HomeMy WebLinkAboutCity of Ellensburg Capital-Unity Park Shade TentsAPPLICATION FOR LODGING TAX FOR TOURISM.RETATED, SMALL-
SCALE MUNICIPLAITY-OWNED CAPITAL PROJECTS AND
OPERATIONS
Applicant lnformation
Name of Municipality:
Mailing Address:
Contact Person and Title:
Phone:
Email:
Project Title:
Project Location:
Funding Request:
ffiecEMED
l'/ct z
F-S
501 N Anderson J{"/ru _ I ?*i,,:_J
:
ffi* u *.,."r,,on o,,....o,. $ffilf'nH"?33,K.rr'
Operations (Circle One or Both)
Citv of Ellensbure
509-925-8639
ca se b (ocitvofe I I e ns b u rg.o rg
Unitv Park Shade Tents
Unitv Park,4th & Pearlstreet. Ellensburg, WA 98926
ss0,000.00
Application Requirements
/ 1. The project qualifies for lodging tax funds as a capital expenditure of a tourismrelated
facility owned or operated by a municipality or is supporting the operations of tourism-
related facilities owned or operated by a municipality.
V 2. The municipality has submitted no more than three 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 10% of the total project costs.
6. A completed project budget is included in the application (if applicable).
7. A detailed 8%X tt vicinity map that clearly shows the project is included (if
applicable).
/
r'
{
..1
r.. 1,1
-r...:,-'.
Tourism-Related, Small-Scale Municipality-Owned Capital Project Narrative
L. 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 is for the purchase of sun shade screens for the performance stage at
Unity Park, the future downtown park located at the intersection of 4th & Pearl. Design work
on Unity Park started in 2019, with a focus of creating a park that could be used year around by
our local community and to provide an enhanced performance area for events that take place
downtown.
2. Kittitas County Tourism lnfrastructure Plan: Please explain how the project meets the goals
and priorities in the Kittitas CountyTourism 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 the property will benefit tourism by creating a unique "destination" multi use
park in a centralized public space. The park will dramatically increase programming opportunities
that attract visitors to our community. Unity Park will become a signature attraction and prime
marketing tool for conventions, businesses, and tourism. Organized programing opportunities
include but are not limited to, events 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
arrangements which can include hotels/motels, restaurants, fuel, retail, and recreational
adventures. The additional economic activity impacts the community, as well as the communities
traveled through to get to a destination.
Unity Park 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 is
the Ellensburg Rodeo which boasts over 60,000 tourists each year. ln support of the Rodeo are
several events that occur at the Unity Park site 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 S95/pp (source: Dean
Runyan Associates) and the Rodeo is a significant supporter of County tourism as a destination.
Worth mentioning, too, is The Ellensburg Music Fest (EMF), formerly known as 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 musical event. ln its 25th year, 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 65,000 people annually
stay overnight in Ellensburg for events that utilize the Unity Park property, of which 65,000 people
travel from an area greater than 50 miles 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 will be used for the following tasks:
To purchase shade tents and supporting infrastructure (poles) for the
Unity Park stage.
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. A//
capital asset purchoses require at least three bids. lf you have already selected 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.
The planning effort for this park has spanned the last four years. Six separate stakeholder
groups have convened over that time, made up of community members who are involved with
events that have historically taken place at the Unity Park site, downtown business owners and
neighbors of the park, as well as city staff members and boards and commission members. ln
addition, there has been numerous opportunities for the general public to participate in the
planning process through community planning events, and through Be Heard Eburg, the city's
on-line civic engagement platform, which has had online surveys and information available
about the park planning process (https://www.beheardeburg.com/unity-park).
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 com pletion).
Attached are two studies, the draft copy of the City of Ellensburg Strategic Plan 202O-2024
prepared byJayRay, and the Downtown Market Study and Economic Development Plan,
prepared by Arnett Muldrow. The importance of Unity Park as a downtown public park and the
role it will serve a san event venue and economic generator is displayed throughout both plans.
lnformation on the JarRay study, related to the projects impact on tourism can be found on:
Page L0 & 62, Local events or festivals attract the most visitors to Ellensburg
Page 2I, 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 Square
as a gathering place. High Priority.
Page 28, Figure 9, Ellensburg Core Area Plan
Page 37 , Section 4.4, Enhancing the Visitors Experience, 4.4.7 Relocote visitors; center to
the core of downtown.
The long-term management of the property will fall under the City Parks & Recreation Department.
Four years ago, the City adopted a new special event 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.
Additionally, the park restroom has a concierge's office that will be staffed daily during summer
months by a part time employee or volunteer. Their role will to ensure that the park and restrooms
are clean, address park issues as they arise, and to provide information about the downtown.
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.
Park construction is anticipated to begin in July 2023, the construction timeline has the park being
completed by December 2023. Park design has already been approved by the City Landmarks &
Design Commission, plans are currently in the review process, which is overseen by the City of
Ellensburg Community Development Department. The bulk of the funding for this project is coming
from funding the City received through the American Rescue Plan Act (ARPA) and City park impact
fees. The budget for park construction is S2.4mm.
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 ce t the application thresholds are met at the time of application.
h-tvv
Signatu of Offic Representative Title Date
Tourism-Related, Smal l-Sca le Mu nicipa lity-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 550.000.00
xOther Grant Funds
List By Source (indicate if secured or applied)
*Other Local Government Funds 550,000.00
List By Source Citv of Ellensburs Park lmpact Fees
*Private Funds
List By Source (may include in-kind)
Total Available Funding
Project Expenses
Real Property or "Right-of-Way" Acquisition Cost
CapitalAsset Cost
Construction Cost or "Hard" Cost See attached proiect budget worksheet
lnclude an itemized list of general costs
For example: asset type and cost, site prep, building foundation and structure,
mechanicalwork, finish work, site restoration, electricalwork, 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 Project Costs
*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
order to meet the matching funds requirement. lf the funding source includes applicant funds, proof of
available funding in the form of a letter of commitment from an authorized body or representative of
the applicant is adequate.
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.
I further certify that the application thresholds are met at the time of application.
Signature of Official Representative Title Date
May 24,2023
Kittitas County Commissioners
205 W Sth Avenue, Suite 108
Ellensburg, WA 98926
RE: Letter of Support for Tourism-Related, Small-Scale Municipality Owned Capital
Projects
Dear County Commissioners,
At the May 24,2023 meeting, the City Lodging Advisory Tax Committee was informed
of and endorsed the City of Ellensburg sponsored project through the 'Tourism-Related,
Small-Scale Municipality Owned Capital Projects' program calling for the purchase of
shade tents for the Unity Park performance stage. Construction on Unity Park is
scheduled to begin later this summer and will serye as an amazing venue for events
and gathering space for the community. Please let us know if you need any further
information or have questions.
Sincerely,
f,-tt'na
Chair, City of Ellensburg Lodging Tax Advisory Committee
ffiEDA;^*wi$iu*
May 30, 2023
Kittitas County Lodging Tax Advisory Committee
Commissioners Office 205
W sth Avenue Suite 108
Ellensburg, WA 98926
Dear Committee Members,
On behalf of the Ellensburg Downtown Association, I would like e to strongly support the City of
Ellensburg's application through the'Tourism Related, Small Scale Municipality Owned Capital
Project' for the purchase and installation shade tents at Unity Park. As both a supporter and
organizer of local events, the EDA sees the benefits of this much needed project. Unity Park
will serve as the hub for our beautiful historic downtown, and the opportunity to enhance the
park and create a much more user-friendly environment for performers and event attendees will
provide many economic benefits for our County. As a result of this project, event organizers
will be able to offer a better performance environment that performers are looking to experience.
Thank you for your consideration of this project, our office would be happy to answer any
additional questions you may have.
Since
Vandenberg
Board President
Ellensburg Downtown Association
ELI.ENSB[!Rfr
May 3!,2023
Kittitas County Lodging Tax Advisory Committee
Kittitas County Cou rthouse
Commissioners Office 205
W 5th Ave Suite l-08
Ellensburg, WA 98926
Dear Committee Members,
Forthe better part of the last 25 years, the Unity Park site has been home for Jazz in the Valley,
now known as the Ellensburg Music Fest (EMF), which is an annual music event drawing
thousands of visitors to Kittitas County to enjoy three days of music, sun, and our beautiful
downtown.
Hearing that the City is applying for funding through the 'Tourism-Related, Small Scale
Municipality-Owned' project program has the EMF Board of Directors very excited. Each year
we run into challenges providing something as simple as shade for our performers, which is
especially important given the fact that our event takes place the last weekend of July, which is
arguably the hottest time of year in Ellensburg. The addition of a shade tents at Unity Park will
benefit both the performers and attendees and will undoubtedly have a significant impact on
our ability to provide top talent and entertainment year in and year out for our community.
We hope that the Committee will look favorably on this project and award funding. Please feel
free to contact with me any additional questions.
Sincerely,
/s/
Tony Swartz
President/Director
Ellensburg Music Festival
PRTFtRRTD C0NCEpT pLAN I AUGUST 2022
t"
{.t I
El -"'-'
tt
g'.4.
W 4TH AVE.
Stage (permanent)
Lawn
Comfort Station
Water
Shade Siructure (permanent)
Picnic Grove
I
I
,.:o
e
o
@
0
@
all1'- *'E-"*"t!E!,'i
@_ry-.e- r
"&,:f,..-\
jt$.{ .:_ -_. . :.:__!*_J
,G - 1 iq*i*r_g6;;d
%.s;%i
{'
rJJ
tsa
J4
H4-
,.*-tr* : O Lighting/SoundSupport
'{tt .--:'***
J*
i-a
- jt ' I\. d:
6?- ;:
F.lr"q
k g-r" it; * /1rr" -Xt...)
'' ..".,-r._ -,
r '- !-- -FRC
-cl'
TD
F /tf
..:*#j
t
UNITY PARK
City of Iilensbr-rrg , WashingtonWALKERMACY
ffi$ffiMSKYffi WilK.K1$ tffiffiKfiildffi NW
O Stage(permanent)
Lawn
Comfort Station
Water Feature
Shade Structure (permanent)
Picnic Grove
Lighting / Sound Support
Screen / Wind Block
Permanent Seating
Petrelief Area
.lj;
r,tS.'ffiffi
1
e
e
I
o
o
O
o
o
@
z
t
7z
(d
NPEARLSl
U|{ITY PARK
Clr,'v of F.llensbLfci , f!a!hjnq1.Jr)WALKER MACY
TNTRY FROM 4TH & P[ARt
_-----/
UNITY PARK
City of tlleirsbLrrg , VVashingtonWALKERMACY
DCW Cost Management
Prepared for:
City of Ellensburg
Unity Park
507o Construction Documents Cost Plan May 2,2023 2
Preparedby:
DCW\4
Brian Bishop
Walker Macy
217 Pine St, Suite 550
Seattle, WA 9810'1
(206) 582-3874
Katya Gamarnik
DCW Cost Management
415 '1st Ave N, #967'1
Seattle, WA 98109
(206) 249-7383
W M
DCW Cost Management
City of Ellensburg
Unity Park
Overall Summary
Scope of Work
Basis of Estimate
New Construction
Alternates
50% Construction Documents Cost Plan May 2,2023 3
Contents
4
A
bt
7
4EIJ
DCW Cost Management
City of Ellensburg
Unity Park
New Construction
50% Construciion Documents Cost Plan May 2,2023 4
22,811 117.06 2,670,296
Overall Summary
SF $/SF TOTAL
TOTAL RiCOMI\4END;D BUDGET 2,670,296
ALTTRNATES
Alternate 1
Alternate 2
Alternate 3
Alternate 4
Alternate 5
Curved wall at stage (Brick in lieu of concrete)
Building Option 1A - Unconditioned concierge area
Building Option 1B - Unconditioned concierge area, reduced wall
Building Option 2 - Reduce Size
Building Option 3 - Portland Loo
(22,460)
(46,432)
(61,058)
(224,986)
(333,086)
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 5
Scope of Work
Prolect Scope Description
The project comprises cost planning for the Unity Park located at 400 N Pearl Street in Ellensburg, WA.
The intended design package consists of new construction of a park within Ellensburg's downtown historic district boundary. The
park is intended to host a range of performances and events throughout the year while also serving daily activities as the downtown
'living room'. Primary program elements include a new comfort station building, permanent stage, interactive water feature, informal
seating, and planting.
The cost report is based on the following documents:
- 230329_Unity Park - 50% CDs, dated 3.28.23.
- 230329_Unity Park Landscape lmprovements Narrative, dated 3.29.23.
- 230106_Unity Park - Light Fixture Cutsheets, received 3.30.23.
- 230'106_Unity Park - Light Fixture Schedule, dated 3.30.23.
It is anticipated that the project will be delivered by the typical low-bid method. lt is expected there will be 4 to 5 qualified General
Contractors to maintain competitive pricing. lf the project is delayed for any reason, cost modifications will be required.
Projecl Design Documents
Procurement
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 6
Basis of Estimate
Assnmptions and Clarifi cations
This estimate is based on the following assumptions and clarifications:
1 Hazardous materials abatement is NOT included.
2 The majority of work will be performed during typical daytime hours.
3 Project location will be made unoccupied during construction.
4 Excludes jurisdiction fees and Owner's contingency.
5 Sales Tax is NOT shown and is assumed to be included in Owner's Project Cost Estimate.
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 7
New Construclion Summary
TOTAL0k$/sr
G10
G20
(JJU
G40
Site Preparation
Site lmprovements
Site Mechanical Utilities
Site Electrical Utilities
Gross Area:
10%
550h
4o/o
7o/o
22,811 SF
11.93
64.17
4.28
8.06
272,193
1,463,865
97,590
183,800
G Building Sitework 76Vo 88.44 2,A17,448
SITE ELEMENTAL COST BEFORE CONTINGENCIES 760/o 88.44 2,017,448
Contingency 7.50o/o 60h 0.00 151,309
SIi[ EL'MENTAL COST INCLUDING CONTINGENCIES 81%s5.08 2,168,757
General Conditions
General Requirements
Office Overhead & Profit
Bonds and lnsurance
Permit
6.50%
6.50o/o
5.50%
1.50o/o
5o/o
60/o
5%
10k
6.18
6.58
5.93
1.71
140,969
150,132
135,292
38,927
by Owner
SITE CONSTRUCTION COST BEFORT ESCALATION 9970 115.47 2,634,078
Escalation to Start Date (Q3 2023)1.38o/o 1o/o 1 .59 36,219
RECOMMENDED sUDGET 1007o 117.06 2,67A,296
NZn
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 8
New Construction
TotalQuantity Unit Rate
Control Quantitie$
Program Areas
ROW
Asphalt - alley
Unit pavers
Concrete
Pedestrian Paving
Concrete, vehicul a r rated
Unit pavers, brick
Site Development
Concrete stage
Concrete stairs
Concrete ramp
Water feature
Comfort Slation - building
Landscape
Planting area
Lawl
Gravel - dog areas
22,811 SF
1,090 sF
485 SF
445 SF
160 SF
14,050 SF
12,977 SF
1,073 SF
2,534 SF
1,116 SF
95 SF
2OB SF
365 SF
750 SF
5,137 SF
1,917 SF
3,130 SF
90 sF
G10 Site Preparation 22,811 SF 11.93 272,193
G1010 Site Clearing
SPCC Plan
Construction fence
Street cleaning
Temporary toilets
Construction entrance
Traffic control - part time
Erosion control
Tree protection - fencing
Utility protection
Construction survey, incl. layout
G1020 Site Demolition and Relocations
Demo - building
Demo - canopy, drivethrough
Demo - concrete, incl. subgrade materials
Demo - asphalt, incl. subgrade materials
Demo - sawcut
Demo - curb
Demo - planters
A
6
1
b
22,811
1
475
EA
LF
MO
MO
EA
MO
SF
SF
SF
SF
2,500.00
13.00
1,500.00
900.00
5,500.00
1,200.00
0.17
9,500.00
25,000.00
2,500
6,175
9,000
5,400
5,500
7,200
3,878
NIC
9,500
25,000
LS
LS
SF
820
1,305
6,280
11,140
712
1,115
3,890
LF
LF
SF
18.50
12.50
2.25
2.50
7.50
9.00
0.75
15,170
16,3'13
14,130
27,850
5,340
10,035
2,918
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 I
New Construction
TotalQuantity Unit Rate
Demo - irrigation
Demo - tree
Demo - light poles
Demo - utilities, incl. power and telephone services
Demo - storm sump pump
Demo - storm system
Demo - cap existing services for reuse (water and sewer)
Demo - wood pavilion, incl. conc steps and conc wall
Salvage and relocate - bull statue
Salvage - bell tower
Salvage - wind sculptures
Salvage - basalt columns and boulders
Salvage - bench
Salvage - metal pedesial
Salvage - wall plaques
Salvage - light pole
Salvage - flag pole
Salvage - signage
G1030 Site Earthwork
Site cut - 1' depth
Haul and dispose
Fill - stockpile, assume 20%
Grading and contouring
Base aggregates
G1040 Hazardous Waste Remediation
No work anticipated
3 SF
EA
EA
LS
890 0.1 q
550.00
850.00
15,000.00
584
4,950
3,400
15,000
incl. above
incl. above
incl. above
6,788
1,700
1,200
2,250
2,000
4,900
250
400
2,100
2,400
2,000
I
4
1
905 SF,1 EA
1EA
3EA
1LS
14 EA
1EA
2EA
2EA
3EA
1LS
7.50
1,700.00
1,200.00
750.00
2,000.00
350.00
250.00
200.00
1,050.00
800.00
2,000.00
804 CY
644 CY
161 CY
21,721 SF
302 CY
20.00
22.00
12.00
0.35
55.00
16,090
14,159
'1,931
7,602
16,583
NIC
G20 Site lmprovements 22,811 SF 64.17 1,463,965
G2010 Roadways
Demolition
Demo - brick, incl. subgrade materials
Sawcut
Demo - curb
Pothole existing sewer
Site prep and earthwork
Tree protection
Site and utility protection
Site cut - 1' depth
Haul and dispose
675
310
98
1
4.50
7.50
9.00
2,500.00
SF
LF
LF
LOC
3,038
2,325
882
2,500
3,750
3,500
807
711
5EA
1LS
40 CY
32 CY
750.00
3,500.00
20.00
22.00
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 10
New Construction
Quantity Unit Rate Total
Fill - stockpile, assume 20%
Grading and contouring
Base aggregates
New
Asphalt grind and overlay - alley, 8" thk. as required
Unit pavers, mortar - ROW
Concrete - vehicular
Restripe parking stalls
Curb and gutter
Mountable curb
o
1,090
20
97
coa
1,110
12,977 SF
1,073 SF
EA
LF
LF
EA
EA
EA
LF
SF
SF
SF
SF
SF
CY
12.00
0.35
55.00
16.50
28.50
117,148.80
41 ,1 00.00
NIC
214,121
30,58'1
117,149
incl. above
incl. above
41,100
3,600
18,000
5,250
23,658
12,664
23,712
7,930
55,242
8,320
5,225
58,219
21,000
UI
5l-
CY
485 SF
445 SF
160 SF
945 SF
75 LF
23 LF
2.85
22.50
16.50
0.75
35.00
30.00
1,382
10,013
2,640
709
2,625
690
G2020 Parking Lots
No work anticipated
G2030 Pedestrian Paving
Concrete - vehicular
Unit pavers, brick
G2040 Site Development
*Pricing provided by Streetlife
Shade structures
Stand-alone module
Extension module
lnstallation
Site furnishings
Bollard, removable
Conc seat wall
Conc seat wall w/ wood topping, 18"
Swing bench, custom
Bench with back
Bench, square 2x2
Low cable fence
Stage
Elevated concrete stage, 18"
Access ramp
Seat stairs, concrete
Concrete wall - curved
Cont. footing,3'x1'
1,116
1,116
208
95
863
28
1
4
8
1
2
72
35
2
4
12
122
LS
EA
EA
LS
'1,800.00
250.00
150.00
11,829.00
3,166.00
1,976.00
65.00
49.50
40.00
55.00
67.50
750.00
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 11
New Construction
Quantity Unit TotalRate
Water feature
Basalt pavers - 12"x24"x4"
Recirculating water feature
Mechanical equipment - pumps, filters, disinfectant and controls
Mechanical vault w/ recessed hatch access
Concrete support pad - 5'x5'x4'
Granite slabs, irregular , 6-9" thk.
