HomeMy WebLinkAboutSpecial 2012-12-10 Item 5B - Resolution - 2012 Strategic PlanCOUNCIL AGENDA SYNOPSIS
Initials
Meeting Date
Prepared by
Mayor's review
Council review
11/26/12
]T
I I Motion
Mtg Date
('rr
12/10/12
7T
CJ/
E Other
Mtg Date
CATEGORY /1 Discussion
LI Resolution
Mtg Date
Mtg Date 12/10/12
SPONSOR ❑ Council
I I HR ❑ DCD n Finance I I Fire I I IT ❑ P&R n Police ❑ PW
■ Mayor
ITEM INFORMATION
ITEM No.
J b
STAFF SPONSOR: JOYCE TRANTINA
ORIGINAL AGENDA DATE: 11/26/12
AGENDA ITEM TITLE A resolution adopting the Tukwila Strategic Plan
11/26/12
I I Motion
Mtg Date
❑ Ordinance
Mtg Date
I I BidAward
11dtg Date
n Public Hearing
Mtg Date
E Other
Mtg Date
CATEGORY /1 Discussion
LI Resolution
Mtg Date
Mtg Date 12/10/12
SPONSOR ❑ Council
I I HR ❑ DCD n Finance I I Fire I I IT ❑ P&R n Police ❑ PW
■ Mayor
SPONSOR'S The City Council is being asked to review a draft Resolution adopting the Tukwila Strategic
SUMMARY Plan.
REVIEWED BY ❑ COW Mtg. I I CA &P Cmte
❑ Utilities Cmte ❑ Arts Comm.
DATE:
■ F &S Cmte
I Transportation Cmte
Comm. I I Planning Comm.
CHAIR:
fl Parks
COMMITTEE
RECOMMENDATIONS:
SPONSOR /ADMIN.
COMMITTEE
Mayor's Office
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$ $ $0
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
11/26/12
Forward to December 10, 2012 meeting
MTG. DATE
ATTACHMENTS
11/26/12
Informational Memorandum dated 11/9/12
Resolution in draft form with attachment (draft Strategic Plan)
12/10/12
Resolution in final form with attachments
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City of Tukwila
Washington
Resolution No.
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF TUKWILA, WASHINGTON, ADOPTING THE
2012 CITY OF TUKWILA STRATEGIC PLAN.
WHEREAS, early this year, the City began a strategic planning process for the
purposes of developing a broader understanding of the needs of its community; and
WHEREAS, BERK & Associates was selected to assist the City in developing its
first Strategic Plan; and
WHEREAS, a Steering Committee, made up of representatives from the business
community, community groups, residents, the City Council, and others, and a City Staff
Committee were established and met regularly to share community and employee input,
analyze information and prioritize findings; and
WHEREAS, Committee Ambassadors, Councilmembers, employees and others
shared information and collected input from a wide range of community groups, clubs
and organizations; and
WHEREAS, a broad range of events and tools were utilized to encourage
participation from as many citizens as possible, including: online and written surveys,
newspaper and City publications, community events and meetings, and discussions
targeted specifically to reach seniors, youth and diverse populations; and
WHEREAS, the final 2012 City of Tukwila Strategic Plan has been completed; and
WHEREAS, this Strategic Plan will 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:
The City Council adopts the 2012 City of Tukwila Strategic Plan, a copy of which is
attached hereto as Exhibit A.
W: \Word Processing \Resolutions \Strategic Plan adopted 11 -8 -12
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Page 1 of 2 85
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at
a Special Meeting thereof this day of , 2012.
ATTEST /AUTHENTICATED:
Christy O'Flaherty, MMC, City Clerk Verna Seal, Council President
APPROVED AS TO FORM BY:
Shelley M. Kerslake, City Attorney
Exhibit A: 2012 City of Tukwila Strategic Plan
8 6 W: \Word Processing \Resolutions \Strategic Plan adopted 11 -8 -12
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Filed with the City Clerk:
Passed by the City Council:
Resolution Number:
Page 2 of 2
strategic plan 2012 final draft
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IIIII � MI ERK PROJECT TEAM
"Helping Communities and Organizations
Create (heir Best Futures"
2025 First Avenue, Suite 800
Seattle, Washington 98121
P (206)324-8760
www.berkconsulting.com
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contents
introduction planning process summary
appendices
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Rock 'n' Roll Marathon starting line,2009
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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 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.
