HomeMy WebLinkAboutPCD 2022-04-18 Item 1C - Update - Tourism Promotion AreaW
i City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Planning and Community Development
FROM: Brandon Miles, Business Relations Manager
CC: Mayor Ekberg
DATE: April 8, 2022
SUBJECT: 2021 Tourism Promotion Area Review
ISSUE
At the November 23, 2020 City Council meeting the City Council was briefed on a proposal by
staff to conduct a review of the Tourism Promotion Area Interlocal Agreement (ILA) in 2021. The
City Council expressed support for staff conducting the review since the ILA has been place for
over five years. Staff would like to provide an update on the review completed in 2021.
BACKGROUND
Tourism Promotion Area Interlocal Agreement
In 2014 the Cities of Tukwila, Des Moines, and SeaTac executed an ILA to form a Tourism
Promotion Area (TPA) to cover the combined boundaries of the three cities. Under Washington
State law most municipalities in King County cannot form their own TPAs and must partner with
at least one other jurisdiction'. Through the TPA ILA the cities agreed that the City of SeaTac
would serve as the legislative authority for the TPA area.
In 2014, after receiving a petition from hoteliers, the City of SeaTac formally adopted a
resolution setting out a TPA fee in the three -city area. The total fee was $2 per night per eligible
hotel stay in a hotel or motel with at least 90 rooms2. The $2 rate was the maximum permitted
under the current State law. State law was recently amended to allow the rate to go up to $5 per
night, provided 60% of the businesses that would pay the increase petition for the increase, and
it is approved by the legislative authority.
Per the TPA ILA, 100% of the TPA fee, less a one percent administrative charge by the
Department of Revenue, goes to Seattle Southside Regional Tourism Authority (SSRTA) for
tourism promotion efforts in the three -city area under the "Seattle Southside" brand. In 2019,
SSRTA received just over $3.96 million from the TPA fee.
1 The City of Federal Way was able to carve an exemption to allow it to form
its own TPA without the need to partner with another jurisdiction.
2 The TPA fee is a flat fee, while the lodging tax is a percentage. This
allows the TPA to collect higher revenue than the lodging tax when rates are
low. For example, a room at a hotel going for $100 a night would only provide
$1 in lodging tax funds, while the TPA gets the full $2.
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INFORMATIONAL MEMO
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The agreement provides a 20 -year term; however, any member City can withdraw from the TPA
ILA by providing one year's notice to the other members. In addition, like any agreement, the
signatories to the TPA ILA can mutually agree to amend the agreement at any time.
Allowable Use of Tourism Promotion Area Fee
Revised Code of Washington 35.101.130 states that the Legislative Authority, "...shall have sole
discretion as to how the revenue derived from this charge is to be used to promote tourism
promotion that increases the number of tourists to the area."
`Tourism Promotion' is defined as, "...activities and expenditures designed to increase tourism
and convention businesses, including but not limited to advertising, publicizing, or otherwise
distributing information for the purpose of attracting tourists, and operating tourism designation
marketing organizations."
Unlike lodging tax provisions of State Law, the TPA RCW provides a definition of tourist3.
A `tourist' means a person who travels for business or pleasure on a trip:
(a) Away from the person's place of residence or business and stays overnight in paid
accommodations;
(b) To a place at least fifty miles away one way by driving distance from the person's place
of residence or business for the day or stays overnight. However, island communities
without land access are exempt from the mileage requirement under this subsection
(5) (b); or
(c) To another country or state outside of the person's place of residence or business.
In addition to the RCWs outlined above, the TPA ILA also provides requirements on how the
TPA funds must be used, the following outlines those provisions.
a. The general promotion of tourism within the Seattle Southside TPA as specified in the
businesses plan of the SSRTA;
b. The marketing of convention and trade shows that benefit local tourism and the Lodging
Businesses in the Seattle Southside TPA;
c. The marketing of the Seattle Southside TPA region to the travel industry in order to
benefit local tourism and the lodging businesses in the Seattle Southside TPA;
d. The marketing of the Seattle Southside TPA region to recruit sporting events in order to
promote local tourism and to benefit the Lodging Businesses and tourism industry within
the Seattle Southside TPA; and
e. Direct administration, operation, formation, and start-up costs associated with Seattle
Southside TPA and the ongoing management and maintenance of the Seattle Southside
TPA program, including but not limited to staff costs, public notice advertising, legal
costs, accounting and auditing (including audits of the Parties and the SSRTA as they
relate to this Agreement), as approved by SSRTA Board of Directors, provided no funds
will be used for costs not directly related to operation of the Seattle Southside TPA, this
Agreement, or the SSRTA.
3 This definition goes into effect on July 1, 2020.
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Memorandum (Info Memo).docx
INFORMATIONAL MEMO
Page 3
DISCUSSION
Following the City Council briefing in November of 2020, Economic Development staff met with
staff from the Cities of Des Moines and SeaTac and in December of 2020 the three cities
agreed to conduct a staff level review of the TPA ILA and to consider any changes, if warranted.
Because of the City of SeaTac's role as the administrator of the TPA, staff from SeaTac
organized meetings between the three cities. SSRTA was no part of the initial meetings
between the cities, but SeaTac kept SSRTA informed regarding the work of the TPA review.
The three cities identified six areas where the cities desired improved outcomes regarding the
TPA:
1. Improved communication, coordination, and oversight between the city staff and the
SSRTA when the SSRTA's work plan and budget, and new initiatives are developed.
