbound calling to citizens regarding licensing. Facilitated contact with Parks and Recreation for off -leash dog park signage; worked with Finance to utilize utility drop box for RASKC documentation. Rental housing inspections ongoing Staff attending the Regional Affordable Housing Task Force meetings IADU review continued by Council. Public outreach and PC hearing on short term rentals 66 hours on technical assistance, grant writing and MHR service delivery All Utility discounts for the City have been identified 507 individual contacts for services in Q2 01 Accomplishments 0.0 c O an C O Positions posted; direct outreach at Foster High School Land use approvals and building permits issued in 2017 Q3 a.o cc O aA c O a0 O OA c O Continuing to attend meetings Tukwila is the consistent meeting place for the regional agencies working with RASKC. Rental housing inspections ongoing Presentation at CD/N and staff attending meetings ADU and short term rental policy brought to Council 52.5 hours on technical assistance and MHR service delivery All Utility discounts for the City have been identified 566 individual contacts for services in 01 Resource David Cline Rachel Bianchi Rachel Bianchi Jack Pace 0 ro z n3 2 Rachel Bianchi Rachel Bianchi Jack Pace Henry Hash Christy O'Flaherty David Cline Jack Pace Jack Pace Jack Pace Stacy Hansen Henry Hash Stacy Hansen Task Name Goal 2 — A solid foundation for all Tukwila residents Priority 3 - Leverage effective partnerships and collaboration Continued partnership with Tukwila School District Internship/Job Shadow Program TSD Capital Plan Highline Schools SCA, PSRC, AWC, NLC Local and regional governments King County -Cities Collaboration (K4C) RASKC (Regional Animal Control Services of King County Priority 4 - Encourage healthy, safe and affordable housing Housing Conditions Housing regional consortium Implement Housing Element of Comprehensive Plan Minor Home Repair Program Utility Discounts Connect residents to social services 261 0 2018 Quarter 2 Workplan Update 262 73 0 C7 2018 Quarter 2 Workplan Update Q2 Accomplishments J Property acquisition ongoing; agreements made with six businesses; funding gap strategy identified and agreed to by Council; ongoing design of FS 51 and the Justice Center. Staff continues to work through minor challenges and opportunities to optimize the software to streamline efficiencies for both customers and staff. In Q2 we implemented online registration and automatic payments for our summer camp participants. This resulted in 150 automatic payments occurring each week and easing the burden for both patrons and staff. Continue annual digitization/inclusion of DCD Development and Land Use Permits to include new record series of high retrieval SEPA records. New collaboration with Public Works to begin migration of high retrieval as -built records into the system. Online Reporting went live. The Justice integration is progressing well. Continued build out of Laserfiche as Electronic Content Management system at no additional cost to the City for development of online Public Records Request portal, to include management of the files thru the life -cycle of the record series. JLARC reporting components will also be included. Vendor is using our system in their DEMO to other agencies. Compilation of City-wide data from all departments for 18 metrics assigned by the State was undertaken in our office. Development of tools to standardize data quality across departments was undertaken and culled, with City-wide numbers calculated and submitted by the 7/1/18 deadline. This will be an annual process. 95% completed, should be ready to implement Telestaff software program in Aug 2018. Continue to work with Superion to resolve issues Rolled out collector, ipads for Lucity have been delivered to front line employees, ESRI supported technology Academy by providing 500 education licenses for students. DCD utilizing online environment for transportation walkability study. Implementation of Blue Beam should occur in August Moved all police and fire vehicles to FirstNet, Have acquired and deploying tablets to fire apparatus as part of the public safety plan Departments started allocating 2018 budgets to programs. Files were set up to accommodate the 2019-2020 budget allocation to program process. The fire and park impact fee legislation was completed and approved by Council in May 2018 without execution of the BERK contract extension. Reserve policy has been met for all funds. Coordinated creation of updated videos for each component of the "Act" for on-going training needs of elected officials and new Boards and Commissioners to meet the legal requirements. Q1 Accomplishments Property acquisition for all projects; ongoing design of FS 51 and Justice Center; developing strategies to address funding gap Enhanced community reporting and online services: Implementation for the PerfectMind software