DESTINATION

Regional Tourism Authority

T O U R I S M S Y M P O S I U M

2 0 1 6 A N N U A L R E P O R T

Maureen Huffman, Chairperson

General ManagerEmbassy Suites Seattle-Tacoma International Airport

Regional Tourism Authority

VISION:To position Seattle Southside as a destination of choice for practical travelers to Seattle while enhancing the image and economic strength of the region.

MISSION:As a brand-driven and entrepreneurial destination marketing organization, Seattle Southside Regional Tourism Authority provides advocacy and innovative services to competitively market the destination. This function helps create jobs, grow tax revenues, and improve quality of life for our businesses and residents.

Last year was a year of transition for our destination marketing organization. After several years of dedication and hard work from our partners, stakeholders, and staff, we started collecting funds from the Tourism Promotion Area (TPA). These additional funds will allow our region to become more competitive and attract more visitors, thus allowing us to focus on supporting and enhancing economic development and quality of life for both the local business community and local residents.

Staff transitioned from the City of Tukwila - administered Seattle Southside Visitor Services program to Seattle Southside Regional Tourism Authority (RTA) and built an entirely new organization. With additional staff members and support from our Board of Directors, we will create a tourism master plan that incorporates all of the community stakeholders in a unified long-range vision.

Additionally, we are seeing a record level of development in our region. An estimated 1,109 new guest rooms are planned for Seattle Southside by 2017 including the 17-story Washington Place hotel located in Tukwila. This hotel development is driven by Seattle Southside’s proximity to Seattle-Tacoma International Airport.

Seattle-Tacoma International Airport is among the nation’s 20 largest airports and the fastest growing. The Port of Seattle’s Sea-Tac Airport Master Plan, scheduled for completion later this year, will address the critical need for a new International Arrivals Facility, expansion of gates, and many other improvements that will help the airport welcome the more than 66 million expected visitors by 2034. The addition of the 87-acre Des Moines Creek Business Park will be home to the new Federal Aviation Administration, bringing 1,600 employees to our area.

Today, thanks to the tremendous work of our staff, our advisors, and our community partners, we are poised to make an indelible and positive impact on Des Moines, SeaTac, and Tukwila that will be felt for decades to come. The work we do in 2016 promises to bring more tourism to our partner cities as we aim to raise the profile of our region to unprecedented heights and look to create new initiatives that will bring deserved attention to our greatest local assets.

We have some lofty goals, but goals we have every intention of meeting and exceeding. At long last, all the pieces are in place. Community and business participation. An enthusiastic and dedicated staff. And an unwavering commitment to another incredible year on behalf of all of you. Thank you for being a part of it.

DEAR PARTNERS,

Katherine Kertzman

President & CEOSeattle Southside Regional Tourism Authority

SEATTLE SOUTHSIDE

VISION & MISSION

STATEMENTS

Maureen Huffman, Chairperson

General ManagerEmbassy Suites Seattle-Tacoma International Airport

Regional Tourism Authority

VISION:To position Seattle Southside as a destination of choice for practical travelers to Seattle while enhancing the image and economic strength of the region.

MISSION:As a brand-driven and entrepreneurial destination marketing organization, Seattle Southside Regional Tourism Authority provides advocacy and innovative services to competitively market the destination. This function helps create jobs, grow tax revenues, and improve quality of life for our businesses and residents.

Last year was a year of transition for our destination marketing organization. After several years of dedication and hard work from our partners, stakeholders, and staff, we started collecting funds from the Tourism Promotion Area (TPA). These additional funds will allow our region to become more competitive and attract more visitors, thus allowing us to focus on supporting and enhancing economic development and quality of life for both the local business community and local residents.

Staff transitioned from the City of Tukwila - administered Seattle Southside Visitor Services program to Seattle Southside Regional Tourism Authority (RTA) and built an entirely new organization. With additional staff members and support from our Board of Directors, we will create a tourism master plan that incorporates all of the community stakeholders in a unified long-range vision.

Additionally, we are seeing a record level of development in our region. An estimated 1,109 new guest rooms are planned for Seattle Southside by 2017 including the 17-story Washington Place hotel located in Tukwila. This hotel development is driven by Seattle Southside’s proximity to Seattle-Tacoma International Airport.

Seattle-Tacoma International Airport is among the nation’s 20 largest airports and the fastest growing. The Port of Seattle’s Sea-Tac Airport Master Plan, scheduled for completion later this year, will address the critical need for a new International Arrivals Facility, expansion of gates, and many other improvements that will help the airport welcome the more than 66 million expected visitors by 2034. The addition of the 87-acre Des Moines Creek Business Park will be home to the new Federal Aviation Administration, bringing 1,600 employees to our area.

Today, thanks to the tremendous work of our staff, our advisors, and our community partners, we are poised to make an indelible and positive impact on Des Moines, SeaTac, and Tukwila that will be felt for decades to come. The work we do in 2016 promises to bring more tourism to our partner cities as we aim to raise the profile of our region to unprecedented heights and look to create new initiatives that will bring deserved attention to our greatest local assets.

We have some lofty goals, but goals we have every intention of meeting and exceeding. At long last, all the pieces are in place. Community and business participation. An enthusiastic and dedicated staff. And an unwavering commitment to another incredible year on behalf of all of you. Thank you for being a part of it.

DEAR PARTNERS,

Katherine Kertzman

President & CEOSeattle Southside Regional Tourism Authority

SEATTLE SOUTHSIDE

VISION & MISSION

STATEMENTS

“Tourism is vital toDes Moines. It is necessary to move us from a hidden gem toward a thriving must-see destination. We believe working with the Seattle Southside RTA is key to making this happen.”

“By chartering the Seattle Southside RTA, the City has confirmed our strong support of the region’s official destination marketing organization and the recognition that tourism is one of the pillars of our economy and a critical component to a stronger future.”

