HomeMy WebLinkAboutSpecial 2012-12-10 Item 5B - Color 2012 Strategic PlanSTRATEGIC PLAn
Final Draft December 5, 2012
The city of opportunity,
the community of choice.
CITY OFTUKWILA
2012
CITY OF TUKWILA PROjECT
LEAdERShIP TEAm
f Jim Haggerton, Mayor
f David Cline, City Administrator
f Joyce Trantina, Project Analyst
TUKWILA CITY COUnCIL
f Verna Seal, Council President
f Joe Duffie
f Dennis Robertson
f Allan Ekberg
f Kathy Hougardy
f De’Sean Quinn
f Kate Kruller
ExECUTIvE TEAm
f Evie Boykan, Human Services
f Stephanie Brown, Human Resources
f Bob Giberson, Public Works
f Shelley Kerslake, City Attorney
f Trish Kinlow, Municipal Court
f Kimberly Matej, Govt. Relations
f Peggy McCarthy, Finance
f Mary Miotke, Info. Technology
f Christy O’Flaherty, City Clerk
f Nick Olivas, Fire
f Jack Pace, Community Development
f Derek Speck, Economic Development
f Rick Still, Parks and Recreation
f Mike Villa, Police
STEERInG COmmITTEE
f Katrina Dohn, Resident & Tukwila School
District
f Mary Fertakis, Tukwila School Board
f Mike Hansen, Sabey Corp. & Planning
Commission
f Joan Hernandez, Resident & Equity and
Diversity Commission
f Kathy Hougardy, Council Member
f Sharon Mann, Resident, Tukwila
International Boulevard Action Committee,
& Planning Commissioner
f Jenny McCoy, Resident & Faith Community
f Bryan Nelson, Resident & Tukwila Pool
Advisory Committee
f Todd Pietzsch, BECU
f Deborah Salas, Community Schools
Collaboration
f Charanpreet Samra, Student
f Verna Seal, Council President & Equity
and Diversity Commission
f David Shumate, Resident & Planning
Commission
f Gary Singh, Resident & Developer
f Jerry Thornton, Resident & Community
Police Advisory Board
f Sarah Vallieu, Resident
f Lynn Wallace, Chamber of Commerce
f Mike West, Tukwila International
Boulevard Action Committee
f Leshya Wig, Wig Properties, LLC
f John Williams, Resident
f Elaina Yoon, Fatigue Technology
STAFF COmmITTEE
f Zach Anderson, Police
f Eric Drever, Police
f Robert Eaton, Parks and Recreation
f Stacy Hansen, Human Services
f Melissa Hart, City Clerk
f Mary Hulvey, Community Development
f Diane Jaber, Finance
f Dawn Judkins, Fire
f Gail Labanara, Public Works
f Brenda LaFleur, Human Resources
f Stacia Norris, Information Technology
f Nate Robinson, Parks and Recreation
f Crystal Sweet, Municipal Court
f Tanya Taylor, Public Works
f Don Tomaso, Fire
“Helping Communities and Organizations
Create Their Best Futures”
Brian Murphy, Project Manager
Dawn Couch, Strategist and Community Engagement Lead
Alex Krieg, Gary Simonson, Emily McConnell, & Erik Rundell,
Analysts
Julie Jacobson, Graphic Designer
2025 First Avenue, Suite 800
Seattle, Washington 98121
P (206) 324-8760
www.berkconsulting.com
PROjECT TEAm
C O n TE n TS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Goal One . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Goal Two . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Goal Three . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Goal Four . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Goal Five . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Appendices (presented separately)
A . Strategic Planning Project Schedule
B . demographic & Economic Profile
C . Fiscal Baseline Assessment
d . Community Feedback on Issue Identification & visioning
E . Community Survey Summary
F . Community Feedback on draft Plan
In TRO d UCTIO n
Rock ‘n’ Roll Marathon starting line, 2009
P A G E 1 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
In TRO d UCTIO n
P A G E 2 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
CITY OT 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
Strategic Planning Committees
The effort was spearheaded by two committees that each
met eight times between May and November 2012 to review
information and consider the many challenges and opportunities
facing Tukwila. BERK facilitated discussion and exploration of key
topics to build consensus around the community’s desired future.
ff SteeringfCommittee.fThe 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.
ff StafffCommittee. 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.