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April 2012 - December 2012
Tukwila's strategic planning process was designed to create a plan
that is compelling enough to unite the community and practical
enough to be realized. To accomplish this, the planning process
included outreach, analysis, discussion, and consensus building
across two project phases:
Phase 1: Information Gathering & Issue Identification
Phase 2: Strategy Development & Refinement
Strategic Planning t a eg✓, <;� , ,,, PI Committees
The effort was spearheaded by two committees that each
met eight times between May and November 2012 to review
information and consider the many challenges and opportunities
facing Tukwila. BERK facilitated discussion and exploration of key
' topics to build consensus around the community's desired future.
Steering Committee. The Steering Committee guided
the strategic planning process and was the ultimate
recommending g 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-
04 POE
olla fe, departmental team of 16 employees representing functions
across the City. These individuals will be instrumental in
implementing the Plan.
bomber,of the,5tratogic,Planning,5torring Committee Community Engagement
and samplo work in progross 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
aboutthe communityand 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.
C II II"Y 0 II'" 'll"IU Ilt II II A M"II"IPA A II II G II t If:,'IL...A III (II'"II III A II. IC)II'i A II II � 2..0 5 '� 2) 97
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Graphic Ntrtos from Divorce C;rrrrlinunity Fbrurrr
A Multi-Pronged Approach to Community Engagement CUMI'MUN, I TY Gf?"11"Oui'lls,
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:
No, Project website and communications materials such as handouts, an-
nouncements, and flyers
No, Community Survey, with online and printed formats
No, Information sharing and straw polls at community events, including
Touch-a-Truck, Family Fourth at the Fort, and Tukwila Night Out
No, Partner and community group Engagement
— Strategic Planning committee members met with more than 20
community groups (listed to the right)
Community Visioning and Draft Plan review meetings
— Rainbow Haven
Diverse Communities Forum (see summary graphic above)
— Public open house on Draft Plan
Targeted engagements to include perspectives of Tukwila's immigrant,
refugee, and linguistic-minority communities
— Cascade View Elementary Family Nights
— Women's Refugee Alliance's Youth Leadership Class
— Diverse Communities Forum
Staff Engagement
Executive Team worksessions
— Staff Survey
— Draft Plan review through all-staff coffee breaks
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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.
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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.
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COMMUNITY V IS ION
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 .
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STRATEGic GOALS & OBJECTIVES
G 0 A 111 0141E 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.
G 0 A III °I1 WO 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.
G 0 A III IIIf"IIIh°IIII I1111f 1I 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.
GOA1 I°IUIR A High-Performing & Effective Organization
A. Use Tukwila's Vision, Mission, and Strategic Plan to focus and prioritize City efforts.
B. Advance Tukwila's interests through participation in regional partnerships.
C. Continue to develop as an organization and support individual growth.
D. Ensure City facilities are safe, efficient, and inviting to the public.
E. Ensure the long-term fiscal sustainability of the City.
G0 A 111 1°°`IVIE 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.
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GOAL ONE 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 commitmentto makingthe 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.
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A. Cultivate community ownership of shared spaces.
GOAL1. Expand the system of incentives, tools, and supports that encourage
investment in and maintenance of private and public spaces. Improve
Objectives & Strategies 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 H-Js engagement to other corrirriunity....
brail(ling efforts.
I::::xI)loi,e opporturdhes to engage visitors in crime prevention and crime
reporting.
Improve relahonsl-iilps between the Cite and irrirriigrant corrirriurdhes around
pubhc safety.
4. Partner with social service organizations and explore regional solutions
to prevent crime.
I:Review case data to idenhfy frequent violators and coor(linate with serke
provklers to resolve issues.
