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• Background
• Peter Scholte's article on Communities
• Application - Part one
• Application - Part Two
• Partnership status Report -
• Applying Deming’s theories to community issues (MAR99)

Item 1. Provide a demographic overview of your community, including social, economic and cultural aspects.
 
 

Tacoma, Washington is a port City situated at sea level near the southern tip of the Puget Sound and the base of Mount Rainier. A city of 184,500 residents, Tacoma is third largest in the state with population growth estimated at 4.4% since the 1990 federal census count. Tacoma was founded in 1868 and incorporated in 1880. The City operates under the direction of a Council-Manager form of government. It is the county seat of Pierce County, with a population of about 641,000.
 
 

In recent years, Tacoma has been named one of the "Best Places to Live" in America by Money Magazine and in 1995 was rated #1 among the nation's mid-sized cities as a place to start a small business, according to Entrepreneur Magazine.
 
 

JOBS: Wood products industries and railroads were early businesses in Tacoma and formed the foundation of the area's economy. Major employers in Pierce County today also include the military, health care, primary metal and chemical plants and the Boeing Company's aerospace manufacturing facilities. A wide range of other businesses and retail outlets provide jobs and purchasing options for residents of the City and surrounding areas. Technical/sales jobs account for 31.4% of the total and managerial and professional jobs comprise an additional 23%. Most of the remaining jobs are in services, resources, production and operations. Number of jobs within the City is on the rise, with an increase of almost 25% between 1980 and 1990. Countywide unemployment is 6.7% as of March 1995. Six of 10 county residents are employed full time, and about 17% are retired.
 
 

PEOPLE: More than 18% of Tacoma adults attended college. Median household income in Tacoma is about $30,000 and the median age of residents is just under 32 years. Tacoma is culturally diverse, and persons of color account for 21.6% of the population. Asian and Pacific Islanders are the fastest growing population segment. Native Americans, many of the Puyallup Tribe, have a presence in Tacoma's ethnic mix as well. By City Council designation, Tacoma is a "Bigotry-Free Zone," and the City had the benefit of a Hate Crimes Task Force which recently worked to educate residents and to reduce/eliminate discrimination.
 
 

HOUSING: A count taken in 1994 indicated a total of more than 77,000 housing units. Average price of a home in 1990 was just under $66,000. Nearly one third (32.8%) of Tacoma residents have lived at the same place for more than ten years.
 
 

DOWNTOWN: The civic and cultural enhancement of the Business District have brought about numerous improvements to Tacoma's waterfront and adjacent downtown area. The Tacoma Dome, world's largest wood-domed arena, houses sports events, concerts, conventions and trade shows. Tacoma's downtown revitalization efforts were recently enhanced by a move on the part of University of Washington to establish a Tacoma campus on 46 acres of historic property in the downtown area. On an adjacent site, a federal courthouse will be housed by the
 
 

refurbished turn-of-the century Union Station. Next door, a $48 million State Historical Museum is under construction. Parks and open spaces are numerous throughout the City.
 
 

CULTURE: A cultural refuge may be found in downtown Tacoma in the Broadway Theater District where three theaters showcase the work of local and visiting artists. The Tacoma Art Museum offers both permanent and traveling exhibitions a few blocks away. According to a recent national survey, Tacoma ranked first in rate of growth of arts expenditures and number of arts-related jobs, which doubled between 1990 and 1992. The arts contribution to local economy is estimated at $12 million.
 
 

A WORK IN PROGRESS: Like other cities of comparable size, Tacoma has its share of low-income neighborhoods and crime-ridden communities. Gangs, some of whom have moved up the I-5 corridor from Los Angeles, have a foothold in certain areas. In 1994, the City of Tacoma was designated a State/ Community Empowerment Zone and a Federal Enterprise Community which opens new doors for meeting the special needs of Tacoma's lower income neighborhoods. With this designation, funding possibilities have increased for economic development, employment and unique projects, which serve these communities and will assist Tacoma in meeting the challenges of its special-needs population. Citywide poverty levels indicate 16.8% reported incomes below the poverty line, an increase of 31.6% over a ten-year period. In certain parts of the city, poverty rates are significantly higher and Tacoma's current level is above both state and regional rates. Clearly, Tacoma shares with other cities across the nation, the challenge of meeting a wide range of needs for an increasingly diverse population.
 
 

GOVERNMENT: Tacoma's City Manager and a nine-member City Council oversee the implementation of projects, many of which are designed to make government more efficient and to increase citizen involvement in the governmental process. A recent reorganization consolidated certain City departments and services to increase efficiency, while the move to a biennial budget brought stability and predictability to City programs.
 