Basin w/weir
Comfort station building
Foundations
Stem wall
Cont. footing, 2x1 (CMU)
SOG,4"
Footing drain
Steel - pipe
Superstructure
Exterior walls - CMU
HSS beams, 6x6x3/8
HSS beams, 6x6x8/8
W12x26
Joists - 2x8,24" OC
1/2" plywood sheathing
Tapered plaster soffit/roof overhang
Light well - metal clad
Exterior enclosure - CMU
Cladding - brick
Exterior glazing - storefront incl. operable ticket window
Door - HM, single
Door - glazed, double
Wayfinding
Roofing
Membrane roof system - TPO
Coverboard
Vapor retarder
Roof insulation, R-49
lntegral gutter w/ downspout
Skylight
lnterior construction
Partition - CMU
lnterior of exterior - GWB
Door - WD, single
120
21
720
120
2
55.00
750.00
13.10
30.00
685.00
6,600
15,944
9,432
3,600
1,370
365 SF
365 SF
45 SF
1LS
1LS
SF
EA
EA
ZI
42.50
200.00
60,000.00
20,000.00
20.00
2,250.00
1 ,100.00
15,513
9,000
60,000
20,000
540
33,750
3,300
62.50
1 3,1 00.00
1 3,'1 00.00
1 3,1 00.00
18.50
5.50
45.00
85.00
15
a
720 SF
627
2.43
tqn
0.21
2,304
1,190
375
145
LF
\-Y
SF
LF
EA
SF
TN
TN
TN
LF
SF
SF
SF
62.50
8.50
2,200.00
39,188
31,859
32,694
2,725
42,624
6,545
16,875
12,325
30,000
5,330
2,200
578 SF
223 SF
3EA
lEA
1LS
55.00
1 10.00
2,500.00
6,1 25.00
1,500.00
a4 70n
24,530
7,500
6j25
1,500
1,142 SF
1,142 SF
1,142 SF
1,142 SF
,I5O LF
48 SF
19.50
8.45
4.15
6.50
26.00
115.00
22,269
9,650
4,739
7,423
3,900
5,520
480 SF
627 SF
1EA
DCW Cost Management
City of Ellensburg
Unity Park
50% Construciion Documents Cost Plan May 2,2023 12
New Construction
Quantity Unit Rate Total
lnterior finishes
Floor - concrete, sealed
Walls - painted
Walls - tile
Ceiling - GWB, painted
Ceiling - tile
Restroom - fit out
Plumbing
Water closet
Lavatory
Service sink
Hose bib
Floor drain
Drinking fountain
Floor cleanout
WS - pipe
SS - pipe
lnsulation
Hot water heater, 20 gal
Water circulation pump
Backflow preventer
Expansion tank, 2 gal
Valves and fittings
Stainless steel scuppers
Mechanical
Minisplit
Exhaust fan
Grilles, registers and diffusers
Electric unit heater
Ductwork
Controls
Testing and balancing
Electrical
Main distribution board
Electrical panel
Feeders
Light fixtures - XL4
Light fixtures - XL7
Exterior lighting
XL6
XL8
Convenience power
2.75
2.20
20.00
11.50
20.00
750.00
1,980
2,145
10,800
5,175
1,620
1,500
720 SF
975 SF
540 SF
450 SF
8,1 SF
2EA
2EA
2EA,1 EA
2EA
5EA
1EA
lEA
195 LF
224 LF
195 LF
1EA,1 EA
2EA
1EA
1LS
12 EA
720 SF
1EA
1EA
5EA
4EA
914 LBs
1,142 SF
40 HRs
720 SF
1EA
2EA
720 SF
8EA
2EA
1,750.00
1,400.00
1,350.00
685.00
800.00
4,800.00
850.00
45.00
45.00
15.00
2,000.00
'1,850.00
3,650.00
1,500.00
7,500.00
350.00
4,500.00
4,100.00
210.00
1,200.00
14.50
8.50
135.00
425.00
800.00
495.00
3,500
2,800
1,350
1,370
4,000
4,800
850
8,775
10,091
2,925
2,000
1,850
7,300
1,500
7,500
4,200
4,500
4,100
1,050
4,800
13,247
9,707
5,400
25,000.00
7,500.00
4.50
450.00
400.00
25,000
15,000
3,240
3,600
800
7
J
b
EA
EA
EA
2,975
2,400
2,970
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 13
New Construction
Quaniity Unit TotalRate
Equipment connections
WAP
Controls
Equipment/furn ishings
Fire extinguisher cabinet
Knox box
G2050 Landscaping
Trees
City Sprite Japanese Zelkova, 3" cal.
Honey locust, 3" cal.
Norway maple, 3" cal.
Red maple, 3" cal.
Top soil
Tree grate
Planting area - shrubs and groundcover
Top soil - '18" depth
Mulch - 3" depth
Shrubs - 1 gal., 24" o.c.
Lawn - high performance
Top soil - amendment
lrrigation
Planting area - shrubs and groundcover
Lawn
Bubbler nozzles at tree grates
Devices and controls - incl. controller, back flow and double check
Metal edge
Gravel
Landscape boulder
8EA
1EA
720 SF
1,917 SF
3,130 SF
3EA
1LS
20 LF
3CY
5EA
550.00
2,000.00
5.00
375.00
200.00
4,400
2,000
3,600
EA
EA
375
200
11 EA
5EA
3EA
1EA
2EA
186 CY
3EA
1,917 SF
107 CY
18 CY
479 EA
3,130 SF
116 CY
650.00
650.00
650.00
650.00
45.00
1,700.00
3,250
1,950
650
1,300
8,350
5,100
45.00
40.00
12.50
1.75
20.00
4,793
710
5,991
5,478
2.319
2.00
1.75
450.00
5,000.00
14.50
65.00
225.00
3,834
5,478
1,350
5,000
290
217
1,125
G30 Site Mechanical Utilities 22,811 SF 4.28 97,590
G3010 Water Supply
Connection to existing
Devices and controls
Water meter. 1 1/2"
G3020 Sanitary Sewer
Connection to existing
Devices and controls
2
1
EA
LS
EA
LS
3,500.00
15,000.00
3,500.00
15,000.00
3,500
15,000
incl. above
7,000
15,000
G3030 Storm Sewer
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 14
New Construction
TotalQuantity Unit Rate
Connection to existing
Area drain
Catch basin
Cleanout
Storm drain, 6"
Trench drain
3,500.00
3,500.00
3,000.00
850.00
65.00
75.00
3,500
14,000
6,000
1,700
21,840
10,050
1EA
4EA
2EA
2EA
336 LF
134 LF
G40 Site Electrical Utilities 22,811 SF 8.06 183,800
G401 0 Electrical Distribution
Power distribution
Convenience power - receptacles, WP
G4020 Site Lighting
Event pole light - Pl , incl. footing - 16' ht.
Event pole light - P2, incl footing - 18' ht.
Spot light - XLlA and XLl8
Bollard light - XlS
G4090 Other Site Electrical Utilities
Event power, allow
1.5" conduit
EV charging station - infrastructure
Conduit
6,000.00
6,500.00
485.00
1,500.00
12,000
19,500
4,850
7,500
1
110
2
60
15,000
13,750
5,600
8,700
2
J
10
5
610 LF
13 EA
145.00
650.00
15,000.00
125.00
2,800.00
145.00
88,450
8,450
EA
EA
EA
EA
LS
LF
EA
LF
DCW Cost Management
City of Ellensburg
Unity Park
50% Construction Documents Cost Plan May 2,2023 15
Alternates
Unit Rate Total
Alternate 1 : Curved wall at stage (Brick in lieu of concrete)
DEDUCT
Concrete wall - curved
ADD
Brick wall - curved, 10' ht.
Concrete wall - curved, 18" ht.
Altemate Cost Before Markups
Contingency
General Conditions
General Requirements
Office Overhead & Profit
Bonds and lnsurance
Permit
Escalation to Start Date (Q3 2023)
863 SF
750 SF
,1 13 SF
55.00
67.50
41,250
7,594
(16,969)
(67.50) (58,21e)
7.50o/o
6.50%
6.50%
5.50%
1.50%
1.39o/o
(1,273)
(1,186)
(1,263)
(1 ,1 38)
(327)
by Owner
(30s)
(22,460)
Alternate 2: Building Option 1A - Unconditioned concierge area
DEDUCT
Exterior enclosure
Exterior glazing - storefront incl. operable ticket window
Door - glazed, double
lnterior finishes
Walls - painted
Mechanical
Minisplit
Ductwork
Controls
Electrical
Feeders
Light fixtures - XL4
Convenience power
Controls
ADD
Exterior fence - decorative
Access gate - double
Alternate Cost Before Markups
Contingency
General Conditions
General Requirements
Office Overhead & Profit
Bonds and lnsurance
Permit
Escalation to Start Date (Q3 2023)
(223) SF
(1) EA
(320) SF
(1) EA
(208) LBs
(260) SF
(260) SF
(4) EA
(1) EA
(260) SF
1 10.00
6,'125.00
4,500.00
14.50
8.50
4.50
450.00
495.00
5.UU
185.00
4,850.00
(4,500)
(3,016)
(2,210)
(24,530)
(6,125)
2.20 (704)
(1,170)
(1,800)
(4e5)
(1,300)
LF
EA
caJ'5,920
4,850
(35,080)
7.50o/o
6.50%
6.50%
5.50%
1.50o/o
1.38o/o
(2,631)
(2,451)
(2,611)
(2,353)
(677)
by Owner
(630)
(46,432)
Alternate 3: Building Option 1B - Unconditioned concierge area, reduced wall
DEDUCT
Foundations
Stem wall
Cont. footing, 2xl (CMU)
Superstructure
Exterior walls - CMU
Exterior enclosure
Exterior glazing - storefront incl. operable ticket window
Door - glazed, double
lnterior finishes
Walls - painted
Mechanical
Minisplit
Ductwork
Controls
Electrical
Feeders
Light fixtures - XL4
Light fixtures - XL6
Convenience power
Controls
ADD
Exterior fence - decorative
Access gate - double
Altemate Cost Before Markups
Contingency
General Conditions
General Requirements
Office Overhead & Profit
Bonds and lnsurance
Permit
Escalation to Start Date (Q3 2023)
(17) LF
(1) cY
(170) SF
(223) SF
(1) EA
(320) SF
(1) EA
(208) LBs
(260) SF
(260) SF
(4) EA
(1) EA
(1) EA
(260) SF
55.00
4,850.00
1 10.00
6.'125.00
2.20
4,500.00
14.50
8.50
185.00
4,850.00
(e35)
(6,1 07)
(24,530)
(6,125)
(704)
5,920
4,850
(46,130)
62.50 (10,625)
(4,500)
(3,016)
(2,210)
4.50
450.00
425.00
495.00
5.00
(1,170)
(1,800)
(425)
(4e5)
(1,300)
LF
EA
7,50%
6.50%
6.50%
5.50%
1.50o/o
1.38o/o
(3,460)
(3,223)
(3,433)
(3,0e4)
(8e0)
by Owner
(828)
(61,058)
Alternate 4: Building Option 2 - Reduce Size
DEDUCT
Foundations
Stem wall
Cont. footing, 2x1 (CMU)
SOG,4"
Footing drain
Superstructure
Exterior walls - CMU
HSS beams, 6x6x3/8
HSS beams, 6x6x8/8
Joists - 2x8,24" OC
1/2" plywood sheathing
Tapered plaster soffit/roof overhang
Light well - metal clad
Exterior enclosure - CMU
Exterior glazing - storefront incl. operable ticket window
Door - HM, single
Door - glazed, double
Roofing
Membrane roof system - TPO
Coverboard
Vapor retarder
Roof insulation, R-49
lntegral gutter w/ downspout
Skylight
Exterior enclosure
Exterior glazing - storefront incl. operable ticket window
Door - glazed, double
lnterior construction
lnterior of exterior - GWB
Door - WD, single
lnterior finishes
Walls - painted
Mechanical
Minisplit
Ductwork
Controls
Electrical
Feeders
Light lixtures - XL4
(1e2)
(1 e2)
(1e2)
(1e2)
(25)
(48)
SF
SF
SF
SF
LF
SF
19.50
8.45
4.15
6.50
26.00
I 15.00
(3,744)
(1,622)
(7e7)
(1,248)
(650)
(5,520)
(35) LF
(1) CY
(275) SF
(35) LF
(170) SF
(0.8s) TN
(0.87) TN
(806) LF
(275) SF
(100) sF
(145) SF
(35)
(223) SF
(1) EA
(1) EA
(223) SF
(1) EA
1 10.00
2,500.00
6,1 25.00
1 10.00
6,125.00
8.50
2,200.00
2.20
4,500.00
14.50
8.50
4.50
450.00
(24,530)
(2,500)
(6,125)
(24,530)
(6,125)
(1,8e6)
(2,200)
(704)
(4,500)
(3,016)
(2,210)
Atr NA
185.00
13.10
30.00
(1,e25)
(247)
(3,603)
(1,050)
62.50
'13,100.00
'13,100.00
18.50
5.50
45.00
85.00
(10,625)
(11,151)
(11,443)
(14,e18)
(1 ,513)
(4,500)
(12,325)
(223)
(1)
SF
EA
(320) SF
(1) EA
(208) LBs
(260) SF
(260) SF
(4) EA
(1,170)
(1,800)
DCW Cost Mana@neehience power
Controls
Altemate Cost Before Markups
(1) EA
(260) SF
495.00
5.00
$e6P
(1,300)
(3,052)
(169,980)
Contingency
General Conditions
General Requirements
Office Overhead & Profit
Bonds and lnsurance
Permit
Escalation to Start Date (Q3 2023)
7.50Yo
6.50%
6.50%
5.50To
1.50o/o
0.00%
1.38o/o
(12,749)
(11,877)
(12,649)
(11,3ee)
(3,280)
(224,986)
Alternate 5: Building Option 3 - Portland Loo
DEDUCT
Comfort Station
ADD
Portland Loo
Alternate Cost Before Markups
Contingency
General Conditions
General Requirements
Office Overhead & Profit
Bonds and lnsurance
Permit
Escalation to Start Date (Q3 2023)
(1) LS 581,651.50 (581 ,652)
2 EA 165,000.00 330,000
(251,652)
7.50o/o
6.50%
6.50%
550%
1.50o/o
0.00%
1.38o/o
(18,874)
(17,584)
(18,727)
(16,876)
(4,856)
(4,518)
(333,086)
DRAFT FOR
COMMITTEE REVIEW
City of Ellensburg
Tourism Strategic Plan
2020-2A24
Prepared by:
jayRay
535 Dock Street, Suite 205
Tacoma, Washington 98402
C,t'1 :.f Eil:r,scurg
ii'r3-t1g3; rourism S trei:egic F l;;,
?r']10
Co nte nts
P.3
P,4
P,6
P. 15
P.24
P. 39
P.47
P.55
lntroductl0n
Executive Summary
Research & Discovery
. Stakeholderlnterviews
. Visitor Survey
r Current Marketing
Strategic Plan Framework
. Situation
. Goal, Vision, Strategy
' Funding
r Staffing
: Positioning
Leisure Tourism
Sports Tourism
Meetings Tourism
Appendices
. Executive interviews
r Visitor Surveys
r CWU Collaboration: College
Town [xamples
Cit:Y of Ellensbui-g
Five-Year Tourisrn Stfaiegic Plan
?_
-lal c
lntroduction
The Ellensburg 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 (LTAC) 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:
Citv of Ellensbure mnrehensive Plan
Citv of Ellensburg Parks & Recreation Comprehensive plan Update
Ellensburg Downtown Market Studv and Economic Development plan
Citv of Ellensbure Wavfindins Plan
Kittitas Countv Tourism lnfrastructure Plan
Kittitas Vallev E Center Master Plan
. Kittitas County Comprehensive Plan
Plan Elements
The tourism strategic plan builds on and refines current marketing efforts with a focus on:r Advertising
' Website and other content platforms
r Visitor information centers and kiosks
. Visitor information services near freeway interchanges
r Destinationpromotions
' support of destination marketing organizations through lodging tax funds
Tourism Strategic Plan Committee
Thank you to the following individuals who participated in the advisory group and planning sessions:
' Amy McGuffin, CEO, Kittitas County Chamber of Commerce
' Brad Case, Director, City of Ellensburg parks and Recreation
. Carolyn Honeycutt, Economic Development Manager, City of Ellensburg
' Madison Ford, Director of Tourism and Events, Kittitas County Chamber of Commercer Matt Anderson, LTAC Member and General Manager, Holiday lnn Express
' Molly Jones-Kerchner, Executive Director, Ellensburg Downtown Association
n Nicole Klauss, Ellensburg City Council Member, Chair of LTAC, and Content and Events Marketing
Supervisor for Central Washington University publicity Center
. Teri Olin, Marketing Manager, CentralWashington University
City of Ellensburg
Five-Year Tourism Strategic Plan
t
I
I
I
:
I
3?0:t9
Ellensburg's goal is to support a healthy economy through increased tourism. The city will grow
tourism by refining and enhancing its leisure tourism marketing and by reaching new audiences
through sports and meetings tourism.
Ellensburg Tourism Plan [xecutive Surnmary
Over the next five years, Ellensburg will:
1. 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.
Z. Establish baselines and specific goals to measure its tourism effort. Expand reporting to include
economic impact indicators and regular visitor surveys, as well as current analytics.
3. 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.
4. lmprove its online presence through a new website. Work to increase positive mentions on third-
party online travel sites.
5. Create a robust social media program that reaches new audiences through travel influencer
blogs, posts and social media takeovers. Make Ellensburg more socially "shareable."
6. 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.