MAYOR MATT PINA CITY OF DES MOINES

MAYOR MICHAEL SIEFKES CITY OF SEATAC

MAYOR ALLAN EKBERG CITY OF TUKWILA

Chairperson: MAUREEN HUFFMAN General Manager, Embassy Suites Seattle-Tacoma International Airport Term Expiration: December 31, 2017

Vice Chair: SANJAY MAHAJAN General Manager, Radisson Hotel Seattle Airport Term Expiration: December 31, 2018

Secretary: DAVID SULLIVAN General Manager, Cedarbrook Lodge Term Expiration: December 31, 2016

Treasurer: BARBARA BRUNETTI General Manager, Ramada Tukwila Southcenter Term Expiration: December 31, 2017

SEATTLE SOUTHSIDE REGIONAL TOURISM AUTHORITY BOARD OF DIRECTORS

BARRY BAXTER General Manager, Home2 Suites by Hilton Term Expiration: December 31, 2016

KEN STOCKDALE General Manager, Crowne Plaza Seattle Airport Term Expiration: December 31, 2018

FRANK WELTON General Manager, Hilton Worldwide Term Expiration: December 31, 2017

BILL MURRAY General Manager, Four Points by Sheraton Seattle Airport South Term Expiration: December 31, 2016

“The City of Tukwila greatly values our partnership with the Seattle Southside RTA because we recognize that tourism means more jobs and tax revenues and greater support for our businesses and residents.”

SEATTLE SOUTHSIDE

PARTNER CITIES

4 5

Carmen Scott

“Tourism is vital toDes Moines. It is necessary to move us from a hidden gem toward a thriving must-see destination. We believe working with the Seattle Southside RTA is key to making this happen.”

“By chartering the Seattle Southside RTA, the City has confirmed our strong support of the region’s official destination marketing organization and the recognition that tourism is one of the pillars of our economy and a critical component to a stronger future.”

MAYOR MATT PINA CITY OF DES MOINES

MAYOR MICHAEL SIEFKES CITY OF SEATAC

MAYOR ALLAN EKBERG CITY OF TUKWILA

Chairperson: MAUREEN HUFFMAN General Manager, Embassy Suites Seattle-Tacoma International Airport Term Expiration: December 31, 2017

Vice Chair: SANJAY MAHAJAN General Manager, Radisson Hotel Seattle Airport Term Expiration: December 31, 2018

Secretary: DAVID SULLIVAN General Manager, Cedarbrook Lodge Term Expiration: December 31, 2016

Treasurer: BARBARA BRUNETTI General Manager, Ramada Tukwila Southcenter Term Expiration: December 31, 2017

SEATTLE SOUTHSIDE REGIONAL TOURISM AUTHORITY BOARD OF DIRECTORS

BARRY BAXTER General Manager, Home2 Suites by Hilton Term Expiration: December 31, 2016

KEN STOCKDALE General Manager, Crowne Plaza Seattle Airport Term Expiration: December 31, 2018

FRANK WELTON General Manager, Hilton Worldwide Term Expiration: December 31, 2017

BILL MURRAY General Manager, Four Points by Sheraton Seattle Airport South Term Expiration: December 31, 2016

“The City of Tukwila greatly values our partnership with the Seattle Southside RTA because we recognize that tourism means more jobs and tax revenues and greater support for our businesses and residents.”

SEATTLE SOUTHSIDE

PARTNER CITIES

4 5

Carmen Scott

6 7

SEATTLE SOUTHSIDE

2015ACCOMPLISHMENTS

6 7

It’s been a remarkable year for Seattle Southside and the cities and businesses we serve. Last year was spent developing the new public development authority while maintaining current operations with four full-time staff members. This included creating policies and procedures, setting up the organizational infrastructure, and upgrading our offices to provide more space and present a more professional face to the important work we do. Meanwhile, significant accomplishments were made throughout the organization:

A new Dining Guide was developed that lists more than 100 full-service restaurants categorized by cuisine and interests. It is available for download and at visitor centers and hotels.

There were more than 30,000 social interactions (likes, comments, shares, etc.) on our social platforms: Facebook, Twitter, Pinterest, YouTube, and Instagram.

Simpleview Customer Relationship Management (CRM) services were implemented in 2014 and customized to meet Seattle Southside and partner needs in 2015. The Partner Extranet will come in 2016, allowing partners to interact with their listings and leads and become even more engaged.

In 23 instances, we assisted closing the deal or provided convention services to a group, representing 4,428 rooms.

Nine sales missions were conducted, which accounted for 215 client appointments.

74 service requests were fulfilled for meetings and groups (non-overnight meetings or services).

A record number of meeting/group sales leads generated 167 Requests For Proposals (RFPs) representing 41,071 rooms.

Our partnership with Westfield Southcenter allowed us to distribute Travel Rewards Program information and act as the redemption and tracking center. The program was distributed to more than 500 visitors from the United States, China, Canada, and Korea, and nearly $80,000 was directly attributed to these shoppers.

We facilitated more than 527,000 interactions: walk-ins, phone calls, shuttle riders, web visits, meeting attendees, and packets mailed. According to our conversion study, the people we interact with stay longer and spend more: 3.54 nights and $1,007 per visit.

86,306 room nights can be directly attributed to our efforts.

Travel Planner

Take Flight in the Northwest’s Only Indoor Skydiving

Facility 11

What to Wear 48Relax at the Spa 4

Golf Chambers Bay 8

THINGS TO DO 4 WHAT TO EAT 24 WHERE TO STAY 42 2015–2016

FARM-TO-TABLE 4

KID FRIENDLY 10

SEAFOOD 7

2015–2016

DiningGuide

Experience Seattle Southside’s

Melting Pot of Food 4

Catch the Game & a Brew 9

Southside Sips 8Restaurant Listings 12

6 7

SEATTLE SOUTHSIDE

2015ACCOMPLISHMENTS

6 7

It’s been a remarkable year for Seattle Southside and the cities and businesses we serve. Last year was spent developing the new public development authority while maintaining current operations with four full-time staff members. This included creating policies and procedures, setting up the organizational infrastructure, and upgrading our offices to provide more space and present a more professional face to the important work we do. Meanwhile, significant accomplishments were made throughout the organization:

A new Dining Guide was developed that lists more than 100 full-service restaurants categorized by cuisine and interests. It is available for download and at visitor centers and hotels.