2. Improved coordination between the cities related to SeaTac's administrative oversight of
the SSRTA's work plan and budget.
3. Increased communication and transparency between the SSRTA board and city staff.
4. Determine the best approach to item "d)", related to marketing the region to recruit
sporting events.
5. Improved clarity related to the SSRTA's use of TPA, lodging tax, and other revenues for
discrete projects.
6. The cities and the SSRTA should develop a shared approach to measuring success in
achieving the purpose(s) of the TPA
As the cities were conducting their review SSRTA also began the process of hiring a new
CEO/President to replace Katherine Kertzman who retired. Mark Everton came on board in the
spring of 2021 and began to be engaged in the discussions regarding the TPA review.
Staff from the three cities and SSRTA have agreed on some high-level actions that SSRTA and
the cities will undertake following the TPA review, specifically:
1 . The SSRTA will actively involve the cities in the development of its 5 -year workplan.
2 SeaTac will take a more active role in ensuring clear communication, and resolving any
concerns, between the SSRTA and the three cities.
3 . The three cities will strive for consistency in communicating to their respective City
Councils about TPA -related issues.
4 The three cities and the SSRTA will hold regular (e.g. quarterly or semi-annual)
coordination meetings.
5 . The SSRTA and three cities will establish joint performance metrics for tourism
promotion area revenues, which will based upon applicable law and the SSRTA's work
plan.
6 . The SSRTA will consider the adoption of reasonable procedural and policy
recommendations by the three cities that are intended to improve communication and
transparency.
The items listed above are considered best practices that the cities and SSRTA will follow as we
move forward. At this point it does not need seem necessary to amend the TPA ILA or enter into
any formal agreements. However, Tukwila staff has indicated that should the city have concerns
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Memorandum (Info Memo).docx
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in the future regarding these best practices not being followed, the City will ask for a formal
agreement to be adopted by the parties.
The three cities and SSRTA have already begun to implement the actions outlined above, which
have included:
1. Regular meetings between the three cities and SSRTA to discuss high level issues,
including the process to updating SSRTA's strategic plan.
2. Being informed of any lobbying efforts SSRTA might be considering doing in order for
the cities to express any concerns, if any.
3. Being invited and meeting the new marketing agency SSRTA has hired to market the
three city.
Staff appreciates the work of the City of SeaTac in learning the 2021 review and the
openness of SSRTA staff to improve communication with the three cities.
FINANCIAL IMPACT
Not applicable.
RECOMMENDATION
Discussion only.
ATTACHMENTS
• January 31, 2022, staff memorandum to City Managers/City Administrator in the cities of
SeaTac, Des Moines, and Tukwila.
• Cover Letter from Seattle Southside Regional Tourism Authority.
• Seattle Southside Regional Tourism Authority 2022 Workplan.
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Memorandum (Info Memo).docx
To: Carl Cole, SeaTac City Manager
David Cline, Tukwila City Administrator
Michael Matthias, Des Moines City Manager
From: City of SeaTac
Evan Maxim, Community & Economic Development Director
Aleksandr Yeremeyev, Economic Development Manager
Tanja Carter, Economic Development Strategist
City of Tukwila
Derek Speck, Economic Development Administrator
Brandon Miles, Business Relations Manager
City of Des Moines
Tim George, City Attorney
Ashley Young, Events & Facilities Manager
Mark Everton, President of the Seattle Southside Regional Tourism Authority
Date: January 31, 2022
Re: Three -party review of the Seattle Southside Tourism Promotion Area (TPA)
Background
In May of 2021, the City Managers of SeaTac and Des Moines, and the City Administrator of
Tukwila met with the economic development staff for all three cities to review a joint memo
dated April 28, 2021 (Attachment 1). The joint memo summarized the findings of the three -city
review of the TPA and the Seattle Southside Regional Tourism Authority (SSRTA).
All three cities expressed a strong desire to maintain the TPA, continue collaborative regional
marketing to attract tourists to the three cities, and continue to support the SSRTA. The three
cities also identified several desired outcomes that would improve upon the current successes of
the SSRTA:
A. Improved communication, coordination, and oversight between the city staff and the
SSRTA when the SSRTA's work plan and budget, and new initiatives are developed;
B. Improved coordination between the cities related to SeaTac's administrative oversight of
the SSRTA's work plan and budget;
C. Increased communication and transparency between the SSRTA board and city staff;
D. Determine the best approach to item "d)", related to marketing the region to recruit
sporting events;
E. Improved clarity related to the SSRTA's use of TPA, lodging tax, and other revenues for
discrete projects; and
F. The cities and the SSRTA should develop a shared approach to measuring success in
achieving the purpose(s) of the TPA.
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At the close of the meeting in May of 2021, staff from the three cities were directed to meet and
determine the best approach to achieving the above outcomes.
Joint Meetings & Review
Representatives from the three cities met seven times between May and September. These
meetings allowed for a thorough discussion on possible approaches and allowed all three cities
to discuss specific desired outcomes. At the close of these meetings, the three cities agreed to
approach the SSRTA president to discuss several possible improvements to the working
relationship between the SSRTA and the three cities.
In December of 2021, representatives of the three cities met with the SSRTA president (Mark
Everton') to discuss eight "discussion items". The meetings between the three cities and the
SSRTA were positive and productive. The following recommended approach, while not reflecting
all of the items every city desired, will address the desired outcomes identified in May 2021.
