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Home My WebLink AboutCOW 2012-11-26 Item 4B - Resolution - Strategic PlanCo UNCIL AGENDA SYNOPSIS Initials Meeting Data Prepared by Ma or's mien' Cnunci`I re iew 11/2E/12 nil �2 C. (n/V 12/1(1/12 311 ❑ Rid_Asvara MUIgEla le ❑ Millie Hearit iliAq Elena 04111e Mg Dale CATECCRY // Di,rauss // Ram lu,Iian A4 Dal! Nltq Elate 1 1/10/12 Ir or sc R ❑ Cour, ❑ HR ❑ DCD ❑ Film tae ❑ Rire ❑ 11T ❑ P&RI ❑ FIohne ❑ AIYI I11EM INFCRMA11ION ITEM NC. 35 STAFF SPC NSCR: JOYCE TRANTINA ORI GIN AI AGEN EA DATE: 11/2E ) 12 Ac ENDA ITEM TITHE A resolution adoptirig the Tukwila Strategic Plan Ill n 1 I/ 6/1L1 ❑ Mki on A Dai ❑ Crdinanee A4 Daiki ❑ Rid_Asvara MUIgEla le ❑ Millie Hearit iliAq Elena 04111e Mg Dale CATECCRY // Di,rauss // Ram lu,Iian A4 Dal! Nltq Elate 1 1/10/12 Ir or sc R ❑ Cour, ❑ HR ❑ DCD ❑ Film tae ❑ Rire ❑ 11T ❑ P&RI ❑ FIohne ❑ AIYI i'al /1 Nkiyar .1i] or sc R'S ill a City! Ca L ncil i$i being aslll ed lc review a draft Rleslc Iu lion adapting the llukwila Strategic SUMII4ARY Plan. REVIEWEE HY ❑ CCINV Mtg. ❑ CA&P Cnil e ❑ UtiFteis CmIci ❑ Arts Comm. DATE : ►/ F&S Cmtei ❑ Trar.srartation Ciril(i Comm. ❑ Plar.nirg Comim. C HAITI: ❑ Parks COMMITTEE RECOM MBNDAT to NS: SI CN SC RI ADM: COMM: N. Mayor's Office 'FT EF. CCST IMPACT / FUND SOURCE E NI ENE ITURE REQUIREE AMOUNT BUL GETHD A HPRCFRIATION REIQUIREIL $ $ $0 Funic Source: Cciniments: MTG. DATE RECORD CF COUNCIL ACTICN 111)26)12 MTG. DATE ATTACHMENTS 111/26)12 Inform alb: rlal Memorandum dated 111/9/112 Rleslolutic rI in draft form with attachrr ent (draft Strategic Pian) 112/1012 35 36 TO: City of Tukwila Jim Hagg erton, Mayor INFORMATIONAL) MEMORANDUM Mayar Haggeirtcr ilu. kw ila Clity Cla u nail FROM: David Cline, City Administrator BY: Jc y ce llrantina, Rnojecit Analy st DATE Nc ember 14, 201:1 SUB, BC1I: Resolution adapting the S1Irategic Rlar ISISIU Sltafil is seeiking appncNal cif a Resolution adopting the City's Strategic Alan. Iripul nnoviced by the City Cciuncil at a Nci\J amt eir 8,'1012 works!' op, feedkacik from the Tukwila cicimmunily at a Ccimmuriiiy Open 1- ouse, aric final SLggeaiions from the Steering Corr miltee anc Staff C cimm ittees mar the next two weeks will be blenc ed into this draft dodo merit prior io review of the final document and appnmal ky Council. DISCUSSION Early 11- i.i year, and with 11 -al -alp o1l Berk anc Associates, the C i1y began c evelopmeni of its finst Strategic Rlari. AI Steering Committees explored the current state till llukwila, solicited input from membens of tf• e cicirrmuniiy, arid c evelopac a necommendec Strategic Filart fon cionsidenaticiri ky the City Cciuncil. City C ouncilmemkars also participated iri workshops to review input arid pnm is a ileac back thnou gl• out the process. AI broad range cif events anc tools were utilized to ericiciu rage participaiiciri from as many citizens as possible, ici iricilu de online and written surveys, newspaper and City rlu blications, acimmuniiy events anc meetings, and outreach efforts c esigneid spieciificially ici reach senicins, youir anc dNense popµ lations. City stafil alsci play ad a key role by identifying issues and potential strategists througr participation on a Sltafil Comm iitee, err Klloyee Ell misty s and comrr a pity e\Jeriis. Based on a wide ranges of c ata ciollecleic cigar tt e past seven monlr s as outlinec above, a draft Plan has bears c ei% eilopec aric is atlacir ed ton considenaiiari. RECOMMENDATION lir e Council is being ask EIC to discuss the drafil Resoluiiari arid c raft) Strategic Alan al tf• e Novembers 26, '1012 Committee of the Vb 1 -ale metes!irig, aric forward it toll- a ❑acieimk or 'I a, 2012 Coma itieei of Ira Wr ole and Special Meeting for cicirisideration anc acception. A71TACH MENTSI Draft Resolution and attachment Inc raft Strategic Alan; 37 38 AT A RESC IJUTIC N CR THB CII1IY CC UNCIIJ OF 1IHB CITY CR 11UKWILA, WASHING1ICN, ADOPTING THE 2012 CI11Y OF 1111 KWILA STRATEGIC ALAN. WH ERBAS, early if is year, llhe City began a strategic planning pncicess far llhe purposes of developing a broaden L nderstariding of the needs cif its comms, nily; and WH ERBAS, BEIIRK & Associates was selectec lo assist 11• e Ciily tri c e\,elciping its ilirsll Sllnallegic Plan; and WHEREAS, a Steering C ommitiee, made L. p of representatives from the bi siness ciommi. nilly, ccimmi niiy groups, nesideriis, the Ciily Counciil, and others, and a Ciiy �liaff Clommitllee were established arid mei riegi.larly 110 share community arid employee input, analyze information and prioritize findings; and WHBREA S, Commitilee Ambassadors, Couricilmembersi, employees arid others sr ailed inilormalion and collected iripui from a wide range of community groLps, cilubs and cirganiaaticins; arid WHBREASI, a broad range of events and tools were Lililiaed to enciourage participation from as marry ciillizeris as possible, including: online and wniilten surveys, newspaper and City publicallioris, community events and meetings, and disciussionsi targeted specifically to neacif• seniors, youth arid diverse pain Iaiions; and W H ERBAS, the final '2012 City of Tuilwila Strategics Rlari I• as keen completed; arid WH ERBAS, this Stnaiegic Plan will pro% ide a broac strategy far prioritizing 111• e needs of the community in the rriorill- s and years aheac NCW, THERBRORB, THE CITY COUNCIL OR 11HE CI11Y OF TUKWILA, WASHINGTON, H ERBBY RBSIC IJVBSI AS RC