There were more than 30,000 social interactions (likes, comments, shares, etc.) on our social platforms: Facebook, Twitter, Pinterest, YouTube, and Instagram.

Simpleview Customer Relationship Management (CRM) services were implemented in 2014 and customized to meet Seattle Southside and partner needs in 2015. The Partner Extranet will come in 2016, allowing partners to interact with their listings and leads and become even more engaged.

In 23 instances, we assisted closing the deal or provided convention services to a group, representing 4,428 rooms.

Nine sales missions were conducted, which accounted for 215 client appointments.

74 service requests were fulfilled for meetings and groups (non-overnight meetings or services).

A record number of meeting/group sales leads generated 167 Requests For Proposals (RFPs) representing 41,071 rooms.

Our partnership with Westfield Southcenter allowed us to distribute Travel Rewards Program information and act as the redemption and tracking center. The program was distributed to more than 500 visitors from the United States, China, Canada, and Korea, and nearly $80,000 was directly attributed to these shoppers.

We facilitated more than 527,000 interactions: walk-ins, phone calls, shuttle riders, web visits, meeting attendees, and packets mailed. According to our conversion study, the people we interact with stay longer and spend more: 3.54 nights and $1,007 per visit.

86,306 room nights can be directly attributed to our efforts.

Travel Planner

Take Flight in the Northwest’s Only Indoor Skydiving

Facility 11

What to Wear 48Relax at the Spa 4

Golf Chambers Bay 8

THINGS TO DO 4 WHAT TO EAT 24 WHERE TO STAY 42 2015–2016

FARM-TO-TABLE 4

KID FRIENDLY 10

SEAFOOD 7

2015–2016

DiningGuide

Experience Seattle Southside’s

Melting Pot of Food 4

Catch the Game & a Brew 9

Southside Sips 8Restaurant Listings 12

8 9

$68.2 MILLION IN STATE & LOCAL TAXES

EARNINGS $194.9 Million

4,950 HOSPITALITY EMPLOYEES

$665.2 MILLION IN TRAVEL SPENDING

86,306 HOTEL NIGHTS DIRECTLY ATTRIBUTED TO SEATTLE SOUTHSIDE EFFORTS

IN WASHINGTON,TOURISM SAVES THE AVERAGE HOUSEHOLD $400 IN TAXESANNUALLY

3.85 MILLION OVERNIGHT VISITORS

SEATTLE SOUTHSIDE

TRAVELTRENDS

SEATTLE SOUTHSIDE

TRAVELTRENDS

Travel spending in the Seattle Southside increased by 6.8 percent from 2014 to 2015. Earnings, employment, and travel-generated tax receipts also increased.

Although Tukwila has the greatest estimated visitor spending, SeaTac has 70 percent of all lodging sales. However, its share of visitor-related sales in food services, entertainment, and retail is comparatively smaller.

Des Moines $27,277Tukwila $672,010SeaTac $1,648,417

Des Moines $35.3SeaTac $265.5Tukwila $364.4

LODGING TAXES WITHIN SEATTLE SOUTHSIDE

AIR TRAVEL

SMITH TRAVEL RESEARCH

TRAVEL SPENDING ($Million)

More than 80 percent of all visitor nights in the Seattle Southside are attributable to hotel/motel stays. This percentage is much greater than for King County and Washington State.

Visitor air arrivals (domestic only) to Sea-Tac Airport have also increased for the sixth year in a row.

STR indicates 2015 was another record year for occupancy in Seattle Southside’s hotels. With a 79.2 percent occupancy rate, an average daily rate at $115.75 (a 9.3 percent increase), and revenue per available room up by 12.3 percent, this positive trend is fueling the increase in development in our region.

Seattle Southside

King County

Washington State100%80%60%40%20%0%

6.0

5.5

5.0

4.5

4.00403 05 06 07 08 09 10 11 12 13 14 15

Visit

or A

rriva

ls (M

illion

s)

9

8 9

$68.2 MILLION IN STATE & LOCAL TAXES

EARNINGS $194.9 Million

4,950 HOSPITALITY EMPLOYEES

$665.2 MILLION IN TRAVEL SPENDING

86,306 HOTEL NIGHTS DIRECTLY ATTRIBUTED TO SEATTLE SOUTHSIDE EFFORTS

IN WASHINGTON,TOURISM SAVES THE AVERAGE HOUSEHOLD $400 IN TAXESANNUALLY

3.85 MILLION OVERNIGHT VISITORS

SEATTLE SOUTHSIDE

TRAVELTRENDS

SEATTLE SOUTHSIDE

TRAVELTRENDS

Travel spending in the Seattle Southside increased by 6.8 percent from 2014 to 2015. Earnings, employment, and travel-generated tax receipts also increased.

Although Tukwila has the greatest estimated visitor spending, SeaTac has 70 percent of all lodging sales. However, its share of visitor-related sales in food services, entertainment, and retail is comparatively smaller.

Des Moines $27,277Tukwila $672,010SeaTac $1,648,417

Des Moines $35.3SeaTac $265.5Tukwila $364.4

LODGING TAXES WITHIN SEATTLE SOUTHSIDE

AIR TRAVEL

SMITH TRAVEL RESEARCH

TRAVEL SPENDING ($Million)

More than 80 percent of all visitor nights in the Seattle Southside are attributable to hotel/motel stays. This percentage is much greater than for King County and Washington State.