Recommended Approach
In general, city staff and the SSRTA have agreed on the following "high level" items; specific
components of these items are described in Attachment 2.
1. The SSRTA will actively involve the cities in the development of its 5 -year workplan;
SeaTac will take a more active role in ensuring clear communication, and resolving any
concerns, between the SSRTA and the three cities.
2. The three cities will strive for consistency in communicating to their respective City
Councils about TPA -related issues.
3. The three cities and the SSRTA will hold regular (e.g. quarterly or semi-annual)
coordination meetings.
4. The SSRTA and three cities will establish joint performance metrics for tourism promotion
area revenues, which will based upon applicable law and the SSRTA's work plan.
5. The SSRTA will consider the adoption of reasonable procedural and policy
recommendations by the three cities that are intended to improve communication and
transparency.
Next Steps
The city and SSRTA staff generally agreed that the above approach should address many of the
concerns that prompted this review. The organizations have also agreed that an adaptive
approach may be required. As noted in the April 2021 memo, a permanent (durable)
agreement is valuable; at present, staff recommends that this memo with attachments serve as
the agreement.
In June of 2021 the former SSRTA president, Katherine Kurtzman, retired. Mark Everton was hired as the new
president of the SSRTA by its board.
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Attachment 2 — April 28, 2021 Memo
To: Carl Cole, SeaTac City Manager
David Cline, Tukwila City Administrator
Michael Matthias, Des Moines City Manager
From: City of SeaTac
Evan Maxim, Community & Economic Development Director
Aleksandr Yeremeyev, Economic Development Manager
Tanja Carter, Economic Development Strategist
City of Tukwila
Derek Speck, Economic Development Administrator
Brandon Miles, Business Relations Manager
City of Des Moines
Tim George,
Ashley Young, Events & Facilities Manager
Date: April 28, 2021
Re: Three -party review of the Seattle Southside Tourism Promotion Area (TPA)
Background
In November of 2020, the City of Tukwila initiated contact with the cities of Des Moines and
SeaTac, expressing a desire to review and consider improvements to the administration of the
TPA. In particular, the three cities sought to ensure that the TPA, and by extension the Seattle
Southside Regional Tourism Authority (SSRTA), is accomplishing the purpose of the TPA as
articulated in the Interlocal Agreement. Further, the Interlocal Agreement that enabled the TPA
has now been in effect for over six years and the City of Tukwila felt it was an appropriate time
for an evaluation.
In mid-December of 2020, the three cities agreed to engage in a staff level review of the TPA
program to determine what, if any, adjustments to the administration of the TPA are warranted,
and the appropriate mechanism to make any necessary adjustments. Generally, staff
understood that a shared understanding of the issues, the legal landscape, and options on how
to proceed would result from the staff level review.
Representatives from the three cities met on January 8, January 22, February 12, February 26,
and March 12 initially to identify a scope of review and then several options on how to proceed.
The SSRTA was not asked to participate directly in the review, though SeaTac staff did inform the
SSRTA president that the review was occurring.
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Scope of Review and Approach
The Interlocal Agreement (ILA) establishes the intended use of TPA funds. The TPA funds may be
used for five categories of work: a) promoting tourism, b) marketing convention and trade
shows, c) marketing the TPA region to the travel industry, d) marketing the TPA region to recruit
sporting events, and e) the operations and administration of the SSRTA. The three cities have
concluded that items "a)", "d)", and "e)" warranted additional review (see attached).
Once the scope of review was established, the staff identified the desired outcomes that would
address the concerns, and possible mechanisms to achieve the desired outcomes.
Desired Outcomes
Staff from all three cities expressed a strong desire to maintain the TPA, continue collaborative
regional marketing to attract tourists to the three cities, and continue supporting the SSRTA. The
following desired outcomes improve upon the current successes of the SSRTA and destination
marketing efforts by economic development staff in the three cities.
Generally, there is consensus around the following desired outcomes:
A. Improved communication, coordination, and oversight between the city staff and the
SSRTA when the SSRTA's work plan and budget, and new initiatives are developed;
B. Improved coordination between the cities related to SeaTac's administrative oversight of
the SSRTA's work plan and budget;
C. Increased communication and transparency between the SSRTA board and city staff;
D. Determine the best approach to item "d)", related to marketing the region to recruit
sporting events;
E. Improved clarity related to the SSRTA's use of TPA, lodging tax, and other revenues for
discrete projects; and
F. The cities and the SSRTA should develop a shared approach to measuring success in
achieving the purpose(s) of the TPA.
A. Improved communication, coordination, and oversight between the city staff and the
SSRTA when the SSRTA's work plan and budget, and new initiatives are developed. This
outcome relates to both items "a)" the general promotion of the TPA region and "e)" the
operations and administration of the SSRTA. The communication and coordination between the
SSRTA and the cities over the last several years has varied significantly from city to city. This has
led to several issues, specifically related to: brand identity, marketing within and outside of 50
miles, uncoordinated lobbying, and alignment between the SSRTA's work plan and the cities'
work plans. There is also concern that the SSRTA work plan has broadened to include items not
directly related to tourism promotion, which may lead to the inefficient duplication of efforts
with other organizations (e.g. the Seattle Southside Chamber of Commerce). A standard
approach to communication and coordination between the cities and the SSRTA should address
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these issues. The cities also desire to ensure that the SSRTA's work plan serves the needs of the
ratepayers, which would be addressed through improved support and oversight as the work plan
is developed. The cities should work with the SSRTA to develop the next 5 -year work plan,
scheduled for mid to late 2021 after the new SSRTA president is hired. The cities and SSRTA
should establish a procedure to ensure coordination as new SSRTA initiatives are identified. The
SSRTA work plans should be informed by, and supportive of, destination development initiatives
and priorities of the TPA cities.