Members of the Strategic Planning Sterring Committee
and sample work in progress
P A G E 3 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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 (F.O.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
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:
f Project website and communications materials such as handouts, an-
nouncements, and flyers
f Community Survey, with online and printed formats
f Information sharing and straw polls at community events, including
Touch-a-Truck, Family Fourth at the Fort, and Tukwila Night Out
f Partner and community group Engagement
−Strategic Planning committee members met with more than 20
community groups (listed to the right)
f Community Visioning and Draft Plan review meetings
−Rainbow Haven
−Diverse Communities Forum (see summary graphic above)
−Public open house on Draft Plan
f 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
f Staff Engagement
−Executive Team worksessions
−Staff Survey
−Draft Plan review through all-staff coffee breaks
Graphic Notes from Diverse Community Forum
P A G E 4 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
UnifyingfThemesf
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:
f 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.
f 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.
P A G E 5 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
PlanfStructure
The Community Vision and five Goals describe the desired future
of Tukwila. Meeting this Vision and these Goals will require
the efforts of more than the City of Tukwila acting alone: it will
require the contributions of all the City’s partners, including
residents, businesses, and local and regional community-based
organizations.
The City’s Mission describes the role of the City of Tukwila in
pursuing the Community Vision. This statement describes the
focus of the City organization, its leadership, and staff.
Five Goals establish high level aspirations and areas of effort.
Under each of these Goals, Objectives (lettered items: A, B, C…)
and Strategies (numbered items: 1, 2, 3…) describe how the City
will achieve the Goals.
Under some Strategies, Implementation Options (bulleted items)
capture potential actions identified during the planning process.
Actual implementation commitments will be made through
the City’s annual budget setting and workplanning process as
discussed under Goal Four.
The Tukwila Community
Center from across the
Duwamish River
P A G E 6
The city of opportunity,
the community of choice.
To provide superior services
that support a safe, inviting,
and healthy environment for
our residents, businesses, and
guests.
COMMUNITY v ISIO n
CITY m ISSIO n
P A G E 6
C I ty OF tUKWILA
C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
P A G E 7 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
GOAL OnE A Community of Inviting neighborhoods & vibrant Business districts
A.Cultivate community ownership of shared spaces.
B.Build a broad and collaborative approach to preventing crime and increasing the sense of safety.
C.Focus City planning and investments on creating a connected, dynamic urban environment.
D.Use City efforts and investments to realize established visions for specific sub-areas.
GOAL TWO A Solid Foundation for All Tukwila Residents
A.Partner with organizations that help meet the basic needs of all residents.
B.Strive for excellent education, vocational supports, and personal growth opportunities through
effective partnerships and City services.
C.Encourage maintenance, improvements, and diversity in the City’s housing stock.
GOAL ThREE A diverse & Regionally Competitive Economy
A.Embrace the City’s economic potential and strengthen the City’s role as a regional business and
employment center.
B.Strengthen the City’s engagement and partnership with the business community.
GOAL FOURfAfHigh-Performingf&fEffectivefOrganization
A.Use Tukwila’s Vision, Mission, and Strategic Plan to focus and prioritize City efforts.
B.Advance Tukwila’s interests through participation in regional partnerships.
C.Continue to develop as an organization and support individual growth.
D.Ensure City facilities are safe, efficient, and inviting to the public.
E.Ensure the long-term fiscal sustainability of the City.
GOAL FIvE A Positive Community Identity & Image
A.Improve the City’s ability to build trust and work with all members of the Tukwila community.
B.Facilitate connections among Tukwila’s communities.
C.Promote a positive identity and image of Tukwila.
S TRATEGIC G OALS & O B j ECTI v ES
P A G E 7 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
P A G E 8 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
G OAL O n E
G OA L O n E
Objectives & Strategies
P A G E 9 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
“I love the Tukwila
community and have
called it home since
1996. I believe in our
potential.”
- A resident
G OA L O n E
Objectives & Strategies
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.
A COmmUnITY OF InvITInG nEIGhBORhOOdS
& vIBRAnT BUSInESS dISTRICTS
P A G E 1 0 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
WALK & R OL L P LAN
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).
G OAL O n E
continued
C . Focus City planning and investments on creating a
connected, dynamic urban environment .
1.Prioritize changes that promote public safety, encourage the active use
of space, and facilitate foot and bike access.
