HomeMy WebLinkAboutblank- LT-SS-2020-003-Ellensburg-Downtown ParksLT-SS-2020-003-Ellensburg-Downtown Parks
2O2O LODGING TAX SERVICES AGREEMENT
BETWEEN KTTTTTAS COUNTY AND CrTy OF ELLENSBURG (MUNtCtpALtTyl
This Contract, effective September 15,2020 is made and entered into by and between -
KITTITAS COUNTY ("County"), a subdivision of the State of Washington, and the CITY OF
ELLENSBU RG ("Contractor").
WHEREAS, the purpose of this Agreement is to provide for Tourism-Related, Small-Scale
Municipality-Owned Capital Projects relating to activities and expenditures designed to increase
tourism,
NOW THEREFORE, in consideration of the terms and conditions contained herein, or
attached and incorporated and made a part hereof, the County and the Contractor mutually agree
as follows:
Section 1. Scope of Work.
a. Contractor shall provide the services and staff described in its Application for Lodging Tax
Funds submitted to the Lodging Tax Advisory Committee, attached hereto as Exhibit "A"
(with Iimitations-see Section 2.a & b) which is attached hereto and incorporated herein by
this reference.
b. Except as otherwise specifically provided in this Agreement, Contractor shall furnish the
following as required to perform the services, described in Paragraph (a) above, in
accordance with this Agreement: Personnel, labor and supervision; technical, professional
and other services. All such services, property and other items furnished or required to be
furnished, together with all other obligations performed, or required to be performed, by
Contractor under this Agreement are collectively referred to herein as "Services."
Section 2. Pavment.
a. As full compensation for satisfactory performance of the Contractor's Services, the County
agrees to pay Contractor the sum of fifty thousand dollars (550,000.00) to be used for
capital project- only for the Downtown Park lmprovements Project.
b. Additional payment terms: The County will make payment to the Contractor only on a
reimbursement basis, as receipts for any items are submitted to the County, not to exceed
the sum of fifty thousand dollars (550,000.00) to be used for capital project-only for
Downtown Parks lmprovements Project.
c. Services/Expenses that are reimbursed must be dated during the 24 (twenty-four) months
(or two years) of the date of the Agreement and final date to submit reimbursements
requests is September 15,2O22 after this date funds lapse.
d. Requests for reimbursements must be submitted to:
_County Lodging Tox Funding Agreement Page 7
LT-SS-2020-003-El lensbu rg-Downtown Pa rks
Kittitas County Auditor
Attn: Judy Pless
205 West 5th Ave - Suite 105
Ellensburg, WA 98926
a uditoraccounting@co.kittitas.wa. us
e. Reporting requirements of your events will be required on prescribed forms from the
County Auditor.
Section 3. Performance bv Contractor.
a. Contractor shall not (by contract, operation of law or otherwise) delegate or subcontract
performance of any Services to any other person or entity without the prior written consent
of the County. Any such delegation or subcontracting without the County's prior written
consent shall be voidable at the County's option.
b. Contractor shall at all times be an independent contractor and not an agent or representa-
tive of the County with regard to performing the Services. Contractor shall not represent
that it is, or hold itself out as, an agent or representative of the County. ln no event shall
Contractor be authorized to enter into any Agreement or undertaking for or on behalf of the
County. lt is understood that the Contractor and the Contractor's staff and employees are
not employees of the County and are not, therefore, entitled to any benefits provided
employees of the County.
Contractor shall comply with all applicable laws, ordinances, rules, regulations, orders,
licenses, permits, and other requirements, now or hereafter in effect, of any governmental
authority (including, but not limited to, such requirements as may be imposed upon the
County and applicable to Services). Contractor shall furnish such documents as may be
required to effect or evidence such compliance. All laws, ordinances, rules, and orders
required to be incorporated into agreements of this character are incorporated into this
Agreement by this reference. Contractor agrees to obtain all required licenses and permits,
and further agrees to keep them in full force and effect during the term of this Agreement.
d. The County and the Contractor agree that in fulfilling the terms and conditions of this
Agreement neither shall discriminate on the basis of race, creed, color, national origin, age,
sex, marital status, or the presence of a physical, sensory, or mental handicap.
e The Services shall at all times be subject to inspection by and approval of the County, but
the County's making (or failure or delay in making) such inspection or approval shall not
relieve Contractor of its responsibility to perform the Services in accord with this
Agreement, notwithstanding the County's knowledge of defective or non-complying
performance, or the substantiality or ease of discovering the same. Contractor shall provide
the County with sufficient, safe, and proper facilities and equipment for such inspection and
free access to such facilities.
f. This contract is subject to review by any Federal or State auditor. Contractor shall promptly
furnish the County or its designee, or such Federal or State auditor with such information
c
_County Lodging Tax Funding Agreement Page 2
LT-SS-2020-003-Ellensburg-Downtown Parks
related to the Services as may be requested by the applicable governmental entity.
Contractor shall preserve and maintain all financial records and records relating to
performance of Services under this Agreement for six (6) years after contract termination.
For such duration after the County makes final payment of compensation due hereunder,
Contractor shall provide the County access to (and the County shall have the right to
examine, audit and copy, with or without notice) all of Contractor's books, documents,
papers and records related to the Services or this Agreement.
g. Contractor understands and acknowledges that Contractor is solely responsible for its own
reporting and accounting of all state, federal, social security, and local taxes, of every nature,
arising from Contractor's performance of this Agreement. All compensation received by the
Contractor will be reported to the lnternal Revenue Service at the end of the calendar year in
accord with the applicable IRS regulations.
Section 4. Release, lndemnity, and Hold Harmless.
The County assumes no liability for the Contractor's actions under this Agreement. Contractor
releases and shall defend, indemnify, and hold harmless the County, its officers and employees,
agents, representatives, attorneys and/or volunteers, from and against all claims, costs, liabilities,
damages, and expenses, (including, but not limited to, reasonable attorney fees) which arise or
may arise or be alleged to arise out of or by reason of this Agreement including:
Any fault, negligence, strict liability or product liability of Contractor in connection with the
Services for this Agreement;
Any lien asserted upon any property of the County in connection with the Services for this
Agreement;
Any failure of Contractor, or of the Services, to comply with any applicable law, ordinance,
rule, regulation, order, license, permit and other requirement, now or hereafter in effect, of
any governmental authority; or
a
a
a
O Any breach of or default under this Agreement by Contractor
Seetlon 5. Compliance with Public Records Law.
ln compliance with Washington's public records law, the County will retain copies of any
documents associated with this Agreement, which may be required by law unless legally
exempt from such retention, for any applicable legally required retention period.
b. ln the event a public records request is made to the County for documents created in
relation to this Agreement, should legal uncertainty arise regarding the disclosability of any
documents under federal or state public records laws, the County shall provide notice to
Contractor pursuant to Washington's public records act, chapter 42.56 RCW, to allow
Contractor to seek a court injunction.
c. The County specifically shall not be liable to Contractor for the County's release under public
records laws of any documents not protected by trademark, copyright or other law.
a
_County Lodging Tox Funding Agreement Page 3
LT-SS-2020-003-El lensbu rg- Downtown Pa rks
Section 5. lndustrial I nsurance Waiver.
With respect to performance of this Agreement and as to any claims against the County, its Additional
lnsureds, officers, agents and employees, the Contractor expressly waives its immunity under Title 51
of the Revised Code of Washington, the lndustrial lnsurance Act, for injuries to Contractor's employees
and agrees that the obligations to indemnifiT, defend and hold harmless provided in this Agreement
extend to any claim brought by or on behalf of any employee of the Contractor. This waiver is
mutually negotiated by the parties to this Agreement.
Section 7. lnsurance and Endorsements.
The County may require through a request in writing that the Contractor provide the County
with a certificate, binder, or policy of liability insurance, acceptable to the County in an
amount specified by the County.
b. Such liability insurance shall be such as will protect Contractor, its employees, agents and
representatives, from all claims, losses, harm, costs, liabilities, damages and expenses
arising out of personal injury (including death) or property damage that may result from
performance of the Services or this Agreement, whether such performance is by Contractor
or any of its employees, agents or representatives.
c. Should the County require such liability insurance, the Contractor agrees to provide proof of
insurance prior to commencing performance of this Agreement.
d. Copies of the County's written request and the insurance documents provided by Contractor
shall be attached to this Agreement and by this reference will be made part hereof.
Where insurance is requested by the County, all liability insurance policies shall be endorsed
to include the County as an Additional lnsured and shall stipulate that the insurance
afforded by the policies shall be primary insurance, and that any insurance, self-insured
retention, deductibles, or risk retention trusts maintained or participated in by the Parties
shall be excess and not contributory to any other insurance maintained by the County.
Contractor shall furnish the County a certificate of insurance with Endorsement as evidence
that the required policies are in full force and effect.
Section 8. Termination.
The County may, by written notice thereof to Contractor, terminate this Agreement as to all or any
portion of the Services not yet performed, whether or not Contractor is in breach or default. Upon
receiving such notice of termination, Contractor shall, except as otherwise directed by the County,
immediately stop performing the Services to the extent specified in the notice. ln the event the
County terminates the Contractor's Services, the Contractor is obligated and hereby agrees to
refund to the County all monies paid for Services not yet rendered by the Contractor, if any, as of
the date of the notice of termination.
e
_County Lodging Tax Funding Agreement Page 4
LT-SS-2020-003- El lensbu rg-Downtown Pa rks
Section 9. Miscellaneous.
Contractor shall not (by contract, operation of law or otherwise) assign this Agreement or
any right or interest in this Agreement without the County's prior written consent.
b. This Agreement embodies the entire Agreement between the County and Contractor, and
supersedes any and all prior oral or written communications, proposals, conditions, promises,
representations, or understandings regarding the Services. No change, amendment or
modification of any provision of this Agreement shall be valid unless set forth in a written
amendment to the Agreement signed by both parties.
c. Notice for any purpose under this Agreement, except service of process, shall be given by
the Contractor to the Kittitas County Commissioners and the Kittitas County Auditor, 205 West
5th Ave. Ellensburg, WA 98926. For all purposes under this Agreement, any notice by the
County to the Contractor shall be given to the Contractor's address provided on the signature
page. Notice may be given by delivery or by depositing in the U.S. Mail, first class, postage
prepaid, certified mail, return receipt requested.
d. The section and paragraph headings of this Agreement are for reference convenience only
and are not intended to restrict, affect or be of any weight in interpreting or construing the
provisions of such sections or paragraphs.
e. This Agreement may be executed in one or more counterparts and by facsimile, each of
which will be deemed an original, but all of which together willconstitute one and the same
instrument.
f. Contractor warrants to the County that the individual signing on Contractor's behalf has the
requisite power and authority to enter into and to perform Contractor's obligations under
this Agreement. Contractor further warrants to the County that Contractor has made no
misrepresentation or misleading statement in connection with this Agreement, and is not in
violation of any applicable law, ordinance, or regulation the consequence of which will or
may materially affect Contractor's ability to perform its obligations under this Agreement.
g. lf any term or condition of this Agreement or the application thereof to any person(s) or
circumstances is held invalid, such invalidity shall not affect the other terms, conditions or
applications which can be given effect without the invalid term, condition or application. To
this end, the terms and conditions of this Agreement are declared severable.
h. The exclusive venue for any action brought to enforce this Agreement or any of its terms
shall be in Kittitas County, State of Washington.
KITTITAS COUNTY
BOARD OF COUNTY COMMISSIONERS CONTRACTOR
lOlS chair
_County Lodging Tax Funding Agreement
IPrint Name]
Page 5
Vice Chair
LT-SS-2020-003-Ellensbu rg-Downtown Pa rks
[Address]
[Telephone]
Commissioner
ATTEST:
Clerk of the Board
APPROVED AS TO FORM:
Deputy Prosecuting Attorney
_County Lodging Tax Funding Agreement Poge 6
ExvriYWof'
Applicant lnformation
Name of Municipality:
Mailing Address:
Contact Person and Title:
Phone:
Email:
Project Title:
Project Location:
Funding Request:
Operations (Circle One or Both|
Citv of Ellen:burB
501 N AndersoI
Ellensburs, WA 89?6
Brad Case. Parhs & Recreation Director
s09-92s-8639
case b @ cilvofe I le n sb urs. o re
Downtown Park lrnprovemerlgi
Northwesttor4er of 4th & Pearl in Downtown Ellensbure
sso,ooo.oo
Application Requirements
_ 1. The project qualifies for lodging tax funds as a capital expenditure of a tourism related facility
owned or operated by a municipality or is supporting the operations of tourism-related facilities owned
or operated by a municipality.
_2.The municipality has submitted no more than two applications for capital project funding in the
current year.
_ 3. The municipality's lodging tax advisory committee (or equivalent) has been informed of the
project and endorsed it {not required for Kittitas County). A letter from the municipality is included.
_4. Lodging tax capital project funds are not being substituted for other funds that are already
secured or applied for (if applicable).
_ 5. Municipality has secured matching funds of at least 50% of the total project costs
-
6. A completed project budget is included in the application (if applicable)
_7 . A detailed 8 %X Ll vicinity map that clearly shows the project is included (if applicable)
Tourism-Related, Small-Scale Municipality-Owned Capital Project Narrative
1. Project Description: Please describe the project in detail. lndicate the major work to be completed,
any milestones that need to be overcome in order for the project to move forward and include a
comparison of existing and proposed conditions.
The scope of this project calls forthe removalof the drive thru structure of the existing bank building,
located at the City owned Rotary Pavilion property. By removing the drive thru, an additional 1,600
square feet can be used as programmable space for the multitude of recreational events that take place
at the site throughout the course of the year. Program organizers currently use the parking area and
pavilion area to run events, which is quite restrictive.
The City has a long-standing stake in this property. From September 1, 1980 to September 25, 2019, the
City subleased and was responsible for the maintenance and upkeep of the Rotary Pavilion. ln late
September 2019, the City was able to purchase the property with the long-term vision of creating a
public park. To that end, the City contracted with WalkerlMacy, a landscape architect firm, to perform
concept design services for the entire property. Consulting services included a site inventory analysis,
facilitating three distinctive stakeholder meetings and preparing concept site plans.
Before starting work on this project, the City Parks & Recreation Department will need to apply for a
demolition permit through the City of Ellensburg Community Development Department, as well as take
the project to the City Landmarks and Design Commission for their review. ln order to minimize impact
on events taking place at the Rotary Pavilion, work could begin sometime in the late winter or early
spring of 2021..
2. Kittitas County Tourism lnfrastructure Plan: Please explain how the project meets the goals and
priorities in the Kittitas County Tourism lnfrastructure Plan as adopted. Also, describe the specific
county tourism infrastructure needs the project addresses and how the project directly increases
tourism. Explain how the improvements will promote tourism in Kittitas County and indicate
specifically how the improvements will directly increase economic activity resulting from tourists
(see the definition of tourist on page 3 of this application),
The development of this property will benefit tourism by creating a unique "destination" multi-purpose
park in a centralized public space, The space will dramatically increase programming opportunities that
attract visitors to our community. A park of this type becomes a signature attraction and prime
marketing tool for conventions, businesses, and tourism. Organized programming opportunities include
but are not limited to, event and festivals for arts, food, music, movies, sports, and holidays. When a
potential visitor comes to an event, they have made or will make additional I arrangements which can
include hotels/motels, restaurants, fuel, retail, and recreational adventures. This addition economic
activity positively impacts the community, as well as the communities traveled through to get to a
destination,
The Rotary Pavilion is uniquely situated in a location that makes it useful and usable year-round. There
are many tourists that attended events in Ellensburg that last more than three days length. Of note are
the Ellensburg Rodeo which boasts over 60,000 tourists each year, ln support of the Rodeo are several
events that occur at the Rotary Pavillon such as the Rodeo Kick-Off breakfast, and the Hoedown in the
Downtown. lt's not a reach to suggest that most of the Rodeo attendees have lodging in Ellensburg,
which have an average overnight expenditure of $95/pp (source: Dean Runyan Associates), and the
Rodeo is a significant supporter of County tourism as a destination. Worth mentioning, too, is Jazz in
the Valley, also a multi-day event, which attracts an estimated 5,000 tourists who travel >50 miles from
their residence/place of business to attend this very popular music event. For over 20 years, this annual,
reoccurring event supports the County as a tourism destination, with attendees having multi-day lodging
stays in Ellensburg and the County. ln total it is estimated that over 68,000 people annually stay
overnight in Ellensburg for events that utilize the Rotary Pavilion property, of which, 65,000 people
travel from an area greater than 50 miles away to attend these events.
3. Use of Grant Funds: Please explain exactly how the requested funds will be used. lnclude an
itemized list.
Grant funds from this program will be used to perform the following tasks:
1,. Demolition and removalof the drive thru structure of the old Wells Fargo bank building,
2. Repair the bank building west wall that is disturbed as a result of the demolition work,
3. Removal of the drive thru customer service stations
4. Repaving where bank infrastructure was removed to provide added programmable area
4. Real Property: lf real property acquisition is a component of the project, please explain. lnclude any
information of property already secured or evidence of the ability to secure the real property.
5. Capital Assets: lf capital asset acquisition is a component of the project, please explain. lnclude any
bids solicited and received from potential vendors willing to supply the asset. All capital asset purchases
require at leastthree bids. lf you have alreadyselected one of the bids, please provide justifications in
writing.
6. Coordination: Please explain how this project has been coordinated with other jurisdictions as well
as affected stakeholders. Please include letters of support from stakeholders.
As a part of the park master planning process, the City held stakeholder meetings with over 25
members of the community. These stakeholder meetings were attended by user groups such as
Jazzin the Valley, Kittitas County Chamber of Commerce, Ellensburg Downtown Association, and
the lron Horse Brewery. Also included in the stakeholder's meetings were downtown business
owners and various members of City boards and commissions. Additionally, the City, along with
WalkerlMacy, the landscape architect firm assisting with the project, held a public forum at the
Rotary Pavilion in October 2019 which over 50 people attended, providing valuable feedback on
the project. City staff has presented the project to local service clubs such as the Morning and
Noon Rotary Clubs, and Kiwanis Club.
7. Studies: Please attach any feasibility or other studies that demonstrate linkages between the
proposed project and the anticipated tourism impacts. Also please include your
operations/maintenance funding strategy and business plan for long-term project sustainability (how
the facility or facilities will be operated and maintained for at least three years following completion).
Attached are two studies, the draft copy of the City of Ellensburg Strategic Plan 2020-2024
prepared by JayRay, and the Downtown Market Study and Economic Development Plan,
prepared by Arnett Muldrow. The importance of the Rotary Pavilion property as a downtown
public park, and the role it will serve as an event venue and economic generator is displayed
throughout both plans. lnformation in the JayRay study, related to the projects impact on
tourism can be found on:
Page 10 & 62, Local events or festivals attract the most visitors to Ellensburg
Page 27, Long-range Community Goals Benefitting Tourism, Downtown development
ln the Arnett Muldrow study, information related to the downtown park can be found on:
Page 26, Section 4.0 Recommendations, Reinforcing the Center
Page 26, Section 4.1 Reinforcing the Town Center, 4,7.7 lmplement Ellensburg Town Squore as
o gathering place. Hlgh Priority.
_ Page 28, Figure 9, Ellensburg Core Area Plan
Page 37, Section 4.4 Enhancing the Visitors Experience , 4,4.7 Relocate visitors' center to the
core of downtown.
The long-term management of the property will fall under the City Parks & Recreation Department. Two
years ago, the City adopted a new special event permit process to better streamline and support event
planners, this process is administered by the Parks & Recreation Director. The day to day maintenance
of the property will be the responsibility of the City Parks Maintenance Division,
8. Project Readiness: Please provide a detailed project schedule, including milestones necessary for
completion as mentioned in question 1 above. On the schedule, indicate items completed and exactly
where in the schedule the project is at this time. Be sure to include expected completion date.
As stated in question number 1, before starting work on this project, the City Parks & Recreation
Department will need to apply for a demolition permit through the City of Ellensburg
Community Development Department, as well as take the project to the City Landmarks and
Design Commission for their review. ln order to minimize impacts on events taking place at the
site, work could begin sometime in the late winter or early spring of 2021. lt is anticipated that
the work will take less than 15 days to complete. Since the City acquired the property in
September 2019, there has been no new development or alterations to the site. City staff is
making application through a variety of grant programs for project development, including a
5500,000.00 request through the Recreation and Conservation Office (RCO) for park
development. lt is anticipated that the cost of the full park build-out will be approximately
51,500,000.00. lf is funding is available, full build out on the park could begin in September
2021..
9. Applicant Certification: Please sign below in agreement with statement of certification.
Certification is hereby given that the information provided is accurate and the applicable attachments
are complete and included as part of the application package.
I further certify that the application thresholds are met at the time of application.
Signature of Official Representative Title Date
Tou rism-Related, Smal l-Sca le M u n icipal ity-Owned Capital Project Budget
All applicants for capital project funding must supply a detailed and complete project budget utilizing
the following basic format:
Funding Sources Lodging
Tax Funds Request 5S0.0OO.OO
*Other Grant Funds
List By Source (indicate if secured or applied)
*Other Local Government Funds 550.000.00
List By Source Citv of Ellensburs Park tmpact Fees
*Private Funds
List By Source (may include in-kind)
Total Available Funding
Project Expenses
ReaI Property or "Right-of-Way" Acquisition Cost
Capital Asset Cost
Construction Cost or "Hard" Cost
lnclude an itemized list of general costs See attached proiect bqlregt work;heet
For example: asset type and cost, site prep, building foundation and structure,
rnechanicalwork, finish work, site restoration, electrical work, technology, etc.
Soft Cost
lnclude an itemized list of soft costs For example: design fees, construction
management fees, survey costs, engineering fees, permitting costs, special inspections,
cultural resource surveys, etc.
Total Proiect Costs S100,00p.00
*Verifying documentation must be provided and attached to this budget. This documentation may
include award letters, letters of commitment, or loan approval documentation. You must include this in
ordertomeetthematchingfundsrequirement, lfthefundingsourceincludesapplicantfunds,proofof
available funding in the form of a letter of commitment from an authorized body or representative of
the applicant is adequate.
See attached City of Ellensburg Park Acquisition Fund Balance thru May 2020.
Tourism-Related Facility Operational Funding Narrative
(Municipality Applications Only)
L. Operational Spending: Please explain your request for operational funding and how it is directly
related to supporting the operations of a tourism-related facility owned or operated by a municipality or
public facilities district.
2. Sustainability Strategy: Please describe your strategy for long-term operational sustainability. lnclude
any specific progress toward this goal.
3. Applicant Certification: Please sign below in agreement with statement of certification.
Certification is hereby given that the information provided is accurate and the applicable attachments
are complete and included as part of the application package.
cert ify that thresholds are met at the time of application.
4* il^rrro.1^ - t8 -ZO
re of Offici presentative Title Date
Date;
To:
From
City of
@N
MEMORANDUM
June 18,2020
Kittitas County Lodging Tax Advisory Committee
Brad Case, City of Ellensburg Parks & Recreation Director 4
City of Ellensburg Lodging Tax Advisory Committee ReviewSubject:
The City of Ellensburg Lodging Tax Advisory Committee (or equivalent) has not been
informed of the project due to the impacts of COVID 19 and regulations regarding public
meetings. staff will be presenting the proposed prolect to the City Lodging Tax
Advisory Committee at their next meeting, which is scheduled for Wednesday, July 1,
2020.
CIry OF ELLENSBURG
May 2020 Budget Update Repoft
For the Five Monlhs Ending Sunday, May 31, 2020
Budoet Mav
41,57% ofyear complete
37.5% of payrolls completq
BudgetYTD Remainino
Monthly %
Rev/Exo
YTD %
Rev/Exo
Dept 180. P.rk Acquisitlon Fund
Beg. F{rnd Balance:
I 0&16&282-00-00{00-000 Restricted Fund Balance
10G16G30&10{1{00-000 Reserved Beginnlng Balance
10G.16G30&80-01{00-000 Unreserved Beginning Balance
Total Beg. Fund Balance
Revenues:
10G16G308-10-01{00-000 Reserved Beginning Batance
100-16&308{0-01-000-000 Unreserved Beginning Balance
10G16&336{0-87-00G000 cas Tax
10G.160-345-85-00-000-000 lmpacl Fees
1 0S.16G,361-1 1 -00-000-000 Earned lnterest
Total Revenues
Expendilures
Fund Balance
Cash Balance:
1 0G160-1'l 1-1040{00-000 Cash
100-160'1 1 8-1040-000-000 lnvestments
Toial Cash Balance
$79,'138 0.00%
0.00%
0.00%
$79,138
-$734,723
-$41,268
0.00%
0.00%
0.00%
$734,723
$41,268
$i.9,13U
$1,711
$26s,000
5.46%
1.450/,
o.00%
$o
$0
$739
$59.674
$5,15s
$972
$205,326
-95,155
43.160/o
22.52%
0.007o
0.00% $775,991 -$696,853 980.56%
$93.48
$3,850.00
$300.47
$206,71 1 1,59Yo
1.23%
so5,50c
$841,559
$841,559
$o
s201,143
-$495,710
-$841,559
24-46'/0
243.33%$345,849 $4,243.95
s4,243.95 0.00%
0.00%
0.00%
0.00%$0
$4,243.95 0.00% $841,559 -$841,559 o.oo%
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The project includes the removal ofeverything located inside the yellow box,with the exception of the building westfacing wall.
lt-
Ellensburg Music Festival
jozzinthevalley.com
e I I e n sb u rg m u si cfe st iv o l. co m
PO Box21-4
Ellensburg, WA 98926
i nfo @ jo zzi nt he va I ley.co m
PRESTDENT / DTRECTOR
Tony Swartz
425-239-278L
tony@jazzinthevalley.com
BOARD OF DIRECTORS
Chris Bruya
Micah Brunner
Amy Burke
Rob Fraser
Greg Lyman
Jorge Rodriguez
Don Solberg
Joy Solberg
Laura Stanley
Tony Swartz
Norm Wallen
Linda Warren
Jazz in the Valley is a
program of the
Laughing Horse
Arts Foundation,
a nonprofit 501(c){3)
organization.