7 . Focus advertising efforts on audience profiles and markets most likely to produce results-
western Washington adults seeking reasonably-priced escapes. Test new digital advertising
opportunities including those targeting sports and meeting event planners,
8. 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.
9. Partner with other organizations to promote significant tourism opportunities.
City of f liensburg
Five-Year Tourisrn Strategic Plan
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
County, They're "comfortable," but not
wealthy.
/ 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 L-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.
r' lts historic downtown offers authentic, unique
experiences.
/ lt has underutilized, quality sports facilities.
/ lts natural environment provides rich assets for
leisure and sports tourism.
2019
Tourism Plan Executive Summ ary, p.2
Positionlrebrand & new creative
Add outreach staff
New website
Downtown visitor kiosk & signs
Mobile visitor information center
Visitor survey
Advertising
Social media influencer campaigns
Add content on 3'd party websites
E-newsletter
Leisure travel partnerships
il,'r''.i L,.t
lt rJ:fi:! 4"r
! i{ir:
:'i llj ,.,jlij;a
' ) r:.';,ii r iitli,'qii
:?.::?:t i::a
i'.ii.1:i'lrii;t
'.i.1:' 2 i... 2 t ;i.j l' ;.,
:, !. . '.;:-t'.:t t i
,.ilIt ri_s;ii.irfi
lit;tiir,"
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
group
Begin meeting tourism outreach
Add meetings web content
Create meetings tourism guide
Created Meetings Linkedln page
Meetings trade show exhibits
Host meeting planner dinners
City of Ellensbiri"g
Five-'lear Tou;'isnr Strategic P{an 52019
Ellensbu rg Resea rch a nd Discovery
City of f llensburg
Five-Year Tourism Strategic Plan
62019
Resea rch a nd 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 1"6 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.
Rather than 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 still very much what it has been-a relaxing, friendly small
ranching and college town. lt's on its way to becoming more artsy
(music, 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. li'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 mentioned by stakehotders
were:
. "There's always something happening" events town. "Western heritage" town. "A place to escape" town
r "Meet in the middle" town
City of e llensburg
Five-Year Tourisrn Strategic plan
QUOTES OF NOTE
'Unlike Leavenworth ot
Winthrop, the activities
change so there's a
reason to come back,
We always have some
fun activity going on,"
"You cdn't have festivals
all the time, but you can
have a festive
atmosphere all the time.
Ellensburg should have
more street vendors and
the city needs to help
make that happen."
"The rodeo is still very
important, but the
western theme for
Ellensburg is waning,
Our culture has
changed; t te are more
and more influenced by
the college and by the
"wet" side."
"fd like to see us play up
the Western way of life.
I see us appealing to the
city dwellers who find
the country life
appealing."
720r"9
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 of an 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 canrpaigns 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 appealto 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 "easily 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 community 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 stakeholder interviews, please go to Appendix A, page 52.
Clty of Ellensburg
Five-Year Tourism Strategic Plan
B
QUOTES OF NOTE
"As far as visitors, we
seem to see mostly
empty nesters . #7
attractio ns for o ut-of-
town guests are the
rodeo ond the university
Adventure seekers go to
Roslyn."
"We cater to the older
crowd - empty nesters.
fd like to grow the
you nge r co u ple s. Peo ple
looking for good beer,
good food, outdoor
recreation. Somewhere
to hike, Iisten to live
music, get o beer."
"l'd like to see us do
more with CWU olumni."
"ln general, Ellensburg is
welcoming to odult
alumni and porents.
Sometimes there is
friction with students and
businesses downtown.
But a student's bad
experience with a
downtown business will
impact their interest in
being a future tourist
here."
2019
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, 52i.
people responded. lt is important to note that the email list was weighted toward event ticket holders
(77%l.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?
45-65+ years old. Based on the survey responses, the
most likely visitor is well-settled in their career, families
and life.
Western Washington residents. More than 57 percent
of respondents were from Western Washington -29
percent came from 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 $1"50,000+ category than
other groups. Based on Pew Research categories, the
majority of respondent households are upper middle
class.Visitors' Homes . Western Wa
3% 3%
n Central Wa
E Other Eastern WA
t5o/o " Tri-Cities
57% 'Spokane
r Oregon
City of Eilensburg
Five-Year Tourism Strategic Plan
Age
25.34 35.44 45.54 S5-&4% 65'
9
King County makes up 29 percent of survey respondents. The county's demographic makeup is
different from other Washington state counties in two key areas:. Medium income Sfgf a year higherthan Washington statet 21% of residents are foreign-born
King County Difference
Source: DataUSA.io
2019
Research and Discovery: Visitor Surveys
What attracts visitors? What 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.
. 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.
Downtown ambiance,
aft and history
(s%)
VisitirB Central
Washington
Universitv
(s%)
What best describes your reason
for visiting?
A weekend getaway
(11%l
Local event or
festiva[ (jazz,
beer, film or
otherl)
(37%\
Eltensburg Fodeo
(17%)
Visitingfriends
and family
(18%l
Rate how much
you agree or
disagree that you
visit Ellensburg
for these
features?
Events and
festlvals
O€wntown
outdoor
recr€{tion
l"lusic scena
Food, drink,
night life
Enough
hotels?
puk:
o% r0% n!% 3tt% 4gv. 50 50% 70% 80va 90% too%
!StronglyAgree lAgree i:r;Unsure ffiDlsagree ffistrongtyDisagree
City oi El{ensburg
Fi're-Year Tourisnr Strategic Plan
2019 r0
Resea rch a nd Discovery: Visitor Su rveys
What do visitors do in Ellensburg? Future plans?
r Most respondents stayed overnight in Ellensburg, but a significant number (28 percenti made it a
day trip.
' Most will return to Ellensburg one to two times in the next 12 months (57 percent).
' ln ranking the vacation-worthy features of Ellensburg, respondents ranked visiting shops, museums
and galleries in historic downtown at the top list of their, followed by the Ellensburg Rodeo, then
B rewfest a nd bee r/wi n e/cid er/wh is key tasti ngs.
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)
Msiting shops, museums and galleries
in historic downtown Ellensburg
1
17.59Yo
5't
23
2'l.38Vo 20.690/o
62 60
4
17.59%
51
5
11.O3o/o
32
6
6.21o/o
'18
5.52o/o
16
TOTAL
290
SCORE
4.76
Ellensburg Rodeo, Sphit of the West
Ccwboy Gathering and similat activities
13-45o/o 12-76o/o 10.347o 8.97e/o 14-83o/o
39 37 30 26 43
28.28o/o I 1.38o/o
3382 290 4.s2
Brewf€st and beeriwinelcider/whiskey
tastings
20.34o/o 15.52e/o 13.79% 12.070/o
40 35 2845AO
16.21o/o
47
9.66%12-41o/o
JO 290 4.33
Jazz in lhe Valley and other 16.21o/o
47
13_4s%
39
13.10o/o
38
18.620/0 14.83you43 14.830/0 8-97%
musicevenls 43 26 290 4.17
Kittitas County Fair and similar family 5.17olo
15activities
19.31a/o 20.000/o
56 58
16.55% 20.69%
48 60
13-1oa/o
38
5.17o/o
15 290 4.12
Hiking, biking, rock climbing, rafting and
similar activities
8-28% 12.76a/o 11.38o/o
33
16.55%
48
18.28% 28.62%
53 83 290 3.74
4.14o/o
123724
Fishing or hunting 4.14Yo
12
4.140/0
12
8.280/o 8.28% 10.00%
City of Ellensburg
Five-Year Tourism Strategic Plan
12.76o/o
37
52.41o/o
152292424 290 2.36
2019 11
Research and Discovery: Visitor Surveys
What do visitors think of Ellensburg?
. When asked to share three words that best describe Ellensburg, survey respondents most commonly
listed off {in this order):
1) Friendly
2) Rodeo
3) Country
4) Relaxing
rmrng
ood
A word cloud built from
the most cornmon
descriptive words used
for Ellensburg. The
larger the worci-the
more often it was used.
tAtvv
" 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 50 percent chose the description: A
quaint smalltown with a Western heritage'
^rl-^-
,.^l-- --wtntrr {PHrdsrt
specify)
A base camp for
the great outdoors
6%
An invitlng
ccmmunlty whrre
there's always some
event or festlva..,
3t%
A quaint smalt
town with aWestern
heritage
so%
A tively cotlege
town tvlth a Sood
nlght tlle
s%
Please see AppendixB, page 58, for all survey results.
City of Eliensburg
Fi\ie-Year Tourism Strategic Flan2019 1l
Cu rre nt M a rketing
Budget
Kittitas County Chamber of Commerce is the destination
marketing organization for Ellensburg. Under this
contract, tourism marketing and its key components
have a budget of 541"1,680 (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:
' Visitor lnformation center: $162,000
. Website Maintenance: $13,000
' Collateral Materials: $30,000
. Marketing and Advertising: S206,680
August Advertising Sna pshot
ln August 2019, more than $13,000 was spent in media
buying for the following advertising efforts:
Hulu Video
Google Display
Twitter Boosted
posts
Boosted
posts
e-news
s7,499.98
$z,sog.4.o
S1,969.83
s1,149.6
unknown
unknown
232,085
4.3 M
746,916
L70,633
400
48
31,355
958
Slr cprvr
So.oe cpc
So.og cpc
S1.20 cpc
unknown
21,887
Facebook
Google Search****
*Media costs only
**CPM (Cost Per Mille - or cost per 1,000 ad impressions)
''.** CPC (Cost Per Click)
*{'i**This was not included in the August analytics report, but is currently running
City of Eilensburg
Firre-Year Tourism Strategic plan
68
Email 66
MARKETING BUDGET
ATLOCATION
r Visitor lnformation Center
I Website Maintenance
H Collateral Materials
tr; Marketing and Advertising
37%
s3%
Channel Method/
Tactic
lmpressions/
e-newsletter
opens
Clicks to
website or
landing
page
E-news sign
ups
cPM**/
cPc*{.*
2019
IJ
Cu rre nt M a rketing
August Social Media Snapshot
MyEllensburg marketing includes posting and maintaining engagement on the following social sites
YouTube
44,946
3,215
1,450
556 monthly
viewers
56 subscribers
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 860/o Up (positive)
Facebook
Twitter
lnstagram
Pinterest
Yes
Yes
No
No
No
Advertising?Platform Followers
New Users Average Visit
Duration
Bounce
Rate
Trend
{Up or down
from previous
month)
City of Ellensburg
Five-Year Tourism Strategic Plan2019 \4
Ellensburg Strategic Tourism Plan
2020-2024
City of Ellensburg
Five-Year Tourism Strategic Plan
2019 15
Ellensbu rg Tourism Situation
An ideal location
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 crossroads 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 beerr 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 overtouristed destination. lt's historic downtown, city parks, walkingtrails,
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 Cou nties. 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 draw people to the campus and city. CWU's arts and
culture programs benefit the community and visitors alike.
A sigi'raiui"e eveni
The Ellensburg Rodeo has been bringing the Northwest to Ellensburg for nearly L00 years. The signature
event drew 37,000 fans in 2019 (up from 36,000 in 2018). For many fans, the event is an annual tradition
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 appeal to 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 claim
that in Ellensburg, "There's always something going on."
City of El!ensburg
Five-Year Tourism Strategic Plan2019 16
Situation, continued
The many faces of Ellensburg
' 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 show.ed 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
' 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.
r CWU students from Western Washington often go home on the weekends rather than have friends
and family come to visit them in Ellensburg.
' Traffic inlhe Puget Sound region is bad and, as the population grows, traffic congestion has
extended over Snoqualmie Pass, potentially affecting visitor ex[eriences. Currenily travelers still
flock over the pass (notably to Leavenworth and Chelan), hut tiaffic may be an issue in the future.
I car ownership rates in Seattle are trending down (currently about L7 percent), especially for thoseunder 35. Because Ellensburg is a road trip destination with no rail or commeicial air, the bus or carrental is the only alternative for those without a car.
o
-
City of Ellensburg
Fi\re-Y€ar Tourism Strategic plan
2019 I7
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 festivalsr Rodeo-western heritager Historic downtownr Authenticexperiences, operator-ownedr Central Washington University eventsI Outdoor recreationr Affordable and often unique venues for small-to-
mediu m size meetings/conferencesr Significant ballfield resources for sports
tournamentsr New boutique hotel
WEAKNESSES (-)
' Lack of a convention center
' No dedicated staff for recruiting and acting as a
liaison for group activities (business or sports)r Limited in-town child-oriented activities. Small downtown shopping districtr lnconsistent collaboration between the town and
universityr lnsufficient wayfinding signs for visitorsr Undefined or transitioning brand
oPPoRTUNITIES (+)
r Central, accessible locationr Excellent weather, four seasons. 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 (-)
Heavy traffic on Snoqualmie Pass
Students commute home often
Ca r-dependent destination
Other weekend get-away destinations have
stronger "brands"
Changing demographics
Changing attitudes toward rodeo
Snow on the pass during winter season
t
City of Ellensburg
Five-Year Tcrurism Strate gic Plan2019 1B
Pla n Fra mework
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 whileproviding 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 downtownprovides a year-round attraction and its scenic surroundings provide opportunities for all forms of outdoor
recreation.
Strategy
Ellensburg willgrow tourism by refining and enhancing its leisure
tourism marketing and reaching new audiences through sports and
meetings tourism programs.
1. Leisure Tourism. Ellensburg will seek to:
a) Better distinguish itself from competing destinations
b) Reach a more targeted audience
c) lmprove visitor experiences
d) Measure success through economig as well as analytic
indicators
e) Collaborate more closely with Central Washington
University and other community partners on targeted
audiences or significant celebrations
2. Sports Tourism. Ellensburg will promote its location, the
facilities at Rotary Park, other park/publicfacilities and free-
time activities to amateur 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 leisure 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 Strategic pian
DEFINITIONS
For the purposes of this
plan, we willuse the
following definitions:
. A goal is a broad
primary outcome.
I 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 toolyou
use in pursuing an
objective associated
with a strategy.
2019 t9
Pla n Fra mework
Proof Points {To be adapted to each audience)
' Ellensburg 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.
. There's always something to do in Ellensburg with a rich calendar of events for every interest.
. Ellensburg gives you easy access to hundreds of miles of open space, trails and waterways.
Funding Assumptions
The tourism plan uses a baseline budget of $46L,680 for marketing/advertising, web, collateral and visitor
centers in 2020 (2019 funding plus $50,000) which is funded through the Lodging Tax Advisory
Committee (LTAC) . Approximately $ZZS,00O 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 growth trends. Tactics that may exceed those funding levels are called out in the following
workplan and may require additional funds or new funding sources.
. 2O20:5461,680 (S225,000 for marketing and advertising)
. 202'J.:5484,764 {5236,250 for marketing and advertising)
t 2022:5500,002 (S248,063 for marketing and advertising)
r 2023: S525,452 ($260,466 for marketing and advertising)
' 2024: $551,725 {$273,489 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.
Siaffing 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 2021-, 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 requires 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.
Crly oi Ellensburg
Five-Yeai Tcurisnr Strategic Plan2019
20
Pla n Fra mework
Long-range Community Goals Benefiting 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 recomrendations are importaniior tourism inthe long-term and benefit the community overall. Some of the following are addressed in other city plansor are within the scope of other departments.
1) Downtown development. Ellensburg's downtown is a major visitor attraction as well as being acommunity gathering place. Efforts should continue to encourage the development of businJsses andamenities that serve both visitors and comrnunity. The new plaza will be a great improvement fordowntown. Continue to strive to create a downtown that is iestive every dly, not just during events.
2l Transportation. Ellensburg is car-dependent and this has implications for attracting travelers whodon't own cars or those traveling greater distances. Nearby destinations such as yJkima andwenatchee have air and train access. once in Ellensburg, tiavelers have access to Uber, Lyft and taxiservice. However, the service is not always available or reliable.
a) Continue work to make private and eventually commercial flights possible into Bowers FieldAirport.
b) Explore bike or scooter sharing opportunities.
c) Expand CentralTransit to visitor destinations.
3) lnterchange beautification and signage. Ellensburg,s ,,front door,, off l-90 reflects little of the charmand character to be found in the downtown. ln addition to wayfinding signage, it would be beneficialto look at the "curb appeal" of these entrances and implemeni a ptarito-ma-ke'improvements.
4l Development of a conference center. This is_ a long-term goalthat will require a feasibility study.Growth of the meetings tourism program will help determine the timing of this study.
5) Development of a large-scate recreation center, This long-term goal will require a feasibility study.While it would largely benefit the community, there would be tourism beneiits as well.
6l Development of a large-scale performance center. This may be done in conjunction with the reccenter. 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 Ellensburg
Five-Year Tourisrn Strategic plan
2019
77
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 le-aders shared their visions for
an evolviig community with a growing university influence and strong offering in the arts,.craft
beveragesloutdoor opportunities, festivals and events. The "My Ellensburg" theme has.allowed tourism
markei'lng'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
2) Resonates with visitors . lt offers what they wont and what they believe Ellensburg can
provide.
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 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
Authentic
Open-hearted
Fun-loving
Slownr-naced
Strong
Be part of something vibrant, meaningful,
memorable
Outdoor-loving Enjoy natural beauty and open spaces
City of Fllensburg
Iive-Yeai Tourism Strategic Plan2019 22
Positioning Ellensbu rg to Visitors
Theme Options
7, Ellensburg*Naturally independent
Free to be yourself, free to discover
2. EllensburgUnliltered
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 Fllensburg values and gives visitors a sense of freedom and escape. Natuially lndependent
Ellensburg is a place where independent shops, pubs and restaurants thrive, where people iollow 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 Tourisrn Strategic plan
2019 23
Ellensbu rg Leisu re Tourism
Work Pla n
!''ffi
Ciiy of [iiensburg
Firls-Ys3 r'lourism Strategic 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
2) 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-mouth. Ellensburg's curient iourism
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 likelyto visit and A/B test creative to
continually improve the approach
' 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 yeals 4-5.
City of Ellensburg
Five-Year Tourisrn Strategic Plan
SocialMedia
Publicity
Advertising Survey
Website
vlc
Onsite
Visitor social media
Visitor
E-newsletter
Partners
Online Tourism Sites
VIC Offsite lnformation
Partnerships
2019
Leisu re Tourism : Objectives
Measurable Objectives
The following objectives should be reviewed and revised yearly to adjust for market conditions,
funding, staffing and other variables.g
2020 t5% over
2019 baseline
in months of
2027 10% increase
over 2020.
2022 5% increase
^, .^- tnt 4uvtl 4v4l
2023 10% increase
over 2022
2024 5% increase
over 2023
15% increase
over 2019
baseline for
10% increase
over 2020
10% increase
^..^- 1n't4uvtr 4u4t
10% increase
over 2022
10% increase
over 2023
Track
appropriate
analytics for
platform and
establish
baseline:
-lmpressions
-CTR/# Clicks
-CPC oT CPM
-Completion
rate (of video
or audio)
Goal based
on budget
growth. At
least 10%
increase over
2020
5% increase
over 2021
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 2022
Grow hotel
bookings as
measured by
an increase in
occupancy
rates on the
STR Report
Goal:.2o/o
increase over
2019
Goal:3%
increase
over 2020
Goal:3%
increase
Over 2021
Goal:3%
increase
Over 2O22
Goal:3%
increase
Over 2023
Establish
baseline and
goals for
retail using
Dean Runvan
or equivalent
report.*
TBD%
increase over
2020.