 

Tacoma's Strategic Plan identifies twelve issue areas with three top priorities: (1) Public Safety; (2) Neighborhood Enhancement and Community Involvement; and (3) Economic Development. This plan, which serves as the foundation for setting priorities and coordinating resources of City government, is a model for other communities. In a move to further improve the effectiveness of City government, Tacoma has begun implementation of Total Quality customer service and continuous improvements.
 
 

Tacoma developed a mission statement to assist local government in staying on track, moving toward ultimate goals: The mission of Tacoma City government is to help make Tacoma the most livable and progressive city in the nation. Working in partnership with our community, we will provide the highest quality services in a financially responsible manner that equitably addresses the needs of our citizens and customers.
 
 

Item 2. Describe one or more examples of community-wide activities that indicate a commitment by public and private leaders to long-term improvement efforts.
 
 

Well-developed networks of citizen groups, public agencies, community-based organizations, churches, local business, community and technical colleges, universities and social service providers are already in place in Tacoma. Their collaborative projects to improve service delivery across a broad spectrum are well documented.
 
 

SAFE STREETS CAMPAIGN: One of the earliest of these public/private collaborations (1989) is now a national model for other communities who mobilize to reduce crime and violence and take back neighborhood streets from gangs and other criminals. The mission of Safe Streets is "to be a resource for individuals, families, communities and other organizations in Pierce County to develop, mobilize and maintain strategies to reduce and eliminate illegal drug and gang activity and associated violence." The Safe Streets/Center for Substance Abuse Prevention Partnership promotes substance abuse prevention in Pierce County by identifying and supporting existing drug prevention programs, detecting gaps in service delivery and developing prevention systems through community coalitions. Partnerships are built with neighborhood residents and community stakeholders to 1) establish coordinated prevention and risk reduction strategies, 2) establish and sustain safe neighborhoods, 3) support healthy youth and family development, and 4) promote treatment for those who are psychologically and/or physically dependent on drugs. The Safe Streets Prevention Training Coalition assists 100 organizations (450 block leaders) with organizing communities to reduce violence and chemical dependency, to develop leadership and coalitions, to strategize improvements which have a broad community benefit. Safe Streets interfaces with Tacoma's Community Oriented Policing System (COPS) to effectively join government with local citizens to fight drug-related and other crimes at the community level.
 
 

COMMUNITY SUMMITS: In October of 1990, Tacoma hosted a Community Summit to bring together leaders from throughout the area. Initial research and polls, a public survey printed in The News Tribune, personal interviews and group discussions were all used to compile a base list of issues. The Summit resulted in the identification of prioritized issues to be addressed. Subsequent activities included the development of a Strategic Plan for the City, designed to address major areas of concern. A Second Community Summit was held in November of 1991. Summit II's theme was "Citizens leading the way with good ideas," while its purpose was "to celebrate what we have accomplished so far and mobilize the community to take the next steps together. The objects of the second Summit were: 1) to work together as stakeholders in the community; 2) to build a common picture of where we are now in relation to the eight priority issues and our preferred future; 3) to acknowledge "our nest steps" by identifying strategies and concrete, doable projects/tasks that lead to citizen mobilization and greater awareness of the major issues; and 4) to build a commitment to collaboration and partnerships. The documents which summarize Tacoma's Community Summits are enclosed along with City of Tacoma's current (1995) Strategic Plan
 
 

TACOMA EMPOWERMENT CONSORTIUM: One of the most extensive of Tacoma's partnerships was developed in the early 1990's around the Empowerment Zone/Enterprise Community project. Distress factors for the EZ/EC area include unemployment rates which average more than 18% (three times the national average), a high-school dropout rate of 38%, and an average poverty rate of 46% (four times the state-wide average), with rates as high as 61% and 79% in two of the census tracts. An estimated 10% of Tacoma's residents live in these areas which yield almost 70% of the City's homicides and more than 60% of aggravated assaults and robberies. Responding to these staggering statistics, the community mobilized to form a collaborative partnership to deal with critical issues. In addition to the City of Tacoma, participants include a wide range of human service providers, community action organizations, housing and economic development agencies, the Port of Tacoma, the Private Industry Council, Safe Streets Campaign, United Way of Pierce County, individual churches and the Associated Ministries of Tacoma/Pierce County, Washington State University and numerous local businesses. The Empowerment Zone/Enterprise Community Strategic Plan, while too large to enclose here, is available on request.