June 18,2020
Kittitas County Lodging Tax Advisory Committee
Kittitas County Cou rthouse
Commissioner's Office 205
W. sth Ave. Suite L08,
Ellensburg, WA 98926
Dea r Com mittee Members,
For the last 20 years, the Rotary Pavilion has been home for Jazz in the
Valley, our annual music event, where thousands of visitors arrive in
Ellensburg to enjoy three days of jazz, sun, and our beautiful downtown
Hearing that the City of Ellensburg has applied for funding through the
'Tou rism-Related, Sma I I Sca I e M u n ici pal ity-Owned' project program has
the JIV Board of Directors very excited, Each year we run into challenges
with event set-up; not surprisingly, a small bank parking lot and pavilion
area is not very compatible with running a first-class music festival. With
this additional space we can potentially increase event attendance,
provide more food & beverage vendors, expand seating, and overall
create a much more appealing setting for our event.
While the long-term vision of this much needed downtown park site
remains our focus as we work to develop the future for lazz in the Valley,
the benefit of this project will reap immediate rewards.
Sincerely,
Tony Swartz
President / Director
Jazzin the Valley
/sl
ELLENSBU RG
DOWNTOWN
ASSOCTATTON
June 18,2020
Kittitas County Lodging I'ax Advisory Committee
Commissionet's Office 205
W. 5th Ave. Suite 108,
Ellensbutg, WA 98926
Deat Corrrnittec Members,
On behalf of the Ellensburg Downtown Association, I would like to strongly support the City of
Ellensburg s application through the 'Tourism Related, Small Scale Municipality-Owned Capital
Proiect'progtam for the proposed improvements at the future dorvntown park. As both a supporter
and organizer of local €vents, the EDA sees the benefits of this much needed project. The futwe
downtown park location serves as the hub of our beautiful historic downtown, and the opporhrnity
to enhance the park and create a more user-friendly space will provide many economic benefits fot
our County. In its curtent configuration, the site is testrictive in not only how events can be set up
but also limits the numbet of people that are able to affend the event. As a result of this ptolect,
event organizers will have more flexibility to create the type of envilonment eveflt attendees are
looking to experience.
Thank you for yout considetation of this ptoject, out office would be happy to answer any additional
quesdons you may have.
Sincetely
TaylotVillwock
Public Relations Cootdinator
Ellensburg Downtown Ass ociation
Ellens butg Dorvntorvn r\ssocia tion
119 W 5'r' Ave. Surte 10f, Eller:sburg, WA 93926
rv-rvrv.ellens br:rgdorvntorvn. org 509 -9 62 -6246
*ffiE
DRAFT FOR
CO,MMITTEE REVIEW
City of Ellensburg
Tourism Strategic Plan
2A2A-7024
Prepared by:
JayRay
535 Dock Street, Suite 205
Tacoma, Washington 98402
City ot Elieilsbu13
rrvl-'/i'dr ir;uriS'rr Stlai.el.iC P ;r-t
';:,
JC 19
Co nte nts
P.3
P.4
P.6
lntroduction
Executive Summary
Research & Discovery
. Stakeholderlnterviews
r Visitor Survey
r Current Marketing
Strategic PIan Frarnework
r Situation
r Goal, Vision, Strategy
r Funding
. Staffing
r Positioning
Leisure Tourism
Sports Tourism
Meetings Tourism
Appendices
r Executive lnterviews
r Visitor Surveys
r CWUCollaboration:College
Town Examples
P. 15
P.24
P.39
P.47
P.55
l
City ol Ellensburg
Five-'/ear Tourism Strategic Plan2019 2
lntrod uction
The Ellensbu rg tourism strategic plan provides a five-year guide to growing tourism as an important tool
for economic development.
The planning process was initiated by the Lodging Tax Advisory Committee (LfAC) and undertaken by
Ellensburg's destination marketing organization, the Kittitas County Chamber of Commerce. The plan was
developed with input from the Strategic Plan Committee. An independent marketing firm, JayRay Ads and
PR, facilitated the planning process, research and final plan production. lnput on the plan was sought
through interviews of tourism-engaged local leaders and a survey of recent visitors. The plan aligns with
the goals, policies and objectives found in the following documents;
. City of ElleqsFgrE Comrrehenshe Plan. Citv qf Flle$shrre ParftF..&Se,creAlisnl:a$prehensive Plan Update. Ellensb*rg Sowsrtown Market Studv aad Econslnic Develspment Plan
: Citv ElEllenrbure WajEMinq plan
r Kittitas Cognty Iourbr* lnfrastfucture Plan
1 Kittitas Valky [.!rqnt Ce$tqMast-er PFFr Kittitag Cq$ttv Cornotehen:ive Plan
Plan Elerne*ts
The tourism strategic plan builds on and refines current marketing efforts with a focus onr Advertising
r Website and other content platforms
r Visitor information centers and kiosks
r Visitor information services near freeway interchanges
r Destination promotions
r Support of destination marketing organizations through lodging tax funds
Tourism Strategic Plan Cornrnittee
Thank you to'the following individuals who participated in the advisory group and planning sessions:
. Amy McGuffin, CEQ Kittitas County Chamber of Commerce
. Brad Case, Director, City of Ellensburg Parks and Recreation
I Carolyn Hcneycutt, Economic Development Manager, City of Ellensburg
r Madison Ford, Director of Tourism and Events, Kittitas County Chamber of Commerce
: MattAnderson, LTAC Member and GeneralManager, Holiday lnn Express
r MollyJones-Kerchner, Executive Director, Ellensburg Downtown Association
. Nlcole Klauss, Ellensburg City Council Member, Chair of LTAC and Content and Events Marketing
Supervisor for Central Washington University Publicity Center
r TeriOlin Marketing Manager, Central Washington University
City of Filensburg
'fi:e-Year lounism Strategic Flan 32019
Ellensburg's goal is to support a healthy econorny throLrgh increased tourism. The city will grow
tourism by refining and enhancing its leisure tourism nrarketing and by reaching new audiences
through sports and nreetings tourism.
Ellensburg Tourism Plan Executive Summary
Over the next five years, Ellensburg will:
Develop a stronger branding position that is true to the community's nature and attractive to
visitors. Produce new advertising and marketing creative that supports this position.
Establish baselines and specific goals to measure its tourism effort. Expand reportingto include
economic impact indicators and regular visitor surveys, as well as current analytics.
Grow the tourism program to include sports and meetings as well as leisure tourism. Engage in
significant outreach to gain sports and meeting bookings. Set and track goals.
lmprove its online presence through a new website. Work to increase positive mentions on third-
pady online travel sites.
Create a robustsocial media programthat reaches new audiences through travel influencer
blogs, posts and social media takeovers. Make Ellensburg more socially "shareable."
lmprove the experience at chamber and downtown visitor information centers, including a digital
information board downtown. Deploy a mobile visitor center at freeway interchanges and off-site
locations.
Focus advertising efforts on audience profiles and markets most likelyto produce resuhs-
western Washington adults seeking reasonably-priced escapes. Test new digital advertising
opportunities including those.targeting sports and meeting event planners.
Support the tourism effort with funding that permits staffing sports and meetings tourism
outreach and that allows marketing budget growth in keeping with Lodging and Sales Tax
revenue growth.
Partner with other organizations to promote significant tourism opportunities.
City of Ellensburg
Five-Year Tourism Strategic Plan
1.
2.
3.
4.
5.
6.
8.
9
4
Research shows
/ Ellensburg is conflicted about its image as a
rodeo town, college town or events town,
Visitors aren't sure what to think.
/ the greatest number of visitors surveyed were
45 years old and older and come from King
qounty. They're "comfortable," but not
wealthy.
r' Most visitors surveyed come for events. They
like the downtown and local beer, wine and
spirits. lf under 45, they rank outdoor
recreation as a strong attraction. They're likely
to return 1-2 times a year.
Opportunity knocks
/ Ellensburg offers a crowd-free, small-town
escape close to a large urban area.
/ lts central affordable location makes it
attractive for meetings and events.
/ lts historic downtown offers authentic, unique
experiences.
/ lt has u nderutilized, quality sports facilities.
/ lts natural environment provides rich assets for
leisure and sports tourism.
2019
Jourism Plan Executive Summa ry, p,z
Position/rebrand & new creative
Add outreach staff
New website
Downtown visitor kiosk & signs
Mobile visitor information center
Visitor survey
Advertising
Social media influencer campaigns
Add conterrt on 3,d party websites
E-news letter
Leisure travel pa rtnerships
rar''-::i'it ir:f
l,:i il;t i:ijr!.t.i J.rj.-
'i )rilirxi1i:i11,tri
Lt .ilf;t:r-1 I .
i,t,i,r-.,.\'. tjlt:':
ilr,:r:1 lr'ir.r
ii4 t,! iji;ljt i r
iili 1&.r 1 5let1 r...13,
i t-o.(r(:(r'
Establish sports advisory group
Add sports web content
Create sports tourism guide
Begin sports tourism outreach
Sports trade show exhibits
Create sports Facebook account
Review FTE needs for outreach
Establish meeting tourism advisory
grou p
Begin meeting tourism outreach
Add meetings web content
Create meetings tourism guide
Created Meetings Linkedln page
Meetings trade show exhibits
Host meeting planner dinners
{-i:-r' r:i []iel:hi.,:g
ii':.. r/e.rl : .:tr,r;isni Slr.:ltgii: Ii:n71.)ij
i
Ellensburg Research and Discovery
City of tllensburg
Fue-Year Tourisfi Strategic Pian
520J.9
Research and Discovery: Executive lnterviews
Executive lnterviews
Stakeholders from the city, business, the chamber, the university,
downtown association and local arts, events and historical organizations
in Ellensburg were interviewed for input into this plan. lnterview
candidates were identified by the strategic plan committee. JayRay
reached out to more than 20 candidates and conducted 16 interviews.
Questions focused on these key areas;goals, positioning, audiences,
resources and success factors.
Learnings
Goals
Ellensburg seeks to grow tourism into an increasingly important
economic driver, while not sacrificing the relaxed, small-town
atmosphere that makes it so attractive to residents and visitors alike.
Ratherthan be a 'tourist town" like Leavenworth, Poulsbo or other
destinations, it seeks to offer an authentic small-town experience
enlivened by the presence of a vibrant university culture and
punctuated by regular festivals and events that earn it a reputation for
"always having something going on."
ln additional to leisure tourism, Ellensburg's location, affordability and
facilities make it a good fit for small-to-medium sized group activities
from conferences to youth and adult sports tournaments.
Positioning (how visitors think of Ellensburg, distinct from other
weekend getaways)
Ellensburg is stillvery much what it has been-a relaxing, friendly small
ranching and college town. lt's on its way to becoming more artsy
(musig galleries, craft beer/cuisine), but it hasn't fully leaned into any
one of the arts. lt also has tremendous recreational opportunities and
natural beauty, not only for the avid outdoorsman, but for the Sunday
nature walker, the once-a-year kayaker and the recreational cyclist, lt's
a town that likes variety, with some event or festival happening most
weekends, lt's centrally located and affordable. The rodeo is still its
most well-known event.
lf Ellensburg were to more clearly distinguish itself from its destination
competition, the most common positions rnentioned by stakeholders
wer€:
r 'There's always something happening" events town
r "Western heritage" town. "A place to escape" town
r "Meet in the middle" town
City of Ellensburg
Five-Year Tourisnr 5trategic Plan
quoTEs oF NoTE
"Unlike Leavenworth or
Winthrop, the activities
change so there's a
reeson to come back,
We always have some
fun octivity going on,"
"You can't have festivals
all the time, but you can
hove a festive
atmosphere all the time,
Ellensburg should have
mare street vendors and
the city needs to help
make that happen,"
"The rodeo is still very
important, but the
westetn theme for
Ellensburg is waning,
Our culture has
chsnged; we dre mare
and more intluenced by
the college and by the
"wet" side,"
"l'd like to see us play up
the Western way of life.
I see us appealing to the
city dwellers who lind
the country life
appealing,"
z0t9
Research and Discovery: Executive lnterviews
Learnings
Audiences
Ellensburg appeals more to the older visitor. Empty nesters and retirees
were called out as frequently seen in the downtown museums, shops
and restaurants. At the same time there's a desire to appeal to "young
couples" who might come for the outdoor recreation and stay in town
for the beer and live music. This may not be as much age-based, as it is
lifestyle-based. There did not seem to be as strong ofan appealto
families who might find few activities for children once they have
explored all the outdoor recreation options (however, those outdoor
options maybe sufficient). There is a general sense that Ellensburg could
do more to attract parents of current CWU students and CWU alumni in
partnership with the university.
Resources
Ellensburg has a solid foundation of information for tourists-websites,
visitor centers and campaigns to increase awareness of the destination.
There is a general desire to take those resources to the next level.
The website offers a lot of information, but it could be easier to navigate
and provide more trip planning assistance. Consider adding more diverse
images on the website and marketing materials to appeal to a diverse
audience. Ultimately, a one-stop-shop website approach to area
activities and events should be considered, using compelling storytelling
rather than a directory-style site.
The consensus is that Ellensburg still needs visitor centers to cater to
older traveler. The centers need to be "dasily bumped into," either in
downtown or near the freeway; they need excellent signage and they
need to be open more (particularly during the weekend). While the
basics of location and hours are important, equally important is the
visitor experience created at the centers.
Success Factors
ln order to get cornmunity support for the investments needed to take
tourism marketing to the next level, leaders need to not only show
interim measures of success, such as digital analytics, but also
demonstrate a correlation of marketing efforts to business trends or
sales data. Successful marketing also will continually strive to better
reflect visitor motivations and target efforts to the most receptive
audiences.
For a complete review of the common themes, nuggets and learnings
from the stakehalder intewlews, please go to Appendix A, paga 52.
City of Ellensburg
Five-Year Tourism 5trategic Plan
8
QUOTES OF NOTE
"As far os visitors, we
seem to see mostly
empty nesters . #L
o ttrocti o ns fo r o ut- of-
town guests are the
radeo and the university.
Adventure seekers go to
Roslyn."
"We cater to the older
crowd - empty nesters.
l'd like to grow the
younger couples. People
looking for good beer,
good food, outdoor
recrestion, Somewhere
to hike, listen to live
music, get o beer."
"l'd like to see us do
more with CWU alumni."
"ln general, Ellensburg is
welcoming to odult
alumni ond parents,
Sometintes there is
friction with students ond
businesses downtown.
But a student's bad
experience with a
downtown business will
impoct their interest in
being a future tourist
here."
2G19
Research and Discovery: Visitor Surveys
Visitor Surveys
An online visitor survey was emailed to approximately 6,800 people who had attended an Ellensburg
event or received a tourism e-newsletter from the Kittitas County Chamber of Commerce. Of these, 521
people responded. It is important to note that the email list was weighted toward event ticket holders
(77%).lt also included Ellensburg residents. The answers of Ellensburg resident were suppressed in
reporting results. The event-attendee responses were compared to non-event visitors and little
distinction was found between the responses.
Learnings
The survey provides a window into who visits Ellensburg, for what reasons, and how they perceive the
town and its surroundings. This provides guidance into target audience profiles and messaging for the
tourism plan.
Who visits Ellensburg?
45-55+ years old. Based on the survey responses, the
most likely visitor is well-settled in their career, families
and life,
Age
Western Washington residents. More than 57 percent
of respondents were from Western Washington - 29
percent came frorn King County alone,
Upper Middle Class. More than 50 percent of
respondents said their household incomes were
$100,000 or more. Western Washington respondents
reported more people in the S150,000+ category than
other groups, Based on Pew Research categories, the
majority of respondent households are upper middle
class.
ls.3{ l$4r 13.'4 at&t, atr
Visitors' Homes ' Western Wa
3% 3o/o
r Central Wa
" Other Eastern WA
, Tri-Cities
57% r spokane
r Ore8on
tiYo
City oi Ellensburg
Five Year'fourism Strategic Plan
I
King County makes up 29 percent of survey respondents. The county's demographic makeup is
different from other lVashington state counties in two key areas:. Medium income 519K a year higherthan Washington state. 21.Yo of residents are foreign-born
Source: DataUSA.io
King County Difference
2019
Research and Discovery: Visitor Surveys
What attracts visitors? tltfhat do they believe Ellensburg offers?
r Because of the makeup of the respondents, it wasn't surprising to see people said they came for
events. Nearly 37 percent visited for an event with an additional 17 percent calling out the rodeo
specifically. The top attractions beyond events were visiting friends and family, having a weekend
getaway and visiting CWU.
r When asked how much they agreed or disagreed that Ellensburg had good offerings in these areas,
respondents agreed the downtown, events and outdoor recreation were strong attractions. The
strongest area of disagreement was family-friendly parks and activities.
Dofrrltorn amblafice,
afrad hlstory
l5%l
What best describes your reason
for visiting?
VlsltlnB
Washlrylon
Uriv6rdtY
(s%)
A weEk€nd g&away
(LL%I
local event or
fcstivat (jaze,
beer, film or
oth€rl)
137%,
EllensburgFodao
117%l
Vlshlngfrlends
and famityl
(Lg%l
Rate how rnuch
you agree or
disagree that you
visit Ellensburg
for these
features?
Er,rltrdlrd
hrdwh
Itonlftoilt
mrthn
HwrI
Ltlcr..ll.
Foo4 drhft!
nldrttih
c{l.h{tr
hoblJt
olr r0ts tw. eet 4w fl'16 COlt tay 80t! e0* $otl
lSrr9lt8lylgl.r IAfru fiUftsuls :obr8roa lsuongtyobrSne
City of [llensburg
Five-Vear To{rrism Strategic Plan
2019 10
Research and Discovery: Visitor Surveys
What do visitors do in Ellensburg? Future plans?
r Most respondents stayed overnight in Ellensburg, but a significant number (28 percent) made it a
day trip.
. Most will return to Ellensburg one to two times in the next 12 months (57 percent).
I ln ranking the va cation-worthy featu res of Ellensbu rg, respondents ranked visiting shops, museums
and galleries in historic downtown at the top list of their, followed by the Ellensburg Rodeo, then
Brewfest and beer/winelcider/whiskey tastings.
Ellensburg and Kittitas County offer a vacation-worthy trip. Please rank the following
features or activities, starting with the one you are most likely to visit/attend/do (#1) and
ending with the one you are least likely to visit/attend/do (#7)
Visiting shqps,,rnussunis a{d galloriss
h'historic,downlown Ellensburg
I
17.69%
51
32
6062
21.35% 20.690h
I
t7.59%
51
5
11.03%
92
e
8.210h
18
5.52Yo
t6
TOTAL
290
SCORE
4-76
Etl€nsbtrg Rodeo, Sphl of the Wesl
Cowboy Gathsrlng and similar activities
28.28o/o 13.457o 12-76e/o 11-34o/o 8.97e/o 14.83oh
4326s0373982
1 1-38%
33 2S0 4-52
Brewlest,arld bssririno/+ideriwhiskey
lastings
20.y% 15.52% 13.79% 12.070/o 16.210h 9.66%
284735404559
12.41%
36 290 4.33
Jazz in{he Valley and c{her
rnusic,eYertg
16.21yc 13-45Vo
47 39
13.10% 18.62Yo 14.85% 14.83% 8.s7%38 54 43 43 26 290 4.17
Kinftas County Fah and sixilar fsnily
aclvities
19-31% N.ffiYo 16.55%
56 58 48
20.690/o 13.10%
60 38
5.17%
15
6.17%
l5 290 4.12
l,fking,bikirlg, rodk,climbing, raftingand 8-28o/o
simlldmtieities 24
12.76To
37
11.35% 16_55%
33 48
18.28% 28.6Th
53 83 290 3-74
4.l4olo
12
Fishifig'or trurtBng 4.140h
12
4.14o/o
12
8.28Yo
24
8.28o/o 10.00% 12.78To
24 29 37 290 2" 6
52.41clo
152
City of Ellenslrurg
Firie-Year'fourism !trategic Plan
2019 1:l
Research and Discovery: Visitor Surveys
What do rrisitors thlnk af EllEnsbur&?
' When asked to share three words that best describe Ellensburg, survey respondents most commonly
listed off (in this order):
1) Friendly
2'l Rodeo
3) Country
4| Relaxing
U
n
A word cltrud buill frcm
the most common
descriptive words used
for Ellensburg- The
largerthe word-the
more.aften h was used-
n
ng
w
c
r When asked how does Ellensburg make them feel, the two most common answers were "Relaxed"
and "Welcomed."
. Respondents were then asked to choose a statement that best described Ellensburg to them. The
question tested how this particular group views Ellensburg. Nearly 5O percent chose the description: A
quaint small town with a Western heritage.
Other
gpeclfy)
A brta canrp for
the great outdoors
6%
Anlnvlilrg
communlty where
lhere'e rlwayr eome
cvrntor ftstlva...
3t%
Aqueint small
town wlth aWestern
herltage
50%
A llvatycoltrgr
tourn whh egood
nlgfrt llfe
s%
Pleuse see Appendix 8, page 58, lar oll survey resutts,
City of tllensburg
Fi're-Year Tourism Strattgic Plar;20L9 12
Current Marlceting
Budget
Kittitas County Chamber of Commerce is the destination
marketing organization for Ellensburg. Under this
contract, tourism rnarketing and its key components
have a budget of $411,680 (2019). This does not include
the support LTAC provides to events, signage, capital or
strategic planning.
This tourism marketing budget is currently allocated in
the following way:
r Visitor lnformation Center: S152,000
r Website Maintenance: $1l,O0O
' Collateral Materials; $30,000
r Marketing and Advertising; $206,680
August Advertising Snapshot
ln August 2019, rnore than 513,000 was spent in media
buying for the following advertising efforts;
F.lulu s7,499-98
52,508.40
S1,969,83
S1,149.6
unknown
unknown
Email
'!fideo
Display
Bbosted
posts
Boosted
posts
e-news
2?2;085
4.3 M
746,9L6
170,633
400
48 $3.r cpvt
$o.oa cpc
$0.09 cPc
51.20 cPc
untmown
Google 31,355
Twitter 2L,887
Facebook
Google Search****
*Media costs only
**CPM (Cost Per Mille - or cost per 1,000 ad impressions)
**{'( CPC (Cost Per Click)
{'***This was not included in the August analytics report, but is currently running
City of Ellensburg
Five-YeaI Tourisr'n Strateglc Piarr
958 68
66
MARKETING BUDGET
ATLOCATION
lVisitor lnformation Center
lWebsite Maintenance
I Collateral Materials
s Marketing and Advertising
37%
53%
Method/
Tactic
lmpressions/
e-newiletter
openS
Eudget*Channel Clirks to
website or
landiag
page
E-news sign
ups
CpM{.r,/
CpCr.i(i
20r9 t)
Current Marketing
August Social Media Snapshot
MyEllensburg marketing includes posting and maintaining engagement on the following social sites
Twitter
lnstagram
Pinterest
3,215
, .14s0
556 monthly
viewers
YouTube .N0 ,F6z3ubseilbers
August Website Snapshot
Ellensburg tourism marketing efforts largely drive traffic to MyEllensburg.com, where people can learn
more about the destination, book a hotel or sign up for the monthly e-newsletter. The following are
analytics on the home page itself.
33,348 30,372 1.28 39 seconds 86% ', Uptpositivel
!4#:hG'Y.,ss
Yes
, .N0
No
Platform Advertising?Followers
Average Visit
Duration
Bounce
Rate
Pages per VisitNew UsersUsers Trend
(Up or down
from previous
rnonthf
City of Ellensburg
Five-Year Tourism Strategic Plan2019 14
Ellensburg Strategic Tourism Plan
2A2A-2024
City of Ellensburg
Five-Year Tourism Sfiategic Plan
2019 15
El lensburg Tou rism Situation
An ideallocation
Ellensburg is an ideal location for tourism. lt's central location in the state makes for a convenient
meeting place for groups and events. Placed at the rossroads of the state's major east-west and north-
south travel corridors, it is two hours or less from the major urban centers of Western Washington yet
offers a dramatically different environment and pace.
Ellensburg has long been an important stop on the l-90 route and serves a large number of travelers who
are passing through to other end-points. ln recent years, City tourism efforts have led to a growing
awareness of Ellensburg as a destination in and of itself.
An authentic experience
Ellensburg is not an over touristed destination, lt's historic downtown, city parks, walking trails,
restaurants and brewpubs, galleries and museums clearly are community places, not just tourist places.
The distinction gives it an authenticity craved by travelers and supports quality offerings to ensure visitors
retu rn.
Outdoor recreation
Ellensburg's sunshine, natural beauty and wide-open spaces translate into a myriad of outdoor
opportunities, from team sports to fly fishing, and mountain biking to taking a relaxing walk, These
opportunities stand out as high-quality, under-utilized and easy to access.
The university advantage
The City's population of 20,000+ swells to over 32,000 each fall when students arrive at Central
Washington University. CWU has a strong in-state reputation and is known as an affordable place to go to
school. Nearly 95 percent of students are from Washington, with a solid third coming from King and
Pierce Counties. Thirty-five percent are students of color, which brings diversity to an 84 percent white
community. CWU contributes to tourism through family and friend visits to students, returning alumni
and a rich calendar of activities and events that dr:aw people to the campus and city. CWU's arts and
culture programs benefit the community and visitors alike.
A signature event
The Ellensburg Rodeo has been bringing the Northwest to Ellensburg for nearly 100 years. The signature
event drew 37,000 fans in 2019 (up from 36,000 in 2018), For many fans, the event is an annualtradition.
The prominence of the rodeo over so many years has created a "Western" image of the town that is
supported by other activities and facilities, such as the Clymer Museum & Gallery and the Spirit of the
West Cowboy Gathering.
Festival scene
The City of Ellensburg is home to more than 30 festivals and activities that appealto residents and visitors
alike. Some of them focus on music-Jazz in the Valley, Buskers in the Burg, etc.-but many are one-of-a-
kind like Dachshunds on Parade. These events are a major draw for Ellensburg and substantiate the clairn
that in Ellensburg, "There's always something going on."
City of Ellensburg
Five-Year Tourism Strategic Plan2019 16
Situation, continued
The many faces of Ellensburg
r Walla Walla has wine, Leavenworth is little Bavaria, Gig Harbor promotes maritime and Mt. Vernon
embraces tulips,
' ln stakeholder interviews, leaders frequently stated that Ellensburg didn't have just "one thing."
Visitor surveys also showed Ellensburg was viewed differently by different groups. ls it a "Rodeo
Town," a "Festival Town," or a "University Town?"
r The truth of what visitors experience-Ellensburg's brand-is likely somewhere in between. Right
now, this experience is varied and relatively undefined, which can make marketing more difficult.