TBD%
increase over
202L.
TBD%
increase over
2022.
TBD%
, rncrease over
2023.
May, July and I -Reach
Sept. -Engagement
-Followers
City of Ellensbrlrg
Five-Year Tourism Strategic Plan
Digital
Advertising
Bookings
20L9 76
Leisu re Tou rism: Aud ience
Primary Audiences
1) Slow Down and Savor
r 45-64 yrs.
r $100,000+ HH income
. l(ing, Pierce, Snohomish Counties
2l Leave the Crowds Behind
r 25-44 yrs.
' $75,ooo+ HH income
" King, Pierce, Snohomish Counties
3) Blend Business with Leisure (Bleisure)
r 25-54 yrs.
. $1oo,ooo HH income
. King, Pierce, Snohomish Counties
Today's typical travelers to Ellensburg are in their mid-4Os to mid-60s and come from King
County. They like the small-town vibe-friendly, clean and fun. They appreciate freedomlrom
traffic, freedom to walk in clean parks, freedom to leave responsibiiities behind for a few days.
With household incomes between $L00,000 and $150,000, 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.
It's not abclut nostalgia as much as new experiences fortravelers 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 travel with friends. History can attract this group, but they want
experiences, ratherthan lectures. Above all, 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
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.
City of Ellensburg
Five-Year Tourism Strategic plan
2019 27
Leisure Tou rism : Audience, Messages
Secondary Audiences, continued
4) Central Washington University Reconnected. Three thousand students graduate from CWU each year.
Ellensburg gives alumnia 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
(lnternationaland 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
. Ellensburg is close to home, but feels like a real escape
r lt's a place to relax, unwind away from crowds
. There's always something to do in Ellensburg (from the historic downtown to outdoor adventure)
City of Ellensburg
Five-Year Tourism Strategic Plan2019 2B
1.
Le isu re Tou ris m: 2020 Tactics
Ellensbr-lrg Position and Creative
a) Adopt a new, more distinctive positioning statement and strengthen messaging to focus
consistently on experiences that underscore that position. lf "Nlturally tndepeident,, is
chosen, for example, feature the things that show an independent spiiit-craft breweries,
local artisans, places that convey a sense of freedom.
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. Theword game would be retired.
r A new video commercial will be needed. (May require additional investment.)
' Specific campaigns can be developed 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
a) Refresh the look to match new positioning and creative.
b) Adopt a new URL that's more easily searched, such as Ellensburg.com or VisitEllensburg.com
The URL should not be dependent on the advertising tagline or any positioning statement sothat won't have to change through the years. A campaign landing page is mori appropriate
for unique URLs.
c) Create content as ne-eded to support the new position. (For example, under dining options,
do not list fast food first.)
2
d)
e)
f)
h)
Add content in "Plan" that provides travel ideas for staying a day, a weekend or a week.
Ensure there is content to support any partnership work (see below).
Discuss consolidation of Kittitas County and Ellensburg travel websites with key stakeholders.
We re-cognize this process would take time, but the advantage to travelers of having one sitefor information would be significant. The savings of just onu-rit" to update and supfiort u.*u,
two also would be financially beneficialto the city and county in the long-run.
Add Google events and Facebook pixel to the backend of the website for tracking and
Facebook targeting
Retire the existing Ellensblrg 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 *,iV to"game-ify" the visit to Ellensburg.
Visitor Centers and Signage (May require additional investment.)
a) Continue current visitor information centers but make them more visible. Add significant signto downtown visitor center. lmprove visitor center sign at Chamber of CommercE location,
possibly by using a yard flag/banner.
b) Work to make brick and mortarvisitor information centers more welcoming. lmprove
ambiance, visitor comfort {consider space} chairs, restrooms, candyiar, etcl}.
c) Add digital information kiosk to downtown visitor information center to provide information
when the site is not staffed.
Ciiy of Ellensburg
Fi,re-Yeai' Tourism Strategic Flan
c)
4.
2019 29
6.
Leisu re Tou ris m: 2020 Tactics
4. Visitor Centers and Signage, continued
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.
f) Proceed with the wayfinding sign plan adoption as soon as possible.
5. Visitor Research
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.
SocialMedia
a) Continue to build and implement editorial plan for all social platforms with renewed emphasis
nnlnct:orrm lnct2pl26isakevqnttrrFnftlavpl insniratinnandthenrefeffedmediafOftfaVelvrr rrrJrubr ...* T. -'
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) Continue to boost social media posts. Continue a strong cadence of posting and boosting posts
on social media. The editorialcalendar 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
come 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 off with a
hosted meal with the town travel expert. Cross promote resulting posts on Ellensburg social
media channels.
Publicity
a) Develop 2-3 story angles leveraged from the social media influencer campaign attd share thent
with traditional travel writers.
b) Create a media "poker hand" by identifying your top five media targets for the year.
Advertising
a) Conduct programmatic digital carnpaign of at least 1"2 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.
7
8
Ciiy cf $lenlburg
F;'.'c-Yeai Te'Jrism Strategic PIen20r.9 30
Le is u re To u ris m: 2020 Ta ct ics
9. Advertising, continued
a) Join the Washington Tourism Alliance and buy an advertising package that will allow Ellensburg
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.
IO. 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 contribuioion the
sites as well. Follow allsite 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.
L1,. E-newsletter
a) Refresh the look of the e-newsletter in keeping with the new positioning,
b) Consider the following:
. 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.
12. 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 Alumni Association 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 shipe 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.
City of Eilensburg
Five-Year Tourism Strategic plan2019 .:I
L.
Leisu re Tou ris m: 2021 Tactics
2.
Website
a) lf stakeholders approve, consolidate into a new single Ellensburg/Kittitas County tourism
website. This path benefits website users and offers efficiencies for website maintenance.
(Would require additional investment.)
b) lf no new website, seek to:
. lmprove navigation on existing site
. Enhance maps and guides to become more of a virtual visitor center with additional
downloadable content
r Create campaign-specific landing pages for tracking campaign results.
c) Ensure there is content to support any partnership work (see below)
Visitor Centers and 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 promotional design, maps and
messages, would serve as a traveling visitor center during busy l-90 weekends, such as Gorge
concerts. lt can also be parked nearthe interstate exits as a mobile billboard and taken to
offsite locations to promote Ellensburg. (May require additional investment.)
SocialMedia
a) Continue to build and implement editorial plan for all social media channels.
b) Continue paid boosting of social posts.
c) Host two influencer campaigns to cover Fllensburg 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}.
ei Expiore new sociai rnedia platforms. Sociai meciia is corisiarriiy ciiaiigirig, lt's iiiipoi'taiit to
continually review and refresh the social media plan.
Publicity
a) Leverage story angles developed for the influencer campaigns and pitch to traditionaltravel
writers.
Advertising
a) Conduct programmatic digitalvideo campaign of at least 12 weeks with four, three-week
flights run during late winter to early summer.
b) Extend video campaign as budget allows to streaming video or cable TV.
c) Google display and retargeting campaign. Seek to stretch the budget to run late winter to late
summer (6 months).
d) Facebook advertising campaign to run late winter to early summer.
e) Google Search ads for leisure tourism as well as sports tourism.
f) Experiencewa.comadvertising.
City of Illensburg
Five-Year Tcr'rrism Strategic Pian
3
4
5
201"9
6.
7
8
Le isu re Tou ris m: 2021 Tactics
Online Tourism Sites
a) Review and update Ellensburg's Trip Advisor and Expedia profiles.
b) Explore other travel sites to assess value of enhancing listings there.
E-newsletter
a) Continue to build the email list through website, social and event registration opt-in.
b) Consider adding a one-question survey to each story, "Was this helpful?,,
Partnerships
a) Explore partnership with Ellensburg Parks and Recreation to encourage visitor use of parks and
ballfields. Celebration of national "Walk in the Park" day provides a good hook to get visitors
to explore Ellensburg's spacious, clean and SAFE parks. Beyond that, it can expose visitors to
the ballfields and support the sports tourism effort. (May require additional investment.)
City of Ellensburg
Frve-Year Tourism Strategic Plan
2019 33
Leisu re Tou rism : 2022Tactics
'J.. Refresh Creative
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. (May require additional investment.)
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. Visitor Centers and Signage
a) Refresh street banners.
b) Take mobile visitor center to at least three regional events outside of Ellensburg.
c) Use visitor experience survey information to guide improvements to visitor centers.
4, Survey Visitors
a) Survey 2,500 new visitors (emails captured within the past 2 years). Ask the same questions as
in the 2020 survey and compare results.
5. Social Media
a) Re-evaluate social media program to find new opportunities and validate existing approaches.
It's important to continually review and refresh the social media plan.
b) Continue to build and implement editorialand boosting plan for best performing platforms.
c) Continue to host influencer campaigns 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 your "poker hand" of media targets.
7. Advertising
a) Evaluate advertising program and adjust. Refresh creative.
b) Likely continue programmatic digitalvideo, streaming 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 tourism as well as sports tourism
f) Experiencewa.comadvertising.
8. 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 online
sites should be added to the tutorial.
City of Eilensburg10/31/2019 Five-year Tor,rrism strategic Plan 34
9.
Le is u re To u r is m: 2022 Tact ics
10
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?"
Partnerships
a) Explore partnership with Ellensburg Downtown Association to promote completion of new
plaza/new look for 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 requ&re additftonal investment)
City of Ellensburg
Five-Year Tourism Strategic Plan
10131/2019 35
L.
Leisure Tourism: 2023 Tactics
Website Development
a) lf a new, unified website was not created in 2A2L, 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 visitor centers.
Social Media
a) Continue with editorial and boosting plan for best performing platforms,
b) Host two influencer campaigns 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 biannual or quarterly e-newsletter of story ideas to list of travel writers.
Advertising
a) Evaluate advertising program and adjust.
b) Likely continue:
. Programmatic digital video, streaming video
r /:^^-l^.1i.,^l^', rn-l ra+rran+i,.-- uvv6rE wrJyray qrru rLLqrSL(rrrEl
r Facebook advertising
. 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 one-question survey to each story, "Was this helpful?"
c) Evaluate frequency of newsletter.
Partnerships
a) Explore partnership with Kittitas County Museum on the 140th celebration of Ellensburg's
incorporation. (May require additional investment.)
City of Ellensburg
Five-Year Tourism Strategic Pian
2
5
4
5.
7
8
9.
)nl o 3€;
L
Le isu re Tou ris m: 2A24 Tactics
Refresh Creative
a) Review and consider major refresh of creative based on changes in Ellensburg and the tourism
marketplace. Because the website was redesigned in 2023, there are likely design and message
changes that should be embraced. (May require additional investment)
Website Development
a) With a new website in 2023, Year 5 will be spent refining the site and making improvements.
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.
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.
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 editorial and boosting plan for best performing channels.
c) Host influencer campaigns if results continue to be good.
d) Host social media takeovers with industry partners,
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.
Advertising
a) Evaluate advertising program and adjust. Refresh creative.
b) Budget and buy media early because of the political campaign year.
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.
')
3
3
4.
5
7
6.
City of Ellensburg
Five-Year Tourisrn Strategic Plan
2019 JJ
8"
Leisu re Tou rism : 2A24 Tactics
9.
E-newsletter
a) 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 list; continue surveying readers.
Consider sending newsletters tailored to specific interests.
Partnerships
a) Explore partnership with Rodeo Association to promote the 1"00th anniversary of the Ellensburg
Rodeo. (May require additlonal investment)
City of Eltensburg
Five-Year Tourism Strategic Plan
?019 3B
El le nsbu rg Sports Tou rism
Work Pla n
I
I
I
I
City of Eliensburg
Fhre-Year Tourism Strategic Plan
2019 ?o
Sports Tou rism: Goa ls, Strategy, Objectives
Goals
Ellensburg will seek to:
1) Grow the number of events booked at Rotary Park, with an emphasis on multi-day events
7) Grow the number of events booked at other Ellensburg facilities/locations that can
accourrnr:date sporting everrts, frcrnr long-distance rurls to equestriarr 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 tourism program grows.
A number of marketing tools support sports outreach, including development of a sports section on the
tourism website. Google Search ads and other promotions will attract leads for sports event bookings. We
recommend sports tourism 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 yearly to adjust for market conditions,
funding, staffing and other variables.
@
2020
2021
2022
2023
2024
Add sports
content to
website and
establish a
baseline of visitors
10% increase in
page users over
2020
L0% increase over
2021
5% increase over
2022
5% increase over
2023
Develop a contact list of
250 targeted planners,
coaches and officials.
Grow contact list by 100
prospects.
Meet with 8 event
planners a quarter.
Grow contact list by 100
prospects.
Meet with 12 event
planners a quarter
Grow contact list by 75
prospects.
Meet with 8-12 event
planners a quarter.
Grow contact list by 50
prospects.
Meet with 6-8 event
planners a quarter.
Establish baseline of
bookings & number of
days in use by visitors.
Determine 2020 goal.
Grow bookings by
to%
Grow days in use
Grow bookings by
ta%
Grow days in use
Grow bookings by
t0%
Grow days in use
Grow bookings by
10% (if still
capacity)
Grow days in use
Measure
Analytics/
establish
baseline
Grow clicks by
ro%
Grow clicks by
to%
Grow clicks by
r0%
Grow clicks by
to%
I
I
I
City cf Ellensburg
Five-Year T{lurism Strategic plan
Google Search
20'r9 40
Sports Tourism: Target Audiences, Messages
Primary Audiences
n Leaders of sports leagues and organizations in Washington state
. Coaches, identified through WIAA and other certification programs
. School Athletic Directors
r Sports tournament and sporting event organizers (runs, cycling events, etc.)
. Sports camp organizers
Secondary Audiences
r Families of youth athletes
' Adult amateur athletes
: Event organizers for lesser-known sports or activities that can make use of the fields or other
venues, including eq uestria n 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, softballand 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
determ ine 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 2019).
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
. lt's a relaxing place where we make it easy to hold your event
r 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.
r lt has easy access to exceptional open space, world-class fishing and upland bird and large game
hunting.
Ciiy of Ellensburg
Five-Year Tourism Strategic Plan
2019 4I
L.
Sports Tou ris m:2020 Tactics
Establish 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) Hireldedicate 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 ball fields and/or to link
visitors to resources on the tourism site.
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.
Publicity
a) lnclude unique sports angles into general tourism story mix. RC Scale Hydro Racing would be
one to include in this mix.
2.
3. Outreach (2020 will be a planning year for outreach, with proactive outreach starting in 2O2t\
a) Acquire and use Salesforce for small business or similar CRM management tool. (May require
additional investment, although the basic CRM tool is relatively inexpensive.)
b) Develop outreach lists, identify and prioritize targeted groups and officials.
c) Develop destination packet outlining facilities and benefits of Ellensburg as an event location,
d) Become a member of the SnortsETA {National Association for Sports Commissions) for sports
tourism education and resources and evaluate other memberships. License use of SportsETA
Event lmpact Calculator to get credible economic impact numbers for Ellensburg events.
e) Attend the Pacific Northwest Youth Sports Expo to research market and make connections.
4. Social Media
5
b) Send out end-of-year news release on sports event economic impact to the community.
City oi frliensburg
rrvr-redI Ioutt)t{l Jr{dr.cBrL ridil2019 42
6.
7
8
Sports Tou ris m: 2020 Tactics
Advertising
a) Google Search campaign (Google AdWords) for key words/phrases such as "sports facilities,"
"ball fields," "practice fields" and "soccer fields."
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 localsports venues and businesses {possibly including CWU) to cross-promote
content on website, e-newsletter and social media. {May require an addit'tonal investrnent in
staff time for necessary collaboration.|
City of tllensburg
Five-Year Tourisn Strategic Plan
2019 43
Sports Tou ris m: 2021- Work Outline
1. Advisory Group and Sports Tourism Coordinator
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 enhance or provide
the following: (Would require additional investment.)
. Guided site visits and tours
. Localvolunteerrecruitment
. Grant programs to encourage hosting events in Ellensburg
. Transportation assistance (arrange for shuttles to and from hotels, etc.)
2. Website Development
a) Maintain and improve sports contents.
b) Developing and post a Sports Event Planning Guide on the website. (Would require additional
i nvestrnent.)
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 association memberships.
c) Exhibit at Pacific Northwest Youth Sports Expo and evaluate other trade show opportunities.
Ltevelop trade show booth/materials for exhibition.
4. Social Media
a) Assess need/ability to manage a separate Facebook account for sports.
b) lnclude organic and boosted posts as part of overallsocial media editorial plan.
5. Publicity
a) lnclude unique sports angles into generaltourism story mix, (RC Scale Hydro Racing for
example.)
b) Send out end-of-year news release on sports event economic impact to the community.
6. Advertising
a) Google Search campaign (Google AdWords) for key words/phrases such as "sports facilities,"
"ballfields," "practice fields" and "soccer fields." Review Year L key word performance.
7. E-newsletter
a) Maintaintwice-yearlye-newsletter,
8. Partnerships
a) Continue partnerships with all local sports venues.
City of Eiienshurg
ci,,^ v^-. r^,,.i..* c+/5+^^i^ nt--.r rr/e- rco' rvurr.)rrt Jlr drqSr! tldjr
2019 44
1..
2
3
5,
6
Sports Tou ris m: 2022Tactics
4.
Advisory Group and Sports Tourism Coordinator
a) Review dedicated staff time and determine if it merits a 1.0 FTE. (Would require additional
investment.)
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 memberships, looking into running and cycling sports. Fxplore American Trail
Running Association and becoming a featured .,TrailTown.,,
c) Exhibit at Pacific Northwest Youth Sports Expo and evaluate other trade show opportunities.
SocialMedia
a) Create and manage separate Facebook account for sports. Develop annual social media
editorial plan.
b) lnclude organic and boosted posts.
c) Promote sports facility video on Facebool<.
Publicity
a) lnclude 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-related websites such as:
' Washington Youth Sports
r Washington Youth Soccer
r Washington lnterscholastic Activities Association
r Sports Events Magazine {online/web}
r Sports Planning Guide (regionally targeted)
E-newsletter
a) Maintain twice-yearly e-newsletter. Consider refreshing the look.
b) lf there is enough content, increase frequency or devote one or two of these e-newsletters to
sports 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 Ellensburg
Five-Year Tourism Strategic plan 45
7
8.
?019
Sports Tou ris m: 2023 Tactics
L Website Development
a) Maintain sports content.
3. Outreach
a) Continue outreach, lead tracking and management.
b) Continue association memberships and tradeshow outreach.
4. SocialMedia
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 community
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 risnr : 2024 Ta ctics
1.
1
4.
5.