Visitor air arrivals (domestic only) to Sea-Tac Airport have also increased for the sixth year in a row.

STR indicates 2015 was another record year for occupancy in Seattle Southside’s hotels. With a 79.2 percent occupancy rate, an average daily rate at $115.75 (a 9.3 percent increase), and revenue per available room up by 12.3 percent, this positive trend is fueling the increase in development in our region.

Seattle Southside

King County

Washington State100%80%60%40%20%0%

6.0

5.5

5.0

4.5

4.00403 05 06 07 08 09 10 11 12 13 14 15

Visit

or A

rriva

ls (M

illion

s)

9

10 11

VISITOR CONVERSION STUDY:

56 percent of those who inquired to Seattle Southside Visitor Center ultimately visited the area. Compared to the H2R industry norm of 33 percent for destinations across the U.S., this is very strong.

Visitors who inquire to stay longer and spend more than the average visitor to Seattle Southside. They typically stay 3.54 nights and spend $1,007.

SHUTTLE RIDER SPEND AND EXPERIENCE STUDY:

Shuttle riders spend approximately $172 per person on their free trip from their SeaTac hotel to Westfield Southcenter, with those visiting from outside the United States spending more ($190 vs. $158) and spend approximately three hours at the shopping center.

Shuttle riders were very satisfied with their experience on the shuttle bus. More than nine in ten riders indicated they were somewhat/very satisfied with the friendliness of the driver, the cleanliness of the shuttle, and the comfort of the ride. Additionally, 85 percent indicated they were satisfied with the timeliness of the shuttle.

DIGITAL CONVERSION STUDY:

A majority of the Seattle Southside website visitors had already decided to make a trip to the area when they visited the site. These website visitors were searching for area information (68%), activities (56%), and hotels (39%) for their trip.

The Seattle Southside website has a conversion rate of 34 percent. This means that more than one-third of website visitors booked an overnight trip to the area after visiting the website.

50 percent of website visitors said their visit to the website persuaded them to visit attractions or restaurants they had not planned to visit, while 20 percent said they decided to visit Seattle Southside instead of another destination, and 10 percent said the website persuaded them to stay longer than planned.

2014-2015RESEARCH

Group Sales $4,111,886

Website Conversions $9,452,218

Website Orbitz Bookings $364,212

Visitor Center Inquiries $12,875,752

Visitor Center Walk-in Hotel Reservations $34,974

Shuttle Riders $4,433,816

Total Estimated Direct Visitor Spending $31,272,858

Total Actual Seattle Southside Expenses $1,460,503

TOURISM RETURN ON INVESTMENT

$1 to $21.41

SEATTLE SOUTHSIDE

RETURN ON INVESTMENT

10 11

VISITOR CONVERSION STUDY:

56 percent of those who inquired to Seattle Southside Visitor Center ultimately visited the area. Compared to the H2R industry norm of 33 percent for destinations across the U.S., this is very strong.

Visitors who inquire to stay longer and spend more than the average visitor to Seattle Southside. They typically stay 3.54 nights and spend $1,007.

SHUTTLE RIDER SPEND AND EXPERIENCE STUDY:

Shuttle riders spend approximately $172 per person on their free trip from their SeaTac hotel to Westfield Southcenter, with those visiting from outside the United States spending more ($190 vs. $158) and spend approximately three hours at the shopping center.

Shuttle riders were very satisfied with their experience on the shuttle bus. More than nine in ten riders indicated they were somewhat/very satisfied with the friendliness of the driver, the cleanliness of the shuttle, and the comfort of the ride. Additionally, 85 percent indicated they were satisfied with the timeliness of the shuttle.

DIGITAL CONVERSION STUDY:

A majority of the Seattle Southside website visitors had already decided to make a trip to the area when they visited the site. These website visitors were searching for area information (68%), activities (56%), and hotels (39%) for their trip.

The Seattle Southside website has a conversion rate of 34 percent. This means that more than one-third of website visitors booked an overnight trip to the area after visiting the website.

50 percent of website visitors said their visit to the website persuaded them to visit attractions or restaurants they had not planned to visit, while 20 percent said they decided to visit Seattle Southside instead of another destination, and 10 percent said the website persuaded them to stay longer than planned.

2014-2015RESEARCH

Group Sales $4,111,886

Website Conversions $9,452,218

Website Orbitz Bookings $364,212

Visitor Center Inquiries $12,875,752

Visitor Center Walk-in Hotel Reservations $34,974

Shuttle Riders $4,433,816

Total Estimated Direct Visitor Spending $31,272,858

Total Actual Seattle Southside Expenses $1,460,503

TOURISM RETURN ON INVESTMENT

$1 to $21.41

SEATTLE SOUTHSIDE

RETURN ON INVESTMENT

12 13

OCTOBER Tourism Promotion Area Steering Committee formed.

JANUARY Research, education, and outreach begins.

JUNE City of SeaTac engages Pacific Law Group to assist.

APRIL Conducted Tourism Promotion Area (TPA) Ratepayers Informational Meetings.

MAY SeaTac, Tukwila, and Des Moines execute Interlocal Agreement for Joint Establishment of a Tourism Promotion Area (TPA), designating the City of SeaTac as the TPA Legislative Authority.

JULY Hoteliers with 90-plus rooms submit initiation petition to the City of SeaTac.

SEPTEMBER SeaTac City Council conducts study session and approves TPA Resolution expressing its intent to establish a TPA.

OCTOBER SeaTac City Council passes ordinance establishing a Joint Tourism Promotion Area and to charter a newly created Regional Tourism Authority to manage TPA assessments and lodging taxes.

NOVEMBER TPA hotel ratepayers apply to City of SeaTac to serve as RTA Board Members.

DECEMBER Contract signed with Department of Revenue to administer collection of TPA assessments.