continues. More online accessibility features have been released. Patrons can register for most all programs online and reserve small meeting rooms along with racquetball times. For large rooms, they can look at the availability online but contact staff to reserve. Minor trouble -shooting continues. Tukwila Land Use and Building Permit files dating back to 1958 available online in the City's Digital Records Center, keyword searchable with 24/7 access by the public. (over 1.2 million records) Only two interfaces remaining (Online Reporting and Justice interface), all other interfaces have been completed. System is fully implemented within the Police Department. Development for continued online transparency of City records to the public. Became effective in 2nd Quarter 2018. Acquired and implementing work force Telestaff the new fire staff scheduling system. On site assistance from Superion Acquired enterprise license agreement , rolled out homeless interaction app for PD CPT, rolled out ArcGIS online to users, integrating GIS with Lucity asset management service. TBD on hold until we complete the upgrade and stabilization of Trakit and e-Trakit Deployed all laptops to end users, updating our mobile data and calling plans to First Net for first responders and essential staff, deployed tablets to frontline staff for use with Lucity asset management, setup and implemented express route for move to the cloud, acquired Ruckus backbone switches for replacement of end of life Cisco chas Most departments have completed allocating 2017 budget to programs. Departments that have completed 2017 allocation will receive 2018 worksheets in the next week or so. The fire and park impact fee legislation will be presented to the Finance Committee at the April 17th meeting. Reserve policy has been met for all funds. Training for elected officials on Open Meetings, Records Retention and the Public Records Act mandated by the Open Government Training Act Resource David Cline David Cline Rachel Bianchi Rick Still Christy O'Flaherty Nora Gierloff Russell Betteridge Bruce Linton, Joseph Todd Christy O'Flaherty Joseph Todd Christy O'Flaherty Jay Wittwer, Joseph Todd Jack Pace, Joseph Todd Joseph Todd Jack Pace, Joseph Todd Joseph Todd Vicky Carlsen Peggy McCarthy Peggy McCarthy Christy O'Flaherty Task Name Goal 4 — A High Performing and Effective Organization Priority 6 - Ensure organizational effectiveness and responsible financial stewardship Implement Public Safety Plan P&R Membership and Room Management Software GET -IT (Government Electronic Technology Initiative for Tukwila) Police records management Laserfiche Rio JLARC* required data reporting requirements for Public Records Requests (*Washington State Joint Legislative Audit and Review Committee) v LL I— c cu _ (7 Blue Beam Technology infrastructure investments Performance measures/budget process Review and update impact fees Continue to meet financial reserve policy Open Government Training Act 263 To O C7 2018 Quarter 2 Workplan Update Q2 Accomplishments Notifications sent out - Night Out is set for August 7. Eight current connectors; meeting monthly through a civic academy format bA0.0lap 'O bA C O No action; next edition to be completed in Fall/Winter c 'O bA c O c '0 by c O bA c '0 tap c O bA c '0 by c O Ongoing as noted in 01. CIOc c 'O bA C 0 No further action Ongoing as noted in 01. Ongoing as noted in 01. The Community Liaison Team completed training on cultural competency for the department with cooperation from the International Rescue Committee. The Community Liaison Officer (CLO) also conducted a diaper drive for families at Cascade View Elementary. The CLO was also involved in community meetings in various neighborhoods. He remains involved in solutions to issues involving homelessness Calendar was distributed. Staff from our office (Ana Le) has stepped in to be the SnackPack Program liaison for the City for donation requests. Attended blockwatch meetings on 4/17/18 at Villages at South Station, on 5/29/18 at Foster Point, a community meeting regarding speeding on S. 148th St. On 6/13/18 and another community meeting at Duwamish Curve on 6/19/18. 01 Accomplishments No activity in 01, activity starts in Q2 Recruitment of new Connectors; ongoing programmatic work CV) C 0 OA C O Spring/Summer edition completed bA c 0 bA c O by c '0 bA c O CIO c '0 bA c O by c '0 by c O Park staff continue to work with community members on issues and opportunities related to neighborhood parks. bA c 'o bA c 0 Delivered to Council on time P&R staff continue to follow policies and introduce programming developed as part of the PICH Grant and Healthy Tukwila initiative. Green Tukwila work parties have been scheduled for 2018. Staff continue to build volunteer base and foster relationships with forest stewards. The Community Liaison Officer is training the department on cultural competency. CLO is also working with the IRC, La