R2023-148 and Eexecuted SS Grant Contracts (2)

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5,0 Conclusion In order for this plan to be successflll, it must have specific responsrbilities and a consensus as to how thosc responsibilities will be implemented. Several points should be considered: * The Downtowners will ultirnately play a critical role in the impiementation of the plan. Its primary role will be as a facilitator between the representative partners involved in this plan that comprise the group. o This plan is very forward thinking and no one agency can carry the workload by itself. This should include very specific actions strategies and realistic timeframes. An opportunity must be tnade to pair attainable goals with responsiblc parties while also identifying funding strategies for each task. o A Downtowuers "sulrltlit" should be held evsry year to evaluate the progress of this effort and shore it r,l'ith partncr stakcholdcr.s and the public. The attached "Strategy Board" summarizes all of the projccts and recommendations included in the Market Study and Strategic Plan for Downtown Ellensburg. The board is designed as a wgrking document for benchrnarking and ongoing evaluation of the implementation process. Each recommendation that is presented in brief on the strategy board is supported in recommcnrlations above. 5.1,1 Strategies and Visions Each of the plan strategies and visions are outlincd in the strategy board. It is impoitant to rerrrember the ultimate marketing and deveiopment strategies that each project supports. Of course, each of these strategies is linked with one another, but failure to achieve any one goal does not negate the ability to achieve othels. 5.1.2 Time Frumes The projects are divided into three periods. The first series of projects are demonstration projects that should begin immediately. For the most part, these are simple projects that lvill be highly visible, have significant impact and should be completed within the fir'st year after the plan is adopted. The seconcl set of projects is labeied 'onext steps." Some of these are more advanced projccts while others are continuations of projects that began during the demonslration period. The next step projects should be completed within the second and third vear of the olan. The final stens are lons term and t'orwarl thmlflng. I hey may evolve tnto shorter term projects as opportunities present themselves. The strategy board and its recommendations represent a "living document." As time goes by and implementation proceeds, some priorities will shift whiie other ones will arise. The implementation strategy board should be evaluated periodically and no less than annually. This evaluation process will allow for {inished tasks to be indicated on the board, for responsibilities to be shifted between parties, and for time frames to be adjusted for individual projects. Ellensburg has a tremendous track record of innovation and success. The ongoing commercial success wili depend on continued partnerships among many different groups. It is only through this continued spirit of partnership and commitment to a vision that the recommendations in this study can be successflil. Fortunately, Ellensburg is poised to succeed in these efforts as it has in so many others. 41