LLOWS: The City Council adopts the 2012 City oil TuNwila Stnailegic Plan, a dopy of wl-ict is atilached hereici as Exhibit A. W:\Word Rroce; s lag' Resolutions`Strategic Rlan adopted 11-8-'12 JT:bjs Raga 1 of '2.1 39 PASSED BY THB CITY CCL NCIIL C F TI- E CI1IY CF TUKWILA, WAS HINGTC N, at a Speclial Meeting thereof tl- is day of , 2012. ATTEST/AUTHBNTICATB❑: Cf risty C'Flaher1y, MMC, City Clerk Venria Seal, Council Rresident APRRCVE❑ AS TO FCRM BY: Shelley M. Kerslake, City Attorney Exhibiil A: 2012 City of 1c kwila Slinailegic Rlan Word Riocessin9l`Resalutions)£Itiategic Alan adopled 11-8-'12 JT:bjs 40 Filed will- 11-e City Clerk: Rassed by the Ciily COL ncil: Resor tion NL rriber: Raga ;I of ;I STRATEGIC PLAN 2012 City of Tukwila STRATEGIC ACTION PLAN , 42 City of Tukwila Project Leadership Team ► Mayor Jim Haggerton ► David Cline, City Administrator ► Joyce Trantina, Project Analyst Tukwila City Council ► Verna Seal, Council President ► Joe Duffie ► Allan Ekberg ► Kathy Hougardy ► Kate Kruller ► De'Sean Quinn ► Dennis Robertson Advisory Committee ► David Cline, City Administrator ► Katrina Dohn ► Mary Fertakis ► Mayor Haggerton ► Mike Hansen ► Joan Hernandez ► Kathy Hougardy, Councilmember ► Sharon Mann ► Jenny McCoy ► Bryan Nelson ► Todd Pietzsch ► Deborah Salas ► Charanpreet Samra ► Verna Seal, Councilmember ► David Shumate ► Gary Singh ► Jerry Thornton ► Sarah Vallieu ► Lynn Wallace ► Mike West ► Leshya Wig ► John Williams :iii BERK "Helping Communities and Organizations Create Their Best Futures" Founded in 1988, we are an interdisciplinary strategy and analysis firm providing integrated, creative and analytically rigorous approaches to complex policy and planning decisions. Our team of strategic planners, policy and financial analysts, economists, cartographers, information designers and facilitators work together to bring new ideas, clarity, and robust frameworks to the development of analytically -based and action - oriented plans. PROJECT TEAM Brian Murphy, Project Manager Dawn Couch, Strategist and Community Engagement Lead Alex Krieg, Gary Simonson, Emily McConnell, & Erik Rundell, Analysts Julie Jacobson, Graphic Designer Staff Committee ► Zach Anderson, Police ► David Cline, City Administrator ► 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 ► Kimberly Matej, Council, Legislative Analyst ► Stacia Norris, Information Technology ► Jack Pace, Community Development ► Nate Robinson, Parks and Recreation ► Crystal Sweet, Municipal Court ► Tanya Taylor, Public Works ► Don Tomaso, Fire ► Joyce Trantina, Mayor's Office 2025 First Avenue, Suite 800 Seattle, Washington 98121 P (206) 324-8760 www.berkconsulting.com 43 44 CONTENTS To be developed. 45 46 CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 47 48 CONTEXT CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 49 50 Picture Picture Picture Picture 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 "a city of opportunity and 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, but acts instead to provide direction and structure 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 achieve our shared Vision and Goals? This Plan is the result of more than eight months of community conversation and the hard work of community representatives and City staff. 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? Together, community representatives, staff, and City leaders have agreed on goals and strategies that best position the City for the future. See the sidebar on page 8 for more discussion of the community engagement efforts that were conducted as part of this planning process. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 51 52 Unifying Themes The 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 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" Throughout this document, 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 visitors, 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, including families who have lived for multiple generations in Tukwila, recent refugees and immigrants from all over the world, young families, seniors, children, and members of countless organizations, from the Tukwila International Boulevard Action Committee to 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 strong focus throughout this document of engaging Tukwila's many communities in continuous efforts to strengthen the community, drawing on and not diminishing the strengths of individual communities for the good of each and the whole. Picture Picture Picture Picture CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 53 54 Plan Structure The Community Vision and five Goals describe the desired future of for 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 ideas (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 IV. STRATEGIC PLANNING COMMUNITY ENGAGEMENT Community engagement was a top priority in the strategic planning process. The City paid careful attention to planning and conducting community engagement activities that best fit the needs and preferences of the communities. Throughout this process, the City worked with partners and community volunteers to have conversations with as many members of the community as possible. The City prioritized community engagement to ensure the Strategic Plan is aligned to community needs and interests. Throughout the eight month process, Tukwila's community members had hundreds of conversations about the City and its future. These conversations, and the new connections they represent, are an important first step to making the City's Vision a reality. 