2011 2012 2014 2015 2016 2017

TOURISM PROMOTION

AREA

TIMELINE JANUARY Seven-member Private Sector Board of Directors appointed by SeaTac City Council and first RTA Board Meeting held.

FEBRUARY Outreach to ratepayers begins regarding TPA implementation.

APRIL Implementation of TPA assessment begins.

JUNE RTA receives first deposit of TPA assessments.

SEPTEMBER Katherine Kertzman hired by Board and officially starts as President and CEO.

JANUARY Seattle Southside Visitor Services (SSVS) staff move from City of Tukwila to RTA.

JANUARY - JULY Strategic planning process.

FEBRUARY Additional RTA staff hired.

MAY City of Tukwila transfers SSVS Tourism Promotion Program assets to RTA.

AUGUST - DECEMBER Marketing plan, sales plan, and action plan development.

MAY Strategic plan implementation and continuation.

Carmen Scott

Jonathan P. Ellgen

12 13

OCTOBER Tourism Promotion Area Steering Committee formed.

JANUARY Research, education, and outreach begins.

JUNE City of SeaTac engages Pacific Law Group to assist.

APRIL Conducted Tourism Promotion Area (TPA) Ratepayers Informational Meetings.

MAY SeaTac, Tukwila, and Des Moines execute Interlocal Agreement for Joint Establishment of a Tourism Promotion Area (TPA), designating the City of SeaTac as the TPA Legislative Authority.

JULY Hoteliers with 90-plus rooms submit initiation petition to the City of SeaTac.

SEPTEMBER SeaTac City Council conducts study session and approves TPA Resolution expressing its intent to establish a TPA.

OCTOBER SeaTac City Council passes ordinance establishing a Joint Tourism Promotion Area and to charter a newly created Regional Tourism Authority to manage TPA assessments and lodging taxes.

NOVEMBER TPA hotel ratepayers apply to City of SeaTac to serve as RTA Board Members.

DECEMBER Contract signed with Department of Revenue to administer collection of TPA assessments.

2011 2012 2014 2015 2016 2017

TOURISM PROMOTION

AREA

TIMELINE JANUARY Seven-member Private Sector Board of Directors appointed by SeaTac City Council and first RTA Board Meeting held.

FEBRUARY Outreach to ratepayers begins regarding TPA implementation.

APRIL Implementation of TPA assessment begins.

JUNE RTA receives first deposit of TPA assessments.

SEPTEMBER Katherine Kertzman hired by Board and officially starts as President and CEO.

JANUARY Seattle Southside Visitor Services (SSVS) staff move from City of Tukwila to RTA.

JANUARY - JULY Strategic planning process.

FEBRUARY Additional RTA staff hired.

MAY City of Tukwila transfers SSVS Tourism Promotion Program assets to RTA.

AUGUST - DECEMBER Marketing plan, sales plan, and action plan development.

MAY Strategic plan implementation and continuation.

Carmen Scott

Jonathan P. Ellgen

14 15

For 2016, the RTA projected a $1.1 million ending net position. It is currently anticipated that the actual ending net position for 2016 will be higher at approximately $2 million. TPA Special Assessment revenues were budgeted at $3.6 million with no revisions expected to this figure at this time. The second-largest revenue source will be intergovernmental contracts for local lodging tax revenues from the cities of SeaTac, Tukwila, and Des Moines totaling $1.1 million. Commissions are the smallest revenue budget item at $20,000. The chart below depicts the RTA’s 2016 revenue budget.

Commissions/Other 0.4%Lodging Tax Contracts 23.0%TPA Special Assessments 76.6%

Communication/Postage 1.9%Travel 2.5%

Leases/Insurance/Misc. 7.4%

Capital Equipment 1%

Salaries & Benefits 32%

Supplies 3.9%

Professional Services/Ads 51.3%

SEATTLE SOUTHSIDE

Regional Tourism Authority

2016 BUDGET

2016 BUDGETED REVENUES

2016 BUDGETED EXPENSES

Operating Revenues:Tourism promotion area special assessments $2,717,423Commissions 7,220Total Operating Revenues 2,724,643

Operating Expenses:Salaries & benefits 65,259Supplies & services 265,680Depreciation 315Total Operating Expenses 331,254

Total Operating Income (Loss) 2,393,389

Nonoperating Revenues (Expenses):Intergovernmental revenue 1,616Investment income 856Total Nonoperating Revenues (Expenses) 2,472

CHANGE IN NET POSITION 2,395,861 NET POSITION-BEGINNING -

NET POSITION-ENDING $2,395,861

2015 OPERATING STATEMENT

(Unaudited)

FOR THE PERIOD ENDING DECEMBER 31, 2015

Operating Revenues:Tourism promotion area special assessments $3,574,356Intergovernmental revenue-lodging taxes 1,072,500Commissions 20,000Total Operating Revenues 4,666,856

Operating & Capital Expenses:Salaries & benefits 1,664,124Supplies & services 3,488,000Capital equipment 50,000Total Operating & Capital Expenses 5,202,124

Estimated Change in Net Position (535,268)

NET POSITION-BEGINNING(Actual-Unaudited)

2,395,861

NET POSITION-ENDING $1,860,593

2016 ADOPTED

BUDGET

14 15

For 2016, the RTA projected a $1.1 million ending net position. It is currently anticipated that the actual ending net position for 2016 will be higher at approximately $2 million. TPA Special Assessment revenues were budgeted at $3.6 million with no revisions expected to this figure at this time. The second-largest revenue source will be intergovernmental contracts for local lodging tax revenues from the cities of SeaTac, Tukwila, and Des Moines totaling $1.1 million. Commissions are the smallest revenue budget item at $20,000. The chart below depicts the RTA’s 2016 revenue budget.