B. Improved coordination between the cities related to SeaTac's administrative oversight of
the SSRTA's work plan and budget. This outcome relates primarily to item "e)", the operations
and administration of the SSRTA. There has been little coordination between the cities during
the annual review and approval of the SSRTA budget by the City of SeaTac. City staff from Des
Moines and Tukwila have attempted to establish direct contact with the SSRTA to varying
degrees of success. There is no clear collective direction from the cities to the SSRTA related to
the prioritization of work plan items, nor is there collaboration between the cities around a
shared understanding of the SSRTA work plan. The cities should establish standardized working
procedures for coordinating their work and communicating with the SSRTA.
C. Increased communication and transparency between the SSRTA board and city staff.
This outcome relates to both items "a)" the general promotion of the TPA region and "e)" the
operations and administration of the SSRTA. The city staff have limited contact and insight into
the decision-making processes of the SSRTA board. City staff also have not established a direct
relationship with the SSRTA board members, so it is unclear if the SSRTA board understands the
cities' role relative to the TPA, economic development, destination development, and marketing.
Due to the lack of communication and transparency, it is unclear whether the SSRTA board and
the cities are providing consistent direction and guidance to the SSRTA. City and SSRTA staff
should partner to increase contact between city staff and SSRTA board members and ensure
best practices for open public meetings.
D. Determine the best approach to item "d)", related to marketing the region to recruit
sporting events. Item "d)" is unusual in the ILA in that it represents a specific set of actions and
outcomes rather than a broader goal or purpose statement. Because of the specific nature of
the statement, it is unclear whether there has been significant progress in accomplishing item
"d)". City staff discussed several possible desirable outcomes, including amendment of the ILA
to focus on desired outcomes or possible clarification with the SSRTA regarding this specific item
through a memorandum of understanding. Although there is general support to maintain a
sport -related focus as it benefits the TPA cities and differentiates them within the region, the city
staff did not reach consensus on how best to address this item.
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E. Improved clarity related to the SSRTA's use of TPA, lodging tax, and other revenues for
discrete projects. This outcome relates to both items "a)" the general promotion of the TPA
region and "e)" the operations and administration of the SSRTA. In recent years, it has not been
apparent what work by the SSRTA is funded by TPA funds, versus work that is funded by lodging
tax or other revenue sources. This has led to some issues related to various work plan items and
questions about whether an item is subject to the "50 mile rule" associated with TPA funds, or
simply the reporting requirements associated with the lodging tax funds. It is not clear what
SSRTA work plan items are subject to oversight as "TPA funded" work by SeaTac. In addition, it is
important to ensure that the SSRTA will remain financially stable. The SSRTA and cities should
work together to ensure that future work plan and budget materials clearly distinguish between
SSRTA work plan items that are funded by the TPA and other work plan items and to ensure long
term financial stability. City staff agreed that establishing common understanding of allowable
uses and limitations of both TPA funds and lodging tax funds will result in improved
communication and collective outcomes.
F. The cities and the SSRTA should develop a shared approach to measuring success in
achieving the purpose(s) of the TPA. This outcome relates to both items "a)" the general
promotion of the TPA region and "e)" the operations and administration of the SSRTA. The ILA
establishes the purpose of the Tourism Promotion Area and serves as a basis for the
development of the SSRTA's work plan and budget. As it relates to overall compliance with
applicable statutes and the terms of the Interlocal Agreement, the SSRTA and the cities have
primarily relied on reviews by the Office of the Washington State Auditor' to ensure compliance.
The State Auditor does not measure the effectiveness of specific work plan items. The cities and
the SSRTA should develop a shared approach and understanding around how success is
measured and communicated to staff, ratepayers, and City Councils.
Recommended Next Steps
The city staff generally identified two possible approaches moving forward:
1. The creation of a Memorandum of Understanding (MOU) between the three cities; and
2. Amendment(s) and/or an addendum to the ILA.
The majority of the desired outcomes above represent an improvement to communication,
coordination, and transparency either between the cities, or between the cities and the SSRTA.
However, creating a permanent agreement between the cities, and possibly the SSRTA, is
desirable to avoid the same concerns and issues that prompted this review. Consequently, staff
1 The Joint Legislative Audit & Review Committee (JLARC) reporting primarily focuses on the use of lodging tax funds
for the purposes authorized under the applicable statutory authority (RCW 67.28).
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from the three cities recommend establishing some form of permanent (durable) agreement
related to the above desired outcomes.
The city staff discussed both options to creating a permanent operational agreement but did not
reach consensus regarding a recommended approach. Presuming the City Managers' concur,
staff will meet over the next few months to achieve the outcomes described and develop the
permanent agreement.
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Attachment 2 - Recommended Approach
This recommended approach is based upon the 4/28/2021 memorandum and joint city / SSRTA
discussions in 2021. These items are intended to provide a summary of an agreed approach between the
cities and the SSRTA, with the goal of improving the current operating relationship between all
organizations.