Website Development
a) Maintain sports content,
Otttreach
a) Continue outreach, lead tracking and management.
SocialMedia
a) Continue posting and boosting on Ellensburg Sports Facebook.
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 community
Advertising
a) Assess Google Search and Digital Display advertising. lf performing well, continue.
E-newsletter
a) Maintaine-newsletter.
Partnerships
a) Continue partnerships with local sports venues,
City of Ellensburg
tri',^ V^ar T^.,.i-^: Cr'-+^^i^ Dlrhr rvr--rEor ruuri)rrr J(rc(i6.L r r€rr
6
7
8.
2019 46
El lensbu rg Meetings Tou rism
Work Pla n
r-
-$
fi
r*..f
lf+t\ ,-i,i::1:,
*{F
'i$\f-n o
htit
, !.
i*
t,;:
I
;,
'f
,:1'
.) : a{i /,
L.//
i{r'I
d
City oi Eiiensourg
Five-Yea r Tor.lrisrn Strategic Plan
1
;rJ
l:l
{,1
lV LA 4i
Meetings Tourism: Goals, Strategy, Objectives
Goals
Ellensburg will seek to:
l-) lncrease Ellensburg's reputation as a centrally-located, affordable and fun place for meetings.
2) 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 essential for an advisory committee of
local venues to develop the booking goals for the program and a universal approach for lead sharing and
follow up.
The meetings sales staff member will reach out to meeting planners, connect them to localfacilities 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 ioois. An e-newsietter wiil be used to share more information anci buiiri conneciions with these
prospects.
Measurable Objectives
The following rneasurable objectives should be reviewed and revised yearly to adjust for market conditions,
funding, staffing and other variables.
2020 Planning year. Measure success by 1) funding staff 2) creating advisory group and 3) determining
booking goals and a lead sharing and follow up approach.
2021
2022
2023
2024
Add
eontent/
establish
page
visitor
baseline
t0%
increase
over 2020
t0%
increase
over 2021
15o/o
increase
over 2022
I Create contact list of
250 prospects
Meet with 10-12 new
leads a quarter
Grow contact list by
100 prospects
Meet with 10-12 new
leads a quarter
Grow contact list by
100 prospects
Meet with L0-12 new
leads a quarter
Grow contact list by
100 prospects
Meet with 10-12 new
leads a quarter
Grow number
of proposals
submitted by
5%
Grow number
of proposals
by5%
r Establish
baselinc of #
of proposals
r Determine
2021 goal
Establish
baseline of
non-local
meetings
Determine
2021 goal
Grow bookings
by5%
Grow bookings
by 5%
Grow bookings
by Io%
None
Establish
baseline
Grow
clicks by
to%
Grow
clicks by
t5%
I
I
Grow number
of proposals
by tO%
City of Ellensbr"rrg
Five-Year Tourism Strategic Plail
2019 48
Meeting Tourism: Target Audiences, Messages
Primary Audiences
r Professional meeting planners
- lnternational Live Events Association
- MeetingProfessionalslnternational
- National Association for Catering and Events
- Professional Convention ManagementAssociation
r Washington state agencies
r Washingtonassociations
Washington Society of Association Executives
r Executive administrative assistants from larger organizations (public and private)
lnternational Association of Administrative Professionals Pacific NW Region
r Church, school 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 Tourism Key Messages
. Ellensburg is close to home, in the center of Washington
' Ellensburg offers affordable, interesting meeting spaces
r Our community is friendly--our venues are easy to work with
r 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 oi Ellensburg
Fi\re-Year Tourism strategic Plan
2019 49
M eeti ng Tou rism : 2020 Tactics
2020 is a Planning Year
The Ellensburg meeting tourism program will take time to establish, especially given the additional work
undertaken for sports and leisure tourism. We anticipate that 2020 will be a year of planning, with the
actual work effort not beginning urrtil 2021.
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 tourism 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. Assess, Establish 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 assessment 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 Fiiensburg
Fi're-Year Tourisrn Strategic P larr
20.r.9 50
L.
M eeting 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 excurslons to potential shuttie 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 potentialto 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.
r Conduct a short "awareness survey" of your contact list as a meaningful way tg interact
with them and get valuable insight into what they need for meetingiand what they know
about Ellensburg.
0 Attend NW Events Show to gain experience and exposure, Assess other conferences for future
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 regulariy.-
b) lnclude welcome post to groups meeting in Ellensburg on general tourism social platforms as
part of overall social media editorial plan.
Online Venue Sites
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-newsletterto prospects list. Feature different
venues, caterers, free-time activities and more.
2
3
4
5
City oi Illensburg
Five-Year Tourisn Strategic plan
2019
1.
2
Meeti ng Tou ris m: 2022 Tactics
4,
Website Development
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 of Association Executives Conference (or others as evaluated).
e) Survey meeting planners who hold events in Ellensburg. Share the results with venues.
Social Media
:\ I\ilrintain linlzodln naoesl
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.
Pu blicity
a) Seek a story in Northwest Meetings and bvents Magazine or other trade publlcatlons
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.
Oniine 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
E-newsletter
a) Produce twice-yearly e-newsletter.
b) Reach out to advisory group for news * give them space to place their top stories.
5.
6
7
8
City of Ellensburg
Five-Year Tourism Strategic Plan
lnlo 52
1.
2.
M eeting Tou ris m: 2O23 Tactics
Website Development
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 lnternationalAdministrative 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 general tourism 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.
4
5.
6
7
8.
City of Eliensburg
Five-Year Tourism Strategic Plan
2019 53
L
2.
4.
5
8.
o
Meeting Tourism:2024 Work Outline
Website Development
a) Maintain and enhance meetings page.
Outreach
a) Monitor sources for governmental RFPs for meeting facilities. Respond to or facilitate response
to appropriatc mccting RFPr.
b) Maintain and add to prospect list.
c) Connect with and offer information or tours to meeting planners,
d) Consider exhibiting at either another targeted 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.
SocialMedia
a) Maintain Linkedln page.
b) lnclude welcome post to groups meeting in Ellensburg on general tourism 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,
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
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.
City cf Ellensburg
.tve-rcdr I uuil)il1 JUdLegtL rtdU
6
7
2019 54
Appendices
Research Results
Ciry of Elier:sburg
Five-f 3s ; lourisrr !1:rai;:eic Plar
?a19 }J
Appe nd ix A: Executive I nte rviews
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
LTAC Chair
Molly Jones, Director, Ellensburg Downtown
Association
Carolyn Honeycutt, Ellensburg Economic
Development Manager
Teri Olin, Marketing Manager, Central Washington
U niversity
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 Mernber, Kittitas
County
Monica Miller, Executive Director, Gallery One
Brad Case, Director, Ellensburg Parks and
Recreation
leff 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
City of Eliensburg
Fhre -Yea i Tou risrvi Strategic Plan
?01 9 56
Appendix A: Executive lnterviews
GOALS COMMON THEMES
These are the most commonly expressed ideos related to these questions
HOW IMPORTANT IS TOURISM?
WHAT WOULD YOU LIKE TO SEE HAPPEN IN THE NEXT FIVE YEARS?
' Tourism is important and will become an increasingly important part of the economy
' Grow tourism to help sustain local businesses, Become the destination, not a stop along the way to somewhere else
' Align tourism goals with community goalsr 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 are quotes that express commonly held ideas or were especially important to note.
"We need tourists. Residents visit our businesses and make one to three purchases a month-this
isn't enough to sustain our businesses."
"l'd like to see tourism continue to grow at a nice pdce, ds it has."
"l don't think we should try to become onother Leovenworth (tourism-dependent economy)."
"What benefits tourists should olso benefit the community and makes for a more duthentic
experience for the visitor."
"lthink the community will support more investments in tourism if they cun be shown how
meetings, sp.orts events, etc. can bring business to local restaursnts ond stores."
"l think 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 COM MON THEMES
These ore 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 weather. We don't have a fixed image. Smalltown feel. Relaxed and welcomingr Outdoor recreation, the scenery
' Quiet little ranching and college town
' The rodeo and Western heritage -"A touch of the West,,
Ciiy of Eliensburg
Five-Year Tourisr"n Strategic Plan
201"9 57
Appendix A: Executive lnterviews
POSITIONING COMMON THEMES
These are the mast commonly expressed ideas reloted to these questions.
HOW DOES IT STAND OUT FROM OTHER WEEKEND DESTINATIONS?. Festivals and eventsn Music...maybe {between festivals, events, live music downtown and CWU's program)
r Craft beer and other adult beverages"..mayhe
" Yakima River and trout fishing
' We have miles of walking and biking trails; you don't have to be an athlete to enjoy the outdoors
r (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?, Festivals and events
' Western way of life. Music. (Festivals, events, live music downtown and CWU's program)
r Beer. "Maybe we're an upcoming beer, jazz, music town?"r Art. Ellensburg is affordable and friendly to artists, so there's a growing presence.
. Leisure. A place to get away from work.
. Ecotravel: fly fishing, hiking, biking and other back-to-nature outdoor recreationr A step back to the past. "For me Ellensburg is about history, art and recreation. Being a historical
place is not iust about buildings and landmarks, it's about preserving the community, its culture and
sharing that with others."
POSITIOI\IlNG QUOTES OF NOTE
These are quotes that express commonty held ideas or were especially important to note.
"! don't want Ellensburg to be kitown for anything different than who we are/what we have today."
"Ellensburg's strengths and distinctians are that it is in o sweet spot. lt isn't crawded, it's not too
expensive it's easy to park, has reasonably gaod weathe1 and hos great outdoar activities."
"Unlike Leavenwarth or Winthrap, the activities chonge so there's a reason to come back. That's a
reoccurring theme I hear from people who come from out of town; we always have some fun activity going
on,"
"You con't hove festivals all the time, but you can have a festive atmosphere ullthe time. Ellensburg
should have more street vendors and the city needs to help make that happen."
"Central has a well-known music program. Businesses bring in music. We have Jazz in the Valley and Buskers
in the Burg. The Gorge is close."
"!'m not sure people here would agree on one thing, unless events is our thing."
"l'd like fo see us play up the Western way of life. Leavenworth did Bavarian, we should do Western. I
see us appeoling to the city dwellers who find the country life appeoling."
"The rodeo is still very importanl but the western theme for Ellensburg is waning. aur culture has
changed;'we dre more and mare influenced by the College and by the "wet" side."
"Don't hang our hats on it (the rodea)...someday soon the treatment of animsls in a radeo may be
recognized as nat a good thing to do.'
City of Ellensburg
Five-Yei r Tour'isrn Straregic Pla rr
2019 58
Appe nd ix A: Executive I nte rviews
POSITIONING QUOTES OF NOTE, CONTINUED
These are quotes that express commonly held ideas or were especially important to note.
"A place to explore/play; known for leisure."
"We have a mile stretch of Yakima River within walking distance of downtown."
"The Yakima River and trout fishing are certainly attractions that can grow."
"Hundreds of miles of bike and hiking trails connect to Etlensburg. One of aur main facuses rs fo
improve walking paths and trails."
'We're a universitv t lot of young people and diversity adds to a feeling of vitatity.'
"Our ties to CWU offer a lot to the community,but we're not o colleqe town."
AUDIENCE COMMON THEMES
These are the most commonly expressed ideas reloted to these questions.
WHATTYPE OF TOURISM WOULD YOU LIKE TO SEE GROW?
WHO DO YOU WANTTO ATTRACTTO ELLENSBURG?. The West side is our best source of tourists
' Meetings and conferences, but we really need a conference center. We can host small groups of up
to 200
' Sports teams-youth and adult. May require facility improvement and staffing
' We want to attract people with disposable income, highly-educated, recently retired and
interested in the artsr Downtown audience is empty nestersi they have the freedom and money to travel. Adult leisure travelersr Millennials who are looking for cool and sharable experiences
' Ellensburg lacks family-friendly amenities
AUDIENCE QUOTES OF NOTE
These are quotes that express commonly held ideas or were especially importont to note.
"As far as visitors, we seem to see mostly empty nesters . #1- attroctions for out-of-town guests are
the rodeo and the university. Adventure seekers go to Roslyn - Ellensburg isn't their destination."
"VVe clter to the alder crowd - empty nesters. t'd like to grow the younger couples. People tooking for
goad beer, good food, outdoor recreatian. Somewhere to hike, listen to live music, get o beer."
"l'd like to see us do more with CWU alumni!
"We can attroct fomilies through athletics, but they alwoys ask, 'What do you do here?' We don't
have o lot of family activity options."
"Explorers, adventure seekers...they have more disposable income than families."
"ln generll, Ellensburg is welcoming to adult alumni and pdrents, Sornetimes there is friction with
students and businesses dawntown. But u student's bad experience with a downtown business witt impact
their interest in being o future tourist here."
City of Ellensburg
Five-Year Tourism Strategic Plan
2019 59
Appendix A: Executive lnterviews
RESOURCES COMMON THEM ES
These are the most cammonly expressed ideas related to these questions.
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 outdoorsy
' 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 diversityr Website doesn't offer any information for meeting plannersr ls there too much information on the website?
' There's not a lot of curated trip planning on the website
WHAT WORKS AND WHAT IS MISSING AT THE PHYSICAL VISITOR CENTERS?. 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 109- Current charrtbei iocation disiaiii frorrt duwrtiowrr shops arrd needs "Visitor Center" specific signs
RESOURCES QUOTES OF NOTE
These ore quotes that express commonly held ideas or were especiolly important to note.
"Marketing compaigns can come and go, but the website should be consistent. I search on "visit" vthen
loaking for places to go, so I'm used to going to VisitSeattle.org or TravelPortland.com. The URL is very simple
and it just says what it is. When I Google 'Visit Ellensburg' I get a bunch of different sites."
"Most people that come to the visitor center want the paper form. Five years from now, it'd be great to
see a digitalvisitor directary in high trafficked oreas in town."
"Consider an ulumni office in Downtown Ellensburg. People come over on the weekend and the office at
the college is closed. Freshmen students often don't like Ellensburg because there's nothing for them to da,
but by the time they are seniors the love it here, They have to leave for jobs, but they like cominq back."
"How great would 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 an the experience, what there is
to do, so they con better promote and invite friends and family too)."
"Having o 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 have a
fantastic visitar center with a lot of information and localflavor. (lt is an extension of the Place to Play theme
and offers a lounge.)"
"There may still be a generation of tourists who use visitor centers, but I have never personally gone into
one. lthink os times change, we have to change what we offer."
"We are doing a much better job of telling stories. Good videos that are really popular inside and outside
of Ellensburg."
"Love the video on the web; don't love the word gome theme."
City o{ Ellensburg
Five-Year Tourism Sirategic Pian2019 60
Appendix A: Executive lnterviews
LAST THOUGHTS QUOTES OF NOTE
These are quotes that express commonly held ideos or were especially importantto note. These final
thoughts did not fit any porticular category.
"Grawing Ellensburg ss sn events destination will require coordination of schedules."
"Using the Kittitos County Events Center for meetings is complicated by the lack of hotets in walking
distance and lack of transit to the site." (And potentially lock of ovailability?)
"We have BG nanprofits in Ellensburg competing against one another. I'd tike to see oll organizations
working together...we all have the same goals."
'The biggest thing is to be just weird enough to spark curiosity. For example, we're d tight group of
co nse rvative s w ith I i be rs I col I eg e stu d ents."
'The Upper and LowerValley mentality divides us."
"Ellensburg needs to stop fighting with CWU.'
"We need a convention center!"
"We're missing a connection to the Columbia River, which is close and offers more recreationa!
opportunities."
"We need ta use lodging tox dallars to get the biggest bang for the buck. We have another hotel
coming in two years that will grow tfie pot of LTAC dollars. How does the city best use that money?"
City of Ellensburg
Five-Year Tourisnr Strategic Plan
2019 61
Appendix B: Visitor Surveys
Ellensburg Touism
Q1 Which of the following best describes your reason for visiting
Ellensburg and Kittitas County?
Ansrrrered: 407 Skipped: 0
Downtown ambiance,
art and history
Visiting
Washlngton
University
A we€k€nd geta$ray
Ellensburg Rodeo
AN$WER CHOICES
Local event or festival {jazz, [461. filrn 0r other!)
Visitirlg frie{rds anrl family
Ellen$burg Rodeo
A weekend getaway
Visiting Central Washington University
Downtown ambiance, art and history
A base camp for oL*door adventure
Brrsiness meeting or confefence
Sporting event
I live here
Other (please specify)
TOTAL
Visitingfriends
and family
City of Ellensburg
Five-Year Tourism Strategic Pian
Local event or
festival (jazz,
beer, film or
otherl)
RESPONSES
36.864/o
17.694/o
16.95o/o
1 1.30o/o
5-41%
4.67%
3.697o
3.1S%
0.25'/o
0.007o
0.00%
150
72
6g
46
22
19
15
13
1
407
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)
Answerod:296 Sk'pped: 111
MyEllensburg,co
C€ntralWoshingt
onColor.com
online review
site...
Chamber of
Commatce
City of
Ellensburg
Central
Washington,,,
AN$WER GHOICES
MyEllensbilrg.com
CentralWashingtonColor.conl
Online reviely site {TripAdvi$or, Yelp)
Chamber of Commerce
City of Ellensburg
Contral Washingrton Urriversity
Total Respondents:296
Ciiy of Ellensburg
Five-Year" Tor,lrism Strategic PIan
Oa/o 106/" 20% 30o/o 40% 50% €O% 7Qo/o 80% 90% IOOVy
RESFONSES
46-96%
4.39o/o
34.12%
25.34%
29.73%
22.97o/o
't39
.13
101
75
88
68
2019 63
Appendix B: Visitor Surveys
Ellensburg Tourism
Q3 lf you came for the Rodeo - thank you! - and please share which ls
your favorite event?
Answered:72 $kipped:335
Bulls
Extreme Bulls
nan"tru"inr ffi
sterwrstlinef
Bronc rlding
Behind the
chutes [ive...
ANSWERCHOICES
Bulls
Exheme Bulls
Barrel racing
Sleer wrestling
Bronc riding
Behind the Chutes live mnsic saloon
TOTAL
0% 10% 2A% 3Qolo 40% 507o 60% TQoh B0b/o 90% t00%
RESPONSES
20.83%
27.78o/a
8-33q/o
6.94P/o
25.00%
11.11Yo
City of Ellensburg
Five-Year Tourism Strategic Plan
15
20
6
18
I
72
2019 64
Appendix B: Visitor Surveys
Ellensburg Tourism
Q4 lf you attended the rodeo, how often have you gone to this event?
First time
2-3 times
4 or moretimes
Answered:71 $kipped:336
OYo 107o 2QVo 307o 40o/o 507o 60t/o TAlo BAo/o 90o/o 100o/o
RESPIONSES
19,72Yo
21-13e/o
59.'r570
City of Eliensburg
Firre-Year Tourism Strategic plan
ANSWERCHOICES
Firsl time
2-3Iimes
4 or more times
TOTAL
14
15
42
It
2019 65
Appendix B: Visitor Su rveys
Ellensburg Tourism
Q5 What attracts you to the rodeo? (Check up to three)
Ans\ffered:72 $kipped:335
Farnily event
Western
tradition &.,.