Challenges today and on the horizon
r Ellensburg is often seen as a stop on the way to another destination. Many travelers don't get
beyond the gas stations and fast food near l-90,
' CWU students from Western Washington often go home on the weekends rather than have friends
and family come to visit them in Ellensburg,
r Traffic in the Puget Sound region is bad and, as the population grows, traffic congestion has
extended over Snoqualmie Pass, potentially affecting visitor experiences. Currently travelers still
flock over the pass (notably to Leavenworth and Chelan), but traffic may be an issue in the future.
r Car ownership rates in Seattle are trending down (currently about 17 percent), especially for those
under 35. Because Ellensburg is a road trip destination with no rail or commercial air, the bus or car
rental is the only alternative for those without a car.
City oi Ellensburg
Five-Year Tourism Strategic Plan
I
-
2019 t7
Situation, continued
SWOT
The strategic plan committee helped analyze Ellensburg's strengths, weaknesses, opportunities and threats during
a planning retreat.
STRENGTHS (+)
r Relaxing and welcoming "vibe"r No over-tourism; not crowdedr Events and festivalsI Rodeo-westernheritager Historic downtownI Authenticexperiences, operator-ownedI Central Washington University eventsI Outdoor recreation: Affordable and often unique venues for small-to-
mediurn size meetingslconferencesr Significant ballfield resources for sports
tournamentsr New boutique hotel
WEAKNESSES (-}
r Lack of a convention centerr No dedicated stafffor recruiting and acting as a
liaison for group activities (business or sports)r Limited in-town child-oriented activitiesr Small downtown shopping districtr lnconsistent collaboration between the town and
universityI lnsufficient wayfinding signs for visitorsr Undefined or transitioning brand
INTERNAL FACTORS
EXTERIVAt FAITORs
oPPoRTUNITIES (+)
I Central, accessible locationI Excellent weather, four seasonsI Beautiful natural environment-rivers, valley,
nearby mountainsr Central Washington University and its students,
family and alumnir Western Washington population growthr Puget Sound area affluence
THREATS {-)
r Heavv traffic on Snoqualmie Pass: Students commute home oftenr Car-dependent destinationr Other weekend get-away destinations have
stronger "brands"r Changingdemographicsr Changing attitudes toward rodeoI Snow on the pass during winter season
City of Ellensburg
Five-Year Tourism Straiegic Plan
?019 18
Plan Framework
Goal
To support a healthy Ellensburg economy through increased tourism.
Vision
Centrally located, but off the beaten path, Ellensburg offers leisure travelers a relaxing escape while
providing group travelers (sports/meetings) a convenient, unique location for events. ln Ellensburg visitors
experience a welcoming small town where there's always something going on. lts historic downtown
provides a year-round attraciion and its scenic surroundings provide opportunities for all forms of outdoor
recreation.
Strategy
Ellensburg will grow tourism by refining and enhancing its leisure
tourism marketing and reaching new audiences through sports and
meetings tourism programs.
1. leisureTourism. Ellensburgwillseekto:
a) Better distinguish itself from competing destinations
b) Reach a more targeted audience
c) lmprove visitor experiences
d) Measure success through economic, as well as analytic
indicators
e) Collaborate more closely with CentralWashington
University and other community partners on targeted
audiences or significant celebrations
2. Sports Tourism. Ellensburg will promote its location, the
facilities at Rotary Parlg other park/public facilities and free-
time activities to arnateur youth and adult sports event
planners in a systematic and measurable way. Sports tourism
will further enhance leisure tourism as people discover
Ellensburg.
3. Meetings Tourism, Ellensburg will promote its location,
meeting and the town's tourist appealto meeting planners in a
systematic and measurable way. Meetings tourism will
enhance leisu re tourism.
Sports and meetings tourism efforts are dependent on additional
staffing. While tactics are outlined for both strategies in each year
of the five-year workplan, it may be beneficialto stagger the start
of sports and meetings work by one year.
City of Ellensburg
Five-Year Tourism Strategir Plan
DEFINITIONS
For the purposes of this
plan, we will use the
following definitio ns :
. A goal is a broad
primary outcome.
r A strategy is the
approach you take to
achieve a goal,
r An objective is a
measurable step you
take to achieve a
strategy.
r A tactic is a tool you
use in pursuing an
objective associated
with a strategy.
2019 t9
Plan Framework
Prosf Points {To be adapted to each audience}
r EllensburB is a great place to meet-close by and centrally located.
. lt's a place to relax, unwind and escape the crowds.
. The historic downtown offers new discoveries in locally-owned shops, restaurants, pubs,
galleries and museums,
r There's always something to do in Ellensburg with a rich calendar of events for every interest.
I Ellensburg gives you easy access to hundreds of miles of open space, trails and waterways.
Funding Assurnptions
The tourism plan uses a baseline budget of $461,680 for marketing/advertising, web, collateral and visitor
centers in 2020 (2019 funding plus $SO,OOO) which is funded through the Lodging Tax Advisory
Committee (LTAC) . Approximately $225,000 of that goes to marketing and advertising,
A 5 percent per year growth in LTAC funding could reasonably be expected over the next five years based
on earlier grov'rth trends. Tactics that may exceed those funding levels are called out in the following
workplan and may require additional funds or new funding sources.
. 2A20: $+0t,sgO ($225,000 for marketing and advertising)
: 2o2'1,: 5484,7 64 ($236,250 for marketing and advertising)
t 2A22: S500,002 (S248,063 for marketing and advertising)
' 2023:5525,452 ($260,465 for marketing and advertising)
: 2a24: $55L,725 (S273,489 for marketing and advertising)
Other potential funding sources do exist, including the creation of a Tourism lmprovement District (TlD),
which is tourism-business led with participants self-assessing fees for a common goal. The challenge for
TlDs and other strategies such as advertising sales in guides or co-promotions with business partners is
the time it takes to develop and manage these strategies. Unless the strategy results in substantial
funding increases, the time required may not be made up by the revenue increase.
Staffing Assumptions
Today's staffing levels are not sufficient to expand the tourism effort to sports and meetings. We
anticipate that beginning in 2020 the sports tourism effort will require a .5 FTE for outreach and follow
up. ln 202L, we expect that the addition of meetings tourism outreach will require another .5 FTE. These
can be the same or different people. This is a sales-oriented position that reguires someone who can
cultivate relationships and be tenacious in follow up.
We do assume that the marketing work which supports this outreach can be conducted by the current
tourism marketing director position with the outside support of marketing agencies or freelancers.
As in other communities where the chamber of commerce is also the destination marketing organization,
it is important to dedicate this staff time specifically to tourism work.
City of iilensbrrrg
Fi.re-Year Tourisnr Strategic Plan2019
ZO
Plan Framework
LcnBrange Cornm**ily Goafs Ben*fitlng Tourism
ln developing the tourism plan, the strategic plan committee and key stakeholders discussed several long-
range goals that go beyond the scope of this plan. These recommendations are important far tourism in
the long-term and benefit the community overall. Some of the following are addressed in other city plans
or are within the scope of other departments,
1, Downtown development. Ellensburg's downtown is a major visitor attraclion as well as belng a
community gathering place. Efforts should continue to encourage the development of businesses and
amenities that serve both visitors and community. The new plaza will be a great improvement for
downtown. Continue to strive to create a downtown that is festive every day, not just during events.
2t Transportation. Ellensburg is car-de pendent and this has implications for attracting travelers who
don't own cars or those traveling greater distances. Nearby destinations such as Yakima and
Wenatchee have air and train access. Once in Ellensburg, travelers have access to Uber, Lyft and taxi
service. However, the service is not always available or reliable.
a) Continue work to make private and eventually comrnercialflights possible into Bowers Field
Airport.
b) Explore bike or scooter sharing opportunities,
c) Expand Central Transit to visitor destinations.
3l lnterchange beautification and signage. Ellensburg's "front door" off l-90 reflects little of the charm
and character to be found in the downtown. ln addition to wayfinding signage, it would be beneficial
to look at the "curb appeal" of these entrances and implement a plan to make improvements,
4) Development of a conference center. This is a long-term goal that will require a feasibility study.
Growth of the rneetings tourism program will help determine the timing of this study.
5) Development of a large-scale recreation center. This long-term goal will require a feasibility study.
While it would largely benefit the community, there would be tourism benefits as well.
5) Development of a large-scale performance center. This may be done in conjunction with the rec
center. The community and university need a larger venue for events that is not weather-dependent.
Large events are a major attraction for visitors.
City of Eilensburg
Fi're-Year Tourism Strategic Plan
20:9 2t
Positioning Ellensbu rg to Visitors
The research showed Ellensburg is perceived as a relaxing, friendly ruraltown. Visitors agreed with the
"western heritage" description and also used the word "country" frequently when describing the town.
Ellensburg will always be well-grounded in these roots, but community leaders shared their visions for
an evolving community with a growing university influence and strong offering in the arts, craft
beverages, outdoor opportunities, festivals and events. The "My Ellensburg" theme has allowed tourism
marketing to be something for everyone. lt's time to distinguish Ellensburg from other destinations by
adopting a theme that:
1) Honors the roots and values of the community without a traditional country theme
2l Resonates with visitors. It offers what they want and whot they believe Ellensburg can
pravide^
3) Differentiates Ellensburg from other visitor destinations
What does Ellensburg have that visitors crave?
Perceived values, rather than specific offerings, offer a more consistent view of community personality
lndependent
Authentic
Open-hearted
Fun-loving
Slower-paced
Strong
Outdoor-loving
Free to relax and be yourself
Uniquely local experiences to discover
Friendly people, social opportunities
There's always something to do
No crowds, no lines, no pressure
Be part of something vibrant meaningful,
memorable
Enjoy natural beiuty and open spaces
City of Ellensburg
Fitre-Year Tourism Slrategic Plan
Ellensburg Perceived Values Visitor Desires
2019 22
Positioning Ellensburg to Visitors
Theme Options
1. Ellensburg-Naturallyindependent
Free to be yourself, free to discover
2. EllensburgUnfiltered
Few crowds, little pretense and more time to savor
3. Ellensburg-Where friends meet
Where no one's a stranger
Expanding on the Naturally lndependent Theme
Leaning into one of these themes gives Ellensburg a chance to stand out. "Naturally lndependent" reveals
a little of Ellensburg values and gives visitors a sense of freedom and escape. Naturally lndependent
Ellensburg is a place where independent shops, pubs and restaurants thrive, where people follow their
own path and visitors are free to relax and discover new things.
What does independent look like?
lmagery can be used to convey the values and personality of a destination. Below is a sample mood board
that has images that help convey "independent,"
City of Ellensburg
Five-Year Tourism Strategic Plan
2019 23
Ellensburg Leisure Tourism
Work Plan
Clty oi Ellensburg
tive-Ygar Tourism 9trategic Plan2019 24
Leisu re Tou rism: Goa ls, Strategy
Goals
Ellensburg will seek to:
1) lncrease number of potential visitors exposed to Ellensburg's tourism message
2l lmprove visitor experiences with wayfinding and visitor center support
3) lncrease hotel bookings and other key indicators of destination marketing impact on tourism-
related business
Strategy
Tourism marketing leads the visitor through the path of dreaming, planning, booking, experiencing and
then sharing with others through social media and word-of-rnouth. Ellensburg's current tourism
marketing program uses most available tools. Taking it to the next level is a matter of strengthening and
refining.
Above all, Ellensburg needs stronger positioning that sets it apart from competing destinations. The
current approach offers something for everyone which isn't memorable. A position - your best face
forward - helps potential visitors form immediate impressions, makes advertising creative crisper and
attracts targeted visitors. Through the strategic planning work, several possible positioning statements
have been identified in this plan. A complete branding effort would be beneficial.
Other key priorities for the program over the next five years are to:
' lmprove digital content and visitor experience on owned channels (web and social media)
. Make sure others share your story: social influencers, online travel sites, state travel site
r Strengthen advertising by focusing on audiences most likely to visit and A/B test creative to
continually improve the approach
r Expand key community partnerships to reach specific audiences or celebrate major events.
Work plan tactics follow and are more fully outlined in years L-3, with the understanding that market
changes, visitor feedback and other factors will influence the evolution of the plan in years 4-5.
Ciiy of Ellensburg
Five-Year Tourisrn Strategic plan
Social Media
Publicity
Visitor social media
VisitorWebsite
E-newsletter
Partners
vtc
Onsite
Advertising
Online Tourism Sites
VIC Oflsite lnformation
Partnerships
--*l@
DREAM PLAN BOOK EXPERTENCE/SH
2019 25
Leisu re Tourism : Objectives
Measurable Objectives
The foilowing clrjectives should be reviewed and revised yearly to adjust for marl<et conditions,
furtding, staffing and otlrer variables.
2020
2027
2022
2023
2024
15% over
2019 baseline
in rnonths of
May, Iuly and
Sept.
15% increase
over 2019
baseline for
-Reach
-Engagement
-Followers
Track
appropriate
analytics for
platform and
establish
baseline:
-lmpressions
-CIR/# Clicks
-CPC or CPM
-Completion
rate (of video
or audio)
Goal based
on budget
growth. At
least 10%
increase over
2420
5% increase
over202l
10% increase
over 2022
5% increase
over 2023
Conduct
baseline
survey. Set
goals for
"recommend
to a friend"
No survey
2% increase
over 2020
No survey
2% increase
over 2O22
Grow hotel
bookings as
measured by
an increase in
occupancy
rates on the
sTR Report
6oal:2%
increase over
20t9
Goal:3%
increase
over 2020
Goal:l%
increase
Qver 2O2l
Goal:3%
increase
Over 2022
Goal:3%
increase
Over 2023
Establish
baseline and
goals for
retail using
Dean Runvan
or equivalent
report.*
TBD%
increase over
2020.
18D%
increase over
202L.
TBD%
increase over
2022.
TgD%
increase over
20?3.
L0% increase
over 2020.
5% increase
over 2021
10% increase
over 2022
5% increase
over 2023
10% increase
over 2020
10% increase
over 2A2l
L0% increase
over 2022
10% increase
over 2023
City of fllerr:burg
tive-Year Tourism Siiaiegic Plan
Year Website Social
Media
Digltal
Advertising
Visltor
Survey
Bookings Sales
2rt19 26
Leisu re Tourism : Aud ience
Primary Audiences
1) Slow Down and Savor
r 45-64 yrs.
r $1oo,ooo+ HH income
r King, Pierce, Snohomish Counties
Today's typical travelers to Ellensburg are in their mid-40s to mid-60s and come from King
County. They like the small-town vibe-friendly, clean and fun. They appreciate freedom from
traffic, freedom to walk in clean parks, freedom to leave responsibilities behind for a few days.
With household incomes between $100,000 and S150,000, they're comfortable but carefulwith
money. They seek out Ellensburg events and the downtown for fun and relaxation. Natural
beauty and outdoor recreation are a bonus, but not the top draw. They appreciate good food,
music and art, but aren't snobs about it.
2) Leave the Crowds Behind
r 25-44 yrs.
r $i5,000+ HH income
. King, Pierce, Snohomish Counties
It's not about nostalgia as much as new experiences for travelers in their late-20s to early-40s.
They want a crafted experience (and crafted beverages) away from crowded get-aways like
Leavenworth and Port Townsend. The outdoors are more important to this group but they too
like the festivals and they like to travelwith friends, History can attract this group, but they want
experiences, rather than lectures. Above ail, make it shareable on social. This is a diverse and
global group. (ln King County 28.7 percent of the population are people of color and 23.6
percent are foreign born. Source: King County website)
Secondary Audiences
3, Blend Business with leisure {Bleisure}
r 25-54yrs.
r $100,000 HH income
r King, Pierce, Snohomish Counties
Business trips blending with leisure are a fast-growing trend, as is the ability to work remotely
ln the Puget Sound area, it is increasingly common for employees to be able to work remotely
one or more days a week. The morning commute could take them to Ellensburg for a day of
remote work and then an extended weekend of play.
Ciiy of !llensburg
Fiu€-Ye.rr Toilrism 5trategic Plan
hl,ffi$
J019 27
Leisure Tourism : Audience, Messages
Secondary Audiences, continued
4) Central Washington University Reconnected. Three thousand students graduate from CWU each year.
Ellensburg gives alumni a place to come home, reconnect with CWU, and more importantly, with each
other. A joint program with the CWU Alumni Association would be mutually beneficial.
5) Friends from Afar. Ellensburg is centrally located in the state, but car dependent. The primary audience
is just two hours away. Major events such as the rodeo can draw people from four or more hours
away, opening up Vancouver BC, Portland and Spokane as drive markets. Travelers to Seattle
(lnternational and otherwise) can make a two-hour hop over the pass to explore the distinct geology
and culture of the Eastern side of the state, Ellensburg is most likely to reach these travelers through
online travel sites and ExperienceWa,com.
Leisure Traveler Key Messages
r Ellensburg is close to home, but feels Iike a real escape
r lt's a place to relax, unwind away from crowds
r There's always something to do in Ellensburg (from the historic downtown to outdoor adventure)
City of Ellensburg
Five-Year Tourism Strategic Plan2019 28
I
Le isu re Tou rism : 2024 Tactics
Ellensb*rg Positian and Creative
a) Adopt a new, more distinctive positioning statement ancl strengthen messaging to focus
consistently on experiences that underscore that position. lf "Naturally lndependent" is
chosen, for example, feature the things that show an independent spirit-craft breweries,
local artisans, places that convey a sense offreedom.
b) Refresh creative. With a new, more distinctive position, Ellensburg will be able to present a
more focused image with new creative" Some creative could be edited and repurposed. The
word game would be retired.
* A new video commercialwill be needed. {May require additional investment.}
. Specific campaigns can be cleveloped to reach the audiences described earlier.
c] Enhance video and photo assets to support position. Review Ellensburg's video and photo
assets in light of the new positioning statement. Add to library as needed for new creative.
Website and Ellensburg App
aI Refresh the look to match new positioning and creative.
b) Adcpt a new URL that's more easily searcheel, such as Ellensburg.corn or Visittllensburg.com.
, The URL should not be dependent on the advertising tagline or any positioning statement so
that won't have to change through the years. A campaign landing page is more appropriate
for unique URLs,
c) Create content as needed to support the new position. {For example, under dining options,
do not list fast food first.)
d) Add content in "Plan" that provides travel ideas for staying a day, a weekend or a week.
e) Ensure there is content to support any partnership work (see below).
f) Discuss consolidation of Kittitas County and Ellensburg travelwebsites with key stakeholders.
We recognize this process would take time, but the advantage tp travelers of having one site
for information would be significant, Tlre savings of just one site to updale and support versus
two also would be financially beneficialto the City and County in the long-run.
C) Add Google events and Facebook pixel to the backend of the website for tracking and
Facebook targeting
h) Retire the existing €llcnsburg App. Mobile websites are better information sites than apps
unless there is a concern for losing connectivity. Resurrect the site if there is a better way to
"garne-lfy" the visit to Ellensburg.
V'rsitnr Ce*ters and Signage {May require additional investment"}
a) Continue current visitor information eenters but make them more visible. Add significant sign
to downtown visitor center. lmprove visitor center sign at Charnber of Commerce location,
possibly by using a yarcl flag/banner.
b) Work to make brick and mortar visitor information centers more welcoming. lmprove
ambiance, visitor comfort (consider space, chairs, restrooms, candy jar, etc.).
c) Add digital information kiosk to downtown visitor infornration center to provide information
when the site is not staffed.
City of €ilensburg
Fi\/e-Year Tcurism Strategic Pian
2.
+
20i9 la
6.
Le isu re Tou rism : 2020 Tactics
tr. Visitor Centerr ar,d Signagc, ccnlinued
d) Make the downtown visitor center a festive anchor for downtown giveaways, street
performers, seasonal window displays, food trucks and other visitor enrichment,
e) lmprove signage by replacing street banners with larger, more visible banners.
0 Proceed with the wayfinding sign plan adoption as soon as possible.
5" Visitor Researeh
a) Survey 2,500 new visitors (emails captured within the past 2 years). lt's important to ask
visitors over time what brought them to Ellensburg, what they liked about their experience and
what could be improved. This visitor experience can be measured every other year and a trend
established to help the DMO and community understand what's working and what needs to be
improved, The first year's survey would establish a baseline.
Socia! Media
a) Continue to build and implement editorial plan for allsocial platforms with renewed emphasis
on lnstagram, lnstagram is a key source of travel inspiration and the preferred media for travel
influencers, which have become some of the most important travel writers of today. To be a
competitive destination, Ellensburg needs to strengthen this part of its social media program
while continuing to grow followers on its other social platforms.
b) Contin,ue to boost social media posts. Continue a strong cadence of posting and boosting posts
on social media. The editorial calendar and posts should be crafted to support Ellensburg's new
distinct position.
c) Develop lnfluencer Campaign. ldentify top travel social media influencers and invite them to
corne to Ellensburg to cover one (or more) story angles that fit their profile, Cover their
expenses (may include room comps) and have a contract in place as to what is expected of the
influencer. lt can be a self-guided tour on their part, but we recommend kicking it offwith a
hosted meal with the town travel expert, Cross promote resulting posts on Ellensburg social
media channels.
8.
Publicity
a) Develop 2-3 story angles leveraged from the social media influencer campaign and share them
with traditional travel writers,
'b) Create a media "poker hand" by identifying your top five medaa targets for the year.
Adve*isirq
a) Conduct programmatic digital campaign of at least L2 weeks with four, three-week flights to
run over the course of the late winter to early summer using new video creative.
b) Google display and retargeting campaign using new/refreshed creative, Seek to stretch the
budget to run late winter to early summer (6 months).
c) Facebook advertising campaign to run late winter to early summer.
d) Advertising will be expensive in this election year. Streaming video or cable W may not be a
cost-effective choice until after the 2020 election.
{.iiy of t-llenrburg
tive-'/ear Tourism Strategi€ Plan
7
:019 30
Le isu re Tou rism : 202A Tactics
9. Advertising, continued
a) Join the Washington Tourism Alliance and buy an advertising package that will allow tllensburg
more control over its profile page content and enhance its ability to compete for the eyes of
out-of-state and international travelers.
b) lf budget allows, Google Search (AdWords) can be used for leisure tourism as well as sports
tourism, which is mentioned later in the plan.
10. Other Tourism Websites
a) Review and enhance Ellensburg's Trip Advisor and Expedia profiles. Add and manage profiles
for the Ellensburg Visitor lnformation Center and add Ellensburg, WA as a contributor on the
sites as well. Follow all site rules on contributions,
b) Hold a Trip Advisor and Expedia tutorialfor local tourism businesses/organizations.
c) Enhance presence on ExperienceWa.com. This is one of the main go-to sites for out-of-state,
international and cruise travelers, While the state site needs to be updated, it still serves an
important role. Cruise travelers embarking from Seattle, international and out-of-state
travelers seek out information on this site.
11, E-newsletter
a) Refresh the look of the e-newsletter in keeping with the new positioning.
b) Consider the following:
r Lead with an image, keeping copy short,
r Have a clear call to action and make individualstories sharable.
c) Continue to build the email list through website, social and event registration opt-in
d) Send newsletter out monthly.
L2. Partnerships
The Kittitas County Chamber of Commerce partners with many organizations in the region to
promote Ellensburg tourism. The strategic planning committee emphasized the importance of
collaboration and communications among partners. Significant opportunities also were discussed
that offered unique partnering opportunities. Each year one opportunity has been identified that
offers special promise for growing tourism.
a) ln 2020, seek to partner with the Central Washington University AlumniAssociation to attract
Alumni back to CWU and Ellensburg, The Association has existing programs to do this, but
these could be enhanced and expanded to either encourage greater participation in a single
event or identify alumni benefits that could be gained year-round. This might take the shape of
a "DlY CWU Reunion," where smaller groups of friends can create a custom-crafted weekend
for their friend groups. (May require additional investment. )
b) Establish and lead a quarterly meeting of tourism stakeholders to enhance collaboration and
communication. Strategic plan committee members could form the nucleus of this group.
CrtV of Eliensbutg
Five-Ysar Tourisri Strat€gic Plan
2019 JI
Leisu re Tou rism : 2021- Tactics
1. WEbsite
2_
a) lf stakeholders approve, consolidate into a new single Ellenshurg/Kittitas County tourism
website. This path benefits website users and offers efficiencies for website maintenance.
{Would require additional investment.}
bl lf no new website, seek to:
. lmprove navigation on existing site
r Enhance maps and guides to become more of a virtual visitor center with additional
downloadah'le content
' Create campaign-specific landing pages for tracking campaign results.
c) Ensure there is content to support any partnership work {see below}
Visitor CenEers an<l Signage
a) Deploy a mobile visitor center for Exit 109 and other locations inside and outside of Ellensburg,
This vehicle, which would be fully wrapped with a strong promotionaldesign, maps and
messages, would serve as a traveling visitor center during busy l-90 weekends, such as Gorge
conceds. lt can also be parked near the interstate exits as a molrile billboard and taken to
offsite locations to promote Ellensburg. {May require additional investmeni.}
Srrcial Med!a
a) Continue to build and implement editorial plan for all social media channels.
b) Continue paid boosting of social posts.
c) Host two influeneer campaigns to cover Ellensburg in two seasons.
d) Explore Augmented Reality (AR) Filters for social platforms. Create and promote in conjunction
with major campaign {possibly the annual partnership project}.
e) fxplore ner,v social media platforms. Social media is constantly changing. lt's important to
continually review and refresh the social media plan.
Publicity
ai Leverage story angles developed for the influencer campaigns and pitch to traditionaltravel
writers.
Advertising
a) Conduct programmatic digital video campaign of at least 12 weeks with four, three-week
flights run during late winter to early summer.
b) €xtend video campaign as budget allows to streaming video or cable TV.
c) Google display and retargeting canrpaign. Seek to stretch the budget to run late winter to late
summer {6 months}.
d) Facebook advertising campaig* to run late winter to early summer.
e) Google Search ads for leisure tourism as well as sports tourism.
f) €xperiencewa.comadvertising.
3.
4,
5
City of Ellensburg
Fi're-Year Tourism Strat€gic Plan2019 32
Leisure Tourism: 2021 Tactics
6. Online Tourism Siles
a) Review and update Ellensburg's Trip Advisor and Expedla profiles.
b) Explore other travel sites to assess value of enhancing listings there,
7. E-*eushtt*r
a) Continue to build the emaillist through website, social and event registration opt-in.
b) Consider adding a one-question surv€y to each story, ,.Was this hetpful?,,
8. Partnerships
a| fxplgre partnership with_Ellensburg Parks and Recreation to encourage visitor use of parks and
ballfields. Celebration of national "Walk in the Park" day provides a gtod hook to get visitors
to explore Ellensburgls spacious, clean and SAFE parks. Beyond that,lt can expose visitors to
the ballfields and support the sports tourism effort. (May require additlonallnvestment"|
City ol Ellensburg
Flve-Year Tourism Stntegic Plan
2019 J5
Leisu re lou rism : 2022 Tactics
L. Refresh ereative
a) Creative {ads of any kind) should be reviewed each year and major creative, such as videos,
should generally be refreshed every two to three years. {lvlay require additional investmerit.}
2- Website Development
a) Continue normal website maintenance. Ensure there is content to support any partnership
work (see below).
b) Update campaign landing pages to track results.