General items
1. These are non-binding agreements, which will be periodically reviewed. In the event this
approach is not successful, the cities could consider binding agreements.
2. The cities and SSRTA will regularly review this approach and adjust as needed.
3. When the SSRTA develops an updated 5 year work plan, the cities and SSRTA will engage in a
comprehensive review of how the ILA/TPA is filling cities' needs and whether the SSRTA remains
aligned with the cities strategic plans
4. In its role as the legislative and administrative authority, SeaTac will:
a. Facilitate joint city direction to the SSRTA on prioritization of work plan items, including:
i. Annual review of SSRTA's proposed budget / work plan by each city
ii. Ensuring opportunity for clarification
iii. Expectation that SSRTA would reasonably adjust work plan to address concerns
iv. SeaTac to convey joint city direction / guidance to the SSRTA board / president
v. Informing SSRTA stakeholder outreach for work plan development
b. Work with SSRTA to share budget and board appointment information with Des Moines
/ Tukwila in a timely way
c. Seek meaningful resolution of disputes between the 3 cities and the SSRTA
i. The cities and the SSRTA will generally seek to reach consensus
ii. When the cities cannot reach consensus, SeaTac will work with the SSRTA to
address the majority's concerns
5. All three cities and the SSRTA are committed to clear and open communication and improved
coordination between the cities and the SSRTA. To achieve this, the three cities and SSRTA
agree to:
d. Provide consistent information and content to the community and City Councils,
regarding:
i. TPA funds (limitations, uses, etc.)
ii. Lodging tax monies (limitations, uses, etc.)
iii. Performance metrics
iv. Consistent understanding of funding limitations (e.g. 50 -mile rule)
e. Support methods for sharing information between the three jurisdictions
i. Semiannual "coordination meeting", or similar
ii. Establish general awareness of work plan items
iii. Focus on sharing information that may affect other jurisdictions' work / TPA
iv. Avoid "surprise" council / committee briefings regarding the TPA
f. SSRTA Budget materials
i. Clearly identify TPA funds, lodging tax revenues, and other revenues
ii. Clearly identify expenditures as TPA, lodging tax, or other
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g.
iii. For "other" sources of revenues / expenditures — establish process to evaluate /
address impacts on TPA priorities / work plan items
Meet regularly to focus on the following topics
i. Work plan / budget
1. Develop 5 -year strategic plan
2. Review annual work plan / budget
3. Focus areas:
a. Brand identity
b. Marketing focus (50 mile)
c. Alignment between cities
d. Avoiding conflicts / duplication of efforts
4. Determine best approach to marketing the region to recruit sporting
events
ii. Establish a process for cities / SSRTA to collaborate on setting lobbying priorities
and performing any lobbying actions
1. The cities and SSRTA recognize that the SSRTA is limited by State law in
its ability to lobby
6. The three cities and SSRTA desire clear, meaningful performance metrics for the SSRTA's work.
h. The cities / SSRTA will jointly develop performance metrics relative to the use of TPA
funds, which will result in:
i. Shared reporting
ii. Shared terminology
iii. An established level of performance
i. Regular meetings between the city staff and the SSRTA board / board representative
i. Timed to match board decision-making re: work plan and budget
ii. Opportunity for formal communication between cities and SSRTA board / board
representative
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SEATTLE on
SOUTHSIDE 'ILI
Regional Tourism Authority
3100 S176th ST
SEATTLE,WA 98188
P: 206.575.2489
April 11, 2022
Hello Tukwila City Councilmember,
As the new CEO of the Seattle Southside Regional Tourism Authority, I am finding that my arrival in the region
and joining the RTA have come at an opportune time. Tourism and visitation in our region are finally showing
positive signs of emerging from COVID-19. As the RTA team prepared for 2022 and beyond, we felt that a one-
year operational plan was needed as we work towards creating a new multi-year strategic plan. The plan for
crafting the 2023-2027 strategic plan will involve input from you and all our regional stakeholders. I would like
to share with you the RTA's plans for the upcoming year by providing you with a copy of the RTA's 2022 Work
Plan.
As a steward of public funds, the RTA operates under a multi-year strategic plan. The 2009-2014 plan identified
a focus on community alliances, enhancing products and services, growing visitor segments, and nurturing the
brand to enhance the local economy and to enhance the perception of being a superior destination.
The 2016-2021 strategic plan identified key the areas that the RTA would provide benefit to the region and
result in increasing visitation while extending the average length of stay and encouraging additional visitor
spending.
The 2022 Work Plan is intended to provide the organization direction as we create a longer term post-COVID-19
strategic plan to market the region. The core objectives of increasing visitation, having guests stay longer and
spend more in our region are still critical to supporting our tourism industry. For 2022, we feel that there is a
need to enhance the perception and awareness of the region now more than ever before. We are going to focus
on re -introducing the Seattle Southside region to travelers, groups, and corporations in this new and very
different travel environment. Raising awareness of the destination by highlighting the unique identity of each of
our destination cities and focusing on the needs of leisure and corporate travelers, meetings, cruise passengers,
and sports participants is the foundation of our upcoming strategies.
In short, the RTA is looking at 2022 as a year of re -imagining the region through redesign of our image,
messaging, and channels that we communicate to our target audiences. I hope that you are as excited as we are
about what lies ahead for Seattle Southside. I would be happy to answer any questions that you may have.
