Loading...
08 06 2024 Yelm City Council Study Session AgendaWASHINGTON EST. 1924 YELM CITY COUNCIL - STUDY SESSION AGENDA August 6, 2024, 6:00 pm Study Sessions are held in-person at Yelm City Hall 106 2nd Street SE Yelm, WA 98597 and virtually on Zoom on the first Tuesday of each month. Registration is required to attend virtually by selecting the link below: httus://us06web.zoom.us/webinar/register/" e3JbvD8sSLm3sGXA9s71 g 1. Discussion Items a. Experience Olympia & Beyond —10 -Year Destination Master Plan b. Veterans Memorial Presentation c. Activated Alley -Way Discussion d. 640 Acres Consulting and Real Estate Updates 2. Mayor's Report 3. Councilmember Initiatives All regular Yelm City Council meetings are recorded. Meetings can be viewed on YouTube, or a copy maybe purchased by contacting the City Clerk's office at 360.458.8816. It is the City of Yelm's policy to provide reasonable accommodations for people with disabilities. If you area person with a disability and in need of reasonable accommodations to conduct business or participate in government processes or activities, please contact Kathy Lin nem eye r, at 360.458.8816 at least four (4) working days prior to the scheduled event. Thurrtnn ('nunty 1n-YPa-r k; _ � r + y� Destination Master Plan Overview City of Yelm CE' August 6, 2024 g+T-ate-- ♦ .. 4 +N gam, b1t � A +� 5a� Yd^$ CE' August 6, 2024 Today's Update Destination Master Plan • Problems we're aiming to solve • Process • Plans moving forward • Q&A ? What are the Problems the DMP Aims to Solve • When evaluated via the Next Assessment model in both 2016 and 2021 Thurston County was determined be wea;., is a destinatior and was weak in terms of community alignment. • Experience Olympia & Beyond was operating organizationally in what the industry would consider a dated organizational mode and a shift from marketing -only to marketing and destination management was to be explored. • Thurston County was still-ruggling to reL;�,juiid fru,ii loss :,�,jpitality job: (COVID). • The Destil-ICI iUii iV,U:)LUa v an provided a framewor' to coordinate community alignment, foster a strategic path forward towards job growth by bolstering destination strength through a management and marketing approach. 'Y 'Ya ii's, Attractions & Arts, Culture & Dining, Shopping & Outdoor Recreation Experiences Heritage Entertainment Conventions & Meetings Local Mobility & Access Events & Festivals N1 Destination Access Sporting Events Communication Infrastructure Accommodation 0 Health & Safety (v) MLJ �� U 3 TT Business Community Group & Government Organization Support Resident Support Support Governance n _ • • • r7QlJ�rp� 129 Workforce Hospitality Equity, Diversity Funding Development Culture & Inclusion Support & Certaint Regional Cooperation Sustainability Emergency Economic & Resilience Preparedness Development Destination Master Plan What is it? A comprehensive framework outlining the vision, goals, and strategies for the sustainable development of Thurston County's tourism sector balancing visitor needs with Thurston County resident priorities based on collective impact. The compieted uIVIP shouid serve as a well that stakeholders can draw from to support their ongoing work and priorities. 1. Visit If you build a place where people want to visit, then you have built a place where people want to live. 4. Invest If you build a place where business & residents will invest, then you have built a place where people will want to live. Tourism's Cycle of Impact \\ Brand Management Place Stewardship & Investment Promotion & Sales 2. Live If you build a place where people want to live, then you have built a place where people want to work. 3. Work If you build a place where people want to work, then you have built a place where business & residents will invest. Destination Master Plan Inclusive Leadership From Day Patty Belmonte, CEO, Hands on Children Museum David Burnett, Corporate Executive Officer, Island Enterprises, Squaxin Tribe Michael Cade, Executive Director, Thurston Economic Development Council Todd Cutts, Executive Director, Olympia Downtown Alliance Amy Evans Harding, Commissioner, Port of Olympia Tony Liberal, Director of Business Development, Medicine Creek Enterprises, Nisqually Tribe Jennica Machado, Economic Development Director, Thurston County Harry Pickernell, Director of Operations, Chehalis Tribal Enterprises Lisa Parks, City Administrator, City of Tumwater Annette Pitts, CEO, Experience Olympia & Beyond Mike Reid, Economic Development Director, City of Olympia ilL: SiU', UiIULLUi Ui 6%LU dLiUii tit l.UiiiiiiU11iLdUU7i:,, LiL; David Schaffert, Executive Director, Thurston County Chamber of Commerce Sarah Schelling, Senior Project Planning Mgr., Community and Economic Development, City of Lacey George Sharp, Rural Program Manager, Thurston Economic Development Council Representing