3. Vlsitor Centers and Signage
a) Refresh street banners.
b) Take mobile visitor centerto at least three regional events outside of Ellensburg.
c) Use visitor experience survey information to guide improvenents to visitor centers.
4" Survey Visitors
a) Survey 2,500 new visitors {emails captured within the past 2 yearri. Ask the same questions as
in the 2020 survey and conrpare results.
5. Social Media
a) Re-evaluate social ntedia prograrn to find new opportunities and validate existing approaches,
It'$ important to continually review and refresh the social media plan.
b) Continue to build and implenrent editorialand boosting plan for best performing platforms.
c) Continue to host irtfluencer carnpaigns if results continue to be strong,
d) Host up to five social media takeovers with industry partners to reach new audiences.
6. Publicity
a) Leverage the story angles developed for the influencer campaigns and share them with
traditionaltravelwriters. Continue pitching stories to Vour "pok€r hand" of media targets.
7. Advertising
a) Evaluate advertising program and adjust. Refresh creative.
b) Likely continue programmatlc digitat vldeo, strearning video or cable TV,
c) Likely continue Google display and retargeting campaign.
d) Likely continue Facebook advertising.
e) Likely continue Google Search ads for leisure tourisrn as well as sporls tourism
f) Experiencewa.comadvertising.
8, Online Teurism Sites
a) Review and enhance Ellensburg's online travel profiles.
b) Hold a Trip Advisor and Expedia tutorialfor local businesses/experiences. See if new online
siles should be added to the tutorial.Laft\l2als ,,..r_.t:?;llji11ll&0,n" 34
Leisu re Tourism : 2022 Tactics
9.- E-newsletter
a) Refresh look in keeping with advertising creative.
b) Continue to build the email list through website, social and event registration opt-in,
c) Continue one-question survey to each story, "Was this helpful?,'
10- Partnerships
a) Explore partnership with Ellensburg Downtown Association to promote completion of new
plaza/new lookfor downtown. This could be promotion of a singular event or simply an
emphasis on downtown messaging in this year's advertising and social. Explore the possibilities
for showing off the new heart of the city. {May require additional investment}
City of Illensburg
Five-Year Tourism Stratsgic Plan
10/31/2019 35
1
2.
4.
5
8.
6.
Le isu re Tou rism : 2423 Tactics
Website Development
a) lf a new, unified website was not created in 202L, by 2023 it will be time to create a new
website for the tourism effort. New trends develop and the site will become dated. (Would
require additional investment.)
b) Ensure there is content to support any partnership work (see below)
Visitor Centers and Signage
a) Take mobile visitor center to at least three regional events outside of Ellensburg,
b) Use visitor experience survey information to guide improvements to visitot centers.
SocialMedia
a) Continue with editorial and boosting plan for best performing platforms,
b) Host two influencer carnpaigns if results continue to be good.
Publicity
a) Leverage the story angles developed for the influencer campaigns and share them with
traditional travel writers.
b) Continue adding to "poker hand" of media targets to pitch stories to
c) Consider a biannualor quarterly e-newsletter of story ideas to list of travel writers.
Advertising
a) Evaluate advertising program and adjust.
bi Likely continue:
. Programmatic digitalvideo, streaming video
r Google display and retargeting
. Facebookadvertising
r Google Search ads
. Experiencewa.com advertising,
Online Tourism Sites
a) Review and enhance Ellensburg's online travel profiles.
E-newsletter
a) Continue to build the email list through website, social and event registration opt-in.
b) Continue orie-question survey to each story, "Was this helpful?"
c) Evaluate frequency of newsletter.
Partnerships
a) Explore partnership with Kittitas County Museum on the 1.40th celebration of Ellensburg's
incorporation. {May require additional investment.}
City of Ellensburg
Five-Year Tourism Strategic Plan
9.
2Al9 35
E I le ns bu rg Sports Tou rism
Work Plan
City of Ellensburg
Five-Year Tourisnr Strafeglc Plan
20 19 39
Le isu re Tou rism : 2024 Tactics
1,. Refresh Creatiue
a) Review and consider major refresh of creative based on changes in Ellensburg and the tourism
rnarketplace, Because the website was redesigned in 2023, there are likeb dJsign and message
changes that should be embraced. {May require additional inve*trnent}
2. Website Development
a) With a new website in 2023, Year 5 will be spent refining the site and making improvements,
3. Visitor Centers and Signage
a) Refresh street banners.
b) Take mobile visitor center to at least three regional events outside of Ellensburg.
c) Evaluate need for both brick and mortar VlCs based on past surveys and visitor trends.
3. Survey Visitors
a) 2,500 new visitors (emails captured within the past 2 years). Ask the same questions as in the
2020 survey and compare results,
4. SocialMedia
a) Re-evaluate social media program to find new opportunities and validate existing approaches.
Are there new opportunities with new or changing platforms?
b) Continue to build and implement editorialand boosting plan for best performing channels.
c) Host influencer campaigns if results continue to be good.
d) Host social media takeovers with industry partners,
5. Publicity
a) Leverage the story angles developed for the influencer campaigns.
b) Add to "poker hand" of media targets.
c) Continue e-newsletter of story ideas to travel writers.
6. Advertising
a) Evaluate advertising program and adjust, Refresh creative,
b) Budget and buy media early because of the politicalcampaign year.
7. Online Tourism Sites
a) Review and enhance Ellensburg,s online travel profiles.
b) Hold a Trip Advisor and Expedia tutorialfor local businesses/experiences, See if new sites should
be added to the tutorial.
City of Illensbuig
F;ve-Year Tourism Slrategic Plan
2019 5t
8"
Leisure Tourism: 2A24 Tactics
9-
E-newsletter
al Evaluate e-newsletter and determine if it should be continued. Look at number of new
subscribers, open rate and results of "one question" surveys'
b) lf kept, refresh look in keeping with advertising creative; build lisU continue surveying readers'
Consider sending newsletters tailored to specific interests.
Partnerships
al Explore pa*nershlp with Rodeo Assoclation to promote the 100th annlversary of the Ellensburg
Rodeo. {May require addiiional investrnent}
Ctty of €llensburg
Five-Yaar Tourislr'l Strategic Plan2019 38
Sports Tourism: Goals, Strategy, Objectives
€oals
Ellensburg will seek to:
1) Grow the number of events booked at Rotary Park, with an emphasis on multi-day events
2l Grow the number of events booked at other Ellensburg facilities/locations that can
accommodate sporting events, from long-distance runs to equestrian events.
Strategy
The Ellensburg Sports Tourism effort requires more than advertising resources, lt requires a dedicated
staff member to do sports outreach and follow up. Larger sports markets (Yakima, TriCities) offer
additional planning services and this should be considered as Ellensburg's sports tourisrn program grows.
A number of marketing tools support sports outreach, including development of a sports section on the
tosrism website. Google Search ads and other promotions will attract leads for sports event bookings. We
recommend sports tourisnr staff first attend and then later exhibit at sports conventions like the Pacific
Northwest Youth Sports Expo, A sports tourism e-newsletter will provide information and build
connections with sports event planners.
Measurable Objectives
The following measurable objectives should be revised and revised yearlyto adjust for market conditions,
funding, staffing and other variables.
2420
2427
20?2
zoz3
2024
Add sports
content to
website and
establish a
baseline of visitors
10% increase in
page users over
2A20
10% increase over
z02L
57o increase over
2422
5% increase over
2023
Develop a contact list of
250 targeted planners,
coaches and officials.
r Grow contact list by 100
prospects.r Meet with 8 event
planners a quarter.
: Grow contact list by 100
prospects.r Meet with 12 event
planners a quarter
Grow contact list by 75
prospects.
Meet with 8-12 event
planners a quarter.
r Grow contact list by 50
prospects,I Meet with 6-8 event
planners a quarter.
Establish baseline of
bookings & number of
days in use by visltors.
Determlne 2020 goal.
r Grow bookings by
70%
r Grow days in use
. Grow booklngs by
7U/or Grow days in use
r Grow bookings by
L0%r Grow days in use
r Grow bookings by
10% (if still
capacity)I Grow days in use
Measure
Analytics/
establlsh
baseline
Grow clicks by
L0%
Grow clicks by
t0%
Grow clicks by
10%
Grow clicks by
N%
t
t-r'iY cf i.lleitsbut'8
F;ve-Yg:r Iourisin Straiegic Plan
'Y€at Website Google SearchSales leads Bookings
20 i9 .!0
Sports Tourism: Target Audiences, Messages
Primary Audiences
' Leaders of sports leagues and organizations in Washington state
. Coaches, identified through WIAA and other certification programs
. SchoolAthletic Directors
. Sports tournament and sporting event organizers (runs, cycling events, etc.)
: Sports camp organizers
Secondary Audiences
I Families of youth athletes
r Adult amateur athletes
r Event organizers for lesser-known sports or activities that can rnake use of the fields or other
venues, including equestrian facilities
. lndividuals who hunt and fish
Which Sports to Target?
Ellensburg currently has underutilized fields in Rotary Park. The first priority will be to target sports
that utilize those fields including baseball, softball and soccer. Sports like lacrosse could also be good
opportunities for open soccer fields. Targeting must take into account the current capacity of fields
and their competitiveness in attracting out-of-town sports visitors. A formal audit by the Parks &
Recreation Department or an outside sports consultant can provide more detailed analysis to
determine sport "market readiness."
Ellensburg also has significant natural resources for running and cycling enthusiasts including trails,
country roads and waterways-all of which are relatively free of traffic and offer beautiful
surroundings. The disc golf course offers opportunities for play if not for full tournaments. The Kittitas
County Event Center offers facilities for equestrian events {assuming the Bloom Pavilion opens late
spring 20L9).
The greater Ellensburg area offers up blue-ribbon fly fishing, as well as upland bird and large game
hunting. While this is a smaller audience who tends to camp, Ellensburg offers a base camp for
supplies and entertainment.
Sports Tourism Key Messages
r Ellensburg is close to home, in the center of Washington
r lt's a relaxing place where we make it easy to hold your event
' There's always something to do in Ellensburg (from the historic downtown to outdoor
adventure). lt's a fun and safe place for teams and their families outside of the competition.
It has easy access to exceptional open space, world-class fishing and upland bird and large game
hunting.
tlity of Ellensburg
l-ive-Year Tourisnr 5trategit; Plan2019 4L
1
Sports Tou rism : 7O2A Tactics
Establlsh Advisory Group and Fund Sports Tourism Coordinator
a) Determine leadership structure of sports promotional effort. Current resources suggest a
partnership with the chamber leading promotion working in a close, formal partnership with
Ellensburg Parks and Recreation.
b) Develop advisory group including leaders of sports leagues, businesses and interested
community members.
c) Hire/dedicate staff to develop sports outreach program and to support tournament planners,
coaches, officials and league leaders. (Would require additional investment.)
d) Conduct analysis of current facility capacity and competitive position. (How do specific
Ellensburg facilities compare to competing facilities?) Set goals for sports event booking.
Website Development
a) Add content to the tourism website that features sports facilities and support for sporting
events, including a calendar of sports events and RFP process, (May require additional
investment.)
b) Add popup on facility web pages to gain sports event planner emails.
c) Enhance content on city website to feature more information on ballfields and/or to link
visitors to resources on the tourism site.
"3. Outreach {2020 will be a planning year for oulreach, with proactive outreach starting in 202li
a) Acquire and use Salesforce for small business or similar CRM management tool. {May require
adclitional investment, althouglr the basic CRM tool is relatively inexpensive.I
b) Develop outreach lists, identify and prioritize targeted groups and officials,
cl Develop destination packet outlining facilities and benefits of Ellensburg a$ an event location,
cl) Become a member of the SportsETA {National fusociation for Sports Commissions) for sports
tourism education and resources and evaluate other memberships, License use of Sports[TA
tvent lmpact Calculator to get credible economic impact nurnbers for Ellensburg events.
e) Attend the Pacific Northwest Youth Sports Expo to research market and make connections.
4. SocialMeclia
a) Elevate sports and tournaments in your generaltourism social media editorial plan. Ensure that
it is part of the organic and boosting mix. Develop a sports hashtag.
5. Publicity
a) lnclude unique sports angles into generaltourism story mix, RC Scale Hydro Racing would be
one to include in this mix.
b) Send out end-of-year news release on sports event economic impact to the community.
City r:f Ellensburg
Fi';e-Year Tourissr st|ategic Plan
2
2019 tl2
6.
7
8.
Sports Tourism: 202A Tactics
Advertising
a) 9ogFl. f9a1ch campaign {Google AdWords)for key words/phrases such as "sports facilities,"
"ball fields," "practice fields" and ',soccerfields.,,
E-newsletter
a) Create a twice-yearly e-newsletter for an opt-in list from website and from collected emails of
sports event planners, league leaders, officials, coaches and school athletic directors.
Partnerships
a) Partner with Ellensburg Parks and Recreation, Kittitas County Events Center, Washington Horse
Park and other local sports venues and businesses {possibly including CWU)to cross-lromote
content on website, e-newsletter and social media. {May require an addltlonalinvesfment in
staff time for necessary collaboration.)
City of Ellensburg
Five-Year Tourism Strateglc Plan
2S19 43
Sports Tourism:2A21- Work Outline
1 Advisory 6roup a*d Sports Tourism Coqrdinator
a) Determine if support is needed beyond connecting planners to facilities to make Ellensburg
more competitive as a sports event location. Consider expanded support to enha*ce or provide
the foltowing: {Would require additional investment.)
. Guided site visits and tours
. Local volunteer recruitment
r Grant programs to encourage hosting events in Ellensburg
' Transportation assistance (arrange for shuttles to and from hotels, etc.)
2. Website Developme*t
a) Maintain and improve sports contents.
b) Developing and post a Spons Event FlqnnlnE 6uide on the website. {Would require additianal
investment.)
3. Outreach
a) Begin proactive outreach. Make connections with and offer tours to officials from targeted
groups, tracking contacts in Salesforce. Track leads, contacts and field reservations,
b) Continue assaciation memberships.
c) Exhlbit at Pacific Northwest Youth Sports Expo and evaluate other trade show opportunities.
Develop trade show booth/materials for exhibition.
4. SocialMedia
a) Assess need/ability to manage a $eparate Facebook account for sports.
b) lnclude organic and boosted posts as part of overallsocial media editorial plan.
5. FuHicity
a) lnclude unique sports angles into generaltourisrn story mlx, {RC Scale Hydro Racing for
example.)
bl Send out end-oflear news release on sports event economic impact to the community.
6. Advertising
a) Google Search carnpaign {6oogle AdWords} for key words/phrases such as "sports facilities,"
"ballfields," "practice fields" and "soccer fields," Review Year t key word performance.
7. Fnewsletter
al Maintaln twlce-yearlye-newsletter,
8. Fartnenhips
a) Continue partn€rships with all local sports venues.
Crty of Eilen:burg
Firre-Year Tourism Strategic Plan2019 44
1
Sports Tou ri sm: ZA22 Tactics
Advisory Group and Sports Tourism CoorrJinator
al Review dedicated staff time and determine if it merits a 1.0 FTE. {would require additionalinvestment.)
Website Development
a) Maintain and improve sports content. Add video to show top sports venues.
Outreach
a) Continue outreach, lead tracking and management.
b) Grow association membe.rships, looking into running anclcycling sports. Exptore American TrailRunning Association and becoming a featured ,,Traiftown.,1
ci Exhibit at Pacific Northwest Youth sports Expo and evaluate other trade show opportunities.
SocialMedia
a) Create and manage separate Facebook account forsports. Develop annual social mediaeditorialplan.
b) lnclude organic and boosted posts,
c) Promote sports facility video on Facebook.
Publicity
a) lncfude unique sports angles into generaltourism story mix.
b) Send out end-of-year news release on sports event economic impact to the community.
Advertising
a) Assess performance of Google Search over time, lf still performing well, continue.
b) Add digital banner ads to be placed in sports-rerated websites such as:
r Washington youth Sports
r Washington youth Soccer
r Washington lnterscholasticActivities Association
r Sports Events Magazine (online/web)
r Sports planning Guide (regionally targeted)
E-newsletter
a) Maintain twice-yearly e-newsretter. consider refreshing the rook.
b) lf there is enough content,. incrtase frequency or devote one or two of these e-newsletters tosports other than those using the ball fields.
c) continue to build email list through website and contacts generated through outreach.
Partnerships
a) Continue partnerships with all local sports venues,
City of Illensburg
Five-YearTourisrn Strategic Plan 45
2-
3
4.
5.
6.
7
8.
2019
Spo rts Tou ris m : 2A23 Tactics
1. Website DeveloPment
a) Maintain sports content.
3. Outreach
a) Continue outreach, lead tracking and management.
b) Continue association memberships and tradeshow outreach'
4. Social Media
a) Continue posting and boosting to Ellensburg Sports Facebook'
5. Publicity
a) lnclude unique sports angles Into generaltourism story mix.
b) Send out end-of-year news release on sport event economic impact to the communlty.
6. Advertising
a) Assess Google Search and digital display advertising. lf performing well, continue'
7. E-newsletter
a) Maintaine-newsletter.
8. Partnerships
a) Continue partnerships with local sports venues,
Sports Tou ris m : 2024 Tactics
t.
3
4.
5.
6.
7
8.
Website Development
a) Maintain spo,ts content.
0utreach
a) Continue outreach, lead tracking and management.
SocialMedia
a) Continue posting and boosting on Ellensburg Sports Facebook.
Publicily
a) lnclude unique sports angles into general tourism story mix'
b) Send out end-of-year news release on sport event economic impact to the community
Advertising
a) Assess Google Search and Digital Display advertising. lf performing well, continue'
E-newsletter
a) Maintain e-newsletter.
Partnerships
a) Continue partnerships with local sports veilues.
City of €llensburg
Five-Year Tourism Strat€gic Plan2019 46
Ellensburg Meetings Tou rism
Vfork Pla n
': r:ai .
Fl
I
City oi Eilensburg
Five-Year Tourism Strategic Plan
2019 47
Meetings Tourism: Goals, Strategy, Objectives
Goa ls
Ellensbu rg will seek to:
1) lncrease Ellensburg's reputation as a centrally-located, affordable and fun place for meetings.
2l Grow the number of small- and moderate-sized (2O0-person or less) professional, business and
group meetings and conferences held in Ellensburg.
Strategy
Ellensburg meetings tourism requires dedicated staff time and close collaboration with local meeting
venues. Because the work is similar, one person may be tasked with outreach for both meetings and sports
tourism depending on the booking goals set in each area. lt will be essentialfor an advisory committee of
localvenuestodevelopthebookinggoalsfortheprogramand auniversalapproachforleadsharingand
follow up,
The meetings sales staff member will reach out to meeting planners, connect them to local facilities and to
provide follow up to ensure a positive experience. A number of marketing tools will be deployed to support
the outreach effort, including a significant enhancement of the website and adding listings to online venue
search tools. An e-newsletterwill be used to share more information and build connections with these
prospects.
Measurable Objectives
The following measurable abjectives should be reviewed and revised yearly to adlust for rnarket conditions,
funding, staffing and other variables,
2A2O Plannlng year, Measure succesr by 1l fundlng staff 2) creating advisory group and 3f determlning
booking goals and a lead sharing and follow up approach.
2o2t Add
content/
establish
page
visitor
baseline
2022 10%
inrrease
over 2020
2023 $%
increase
over 2021
2024 tS?4
increase
over 2022
Create contact list of
250 prospects
Meet with 1&12 new
leads a quarter
I Grow contact llst by
100 prpspectsr Meet with x0-x2 new
leads a querter
. Grow contact list by
100 prospectsr Meet with 10-12 new
leads a quarter
r Grow contaet llst by
100 prospects. Meet wlth 10-12 new
leads a quarter
Establish
baseline of #
of proposals
Determine
202L goal
r Grow number
of proposals
submltted by
5%
Establish
baseline of
non-local
meetlngs
Determine
2021 goal
r Grow bookings
by 5%
Grow bookings
by5%
6row bookings
by 10%
III
t
a
r None
r Establish
basellne
Grow
clicks by
10%
Grow
cllck by
t59d
r Grow number
of proposals
by5%
Grow number
of proposals
by LOYo
City of Ellensburg
Five-Year'Iourisnr Strategic Plan
Year Website Sales Leads Proposals Bookings
2019 48
Meeting Tourism: Ta rget Audiences, Messages
Primary Audiences
. Professional meeting planners
- lnternational Live Events Association
- Meeting Professionals lnternational
- 'National Association for Catering and Events
- Professional Convention ManagementAssociation
I Washington state agencies
r Washingtonassociations
- Washington Society of Association Executives
' Executive administrative assistants from larger organizations (public and private)
* lnternational Association of Administrative Professionals Pacific NW Region
r Church, sctrool and special interest organizations
Target Markets
Target markets for Ellensburg meetings tourism are dependent on drive times. For a one-day meeting, the target
market would likely be no more than two hours away. For meetings with overnight stays, this could expand to
about four hours. Ellensburg's competition as Washington's central location is Yakima and Wenatchee, both of
which have convention centers and are served by airports. lts location advantage is its proximity to Snoqualmie
Pass and l-90.
Meeting Tourisrn Xey Messages
r Ellensburg is close to home, in the center of Washington
r 'Ellensburg offers affordable, interesting meeting spaces
r .Our community is friendly--our venues are easy to work with
, There'.s always something to do in Ellensburg (from the historic downtown to outdoor adventure). lt's a
fun and safe place for meeting participants to relax and enjoy.
City of ttlensburg
Five-Year Tourism Strat€gic Plan20L9 49
Meeti ng Tou rism : 2020 Tactics
2020 is a Planning Year
The Ellensburg meeting tourism program will take time to establish, especially given the additionalwork
undertaken for sports and leisure tourism. We anticipate that 2020 will be a year of planning, with the
actualwork effort not beginning until 202L,
1- Fund Meeting Tourism Coordinator and Establish Advisory Group
a) Fund staff to develop meeting tourism outreach and promotional effort. The outreach work is
a good match for the staff person doing sports tourlsm outreach. (Would require additional
investment.)
b) Develop advisory group of representatives of main event facilities and develop process for
collaboration. This should include outlining the approach for responding to meeting RFPs and
sharing leads that come in through the meetings tourism coordinator.
2. fusess, tstablish Goals
a) Establish baseline for number of meetings of outside groups currently being hosted in
Ellensburg in key meeting facilities. Establish goals for growth.
b) Conduct an assessrnent of Ellensburg meeting facilities and a competitive analysis of similar
meeting destinations.
c) Finalize the RFP response process and communicate to the Ellensburg meeting venue
stakeholders.
City of Ellensburg
Five-Yeat Tourism strategic Plarr
20r.9 50
1.
Meeting Tou ris m: 2021- Tactics
Website Development
a) Add content to the tourism website that features meeting venue assets and support available
for meetings (from catering contacts to free-time excursions to potential shuttle buses). (May
require additional investment.)
b) Add a pop up on the meetings page to gain event planner emails.
c) Add short meeting venue content on Chamber of Commerce website and link to meetings
tourism page,
Outreach
a) Sign up for and monitor sources for governmental RFPs for meeting facilities.
b) Develop meeting planner guide (brochure of location and venue assets). lnclude facility
descriptions and diagrams. {May require additional investment}
c) Develop outreach plan, identify and prioritize targeted meeting planners, administrative
assistants, association leaders, etc. Create list of prospects.
d) Evaluate association memberships that offer most potential to connect with prospects,
e) Connect with and offer information or tours to meeting planners, Use CRM management tool
adopted already for sports tourism lead management,
I Conduct a short "awareness survey" of your contact list as a meaningful way to interact
with them and get valuable insight into what they need for rneetings and what they know
about Ellensburg.
f) Attend NW Events Show to gain experience and exposure. Assess other conferences forfuture
exhibiting.
Social Media
a) Develop an Ellensburg Meetings Linkedln page. Content should be similar to web page. Create
and follow a meetings editorial calendar to ensure fresh content is posted regularly,
b) lnclude welcome post to groups meeting in Ellensburg on general tourism social platforms as
part of overatl social media editorial plan.
Online Venue Sites
2.
3
5.
4.
a) ln collaboration with local event venues, add their information to online meeting venue sites
such as: EventUp, UniqueVenues, Meetingo, NW Meeting & Events, etc.
b) Develop a calendar for reviewing and updating site listings.
E-newsletter
a) Launch first issue of a twice-yearly events e-newsletter to prospects list. Feature different
venues, caterers, free-time activities and more.
City of Ellensburg
Five-Year Torlnsm Strategic Plan
7419 51
1..
2.
Meeti ng Tou rism : 2022 Tactics
Website Developrnent
a) Maintain and enhance meetings page.
Outreach
a) Monitor sources for governmental RFPs for meeting facilities. Respond to or facilitate respond
to appropriate meeting RFPs^
b) Maintain and add to prospect list.
c) Connect with and offer information or tours to meeting planners.
d) Attend Pacific Northwest lnternational Administrative Assistants Conference and Washington
Society ofAssociation Executives Conference (or others as evaluated).
e) Survey meeting planners who hold events in Ellensburg. Share the results with venues,
SocialMedia
a) Maintain Linkedln page.
b) lnclude welcome post to groups meeting in Ellensburg on generaltourism social platforms,
c) Explore custom Augmented Reality filters for Facebook and Snapchat with an Ellensburg
geofence to allow participants to brand meeting photos in an Ellensburg-centric way,
Publicity
a) Seek a story in Northwest Meetings and Events Magazine or other trade publications
highlighting Ellensburg's unique venues including boutique hotel or describe how the
downtown was turned into a "conference center."
b) Leverage story in in all owned channels - social, web, e-newsletter
c) Send local press release on economic impact of meetings and on major events booked for the
year.
Online Venue Sites
a) Continue to add content to online meeting venue sites,
Advertising
a) lf booking goals merit it, consider Google Search campaign (6oogle AdWords) and Linkedln
advertising
E-newsletter
a) Produce twice-yearly e-newsletter.
b) Reach out to advisory group for news - give them space to place their top stories.