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C. Focus City planning and investments on creating a
GOAL ONE connected, dynamic urban environment.
1. Prioritize changes that promote public safety, encourage the active use
continued of space, and facilitate toot and bike access.
Make sii iiints to support the desired eiient, including
sidewalk, trail, street, and lighting irripiroverrients to support bilking and
walking as funding and other factors allow.
Identify appropriate parks to be ii safer for all ri by reduring
vegetation to iii visibility, allowing other parks to have ii native
landscaping.
Advance irripleirrientation of the City Walk& Roll ::Ilan.
2. Explore creative ways to increase transit, toot, and bicycle access to
community amenities, stores, and jobs.
3. Work with the community to identify desirable retail opportunities in
residential neighborhoods.
Fhe Walk & [RdHl [::Iairi is the Dty's fiiist pedestiiiairi and bcyde Ip air7.
t inchides piqe(As to ing.)iiove sfteets and tiiads foii pedestii��a iris and
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the focus of tiiairisIpoiilafloiri IpIlairiiniiirig ftoinn keeIpirig caiis and tii
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2, Desigiriafloiri and adqpflon of "bcycde ftleiridy [outes,"
3, Conflinue constinidoin of n6ghboiihood Iluiniks.
4. Il om than the nnuiriuinniiinn toir Ipedestiruairi safety,
5, [Radbanking foi[ the fijtii ire:: acqiiii[iirig and iii iirig abandoned ladl
.......... ...
MIIMMM
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��. IIIIIIV IIIIIIV IIIIII IIIIIIIIIII IIII IIIIIII IIIIII VIII IIIIII
D. Use City efforts and investments to realize established
GOAL visions for specific sub-areas.
1. Implement the community-led vision for the Tukwila International
continued 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 delpai'trrient teai,ris in long ten,ri Manning efforts to establish
:hair" goals and target Cite investments in catalytic pi,ojects.
March 19,2712 IN 6cILE
Concept site plan
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GOAL TW 0 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.
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118
A. Partner with organizations that help meet the basic needs
GOAL of all residents.
1. Continue to advocate for vulnerable p o p ulations and increase
Objectives & Strategies 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.
I.xl)loi,e oppoiI 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.
I:::.ngage corrirrirariit rrie;rril e;rs in icic;ritit irig rarirrie;t needs and Interests.
I::::xl)loi,e oppoiI to Increase easy access to the lulkwila Corrirriurdty
Center OCC) and bring prograrrirriirig out of the IN, into the corriI
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.
I::::xl)loi,e oppoiI to provide rrlore;assisted living options for seniors that
are nc;itlic;r low Income; nor in home care.
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m'1'% ;
l. r
GOALTHRE
A DIVERSE & REGIONALLY
COMPETITIVE ECONOMY
The ability of the City of Tukwila to fulfill its Mission of providing
superior services that support a safe, inviting, and healthy
environment for our residents, businesses, and guests depends
directly on the strength of its economy. Without maintaining
a strong economy, the City will not be able to provide quality
services to its residents and infrastructure for its neighborhoods.
In addition to this critical role supporting the City's tax base,
Tukwila businesses provide jobs, shopping options, and services
for local residents.
Tukwila is fortunate to have many significant economic assets,
including its central location, diverse business base, and long-
standing role as a regional retail and employment center.
However, these are not guaranteed qualities. The City must take
action to protect and strengthen its economic assets and regional
role in the face of changing tastes, regional and global economic
forces, and competitive moves by other communities. Tukwila
and its businesses must be proactive and innovative to maintain,
let alone increase, market share, employment levels, and City
services.
The City's economic development efforts will continue to be multi-
pronged, addressing three aspects of the City's economy:
1. Protecting the City's role as a strong regional retail center and
preparing for the retail market of the future.
2. Supporting the retention and expansion of the City's
commercial and industrial businesses.
3. Cultivating the success of the City's entrepreneurs and
small businesses, including businesses owned by refugees,
immigrants, and non-native English speakers.
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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.