Tenino, Bucoda, Grand Mound and Rochester Satpal Sohal, Owner, La Quinta Inn & Suites, Tumwater =011m Destination Master Plan How did we do it? EXISTING PRODUCT PROJECT KICK-OFFLEVERAGING AND DESTINATION VISIONING DEVELOPINGTHE AND STAKEHOLDER IMPORTANT VISITOR/RESIDENT DESTINATION OUTREACH EXISTING RESEARCH EXPERIENCE BENCHMARKING WORKSHOPS MASTER PLAN ANALYSIS • Kickoff Meeting • Data and Information Collection* • Site/ Asset Review • Stakeholder Engagement • Market Position • Asset Base • Visitor Markets • Industry Performance and Hotel Statistics • Comprehensive Plans • Sustainability Plans • Transportation Performance and Plans • Tourism Asset / Venue Performance • Economic Development Strategies and Plans • Festivals and Event Performance • Regional Infrastructure • Public Sector Protocols, Policies and Procedures • SWOT Analysis • Industry Trends Analysis • COVID Impacts and Consumer Trends • Gaps Analysis • Markets Analysis • Visitor and Resident Survey • Stakeholder Survey • Trip Planner Survey • Peer and Competitive Destinations • Aspirational Destinations • DMO Funding, Budgets, Structures, Organization and Governance • Products, Facilities, Placemaking and Other Strategic Initiatives • Situational Analysis • Vision for the Future • Opportunities, Investments and Priorities • Markets • Products • Assets • The Research • Recommendations • Strategies and Plans • Roles and Responsibilities • Timeline for Implementation • Performance Metrics • Report and Presentations Over 1,000 participants throughout the process *Over 100 strategic, comprehensive, and/or economic development plans submitted, reviewed and integrated alf�0&111 =r � 29 CountywidexPriorities_Resulted ��_ i+ ^ice' ���a���� .nG- ��•� r `, ,. .> i47 29 CountywidexPriorities_Resulted 1. Initial Implementatio • Agritourism and the Thurston Bountiful Byway • Arts, Entertainment, Live Music, and Nightlife • Conference and Meeting Space • Destination Stewardship • Events, Festivals, and Seasonality • Expanded/Diversified Lodging • Family Attractions • Quiemuth Resort Complex • Retail and Commercial District Development • Sporting Events & Facilities • Waterfront Activation 2. Advocacy Aviation Planning Culinary Destination Downtown Olympia Mental Health/Unhoused/Drug Use and Security • Outdoor Recreation • Tourism Funding • Trails & Networks 3. Monitoring • Craft Beverage Marketing & Promotion • Doing Business / New Investments • Equestrian Tourism • Innovation and Technology • Public Gathering Spaces • Rural Development • Workforce Housing EOB Board Initiatives & Initial Priorities • Agritourism & Thurston Bountiful Byway • Community Engagement • Connectivity" • Craft Beverage Marketing & Promotions • Destination Stewardship • Equestrian Tourism • Events, Festivals & Seasonality • Outdoor Recreation* • Sporting Events & Facilities* • Tourism Funding* • Tribal Relationships & Tourism* *Identified by the EOB Board as initial priorities for EOB implementation. EOB Board Key Takeaways &Actions • Research tourism funding options. • Explore creating a 501(c)3 organization. • Advocate for _ _Atewide tourism funding. • Seek �aidance and assistance from AIANTA. • Build and strengthen current partnerships. • Identify new partners and partnerships. • Reach out, listen, and learn with and from partners. • Develop an inventory of known assets that support each initiative. • Communicate, build support, explain the "why", and articulate the benefits. • Strive to I)e more competitive for scarce resources. • Speak and advocate collectively and with one voice. Next Steps • Experience Olympia & Beyond Board and staff are planning for implementation on identified priorities Q1, 2025 • DMP Steering Committee will transition into DMP Taskforce. Members of the DMP Steering Committee will be invited to participate at the level that works for them. Additional community leaders and residents will be invited to join. Meetings will be held quarterly to report on progress, share information and resources. • DMP Steering Committee members can determine if they want to help champion, support or lead implementation on Issues & Opportunities identified in the plan. '*q r Questions? Please contact: Annette Pitts, CEO annette@experienceolympia.com or Emily Lawrence, Director of Marketing & Community Engagement emily@experienceolympia.com A *.tf-la YELM ALLEY SCJ ALuoNca MARCH 25i 2024=T���'� "� i^ August 6, 2024 / Velm Veterans Memorial Park Yelm Veterans Memorial Park Site Plan DESIGN 4 b Lim Legend Parking Lot (40 stalls) Armed Forces MemoriaL (One monument for each branch) Restroom InformationaL Kiosk Gateway to Reflection Walk Korean & Vietnam Wars MemoriaL The Gulf & Iraq Wars MemoriaL The Afghanistan & Iraq Wars MemoriaL World War I & World War II MemoriaL �i Smaller Conflicts (Bosnia-Herzegovina/Sudan/Etc,) MemoriaL 01 80 _160' Scale: 1"=80' North