Please feel free to reach out to me.
Sincerely,
Mark Everton, CEO
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SE/Il III ►��
SOUTHSIDE ►iL�
SeaTac I Tukwila I Des Moines
SEATTLE SOUTHSIDE
REGIONAL TOURISM AUTHORITY
2022 WORK PLAN
These goals are the core mission of Seattle Southside RTA:
1. Increase the number of tourists and groups coming to Seattle Southside.
2. Increase the average length of stay.
3. Increase visitor spending at businesses in the cities of SeaTac, Tukwila, and Des
Moines.
4. Enhance the perception and awareness of the region as a preferred travel
destination.
As the Regional Tourism Authority, our staff will work together with partners, stakeholders, and community
members to build toward being the destination that visitors and groups know and prefer for accessing
everything the Pacific Northwest has to offer, emphasizing the experiences within Seattle Southside.
The travel environment is ever-changing andholds many new possibilities. Seattle Southside is well positioned
to grow and thrive while meeting the increased demand to visit our beautiful Northwest region and exceeding
visitor expectations. The strategy will be to turn the spotlight on the varied opportunities in our region and
welcome people who have not been here in the past.
We are going to focus on re -introducing the Seattle Southside region to travelers, groups, and corporations in
this new and very different environment. Raising awareness of the destination, highlighting the unique
identity of each of our destination cities, and focusing on leveraging our sports facilities will support the
foundation of our upcoming strategies.
The following objectives and tactics make up the RTA's organizational plans for 2022 and will help set the
stage for developing a new long-term strategic plan.
SEATTLE ►,J
SOUTHSIDE Al
Regional Tourism Authority
For more information about Seattle Southside Regional Tourism Authority, please visit
www.SeattleSouthside.com, email info@SeattleSouthside.com or call 206-575-2489.
34
MARKETING & COMMUNICATION DIVISION
The marketing and communications division will be heavily focused on developing new advertising
campaigns and strategies, rebuilding the website, updating and creating content and revising the visual
identity to increasing awareness of and visitation to the destination. With the addition of a few new key
staff members, we will be able to bring some marketing programs in house to expand the reach of our
services to partners and spreading our message.
Objective #1: Develop and implement leisure advertising strategy targeting
prospective travelers to increase visitation to the region, spend with partner
businesses and awareness of the destination.
TACTICS
• Evaluate Agency Relationship:
Select most qualified agency partner to help
develop and execute new campaigns,
programs, advertising opportunities such as
remarketing social and website visitors.
Target travel profiles, focus on new audience
opportunities (cruise) and seasonal
opportunities.
• Refresh Visual Identity:
Update visual identity for use in all advertising
materials, website and collateral. Direct focus
to the destination and less on the RTA.
• Maximize Research Tools:
Study points of interest throughout the region
and Seattle Southside to understand the flow
of visitor travel. Track occupancy and visitor
length of stay and visitor spending including
revenue to evaluate recovery and shape
future plans.
• Develop New Campaigns:
Using research and agency collaboration,
refine travel profiles based on motivations
and assess regional perceptions to determine
how best to reach and communicate with
high impact travelers. Review social media
advertising opportunities such as a newsletter
subscription campaign and launch program.
Develop strategy for in -market marketing
such as SEM, in-room/hotel/shuttle/airport
messaging, geo fenced messages, etc.
• Execute Advertising Campaigns:
While developing new campaigns, continue
interim ad campaign focused on Exploring
Seattle Southside that will run until new
creative is launched. Continue to build
awareness of Seattle Southside and increase
travel consideration via search and social.
Objective #2: Increase website visits and visitor intent actions.
TACTICS
• Audit and Redesign Website:
Audit website content to streamline
experiences and remove or update
underperforming or irrelevant content.
Rebuild website using a new software that is
more robust, user friendly and open source.
Incorporate updated visual identity, research
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and content strategies. Develop custom maps
and itineraries and create more digital
experiences to convert potential travelers.
Review data capture processes and update or
add to various sections of the website to
secure more opportunities for targeted
marketing.
• Enhance SEO and SEM:
Refine SEO strategy to ensure current and
new content is targeting the intended
audience. Continue content audit of website
ensuring all elements are updated and
created with the most effective SEO content.
Bring Search Engine Marketing initiatives in
house based on agency strategy guidance to
reduce third party costs and maintain
flexibility and control.
• Monitor and Boost Website Health:
Monitor website health and performance by
fixing errors, tracking CMS backend
configuration and ensuring third party service
providers are working properly. Identify
landing pages or microsites to build to
capture search traffic or advertising campaign
traffic and provide a more robust experience
resulting in conversions.
• Develop Robust Content:
Optimize content and meta data to meet best
industry standards. A/B test content to
ensure the best experience. Based on
editorial calendar, update home page, landing
pages, menus, content, etc. to enhance
seasonal campaigns. Modify event calendar to
generate interest and awareness about
upcoming events and make it easier for new
events to be added. Coordinate photo and
video shoots for partners, events and
activities to ensure current content and
support partners with their advertising
efforts. Optimize content for use on all
platforms to extend the length and reach of
everything produced. Determine new video
and photo assets needed vs. what can be
edited to create new content.
Objective #3: Enhance regional awareness and perception of Seattle Southside
including tourism partners.