Exciting f,ction
Yqu ride
hgrse€ yours,.,
ANSWER CHOICES
Family evonl
Westetn tradition & cLlltur€
Exeiting action
You ride horses yourself or have family who do
Toial Respondents:72
i.t:t-6!g,if Fli$i.*Hffi ffiC{ff fffi &Sffi
QYo lOYo 2Qh/o 3OVo 40o/o 50% 60% 7A% 80o/o 90Yc 100%
RESPONSES
52-7Bo/o
66.67%
4O.28Yo
a0
48
29
20
City of Eilensburg
Five-Year Torlrisrn 5trategic Plan
20 19 66
Appendix B: Visitor Surveys
Ellensbulg Tourism
Qo lf you attended the rodeo this year, what days did you attend. (check
all that apply.)
Ansvrercd:68 Skipped:S39
F{lday
Satvrday
Sunday
Monday
Did you go to
the parade o.,,
ANSWERCHOICE$
Friday
Satulrday
Sunday
Monday
Did you go lo the parde on Saturday?
Total Respondents:68
O% 1O?o zA'/e 30o/o 409i, 50% 60% 7Qo/o BOo/o g|oh l}eyo
RE$PONSES
29.41P/o
76.47o/o
39.71%
16iA%
26_47%
City of Ellensburg
Fi';e-Year Tourism Strategic Plan
20
al
11
't8
2019 a/
Append ix B: Visitor Su rveys
Ellensburg lbudsm
Q7 lf you stayed for business, please select the option that best describes
your visit.
Answared:15 $kipped:392
IConference
Organization
retreat
Company
training
Associationlgro
up maEting
Business
meeting
Workingin
E{tensburg
Other (ptease
specify)
ffi
ANSWER CHOICES
Conferchce
Organization reireat
Company training
Association/group meoting
Business meeting
Working in Ellensburg
Other {please specify)
TOTAL
0% 'lOolo 2Qolo 31olo 40ofo 500,6 60Vo 7|o/a 80% 9O',,,r 'lOO%
RESPONSES
6.67oli,
0.00o/o
6.67"k
20,OOYI
26.67%
0.00%
40-00%
City of Eilensburg
Five-y961 TriJrism Strategic Plan
1
0
1
3
4
0
6
15
2019 6B
Appendix B: Visitor Surveys
Ellensburg Tourism
QB Please check the reasons Ellensburg was selected as a location for
this business event.
Ansvrered:20 Skipped;382
Central
locatlon in,.,
The presence
of Central.-.I
Affordabte
Ctose to
lrvestern.,.
Other (ptease
specify)
ANSWERCHOIGES
Central localion ifl stale
The presence of Central Washington Universiiy
Allordable
Close to Westem Washington, but change of vreathet and "pace"
Other {please specify)
Total Respondents:20
O0lo 10gG 2oo/o 30% 4OVo 51o/o 600/o 7|o/o 80o/o 90?o 1000.6
RESP0t'ISES
40.00%
15.00%
40.00%
30.00o/o
25.0070
I
e
o
b
A
Clty of Ellensburg
Five-Year Tourisrn Strategic Plan
2019 bv
Appendix B: Visitor Surveys
Ellensburg Touism
Qg lf you stayed in Ellensburg for a sporting event, which best describes
your visit?
ANSVgER CHOICES
Attended a youth sports lourfiameni
Played in or attended an adult sporls tournament
Attended a CWU sporting event
Altended the Ellensburu Rodeo
Other (please specify)
TOTAL
An$wored:3$ Skipped:368
City of Ellensburg
Five-Year Tourism Strategic Plan
Attended a
youth sports...
Played in or
attended an...
Attended a cWU
sporting event
Attended the
Ellensburg.,,
other (pleasc
specify)
I
H
g
Oolo l0fo m\o 30o/o 40Yo 50% 60'1o TOVo AOtk 90% 1000,6
RESPONSE$
5.1$o/a
0-00%
2.56o/o
89.74o/o
2.56%
2
0
1
AF
ao
2019 70
Appendix B: Visitor Surveys
Ellensburg lburism
Q10 Please check the reasons Ellensburg was selected as a location for
this sporting event.
Central
tocation in...
Ans\rercd:26 $kippod:3gJ
Oo/o 1O7o 2Qo/o 30% 40% 50% 60o/o 7O% heo/o 90% 10006
The presence
ofCentral.,.
Affordabte
Close to
Western---
Other (please
specify)
ANSWER CHOICES
Central loeation in state
The presence of Central Washingrion University
Affordable
Close to W€stern Washington, bul change of wealhet and ,,pace',
Other (please speciry)
Total Respondents:26
REEPONSES
46.15%
11-54%
23,08%
42.31eh
23.O8%
'12
a
11
b
City of Ellensburg
Five-Year l'ourism Strategic Plan
2019 7l
Appendix B: Visitor Surveys
Ellensbulg lburism
Q11 How long did you stay in Ellensburg?
Ansurered:389 Skipped:18
8+ days
4-7 days
Just for the day
(no overnight)
3 days
ANSWER GHOICES
Just for the day tno ovornight)
Overflight flwo days)
3 da1'5
4-7 days
8+ days
TOTAL
OverniSirt (two
days)
City oi Ellensburg
Firre-Year Tourism Sirategic Pian
RESPON$ES
27.514h
35.480/o
23.91o/o
7.20%
5,91o/o
107
138
93
28
23
38S
2019 72
Appendix B: Visitor Surveys
Ellensburg Tourism
Q12 How often do you plan on visiting Ellensburg again over the next 12
months?
Ansvrerod:389 $kipped: 18
'l-2 titnes
4-6 time$
7{2 times
'13 or more
tim€s
ffi
ru
"J,5i:'Jfin
AilSWERCHOTCES
l-2 times
4-6 times
7-12 times
13 or more times
Unlikely to visit again
TOTAL
Oo/o 10% 29olo 30o/o 4Qolo 50% 60% 7AD/r 8?o/o 90% 100%
RESPONSES
56.81Yp
21.08o/o
6.04%
10.54e1o
4.630/o
City of Ellensburg
Five-Year Tourism Strategic Flan
221
oz
27
41
18
389
2019 ??
Appendix B: Visitor Surveys
Ellensbur-g Tourism
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.")
Ansvrored:i129 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.
Charmi g
F lr rry
Y
rmrno
U
n
n
OW
u
R
r
u
# Times Used
25
tz
IL
10
9
8
I
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
t
tn d
laxing
int
"""'
# Times Used Word
51 Frienciiy
34 Rodeo
30 Country
29 Relaxing
25 Windy
20 Fun
20 SmallTown
18 Western
16 CWU
16 Food
LZ Charming
tZ Quaint
10 Music
I Beautiful
5 Family
5 Hiking
5 Welcoming
City of tiiensburg
C,rra V-.FT^,,yic+ (l-+aair DlrnJUSLL6'r ' 'e',
2019
Appendix B: Visitor Surveys
Ellensburg Tourism
Q14 How do you feel when you are in Ellensburg? (select up to two)
Ans\rrered:329 Skipp$d:78
Relaxed
Welcomed
Adyenturousf
r-ineratea
ffi
"urrou, ffi
Fecharsed ffi
Energized f
ANSWER CHOISE$
Relaxed
Adventurous
Liberated
Curious
Recharged
Energized
Welcomed
Total Respondeilts:329
ooh 100/o 2Qrlo SAoh 40% 50% @% ,tgo/o ao% 90% 1oo%
RESPONSES
75.6870
17.93o/o
3.04%
9.73%
13-O7%
o { tol^
54.76%
City of Ellensburg
Five-Year Tourism Strategic Plan
249
AO
10
32
43
30
167
2019 7C,
Appendix B: Visitor Surveys
Ellensburg Tourism
Ql5 \Arhich statement best describes Ellensburg to you?
Ansvrered:329 $kipped:78
Oth.r
A base camp for
the great,outdoors
An inviting
community where
there's alvreys some
event or festiva...
A lively col[ege
town with agood
night tife
AI,ISWERGHOICES
A quaint srnall lo'rvn wilh a Wes{eta betilage
A lively dlege town with a good nighi life
An inviting corfimunily where there's always some event or fe$tival to altend
A base cafip for lhe great outdoots
Other (please specify)
TOTAL
City of Ellensburg
Five-Year Tourism Strategic Plan
A quaint small
town with a West€ffr
heritage
RESF'ON$ES
49.85o/o
4-56yo
30-70%
6.38o/o
8.51%
164
IE
101
21
28
32S
2019 76
Appendix B: Visitor Surveys
Ellensburg Toruism
Q16 Please rate how much you agree or disagree with the following
statements.
Afgvcrcd:291-1
parkt
Enough
hotels?
Fanrily"Iriendly par&s and
acliv;lies
Downto\,/n
Evonlo and foslivals
Outdoor rasoalbn
Musicscone
Yakima/Columbia Riw6
Fed, driok, .ighl life
Enough hotels?
''ffiH
',,lt"tl,'..'ffi
.ffiIH
lestivsts s
Outdaor
recretioo
Foo.i, d.irk,
ni8ht life
{fA r0% 20.,6 30% {ot6 50'; 60% 70cr, 80% Do% $ooh
IstrongtyAgree lAgree
STROHGLY
AGREE
A6REE
s.03%
26
{il strongty Disagree
STROIIGLY
DISAGREg
3.47"1"
'10
1.72V,
1.04%
1.74Vo
5
3.47%
10
3.1370
E
6.21%
29.31%
85
45.6?%
132
123
47.93ya
139
43.25%
40.?8Vo
116
i : Unsure
UNSURE
l9_79%
57
32
7.96Vo
21.53%
62
22.220h
64
243f/,
70
t8.28%
?9.41%
85
ftloisagrea
DISAGREE
25.004/,
72
10_00%
29
2.08%
6
14.58o/o
42
21.53r/o
62
17.01a/4
4e
19.66%
57
1d.53yo
TOIAL
?SB
290
289
288
289
288
290
28S
20.83%
60
13.89yo
40
17.24%
50
9.34-c/"
VIIEIGHTED
AVERAGE
2.0i
1.70
2.55
2.54
31.94'/6
s2
4't.677a
120
38.62?o
112
4 r_ ts70
119
5.54%
't6
ActualQuestions
1) You visit Ellensburg for its family-friendly parks, restaurants and kid activities.
2) You visit Ellensburg for its historic downtown with interesting galleries and museurns, quaint shops and
authentic craft beverages and cuisine.
3) You visit Ellensburg for its fun, unique events and festivals.
4) You visit tllensburg for its wide-open spaces for outdoor recreation (hiking, Lriking, fishing, birding, etc.)5) You visit Ellensburg for its access to the Yakima River. the Yakima River Canyon and the Colurnbia River.
6) You visit Ellensburgfor its restaurants, bars and good night life.
7) When you visit, Ellensburg has a good selection of hotels and places to stay.
City of Ellensburg
Five-Year Tourism Strategic Plan
2019
Appendix B: Visitor Surveys
Ellensburg Towism
Ql7 Ellensburg and Kittitas County offer a vacation-worthy trip. Please
rank the following features or activities, starting with the one you are more
likely to visiUattendldo (#1) and ending with the one you are least likely to
visit/attend/do (#7\.
Aos'rvered: 290 Skipped; 117
10
I
r+
q
o
ffiffiffilffi
Visiting
shops,
truseums
and.,.
Visiting shops, flilseu&s and gallefieg
in historic downtown Ellensbutg
Ellensburg Rodeo. Spirit of tbe West
CowlJoy Gullrtjrirrg.ir{rd siH}ilat aclivilies
Kiltitas County Fair and similar family
activities
Jazz in the Valley and otlet
mrtsic events
Brewfest and beeriwifleicideilwhiskey
tastings
Hiking, biking, rock clirl?bing, tafting and
similar actiYities
Fishing or hunting
Crty of Elle nsburg
rlVe- l ' I r-rlrl 15{rl .)tl dLt:F,lC rldll
Etlensbur
g Rodeo,
Spirit of
the we...
Kittitas
County
Fair and
simita...
Jazzin
the
Valtey
and ot...
ErevJfest
ond
beerlwine
lcider,,.
Hiking,
biking,
rock
climbi...
Fishing
hunting
7
5.52%
16
11.38%
ea
5.17o/o
't5
8.970/o
26
'l ) a10/^
JO
4.14o/o
12
52-41o1o
152
or
1
17.597o
51
28.28n/,
a?
5.17o/o
16.21Plo
47
20.340/6
59
8"28%
4-1404
12
2
21.38o/o
62
13.45%
?o
19,31olo
56
13.45%
39
15.5?%
12.76Yo
37
4-14n/o
12
3
2O.69o/q
60
12.760k
AA
20.00o/o
to
13lAo/o
38
13.79-olo
40
11.380,4
33
8"28o/o
4
17.55%
ct
10.340/"tn
16.55%
4B
18.6?70
12-47%
35
16.55%
48
8.28o/q
5
11.03%
J1
8.970/o
2A.69olo
60
14.83o/o
43
16.214/0
47
18.28o/o
53
10.00%
2S
6
6.21o/o
td
14.830/"
ia
13.1A%
ao
14.83%
43
9.66?0
28
28.62o/a
na
12.764/o
37
TOTAL
290
oon
290
290
2S0
290
2S0
SCORE
4,I O
ACa
4.12
4.17
4.33
3.74
2.36
2019 '70
Appendix B: Visitor Surveys
Ellensburg Toudsm
Q1B What age group are you in?
Answered:286 $kippcd: 121
1A-24
?5-34
35-44
45-54
55-64
85+
II
m
AilswERcHotcEs
18-24
26-34
$5-44
45-54
55-64
65+
TOTAL
00/6 1of/o 2A9o 30% 4A0h 50o/o 6001o 'tioh SOYo 90% 1OO%
RESPONSES
0.35o1o
9.79Yo
13.SS%
22.73o/o
29.37Yt
23.78%
City of Ellensburg
Five-Year Tourism Strategic Plan
28
40
65
84
68
286
2019 79
Appendix B: Visitor Surveys
100%
800/o
60%
40%
20'a
o%
Q19 Which best describes where you live?
Ansvrered: ?96 Skipped: 121
l- Esl -, EE r* i,'j - I - : Slls -..- rn
Sent Erst Sout Taco Oth€ Thur Kits Snoh Othe Cent Spok Tri- Othe Oreg ldah Othe Oih
tt€ King h ma r ston ap omls. rat ane Citi r on o r t
or Coun King Pier Councoun h W6twashare;r es E6t U.S. cou
t-. ty C... c-. ty ty c".. €.., i,., area €.,, s.., t,.
ANSWER CHOICES
seallle or lhe Eastside (ot Lake washinglon)
Easl King County
Sordh King CoHnty
Tacoma
Othor Pierco CoLrnty
Thurston County
KiLsap County
Snohoffisb County
Other Western Washington
Cenl€l Washington
Spokane area
Tri-Cities area
Other Eastem Wdshirrgton
Oregon
ldaho
Other U.S, states
Other co[ntdes
TOTAL
When Western Washington
locations are grouped together,
they accountfor 57% of where
respondents live. King County
alone is home to 29% of survey
respondents.
Which best describes where you live?
r Western \rva
, Tri-Cities Area
. ldaho
r Central WA 5 SfEkdne Area
r Other Eastern Wa r Oregon
r Other Slates I Other Countries
RE$PONSES
16.0870
5.59o/o
7 .34$/o
2.10%
6.29o/o
4.55Yo
2.450h
6.29yo
6.647+
15.03%
3.150/a
4.200/o
8:14%
230o/o
1.40Yo
4.90%
46
lo
b
18
lo
7
18
1s
43
-q
12
25
I
4
14
7
286
City of f;llensburg
Five-Year Tourism Strategic Plan
2019
BO
Appendix B: Visitor Surveys
Ellensburg Toudsm
Q20 What group best describes your household income?
Between
$50,000 and...
Between
$75,000 and...
Between
$100,400 and...
$150,000 or
more
AilSWER CHOICES
$49,999 or less
Between $50,000 and $74.999
Between $75,000 and $99,999
Between $100,000 and $150,000
$150,000 or more
TOTAL
When Western Washington
respondents are selected out, it
shows they have a slightly higher
income with 59.50% reporting a
household income of S100,000 or
more/ compared to 51.L0% of all
respondents. lnterestingly, out-
of-state a nd out-of-country
visitors responded with lower
incomes.
Answsrad:272 Skipped:'135
City of Ellensburg
Five-Year Tourism Strategic Plan
$49,999 or
less Ii
0% lOVo 2OVo Sdo/o Aodlo 509o 60t/o ?AoA 80o/o 90?o 100o/o
RESPONSES
12.87%
14.71%
21.32o/o
27.94%
23.16%
What group best describes yolrr houselrolcl income?
Ana{s€d: i5A Skitpsd:6
3,f9,999 o. tss
S'5O,0O0 or more
8eHeen S5O,O0O
NWlgi't4p$
8€tren S?5,OOO
attd 999899
B€t}r€m Sloo'(Xto
andS150,0O0
35
40
<o
63
2019 81
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 CentralWashington
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 towris of roughly sinnilar size have collaborates with their colleges of roughly similar size.
University of ldaho I Moscow, ldaho
Population: 25,L46 College enrollment: LL,7BA
1. Cross-referencing on website. Visitmoscowid.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.
Cu riosity."
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 university
a) https://www.instagram.com/visitmoscowidaho/
2. College banners on main street
3. Collaborativeevents:
a) Annualtrick-or-treatine where community members go on-campus
b) Annual downtown block partv hosted by U of I and the City of Moscow
c) Annual fair is free which makes it very welcoming to students
d) Annual Lionel Hampton Jazz Festival which 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 of li{ensburg
Firre-Year Tourism Sirategic Pian2r119 o1
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 visitors that's broken up into students and families, and
community and alumni
d) lnformation for community include athletics, campus map, 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) Downtown art walk hosted by WWU
b) City promotes WWU alumni weekend
c) Annual Paint Bellineham Blue event with a procession from Red Square to downtown to be
welcomed by alumni and the greater Western community
r Kicks off school year
' Downtown festivalfor WWU community
r WWU flag flies on top of Herald Building
d) Annual drawing/art event 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 featured events page
b) Laramie iubilee Days, where students can join in on a carnival and rodeo celebrating
lVyoming's statehood, but website doesn't speak to university at all
City of Ellensburg
Five-Year Tourism Strategic Plan
20r"9 B3
Appendix C: College Town Examples
Oregon State University I Corvallis, Oregon
Population: 57,961 College enrollment: 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 col lege town in America
2. There are OSU banners allthroughout downtown
3. Collaborativeevents
a) Annual Beaver Communitv Fair is made specifically to draw together OSU and Corvallis
community
b) Visit Corvallis and OSU co-sponsor the Corvallis Fall Festival
c)Fall into Service encou rages students to volunteer for local organizations willvolunteer
projects
City of Ellensburg
Five-Year Tourism Strategic Plan
2019 84
Thonk you to the csmmunity
members who provided insights
and helped in the moking of
this plan.