, (Whole=aleTmde,
is VVTU Transportation&
and othelr guests 30,000 Ut,,tie=,
25,000 111111 Services
Anothelf key chalractelfllsfl(:, of they (.,oinnlnnulniily liS 20,000 Retail
111111111 Construction&
As palft.of ll" s [I' aln, Iiukwllla co innlnnllls�to Irlulrlulflling 0 Resources
Is sliming and &velf s ecoinoinnIIc base Ir the
coinnliing yealf`s.
124
1, Embrace the City's economic potential and strengthen the
GOALTHREE City's role as a regional business and employment center.
1. Establish and implement an economic development strategy that
Objectives & Strategies 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.
3
125
126
r
y;
GOAL FOU A HIGH-PERFORMING &
EFFECTIVE ORGANIZATION
This Strategic Plan is the first step in the next phase of Tukwila's
history, but it is not the last step. This Plan will promote and inform
additional conversations and decision-making, as the City and
its partners work from year to year to implement the desires and
ambitions established in this document.
The City of Tukwila has provided high quality services to its
community during its first hundred years and commits to
strengthening this tradition going forward. Like all cities, Tukwila
has finite resources. Goal Four describes the path to improving
capabilities and efficiencies within the City to deliver more value to
the community with the resources it has. A primary focus is having
the different parts of the organization work better together. By
aligning the efforts of City departments, individual staff members,
and the City's partners around the shared Vision and Goals
articulated in this Plan, the City will focus its efforts on achieving
what matters most to the community it serves.
Community Priorties for City Action,2012
Improving the local economy,with jobs and opportunities for area
_businesse_s
OIrgdin g feedback and corsu or wltr the Improving T
u kwila's
image and reputation in the region
publllic us Ikey to a dry evliing the( t)jedves in Goall - _ -
Ensuring the City is financially healthy
Improving the physical appearance of the community
Improving police services s
olfo(,ess (see page. ), d I Is colnnllnnlllHed to Strengthening the local social safety net(supports and services for
biioadeIrn ing Ilts colnnllnnlulr)I ly eingageInneint toolllkllt, Individuals and families in need)
Increasing housing choices for all ages and incomes r
flNs (.,haft sunnnnaiif zes inlput iie(.,6ved ftonn Improving traffic or road conditions
the 2C II 2 Co lnnl lnnl a lnl li t S " Improving parks and recreation choices
T
IpIfuolf tlies. —
k Improving bicycle and sidewalk connections
Improving fire services
Other(please specify)
0% 10% 20% fat% 40% 50%
128
The City Performance & Accountability Model 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.
Community Vision City Mission Goals Objectives
iinvollves additionall colI
lI and Ipalrtlmalr alm a almal t
I II II III IIII VIII IIII Illlh"
uuum unky Mp u4*
0� Council Goal Setting
0� Departmental Workplans
uui�uui�uu uuIVuu iuiiiiuui uuiiiiiiu uui liiiiiull
0� Performance Reports 0� Measurable Goals
0� Situation Assessments 0� Performance Indicators
oo, Vuoformabon Shan ng*
8',I�uu 4K7MMMMMF�Viu� � "r����uu uuiiiiiiui uulluu 1111 Iliiiiiiiiull 0� Imon Steps
0� Outcomes-based Funding
129
130
Oil
A. Use Tukwila's Vision, Mission, and Strategic Plan to
GOAL focus and prioritize City efforts.
Objectives & Strategies 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 of I r,ustorrir;r sr;rvire culture foci.ase(I on achieving
the City's IVIIssIon.
[.:.stablish an annual process for revIewing progress and establIshIng
I rir;w action plans for iiIritirig the rorrirrn.ariity aspirations set by thi
CtI [Ilan.
I::::stalblIslh City of lulkwila Values or Guk ing [Irindples to shape
� I
organizational culture and gi kle(JecIsIori rri�l�irig.
FIhe sklillll and d'e6cafloln of FuA4illa's 2. Track and report progress on meeting Strategic Plan Goals to City
ennl.)byees its a Q,olm sfl eingtlhl. We valhie staff, residents, businesses, and other interested parties.