Commissions/Other 0.4%Lodging Tax Contracts 23.0%TPA Special Assessments 76.6%

Communication/Postage 1.9%Travel 2.5%

Leases/Insurance/Misc. 7.4%

Capital Equipment 1%

Salaries & Benefits 32%

Supplies 3.9%

Professional Services/Ads 51.3%

SEATTLE SOUTHSIDE

Regional Tourism Authority

2016 BUDGET

2016 BUDGETED REVENUES

2016 BUDGETED EXPENSES

Operating Revenues:Tourism promotion area special assessments $2,717,423Commissions 7,220Total Operating Revenues 2,724,643

Operating Expenses:Salaries & benefits 65,259Supplies & services 265,680Depreciation 315Total Operating Expenses 331,254

Total Operating Income (Loss) 2,393,389

Nonoperating Revenues (Expenses):Intergovernmental revenue 1,616Investment income 856Total Nonoperating Revenues (Expenses) 2,472

CHANGE IN NET POSITION 2,395,861 NET POSITION-BEGINNING -

NET POSITION-ENDING $2,395,861

2015 OPERATING STATEMENT

(Unaudited)

FOR THE PERIOD ENDING DECEMBER 31, 2015

Operating Revenues:Tourism promotion area special assessments $3,574,356Intergovernmental revenue-lodging taxes 1,072,500Commissions 20,000Total Operating Revenues 4,666,856

Operating & Capital Expenses:Salaries & benefits 1,664,124Supplies & services 3,488,000Capital equipment 50,000Total Operating & Capital Expenses 5,202,124

Estimated Change in Net Position (535,268)

NET POSITION-BEGINNING(Actual-Unaudited)

2,395,861

NET POSITION-ENDING $1,860,593

2016 ADOPTED

BUDGET

16 17

DESTINATION 2020

STRATEGICPLAN

Seattle Southside RTA exists to help visitors understand why Seattle Southside is a destination of choice for leisure, group, business, and international travelers while enhancing the image and economic strength of the community. The results are more jobs and tax revenue, as well as an improved quality of life for residents and businesses.

Seattle Southside RTA, working with local civic and business leaders, and strategic planning consultant GreenRubino, developed the RTA Strategic Plan - “Destination 2020” - to focus on those activities with the largest return on investment for attracting groups, tourists, and business travelers to Seattle Southside.

The Strategic Plan is designed to keep everyone working together in partnership, toward a common goal and based on a single promise, with continuous momentum during the entire six-year period.

The Strategic Plan was developed through the hard work of a group of stakeholders in a working committee, including the RTA’s Sales and Marketing Board Advisory Committee, RTA Board of Directors, RTA staff, and other interested participants, including:

RTA SALES AND MARKETING BOARD ADVISORY COMMITTEE:

DAVID SULLIVAN, Co-Chair • Cedarbrook Lodge

KEN STOCKDALE, Co-Chair • Crowne Plaza Seattle Airport

RAQUEL WHEELER • Radisson Hotel Seattle Airport

MOLLIE MAD • Hospitality Concepts BMI Hospitality Management

TIFFANY HART • Marriott International

OWEN LEINBACH • Courtyard by Marriott Seattle Southcenter

PETER PHILIPS • Philips Publishing

MIKE BUSH • Scosh Creative

JILL ANDREWS • Certified Folder Display Service, Inc.

PATTI DENNY • Port of Seattle

LINDA BOTTS • Crowne Plaza Seattle Airport

These goals are the core mission of the Seattle Southside Regional Tourism Authority:

1. Increase the number of tourists and groups coming to Seattle Southside with an emphasis on shoulder season (October through May) weekend visits. (2015: 3.85 million overnight visitors total*)

2. Increase the average length of stay. (2014: 3.4 days for RTA encounters^) (2015: 2.4 days*)

3. Increase visitor spending at businesses within the cities of SeaTac, Tukwila, and Des Moines. (2015: $665.2 million in travel spending*)

4. Demonstrate an increase in the RTA’s return on investment (ROI). (2015: $1 : $21.41)

* 2015 Dean Runyan Associates ^ 2014 H2R Conversion Study

17

Michael Brunk

SEATTLE SOUTHSIDE

Regional Tourism Authority

GOALS

16 17

DESTINATION 2020

STRATEGICPLAN

Seattle Southside RTA exists to help visitors understand why Seattle Southside is a destination of choice for leisure, group, business, and international travelers while enhancing the image and economic strength of the community. The results are more jobs and tax revenue, as well as an improved quality of life for residents and businesses.

Seattle Southside RTA, working with local civic and business leaders, and strategic planning consultant GreenRubino, developed the RTA Strategic Plan - “Destination 2020” - to focus on those activities with the largest return on investment for attracting groups, tourists, and business travelers to Seattle Southside.

The Strategic Plan is designed to keep everyone working together in partnership, toward a common goal and based on a single promise, with continuous momentum during the entire six-year period.

The Strategic Plan was developed through the hard work of a group of stakeholders in a working committee, including the RTA’s Sales and Marketing Board Advisory Committee, RTA Board of Directors, RTA staff, and other interested participants, including:

RTA SALES AND MARKETING BOARD ADVISORY COMMITTEE:

DAVID SULLIVAN, Co-Chair • Cedarbrook Lodge

KEN STOCKDALE, Co-Chair • Crowne Plaza Seattle Airport

RAQUEL WHEELER • Radisson Hotel Seattle Airport

MOLLIE MAD • Hospitality Concepts BMI Hospitality Management

TIFFANY HART • Marriott International

OWEN LEINBACH • Courtyard by Marriott Seattle Southcenter

PETER PHILIPS • Philips Publishing

MIKE BUSH • Scosh Creative

JILL ANDREWS • Certified Folder Display Service, Inc.