City of Ellensburg
Five-Year Tourism Strategic Plan
4
5.
6.
7
8.
2019 52
1
M eeti ng Tou rism : 2023 Tactics
Website Developrnent
a) Maintain and enhance meetings page.
Outreach
a) Monitor sources for governmental RFPs for meeting facilities. Respond to or facilitate respond
to appropriate meeting RFPs.
b) Maintain and add to prospect list.
c) Connect with and offer information or tours to meeting planners.
d) Exhibit at either the Pacific Northwest lnternational Administrative Assistants Conference or
the Washington Society of Association Executives Conference (or other evaluated conference).
e) Host "Road Show" destination dinner. Go to a key meetings market and host a dinner and
destination discussion for meeting planners. Make it fun and on-brand.
f) Survey meeting planners who hold events in Ellensburg. Share the results with venues.
SocialMedia
a) Maintain Linkedln page,
b) lnclude welcome post to groups meeting in Ellensburg on generaltourisrn social platforms.
Publicity
a) 'Send local press release on economic impact of meetings and on major events booked for the
year.
Online Venue Sites
a) Continue to add content to online meeting venue sites.
Advertising
a) lf booking goals merit it, consider Google Search campaign (Google AdWords) and Linkedln
advertising
b) lf needed, consider adding regional advertising package in Northwest Meetings and Events
E-newsletter
a) Producetwice-yearlye-newsletter
b) Reach out to advisory group for news - give them space to place their top stories.
2.
4.
5
6.
7
8,
City of Ellensburg
Five-Year Tourism Strat€gic Plan
2019 53
Meeting Tourism : 2A24 Work Outline
1. Website Development
a) Maintain and enhance meetings page.
2. Outreach
a) Monitor sources for governmental RFPs for meeting facilities. Respond to or facilitate response
to appropriate meeting RFPs.
b) Maintain and add to prospect list.
c) Connect with and offer information or tours to meeting planners,
d) Consider exhibiting at either anothertargeted conference.
e) Host "Road Show" destination dinner. Go to a key meetings market (different from 2023) and
host a dinner and destination discussion for meeting planners. Make it fun and on-brand.
f) Survey meeting planners who hold events in Ellensburg. Share the results with venues.
4. Social Media
a) Maintain Linkedln page.
b) lnclude welcome post to groups meeting in Ellensburg on general tourism social platforms.
5. Publicity
a) Send local press release on economic impact of meetings and on major events booked forthe
year.
6. Online Venue Sites
a) Continue to add content to online meeting venue sites.
7. Publicity
a) Seek a story in Northwest Meetings and Events Magazine or other trade publications,
b) Leverage story in in all owned channels * social, web, e-newsletter
8. Advertising
a) lf booking goals merit it, consider Google Search campaign {Google AdWords) and Linkedln
advertising
b) lf needed, consider adding regional advertising package in Northwest Meetings and Events
9. E-newsletter
a) Producetwice-yearly e-newsletter
b) Reach out to advisory group for news - give them space to place their top stories.
City of Ellensburg
Five-Year Tourism Strategic Plan
2S19 54
Appendices
Resea rch Res u lts
Ciiy of Iliensburg
Fi'll-Year Tor..:iisnr Sii;:legic i,!.t :r
20'!9 !5
Appendix A: Executive lnterviews
Executive interviews
JayRay staff spent a half hour or more talking about tourism with each of the following leaders in the
Ellensburg community. Questions focused on these key areas: goals, positioning, audiences, resources
and success factors,
Amy McGuffin, CEO, Kittitas County Chamber
Nicole Klauss, Ellensburg City Council Member and
I-TAC Chair
Molly jones, Director, Ellensburg Downtown
Association
Carolyn Honeycutt, Ellensburg Economic
Development Manager
Teri Olin, Marketing Manager, Central Washington
University
,Matt Anderson, General Manager, Holiday lnn
Express and LTAC Member
Carla Jellum, PhD, Tourism and Hospitality, Central
Washington University
Kady Porterfield, Director, Kittitas County Events
Center
Laura Osiadacz, County Council Member, Kittitas
County
Monica Miller, Executive Director, Gallery One
Brad Case, Director, Ellensburg Parks and
Recreation
Jeff Leichleiter, Marketing Manager,
Ellensburg Rodeo
Jared Vallejo, Director of Marketing, lron
Horse Brewery
Brad Fitterer, Owner, Fitterer's Furniture
Sadie Thayer, Director, Kittitas County
Museum
Steve Townsend, Owner, Hotel Windrow
CiiV 0f tllenshurg
Fjve-Year Tourism Strategic Plan2019 55
Appendix A: Executive lnterviews
GOALS COMMON THEMES
These ore the most commonly expressed ideas related ta these questions.
HOW IMPORTANT IS TOURISM?
WHAT WOULD YOU LIKE TO SEE HAPPEN IN THE NEXT FIVE YEARS?r Tourism is important and will become an increasingly important part of the economyr Grow tourism to help sustain local businessesr Become the destination, not a stop along the way to somewhere else
' Align tourism goals with community goalsI Become the place where people from Western Washington go to relax and have funr Become a destination for regional meetings and conferences. Become a destination for sports tournaments: Maintain and grow the rodeo to gain momentum going into the 100th anniversary rodeo in
2023
GOATS QUOTES OF NOTE
These ure quotes thot express commonly held ideas or were especially important to note.
"We need tourists, Residents visit our businesses qnd moke one to three purchases a month-this
isn't enough to sustain our businesses."
"l'd like to see tourism continue to graw at o nice pace, as it has.,,
"l don't think we should try to become another Leavenworth (tourism-dependent economy)."
"What benefits tourists should also benefit the community and makes lor a more authentic
experience for the visitor."
"lthink the community will support more investments in tourism if they can be shown how
meetings, sports events, etc, con bring business to locol restourants and stores."
"lthink the community is divided on bringing more people into town."
"There's a large group {of residents)that says (CWU) students are ruining our town."
POSITIONING COMMON THEMES
These are the most commonly expressed ideas related to these questions.
WHAT IS ELLENSBURG KNOWN FOR?r We're in the center of everything {and a shorter trip from Western WA than Walla Walla). "There's always something going on" (events and festivals). Good weatherr We don't have a fixed imager Smalltown feelr Relaxed and welcoming, Outdoor recreation, the sceneryr Quiet little ranching and college townr The rodeo and Western heritage -"A touch of the West"
City of Ellensburg
Five-Year Tourism Strategic Plan
2019 57
Appendix A: Executive lnterviews
POSIfi OFIIF'G COMMON TH EMES
'fhese are the m*st connonly expressed ieJeas related to these questions.
HOW DOES IT STAND OUT FROM OTHER WEEKEND DESTINATIONS?r Festivals and events
" Music...maybe (between festivals, events, live music downtown and CWU's program)r Craft beer and other adult beverages...mayber Yakima River and trout fishingr We have rniles of walking and biking trails; you don't have to be an athlete to enjoy the outdoors. (The rodeo and Western heritage was not called out here, although it was mentioned in what is
Ellensburg known for.)
WHAT WOULD YOU LIKE ELLENSBURG TO BE KNOWN FOR?r 'Festivals and eventsr Western way of lifen Music. {Festivals, events, live music downtown and CWU's program)r Beer. "Maybe we're an upcoming beer,iazz, music town?". Art. Ellensburg is affordable and friendly to artists, so there's a growing presence.r Leisure. A place to get away from work.r Ecotravel: fly fishing, hiking, biking and other back-to-nature outdoor recreation '
r A step'back to the past. "For me Ellensburg is about history, art and recreation. Being a historical
place is not just about buildings and landmarks, it's about preserving the community, its culture and
sharing that with others."
POSITIONING QUOTES OF NOTE
These are quotes that express com*anly hek{ ideas ar were especially importsnt ta note.
"l don't wont Ellensburg to be known for onything different than who we are/what we hove today."
"Ellensburg's strengths and distinctions are that it is in o sweet spot. lt isn't crowded, i{s not too
expensive it's eosy to park, has reosonohly good weather, and has greot outdoor activities."
"Unlike Leavenworth or Winthrop, the activities change so there's a reason to come bock. Thst's a
reoccuning theme I hear from people who come from out of town; we always have some fun octivity going
on."
"You con't hove festivols oll the time, but you can have a festive atmosphere oll the time. Ellensburg
should hove more street vendors ond the city needs to help make that hoppen."
"Central hus a well-known music progrom. Eusinesses bring in music. We have Jazz in the Valley and Buskers
in the Burg. The Gorge is close."
'l'm not sure people here would agree on one thing, unless events is our thing."
"l'd like to see us play up the Western way af life- Leovenworth did Bavarian, we should do Western, I
see us appesl,hg to the city dwellers who find the country life appealing."
"The rodeo is still very important, butthe western theme for Ellensburg is waning. Our culture hos
changed; we ctre more and more influenced by the Colleqe ond by the "wet" side."
"Oon't hong our hats on it (the rodeo),..someday soon the treatment of onimols in o rodeo may be
recognized as not a goad thing to do."
City of Fllenstrurg
Five-Year Tourism Stralegir PianJ819 58
Appendix A: Executive lnterviews
POSITIONING QUOTES OF NOTE, CONTINUED
These are quotes th*t express cammanly held ideas or were especlally irnportant ta note.
"A place to explore/ploy; known for leisure."
"We have a mile stretch of Yakimo River within walking distance of downtown."
"The Yokims River and trout fishing are certainly sttractions that con grow."
"Hundreds of miles of bike ond hiking troils cannect to Ellensburg. ane of our main focuses is to
improve walking paths and trails.'
'We're-a universitv t lot of young people and diversity odds to a feeling of vitality.'
"Our ties to CWU offer o lot to the community, but we're not o colleee tawn."
AUDIENCE COMMON THEMES
These sre the most cammonly expressed ideos relatecl to fhese questions
WHAT TYPE OF TOURISM WOULD YOU LIKE TO SEE GROW?
WHO DO YOU WANT TO ATTRACT TO ELLENSBURG?
' The West side is our best source of touristsr Meetings and conferences, but we really need a conference center. We can host small groups of up
to 200r Sports teams-youth and adult. May require facility improvement and staffingr We want to attract people with disposable income, highly-educated, recently retired and
interested in the artsr Downtown audience is empty nesters; they have the freedom and money to travel
' Adult leisure travelersr Millennials who are looking for cool and sharable experiencesr Ellensburg lacks family-friendly amenities
AUDIENCE QUOTES OF NOTE
These ore quotes thot express commonly held ideas or were especially important ta note.
"As far os visitors, we seem to see mostly empty nesters . #7 attroctions for out-of-town guests are
the rodeo ond the university. Adventure seekers go to Roslyn - Ellensburg isn't their destinatian."
'oWe cater ta the alder crowd - empty nesters. I'd like to grow the younger couples. Peaple looking for
good beer, good food, outdoor recreation, Somewhere to hike, listen to live music, get a beer,"
'/d like to see us do more with CWU olumni."
"We cqn attractfomilies through othletics, butthey olways osN 'What do you do here?' We don't
have a lot of family octivlty options."
"Explorers, odventure seekers...they have more disposable income than families."
"ln general, Ellensburg is welcoming to adult olumni ond porents. Sometimes there is friction with
students ond businesses downtown. Buta student's bad experience with o downtown busrness will impact
their interest in being a luture tourist here,"
City of Ellensburg
Five-Year fourism Strategic Plan
2019 s9
Appendix A: Executive lnterviews
RFSOURCES COMMON THEME5
These are the mosl cot*monty expressed ideas related ta these questians.
WHAT ARE YOUR OVERALL IMPRESSIONS OF MYELLENSBURG.COM AND OTHER LOCAL TOURISM
SITES? WHAT ARE YOUR THOUGHTS ON THE CURRENT MARKETING CAMPAIGN?. MyEllensburg does a good job of making Ellensburg appealing/very outdoorsyI Various websites contain a lot of information, but there's no one place for visitors to get all local
information (And, no place for local event planners to consult for what's happening on specific dates.)
. MyEllensburg website and campaign do not show diversity. Website doesn't offer any information for meeting plannersr ls there too,much information on the website?r There's not a lot of curated trip planning on the website
WHAT WORKS AND WHAT IS MISSING AT THE PHYSICAL VISITOR CENTERS?r A downtown visitor center is beneficial, but only if it is open more hours. Shared/co-located Ellensburg and CWU visitor center presence
' A visitor center/information kiosk at Exit L09r Current chamber location distant from downtown shops and needs "Visitor Center" specific signs
RE5OU*CSS QUOIIS 0r NOTE
These *re qu*tes thot express c*mm*n[t held ideas ar were especiolly impartant to nate.
"Market[ng campaigns can came and go, but the website should be consistent. I search on "visit" when
looking for places to go, so l'm used to going to VisitSeottle.org or TrovelPortland,com. The IJRL is very simple
and it just says what it is. When I Google Uisit Ellensburg' I get o bunch of different sites."
"Most people that come to the visitor center wqnt the paper form. Five years from now, it'd be great to
see o digital visitor directory in high trafficked areds ln town,"
"Consider on alumni office in Downtown Ellensburg, People come over on the weekend ond the office at
the college is closed. Freshmen students often don't Iike Ellensburg because there's nothing for them to do,
but by the tirne they are seniors the love it here. They have to leave for jabs, but they like coming bock,"
"Haw great wauld it be to encourage/invite residents to go to our visitor centers? (This would show the
community that we're here for you first, then visitors-and get their opinions on the experience, what there is
to do, so they can better promote and invite friends ond family taa)."
"Hoving a visitor center in downtown is great, but there needs to be better signoge and hours."
"Wayfinding around Ellensburg is still a problem. We were recently in Bend Oregon and they hove o
fantostic visitor center with a lot of information and locolflavor. (lt is an extensian of the Place to Play theme
and offers a lounge.)"
"There mcy still be a generation of tourists who use vfsitor centers, but I hove never personally gone into
one. I think as times chonge, we have to change what we offer."
"We are doing a much better job of telling stories. Good videos thot are reolly popular inside and outside
of Ellensburg."
"Love the video on the weh; don't love the word game theme."
City of Ellensburg
Fiv,e-Year Tourism Strategic Plan201S 60
Appendix A: Executive lnterviews
I,AST THOUGHTS QUOTES OF NOTE
These sre quotes thot express cammonly held ideas or werc espee ially important ta nate. These flnul
thoughts did t ot fit any particulor cot€gary"
"Grawing Ellensburg os an events destination will require coordinqtion oJ schedules."
"Using the Kittitas County Events Center for meetings is complicated by the lack of hotels in walking
distance and lock of tronsit to the site." {And potentially lack of ovailobility?)
"We have 86 nonprofits in Ellensburg competing agoinst one another. I'd like to see all organizatlons
working together,..we oll have the same gools."
'The biggest thing is to be just weird enough to spark curiosity. For example, we'te o tight group of
canservatives with Iibersl college students."
"The Upper and Lower Valley mentolity divides us."
"Ellensburg needs to stop fighting with CWU."
"We need a convention center!"
"We're missing o connection to the Columbia River, which is clase ond offers mere recreational
opportunities."
"We need to use lodging tox dollars to getthe biggest bang for the buck. We have another hotel
coming in two ye1rs that will grow the pot of LTAC dollors. How daes the city best use thdt money?"
City of Elfensburg
Five-Year Tourism Strategic Plan2019 51
Appendix B: Visitor Surveys
Ellensburg Ttrurism
Q1 Which of the following best describes your reason for visiting
Ellensburg and Kittitas County?
Answeredr 407 Skrflped: O
Downtorvn ambiance,
art and liistory
Visiting
Washingto[
Unlverslty
A we€kend getaway
Etlensburg Rodoo
Att$wERcH(XcEs
Locat evreni or festieel (iaaz,,beer, lilm or otherl)
Visiting'filends and tunrily
Blensburg Rodeo
Aweskend g€taway
Visiting Cenhal Washiftgton Universily
Downtown arnbiance- arl and history
A base camp for oddoot ad\lenture
Busftle6s m€eling or confetsnce
Sportirq event
llive here
Other (please specify)
TOTAL
Vishingfriends
and famity
City of Ellensburg
Five-Yea r Tor:rism Strategic Plan
Loca[ event or
festival (jazz,
beer, film or
otherl)
REsp6lsgs
36.867o
17.69%
16.957o
11.3070
5.410/o
4.67%
3.6S%
3.19%
o.25yn
0.00%
0.00%
150
lt
69
48
22
JS
15
13
1
0
0
4W
2019 62
Appendix B: Visitor Surveys
Ellensburg Tourism
Q2 Before or during your trip, which of the following information sites to
learn more about Ellensburg? (Select up to three)
All$wered: 2S6 Sklpped: l l 1
MyEtlnsburg,co
ccftr.ilvrshingt
oncolor.coh
online revietv
slte.,
chimber ot
Comm:me
City of
Ellenrburg
Centra[
Washfngton..;
AilSWgECH(XCES
MlEllonsburg;com
OdrtrdllvssN ngtff rC olo r.com
Online rcview sile {TripAdvisor, Yelp)
Gh€dnber ol Cbmmerce
Cily of Ellonsbrs
Central llFashington University
Total Responderils296
I
i#i*iii+ii#firtq{
O 'lFt/n 20% 3Qlo 4@6 5096 60% IVh W% g0oh lOOo/o
RESFOITtSES
46.96%
4.397o
34.12%
25.34%
29.73E/o
2?.97%
City of Ellensburg
Five-Year Tourism Strategic Plan
138
13
101
75
88
58
es19 63
Appendix B: Visitor Surveys
Ellensburg lburism
Q3 lf y'ou came for the Rodeo - thank you! - and please share which is
your favorite event?
Ansurored;72 Skippod:335
Bult3
ExtEme gtrns
Bro]E ddhg
U"rn*ru"ine ffi
st".."r*CirUf
Bshlnd the
ChotesUve".,
A!I69IER GHOICES
Bslls
Erlrome Bulls
Ba.rel raaing
Sleerwestling
B.osc ildin0
BehiDd the Chrrtes live ln|Fic saloon
TOTAL
r
M 'l{lq0 2-Olo 3016 4096 50% 60% ts/6 80Yo 90% 100%
RESPONSES
20.81o/o
2f .784/o
8,33%
6.94o/p
2s.W%
11.11%
City of Ellensburg
Five-Year Tourism Strategic Plan
t6
e0
E
5
18
I
?z
2019 64
Appendix B: Visitor Surveys
Ellensburg Tourism
Q4 lf you attended the rodeo, how often have you gone to this event?
First thrs
?-3tlmeb
I or 1!oretimeg
Ansv€red: 71 Skippod: 335
W 10% 9l)% 30% 4@lr 50% 64% 1A!A SO% 9B/o100o/o
R€SPONSES
19.72o/o
21.13bh
59.1570
City of Illensburg
Five-Year Tourism 5trategic fllan
Ar{wEFGI+O|CES
fl6t ttrle
2-g U*r6s
4armoro timos
fOTAT
14
15
42
71
2019 65
Appendix B: Visitor Surveys
Ellensburg lbudsm
Q5 What attracts you to the rodeo? (Check up to three)
Ansvrersd:?2 Skipped:335
Fanily cvonl
tnditbn
Exeltingaction
Ym rlde
hors* llorr*,..
01S 'l'0% 20S 300,1 40% 50% €O% 70% No/a 90% 1OO%
AtrtSwER cHotcEs
Family evant
West€rn *adilion & culturo
Exciting aclbn
You rije borses yoursslt or hav€ fernily $ta do
Tolal Raspoodents 72
City of Ellensburg
Ftve-Year Tourism Strategic Plan
RESPOl{SES
52.75%
66.67%
40.28o/o
27,79%
38
48
2S
20
\:
2019 66
Appendix B: Visitor Surveys
Ellensburg Toutism
QG lf you attended the rodeo this year, what days did you attend. (Check
all that apply.)
Ansvrered:58 Skipped:3gg
Fridry
Saturday
hid.ym go to
f,l]€ !etrd*o--
{}lssr€RcHtxcEs
fiidal
Salsrde,
9unday
lvlonday
Di.t you gq fo ths.garade on Salurday?
Totd Resptxrdcril-s: A{t
**offi
*"o.,ttm
RESFONSES
29.4',t%
76,470/p
39.71%
16-1#/a
26.47o/o
City of Ellensburg
Five Year Tourism Strat€gic Pian
20
52
27
l1
t8
2019 67
Appendix B: Visitor Surveys
Ellensburg Tourism
Q7 lf you stayed for busine$$, please select the option that best describes
your visit.
Ansrvored:15 Skipped:392
O rga nizatio n
retreat.
-l*'"l$ ffi*11*if;ffi
Confereilce
guiiGst
meetltrg
Working in
Ell.A3burg
Othrr {fleee
spelfy)
ANSWSR CHOICES
conterence
Organization re{reat
Compmy training
Associstionlgroup meetirE
Business meeting
Working in Ellensburg
Othar {please specity)
TOIAL
O 10% zQtla 3O?o 48 5A% 6on/o lO% W'h 90pA 1O0%
RESFONSES
6.67%
0.00%
6.67tlo
20.00%
26.67%
O.l,Oo/o
40.0tr16
City of Ellensburg
Five-Year Tourism Strategic Plar
0
,|
3
4
0
15
2019 6B
Appendix B: Visitor Surveys
Elleasbulg Tourism
QB Please check the reasons Ellensburg was selected as a location for
this business event.
Ansuiered:20 Skipped:387
Centr|l
toc6ti0n in..,
The prcs?rre
ofcentril..
Affordobte
cloreto
Westaro-.
Orier (please
sper{fy}
rffi
ffi
@t lfrb N& 309a rt05i 50v, 60Yc 10% &% $vk 1006/0
AI{SIVERCHOIGES
Ceilral ,ocslioo in stab
fhe presence of €ontrsl Wa6hingbn Univenity
AJford*le
Ch6o lo Wsstern WshingtorL but change dwealhor and "paco"
Olh6r (please spocity)
Total Respofld6rfs:20
RESPOT{SES
40.00%
15-00%
40.00%
30.000/o
25.00%
s
?
I
b
5
City of Ellensburg
Five-Year Tourism Strategic Plan
7A19 69
Appendix B: Visitor Surveys
Ellensburg Tourism
Qg lf you stayed in Ellensburg for a sporting event, which best describes
your visit?
AltstvER GHOTCES
Att€nded a yodh sports tqimement
Plsyed in or altonded ar aduil sgor|s loumament
Att€ndsd a€WU sporling eYent
Attended th6 Elbnsburg Rode6
Othe, (please specify)
TOTAL
Ansursrod:39 Skipped:368
City of Ellensburg
Five-Year Tourism Strategic Pian
A$snd6d o
youthspons.-
Ptayad
attended
ins
tn.".
I
R
9J
Atrend€da CWU
sporting6vent
Att€ndcd the
Elbrsburg..,
Othcr (plaara
rpeclfy)I
0% 10t6 ?.Ql6 3SA 4ttf6 g0tt 601!. 70% U% 9OS 100it
RESPON$E$
5,l3olo
0.00o1o
2.56%
89.74o/o
2.560/o
2
0
1
35
a9
?019 70
Appendix B: Visitor Surveys
Ellensburg Tourism
e10 Please check the reasons Ellensburg was selected as a location for
this sporting event.
Ansvrorod:26 SkiPPod:3€11
Csniral
toBtlon in.,.
fhc preseme
of €aatrd..,I
ffi,-38{AffordaHe
Cl'ose to
Westfin...
Otbcr (pta;rsc
specify)
ANSWERGHOIC€A
Cenval bcation in $ta$
Th€ pl€sonca of CenirslWashingbn Univ€.sity
AJfordable
Chse to waitotfi Washlfig{0n. bllt chang€ ol'rrealh€. snd "p0c8"
Othsr {plese sPecjry)
Total ResFoftCents:26
O% l0f" 2O'lo ?0olo {O% SOo/u 60% |O'h 86oh 90% 1000/6
RESPOI'lsEs
46.15%
11.34Y"
23.a8%
42.31%
27.O9%
12
3
6
11
o
City of Eilensburg
Five-Year Tourism Strateglc Plan2019 7L
Appendix B: Visitor Surveys
Ellensburg lburism
Ql1 How long did you stay in Ellensburg?
An$wef€d:389 Skippsd:.lg
8+ days
+? drys
Jurt for the day
(no ovsrnight)
3 days
-
Ovemight (two
drys)
AI{SWERGHOICES
Jusl lor the day {no ovemight)
overnight (lwo days)
3 days
4-7 deys
B+ dsys
TOIAL
City of Ellensburg
Five-Year Tourism Strategic plan
RESPOIISES
27.51e1o
35.48%
23.91o/c
7.20%
6,91%
107
1ee
03
28
23
489
20t 9
7)
Appendix B: Visitor Surveys
Ellensburg Tonisrr
Q12 How often do you plan on visiting Ellensburg again over the next 12
months?
Ansrr,rcred:389 Skippod: 18
1-2 tlnFs
{-6timEs
?-12 timEs
13 or fiEretiffi
Unllhclyto
vhlt etdn
I
ffi.rileil
ffi
a
At{swER cHotcEs
1-2limes
,l.s limes
7.12 lifir68
13 or mors lfunes
Unlikely to visit again
TOTAL
0S6 18o 20% 30Vo 40oh 50% @Vo 7O4/. WE6 90oA 100%
RESPOTISES
56.81olo
21.O8!o
6.949'o
1A-54ah
4.63%
City of Ellensburg
Five-Year Tourism Strategic Plan
221
g2
27
41
18
38S
2019 73
Appendix B: Visitor Surveys
Ellensburg Tourisrn
Q13 When you think about Ellensburg and the surrounding area, what
three words first come to mind? (e.9., When you think of San Franciscan
you may think "artsy" whereas New York City you may think "fast.")
A[Ee]c.cd:329 Skipped:78
On the left results included those attending events/rodeo in Ellensburg, On the right, event/rodeo
attendees were excluded. Friendly and Country stay consistent; the only major change is the importance
of Rodeo and CWU.