K yee cointlriibu�utiioins today iie I(Jentify I erforrriance rrir;asi. res by(Jel artrrient and establish tools and
coinnllnnlliH d to fix their de vellqp ing oIx sklilHs sche(Jules for revIewing, sharing, and learning trorri progress.
and iilnnllpii oviiing Ihow we vrroi* t¢ogetlhleii,
y 3. Improve communication and strengthen relationships up, down, and
across the organization.
Il
each g B. Advance Tukwila's interests through participation in
beyond l
Inl&ied a ar ll
d'eIKaiitlnneints and iinfolrnned, 6stirllbuted regional partnerships.
deQ,lisloinl lnnlalkliing that advances oIx
c,ollllee:%ve goons, 1. Encourage broad participation of City staff and elected officials in
regional partnerships.
and ead'eiishlip I16hes on rill einnlp oyees 2. Be a regional leader in building common goals with our local and
u matt i[stain6ing thl611 Ii6e vrrlifJNin the bail eil regional partners to achieve the greatest possible results.
effolr l. Whlile establllish ink oIx Visbin,
l iissbi l t�� e�Innlulnl « the Ihllillrinl�oiilaint fiilrst. C. Continue to develop as an organization and support
oiig inliza lioln we wring to be, siginiifiicaint individual growth.
wolrlk (hies in flront of us,
1. Encourage employee leadership throughout the organization. Engage
tlNs 111an Ipii ovOes guiOaine:e to Iieviis ing and leverage the full abilities of each employee.
oIx ¢)If`gaInlIlzaf11oIn4l stlf`ucluIf`es aInlat systeInn;
and � ; as effec liv6y 2. Establish a culture and mechanisms to support ongoing growth and
learning as an organization.
of oIx I lissbin and lin Ipulrsuilt of oIx
Q,oinnllnnlulnlity's Visbin and Goak. We v oUlld
also belnefiit f ornl estaUhshling Arty of
lulkvrriila Values that guOe (how we vrroi*
wr tlhl one aInotlheii and (how we tlreat oIx
paiitineiis and custoinnlei[s,
132
D. Ensure City facilities are safe, efficient, and inviting to
GOAL the public.
d E. Manage t h e long-term fiscal susta in ab ili ty o f t h e City.
continue
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.
1::.:.rali.aate City seirvi es and seirke dr;hveiN models relahve to the
City's IVhsss on, Ctirate& I:1Ian,final outlook, and ongoing input
f ro rri the c,o rri rri u r i ty.
I::::stabHsh pol des and processes to adopt technology that
irripiroves City services and rrial es the;rri more efficient.
I::::xI)loi,e opporturdhes for re&nal pairtneirsh jps and re&nal
service;ele he;ry models that are;fiscally be;rie;ticial to the City and
in line;with corrii'mur ity values.
I::::ncoi.arage future;ele;ve;loprrie;nt in locations where exx sting
infrastructure can absorb the growth.
3. Increase City revenues to support quality services for the whole
community.
ggre ss� ve;ly pursue;olplporti.anihes to grow the City's bus rie ss tax base
through econorrk development.
I::::XI)loi,e options to increase revenues for the pi,Wsion of City services or
tac,il hes for the be;ne;tit of our reskle;nts, bus rie;sses, and visitors through
rrie;chardsrris that are;fair and appropriate.
133
134
Hill
GOAL FIVE A POSITIVE COMMUNITY
IDENTITY & IMAGE
Goal Five addresses two interrelated aspects of the Tukwila
community: its internal identity and its external image.
TheCitywill make proactive effortsto strengthen Tukwila's identity.
As a community composed of many smaller communities, this
will be a complex and rewarding effort. Today, many people
feel connected and committed to their own piece of Tukwila,
be it a block, a neighborhood, a business park, or a particular
linguistic, cultural, or interest group. Throughout the strategic
planning process we heard a desire to increase the shared
sense of belonging and membership in Tukwila as a whole.