Raza, Tukwila Schools and other organizations to build bridges to our diverse community. Staff is drafting a summer special events calendar for distribution in late May. Integration with School District and their partners to provide essential nutrition to students. Sent out information for the Community Police Academy in early February, with application forms. First class of community Police Academy held on March 7th. Completed three community engagements (blockwatches) as part of our community engagement strategy during 1st quarter. Resource David Cline David Cline Bruce Linton Mia Navarro Rachel Bianchi Rachel Bianchi Rachel Bianchi Rachel Bianchi Rachel Bianchi Rachel Bianchi to Y U K Rachel Bianchi Rachel Bianchi to Y U lY to Y U Bruce Linton V) Y U .CE Christy O'Flaherty Bruce Linton Task Name Goal 5 — A Positive Community Identity and Image Economy Priority 7 - Foster civic pride and an informed community Night Out Against Crime Community Connectors TukTV c C 4J N ITS2 Tukwila Reporter Facebook & Twitter Enhanced website E -Hazelnut Park Watch Community calendar City annual report Healthy Tukwila Green Tukwila Police Dept. Community Liaison Team Special events calendar SnackPack Program and School District Collaboration Ongoing support of block watches 264 July 10, 2018 TO: Tukwila City Council FROM: Steve Goldblatt PMQA Consultant RE: Public Safety Plan July update Last month, the Council approved the Plan's phasing and financing, based upon the Finance Committee and City staff's five-month exploration of options. New Fire Station 54 has been eliminated from the approved scheme. The Project Executive Team and City partners have had another productive month on all remaining elements of the Plan. FIRE STATIONS Site acquisition Geotechnical exploration will inform site development costs for Fire Station 52. The City owns the majority of the property for now -deleted Fire Station 54, and its use or disposition will be a future decision. Regardless of what the City decides to do with the property, the existing abandoned home is a hazard and should be removed. A hazmat investigation has been completed in preparation for the home's demolition. Station 51 design development Per Council consensus 12 February to move forward from schematic design, Weinstein AU is well into Station 51's design development phase. Weekly meetings are ongoing, with pricing expected 6 August in Public Safety and 13 August in COW. Station 52 schematic design Weinstein AU will begin the schematic design phase for Station 52 in August. Station 54 On 18 June, the Council eliminated new Station 54 from the Plan via Option D -20(f). Council has asked for an estimate to make life safety improvements to the existing sta- tion. This work has been initiated. Stations' budget With input from GC/CM Lydig Construction, Station 51's schematic design estimate of $12.5 million was the first "real" number presented to Council 12 February. The pro- ject team is working on understanding Station 51's schematic design estimate and its implications on Station 52's budget, specifically adjusted to the City Hall site. At this point however, the overage is expected to grow for both stations. Station 54's deletion will lose some economy of scale on design, construction, and dependent costs for Sta- tions 51 and 52. 265 GC/CM pre -construction services Lydig conducted the process to select an EC/CM electrical contractor and an MC/CM mechanical contractor pursuant to RCW 39.10.385. In May, Valley Electric was selected as EC/CM and Johansen Mechanical as MC/CM. Both firms had been engaged, but Sta- tion 54's deletion dropped the electrical scope of work beneath the $3 million thresh- old for the use of EC/CM. So Valley is out, and the electrical work will be bid. Lydig will have to prequalify electrical subcontractors to lower the risk of the bid market. Disadvantaged Business Enterprise and local hiring policies The Council unanimously passed Resolution 1929 on 2 April, adopting DBE and local hiring policies for the Plan's projects. The DBE goal is 17% and the local hiring goal is 20%, complementing the City's 10% apprenticeship requirement of Resolution 1814. The first metrics that the Council sees can be expected mid -2019. Lydig—and BNBuild- ers for the Justice Center—were represented at the 23 June open house to talk about job opportunities. JUSTICE CENTER Property acquisition The first of nine Justice Center properties closed in May, with a second expected to close later this month. Depending on due diligence and site access, the Council should expect final pricing and closed transactions for more of the properties in August. If site acquisition is extended, permitting, environmental, and construction starts may be de- layed. Public Use and Necessity will be argued 13 July. A hazmat investigation has been completed on the first property in preparation for demolition. Schematic design estimate