F ly
own
nd v
n
n
# Times Used Word
# Times Used
z5
t2
tt
10
9
B
8
7
6
5
5
4
4
4
4
4
4
3
Word
Friendly
CWU
Country
Food
Windy
Beautiful
Outdoors
Charming
Fun
Quaint
Relaxing
Western
SmallTown
Music
Good
Family
Art
Sunshine
51
34
30
29
25
20
20
18
16
16
t2
t2
10
8
5
5
5
Friendly
Rodeo
Country
Relaxing
Windy
Fun
SmallTown
Western
CWU
Food
Charming
Quaint
Music
Beautiful
Family
Hiking
Welcoming
Ciiy of €llensbLrrg
Five-Year Tourism Sirategic Plan
701.9 f4
Appendix B: Visitor Surveys
Ellensburg Tourism
Q14 How do you feel when you are in Ellensburg? (Select up to two)
Arlswered:329 Skipped:78
Adycrturous I
r-iuerat"a
ffi
a"U*rffi
Btrh.rted n
Enerstzed f
Rclurd
Wrlcomd
At{swER c}rorcES
Relaxed
Aidvenlutous
Liberated
Curious
R6cha€ed
Energhed
Welcomed
f€tal Respondents:329
o% 10h 20.1t 30% 40% 50".6 60d/o 10,/o eo% ,c/o 1so%
RESPO}ISES
75.68o/o
17.930/o
3.04%
s.73%
13.O1%
s.12%
50.76%
City of Ellensburg
Fiue-Year Tourism Strategic Plan
248
59
10
s2
43
30
167
201q 7q
Appendix B: Visitor Surveys
Ellensburg Tourism
Q15 Whlch statement best describes Ellensburg to you?
Answered329 Skippod:78
Olhsr
spaclfy)
A bese crnp for
the grest outdoors
*n lnvlting
communfty whera
tfure's always sonre
6t €nt or f?stlva...
A livetycoBoge
toun wlth agood
night Ufe
Afl$fitERcfiolct$
A 4td.t s{Bsl torn x,lth a Ulestom tEri@p
A nvdb cotl€go L*ri rvifi a good night tif
&r invi$n$ .omltsniy $'tlere t|ere's alvreys some evsnt or tesdval ld attgnd
,A bas€'samp ior tre {reat oddoa{s
Oilmr (pheresgecilyi
TOTAL
City of Ellensburg
Five-Year Tourisft strategic Plan
A qualnt smatt
town whh a W€stem
heritaga
RESFOHSES
49.85%
4.58o/o
30-700a
6.38%
B-51%
154
15
101
21
28
323
2019 76
Appendix B: Visitor Surveys
Dllensburg Tourisor
Q16 Please rate how much youagreeor disagree with the following
ANvdG!: ?90 ikipped: 117
"*i;*rr-;l:jiT,Wffig
,ffiffi$
lFriydr
,"::ts-il:iEri"liffi$
FdnibFftieldy tod€ md
rJiviti*
OoMlorn
Ev€rl6 6nd fi6slival6
DukJq:a romglkrn
Ltsb3c6ne
Yatimaacohnbh Riw
Ffrd. &ioLr*JH lttu
Erugh Meb?
lstmndyaga
STROIGLY
AGREE
'**'t!'1i1i'i, iffi
Fdd, dri.4.
niEli ltfi
Em|gn
hotb?
t* 1* t* 30tr alh s0!6 60!i t0% &% 90b,{ 10d;
9.{r3%
2S.31$
85
45.6t%
21.88%
6S
20.83%
6{t
lre*
IGREE
42_71t6
1?a
47-93tt
t39
43.6%
40.28*
116
3r.s4%
A2
41.67'h
12{t
30.6?96
112
,at.1816
119
OISAGREE
25-00:ry"
'10.003t
2g
uoB%
6
14,58_e,
42
21.53?o
82
1-1.81
4g
19.66%
14.53%
42
TO'AL
294
?&9
zffi
288
298
?s
289
titEtGltTEo
AVERA6E
SXuroure FobsSnc 851mngty olsgrs
ultsuRE STROI{GLY
DISAGREE
3.+7.h
10
1.72%
LM%
3
t.t4To
5
3,47%
10
19,7S%
67
1 r.03%
7.96%
23
21.53%
.310/"
r8.?a$
25.41%
I
6.21o,\
'B
5.t+06
16
2.f 1
?.,J7
f .ia
2.U
2.56
2.54
2.65
2.66
1a.FX
,lo
17,2{%
50
L34%
lo
8$
Actual Questions1i You visit Ellensburg for its family-friendly parks, restaurants and kid activities.2l You visit [llensburg for its histsric downtown with interesting galleries and museums, quaint shops and
authentic craft beverages and cuisine.
3) You visit Ellensburg for its fun, unique events and festivals"
4) You visit Ellensburg for its wide-open spaces for outdoor recreation ihiking, biking, fishing, birding, etc.)
5) You visit Ellensburg for its access to the Yakima River, the Yakima River Canyoo and the Columbia River.
6) You visit [llensburg for its restaurants, bars and good night life.
7t When you visit, Hlensburg has a good selection of hotels and places to stay.
City of Ellensburg
Frve-Year Tourism Strategir Plan
2019
77
Appendix B: Visitor Surveys
Ellensburg Tourism
Q17 Ell'ensburg and Kittitas County offer a vacation-worthy trip. Please
rank the followi,ng features or activities, starting with the one you are more
likely fto visiUattend/do (#1) and ending with the one you are least likely to
visiUattend/do (#7).
Ansrvered:290 Sk;pped: 117
r ir:. _
.'.liYr,
i "'i'
l0
I
6
4
'2
o IIffi
Visltlng
shops,
musgltrul
{nd,..
visrltrq shqp& rlurseilrns efld lall€rles
,n bigtonc do{vrtcrvn E$ensburg
€lbnsburg Rode, spirrl of ura West
Qs,vboy Gati@lrg rrd gi'nlar *tivilks
KiRias Csff{y Fak alxl sirrtilar family
;rdivitieg
Jezz in the VdlEy and,ciher
rntlsic evenl$
Sleltlegl ard b*orrlvin€/cidertirhiskoy
iasthgB
Hking, bikiog, tocr( clirnbing, rafting afld
similar aotrvitres
Fisihk{ or h|rn$flg
City of iilensburg
Fi.re-Year Tcurisrn Strategic Plan
Valtey
and ot-.
$drltof
tha l{e,.-
Hl.rsbur
g Bodeo,
Kittitas
Courty
Fair qnd
slmita...
Jsrz in
the
Brewfzst
and
berr/wlne
lclde(,,,
Hiklng,
blking,
rock
climbi.,.
Fishing
hunting
7
5.52/o
16
11.380/o
33
t
17.sgoh
31
28.284/o
82
5.17otb
'15
15.21%
47
20.u%
59
8_zBaA
24
4-14olp
12
2
21.35%
62
13.4501"
39
19.310/,t
56
1345%
qo
15.52%
12.760/o
37
4.140A
12
20.69%
60
12.760/"
37
20.00%
58
13.1Oolo
38
13.750/"
40
11.&o/"
an
8_28%
4
17j9L
3t
10.34%
30
16.55o/o
4B
18.62%
54
12,07V"
35
16.5594
48
5
11.O3%
Lg7y.
26
20.69%
60
14.8301o
43
16.21%
47
18.28o/a
OJ
10.00%
2S
6
6.21s/o
18
14.A30{o
43
ls.10%
38
14.830/0
43
9.667o
28.620/o
83
12.7601o
37
5.17D/"
15
TOTAL
290
290
290
290
2S0
290
290
SCORE
416
4.52
4.1?
4.17
4.33
3.74
z.1D
3
28
8.97%
26
12.41%
36
4.14o/o
1z
5?-410/o
152
8-280h
24
201_9 7B
Appendix B: Visitor Surveys
Ellensburg lburism
Q18 What age group are you in?
1B-24
23-54
854't
4$.54
55.64
€!i+
I
An$weGd:286 Skippsd: 121
s% 1W 2gV4 30% 40q6 50% 6096 70% W 9{P6 too%
RESPoI'ISES
0.357o
9.79%
13.SS%
?,2.13Yo
29,37sh
23.7AoA
City 0f Ellensburg
Five-Year Tourism Strategic Plan
Ail$llEncHorc€s
1A"24
:25-34
3t4{
45-54
65S4
66*
TOTAL
I
28
40
65
84
os
286
?019 79
Appendix B: Visitor Surveys
100,i
c0%
60%
{0s
2o1/r
o%
Q19 Which best describes where you live?
Amvtefed: 2,18 SklpFed; l?1
Selt Erst Sout taco Othr lhur lotr S{!h Othr C.nt Spok trl- OthG Or€g lddh Otha Othtlc l(ing h ma r ston np omls r ra{ atre Clti r on o t ,or CounKilg Pi6r Couf,Counh Wesi!{arharci ai Est U.S, €out-., ty C.,, r.., ty ty C,,. r-, i,,, dre{..., 6... L-
Ir r1r * Flr -,r-t rI-- Sffi * --.. r *.
ANSWERCHOICES
Sealile o. the E*lside (ol Laks Washinglon)
East KingCosiy
Sordlr KirU Cerrtt
Iacofi/le
Ollre,r Fltrco C6(nty
ThurilonCoK*y
lclsep C$rny
9)ohomish comly
Ollnr Wost€rn Wtstingaon
Ceilrd Westllnglon
spdiam ilea
Tri-Cllies a€a
OllEr E€tsten lltshing|on
Oaa9dl
ldahd
Othq U-S slites
Other d(nlrics
TOTAT
When Western Washington
locations are grouped together,
they accounltar 57% of where
respondents live. King County
alone is home to 29% of survey
respondents.
Which best describes where you live?
. Wcitern irva
' Tr ! ai ti es Area
I ldJno
I Centtal Wrl I Spoklne Area
r Othet Eastert Wa . Oregotl
.0therStates rOtherCountriet
RESPOilSeS
16.08%
5.590./,
7.44%
2.10%
6.290h
4.55%
2A5%
629%
6.64%
15.03%
3.'15%
4.20ek
8-74%
2.&Vu
1A0%
4.90%
2A5%
46
ID
2l
6
18
l3
7
tg
to
43
I
t2
26
8
,l
l4
7
26
City of Ellensburg
Firre-Year Tourisrn Strategic Plan
2013
80
Appendix B: Visitor Surveys
Ellemburg Tourism
Q20 What group best describes your household income?
AflsrvER cr.irotcEs
549,999 or {:ss
Be hrr€en S5O,000 *nd $74,S99
Bshi e€n $75,000 end $99.999
Betwoen $1m,000 and S150300
$150'000 ormore
TOTAL
When Western Washington
respondents are selected out, it
shows they have.a slightly higher
income with 59.50% reporting a
household income of 5L00,000 or
more, compared to 51,10% of all
respondents. I nterestingly, out-
of-state a nd out-of-country
visitors responded with lower
incomes.
Answered:272 Skipped: 135
City of Ellensburg
Five-Year Tourism Strategic Plan
S4g999or
lass
getfieen
S50,0o0 end...
getwEeI
S?5,o00 and...
Between
$100,Q00 and.,.
$15O,00O or
wEre
Ir
,.',i
O% 1096 29o/o 30% 4g/o 50t/o AO'h 7l0lo 8O9o 90to IOOVo
RESPONSES
12.87%
14.71To
21-32Yo
27.940/o
23.160/o
What group best describes your householcl income?
Ansliqedr 153 Sl:ft6dr e
349,900 or lM
Sllio]xt$ ormE
8€ilH S50,000
nl9aB99
goilen 3,5n00
$d lsgpgS
EoMn Sloo.(lx,
ad tfi0,00o
35
40
58
76
63
272
2019 61
Appendix C: College Town Examples
Ellensburg is often known for either the Ellensburg Rodeo or as the home of Central Washington
University. The strategic plan committee discussed various ways that Ellensburg and Central Washington
University might collaborate more closely. Committee members and stakeholders interviewed had
diverging views on Ellensburg leaning more into its college town image. The following are examples of
how other towns of roughly similar size have collaborates with their colleges of roughly similar size.
University of ldaho I Moscow, ldaho
Population: 25,746 College enrollment: 1L,780
1. Cross-referencing on website. Visilnoscowid.com shows a collaboration with with Visit ldaho,
the City of Moscow, University of ldaho and Moscow Chamber of Commerce
a) Messaging is inclusive of university, Video tagline on homepage is "University. Diversity.
Curiosity."
b) Website promotes University of ldaho sporting events.
c) Promotes University of ldaho facilities. For example, the university arboretum is included
under Outdoor Recreations & Rentals
d) They don't post on social anymore, but their old posts include images of the u niversity
a ) lgto-s :/lw ww. i nsia e ra qt. cs rilv.is"it rn gtgow i cl a h ol
2. College banners on main street
3. Collaborativeevents:
a) Annuallrick-or-treqling where community members go on-campus
b) Annualdowntown btock oarty hosted by U of I and the City of Moscow
c) Annual fair is free which rnakes it very welcoming to students
d) Annual Lionel Hampton Jazz Festivalwhich partners with a lot of local businesses, a lot of locals
are involved as well
e) Annual Paint the Palouse event where students paint the homes of people in need
f) Welcoming signs at Farmers Markets for students (above)
City oi Illensburg
Five-Year Tourism Strategic Plan
2019 82
Appendix C: College Town Examples
Western Washington University I Bellingham, Washington
Population: 89,045 College enrollment: 11,500
1. Cross referencing on websites. Bellingham's tourism website has a whole page dedicated to WWU
a) Page talks about where the college is and why the town is great for students and parents
b) Talks about what to see and do on campus, parking, how to get there, where to find the Visitor
lnformation Center, things to see and do off-campus and key events
c) WWU website has section for virilqf5 that's broken up into students and families, and
community and alumni
d) lnformation for community include athletics, campus rnap, parking, transit, performing arts,
Western gallery {art museum of WWU) and sculpture garden (WWU's contemporary
sculptures)
2, Some college signs on main streets.
3. Collaborativeevents
a) Po_yvr.rtoyp.a-rt ryalk hosted by WWU
b) City promotes WWU alum{ri weekend
c) Annrlal.Pqin!-Bqllineb e qvqn! with a procession from Red Square to downtown to be
welcomed by alumni and the greater Western community
r Kicks offschool year
r Downtown festival for WWU community
r WWU flag flies on top of Herald Building
d) Annualdrawins/.?{ eyqn! hosted by Viking Union gallery for students, involving local art
community
University of Wyoming I Laramie, Wyoming
Population: 30,816 College enrollment: 12,627
Cross referencing on websites. Visit Laramie website features University of Wyoming Geology Museum
and Art Museum on homepage.
2. No college signs or banners on main street (that we could find evidence of)
3. Collaborativeevents
a) Visit Laramie features UW athletics, Department of Theater and Dance, graduation and
homecoming on featgred events paga
b) Laramie Jubilee Days, where students can join in on a carnival and rodeo celebrating
Wyoming's statehood, but website doesn't speak to university at all
Ciiy of tllensburg
Five-Year Tourism Strategic Plan
2019 83
Appendix C: College Town Examples
Oregon State University I Corvallis, Oregon
Population: 57,96L College enrollrnent: 28,886
1. Cross referencing on websites.
a) Visit Corvallis has a website pase dedicated to Oregon State University and about the
contribution the university makes to the city. lt also mentioned that Oregon State hosts
multiple events throughout the year, many of which are free and open to the public. Page
invites community member to get involved with their events and to take a self-guided tour of
the campus.
b) Universitv website references Corvallis as ranked #2 friendliest college town in America
2. There are OSU banners all throughout downtown
3, Collaborativeevents
a) Annu?l Fe?yql Communitv Fair is made specifically to draw together OSU and Corvallis
community
b) Visit Cowallis and OSU co-sponsor the Corvallis Fall f etlival
c) Fallinto Service encourages students to volunteer for local organizations will volunteer
projects
City of Ellensburg
Five.Year Tourism Strategic Plan
2019 84
Thonk you to the community
members who provided insights
and helped in the making of
this plan.
2019 City of Ellensburg
Five-Year Tourism Strategic Plan
85
Downtown Nlarket Study and Economic Development Plan
ELLENSBURG WASHINCTON
Ptepared by a\arnett muldrow\-'
PLAN PRESERVE PROHOTE
Freparad tor
City oi Ellensburg LodginE Tax Commission
Ellensburg Dovrntovrn Association
Ellensburq Btlsiness DoveJopment Autho.ily
Rittitas County Chamber of Commerce
ffit'.,
: -ft' t :
: il, lrl
TABLE OF CONTENTS
1.0
1.1
t.2
2.0
2.1
11
2.3
2.4
3.0
3.1
3.2
4.0
4.1
4.2
4.3
4.4
5.0
Introduction.
Backgroirnd
3
3
Study Scope ........ 3
Market 5
Market Definition.6
Trade Area Demogaphics and Market Segmentation I
Retail Market Analysis
Overall Market Observations and Conclusions 21
Physical Assessment .,..,.228ackground.......i.......,.... .......22
Existing Conditions
Recommendations-..
22
26
Reinforcing the Center... ..-...26
Expanding Success.......3l
Connecting the Commun1ty............... ."..... 35
Enhancing the Visitor Experience 37
LA lffirodaction
1.1 tsackground
With a population ofjust over 18,000 as of the 2010 Census, the City of Ellensburg is uniquely
positioned in central Washington at the intersection of Interstates 90 and 82, It is the center of
cornmerce and government for IGttitas County, which extends frorn the Cascades to the West
and the Columbia River to the East. It is a popular destination for travelers because of its
location, and a cluster of hotels and restaurants serve both exits to the commtmity off of
Interstate 90.
Ellensburg is also known as the home of Central Washington University and the annual
Ellensburg Rodeo that attracts national attention. The downtown has maintained much of its
historic charm including Victorian, Art Deco, and vernacular buildings of the 1920's. As is the
case with many communities, downtown Ellensburg has changed from being the sole center of
commerce for the community as subulban-style commercial development has occurred in other
parts of the city. However, Ellensburg has been very proactive in promoting and investing in the
downtown as a vibrant location for independent retailers, specialty dining, a variety of business
and financial services, govemment offices, cultural athactions, and special events.
The community has not been conient to rest on this success and has continued to invest in
downtown. 1n2013, community leaders acknowledged that a significant building in downtown -
the Geddis Building - was at risk of becoming a serious blight on redeveloping downtown. The
large building located at the pivotal southwest comer of 4th Avenoe and Piarl Street was in
decline. As a result, the City of Ellensburg, the Ellensburg Downtown Association, the Kittitas
Counfy Chamber of Commerce, and the Ellensburg Business Development Authority forged an
alliance formally called the Downtown Revitalization Committee, but more commonly known as
"The Downtowners," to purchase the building, hold it in trust, and resell it to an owner that is
actively renovating the property and plans to add new residential units and retail development to
downtown. The Downtowners realized that this success could be parlayed into an ongoing
proactive approach to continued public/private partnership investment in downtown Ellensburg.
1.2 Study Scope
This shrdy was commissioned to examine both the market opportunities for downtown as well as
the physical environment and to recommend how the Downtowners should continue to utilize
their knowledge and connections to create investment and development opportunities in the
community.
This study involved two key components that are closely intertwined. The first is an
understanding of the Ellensburg market through a market analysis that looks at retail, residential,
office, and accommodations possibilities. The second is connecting this market knowledge with
key sites and buildings in downtown Ellensburg to prioritize potential for future investment. Of
particular interest to the group was higher and better use of upper floor spaces in Ellensburg and
over the course of the project examining a larger "footprint" for downtown became apparent.
3
The study begin in July with an immersive three-day visit to Ellensburg that involved back-to-
back interviews and roundtable sessions with a variety of stakeholders, site visits to selected
buildings and sites in dowutown,'as well as an overall community tow. The study included two
customer zip Eode surveys conducted in both July iind October that provided important data
about the visitation patterns in Ellensburg. An intenhediate meeting oocrured over two days in
September that provided the results of the first zip code survey, physical analysis of downtown,
and a detailed discussion of next steps. The study involved, several online presentations to the
Downtowners partnership and concluded with a public presentation to City Council on
November 2,2015.
4
2.0 Market Study
This section of the report presents the findings of the market research for Ellensburg and sets the
stage for further analysis that can be used to recruit business, enhance the housing market, help
existing retailers target customers, and implement the accompanying marketing and recruitment
strategy in a later section of this report. The goal of this market study is to show community
stakeholders and potential investors how to capitalize on potential residential, retail, and office
market opportunities and to levemge investments that will sustain the Ellensburg community
while preserving the character that the community values.
Chapter 2 is divided into four sections:
Section 2.1 describes the market definition based on zip code survey work completed by
businesses in the community. It also provides insight into Ellensburg's trade area demographics
and presents market data related to Ellensburg's primary and secondary trade areas.
Section 2.2 provides demographic profiles of Ellensburg's primary and secondary trade areas,
This section also presents a more detailed market segmentation using PRIZM@ Lifestage
characteristics. (PRIZM@ is a product of Nielsen Claritas.)
Section 2.3 presents the retail market analysis that shows the amount of retail sales "leaking"
from Ellensburg's primary and secondary trade areas. This information is based on the most
recent data available and is a reliable source for understanding overall market patterns. This
section concludes with some key opportunities for retail that could be used to both enhance
existing businesses and recruit additional businesses to the Ellensburg community. This section
also leverages Ellensburg's retail and demographic data to evaluate other market segments such
as residential and office uses.
Section 2.4 provides a concise conclusion to the overall market analysis.
5
2.1 Market Definition
Unlike radial and drive time studies that use arbiharily chosen boundaries for customer trade
zolles, the market definition exercise for Ellensburg is based on zip code surveys completed by
cooperating merchants. Zip code suweys have their own limitations, since zip code geographies
can be fairly large and stretch beyond typical market boundaries. However, it is the only
technique that conelates clearly with customer traffic collected by merchants. Recorded zip
codes are used to defure a primary trade area, which is then analyzed in terms of demographics
and economic activity.
Two zip code surveys were conducted in Ellensburg in order to understand the market dynamics
of the community while Central Washington Univcrsity was in and out of session. The first
survey was held in July of 2015, and the second held in October of 2015. Sixteen local
community retail businesses graciously participated in the zip code survey of their customers in
July, and seventeen participated in October. Merchants were provided with a forn to record
customer zip codes and asked to keep the log for all customers during a ten-day period.
2.1.1 Zip Code Results
The results of the zip code survey are presented in Figures 1.1 and 1.2 on the following page and
are summarized as follows:
r In July, Ellensburg businesses recorded 1,086 individual customer visits from 156 unique zip
codes representing 28 states and 12 foreign countries. In October, they recorded 1,808
individual visits from 178 unique zip codes representing 21 states and 3 foreign countries.
r During both surveys, the 98926 zip code for Ellensburg had the most customer visits,
controlling 56Yo of the visits in July and 51% of the visits in October.
r Customers were asked to identify whether they lived inside or outside the City of Ellensburg.
The two results were similar wlth 42% of the customers living inside the city limits in the
July survey and,39Yo in October; likewise, 14%Livedoutside the city limits in July compared
with12% in October.
r Central Washington University students were asked to identify themselves in the survey and
represented the second highest percentage of visitors to shops and restawants in the
downtown, As would be expected, their results varied between the two suweys with 7yo of
the visits in July and20Yo of the visits in October.
r Visitors from the neighboring zip codes Kittitas and Cle Elum held 2Vo and 4% of their
respective visits in July and 4% and 5% of their respective visits in October.
r Customers from the rest of Washington accounted for 8% and 6Vo of their respective visits in
July and October. Many of these customers were regional in nature, so only a portion of
these might be considered "visitors" in the traditional sense that they do not rely on
Ellensburg as a regular destination for shopping.
o Visitors from outside the state of Washington accounted, for lLYo and 4oh of the overall
respective visits from July and October. These numbers are quite significant when taken into
the context of the visits from the rest of Washington. Visitors represent a key portion of the
6
market to the community, meaning that Ellensburg is serving not only a local and regional
market, but a tourism market as well.
30/o
42Vo
rEIIonrbl[tINSIDE
rEllonsbtrtOUrSIDE
i.r Clllhd Washlngtoft Univ.
ffi8t:3
rlhorp
Clc Etrsrr
xsouth Cl€ Elsrr
,16{tltrr County
'?ddnrsCoutrty
fillgcounty
t*estof Warhintbtr
tOthcrSt4trc
rQttcrCoultrl€s
4%
t*vb,
Figure 1.1: Caslomer Visits to Participating Businesses by Zip Code in July of 2015.
4%0%lEllcnabuglN
lElleubrngOlll
*CWUSndrni
'.Xttlt s
39% firorp
OcElwn
lSordh OeElunr
lGttttasConnS
t Yddrrr
XtnS
rf,oet ofrfiaahlrylon
r0thorSktos
r0thcrCouuuls
LW
LVo
Figure 1.2: Customer Visits to Parficipating Businesses by Zip Code in Oclober of 2015.
4o/o
to/o
tolo
4o/o
Lqft
Zo/a
50h
ZVo
4016
20%
Llalo
2.1.2 Trade zlre* Iletiuition
Although the numbcr of visits provides an overall view of customer origin, a more accurate way
to evaluate customer loyalty is to frame customer visits in the context of the population of each
zip code. This method conects for zip codes that have exceedingly large or small populations
that might skew the market penetration data. The primary trade area (PTA) is the geography
where the most loyal and fiequent customers to community businesses reside.
Tables 1.1 and t.2 reveal customer visits per thousand residents, showing an index that allows
for an equal comparison of market penetration per zip code. It shows customer visits per
thousand people for the highest representative visits to the Ellensburg community during both
survey periods in 2015.
CWU
zt?
9892S
980!6
98934
s8s22
Name
Blensburg.lNSlbE
Ellensburg 9t fSlDE
Cenlral Washington Univ
Kmitas
ele Elum
Population
18,1,?4
1 p02
11,799
1,983
't''2g
1,8,774
{g,0og
11,799
1,593
1,129,
Visits per
Visits Thousand
. 629 A6:2
't50 f.1.5
71 6.0w 12,e4$ 49,2
Table 1.1: Customer visits per \A00 population in JaIy of 2015,
Zip Name Populalion Visits Visits Per
Thousand
: Q892&
t
q8sa6
CWU
| 989.34
I ggga
Ellensburg INSIDE
Eflensburg Oufride
CentralWashington U.
Kitiitas
Clb Elurn
3,7".7
t&.,9
31.0
49:3
78;2
70s
ng
366
7E
86
Table 1.2: Cnstomer visits per 1,000 population in October of 2015.
Determining the primary trade area can sometimes be more "art" than science. At times,
significant breaks in customer visits are not obvious. In Ellensburg's case, the division is clear;
Ellensburg, Kittitas, and Cle Elum emerge as the "most'loyal" zip codes for area businesses and
are thus identified as the primary trade area. Additionally, visits from Central Washington
University students also fall into this range during the October survey but not the survey
conducted in July. This suggests that for the months that school is in session, CWU students
contribute significantly to the Ellensburg market.