−Make smart investments to support the desired environment, including
sidewalk, trail, street, and lighting improvements to support biking and
walking as funding and other factors allow.
−Identify appropriate parks to be made safer for all users by reducing
vegetation to improve visibility, allowing other parks to have more native
landscaping.
−Advance implementation of the City Walk & Roll Plan.
2.Explore creative ways to increase transit, foot, and bicycle access to
community amenities, stores, and jobs.
3.Work with the community to identify desirable retail opportunities in
residential neighborhoods.
A COmmUnITY OF InvITInG nEIGhBORhOOdS
& vIBRAnT BUSInESS dISTRICTS
G OAL O n E
continued
P A G E 1 1 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
G OAL O n E
continued
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.
A COmmUnITY OF InvITInG nEIGhBORhOOdS
& vIBRAnT BUSInESS dISTRICTS
Concept site plan
P A G E 1 2 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
G OAL T WO
A SOLId FOUndATIOn FOR ALL TUKWILA RESIdEnTS
G OAL T WO
Objectives & Strategies
P A G E 1 3 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
“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
G OAL TWO
Objectives & Strategies
A . Partner with organizations that help meet the basic needs
of all residents .
1.Continue to advocate for vulnerable populations and increase
understanding of the challenges they face.
2.Actively collaborate with service providers supporting basic needs and
job readiness.
3.Be a regional leader in efforts to increase housing security and meeting
the needs of a dynamic community.
−Explore opportunities for supporting cooperative and alternative housing for
transitioning and recent refugees.
B . Strive for excellent education, vocational supports,
and personal growth opportunities through effective
partnerships and City services .
1.Strengthen the City’s partnership with schools to identify and pursue
shared goals.
−Seek opportunities to support educational and vocational goals of
individuals who have “aged out” of the traditional school system.
2.Facilitate connections between educators, service providers, and
businesses to link residents with job training and employment
opportunities.
3.Improve access to parks and recreation programming to serve a broader
range of Tukwila’s residents.
−Engage community members in identifying unmet needs and interests.
−Explore opportunities to increase easy access to the Tukwila Community
Center (TCC) and bring programming out of the TCC, into the community.
C . Encourage maintenance, improvements and diversity in
the City’s housing stock .
1.Engage communities in determining the desired look and feel for new
housing units in established neighborhoods.
2.Promote the availability of quality housing options at all price points to
support social diversity and ensure families and individuals can remain
in Tukwila as life circumstances change.
−Explore opportunities to provide more assisted-living options for seniors that
are neither low-income nor in-home care.
A SOLId FOUndATIOn FOR ALL TUKWILA RESIdEnTS
P A G E 1 4 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
G OAL T h REE
G OAL T h R EE
continued
P A G E 1 5 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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
G OAL T h REE
continued
A dIvERSE & REGIOnALLY COmPETITIvE ECOnOmY
A R EGIO NAL E MPLO YMENT C ENTE R
In 2010, Tukwila had nearly two and half jobs and
almost $65,000 in taxable retail sales per resident,
demonstrating Tukwila’s role as a regional retail
and employment center. These figures also signal
another important characteristic of the City: the
influx of employees, shoppers, and other guests
who come to Tukwila each day.
Another key characteristic of the community is
its diverse employment base (see chart), with
significant numbers of jobs in the services,
retail, manufacturing, and wholesale trade,
transportation, and utilities sectors.
As part of this Plan, Tukwila commits to nurturing
its strong and diverse economic base in the
coming years.
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
Tukwila Covered Employment by Sector, 2000-2010
Education
Government
WTU
Services
Retail
Manufacturing
FIRE
Construction &
Resources
(Finance,
Insurance &
Real Estate)
(Wholesale Trade,
Transportation &
Utilities)
P A G E 1 6 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
“Improve local jobs and
business so Tukwila
residents can earn a
living wage.”
- A Somali service
provider
G OAL T h REE
Objectives & Strategies
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.
A dIvERSE & REGIOnALLY COmPETITIvE ECOnOmY
G OAL F OUR
P A G E 1 7 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
G OAL FOUR
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
orocess (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.