TACTICS
• Continue Influencer Campaign:
Review successes and opportunities from
2021 Influencer campaign and develop and
launch 2022 campaign.
• Bring Public Relations Initiatives in House:
Determine best program to track and report
activities. Develop media pitching calendar
based on target publications editorial
calendars, seasonal events, RTA activities,
partner updates, etc.
• Strengthen Media Connections:
Maintain CRM database of media outlets to
receive pitches. Connect with relevant
industry groups such as PRSA to network and
learn best practices. Send out monthly Calls
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for Content to partners to develop and
enhance pitches, website and social content.
Develop monthly newsletters targeting
audiences to increase engagement with web
content. Coordinate TBEX travel show
including booth and fam tour to generate
positive publicity and build contact database.
Redesign the layout and content of the Media
section on the website to be more
informative to all media including potential
social media influencers, travel writers, fact
checkers, etc.
• Enhance Media Services:
Develop partner editorial calendar to share
schedule of distribution. Build out custom fam
tours and corresponding web experience/
tour/savings pass. Update media kit to
include latest destination information.
Conduct PR perception study with regional
and national media.
• Bring Social Media Initiatives in house:
Ensure content and voice are consistent with
the brand strategy. Use editorial calendar to
determine cadence and message of social
media posts and ensure interactions are
monitored on regular basis on all accounts.
Revise social media policy to ensure best
practices for public agencies are being met.
Monitor user generated content to share on
web, social, newsletters, collateral, etc.
Objective #4: Enhance and develop new visitor experiences to support tourism
partners and increase length of stay and visitor spend.
TACTICS
• Strengthen Scenes Program:
Develop new strategy for Scenes program
including new locations and Trail experience.
Create marketing plan to support the
program.
• Develop New Passes:
Explore additional passes for development
such as ale trails, happy hour, short term
itineraries, media fams, etc.
• Enhance Collateral:
Revise the travel planner and other collateral
for a digital experience. Print a limited
number for mail requests.
• Expand Outreach to Non -Hotel Partners:
Create awareness about services provided by
RTA and enhance participation in programs.
Maintain the monthly Insider newsletter.
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BUSINESS DEVELOPMENT DIVISION
The RTA business development strategy for the meetings, sports, and tour/travel market is based on a
partner -centric approach with sales and marketing efforts focused on steering business directly to
partners. The strategy combines content marketing tactics with traditional sales efforts, partner sales
support initiatives, and programs to connect partners directly to planners. Messaging to planners will
highlight the assets within the destination, branding the region of Seattle Southside as an ideal
destination for meetings, sporting events, tour groups, and packaged travel and the RTA as a resource
for supporting and enhancing events. Equally as important, focus will be placed on developing tools,
collateral, trainings, events, and opportunities that will support partners' ability to access, acquire, and
close business.
Objective #1: Increase Meetings Business for hotel partners within the
Association, Corporate, and SMERF markets.
TACTICS
• Rebuild Meetings Microsite:
Revise and rebuild microsite for a meeting
planner audience with a focus on optimizing
usability and usefulness for the planner.
• Media Buy:
Strategize, develop, and manage media buy
and implementation of marketing campaigns
to group audiences, focused on highlighting
partner hotels and venues, Seattle Southside
assets, and branding Seattle Southside as an
ideal location for meetings. Pursue strategic
marketing partnerships with third party
planners and booking agencies with a focus
on strategies that steer business directly to
partners.
• Planner Newsletters:
Produce monthly newsletter for a meeting
planner audience to maintain connections
with database of clients. Newsletter content
will also be distributed to third party mailing
lists.
• Content Creation:
Develop new content for the meetings
microsite (web content/articles). Content will
38
contribute to newsletter and social media
strategies.
• Social Media Engagement:
Generate social media content relevant to
business development. Connect with planners
through Linkedln, comment on posts, and
look for ways to heighten engagement, such
as utilizing live video.
• Familiarization Tours & Events:
Plan familiarization tours and events that
showcase Seattle Southside facilities and
assets.
• Connect One on One with Planners:
Through active attendance at sales
conventions, sales missions, events, and
tradeshows, present the benefits of bringing
meetings to Seattle Southside.
• Industry Involvement:
Attend networking events, continue
involvement with industry associations
(WSAE, PCMA, etc.), volunteer and/or support
industry associations (board appointments,
committees, events, etc.), and pursue
opportunities for stage time/sponsorships to
increase Seattle Southside's visibility.
• Launch Partner Showcase Program:
Develop scope, launch, and manage program
to enable more partners to attend approved
sales conventions and tradeshows.
Coordinate pre -show promotions, post -show
follow-ups, design collateral pieces, manage
show activations, assist with appointment
requests, and collaborate on appointment
participation.
Objective #2: Increase sports events in or near Seattle Southside with an
emphasis on maximizing opportunities for partner hotels to obtain room nights
from participants or attendees.
TACTICS
• Rebuild Sports Microsite:
Revise and rebuild microsite for a sports
planner audience with a focus on optimizing
usability and usefulness for the planner.
• Media Buy:
Strategize, develop, and manage media buy and
implementation of marketing campaigns to
sports planner audiences, focused on sports
facility assets.
• Planner Newsletters:
Produce newsletter for a sports planner
audience to maintain connections with
database of clients. Newsletter content will also
be distributed to third party mailing lists.
• Content Creation:
Develop new content for the sports microsite
(web content/articles). Content will contribute
to newsletter and social media strategies.