DLR has completed schematic design. An updated cost estimate with GC/CM input and results of site investigations was presented to Public Safety 7 May, confirming the pro- gram estimate: roughly $38 million over the budget developed for the Plan's bond measure. Due to the lack of access to three parcels in the middle of the site, there re- main unknown risks that haven't been fully estimated, however, additional site contin- gency funds are included in the overall project budget. Next phase: design development On 7 May Public Safety recommended continuation into the next phase: design devel- opment. At COW on 14 May, the Council concurred with the recommendation, and the team begins design development this week. The team is meeting biweekly and as needed to advance the design. GC/CM pre -construction services BNBuilders provided regular input on the schematic design and estimate and is doing so for design development. 266 PMQA update July 10, 2018 page 2 CONSOLIDATED SHOPS Property acquisition Depending on due diligence and site access, the Council should expect final pricing and closed transactions for the Shop's properties later this year. Site investigations and ne- gotiations are ongoing. King County Superior Court granted the City's request for Pub- lic Use and Necessity. Negotiations are under way regarding access, possession, and price. Design services A request for proposals went out 25 June for architectural services on a shops master plan and Heiser facilities tenant improvements. Proposals are due 20 July for shortlist- ing 23 July. Interviews with finalists will be held the week of 13 August. The recom- mended firm is scheduled to be presented for consideration by Public Safety 17 Sep- tember, COW 24 September, and full Council 1 October. OTHER RESOURCES Professional services The Project Executive Team is working through procurement of additional consultant resources for the Fire Stations and Justice Center; e.g., testing and inspections. Follow- ing the envelope consultant 12 February, Council can expect to see more contracts for these services. Hazmat and commissioning await construction. Archeologists and transportation consultants for environmental reviews will be procured. PROPERTY ACQUISITIONS Due diligence On 20 November, Council approved contracts to conduct surveys, environmental re- views, and geotechnical analyses to prepare for property acquisitions. That work has been underway. As expected, soil contamination has been found on the first Justice Center parcel. On 19 March, the Council unanimously approved amendments to all three contracts to allow necessary work to continue and to provide contingencies. These activities continue. The Shops' negotiations may necessitate an amendment to environmental and survey contracts. PROGRAM SCHEDULE Tight schedule The overall schedule remains very ambitious. With so many activities under way, there is little room for any missteps to meet the Plan's revised milestones. The Project Exec- utive Team, City staff, and Council are doing as well as can be expected given all the new properties' access, due diligence, and acquisition challenges. Fire Station 51 bid- ding is now expected to begin in January 2019 and construction next spring. PMQA update July 10, 2018 Page 3 267 PROGRAM BUDGET Financial plan From 6 February through 5 June, the Finance Committee and staff conducted an inten- sive effort to develop recommendations for full Council discussion re the Plan's signifi- cant financial gap. This effort culminated 5 June in a unanimous Committee recommen- dation of Option D -20(f) that was discussed at the 11 June Council workshop. Council reached consensus for Option D -20(f), approved by a full Council vote 18 June. Contract reconciliations Fees for Weinstein AU, DLR, and SOJ were based on the Plan's bond measure budget and need to be reconciled to the real project budgets. Also, Lydig and BNB have clean- up language to their GC/CM contracts. All of these will be presented for consideration by Public Safety 16 July, COW 23 July, and full Council 6 August. Market conditions Like the Fire Stations, the Justice Center and Consolidated Shops budgets will need to be sensitive to tight construction market conditions and increasing property values. These external budget pressures will manifest themselves as property is procured and project estimates are refined. LEGEND Meeting target Proceeding as planned. Caution advised Steps needed to meet target. Correction needed Steps needed to attempt recovery. Not meeting target No recovery plan in place. 