TACOMA 2010: This is a project of the Cultural Council of Greater Tacoma and is "A Community Dialogue on Cultural Facilities," inspired by the burst of cultural development energy which has fueled downtown revitalization for the past decade and the new comprehensive downtown planning process, consistent with the state's Growth Management Act. In response to these factors, in 1994, Tacoma 2010 created a community-wide effort for the planning and development of cultural facilities over the next 15 years. Over 200 people attended informational presentations and at least 100 actively participated in the 2010 dialogue. The resulting Task Force included (in addition to area cultural organizations) representatives of business and industry, education, social services, philanthropic organizations and government. The published findings of this project are enclosed.
 
 

OTHER CITY OF TACOMA PROJECTS: The City of Tacoma has earned a name for itself on a national level for innovative projects which seek out creative solutions to many of the problems facing similar cities across the country. Some of the projects which have gained national attention include:
 
 

Tacoma CARES (Cleanup And Revitalization Efforts): A coordinated effort between various City departments, community groups, law enforcement and residents, this project works to eliminate litter and debris, involving both immediate and long-range plans for improvements to the appearance of Tacoma neighborhoods. Blight and junk vehicle removal, "adopt-a-spots" and neighborhood cleanup days are Tacoma CARES projects.
 
 

Neighborhood Councils: Eight Neighborhood Councils provide an opportunity for residents of the entire City to play an active role in local government. These Councils meet regularly to address neighborhood issues and provide direction for the City Council in making decisions. They disburse funds to the neighborhood improvement projects they, themselves, select and members participate in many activities. City department directors serve as liaison's to each of the Neighborhood Councils. A Community Council joins representatives from each neighborhood to discuss Citywide concerns.
 
 

Land Settlement Agreement: Working in partnership with scores of representatives from Pierce County, State and Federal governments, the cities of Puyallup and Fife, and the Port of Tacoma, the City negotiated a landmark settlement of land claims issues with the Puyallup Tribe of Indians. This agreement has resulted in hundreds of millions of dollars in investment in road construction, port expansion and new economic opportunity, both for tribal members and the broader community. Significantly, the settlement established a series of formal and informal communication mechanisms for resolving future problems.
 
 

Environmental Projects: Tacoma has assumed a leadership role in the development of innovative projects to bring together public and private sectors to address environmental issues and enhance quality of community life in significant ways. At the heart of downtown Tacoma, The Foss Waterway is the area where the City began implementation of a Strategic Plan to focus on economic redevelopment of a distressed zone. The City's partnership with EPA and others has been called a model project. In her 1994 letter to Tacoma's mayor, Carol Browner, EPA Administrator, commends the City for its Thea Foss Waterway redevelopment efforts saying they "represent an excellent example of EPA's recent efforts...bringing local and federal authorities together to facilitate cleanup and redevelopment of contaminated industrial areas." Tacoma also coordinated with Department of Ecology on source control and site-specific cleanup activities. In addition, when projects have an environmental impact, the City works effectively with the State Department of Natural Resources, Federal and State Departments of Fish and Wildlife, the Army Corps of Engineering the Puyallup Tribe, the Tacoma Pierce County Health Department, and other agencies.
 
 

Tacoma's many non-profit agencies are also adept at forming public/private collaborations to plan and implement projects to improve health, housing and other human services, employment training initiatives, and public safety/violence prevention projects. Their programs assist the City in addressing issues such as substance abuse, domestic violence, child abuse, juvenile crime and many other negative impact concerns. Moving confidently toward the 21st Century, Tacoma can be expected to forge ahead with exciting plans for continuing economic development, downtown revitalization and expanded services to meet the varied needs of its culturally diverse population.

Item 3. Explain how your community expects to benefit from collaborative support with the Deming Institute.
 
 

Our understanding of Dr. Deming's philosophies and the emphasis placed on community systems leads us to expect that the greater Tacoma community stands to benefit from the use of these theories to create an improved system of community-wide learning and problem solving. Certainly, we will make more pronounced progress toward our goals as we acquire a better understanding of the four areas of insight identified by Dr. Deming as profound knowledge, (i.e., systems, theory of knowledge, variation and psychology and human behavior.) Throughout the Tacoma community, we are proud of our progressive thinking and creative projects. Yet, when we look at our own response to community needs, we realize that we, too, often rely on the multiple resource/multiple intervention technique for service delivery. We look forward to the discovery of how we might reduce this dysfunction through the creation of a new systemic response to replace the "functional ramparts" which are characteristic of the way our community deals with its dilemmas. The ability to streamline processes and the avoid redundancy, while still realizing cost reduction is another enticing possibility. With enthusiasm, we look forward to defining the ways our partnership with WEDI can help us "develop approaches that lead to continual breakthrough improvements in community life."
 