• Social Media Engagement:
Submit posts for content to MarCom for
distribution on social media channels. Engage
with sports planners on Facebook, Linkedln, and
Playeasy.
• Familiarization Tours & Events:
Partner with neighboring DMOs and the Seattle
Sports Commission on familiarization tours and
events that showcase Seattle Southside
facilities and assets.
• Connect One on One with Planners:
Through active attendance at sales conventions,
sales missions, events, and tradeshows, present
the benefits of bringing events to Seattle
Southside.
• Industry Involvement:
Attend networking events, continue
involvement with industry associations (Seattle
Sports Commission, etc.) volunteer and/or
support industry associations (board
appointments, committees, events, etc.), and
pursue opportunities for stage
time/sponsorships to increase Seattle
Southside's visibility.
• Manage Housing Program for Sports:
Work with EventConnect, Starfire Sports, and
other tournament organizers in the region to
increase and optimize utilization of the RTA's
housing platform.
• Connect with Regional Sports Facilities:
Pursue connections with sports facilities in
neighboring cities to collaborate on bringing
sports events to the region and developing a
sports infrastructure.
• Maintain Relationships with Facility Partners:
Connect with Seattle Southside sports facility
partners to explore ways to enhance
partnerships and open up sports event
opportunities.
39
Objective #3: Increase tour and travel business for partner hotels with an
emphasis on the cruise market.
TACTICS
• Rebuild Tour Industry Microsite:
Revise and rebuild microsite for a tour/travel
planner audience with a focus on optimizing
usability and usefulness for the planner.
• Media Buy:
Strategize, develop, and manage media buy
and implementation of marketing campaigns
to tour/travel planner audiences with a focus
on strategies that steer business directly to
partners.
• Planner Newsletters:
Produce newsletter for a tour/travel planner
audience to maintain connections with
database of clients. Newsletter content will
also be distributed to third party mailing lists.
• Content Creation:
Develop new content for the tour/travel
microsite (web content/articles). Content will
contribute to newsletter and social media
strategies.
• Social Media Engagement:
Submit posts for content to MarCom for
distribution on social media channels. Engage
with tour/travel planners on Facebook,
Linkedln, etc.
• Familiarization Tours & Events:
Partner with neighboring DMOs and the Port
of Seattle on familiarization tours and events
that showcase Seattle Southside facilities and
assets.
• Connect One on One with Planners:
Through active attendance at sales
conventions, sales missions, events, and
tradeshows, present the benefits of Seattle
Southside.
• Industry Involvement:
Attend networking events, continue
involvement with industry associations (Skal,
NTA, PSBTA, etc.) volunteer and/or support
industry associations (board appointments,
committees, events, etc.), and pursue
opportunities for stage time/sponsorships to
increase Seattle Southside's visibility.
• Connect Partners to Cruise Market:
Pursue ways to educate, connect, and
optimize cruise business for partners through
events such as a symposium/panel
presentation on how to work with the cruise
industry.
Objective #4: Support business partners' group sales by providing partners with
impactful opportunities and marketing/sales tools.
TACTICS
• Rebuild Partner Microsite & Extranet:
Revise and rebuild microsite and Extranet for
partners with a focus on optimizing usability and
usefulness for the planner.
• Coalesce Partner Sales Staff:
Develop a group identity to bring together
Seattle Southside partner hotel and event venue
sales staff. Brand this group to create a more
40
unified destination and a more engaged sales
community.
• Understand Partner Needs and Status:
Meet with select hotel partners regularly to
discuss business development opportunities,
their objectives and roadblocks, and find ways
the RTA can support them achieve their goals
through marketing or partnership services.
• Sales Bootcamp:
Develop a professional development series to
help partners at hotels and event venues
maximize their sales process.
• Partner Marketing Support:
Provide hotel and venue partners with marketing
support and/or product toolkits to assist in their
sales efforts (such as video, collateral, etc.).
Needs will be identified through routine
communications with partners.
• Promote Director of Sales' Collaboration: Provide
Seattle Southside Director of Sales' the
opportunity to come together and discuss their
challenges, solutions, and opportunities.
• Manage SeaTac Hotels — Shopping Shuttle:
Optimize utilization of the shuttle through
communication with hotels, promotions for
riders, and management of program.
• Planner Focus Group:
Invite planners to experience Seattle Southside
during a multi -day familiarization event and
participate in a focus group to review the
region's assets and the RTA's marketing
collateral. Involve the IMPACT Group whenever
possible and share the resulting report with
partners to better equip them in understanding
the planner perspective.
• Planner Advisory Group:
Recruit planners (from Planner Focus Group) to
join a Seattle Southside Planner Advisory Group.
Feature this group on marketing materials
providing testimonials for the destination and
utilize members for review of new ads,
programs, or initiatives from the RTA as well as
from the IMPACT Group in order to garner the
planner perspective.
• Business Development Data Sharing:
Using data sources such as Cvent, STR, and
Zartico, regularly provide partners with data and
information relevant to business development.
Produce a Partner Budgeting Toolkit by Q3 to
support hotel planning and budgeting for next
year.
41
SEATTLE ►,J
SOUTHSIDE �l
Regional Tourism Authority
For more information about Seattle Southside Regional Tourism Authority, please visit
www.SeattleSouthside.com, email info@SeattleSouthside.com or call 206-575-2489.
42