8
2"2 Traele Area Demographics and Market Segmentation
2.2.1 Ellenshurg Frimury Trade Area l)emogrcphies
In 2015, the population for Ellensburg's primary trade area is estimated to be 33,591. The
population grew by 23.3% between 2000 and 2010 and is expected to reach 35,037 by 2020,
which is equal to adding about 136 new households per year. The median age for tlie primary
trade area is 30, which is lower than both Washington at age 4A and the United States at 37 and,
is likely due to the age and number of CWU students.
Household income for the primary trade area is $41,104. This income level falls below that of
Washington at $56,835 and that of the United States at $51,939. (Source: Nielsen Claritas, Inc.).
Additionally, it should be noted that this report was run by zip code of residents; whiie CWU
does not have its own zip code, students are included in local census data and therefore should be
included in this report from Ellensburg's zip code which will naturally decrease the Median
Household lncome for the community.
2020 Projectior
2015 Estiurte
2010 Ceusu.s
?000 Censu
G$wfr2015t0?0
&owh20l040l5
&ovtL2000-2010
35,037
33J91
32,442
26,297
430Vo
3.54%
23.370/o
Table 2: Primary Trade Areu Population
2,2.2 MarketSegmentation
Market segmentation is a technique used to summarize demographic information into easy-to
understand categories. The market segmentation illustrated for Ellensburg's primary trade area
uses Claritas PRIZM@ data. PRIZM defines every U.S. household in terms of sixty-six
demographic and behavioral t)ryes to help determine lifestyles, purchasing behaviors, and
preferences of the customer base.
2.2.3 PRIZM Lifestage Segmentation
The chart on the following page provides an easy to understand perspective on Ellensburg's
market segmentation. Broadly speaking, Green Colors represent younger households generally
without children in the home. Blue colors represent families with children. Red colors represent
older families who may or may not have children in the home.
In the case of Ellensburg, the primary hade area's share of the PRIZM Lifestage categories is
heavily skewed to "Striving Singles," categorizing 32% of the households (as shown in pale
green in Figure 3). 'Yottng Achievers" (in green) comprises 18%, and "Midlife Success" (forest
I
green) and "Mainstream Families" (sky blue) each comprise 9Vo of households. Within each
Lifestage category, dalker shades lepresent highcr sociocconomic staflrs, while paler shades
represent lower income levels. While Ellensburg has a large share of "Striving Singles"
households with medium and low socioeconomic status, this can be explained by the proportion
of college stndents that live in the community.
Descriptions and predicted characteristics of the most colnmon segments in Ellensburg are
included in Table 4. Columns include Lifestage, segment category, a count of households in the
primary trade area that fall into each category, as well as predicted household characteristics,
which include income, age, conlposition, housing tenure, educational attainment, employment,
and race.
Figure 3: Primary Trode Area PRIZM Lifestage Segmentation (Source: Nielsen Clafilas,Inc.),
s116 e9t
F96
x896
f MtoUFE sucEEs
l./outrc AcHtF/Ens
5TEtVil\E StnE tE5
tACC UM U|ETEDrrYEAtrH
ItrDUI'13 *CCUnlLlL$]OE
'' MAIHSIBEAM r.E ftr'll tlES
,. 5 TETAIN III,IG FA MILI E5
IA FFTU ENT E fuIPTI IIIEETS
ICO N5E FYATIVE CLqESICg
.lC.qUTO(E COIJPLES
!ugTAlrutNG SEN|OFS
dt6
s6
fl6
s96
A6
196
3ili
IO
The chart above depicts broad categories ofhouseholds. This sectionpofirays key sub categories
of households along with dcscriptions of lifestyle characteristics. The descriptions below are
provided by and paraphtased from Nielsen's descriptions of their PRIZM Lifestyle Segmentation
data, The rounded percentage of households in the prirnary trade area and the rounded index to
the United States is shown next to each description. An index of 100 would be a representation
that matched that of the United States. These percentages were gathered from the area within a
ten-minute drive time from the intersection of 4tl' Avenue and Pearl Street in the heart of
Ellensburg.
City Startups
25.2% of Households in the Ellensburg primary trade area, Index to United States: 2,369
In City Starlups, young to middle-aged, multi-ethnic singles have settled in neighborfioods filled
with cheap apartments and a commercial base of cafds, bars, laundromats, and clubs that cater to
twenty-somethings - one of the youngest segments in America--with ten times as many college
students as the national average.
Greenbelt Sports
4.2ok of Households in the Ellensburg primary trade area, Index to United States: 966
A segment of upscale exurban couples, Greenbelt Sports is known for its active lifestyle. Most of
these older residents are maried, college-educated, and own new homes. And few segments
have higher rates for pursuing outdoor activities such as skiing, canoeing, backpacking, boating,
and mountain biking.
Boomtown Singles
10.0% of Households in the Ellensburg primary trade area, Index to United States: 939
Affordable housing, abundant entry-level jobs, and a thriving singles scene--all have given rise
to the Boomtown Singles segment in fast-growing satellite cities. Single and working-class, these
residents pursue active lifestyles amid apartment complexes, bars, convenience stores, and
laundromats.
2.2.4 Market DeJinition Observations
Ellensburg benefits from a robust mixture of visitors, and yet the local and regional
population still dominates the market base. This presents an important marketing
opportunity that mandates that the cornmunity retain a message that is appealing to both
locals and those from out of town.
Havrng completed over 200 market studies, patterns emerge over time. A community that
benefits from over 15% of its visits from out of the local county is rare to see. It indicates
that the visitor market is important. Nearly 1 in every 20 visitors is from King County,
Washington - a pattern also unusual as large mefuopolitan areas frequently have less than two
percent market share in smaller communities over an hour's drive away. This indicates that
there is a strong market to the west of the Cascades that can be reached through selective
media. Kittitas County Toudsm is already tapping this market and these numbers are bearing
the fruit of this marketing initiative. We recommend continuing this push to market
Ellensburg to the cities west of the Cascades.
a
a
11
a
o
a
The influence of Central Washington University is very strong. Even during the summer
season students represented 7% of the customer base. When the University was back in
session student traffic increased to 20o/o of the customer visits (one in every five visits). Of
course, not all businesses will cater to the college student but the market is real and provides
a charice for ongoing collaboration between downtown Ellensburg and Central Washington
as a major institution and important downtown market base. From a tourism standpoint, the
percentage of students is a key indicator that marketing downtown to parents and visitors to
the University as well as students themselves would be a key strategic move.
Between 2000 and 2010, the population has enjoyed robust growth and is projected to
continue to grow. This is a fundamental strength in any market analysis.
Incorne levels in the primary trade area are lower than both the United States and
Washington State, but the college student presence can attribute to this since college students
count in the Census at their school of residency.
The psychographic analysis of Ellensburg indicates s{rong potential to retain talent cultivated
at Central Washington and for others who seek to live in a vibrant community with an
abundance of outdoor recreation opportunities along with reasonable proximity to a major
metro area, Retaining students in a "college town" can always be a challenge and many
students will naturally gravitate westward to the Seattle/Tacoma Metro area to work.
However, there are recommendations later in this report designed to capture some students
who wish to stay in the area (or recapture them later on).
12
2.3 ftetail lVlarket Analysis
Ellensburg is a retail center serving the primary and secondary markets defined above. This
section examines the Ellensburg Market to identify potential opportunities for new or expanded
stores by examining "retail leakage." This will allow the comrnunity to assess what kind of
additional stores would be attracted to Ellensburg and will help individual existing businesses
understand how they can diversifl' product lines to caphre this leakage.
2.3.1 Retail Leakage in the Trade Areas
Retail leakage refers to the difference between the retail expenditures by residents living in a
particular area and the retail sales produced by the stores located in the same area, If desired
pt'oducts are not available within that area, consumers will travel to other places or use different
methods to obtain those ploducts. Consequently, the dollars spent outside of the area are said to
be "leaking." If a community is a major retail center with a variety of stores it will be
"attracting" rather than "Ieaking" retail sales. Even large communities may see leakage in
certain retail categories while some small communities may be attractors in categories.
Ellensburg is a strong "athacting" community in many retail categories and is "leaking" sales in
other categories.
Such an analysis is not an exact science. In some cases large outflow may indicate that money is
being spent elsewhere (drug store purchases at a Target or apparel purchases through the
intemet). It is important to note that this analysis accounts best for retail categories where
households (rather than businesses) are essentially the only consumer groups. For example,
lumberyards may have business-to-business sales that are unaccounted for in consumer
expenditures. The best example for Ellensburg is gasoline. Ellensburg can capture some of the
inflow of dollars from gasoline stations, but it is unlikely that truckers are going to be the
potential customers who would go downtown to eat and shop. Stores such as jewelry shops and
clothing stores are more accurately analyzed using retail leakage.
The leakage shrdy for Ellensburg is a o'snapshot" in time. Consequently, there are factors that
point to this being a more conservative look at retail potential depending on what factors are
examined. For example, population growth means that there will be more customers in the
future resulting in greater demand for retail.
A second factor making this study more conservative is that the leakage study only examines the
market demand of the geographies defined as the primary trade area identified for Ellensburg. A
successful store model can capture from well beyond the defined primary hade geography and
foster a strong visitor market, which is evidenced in the figures l.l and 1.2 which show over
10% of the customers are coming frorn outside of the state of washington.
With these conservative factors in mind (meaning our numbers represent'ominimum" potential
and not "maximum" potential) the primary trade area selected store sales equaled $520.3 million
in 2015. Consumers in the same area spent $541.9 million. Therefore, the primary trade area is
leaking $21.5 million in sales annually.
Ellensburg is unique, however, in its location along Interstate 90. The city seryes as a stop
before and after crossing the Snoqualmie pass over the Cascade Mountain Range, and it sits at
the intersection of a major EastAMest Interstate and a Nortb/South Interstate. The result is that
13
neady one fifth of all sales in Eliensburg occurs at gasoline stations. When taken ont of tlie
cqnation, Eilensburg's leakage increases dramatically from $21.5 million to a substantial $129.4
rnillion. If the cornmunity werc to captnre just a portion of this leakage, it would support
additional and expanded retail opporhrnities both in downtown Ellonsburg and throughout thc
City.
2.3.2 Detailed Retail Mcrket Opportunity Tables
Section 2.3.1 explores the retaii trade patterns iri agglegate, the tables on the following pages
explore the individual retail categories where Ellensburg is lealcing and gaining sales in the
primary trade area. Tiris data should be used as an overall guide to retail market potential and
should not substihrte fbr detailed mar-ket lesearch on the part of any business wishing to open in
the area.
Please note that some catcgories are subsets of larger categories. The numbers next to each store
type represent the Norlh Arnerican Industrial Classification System code [NAICS). The green
columns lepresent the consumer demand in the Ellensburg tlade areas. The light blue columns
represent the store sales for all retailers in the trade areas. The dark blue columns indicate the
retail opportunity gaps and retail surpluses in each category. Numbers in parentheses indicate an
inflow of dollars and numbers outside of parentheses indicate market leakage.
Retail Stores
Total Retail Sales & Eating, Drinking Places
EXCLUDING Gas Stations
Motor Vehicle & Parts Dealers-44l
Automotive Deaiers-44 I I
Other Motor Vehicle Dealers-4412
Automotive PartslAccess,/Tires-44 I 3
Fumiture & Home Fumishings Stores-442
Fumiture Stores-4421
Home Furnishirrg Stores-4422
Electrouics & Appliances Stores-443
Appliance, TV, Electronics Stores-4431 I
Househoid Appliances Stores-4431 I I
Radio, TV, Electronics Stores-4431 12
Computer & Software Stores-443 12
Carnera & Photographic Equip,-443 13
Building Material, Garden Equip, Stores -444
Building Material & Supply-4441
Home Centers-44411
Paint & Wallpaper Siores-44412
Hardware Stores-44413
Other Buildiug Mat. Dealers-444l9
Building Maq Lumberyards-444 I 9 I
Lawn/Garden Equip/Suppfy Stores-4442
Outdoor Porver Equip. Stores-4442 I
Nursery & Garden Centers-44422
2015 Denand
(Consumer
ExP')
541,862,s69
482,337,089
119,944,737
97,956,748
13,651,653
8,332,336
ta,215,203
5,187,588
5,027,615
10,994,44s
8,591,642
1,468,794
7,t22,848
2,r74,486
228,317
56,4s6,3V3
47,348,958
19,297,s64
758,201
5,132,541
22,160,652
8,589, I 6 I
9, 107,4 r 5
3,239,493
5,867,922
t4
2015 Supply
(Retail
Sales)
524338"429
352,942,944
88,907,793
4 I,068,070
19,984,273
27,8'55,450
11,a28,224
9,169,429
r,859,r95
3,532,741
1,914,125
429,338
1,494,797
1,6 I 8,6 l6
0
64,19r,935
36,46L,642
9,928,954
9l I,187
10,970,538
14,650,963
5,479,525
27,730,293
21,020,327
6,709,966
Retail Stores
Food & Beverage Stores-445
Grocery Stores-4451
Supernrarkets, Grocery Stores-445 I I
Conyelience Stores-445 12
Specialty Food Stores-4452
Beer, Wine & Liquor Stores-4453
Health &.Personal Care Stores-446
Plramtacies & Drug Stores-4461 I
Cosnretics, Beauty Supp, Perfrrrne -44612
Optical Goods Stores-44613
Other Health & Personal Care-44619
Gasoliue Stations-447
Gasoline Stations ldConv Stores-4471 I
Other Gasoline Stations-44? I 9
Clothing & Clothing Accessories Stores-448
Ctothing Stores-4481
Menis Clothing Stores-448 1 I
Women's Clothing Stores-448 I 2
Children's, Infants' Clothing-448 13
Family Clothhg Stores-448 14
Clothing Accessories Stores-448 15
Other Clothing Stores-448 I 9
Shoe Stores-4482
Jewelry, Luggage, teather Goods-4483
Jewelry Stores-44831
Luggage & Leather Goods-44832
Sporting:Goods, Hobby, Book, Music-45 I
Sporting Goods, Hobby, ,Music Inst-451 I
Sporting Goods Stores;451 I I
Hobby, Toy & Game Stores-45 1 12
Sewing"Piece Gqods-45 t 13
Musical Instrument & Supplies-45I 14
Book,.Periodical & Music Stores45 I 2
Book Stores & News Dealers-45121
Book Stores-45121 I
News Dealers & Newsstands-451212
Prerccorded Tape, CD, Record-45122
OEAegl.Merchandise Stores452
Department Stores, Excl Leased
Departments-4sz1
Other General Merch. Stores-4529
Miscelf drteogc Store'Retailergl4Si
.Floristsj4s3l
Ofiice.$upplies, St'atio[cry, Gifts:4532
0ffice SuppliEs & Stdtionery-4532l
Gi& Noyeky & Squ{enir Srores-45322
Used Merchandise Stores-4533
2015 Dernancl
(Consumer
Exp.)
49,553,508
46,274,t88
3,27932A
6,213,838
22,177,72s
26,217,695
20,884,343
1,778,041
I , 189,43 I
2,365,97A
59,525,490
43,358,949
16,166,631
24,812,345
13,477,964
704,143
3,041,275
695,942
1,263,35A
6A2Jsl
l,171,003
2,163,2A5
9,171,276
8,117,4s9
1,053,91?
11,583,696
9,353, t6l
4,981,463
2,5lg,g6g
899,83 I
952,999
2,230,53s
1,998,814
1,879,627
179,187
231,721
65,527,155
26,629,260
38,897,895
16,055,18 I
541,812
7,405,451
3,479,92A
3,925,631
r,341,052
2015 Supply
(Iletail
Snles)
44,529,573
38,572,300
5,957,273
15,369,495
838,174
10,5"t3,777
7,159"6A5
958,042
73A,128
1,726,002
167,395,4:95
84,531,532
82,863,953
3,540,007
2,715,710
204,624
458,203
237,519
1,461,197
0
354,t67
441,644
382,653
382,653
0
15,689,524
12,959,694
I I,185,260
1,076;680
0
697,754
z,izg,t3o
2,728,830
2,729,83Q
0
0
20,967,8t1
4,',l39,g23
16,2?7958
5,204,681
j56,leo
484,666
0
484.666
i.500.841
15
Retail Stsrss
Othe_r'Misc. Stqre &etailers'4S 39
Fqodserice & Drinking PJscs-?22
Fult-Service RestA$rails-?22 I
Limile{:$ervic-o Eating Fl*ess-7222
$pecial }oodlt Nicsgr722i
Dr**irrg ilaoes -AJeoLqIic Bev-7934
2015 Demard
(Consumer
ExpJ
6;166,86()
62,589,198
28,293,276
24,$15,628
6,821,028
2,651266
2!15$upply
(Ret*il
$l-les)
.2;9,8:l;ltlS
68,570,149
3t,354,-163
27,549,1534
t,4t7igl8
t,?lg{lq
Figare i: Retail Leakage in the Printary Trade Areu Ssarce: Nellsen
16
2.3.3 Overall Retail Market Opportunities
The retail malket potential for Ellensburg combines many different facets of the data gathered
above. Retail malkets depend on both quantitative and qualitative information. Moreover, just
because there is retail malket potential for a potential retail store type in no way ensufes success
of that store type in the community.
There are many reasons why a business might succeed or fail, and the retail market is but one of
those factors. The days of the downtown compcting with suburban locations for primary retail
have long since vanished, The major "pro" of keeping all retail in the community is that once a
shopper has left, they have left for the day and their money will follow. This section explores
retail development likely to develop in suburban locations in Ellensburg.
. Family clothing - This category includes stores such as TJ Maxx, Ross, and similar type
stores that cater to all family members. They typically locate in suburban market
developments. With over $5 million in leakage from thc primary trade area, this could be a
strbruban opportunity for Ellensbwg. A store of similar tlpe (though unlikely a chain) could
also work in a downtown setting,
e Auto Dealers * Ellensburg is home to a number of highly successful auto dealerships, though
not all auto brands are currently represented in the market. There is an opportunify for new
car dealerships that would likely develop in a suburban location. There is also a growing
trend of downtown auto dealerships decamping to suburban locations for better exposure.
t Electronics - While Ellensburg is leaking sales in the elecfronics category this store type has
proven to be problematic as of late with the demise of Circuit City and the bankruptcy of
Radio Shack. A regional electronics store may be successful based on the market leakage.
t Pharmacies - Surprisingly, Ellensburg leaks sales in Pharmacies. This could be a trade of
the retail dollar for in-store pharmacies at stores like Fred Meyer or, more likely, a signal for
additional demand. The location is likely to be suburban and will have littte to no impact on
the downtown pharmacy in Ellensburg
t Home Improvement Stores - This is an intriguing category for Ellensburg in so far as
independent garden dealers, hardware stores, and similar store types have proven to be great
for the community. A home center such as Home Depot might be plausible based on these
numbers but would likely have a negative impact on existing independent merchants,
t General Retail - This category includes stores like Fred Meyer, Target, and Walmart.
Ellensburg currently has a high quality Fred Meyer in very close proximity to the core of
downtown, although separated by storage and warehousing uses that would not encourage
walking between the two. Retail leakage indicates potential for some degree of additional
general retail. The impact of such a store on downtown would be minimal and would likely
benefit downtown Ellensburg and the community as a whole as it would retain customers that
are currently leaving the community to shop in Yakima, metro Seattle, or Wenatchee.
I7
2.3,4 Downtown Retsil Market Opportunities
The opporhrnities below are more ideally suited for a downtown location. That is not to say that
both suburban growth and downtown growth cannot co-exist - as already mentioned,
strengthening the overall retail market for Ellensburg should bc a "rising tide lifts all ships"
proposition. The are presented here because they have the opportunity to be particularly
successful downtown.
s Restaurarzls - This category is very strong ard is likely to continue to thrive in the
community. There are opportunities for growth both within downtown Ellensburg and
throughorrt the city. Restaurants are a "clustering" business type where more begets more.
This is particularly true when a community attracts visitors as Ellensburg does. This does not
mean that every restaurant will be successful and will require deft market research with any
new restaurateur. The market data shows leakage overall for Ellensburg of $21 million but
an overall gain for restaurants of just under $6 million. The greater region is grossly
underserved by restaurants, A quick look at Yakima shows that at a twenty rninute drive
from the intersection of Front Street and Yakima Avenue shows the market has a gain of
$167 million in overall retail sales yet maintains a restaurant leakage of $69.6 million.
Comments that residents of Yakima come to Ellensburg to dine are verified by this number.
The opportunity is amplified when you look at spending pattems for students, Ellensbwg's
highway location, and the conservative definition of the trade area.
. Ollice Supply Stores - This would have been an obvious powerhouse opportunity for a
suburban store in Ellensburg. This retail store type has been in a state of national flux as big
box office retailers have scaled back stores as a result of online shopping. However, the data
indicates that possibilities exist in this category both with what would now be a "small box"
store in outlying areas of Ellensburg or working with existing specialized office stores in the
downtown to expand services and product lines.
c Clothing Stores - This store type, which include family clothing noted above, severely leaks
sales in Ellensburg. This type of leakage is to be expected in a market the size of Ellensburg
but does present opportunities both for specialty retail in downtown and also in suburban
locations. Clothing opportunities in downtown Ellensburg are going to cluster around young
women, and the community should take a dual strategy of working with existing clothiers
and recruiting new specialty clothing stores, However, the Family Clothing category
represents an opportunity for a small box store such as TJ Maxx to possibly be supported in
subwban Ellensburg. As already mentioned, this would not eliminate the chance to grow
specialty clothing in the core of downtown. (Shoes - a subcategory of clothes also represents
a niarket opportunity for downtown or to expand the product line of an existing store).
o Miscellaneous Retail - This broad and inclusive category is geared toward the highly niche-
oriented retail that tends to cluster in a downtown setting. Specialty retail will continue to be
an opportunity in downtown Ellensburg and is highly suited for the district specifically.
Some specialty retail seen in other communities are oil and vinegar stores, running stores,
rock and mineral stores (already present), niche gifts, fratemity/sorority stores in college
towns, and many more.
18
Overall, this study looks at a very conservative capture scenario for leaking retail sales in several
ways:
. Only counting existing leakage in both trade areas and plesuming no population gtowth in
the primary trade area (which will continue to grow);
. Only counting local and regional population - not visitors (who comprise over 15% of the
customer base);
. Using a20% capture rate used, leaving 80% of market leakage to continue to leak elsewhere;
. Using a very conservative $200 per square foot estimated sales across all retail categories.
The supportable square footage under this scenario is 95,000 square feet of total retail in the
overall ttade area. Suburban developers are likely to use more aggressive numbers, leaving
anyone looking at downtown to focus on roughly a third of this number. Even still, this could
support significant expansion of the downtown's retail footprint by simply "freezing the
demand" in cunent time.
2.3.5 Key Housittg Market Opportunities
Unlike retail markct analysis, housing markets are much less precise to understand. Using the
projections for the primary trade area for population and household growth it can be assumed
that the Ellensburg market will add 120 additional housing units per year in Ellensburg or 600 by
2020. Building permit data repofted through the City of Ellensburg coroborates this number
with the average of 55 new units (consewative estimate) coming online each year.
National trends in housing indicate irrcreasing interest in downtown living both with millennials
and empty nesters. With Ellensburg's young average age of 30 and large proportion of college
shrdents, there is a potential martet for altemative kinds of housing such as lofts, condos and
apartments. A simply allocation model that captures only 50% of the demand for future housing
in the market would yield 150 new units that do not conform to the traditional single-family
house. This estimate for additional downtown housing is a bit more aggressive than the retail
assessment but the national trends point toward growth in this arca and new product coming on
line corroborates these national trends. More detail as to the location of this housing is shown in
the plans below but they will generally cluster in upper floor units in the core of downtown and
in new mixed-use development between downtown and Central Washington University.
2.3.6 Hotel Market Opportunities
Ellensburg is home to ten hotel properties with a total of 682 hotel rooms. The occupancy rate
across all of these properties is 58%, which is slightly lower than the national standard of 62%.
It is important to note, however, that this occupancy rate accounts for some ageing properties
within the city limits of Ellensburg and that new properties experience higher occupancy.
The same is tnte for the average daily room rate in Ellensburg, which stands at $87 per night and
is lower than the national average daily room rate at $104 per night. Again, ageing properties
can account for this figure. More importantly, Ellensburg has experienced an increase in average
daily rates, revenue per available room, and occupancy rates. The Kittitas County Tourism
t9
Director along with the Lodging Tax Advisory Committee tracks Lodging Tax revenues.
Revenues have increased evely yeal but one since the recession, which adversely affected rates
in 2009. So far in 2015, monthly Lodging Tax revenues have increased every month but one
and, baring any unforeseen circumstances, 2015 will represent a record year in Lodging Tax
collection. This is a positive trend that is likely to continue and points to increasing demand
placing positive upward pressure on the local hotel market.
National h'ends in hotel and visitor stays point to continued interest in alternative forms of
lodging, including smaller boutique inns, self-catering inns, and specialty lodging that are close
to tourist attractions and are within walking distance of the area's key restaurant and dining
options. National hotel chains are paying attention to this trend and have responded with creative
brands such as Hotel Indigo by IHG, Canopy and Curio by Hilton, and Aloft by Westin to
address this demand. Furthermore, this trend is migrating from bigger city markets to smaller
communities where both independent hotels and chain affiliated hotels are being developed in
downtowns even while other hotel products in the markets continue to thrive.
2.3.7 Office Market Opportunities
Perhaps the most difficult market to evaluate in a cornmunity like Ellensburg is the office
market. There is little speculative office space in the market and as a consequence there is no
historic absorption rates, consistent rent rates, and vacancy rates. The issue is exacerbated in
downtown where upper floors that might be conducive to office space are in various states of
repatr.
During the interview process, the price of $10 per square foot a year was cited as reasonable for
space that was already suitable for a tenant. This rate hovers just at a level where buildings
ownerc have difficulty maintaining old buildings for the rent they are commanding. Ideally, the
market should work to slowly get the rental rates from $10 per square foot to $12 per square
foot. An effective way to do this is to develop "right-sized" ground floor spaces that work for
smaller specialty shops.
The recommendations portion of this report will explore some creative solutions to jump start
office space use in downtown Ellensburg and work toward slowly escalating rent returns to allow
for additional investment in downtown buildings.
20
a
a
t
a
2.4 Overall Market Otrservations and Conclusions
The following conclusions are based on the market evaluation above. These conclusions also
underpin the recommendations that will follow in Chapter Three.