PATTI DENNY • Port of Seattle

LINDA BOTTS • Crowne Plaza Seattle Airport

These goals are the core mission of the Seattle Southside Regional Tourism Authority:

1. Increase the number of tourists and groups coming to Seattle Southside with an emphasis on shoulder season (October through May) weekend visits. (2015: 3.85 million overnight visitors total*)

2. Increase the average length of stay. (2014: 3.4 days for RTA encounters^) (2015: 2.4 days*)

3. Increase visitor spending at businesses within the cities of SeaTac, Tukwila, and Des Moines. (2015: $665.2 million in travel spending*)

4. Demonstrate an increase in the RTA’s return on investment (ROI). (2015: $1 : $21.41)

* 2015 Dean Runyan Associates ^ 2014 H2R Conversion Study

17

Michael Brunk

SEATTLE SOUTHSIDE

Regional Tourism Authority

GOALS

18 19

A strategic plan needs a north star, something it is moving toward and promising to deliver to stakeholders. It is aspirational. The Promise is what the RTA will help deliver and what we want to emphasize as the Seattle Southside’s unique differentiator to visitors. The Promise is something the RTA will build on over the next six years as we enhance the attractiveness of the Seattle Southside experience through the actions in this Strategic Plan. The RTA’s Promise is:

Do More.

You can do more when you visit Seattle Southside because its location, transportation, affordability, and unique attractions stretch your time, money, and opportunities further.

Do More:

• Is supported by our affordability and unique experiences.

• It’s something Seattle Southside can uniquely offer right now based on having easy, fast access to anything visitors want to do and anywhere they want to go in the region.

DESTINATION 2020

THE PROMISE

DESTINATION 2020

THE PROMISE

• Leverages the fact that visitors view Seattle as the entire region, not just the City of Seattle.

• Will resonate with our visitors right now—it captures both Seattle Southside’s existing and aspirational value from the visitor’s pointof view.

• Is ownable and differentiated: no other competitor can demonstrate this Promise in the way we define it.

• Will benefit every stakeholder.

• Is something Seattle Southside will become known for as the RTA completes the actions in this Strategic Plan and markets the results.

• There is more to do here because we are more convenient to more things—with immediate access to the airport when your visit ends.

19

18 19

A strategic plan needs a north star, something it is moving toward and promising to deliver to stakeholders. It is aspirational. The Promise is what the RTA will help deliver and what we want to emphasize as the Seattle Southside’s unique differentiator to visitors. The Promise is something the RTA will build on over the next six years as we enhance the attractiveness of the Seattle Southside experience through the actions in this Strategic Plan. The RTA’s Promise is:

Do More.

You can do more when you visit Seattle Southside because its location, transportation, affordability, and unique attractions stretch your time, money, and opportunities further.

Do More:

• Is supported by our affordability and unique experiences.

• It’s something Seattle Southside can uniquely offer right now based on having easy, fast access to anything visitors want to do and anywhere they want to go in the region.

DESTINATION 2020

THE PROMISE

DESTINATION 2020

THE PROMISE

• Leverages the fact that visitors view Seattle as the entire region, not just the City of Seattle.

• Will resonate with our visitors right now—it captures both Seattle Southside’s existing and aspirational value from the visitor’s pointof view.

• Is ownable and differentiated: no other competitor can demonstrate this Promise in the way we define it.

• Will benefit every stakeholder.

• Is something Seattle Southside will become known for as the RTA completes the actions in this Strategic Plan and markets the results.

• There is more to do here because we are more convenient to more things—with immediate access to the airport when your visit ends.

19

20 21

Strategies are areas of focus for RTA actions. Focus areas enable RTA to invest its limited time and resources on those things that will best make the Promise come to life. If the Promise is “Do More,” then what strategies will help people do that? The following five strategies optimize the visitor experience, build the Seattle Southside brand, and provide a focus for businesses and electeds to rally around.

1. Demonstrate organizational excellence. Enhance leadership, accountability, and our focus on regionalism to more effectively advocate for and help build Seattle Southside tourism.

2. Build destination experiences. Create and build on existing experiences to create critical mass and reasons to visit.

3. Own the region. Build toward being the destination that visitors and groups know and prefer for accessing everything the Seattle region has to offer, emphasizing the experiences within Seattle Southside.

4. Encourage easy connections to Seattle Southside and regional destinations, including light rail, shuttles, tours, and more.

5. Create a participatory sports focus. Recruit and leverage sports-related experiences to be known as the place for active sports fun.

DESTINATION 2020

STRATEGIES

The Strategic Plan becomes the foundation for additional activities by the RTA. The next steps will include the action items related to each specific strategy. Following the Strategic Plan and action items, staff will create:

1. A marketing action plan, which outlines how the RTA will help to market the region against the Strategic Plan’s overall strategies and goals.

2. A sales plan, which will identify the strategies and tactics for attracting groups.

3. Action work plans, which identify who is the lead and the contact, the steps to completion, the milestones, and the metrics which will result in completing each action in the Strategic Plan.

These plans and their resulting implementation will result in the RTA meeting its goals and attracting more people to come, stay longer, and spend more in the RTA cities.

DESTINATION 2020

NEXT STEPS

21

Steve Buck

20 21

Strategies are areas of focus for RTA actions. Focus areas enable RTA to invest its limited time and resources on those things that will best make the Promise come to life. If the Promise is “Do More,” then what strategies will help people do that? The following five strategies optimize the visitor experience, build the Seattle Southside brand, and provide a focus for businesses and electeds to rally around.

1. Demonstrate organizational excellence. Enhance leadership, accountability, and our focus on regionalism to more effectively advocate for and help build Seattle Southside tourism.

2. Build destination experiences. Create and build on existing experiences to create critical mass and reasons to visit.

3. Own the region. Build toward being the destination that visitors and groups know and prefer for accessing everything the Seattle region has to offer, emphasizing the experiences within Seattle Southside.

4. Encourage easy connections to Seattle Southside and regional destinations, including light rail, shuttles, tours, and more.

5. Create a participatory sports focus. Recruit and leverage sports-related experiences to be known as the place for active sports fun.