 

We point with pride to our many partnerships and collaborations, and we anticipate making these cooperative efforts even more effective as we learn to think in terms of community systems. We feel we have laid a firm foundation for a partnership with WEDI. We have gone through the preliminary processes, which prepare us for the next step in implementation of community improvements.
 
 

We have studied leadership, then trained and linked our leaders. We have worked diligently to complete a thorough assessment of our community and its strengths and needs. We now stand poised for implementation and action; ready to learn new techniques and better applications of the techniques we have used historically...to create new systems and to integrate them into seamless service.
 
 

We have prepared the ground and have many tools at our disposal. With assistance from the WEDI team, we anticipate a better understanding of the dynamics of change in the Tacoma area, and a clearer map of how to get from where we are to where we want to be.
 
 

The benefits we expect from this partnership will extend far beyond the obvious. We anticipate seeing an enhanced ability to tap into Federal and other financial resources by a demonstration of our successful programs. Media coverage of our partnership and its activities will increase our ability to communicate with the populations we want to reach. We will make new friends through our relationships with WEDI. Broadening and strengthening our network of human resources. And we look forward to expanding our knowledge and horizons by working with other communities who will want to study the approach we are taking in Tacoma.
 
 

NOTE: The letters, which support our application, are sent under separate cover.
 
 

Those community leaders indicating support for our partnership with the Deming Institute include:
 
 

The issues we hope to address were recently compiled as a legacy product by Class VI of the American Leadership Forum (as explained in more detail in Item 5). These benchmarks or Vital Signs serve as indicators or a "livability index" to measure the health and well being of the greater Tacoma-Pierce County community and the publication which identifies them is in the process of publication. The text explains that the project was "designed to offer a picture of our community today and indicate the direction in which it is moving." Vital Signs is an illustration of compelling indicators that reflect the vitality and quality of life in Tacoma-Pierce County. It is hoped that this information can serve as an inspiration and catalyst for action to address pressing community needs and reinforce those things our community is doing well."
 
 

To quote the publication's introduction, "The project embraces the Native American tradition of viewing our actions of today in the context of how they will affect the next seven generation. Vital Signs provides information that can be translated into policy and action by the individuals, groups and coalitions, movers and shakers, and agencies that make a difference in our community. The presentation of this information reflects the sincere hope that Pierce County residents will take the necessary steps to ensure a bright future for the region: a future that holds educational, economic and employment opportunities, a community that protects and defends clean air and water; a healthy and peaceful earth for all people--now and in the future."
 
 

The Vital Signs are not presented as a definitive statement, but as a working draft, "open to the community for comment, discussion and refinement." The are, however, an excellent first step toward the identification of compelling issues and pressing needs. They were designed to serve as a "straw man" to create public interest and dialogue regarding the issue areas.

Those issues identified in the study are:
 
 

Item 5. Describe ongoing, major collaborative efforts among the organizations represented in Item 4.
 
 
 
 

One of the most significant of the collaborative efforts of our participating organizations came about under the auspices of the privately funded American Leadership Forum (ALF), a national effort to increase leadership in diverse populations throughout the United States. Tacoma was selected in 1989 as one of only six sites in the country chosen for implementation of a leadership-training program. Although the project is ongoing in other locations, in Tacoma the decision was made for planned obsolescence after six years in order to minimize the possibility of competition between the ALF project and other worthwhile programs requiring funding and volunteer resources.
 
 

In each of six years of existence in Tacoma, the American Leadership Forum has provided training for one group of selected area individuals, resulting in a local total of 139 graduates. These local residents, through extensive work sessions and projects, have acquired the leadership skills, which have allowed them to return to their diverse workplaces and neighborhoods with fresh insights and renewed inspiration.

As the ALF project draws to a close in Tacoma, the 139 participants hope to leave in its wake a legacy of leadership potential. The efforts and directions they have chosen to demonstrate their commitment to Tacoma will provide Forum 21: A Community Building Partnership, designed to pass along to additional area residents the techniques and abilities they, themselves, have acquired. It is this project which we believe will be the most compatible with the Deming Institute's objectives and which will benefit most from the community-wide systems approach to be applied in our project. The Forum will take the form of group sessions, which bring people from many walks of life together to find answers and implement change. By using real-life problem solving as a basis for learning, Forum 21 will provide access to solutions for community improvement. In the process, the tools provided by the project can be used to fashion a higher quality of life for the Tacoma area and to forge ahead to a new level of achievement.
 