City of Ellensburg
Five-Year Tourism Strategic Plan
2019 85
Downtown Market Study and Economic Developrnent PIan
EtL EN S BU R G, W/\SI"i I NG"TO NI
Prepared by
arnett muld row
PI.AI!. PRESEAVE PROMOTF
Prepared for
City of Ellensburg Lodgirrg Tax Conlmission
Fllonsburg Dcwntor,lr Associatiorr
Ellensburg Business Development Allihority
l(ittrtas County Chamller of Commerce
1r{/i*d
i 'j."'n*T
TABLE OF CONTENTS
Introduction....
Background
Market Study.........
Market Definition..
1.0
1.1
t.2
2.0
2.1
5
J
11
2.3
2.4
3.0
3.1
3.2
4.0
4.r
4.2
4.3
4.4
5.0
Trade Area Demographics and Market Segmentation
Retail Market Analysis
Overall Market Observations and Concluslons
Physical Assessment
Background ............. :
Existing Conditions..
Recommendations.......
Reinforcing the Center.
Expanding Success......
Connecting the Community ...........
Enhancing the Visitor Experience .
Conclusion
6
9
13
2I
22
22
5
22
4l
26
26
3I
35
37
7.0 Introduction
1.1 Background
With a population of just 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
commerce and government for Kittitas County, which extends from the Cascades to the West
and the Columbia River to the East. It is a popular destination for travelers because of its
iocation, and a cluster of hotels and restaurants serve both exits to the community 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, Afi Deco, and ver-nacular buildings of the I920's. As is the
case with many communities, downtown Ellensburg has changed from being the sole center of
commerce for the community as suburban-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, government offices, cultural attractions, and special events.
The community has not been content to rest on this success and has continued to invest in
downtown. In 2013, 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 corner of 4th Avenue and Pearl Street was i1
decline. As a result, the City of Ellensburg, the Ellensburg Downtown Association, the Kittitas
County 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 study was commissioned to examine both the market opporhrnities 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 opporlunities 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 began 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 downtown, as well as an overall cornmunity tour. The study included two
customer zip code surveys conducted in both July and October that provided important data
about the visitation pattems in Ellensburg. An intermediate meeting occurred 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 shrdy involved several online presentations to the
Downtowners partnership and concluded with a public presentation to City Council on
Novornbsr 7,?0I5.
4
2.0 Murket 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, rctarl, and office
market opportunities and to leverage investments that will sustain the Ellensburg community
while preserving the chancter that the community values.
Chapter 2 is divided into four sections:
Section 2.1 describes the market definition based on zip code survey work cornpleted 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 pattems. 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.lM.arket Definition
Unlike radial and drive time studies that use arbitrarily chosen boundaries for customer trade
zones, the market definition exercise for Ellensburg is based on zip code surveys completed by
cooperating merchants. Zip code surveys 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 comelates clearly with customer traffic collected by merchants. Recorded zip
codes are used to define a primary trade arca, which is then analyzed in terms of demographics
and economrc activity.
Two zip code surveys were conducted in Ellensburg in order to understand the market dSmamics
of the community while Central Washington University was in and out of session. The first
sulvey rvas held in July of 2015, and the second held in October of 2015. Sixteen local
community retail businesses gtaciously participated in the zip code suley of their customers in
July, and seventeen participated in October. Merchants were provided with a form to record
customer zip codes and asked to keep the log for all customers during aten-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:
. In July, Ellensburg businesses recorded 1,086 individual customer visits from 156 unique zip
codes representing 28 states and 12 foreign countries. ln October, they recorded 1,808
individual visits from 178 unique zip codes representing 21 states and 3 foreign countries.
o During both surveys, the 95926 zip code for Ellensburg had the most customer visits,
controlling 56Yo of the visits in July and 51% of the visits in October.
o Customers were asked to identify whether they lived inside or outside the City of Ellensburg.
The two results were similar wrth 42Yo of the customers living inside the city limits in the
' < tA/ 1' I / 'l /! l) ll,-;r, :-- T--l-, --,-,-,-,^-lJuly survey &I7o JY"/o ln uclooer; llKewlse, IatTo uvgc oulsloc tlru ulty utlllts lll Jttly uuurPartru
with12% in October.
o Central Washington University students were asked to identi$ themselves in the survey and
represented the second highest percentage of visitors to shops and restaurants in the
downtown. As would be expected, their results varied between the two surveys with 7% of
the visits in July and20% of the visits in October.
r Visitors from the neighboring zip codes Kittitas and Cle Elum held 2Yo and 4o/o of their
respective visits in July and 4Yo and 5% of their respective visits in October.
r Customers from the rest of Washington accounted for 8o/o and 60/o of thet 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 L2o/o and 4% 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 malket as well.
3o/o
42Vg
r ElletrlburglNslDE
I EllensburgOUTSlDE
ri Cenfxel lyff hington Unin
Hittites
f,lttorp
f,le Elunr
'rSouth Ele Elunr
rlfittitrs Counry
. Yakinra County
King€ounty
!,lltestof Werhi$gbn
uOtherstates
rOtherCounhies
4o/o
4oy'a
1o/o
tDlo
1o{o
2o/o
lAVo
Figure I.I: Custonrer Visits to Participating Businesses by Zip Code in July of 2015.
4o1o 0o/o
tw
19a
lEllensburglN
I Ellensburg OUT
r:rCWUStud€nt
Kittitat
39% Thorp
Cle Elum
ISonthCleEIum
KittitesCotmty
Yaklma
ltuc
-'r Restofweshin€lon
r O*rerStetes
rOtherComtries
?00/o
Figure 1.2: Custonrer Visits to Participating Businesses by Zip Code in October of 2015.
5o/o
2%
4o/o
L2%
2.1.2 Trude Area DeJinition
Although the numbel of visits provides an overall view of customer origin, a more accurate way
to evaluate custorner loyalty is to frame customer visits in the context of the population of each
zip code. This method corects for zip codes that have exceedingly large or small populations
that might skew the market penefi'ation data. The primary trade arca (PTA) is the geography
where the most loyal and frequent customers to community businesses reside.
-rlt1il^1--L-,-,-,,--l-:L^,-^,-r1-- ---^,-l--^^:)^,-L--l-^---i--^^-^:-^)^--+l^^]^11^--,^l aolcs l . l an(l l.z teveaL uLlstuillgt vlsrts IJcr utuusaltu l€stutrnts, slluwrtrB ail llluE2t LtrdL dlluws
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
sulvey periods in 2015.
zip
98926
98926
98934
98922
Name
Ellensburg INSIDE
Ellensburg OUTSIDE
Central Washington Univ
Kittitas
Cle Elum
Population
18,774
13,002
11,799
1;583
1,129;
Visits
529
150
71
2A
46
Visits per
Thousand
28.2
6.0
12.61
40.7
Visits Per
Thousand
31.7 i
16i8 ;
31.0
49.3
76.2
11.s
CWU
Tsble l.l: Cttstomer visits per 1,000 population in July of 2015,
CWU
zip
98926
98926
98934
98922
Name
Ellensburg INSIDE
Ellensburg Outside
CentralWashington U
Kittitas
Cle Elum
Population Visits
708
2'19
366
18,774
13,002
11,795
1,583
1,129
v8
Bq
Table 1.2: Customer visits per 1,000 populution in October of 2015.
Determining the primary trade area can sometimes be more "art" than science. At times,
signif,rcant 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 tlade 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
2.2Trade Area Demographics and Market Segmentation
2.2.1 Ellensburg Primury Trade Area Demographics
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 the primary
trade arca is 30, whicli is lower than both Washington at age 40 and the United States at 37 anrd
is likely due to the age and number of CWU shrdents.
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 rlln by zip code of residents; while CWU
does not have its own zip code, students are included in local census data andtherefore should be
included in this report from Ellensburg's zip code which will naturally decrease the Median
Household Income for the community.
20?0 Projection
?015 Estiuate
2010 Ceusus
2000 Census
Growth20l5-?0?0
Grcwth20l0-2015
&owth ?000-2010
35,03?
33,59 l
32,442
26,297
4.30%
3.54V0
23.370'6
Table 2: Primury Trade Ares Populution
2.2.2 Msrket Segmentation
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 types 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.
ln the case of Ellensburg, the primary trade 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). "Young Achievers" (in green) comprises 18%, and "Midlife Success" (forest
9
green) and "Mainstream Families" (sky blue) each comprtse 9o/o of households. Within each
Lifestage category, darker shades represent higher socioeconomic status, while paler shades
represent lower income levels. While Ellensburg has a large share of "Striving Singies"
households with medium and low socioeconomic status, this can be explained by the proportion
of college shrdents that live in the community.
Descriptions and predicted characteristics of the most coflrmon segments in Ellensburg are
included in Table 4. Columns include Lifestage, segment category, a count of households in the
primary trade aroa that fall into each category, as v.ell as predicted household characteristics,
which include income, age, composition, housing tenure, educational attainment, employment,
andrace.
Figure 3: Primary Trade Area PRIZM Ldestuge Segmentation (Source: Nielsen Cluritas, Inc.).
s96 s9t
r.E*6
I ittnt tEF tt trEc
ffi\EUIE ACHIEIEFS
: STFlVlt\Ei SllrtB LE5
IACCUfuI ULqTETWESTTH
IYOUI,E .qffiUMULqTNE
' tulA IHsTHEA lil F$ Ml L|ES
! T,ETA IN II.IG FA MI LI E5
T.qF FLU ENT E [NPTll NE5I5
I c0 ilsE F,I/ATtUE SL455trS
CAUNSLE FUPTEI
STETAIHIHC SEHIOF$
886
ili
t6
g6
x5i
3196
10
The chart above depicts broad categories ofhouseholds. This section poftrays key sub categories
of households along with descriptions of lifestyle characteristics. The descriptions below are
provided by and paraphrased from Nielsen's descriptions of their PRZM Lifestyle Segmentation
data. The rounded percentage of households in the primary 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 rnatched that of the United States. These percentages were gathered from the area within a
ten-minufe drive time from the intersection of 4t1' Avenue and Pearl Street in the heart of
Ellensburg.
City Startups
25.2% of Households in the Ellensburg primary trade qrea, Index to United States: 2,369
In City Startups, young to middle-aged, multi-ethnic singles have settled in neighborhoods 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 aYetage.
Greenbelt Sports
4.2% of Households in the Ellensburg primary trade area, Index to (Inited States: 966
A segment of upscale exurban couples, Greenbelt Sports is known for its active lifestyle. Most of
these older residents are married, 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 Murket Delinition 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
opporhrnity that mandates that the community retain a message that is appealing to both
locals and those from out of town.
Having completed over 200 market studies, pattems emerge over time. A community that
benefits from over 15Yo 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 mehopolitan 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 Tourism is already tapping this market and these numbers are bearing
the fi'Lrit of this marketing initiative. We recommend continuing this push to market
Ellensburg to the cities west of the Cascades.
a
o
I1
3 The influence of Central Washington University is very strong. Even during the summer
season students represented lYo of the customer base. When the University was back in
session student traffi,c inmeased to 20% 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 chance for ongoing collaboration between downtown Ellensburg and Central Washington
as a major instihrtion 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 sfudents 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 fuirdamental strength in any market analysis.
Income levels in the primary trade area are lower than both the United States and
Washington State, but the coliege student presence can attribute to this since college students
count in the Census at their school of residency.
The psychographic analysis of Ellensburg indicates strong potential to retain talent cultivated
at Central Washington and for others who seek to live in a vibrant community with an
abundance of ouidoor recreaiion opporiuniiies along wiih reasona'oie proximity to a rrrajor
metro area. Retaining students in a "college town" can always be a challenge and many
shrdents will nahrally gavitate 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).
a
a
a
12
2.3 Retail Market Analysis
Ellensburg is a retail center serving the primary and secondary markets defined above. This
section examines the Ellensburg Malket to identify potential opportunities for new or expanded
stores by examining "retail Ieakage." This will allow the community to assess what kind of
additional stores would be attracted to Ellensburg and will help individual existing businesses
understand how they can diversify product lines to capture this leakage.
2.3.1 Retuil Leakage in the Trude Areas
Retail leakage refers to the difference between the retail expenditures by residents living in a
partictrlar area and the retail sales produced by the stores located in the same area. If desired
products are not available within that area, consumers will travel to other places or use different
methods to obtain those products. Consequently, the dollars spent outside of the atea are said to
be "leaking." If a community is a major retail center with a variety of stores it will be
"attracting" rather than "leaking" retail sales. Even large communities may see leakage in
cefiain retail categories while some small communities may be attractors in categories.
Ellensburg is a strong "attracting" 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
internet). 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 analyzedusing retail leakage.
The leakage shrdy for Ellensburg is a "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 trade geography and
foster a strong visitor market, which is evidenced in the figures 1.1 and 1.2 which show over
10% of the customers are coming fiom outside of the state of Washington.
With these conservative factors in mind (meaning our numbers represent "minimurn" potential
and not "maximum" potential) the primary trade area selected store sales equaled $520.3 million
in 2015. Consurners 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 serves as a stop
before and after crossing the Snoqualmie pass over the Cascade Mountain Range, and it sits at
the intersection of a major EastMest Interstate and a North/South Interstate. The result is that
13
nearly one tifth of all sales in Ellensburg occurs at gasoline stations. When taken out of the
equation, Ellensburg's leakage increases dranratically fiom $21.5 millioti to a substantial $129.4
million. If the community were to capture just a portion of this leakage, it would support
additional and expanded retail opporlunities both in downtown Ellensburg and throughout the
City.
2.r.2 Deiuiled Retuil Market Opporlunity Taliles
Section 2.3.1 explores the retail trade pattems in aggregate, the tables on the following pages
explore the individual retail categories where Ellensburg is leaking and gaining sales in the
prinrary trade area. This data should be used as an overall guide to retail market potential and
should not substitute for detailed market research on the part of any business wishing to open in
the area.
Please note that some categories are subsets of larger categories. The numbers next to each store
type represent the North American Industrial Classification System code (NAICS). The green
columns replesent the consumer demand in the Ellensburg trade areas. The light blue columns
represent the store sales for all retailers in the trade areas. The dark blue columns indicate the
retail opport';nit5' gaps and retail sulpluses in ea-ch ca.tegory. Nr,rmbers in parentheses incliea.te an
inflow of dollars and numbers outside of parentheses indicate market leakage.
Ilctail Storcs
Tolal lletail Salcs & Eating, Drinking Places
UXCt"UIIING Gas Stations
Motor Vchiclc, & Parls Dcalcrs-441
Autotnotivc Dcalcrs-44 I I
Other Motor Vehicle Dealers-4412
Automotive Parts/Access./f iLes-44 I 3
n-.-.. :a..-- o- T f ...--.. r..-.-:..1.:..,... O',..,...,1.{ aI' Lll tutlll u cE I luu ls I u! lrl)lr lllgi o L\rl vs-aan
Furnitule Storcs-442 I
I I onrc L'urrtishing Str-tles-4'122
Eler:tlonics & Appliances Storcs-443
Appliancc, 1'V, Electronics Stores-44-l I I
Llouseholcl Appliances Stores-443 I I I
Iladio, TV, Electronics Stores-443 I l2
Computer & Software Storcs-443 l2
Carnera & Photographic Equip.-443 l3
Builcling Material, Gardcn L.c1uip. Stores -444
lSuilding lvlatcrial & Supply-444 t
Home Centets-44411
Paint & Wallpapcr Stores-444 l2
Flardrvare Stores-444 I 3
Other Building Mat. L)ealers-444 l9
Building Mat, Lunrberyards-444 l9 I
I-arvn/Gardcn Equip/Supply Stores-4442
Outdoor Porvcr Equip. Stores-4442 I
Nurscry & Garcien Ccntcrs-44-122
2()15 Dcnrnnd
((ionsumcr
tixp.)
541,862.5(r9
482,337,089
I 19,940,737
e7.e5(t.748
t3,65 r,65i
8,:ri2,3i6
tr\ 1t{ 1/t-lt vr! I -rravJ
5, I 87,588
-),uJ /,u t J
10,99.1,4,15
8,591.612
I,468,791
7, r 22,848
2,174,48(t
228,i l7
-s(r.456,-17-j
47,348,_e5 8
I 9,297.564
75 8.20 I
5, I i2.51 l
22. r 60,652
8.589,l(r I
9.107,4 l5
3,2.19,493
5.867.e22
14
2015 Suppll,
(Itctail
Sales)
520, ji8.429
i.52,912,e.I'l
88.907,79,1
"l1,0(r8,070
19,98,1,27.1
27.85.5,450
1,5.r2,741
r,9 t1.125
429,3,38
1,481,787
r ,6 t 8,616
0
64, t9 t .9i5
i6.46 t .641
9,928,954
9l l,l87
10.970,5i8
14.6,50.96i
5,479.52-s
27,730,293
2 t,0:0.-127
6.709.9(r(r
0pportunity
Gap/Surplus
2t.524.t40
t29,394,t45
3 I,032,944
56,888,678
(6,332,620)
(t9,523,1t4)
7,461,704
6,677,5t7
I,039,456
5,638,061
555,870
228,317
(7,73s.562)
t 0,887,3 l6
9,368,6 t 0
( 152,986)
(s,837,997)
7,509,689
3,109,636
( 18,622,878)
( t 7,780,834)
(842,044)
Percent
Capturc
96.0%
73.2o/o
74.t%
4t.9%
146.4V;
334.3%
tnQ nol-
t76.7%
37.0%
trn1a11r /Ql1n1t\r r !w-\r!--a \(, r Jrw4 r,,
9, I 69,029 (3,98 I ,44 I )
|,859, I 95 3,168,420
32.t%
223%
29-2%
20.8o/o
74.4%
0.0%
1t3.7%
7'l;0To
st5%
t20.2%
2t3.7%
66.t%
63.8%
304.5o/o
648.9%
114.30/o
Ilctail Storcs
Irood & Bq'crage Stolcs-445
Grocery Stores-445 I
Supernrarkets, Grocery Stores-445 I I
Convcnicnce Stores-445 I 2
Spccialty Food Storcs-4452
Bccr, Winc & t,iquor Stoles-4453
llcalth & Pcrsonal Carc Stolcs-446
Pharmacics & Drug Stores-4461 I
Cosrnctics, Bcauty Supp, Perfume -44612
Optical Goods Stores-44613
Other l Iealth & Personal Care-446 I 9
Gasoline Stations-447
Gasoline Stations rv/Conv Stores-447 I I
Other Gasoline Stations-447 l9
Clothing & Clothing Accessorics Stores-448
Clothing Stores-4481
Men's Clothing Stores-448 I I
Women's Clothing Stores-448I 2
Childrcn's, Infants' Clothing-448 I 3
[:arnily Clothing Stor cs-448 I 4
Clothing Accessories Stores-448 I 5
Other Clothing Stores-448 l9
Shoe Stores-4482
Jcweh'y, Luggage, Leather Goods-4481
Jewclry Stores-4483 I
l,uggage & Leather Goods-44832
Sporting Goocls, liobby, Book, Music-45 I
Sporting Coods, Hobby, Music lnst-451 I
Sporting Goods Stores-45 I I I
Ilobby, Toy & Came Stores-45 I l2
Scwing I'iece Goods-45 I l3
Musical ftrstrument & Supplies-45 I l4
Book, Periodical & Music Stores-45 l2
Book Stores & News Dealers-45 l2l
Book Stores-45 l2l I
News Dealers & Newsstands-451212
Prerecorded Tape, CD, Record-45 122
General Merchandise Stores-452
Department Stores, Excl l.eased
Departments-4521
Other General Merch. Stores-4529
Miscsllaneous Store Retailers-453
Florists-4531
Oftice Supplies, Stationery, Gifts-4532
Office Supplies & Stationery-45321
Gift, Novelty & Souvenir Stores-45322
Used Merchand ise Stores-4533
2015 Denrand
(Consunrer
Iixp.)