" Ellensburg has made significant investments in both downtown and tourism reach and the
slrccess of downtown is reflected in the breadth and depth of the customer base.
Central Washington University and downtown Ellensburg arc inexhicably linked, and the
community should explore ways possible to continue to reinforce and grow those
connections.
Growth will continue in F.llensburg. This is inevitable. The malket data indicates potential
for both suburban and downtown growth to coincide, The days of downtowns and suburban
locations "competing" fol the customer dollar ar-e over. If Ellensburg can retain a customer in
town who might travel to another market, it will be a much easier task to get that shopper
loyal to downtown. SmarL subulban retail development generally will not negatively impact
downtown.
Housing is going to play a major role in the future of downtown Ellensburg. The trends all
point to ongoing success with downtown housing that not only caters to students, but also to
empty nesters and young professionals.
The empirical data points to increasing room rates, occupancy, and revenues that indicate
shong potential for a hoteVinn that would serve as a complement (not competition) with
existing hotels in the community. To avoid being competitive with existing properties this
hotel should be located in downtown Ellensburg. Concepts for this are shown in a later
section of this report.
Ellensburg has a distinct opporhuity to "curate" the growth of the community and to expand the
footprint of its downtown to better co,nnect the dots between athactions. This wilt be explored
later in the report.
21
3.0 PhysicalAssessment
3.1 Background
In addition to the market assessment, this project engaged in a physical assessment of downtown
Ellensburg to evaluate how it is performing, ways in which it can improve, and how it can
continuej to serye both locals and visitors as evidenced in the market study. The following maps
provide insight into the composition of downtown currently and set the stage for
recommendations that will follow.
3.2 Existing Conditions
Downtown Ellensburg is a Certified Main Street Community by the Washington and National
Main Street Programs, The boundary of downtown's official designation is 6th Avenue to the
north, Ruby Street to the east, 2od Avenue to the south, and Water Street to the west. Figure 5 on
the following page shows this boundary. The "hearf' of downtown could be the subject of
debate but is generally accepted to be the Intersection ofFourth Avenue and Pearl Street. It is
the home to the Rotary Pavilion which is the center point for many downtown events and is
bounded by some of the most distinctive architecture in downtown. A core of strong shopping
arrd dining options extend one to three blocks in every direction from this point.
Figure 6 shows downtown Ellensburg with amenities, attractions, and educational institutions.
These would include Morgan Middle School just outside of the core boundary to the south and
Cenkal Washington University and its associated open spaces to the north of the downtown
boundary, Within the boundary are four city-owned parking lots, Rotary Pavilion, Rotary Plaza,
the Library Friendship Park, a skate park, and a community garden. The core area is also the
home to the Ellensburg Farmers Market, which occurs on the East Fourth Avenue,
Figure 7 goes further to show recent investment in downtown Ellensburg and its immediate
surroundings. This is a critical exhibit in that it reflects on the dynamic nature of downtown and
is not designed to be comprehensive in nature. Investment in downtown is occurring in nearly
every part of the district and adjacent areas. Central Washington University is also actively
pursuing projects that will reinforce its presence on the south side ofUniversity Way.
In the center of town, the Geddis Building, mentioned in the introduction of this report, is
actively becoming full of storefront tenants. The Elks Building is under renovation into a mixed-
use development, Patricia Place apartments (36 units) were completed and arc l00Vo occupied,
showing market demand for additional housing. New restaurants have opened, upper floor
residential development has been completed, and other renovations are underway.
This is a clear sign that downtown Ellensburg is enjoying significant investment, that Central
Washington University is growing in a direction that places key locations like a potential visitor
center for the campus closer to downtown" and that interest continues in the fufure success of the
community. The goal of the recommendations that follow is to illustrate the kinds of
investments that are possible, explore ways to make the visitor experience rnore vibrant, and
continue to invest in downtown.
22
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23
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24
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4.0 Recommendations
The recommendations in this chapter are divided into four key strategies important for the future
success of downtown Ellensburg:
c Reinforcing the Center: This strategy is designed to focus on the core of downtown
Ellensburg by providing enhanced gathering places and gateways to the community in the
public realm and additional development opportunities in vacant ground floor and, more
irnportantln upper floor spaces.
. Expanding Success: This strategy recognizes that the core of Ellensburg is highly developed,
and there is great potential to expand the footprint of downtown to include blocks that would
connect downtown to major development opportunity sites,
a Connecting the Community: This strategy focuses on multiple modes of hansportation that
allow locals and visitors to use downtown Ellensburg by car, bike, on foot, or by public
tlansit. It also continues to reinforce the importance of connections between downtown and
existing hotels and between Central Washington University and downtown.
t Enhancing the Yisitor Experience: This skategy recognizes that tourism and visitor traffic
are *itical to the success of Ellensburg. Recommendations here focus on having a curated
visitor experience and on ihe potential for a new hotel and meeting space in downtown
Ellensburg,
4.1 Reinforcing the Center
4.1J Implenent Ettensbarg Town Square as a gethering place. High Priority.
Perhaps the most significant public improvement shown on the plan is to create a true Ellensburg
town square adjacent to the Rotary Pavilion. Figure 8 below shows some examples of similar
spaces in other places and the plan in Figure 9 shows that the Ellensburg Town Square would
retain parking on some of the space, make better use of parking on adjacent blocks, and replace
existing parking with a green lawn panel and a small splash pad that can be used as the central
gathering place for the community. This space could include restrooms relocated from 3'd and
Main as well as the downtown visitor's center,
Figure 8: Green gathering spaces.
26
4.1.2 Continue to puvsae and promote uplter floor mixed-use development. Eigh Priority.
The private sector opportunities are shown in ttu'ee categodes in Figule 9 on the following page:
complete, in progress, and opportunity sites/buildings. There are nine opporhrnity Uuitailgs anO
one opportunity site and eaoh is further explored either explicitly or more geoerally depending on
the nahtre of the building or site. Ellensburg should consider an oper house "live downtown"
event to promote downtown residential development oppofunities. The event should be an open
house of existing residential units in downtown to show both potential residents and developers
the potential fol additional living in the community. Many people simply haven't experienced
what downtown living can be like. Some communities have even done "mock" upper floor
housing with fumishings from local decorators to showcase what downtown living could be like
in a particular building.
4.1.3 l{/ork to buikl Ellensburg Gateway dt comer of Main and Third. Medium Priority.
Currently the comer of 3'd Avenue and Main Street is an existing parking lot paved with concrete
pavers. Figure 9 shows that the same number of parking spaces can be moved to be on sh.eet
parking, opening up the area for outdoor dining and an aftractive downtown gateway sign at the
northeast corner of the intersection. The restrooms at the southwest comer of the intersection
should be relocated to the center of town as outlined in recommendation 4.1.1 above.
27
5O3 N, PEARI,3I. - UPPER FLOOR RESIDENIIAI.
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28
4.1.4 Implement co-working space and potential malcers space,
Co-working spaces have moved from what some might consider a fad into a fuIl-blown national
trend with over 80% growth in available spaces during the past two years. According to the
Commercial Real Estate Development Association report: Between 2005 and 2014 the number
of co-working spaces has gone from I to 781. Deskmag monitors co-working spaces nationally
and cites that 60Yo of existing co-working spaces will expand in 2015, 4.5 new co-working
spaces are created each day, and245 people become members globally each day.
Ellensburg has multiple opportunities to capitalize on this growth while building on paftnerships
within the Chamber of Commerce, with Central Washington University, and even with the
creative community that thrives in Ellensburg and l(ttitas County.
Before delving into the specific recommendations, it is important to begin to define how eacL of
these spaces work, as semantics can sometimes get in the way of truly understanding the purpose
of these new models for the workplace environment. It is also important to know that, although
their definitions are provided below, the fluidity within which they can function in a space is is
creative as the very ideas themselves.
Co-working spaces provide a place for individuals or small companies to work in a shared
environment. Companies can interact with one another in informal ways, form collaboratiolts, or
simply share in the creative atmosphere of the space. Co-working spaces may host events and
activities, but rarely provide formal bnsiness coaching. Such spaces provide conferencing
capabilities, shared printers, a kitchen, restrooms, and most importantty high speed internet
access.
Incubator spaces are also places where businesses co-habitate as well. A key difference between
co-working and incubator spaces is the level of support provided to grow businesses. These
spaces frequently have a higher education partner that is helping to cultivate and coach
businesses toward success. Many incubators have the desire to o'graduate" businesses from the
space. There is aheady an incubator space in Ellensburg, so this approach may not be the most
appropriate for downtown, although the trend is continuing to evolve into other kinds of
incubators.
Accelerator spaces provide a strucfured way to "graduate" companies, often within a specified
period of time. Usually, accelerator spaces receive significant support from venture capital that is
directly investing in the start-ups, The goals of an accelerator is to "spin out" successful
ventures, These spaces tend to gravitate around like businesses that have collaborative
capabilities.
Makerspaces are physical locations where people gather to share resources and knowledge.
Unlike the spaces described above, makerspaces focus on projects and fabrication. Consequently,
makerspaces provide tools and facilities for the makers. While experts or higher education-
affiliated advisors might be available, makers frequently get help from other users, These spaces
began to be associated with fields such as engineering, fabrication, computer science, and
graphic design. Many makerspaces have higher education partnerships who desire to create an
29
informal combination of lab, shop, and conference room. Frequently, 3-D printers, manual tools,
and classroom spaces are associated with makerspaces
Such spaces take very little upfit to make them function, but the key would be flexible space for
many office type configurations and excellent intemet access. The Kittitas County Chamber of
Commerce is cunently working on one co-working space on N. Pearl Skeet in the old Red Cross
office building. Ultirnately, multiple spaces could be developed that could take on multiple
partnerships and even focus on pafiicular professional collaborations (such as artists studios or
architectural and engineering offices) so the community should be prepared to engage in a
discussion with others on the endeavor. The goal is to have flexible spaces to cultivate
entrepreneurial growth in the heart of downtown Ellensburg.
4.1.5 Continue ongoing recruitment and_retention of rctail.
The retail analysis clearly indicates that there is sufficient demand for additional specialty retail
and the expansion of existing retail in Ellensburg. The community should consider subdividing
spaces for a "small store" concept. Pascagoula, Mississippi used seventeen prefabricated
"Katrina Cottages" as a retail accelerator. Over 30 applicants applied for the spaces, and, after
five years of operation, four original tenants have moved on to larger spaces in the downtown.
From a recruitment standpoint, the best prospects are l. Expansion of existing stores; 2.
Specialty stores in neighboring communities looking for expansion opportunities in Ellensburg;
3. People who may have relocated to Ellensburg with retail experience.
The Kittitas County Chamber of Commerce sponsors a business plan competition in conjunction
with Yakimq which could be expanded and targeted to retaiUrestaurant use in downtown
Ellensburg. Cenhal Washington University may consider partnering with the Ellensburg
Downtown Association and the Chamber of Commerce for such an expanded business plan
program.
4.1.6 Explore realignment offarmers' market.
Ellensburg should explore the prospect of realigning the farmer's market to the market vendors
face out toward the street. By doing this, emergency equipment can get by and also allows the
market to reinforce existing retailers. This could be launched on an experimental basis to see
which configuration works best.
30
4.2 Expanding Success
4.2.1 Begin to look at downtown as a broader City Center
Figure 9 on the following page illustrates opporhrnity sites in a much broader context than the
downtown core plan shown in Figure B. The sites are divided into sixteen sites labeled as Level
1 opportunity sites and ten sites labeled as Level 2 opportunity sites. The levels are to provide
some idea as to which sites are more likely to develop in the shorter versus longer term. It in no
way implies that a Level2 opportunity might not rise up to be avery early development project.
The sites are also marked as to whetlier they are vacant land or lots, are underutilized properties
whete the existing use may not be consistent with a denser and ,ieveloped downtown, or are
properties where the ground floor may be occupied and the upper floor is vacant. When
examined as a whole, downtown Ellensburg can be viewed to extend to University Way to the
north and across Water Street to the west. The City should adjust the zoning for portions of
Water Street to expand the downtown core.
4.2.2 Pqrtner with existing and new investors on anderutilized sites identilied hy priority in
the plan.
The single best way to explore redevelopment of undenrtilized sites and buildings is to
communicate with property owners. Many owners simply do not know that theirproperties have
a higher or bettel use or may not know where to begin on considering renovation, whil. others
may have no interest whatsoever in pursuing investment at this time.
The Downtowners can continue to meet and work with properly owners on a case-by-case basisby answering questions, contemplating partnerships, and offering incentives to advance
redevelopment. Some communities have contemplated creating incentives that ffeat downtown
buildings as a community would any other infrastnrcture opporhrnity. ln so doing, communities
have implemented ADA grant programs to bring buildings up to code, created shared sprinkler
systems that allow for a number of buildings to enjoy the benefit of this fire suppression code
compliance or installed shared elevator space for upper floors funded through public or quasi-
public entities. Some uses may be ideatly suited for property hades so that higher and better uses
can come into downtown Ellensburg. Many of these opportunities are referring to property
trades along Water Street where there are uses that should be off the sheet and in industrial areas
of Ellensburg. The Kittitas Reclamation District, the food bank, and storage lots would probably
benefit from locations that are more efficient.
31
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32
4.2.3 Host an investmentfontm in the community.
The Downtowllers should collaborate to conduct an investment fonrm in the community for
potential investors. This forum can provide potential business owrers with a profile of the
market in Ellensbwg, available properties in the community, guidance on support services
available to potential businesses through a variety ofpadners. The event should last no longer
than two hours, offer refreshments, and give a brief overview of the following:
' Representatives of the Downtowners should present findings of this market shrdy and
recommendations.
' City staff can share the suppott services that the City of Ellensburg can provide.
" Ellensburg Downtown Association can discuss its prrcgram of work and assistance.
o Private Sector Property Owners/Commercial Real Estate Representatives should provide an
overyiew of the space available in Ellensburg, a brief synopsis of leasing basics, and if
possible, any incentives they have to promote local business.
o The Kittitas Cgunty Chamber of Commerce and the Eltensburg Business Development
Authority can provide information on the overall economy of the county, services provided
by each group, and resources for business start ups.
. The Small Business Development Center and/or a SCORE Association chapter. should
provide information on business plan support, start-up assistance, and additional services
they provide. Ideally, the otgantzations sho-uld promote a follow-up consultation day in
Ellensburg so attendees can sign up for appointments.
r Existing businesses should provide an overview oftheir personal experiences doing business
in downtown Ellensburg (with a focus on the positives and helpftil hints).
The Downtowners should leverage these parlners to help prornote the event. The goal is to reach
out to anyone interested in investing or starting a business in Ellensburg.
4.2.4 Create an investment 'tlub" for Ellensburg
Ellensburg should also explore a funding program that could incorporate a modest return on
investment for participating in an investment club for buildings and sites in the cornmunity. The
JOBS Act, signed into law by President Obama, requires that the SEC create some parameters
for this type of investing. The SEC has just released those parameters. There is also nothing to
preclude local investors to create a more traditional investment progam or a property renovation
company with the expectation that there witl be a retum on investment to the partners. In some
cases these operate independently of the city an in others there is a partnership strucfure to
implement aplan such as this.
It is important to understand that this funding recommendation is desigued to augment existing
funding options that vary from traditional bank financing to state and federal tax credits. Any
investment fund is best used to leverage other financial tools available for a project.
33
4.2.5 Cultivute ongoing partnerslip for "Signature Street" along University lVay to
emp hasize Central ll/ashington University.
Significant redevelopment is expected over the next five years along University Way between
Main Street and Chestnut Street. Central Washington University has already constructed very
attractive signs along the conidor. Over time, the City of Ellensburg should contemplate an
ongoing partnership with Central Washington University to create a strong streetscape along the
road and reinforce the intersection of Main and University Way as a gateway to downtown.
4.2.6 Consider comruunity center in the city center.
The YMCA was once a major attractor in downtown Ellensburg for recreation and activities,
which have now moved elsewhere in the city. Ellensburg should explore the long term
possibility of a multi-use community center in the core of the community. Downtowns are
always the best location for community centers for several reasons. These centers create
economic spin off of having activities in an area where people can 1. walk to the location, 2.
spend money in the area afterward, 3. share parking resources, and 4. serve as an atfl'actor for
additional investment. Several of the vacant or underutilized sites identified in Figure 10 would
be ideally suited for a community center that could host meetings, events, the arts, and other
uses. This type of project will require a cooperative effort dnd should be flexible enough to
handle a variety ofuses.
4.2.7 Consider an employer'assisted housing fund
Employer-assisted housing programs provide incentives for employees to live within designated
places near their place of employment. There are many benefits to such a program including
reducing commute times, pollution, and stress; increasing employees' loyalty to the locale where
they work; and providing a sustainable program to ensure that housing stays stable in a local
market. Typically,large employers such as universities, hospitals, and governments create these
funds to foster investment in the community they call home.
Often times these incentives are as simple as a small down payment assistance program in a
targeted area, reduced fees in a highly targeted alea, or a suitb of benefits through a public-
private partnership. This program could continue to keep neighborhoods between downtown and
Central Washington University stable, as well as encourage investrnent in more housing
downtown and more upper floor conversion.
34
4.3 Connecting the Communify
4.3.1 fmpkment creative place-making
Creative place-making works with community members to bring together arts and cultrue in
ways that connect physical space to needs in the community. The goal of this effort would be to
foster broader exploration of downtown by visitors while showcasing the talent of a local artist.
Ellensburg should explore wolking with an organization like the nonprofit Pomegranate Center
based in Seattle that explores creative place-making in communities as a partnership effort.
Creative place-rnaking projects could be incorporated into the town center as well as create
physical connections between CWU and downtown Ellensburg. Today, key stakeholders are
working on an exciting program to connect tluough a public art program to create '?narkers" that
will be located in a variety of locations to explore between downtown and campus. The concept,
dubbed "Project Brilliance," will implement reflector art pieces from the late Dick Elliott, a
renowned local artist to be placed in strategic locations throughout downtown Ellensburg to
ultimately connect the Old Heat Plant, slated to become a visitor's center for Central Washington
University, with the core of downtown. Figure 1l on the following page illushates the potential
locations for these installations on key corners throughout the larger downtown area,
4.3.2 Continue partnership with Central lYashington Ilniversity to bring investment into the
core of downtown over tittte whether through programs or capital projects,
Central Washington University is a strong partner with the Ellensburg communify, and its
students represent a significant portion of the customef base in downtown. Over time, the
University and the Downtowners should seek partnershiF efforts that may bring programs or
even capital projects into the downtown. Some of the ideas expressed in other recommendations
of this report could be potential parlnership projects.
4.3.3 Implement bicyclefriendly streets as identiJied in prior pluns.
Ellensburg has worked on bicycle friendly streets and the downtown is very navigable by
bicycle. The community should continue to implement these important recommendations and
will implement new bicycle racks that have been designed in similar style to existing quality
downtown sheet fumifure.
4.3.4 Implement circulator transportation from CWU through downtown to hotels,
Cenhal Transit akeady operates a fxed route system in Ellensburg. Over time, the possibility of
a circulator that connects the local hotels through downtown and onto Central Washington's
campus would be an excellent way of creating a regular service for visitors to the community.
The potential route is shown in Figure 11 below.
35
. jwellAr{e ,IFG€NO
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Figure 1 I: Image Enhancements and Strengthened Connections for Downtown
36
.''.
1
4.4 Enhancing the Visitor Experience
4.4.1 R.elocate visitors' center to the coye of downtown.
Ellensburg should explore the possibility of a visitors' center in downtown, The Wells Fargo
Drive Thru could be an ideal location for such a facility as it is in the heart of the community,
offers "storefront" convenience, and could also provide public restrooms in the center of
downtown.
4.4,2 Implement thoroagh wayJinding signs.
In the most general sense, wayfindirig is the process by which we navigate the world. Whether it
is our daily commute or a journey to an unexplored locale, we rely on cues, habits, patterns,
landmarks, and verbal and visual directions to establish and confirm a wolking knowledge of our
environment,
A comtnunity wayfinding system takes these cues and creates a seamless system of signs, kiosks,
and markers designed to guide visitors to destinations, remind residents of local offerings,
facilitate community engagement, and achieve community-specific goals. A wayfinding system
typically features various sign filpes including gateway signage, dirBctional signage, parking
signage, pedestrian signage, as well as maps and inforrnation guides.
A typical wayfinding system utilizes a community's marketing brand graphics and includes
gateways, vehicular and pedestrian directional signage, street banners, district and parking signs,
building markers, and informational kiosks. Ellensburg has some dated wayfinding signs that
are difficult for the motorist to read and reflect older graphics for the community. Furthermore,
these signs only begin to appear once a visitor is already in downtown.
It is imperative that Ellensburg implement a complete wayfinding plan along with a phased
implementation plan to
wayfrnding from another
curate the visitor experience through downtown.Examples of
Figure 12: Example of Wayfinding Planfrom Greenwood, SC
are shown below in 1)
ilIIs
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t:-'
^:l*f:- t1ri, I irr'-\:/
Typical Signi Flut€d Post
atl.l [tFt ltH cntfi
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37
4,4.3 Implement and continue to modify pnrking resources and procedures.
Mentioned in the physical analysis, the study area boundary contains four city-owned parking
lots generally well placed throughout the downtown core. Additionally, on-street parking has,
been mostly converted to angle parking with a variety of times to accommodate the variety of
uses (loading zones, more lengthyparking options on the outlying areas, etc.)
Some best practices on public parking should explored, Ellensburg should conduct a "light"
parking sfudy to examine existing public and private inventory as well as on and off street
parking. The study should also explore peak times for parking. Typically, the outcome of such a
study presents tactics such as better signage, ongoing management of spaces, ensuring that close
in spaces come at a time premium, and directing long-term visitors and employees to outlying
lots. One option for Ellensburg to consider would be to implement back in angled parking on a
block in downtown as a pilot project. This tlpe of parking provides several advantages over
traditional parallel or angled parking. First, cars have much more visibility moving out of a
space when they have backed in (and the movement into the space is easier than parallel
parking), second the doors to the car open to the sidewalk rather than the street making it safer
for parents with children, and the rear of the car is to the sidewalk allowing for easier loading for
any shopping.
Two potential opportunities for expanded parking exist on both the Skate Park lot (should it
move) and on the Old Creamery lot as discussed in section 4.4.4 below. Many communities
have found than an annual parking summit allows policies to be tweaked and issues resolved as
parking is an ever changing dynamic in downtowns.
4.4.4 Pursae a downtown boutique hotel witlt meeting space and parking.
As mentioned in the market analysis portion of this study, there is a potential market for a unique
hotel product in downtown Ellensburg. After evaluating several properties, the old Ellensburg
Hotel in the Shoudy-Cadwell Building at the corner of 3'd Avenue and Main Street appears to be
the strongest opportunity for several reasons. First, the location is highly visible which will be
impoftant for any downtown hotel. Second, while the hotel will need to be modernized and
upgraded significantly, it has traditionally been a hotel. Third, its location provides visitors easy
access to all of downtown Ellensburg. Last, the hotel has the potential for adjacent meeting
space and parking.
Figure 13 illustrates the potential for the project. The hotel could be located in the existing
building with ground floor retail remaining in place. A potential joint use elevator tower could
be constructed to the rear of the property for ADA compliance.
Parking for the hotel should be located on the 'old ireamery' site preserving the Art Deco fagade
of the burned out building. Plan estimates show potential for 70 parking spots on this site which
is less than a block from the hotel itself. The City of Ellensburg will need to be the partner to
complete this parking resource reserving room for expanded parking through an "over/under"
ramp in the future.
Rough estimates show that the hotel could probably accommodate 40-50 rooms depending on
how it is configured. It is likely that the hotel's operation would be independent of a chain
affiliation, though many national chains are exploring specialty branded boutique hotels. Many
38
travelers are finding that hotels with character located near restaurants and shops af,e more
appealing than standard hotels.
The community should also explore some creative meeting space that would accompany the
hotel. This could be part of the community centei mentioned in a prior recommendJtion or a
stand alone creatively adapted facility. Jdpally, the meeting facility would be able to
accommodate more guests than the hptel itself to drive haffic to ottrer accommodations in the
conimunity. Figure 13 shows several options for such a facility in the vicinity.
39
IJ
PRIVAIE R['EVEI.OPMENI OPFOCIUNITY $ft 5
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Figure I3: Potential Hotel Site With Parking Potential
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40
5.0 Conclusion
In order for this plan to be successful, it must have specific responsibilities and a consellsus as to how
those responsibilities will be implemented. Several points should be considered:
c The Downtowners will ultimately play a uitical role in the implementation of the plan. Its primary
role will be as a facilitator between the representative partners involved in this plin that comprisl
the group.
o This plan is very forward thinking and no one agency can cany the workload by itself. This
should include very specific actions strategies and realistic timeframes. An opporfunity must be
made to pair attainable goals with responsible parlies while also identifliing funding strategies for
each task.
o A Downtowners "summit" should be held every year to evaluate the progress of this effort and
share it with partner stakeholders and the public.
The attached "strategy Board" summarizes all of the projects and recommendations inctuded in the
Market Study and Shategic Plan for Downtown Ellensburg. The board is designed as a working
document for benchmarking and ongoing evaluation of the implementation process. Each
recommendation that is presented in brief on the strategy board is supported in ricommendations
above.
5,IJ Strategies and Visions
Each of the plan strategies and visions are outlined in the strategy board. It is important to remember
the ultimate marketing and development strategies that each project supports. Of iourse, each of these
strategies is linked with one another, but failure to achieve any one goal does not negate the ability to
achieve others.
5.1.2 Time Frames
The projects are divided into three periods. The first series of projects are demonstration projects that
should begin immediately. For the rnost part, these are simple projects that will be highly viribl., hurr"
significant impact and should be completed within the first year after the plan is adopted. The second
set of projects is labeled "next steps." Some of these are more advanced projects while others are
continuations of projects that began during the demonstration period. The next step projects should be
completed within the second and third year of the plan. The final steps are long term and forward
thinking. They may evolve into shorter terrn 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 while other ones will arise. The implementation
strategy board should be evaluated periodically and no less than annually. This evaluation process will
allow for finished tasks to be indicated on the board, for responsibitities to be shifted betrvien 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
will depend on continued partnersliips among many diflerent groups. It is only through this continued
spirit of partnership and commitment to a vision that the recommendations in this study can be
successful. Fortunately, Ellensburg is poised to succeed in these efforts as it has in so many others.
4I
Strategy Board for Downtown Ellensburg
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