 

Project Benefits: Forum 21 is a partnership between American Leadership Forum, University of Washington/Institute for Public Policy and Management, and the greater Tacoma community (represented by our participating companies and organizations). It is envisioned as the means by which leadership fundamentals can be advanced and problem-solving capacities built, in ways, which will benefit the community at large. Depending on complexity of the problem, the project will take the form of short- or long-term group sessions with a goal of providing solutions to specific local-area concerns. These sessions will train groups to use leadership skills to solve actual problems. An Advisory Board will comprise representatives from each of the partnership groups and will determine topic content and participation for each of the sessions.
 
 

Forum 21 will be highly accessible to the community, as participants are to be drawn from groups of local residents who may already have formed as community-interest or other groups. The criteria used by the project's Advisory Board for identifying needs and selecting a problem or issue to be resolved will also require community input. Additionally, technology such as local access cable and the Internet may eventually be used to increase participation. Advantages to Tacoma will be visible at several levels:

Rarely does a partnership come together as naturally as did the collaborative effort, which will result in Tacoma's Forum 21: A Community Building Partnership. The win-win-win character of the proposed project allows a primary benefit to each partner:

Theory then translates into action. Action yields tangible, measurable benefits. And Tacoma gains a renewable resource of leadership, cooperation and excellence.
 
 

Item 6. Describe the activities and history of those groups in your community which appreciate and apply Dr. Deming's philosophy.

Each of the American Leadership Forum classes has studied the systems approach to communities and methods of problem solving.

The state of Washington has demonstrated a commitment to quality. The Washington State Quality Award was established by the 1994 Washington State legislature. The role and purpose of the award is to improve the overall competitiveness of the state's economy by setting standards of excellence, encouraging self-assessment, and providing a valuable mechanism for promoting and strengthening a commitment to continuous quality improvement. One of the directions of the state efforts focuses on the interrelationship among government, private, education and health care sectors. The state program supports local organizations.

The City of Tacoma began implementing total quality in 1993, and in 1995, developed a strategic implementation plan. The plan focused the City's total quality implementation activities so that they supported the City's strategic plan. Implementation of the plan also began in 1995.

The 82nd Airborne at McChord Air Force Base has been actively implementing total quality. The quality staff from McChord assisted the City with its implementation activities and has expressed interest in further interaction.

Pacific Lutheran University, located near Tacoma, is the site of the Washington State Quality Award Winners Workshops. Two local community colleges, Bates and Tacoma Community College, provide total quality training programs and support.

Weyerhaeuser Corporation has been involved in quality improvement since the 1980's. In 1994 the company provided the City of Tacoma with a "loaned" executive to assist the City with its quality improvement activities.

The Boeing Company, one of the leading firms in the State, is also actively involved in quality.
 
 
 
 
 
 

The region has a number of quality organizations represented in the area. These include:
 
 

Primary contact person

Name: Ray E. Corpuz, Jr.

Title: City Manager

Organization: City of Tacoma, Washington

Address: 747 Market Street, Room 1200

Phone: (206) 591-5130

FAX: (206) 591-5123

E-mail: c/o Dianne M. Brogden: 102503.1624 @ Compuserve.com
 
 
 
 

Secondary contact person:

Name: Genelle Birk

Title: Assistant City Manager

Organization: City of Tacoma, Washington

Address: 747 Market Street, Room 1200

Phone: (206) 591-5176

FAX: (206) 591-5123

E-mail: c/o Dianne M. Brogden: 102503.1624 @ Compuserve.com
 
 

Tacoma Community Summit, 1990
 
 

Tacoma Community Summit II: Our Next Steps, 1991
 
 

Tacoma Tomorrow: Planning for the Twenty First Century

(City of Tacoma Strategic Plan, 1995)
 
 

Tacoma 2010: A community Dialogue on Cultural Facilities (1994)
 
 

American Leadership Forum Report
 
 

Vital Signs: A report from Tacoma's

American Leadership Forum, Class VI
 
 
 
 
 
 
 
 
 
 
 

• The Indy Quality, Productivity, and Involvement Council for the use of their Deming/PDSA image.
• SPC Press for the use of their Deming background image.
• Clemson University for the use of their CQI server and support.
• Del Kimbler for his technical support for the DEN.

 This page was created by Jim Clauson on 04DEC97, and last updated 03JUN98.

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