55 56 SUMMARY A CITY OF OPPORTUNITY AND THE COMMUNITY OF CHOICE CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 57 58 Picture Picture Picture SUMMARY OF VISION, MISSION, GOALS, & OBJECTIVES A city of opportunity and the community of choice. To provide excellent services in support of a safe, inviting, and healthy environment for residents, businesses, and visitors. GOAL ONE. A Community of Inviting Neighborhoods & Vibrant Business Districts A. Cultivate community ownership of shared spaces to improve how the City looks. 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. Leverage City efforts and investments to realize established visions for specific sub -areas. GOAL TWO: A Solid Foundation for All Tukwila Residents A. Partner with organizations that help meet the basic needs of all residents. 59 60 Picture Picture Picture B. Strive for excellent education, vocational supports, and personal growth opportunities through City services and effective partnerships. C. Encourage maintenance, improvements, and diversity in the City's housing stock. GOAL THREE: A Diverse & Regionally Competitive Economy A. Embrace the City's economic potential and strengthen the City's role as a regional business and employment center. B. Strengthen the City's engagement and partnership with the business community. GOAL FOUR: A High -Performing & Effective Organization A. Use the City's Vision, Mission, and Strategic Plan to focus and prioritize City efforts. B. Advance Tukwila's interests through participation in regional partnerships. C. Continue to develop as an organization and support individual growth. D. Ensure 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. 61 62 GOAL 0 N E A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS One of Tukwila's greatest strengths is its combination of strong and defined residential neighborhoods with a diverse business base. The commitment to making the City's neighborhoods more inviting and its business districts more vibrant is foundational to advancing the City's other aspirations contained in this Plan. Two priorities run through this Goal: ensuringthe City's neighborhoods and business districts are both safe and visually attractive. These characteristics are strongly interlinked: as safe and inviting neighborhoods and vibrant businesses go hand in hand. When neighborhoods are inviting, people want to be in them. Active neighborhoods deter crime, further improving their appeal. Inviting and appealing spaces attract more shoppers and employers, supporting the vibrancy of our 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. In addition, it directs City planning and investments towards 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 within the City, and engaging residents and businesses in establishing and maintaining community-based expectations for how Tukwila's public and private spaces will look. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 63 64 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE Objectives & Strategies "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident A. Cultivate community ownership of shared spaces to improve how the City looks. 1. Promote shared staff and community understanding of the City's fiscal position and the revenue and cost factors that affect it. 2. Expand the City's system of incentives, tools, and supports to encourage investment in and maintenance of private and public spaces. Improve enforcement of the City's regulations. 3. Ensure City -owned properties meet the community's desired look and feel. Encourage City partners to maintain their properties to similar standards. 4. Explore ways to use public art to beautify and enrich the community. 5. 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. Leverage the efforts of all City departments to reduce crime. 2. Use environmental design principals 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 to the community 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 (WORKING DRAFT 11-20-12) 65 66 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE continued "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident 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 the following options as funding and other factors allow: • Sidewalk, trail, street, and lighting improvements to support biking and walking. • Walking and biking connections between neighborhoods and com- mercial nodes. ► Identify appropriate parks to be made safer for all users by reducing vegetation to improve visibility, allowing other parks to remain in a "wilder" state. ► Advance implementation of the City Walk and 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. 4. Address seismic concerns in existing City facilities for the safety of staff and customers. As renovation or rebuilding occurs, ensure facilities are efficient and inviting to the public. SIDEBAR HEAD Sidebar text, graphs, and etc go here. 67 68 A COMMUNITY OF INVITING NEIGHBORHOODS & VIBRANT BUSINESS DISTRICTS GOAL ONE continued [Photo] The Walk & Role Plan is the City's first pedestrian and bicycle plan. It includes projects to improve streets and trials for pedestrians and bicyclists. The Plan has a "complete streets" focus that expands the idea of transportation from simply keeping cars and trucks moving to the idea that Tukwila's streets ought to 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 6. Promotion of and Participation in Biking and Walking Programs 7. Identify and fund Walk and Roll projects in the Capital Improvement Program (CIP) D. Leverage 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 City-wide. 5. Identify infrastructure needs to achieve our 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. Picture Photo caption goes here. lorem ipsum dolor consectuer estes hablet monter furies progglat. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 69 70 A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS Picture Picture Picture GOAL TWO A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS Cities are not only places where people live, work, shop and play. Cities are places in which individuals and families make their lives. For Goal Two, the City, in collaboration with its partners, will work to establish a solid foundation from which all residents will have access to opportunity and the option 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 community for their remaining years. 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 and increasing awareness, and funding. In playing these roles effectively, the City will listen and work collaboratively with its partners to make a real and positive difference in the lives of community members. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 71 72 A SOLID FOUNDATION FOR ALL TUKWILA RESIDENTS GOAL TWO continued "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident A. Partner with organizations that help meet the basic needs of all residents. 1. Continue to advocate for vulnerable populations and increase understanding of the challenges they face. 2. Actively collaborate with service providers supporting basic needs and job readiness. 3. Be a regional leader in efforts to increase housing security and meeting the needs of a dynamic community. ► Explore opportunities for supporting cooperative and alternative housing for transitioning and recent refugees. B. Strive for excellent education, vocational supports, and personal growth opportunities through City services and effective partnerships. 1. Strengthen the City's partnership with schools to identify and pursue shared goals. ► Explore 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 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 and 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 of new housing units in established neighborhoods. 2 Promote the availability of quality housing options at all price points to support social diversity and ensure families and individuals can remain in Tukwila as life circumstances change. ► Explore opportunities to provide more assisted -living options for seniors that are neither low-income nor in-home care. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 73 74 Picture Picture Picture GOAL THREE REGIONALLY COMPETITIVE ECONOMY The ability of the City to of Tukwila to fulfill its Mission of "providing excellent services in support of a safe, inviting, and healthy environment for residents, businesses, and visitors" 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 role in 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 and easy access, a diverse business base, and long-standing role as a regional retail and employment center. However, these are not built-in qualities: the City must protect and support 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 are and 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 hub and preparing for the retail market of the future. 2. Supporting the retention and expansion of the City's commercial and industrial businesses. 3. Cultivating the success of the City's entrepreneurs and small businesses, including businesses owned by refugees, immigrants, and non-native English speakers. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 75 76 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY GOAL THREE continued To support the City's diverse 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 and actions of Goal 3, the City will engage the business community in strengthening Tukwila's community. Tukwila businesses are largely untapped resources in this regard and have much to gain from a strengthened physical and social fabric of the community. When individual businesses prosper, there are benefits to Tukwila as a whole, and when the community prospers so too are there benefits for individual businesses. "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident CITY OF TUKWILA STRATEGIC PLA Picture Sidebar text, graphs, quotes, and etc go here. 78 A DIVERSE & REGIONALLY COMPETITIVE ECONOMY GOAL THREE Objectives & Strategies "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident 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 among the City of Tukwila, Tukwila residents, and Tukwila businesses. B. Strengthen the City's engagement and partnership with the business community. 1. Improve the City's ability for two-way communication with Tukwila businesses. 