268 PMQA update July 10, 2018 page 4 Upcoming Meetings & Events July 2018 16th (Monday) 17th (Tuesday) 18th (Wednesday) 19th (Thursday) 20th (Friday) 21st (Saturday) ➢ Public Safety Crate, 5:30 PM (Ha_elnut Conference Room) ➢ City Council Regular Mtg , 7:00 PM (Council Chambers) July 16 is the Deadline to register if you are participating in Tukwila's Community garage sale and want your address published in the List of locations (Garage Sale to be held on August 18) Visit www.tukwila ➢ Finance Cmte, 5.30 PM (Har.elnut Conference Room) See you in the Park 5:00 PM -7:00 PM (Riverton Park) Tukwila Parks & Recreation invites you out to meet our staff! Food, games and recreational opportunities for pp all age groups! D Arts Commission, > Tukwila Historical Society, 7:00 PM (Tukwila Heritage &(Tukwila Cultural Center, 14475 59`h Ave S.) Peanut Butter and Jam Family Performance Series FREE family fun! 1,00 PM (Cominuniry Center by the Spray Park) This week: Tweenland. FREE but we ask for a Peanut Butter or Jam donation to support our summer food drive, Tukwila Village Community Celebration 1.00 - 4:00 PM 2:00 RIBBON CUTTING Village Plaza 14350 Tukwila International Blvd) Entertainment, Activities for Kids, Refreshments and much more! More info at: www.facebook:com/ TukwilaVillage Cancelled wa.gov/Yardsale 23rd (Monday) 24th (Tuesday) 25th (Wednesday) 26th (Thursday) 27th (Friday) 28th (Saturday) > Transportation & Infrastructure Crate., 5:30 PM (Hazelnut Conference Room) D City Council Committee of the Whole Mtg., , 7:00 PM (Council Chambers) C.0 W. to be immediately followed by a Special Meeting D Community Development & Neighborhoods Crate., 5:30 PM (Hafelnut Conference Room) See you in the Park 5:00 PM -7.00 PM (Tukwila Park) Tukwila Parks & Recreation invites you out to meet our staff! Food, games and recreational opportunities for all age groups! > Planning Commission, 6;30 PM (Council Chambers) Peanut Butter and Jam Family Performance Series FREE family fun! 1:00 PM (Community Center by the Spray Park) This week: Jeff Evans. FREE but we ask for a Peanut Butter or Jam donation to support our summer food drive. Touch -a -Truck Safety and Emergency Preparedness Fair 9.00 AM to 1.00 PM (Westfield Southcenter South Parking Lot) Explore Tukwila's biggest heavy-duty rigs. A variety of exhibitors will also be on site with summer safety tips and emergency Pre P preparedness information. FREE FUN! Tukwila Int'1. Blvd. Action Cmte's Trash Pickup Day 9:00 — 10:00 AM For location or information contact Sharon Mann 206-200-3616 >Arts Commission: 3rd Wed., 5-00 PM, Tukwila Community Center Contact Tracy Gal away at 206-767-2305. >Community Development and Neighborhoods Committee: 2nd & 4th Tues , 5 30 PM, Hazelnut Conf Room. Contact Laurel Humphrey at 206-433-8993 (A) Lodging Tax Funding Applications. ➢ COPCAB (Community Oriented Policing Citizens Adv. Board): 2nd Thurs., 6 30 PM, Duwamish Conference Room. Contact Chris Partman at 206-431-2197 > Equity & Social Justice Commission: 1st Thurs., 5 15 PM, Hazelnut Conf Room. Contact Mia Navarro at 206-454-7564. Finance Committee: 1st & 3rd Tues., 5.30 PM, Hazelnut Conf Room. Contact Laurel Humphrey at 206-433-8993. (A) Commercial parking tax legislation. (B) 2017 4th Quarter financial report. (C) 2018 Quarter financial report. (D) Business and Occupation (B&O) Tax next steps. (E) Compensation policy for City employees: finali_e scope of policy review. ➢ Park Commission: 2nd Wed., 5-30 PM, Community Center Contact Robert Eaton at 206-767-2332. > Planning Commission/Board of Architectural Review: 4`n Thurs , 6 30 PM, Council Chambers at City Hall. Contact Wynetta Bivens at 206-431-3670. >Public Safety Committee: 1st & 3rd Mon., 5 30 PM, Hazelnut Conf Room. Contact Laurel Humphrey at 206-433-8993 (A) 2018 P' and 2"d Quarter Police Department report. (B) Amendments to contracts associated with the Public Safety Plan. (C) Washington State marijuana tax income. >Planning Commission/Board of Architectural Review: 41h Thurs., 6:30 PM, Council Chambers at City Hall. Contact Wynetta Bivens at 206-431-3670. ➢ Tukwila Historical Society: 3rd Thurs_, 7:00 PM, Tukwila Heritage & Cultural Center, 14475 59' Avenue S. Contact Louise Jones -Brown at 206-244-4478. >Tukwila Intl. Blvd. Action Cmte: 2nd Tues., 7:00 PM, Valley View Sewer District. Contact Chief Linton at 206-433-1815. >Transportation and Infrastructure Committee: 2nd & 4th Mon., 5:30 PM, Hazelnut Conf Room. Contact Laurel Humphrey at 206-433-8993. 269 Tentative Agenda Schedule MONTH MEETING 1 - REGULAR MEETING 2 - C.O.W. MEETING 3 - REGULAR MEETING 4 - C.O.W. ju ly 2 9 16 23 See agenda packet Special Issues: cover sheet for -An ordinance this week's agenda: establishing regulations July 16, 2018 relating to compliance Regular Meeting. with federal immigration laws. -An ordinance granting a non-exclusive franchise to New Cingular Wireless PCS, LLC, for the purpose of maintaining a telecommunications system in certain public rights-of-way in the City. - An ordinance granting a non- exclusive franchise to New Cingular Wireless PCS, LLC for the purpose of constructing, operating, and maintaining small cells in certain public rights-of-way in the City. A Special Meeting to be followed by the Committee of the Whole. 270