DESTINATION 2020

STRATEGIES

The Strategic Plan becomes the foundation for additional activities by the RTA. The next steps will include the action items related to each specific strategy. Following the Strategic Plan and action items, staff will create:

1. A marketing action plan, which outlines how the RTA will help to market the region against the Strategic Plan’s overall strategies and goals.

2. A sales plan, which will identify the strategies and tactics for attracting groups.

3. Action work plans, which identify who is the lead and the contact, the steps to completion, the milestones, and the metrics which will result in completing each action in the Strategic Plan.

These plans and their resulting implementation will result in the RTA meeting its goals and attracting more people to come, stay longer, and spend more in the RTA cities.

DESTINATION 2020

NEXT STEPS

21

Steve Buck

BOARD OF DIRECTORS

SALES & MARKETING BOARD ADVISORY COMMITTEEEXECUTIVE COMMITTEE

PRESIDENT & CEO Katherine Kertzman

OPERATIONS ADMINISTRATOR Autumn Lingle

VP DESTINATION SALES & SERVICES Meagan McGuire

VISITOR CENTER(s) COORDINATOR Shawn Woods

5 Part Time VISITOR INFO CONCIERGES

& Summer Interns

SALES MANAGER Jené Santos

SALES MANAGER Pending

SPORTS SALES & DEVELOPMENT

Kristina Thorne

PARTNER SERVICES COORDINATOR Noelle Cueto

CHIEF FINANCIAL OFFICER Brenda Rolph

VP DESTINATION MARKETING & COMMUNICATION

Ashley Comar

GRAPHIC DESIGN & CREATIVE SERVICES

MANAGER Sherri Scott

SOCIAL MEDIA & CONTENT MANAGER

Nick Tolley

LEGAL SERVICES Pacifica Law Group

DESTINATION 2020: EVENT SPONSOR

DESTINATION 2020: DOOR PRIZE SPONSORS

DES MOINESMATT PINA City of Des Moines MayorBILL MURRAY Four Points by Sheraton Seattle Airport SouthSHAMSUR BHUIYAN Marina InnJILL ANDREWS Destination Des MoinesJOHN KUNTZ Olympic Outdoor Center

SEATACRICK FORSCHLER City of SeaTac CouncilmemberJEFF BAUKNECHT The Museum of FlightROGER MCCRACKEN McCracken & AssociatesCATHY HEIBERG Boysen & Boysen, LLCRICHARD SCHERZINGER Doubletree & Hilton HotelsWENDY MORGAN Highline SeaTac Botanical GardenCAROLINE CURTIS Hotel Concepts BMI Hospitality Management

TUKWILAJOE DUFFIE City Council President & Committee ChairOWEN LEINBACH Courtyard by MarriottJIM DAVIS Doubletree Guest SuitesMIESA BERRY Homewood Suites by HiltonJAMIE RANDALL Marriott Residence InnBEN OLIVER Starfire SportsNICOLE GRUBS Westfield SouthcenterDANIEL LEE Odin BrewingCHRISTIAN TRUJILLO Stanford’s Restaurant

SEATTLE SOUTHSIDE Regional Tourism AuthorityORGANIZATIONAL CHART

HOTEL MOTEL LODGING TAX ADVISORY COMMITTEES

BOARD OF DIRECTORS

SALES & MARKETING BOARD ADVISORY COMMITTEEEXECUTIVE COMMITTEE

PRESIDENT & CEO Katherine Kertzman

OPERATIONS ADMINISTRATOR Autumn Lingle

VP DESTINATION SALES & SERVICES Meagan McGuire

VISITOR CENTER(s) COORDINATOR Shawn Woods

5 Part Time VISITOR INFO CONCIERGES

& Summer Interns

SALES MANAGER Jené Santos

SALES MANAGER Pending

SPORTS SALES & DEVELOPMENT

Kristina Thorne

PARTNER SERVICES COORDINATOR Noelle Cueto

CHIEF FINANCIAL OFFICER Brenda Rolph

VP DESTINATION MARKETING & COMMUNICATION

Ashley Comar

GRAPHIC DESIGN & CREATIVE SERVICES

MANAGER Sherri Scott

SOCIAL MEDIA & CONTENT MANAGER

Nick Tolley

LEGAL SERVICES Pacifica Law Group

DESTINATION 2020: EVENT SPONSOR

DESTINATION 2020: DOOR PRIZE SPONSORS

DES MOINESMATT PINA City of Des Moines MayorBILL MURRAY Four Points by Sheraton Seattle Airport SouthSHAMSUR BHUIYAN Marina InnJILL ANDREWS Destination Des MoinesJOHN KUNTZ Olympic Outdoor Center

SEATACRICK FORSCHLER City of SeaTac CouncilmemberJEFF BAUKNECHT The Museum of FlightROGER MCCRACKEN McCracken & AssociatesCATHY HEIBERG Boysen & Boysen, LLCRICHARD SCHERZINGER Doubletree & Hilton HotelsWENDY MORGAN Highline SeaTac Botanical GardenCAROLINE CURTIS Hotel Concepts BMI Hospitality Management

TUKWILAJOE DUFFIE City Council President & Committee ChairOWEN LEINBACH Courtyard by MarriottJIM DAVIS Doubletree Guest SuitesMIESA BERRY Homewood Suites by HiltonJAMIE RANDALL Marriott Residence InnBEN OLIVER Starfire SportsNICOLE GRUBS Westfield SouthcenterDANIEL LEE Odin BrewingCHRISTIAN TRUJILLO Stanford’s Restaurant

SEATTLE SOUTHSIDE Regional Tourism AuthorityORGANIZATIONAL CHART

HOTEL MOTEL LODGING TAX ADVISORY COMMITTEES

Regional Tourism Authority

206.575.2489 | 3100 S 176th St, Seattle, Washington 98188 | SeattleSouthside.com