❶
❷
❸
❹
❺
❻
❼
❽
❾
❿
⓫
Community Priorties for City Action, 2012
23%
6%
11%
14%
18%
19%
24%
26%
34%
38%
39%
40%
0% 10% 20% 30% 40% 50%
P A G E 1 8 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
CITY PERFORmAnCE
& ACCOUnTABILITY mOdEL
f Community Vision
f Performance Reports
f Situation Assessments
f Information Sharing*
PROGRESS
REPORTInG
TUKWILA STRATEGIC PLAn
f Measurable Goals
f Performance Indicators
PERFORmAnCE
TARGETS
f Implementation Steps
f Outcomes-based Funding
ACTIOnS &
InvESTmEnTS
f Community Input*
f Council Goal Setting
f Departmental Workplans
AnnUAL
PLAnnInG
f Goals f Objectives f City Mission
* involves additional commu-
nity and partner engagement
G OAL F OUR
Objectives & Strategies
P A G E 1 9 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
G OAL FOUR
Objectives & Strategies
A . Use Tukwila’s vision, mission, and Strategic Plan to
focus and prioritize City efforts .
1.Align City efforts and priorities around the Strategic Plan, including
Council goal-setting, the City’s regular budgeting processes, and
department-level workplanning.
−Create a results-oriented customer service culture focused on achieving
the City’s Mission.
−Establish an annual process for reviewing progress and establishing
new action plans for implementing the community aspirations set by this
Strategic Plan.
−Establish City of Tukwila Values or Guiding Principles to shape
organizational culture and guide decision-making.
2.Track and report progress on meeting Strategic Plan Goals to City
staff, residents, businesses, and other interested parties.
−Identify performance measures by department and establish tools and
schedules for reviewing, sharing, and learning from progress.
3.Improve communication and strengthen relationships up, down, and
across the organization.
B . Advance Tukwila’s interests through participation in
regional partnerships .
1.Encourage broad participation of City staff and elected officials in
regional partnerships.
2.Be a regional leader in building common goals with our local and
regional partners to achieve the greatest possible results.
C . Continue to develop as an organization and support
individual growth .
1.Encourage employee leadership throughout the organization. Engage
and leverage the full abilities of each employee.
2.Establish a culture and mechanisms to support ongoing growth and
learning as an organization.
A hIGh PERFORmInG & EFFECTIvE ORGAnIzATIOn
O RGANIZATIONAL D EVEL OPMENT & I NDIV IDUAL G ROWT H
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.
P A G E 2 0 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
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.
G OAL FOUR
continued
A hIGh PERFORmInG & EFFECTIvE ORGAnIzATIOn
G OAL F I v E
P A G E 2 1 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
A POSItIVE COMMUNIty
IDENtIty & IMAGE
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.
G OAL F I v E
P A G E 2 2 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
“I see the City’s greatest
challenge as creating
a brand for Tukwila to
invite visitors and create
an attractive image.”
- A City employee
G OAL FI v E
Objectives & Strategies
A . Improve the City’s ability to build trust and work with all
members of the Tukwila community .
1.Broaden the City’s toolkit to include new technology and formats that
enable two-way communication.
2.Strengthen the City’s ability to engage with communities that do not
participate in traditional formats.
−Adopt engagement strategies that bring City staff and decision makers
out into the communities they serve to engage in meaningful dialogue.
−Cultivate meaningful, long-term relationships with members of the City’s
communities.
−Expand the linguistic and cultural competencies of City staff through
training and hiring.
3.Cultivate participation by Tukwila’s many communities in the City’s
decision-making processes.
B . Facilitate connections among Tukwila’s communities .
1.Build connections among the many communities that make up the
broader Tukwila community.
2.Improve broad understanding and appreciation of all of the City’s
cultures.
A POSITIvE COmmUnITY IdEnTITY & ImAGE
G OAL F I v E
continued
P A G E 2 3 C I T Y O F T U K W I L A S T R AT E G I C P L A n ( F I n A L d R A F T 1 2 - 0 5 - 1 2 )
G OAL FI v E
continued
A POSITIvE COmmUnITY IdEnTITY & ImAGE
C OMMUNITY B RAND ING & P ROMO TING T UKWI LA’S I NTER NATIONAL D IVER SITY
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:
f Promoting businesses and attractions located in Tukwila.
f 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:
f Lining Tukwila International Boulevard with flags representing the home
countries of neighborhood residents and business owners.
f Celebrating Tukwila’s different communities through cultural fairs, festivals,
and other events.
f Recognizing Tukwila’s multi-lingual student body that is well-equipped for
employment in a global marketplace.
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.
Museum of Flight
Starfire Sports