A first step is strengthening the City's ability to engage all community members, using
online tools, traditional meeting formats, and innovative, adaptive formats that open lines
of communication with members of communities not reached via other means. The City
commits to following up on the successful community engagement efforts used in this
planning process (see page 3), as well as learning from efforts that were not as successful,
to continue to build strong relationships with individuals and groups.
As the City's relationships with its many communities grow, it will seek to build bridges among
these groups; connecting, sharing, and recognizing communities for the good of each and
the betterment of all. These connections, together with the investments in neighborhoods,
business districts, and other community supports as described in other Goals, will bolster
our identity, strengthening shared understanding and appreciation for who we are as a
community.
As our internal identity takes shape, we will promote an aligned external identity that
communicates a positive view of Tukwila to outsiders, including potential new residents,
business owners, shoppers, and other guests. Tukwila has many strengths to communicate,
from its geographic location—a community at the center of it all—to its positive business
climate and dynamic and international shopping, recreation, and dining offerings. These
aspects of the Tukwila story are important elements of the City's image and brand that will
be promoted regionally.
136
A. Improve the City's ability to build trust and work with all
GOAL members of the Tukwila community.
1. Broaden the City's toolkit to include new technology nd formats that
gy
Objectives & Strategies enable two-way communication.
2. Strengthen the City's ability to engage with communities that do not
participate in traditional formats.
Adopt ongagc�;rrir;rrt stratr;gir�;s that lacing Ci�ty staff and clr;c,�ision rriahe�;r
out into the corrirriunitios they serve to engage in rrileardngful (lialogue.
Cultvate rrileardngful, long term relahonsl-ides Mth rrierribers of the City's
corrirrmnihes.
L::xlaand the lingua sho and cultural corrilaotendes of Cite staff through
training and hh,rig.
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.
137
138
C. Promote a positive identity and image of Tukwila.
GOAL1. Take a proactive role in generating positive media coverage of the
community.
continued [Iii the City's amenities, cultural dyinaii and geographic location.
Shift negative lions about rii in lulkwila.
2. Implement a long-term, scalable community branding effort.
El.stablish roii themes that promote lulkwila's ii positive
attributes.
[.:Ylpaind corriii ii at City boundaries and at key points
throughout the corriii establishing a clear corriii signature.
Use Ii art that is representative of the City's diverse corriii; in
the branding effort.
3. Promote Tukwila's international diversity as a strength and draw for
regional visitors.
Support III businesses in reaching new ii through
iil facades, way finding banners, and coii promotions.
1::.:.xl)loi,e opportunities for establishing a III business district
organization to provide ongoing support for small businesses operating
within a deflined geographic area.
1::.:.xl)loi,e opportunities to establish a shopping and dining destination,
shi to Seattle's [like [Ilace Market or International District.
Fhe StiiategIic [::Iaininling Steeiiling Coinnir6bee geneiiated I lideas foil
sfteingflheiniing Fijkwda's lilnnage by IpIrmac flvdy coinninnijinicafling the Dty's I
posy[dive atkibijtes, S�pedfic iideas lilr dude&: ti
0, 11 imInnofiIIrkg bijsIinesses and atkadons IIoeated IIIrn lijkwda. Museum of Right
0, [:stablhshiing a coinninnijinily tag hine such as "Fijkwda at the Centeii of Ill AL"
Fhe Coiie also geneiiated I �Ideas foil pos�floinling rijkwda as a
dyinair6c, focall pdint of intennafloir4l languages and cijRixes by�:
I in�ing Fijkwda intennafloir4l [3oij�evai[d 4th flags le�piieseirlflirlg the horne
coijinti[ues of n6ghboiihood lesdents and bijs�iness owneiis,
Cdebiiafling Fijkwda's dffei[eint (.,oinninnijinufles thi[ough cijRiji4l faiiils, fesflivals, ........
.........
and otheii events,
0, [RecoginuAing Fijkwda's Innij fu llli ingijall student body that is wdHl eqijlil[.)�ped foil �tarfiro,Sports
einnlp oyinneint lien a gbba�l InnlaIrlketfpf ace,