2. Cultivate business participation in strengthening and promoting the Tukwila community. SIDEBAR HEAD Sidebar text, graphs, and etc go here. 79 80 Picture Picture Picture GOAL FOUR A HIGH -PERFORMING & EFFECTIVE ORGANIZATION This Strategic Plan is the first step in the next phase of Tukwila's history, but it is not the last step. This Plan will promote and inform additional conversations and decision-making, as the City and its partners work from year to year to implement the desires and ambitions established in this document. The City of Tukwila has provided high quality services to its community during its first hundred years and commits to proactively strengthening this tradition going forward. Like all cities, Tukwila has finite resources. In being a good steward of public resources, Goal Four describes the path to improving capabilities and efficiencies within the City to deliver more value to the community. A primary focus is having the different parts of the City 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. SIDEBAR HEAD Sidebar text, graphs, and etc go here. 81 82 A High Performing & Effective Organization GOAL FOUR continued The graphic below illustrates how the Strategic Plan will be used to inform annual budgeting and work planning efforts across the City, guiding efforts around the Vision and Goals established in the Plan. The Plan does not commit the City to future actions, but establishes a community -derived Vision and Goals. The model below establishes a transparent process for developing and reporting on City 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, be 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. STRATEGIC PLAN Vision & Mission Goals Objectives A Annual Progress Report Actions & Investments 1/ Annual Planning Council Goal Setting Departmental Workplans Performance Targets CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) f Additional Community Input 83 84 A High Performing & Effective Organization GOAL FOUR Objectives & Strategies "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident A. Use the City'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 work planning. ► 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 broader participation of City staff and elected officials in regional partnerships and consortia. 2. Be a regional leader in building common goals with our local and regional partners to achieve the greatest possible results. C. Continue to develop as an organization and support individual growth. 1. Encourage employee leadership throughout the organization. Engage and leverage the full abilities of each employee. [sidebar to be developed] 2. Establish a culture and mechanisms to support ongoing growth and learning as an organization. CITY OF TUKWILA STRATEGIC PLAN (WORKING DRAFT 11-20-12) 85 86 A High Performing & Effective Organization GOAL FOUR continued Picture D. Ensure the Tong -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. Picture PLAN (WORKING DRAFT 11-20-12) Photo caption goes here. lorem ipsum dolor consectuer estes hablet monter fuiles progglat. 87 88 Picture Picture Picture GOAL F IVE A POSITIVE COMMUNITY IDENTITY & IMAGE This Goal 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 other part of the City. Throughout the strategic planning process we heard a desire to increase the shared sense of belonging and membership in Tukwila as a whole. Improving the look of neighborhoods and the vibrancy in business districts will encourage members of the community to enjoy the neighborhoods and conduct business in Tukwila, in turn increasing their sense of familiarity and ownership of the Tukwila. A first step is strengthening the City's ability to engage with 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, as well as learning from related efforts that failed, to continue to build strong relationships with individuals and groups. As the City's relationships with its many communities grows, it will seek to build bridges among these groups, connecting, sharing, and recognizing communities for the good of each and the good 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 we mature in our internal identity, 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 visitors. Tukwila has many strengths to communicate, including everything from its geographic location in the region — a community at the center of it all — to its positive business climate to its 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 (WORKING DRAFT 11-20-12) 89 90 A Positive Community Identity & Image GOAL FIVE Objectives & Strategies "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident A. Improve the City's ability to build trust and work with all members of the Tukwila community. 1. Broaden the City's toolkit to include new technology and formats that enable two-way communication. 2. Strengthen the City's ability to engage with communities that do not participate in traditional formats. ► Adopt engagement strategies bring City staff and decision makers out into the communities they serve to engage in meaningful dialogue. [sidebar describing outreach efforts conducted in this strategic planning process] ► 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 City 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. SIDEBAR HEAD Sidebar text, graphs, and etc go here. 91 92 GOAL FIVE continued A Positive Community Identity & Image Picture 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. ► Establish 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 citywide 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. "Quote goes here lorem ipsum dolor consectuer estes hablet monter fuiles progglat." - Joe resident CITY OF TUKWILA STRATEGIC PLA