49,5 53,508
46,274,188
3,279,320
6,213,938
22,177,725
26,2t7,685
20,884.343
I,778,A41
I,189,43 I
2,365,870
59,525,480
43,:]58,849
r 6, r66,63 r
2015 Suppll'
(ltetail
Sales)
44,529,5't3
38,572,300
5,957,273
r5,369,485
838, r 74
10,573,777
7, I 59,605
958.012
730, I 28
t,726,002
167,39-s,485
84,53 1,5i2
82,863,953
0pportunity
Gap/Surplus
5,023,935
7,701,889
(2,677,953)
(9,155,647\
2l,339,s5 r
15,643,908
13,724,738
8 19,999
459,303
639,868
(107,870,005)
(41,172,683)
(66,697,322)
2t,272,338
10,762,1s4
499,519
2,583,072
458,423
5,802, I 53
602,151
8 I 6,836
I,721,561
8,788,623
7,734,806
I ,053,8 l7
Percent
Capture
89.9%
83.4%
l8l.7o/o
247.3o/o
3.8%
403%
343%
s3.9%
61/%
73.0%
28t.2%
195.00/o
5t2.6%
24,812,345
13,477,864
704,t43
3,01t,27s
695,912
7,263,350
602,1 5 r
I. 171,00-.1
2,1$,zAs
9.t71,276
8,I 17,459
1,05:r,8 r7
3,-540.007
2,7 t5,7 t0
201,(t24
4.58.203
237,519
I,4(rl,197
0
354,1(t7
441,644
382,653
382,65i
0
14.3o/o
20.1%
29.1%
l5.t%
34.1%
20.t%
0.0%
30.2%
20.4%
4.2%
4.7%
0.0%
135.4o/o
138.6%
224.5o/o
42.7%
0.0%
73.2%
t22.3%
t36j%
150.0%
0.0%
0.0%
I 1,583,696
9,353, t 6 I
4,981,46:i
2,5 r 8,868
899,831
952,999
2,230,535
I,998,8 l4
1,8t9.627
t79,t87
231,721
65,527.155
26,629,260
38,897,895
r6.055, t 8 t
54 t,812
7,405,451
3.479,820
3,925,631
r,34 t,052
I _5,688,524
t 2,959,694
l r,185,260
t,076.680
0
697.754
2,728,830
2,728,830
2,728,830
0
0
20,967,88 t
4,739,923
t 6,227,958
5,204.681
256, r 60
jl84,666
0
:18,1.666
I,500,84 t
(4,104,828)
(3,606,533)
(6,203,797)
t,442,188
899,83 I
255,245
(498,29s)
(730,016)
(909,203)
1 79,1 87
231,721
44,559,274
21,989,337
22,669,937
10,850,500
285,652
6,920,795
3,479,820
3,440,965
(l 59,789)
32.0o/o
17.8o/o
41.7%
32.4%
47.3%
6.5%
0.0%
12.3o/o
ut.9%
15
2015 Demand
(Consumer
E*P')
6,766,866
62,589,198
28,293,276
24,815,628
6,821,428
2,659,266
Figure 3: Retuil Leukage in the Primury Trude Area. Source: Neilsen
16
2.3.3 Overall Retail Murket Opportunities
The retail market potential for Ellensburg combines many different facets of the data gathered,
above. Retail markets depend on both quantitative and qualitative information. Moreover, just
because there is retail market potential for a potential retail store type in no way ensures success
of that store type in the community.
There are many reasons why a business might succeed or fail, and the retaii market is but one of
those factors. The days of the downtown competing with suburban locations for primary retail
have long since vanished. The major 'opro" 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 the primary trade arca, this could be a
suburban opportr"rnity for Ellensburg. A store of similar type (though unlikely a chain) could
also work in a downtown setting.
c 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 opportunity 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.
o Electronics - While Ellensburg is leaking sales in the electronics 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.
o 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 little to no impact on
the downtown pharmacy in Ellensburg.
o 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.
o 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.
17
2.3.4 Downtown Retail Mevket Opportunities
The opportrnities 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 be a "rising tide lifts all ships"
proposition. The are presented here because they have the opportunity to be particularly
successful downtown.
a Restaurants - This category is very strong and is iikeiy to continue to thrive in ihe
community. There are opportunities for growth both within downtown Ellensburg and
throughout 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 successftil 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 minute 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 $69.6 million.
, '7 , at, 1 1 u - nll-,--1---,-- r^ ll--^ ^--^ -.^-2f:^) L-. +L:^ -,.*L^-uomments tnat resloenls oI IaKlfila colng tu -Elrell$ourB [u ulrlc ille vcllltvu uy urrs rruuruttr.
The opportunity is amplified when you look at spending patterns for students, Ellensbrug's
highway location, and the conservative definition of the trade area'
Office 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.
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 takc 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
suburban 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 market opportunity for downtown or to expand the product line of an existing store).
Miscellaneotts 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, fraternity/sorority stores in college
towns, and many more.
a
a
a
18
Overall, this study looks at a very conservative capfure scenario for leaking retail sales in several
ways:
. Only counting existing leakage in both trade areas and presuming no population growth in
the primary trade area (which will continue to grow);
. Only counting local and regional population - not visitors (who comprise over l5o/o of the
customer base);
. Using a20Yo captr.rre rate used, leaving 80% of market leakage to continue to leak elsewhere;
. Using a very conserative $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 trade 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 current time.
2.3.5 Key Housing Market Opportunities
Unlike retail market 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 reported through the City of Ellensburg corroborates this number
with the average of 55 new units (conseryative estimate) coming online each year.
National trends in housing indicate increasing interest in downtown living both with millennials
and empty nesters. With Ellensburg's young average age of 30 and large proportion of college
students, there is a potential market 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 area 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 Murket 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 true 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
I9
Director along with the Lodging 'i'ax Advisory Committee tracks Lodging Tax revenues.
Revenues have increased every year but one since the recession, which adversely affected rates
in 2009. So far in2015, monthly Lodging Tax revenues have increased every month but one
and, barring 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 trends in hotel and visitor stays point to continued interest in altemative forms of
lodging, incluCing smaller boutique inns, self-catering inns, and specialty lodging that are close
to tourist attlactions 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 Murket Opportunities
D^..L^-^ +L^ *^^+ l:ff:^,,l+ ^^-1,^+ +^ ^"^1,,^+^ i- ^ ^^**"-;+.' l;1.^ Ell^-.h"-n io tl"o ^fff^^|' lI4[rJ LrlL/ rrrult uttrluull lll4l\wL lv wvqlu4lv Irr 4 wvlrrlrrglrru rlrw !rrwrrDuur6 ro rrrv vrrrww
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
repair.
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
owners have difficulty maintaining old buildings for the rent they are commanding. Ideally, the
market should work to slowly get the rental rates from $i0 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 Eliensburg and work toward slowly escalating rent rehrms to allow
for additional investment in downtown buildings.
20
o
2.4 Overall Market Observations 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
sllccess of downtown is reflected in the breadth and depth of the customer base.
Central Washington University and downtown Ellensburg are inextricably linked, and the
community should explore ways possible to continue to reinforce and grow those
connections.
Growth will continue in Ellensburg. This is inevitable. The market data indicates potential
for both suburban and downtown growth to coincide. The days of downtowns and suburban
locations "competing" for the customer dollar are over. If Ellensburg can retain a customer in
town who might kavel to another market, it will be a much easier task to get that shopper
loyal to downtown. Smart suburban 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
strong potential for a hotellirnthat 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 opporhrnity to "curate" the growth of the community and to expand the
footprint of its downtown to better connect the dots between attractions. This will be explored
later in the report.
o
a
a
2I
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
continue to serve both locals and visitors as evidenced in the market study. The following maps
provide insight into the composition of downtown cunently 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
nodh, Ruby Street to the east, 2nd Avenue to the south, and Water Street to the west. Figure 5 on
the following page shows this boundary. The "heart" of downtown could be the subject of
debate but is generally accepted to be the Intersection of Fourth 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
and dining options extend one to three blocks in every direction from this point.
Fignre 6 shows downtown Ellensburg with amenilies, attractions, and educational institutions.
These would include Morgan Middle School just outside of the core boundary to the south and
Central 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
qnn'nrrndin-c Thie is -" critical exhihit in that it reflects on the dvnamic natr-re of downtown and
is not designed to be comprehensive in nature. Investment in downtown is occuring 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 of University 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 are l00o/o 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 future 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 more vibrant, and
continue to invest in downtown.
22
t[GE]\lo
O(qargsr to{odc.y
-;$, Doent*n Cente' - 4li Ave- ond ?*rl $t.
tLtENSBUnS COWNIOWTI IilAgIEg ?L{N
Downfown Core
Septn&r 2015
Figure 5: Downtown Core
;i';'ff*,.
23
A'i:' )i5,' .!i-bl- -.1 lt(u r
rtcgr.re
s
J.
I
*
1:
rs
I
nillt
I
ffi-{
9arenlwr 0o!odot).
ic*nlo*r Csntsr - 4t[ An onJ Prq,f $l
rc*rord Op*n Spccer
toFffi lvlsrldt
City.Ovrrcd Porkn g latr
Lcddomia lnldbdoo.
ti.tENsEUiG OOWNIOWN r,!d3ltl Plrl't
Porks ond Open Spoces
Public Porking Reiourcet
Acudemic lnttitulionr
5rphmber ?011
*,.S*, q*:!^ L-;1: &-S1f,:g$,r|i.1;;..: :ljll: iN'!"
Figure 6: Parlcs and Open Spaces, Public Parking Resources, and Acddemic Insfiutions in and around Downtown
24
t
L
-.,, ri i
il:ar!f:i'1
re
fiilfr{r
ir.,;"r.,1.r !i, ra1 1r
ilii '4I j' rillt" *'
!i!.. -.ri a.j i'r.i_,rt ,..,
,: t. lil(t :L \trr' '...
i..t I .i.
; ,i', ,
1\
iii
,l
i, .i:!'r "
. ' '. _ i l:,:.:i ,.a r 1,,:,j- .!lr,it
lr.. ,r.;irr, ,
i: . Ir
Reccnt Sucres*es
Proiecta in Progre:is
?,_"r, .:... ,, 1., - t,,, l, . ^
I i..'. ir,..!, !'{r. -rr n.',.,.-' i -.,.., J'i i, ..r . l-.1- .r,
'(r,ri':,lrii ).; ...r-.,i ir'.r e il,(l'1..r,.--
: | 1 j !l,ii.;..i:..- l.':,': r'i ii r?! il !.14\.1 rr rr t j.
ir;
j
'jil
\/!'{iH iii-
., i :
r ".,r --l
I
,l
rl
,lii!
,] .|
.ti'1
j
-l
:f
:!
Figure 7: Recent Successes and Projects in Progress
25
4.0 Recommendutions
The recommendations in this chapter are divided into four key strategies important for the future
success of downtown Ellensburg:
o 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
importantly, upper floor spaces.
c 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.
e Connecting the Community; This strategy focuses on multiple modes of transportation that
allow iocals and visitors to use downtown Ellensburg by car, bike, on foot, or by public
transit. It also continues to reinforce the importance of connections between downtown and
existing hotels and between Central Washington University and downtown.
e Enhancing the Visitor Experience; This shategy recognizes that tourism and visitor traffic
are critical to the success of Eiiensburg. Recommendations here focus on having a curated
visitor experience and on the potential for a new hotel and meeting space in downtown
Ellensburg.
4.1 Reinforcing the Center
4.1.1 Implement Ellensburg Town Square as d gathering place. High Priority,
Perhaps the most significant public improvement shown on the plan is to create a tme 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
letain parking on some uf 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 cenhal
gathering placJ 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 pursue und promote upper floor mixed-use tlevelopment, High Priority.
The private sector opportunities are shown in three categories in Figure 9 on the following page:
complete, in progress, and opporturiity sites/buildings. There are nine opportunity buildings and
one opportunit54 site and each is further explored either explicitly or more generally depending on
the nahtre of the building or site. Ellensburg should consider an open house "live downtown"
event to promote downtown residential development opportunities. The event should be an open
house of existing residential units in downtown to show both potential residents and developers
the potential for 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 furnishings from local decorators to showcase what downtown living could be like
in a particular building.
4.1.3 Work to builcl Ellensbarg Gatewuy at corner of Main and Third. Meclium 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 street
parking, opening up the area for outdoor dining and an attractive downtown gateway sign at the
northeast corner of the intersection. The restrooms at the southwest corner of the intersection
should be relocated to the center of town as outlined in recommendation 4.1.1 above.
27
503 N, PEART ST. - UPPER FLOOR RESIDENIIAT
{coMPr.ErE)
EI.Ks BUII.DING RENOVATION AND
ouTDooR DTNING ADDITION {rN PROGRESS)
42O BUIIDING , REUSE OPPORfUNITY
CTYMER MUsEUM - BOUIIOUE HOTEI- (IN PTATINING}
Bl"uE ROCK SAIOON REUSE {COMpLETE}
TI{E ETMIRA - UPPER TTOOR REUSE OPPORIUNITY
ETTENSBURG TOWN SQUARE. OPPORTUNIIY
cAsnE BUil.DING REUSE {COMPT.ETE}
TARMERS MARKEI. NEW ALIGNMENT OPPORTUNITY
GEDDIS BUItDING. UPPER FIOOR, RESIDENTIAI OPPORTUNITY
EttENSBURG TLORAL. UPPEN, FLOON, REUSE OPPORTUNITY
COWORKING SPACE. OPPORTUNITY
EXISTING PARKING IOT - REDEVEIOPMENT OPPORTUNITY
KTEINBERG EUITDING REUSE (IN PROGRE5S}
cRG BUil.DTNG REUSE (COMPtErt)
EttENSBURG GATEWAY PIAZA. OPPORTUNITY
OID ELLENSIURG HOTEL. OPPORIUNITY
oPPORTUNTTY SrrE 1il6 w' 3rD AVE.)
OPPON,TUNITY SITE (EXISTING PUBIIC RESTROOMS}
ELLENSEURG, WA DOWNTOWN MASTER PLAN
Downtown Core lllustrqtive Plon
4
Figure 9: Ellensburg Core Area Plan
.EE *{
i
z:
Octobor 2015 r1*-t
0 50 loo
{1)v
28
4.1.4 Implement co-worlcing space und potential malcers spqce.
Co-working spaces have moved from what some might consider a fad into a full-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 1 to 781. Deslcrnag monitors co-working spaces nationally
and cites that 60%o of existing co-working spaces will expand in 2A15,4.5 new co-working
spaces are created each day, and 245 people become members globally each day.
Ellensburg has multiple opportunities to caprtaltze on this growth while building on partnerships
within the Chamber of Comtnerce, with Central Washington University, and even with the
creative community that thrives in Ellensburg and Kittitas County.
Before delving into the specif,rc recommendations, it is important to begin to define how each of
these spaces work, as semantics can sometimes get in the way of truly understanding the pupose
of these new models for the workplace environment. It is also important to know that, although
their definitions are provided beiow, the fluidity within which they can fuirction in a space is as
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 collaborations, or
simply share in the creative atmosphere of the space. Co-working spaces may host events and
activities, but rarely provide formal business coaching. Such spaces provide conferencing
capabilities, shared printers, a kitchen, restrooms, and most importantly high speed intemet
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 "graduate" businesses from the
space. There is already 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 structured 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 expefts 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, rnanual tools,
and classroom spaces are associated with makerspaces.
Such spaces take very little upfit to rnake 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-wolking space on N. Pearl Street in the old Red Cross
office building. Ultirnately, multiple spaces could be deveioped that could take on multiple
partnerships and even focus on particular 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 retuil.
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 1. 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 Yakima, which could be expanded and targeted to retail/restaurant use in downtown
Ellensburg. Central Washington University may consider partnering with the Ellensburg
Dor,vntoi,vn Assooiation and tho Chamber of Commerce for such an expanded business plan
program.
4.1,6 Explnre 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 8. The sites are divided into sixteen sites labeled as Level
1 opportunity sites and ten sites labeled as Level 2 opporhrnity 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 avety early development project.
The sites are also marked as to whether they areyacant land or lots, are underutilized properties
where the existing use may not be consistent with a denser and developed 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 Partner with existing and new investors on underutilized sites identiJied by 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 their properties have
a higher or better use or may not know where to begin on considering renovation, while others
may have no interest whatsoever in pursuing investment at this tirne.
The Downtowners can continue to rneet and work with property owners on a case-by-case basis
by answering questions, contemplating partnerships, and offering incentives to advance
redevelopment. Some communities have contemplated creating incentives that treat downtown
buildings as a community would any other infrastructure opporfunity. In 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 uppff floors ftinded through public or quasi-
public entities. Some uses may be ideally suited for property trades so that higher and better uses
can come into downtown Ellensburg. Many of these opporhrnities are referring to property
trades along Water Street where there are uses that should be off the street 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.
3t
lf.:itl'rl!
qi
It
I
ililil
I
i;.a;.,::::
{:r.trrt r,.,n Fh,1Jn.'
atri,: r,r I |f {:i :;.r,r,)1
iru{': l,t.rrirt
iil, ':?,.!.1 i:ri,Jik1 1..'tr
l-li i\i{,' lrr r,t,,, !'
i:,-:.--'r:-'i I .',!'?'i.i..i: r.1 iir,u: r'nll?.,, ,l
ll tr.''!.:lti-r'r .
I
I
?r.*1.4.-.::r'.:rl i', ';::l: r ir-,-r.
:l.'.,i ,.,ii {r,F !,.r.,, '."11 r'..ft-rt t.rt
r r.J..'t !,.-tr,i i.r.,t'.i r. .r",!., ; 1r r.,;l r.,,.n
, ;. Jvrrlr ",1 l, .1, ! :p-,' .-P, 41, ;-q1'. 1;.,.-'!_ .'r
r., ", I :'!,t, r' n.. :,r
'a\r'l -: i r,F ,rr iil. il,'
tli l.i jil-rlli rl lf jill. .t'i, ltt':i :,: !!i t
oFportunity Sites
DI*K}
}.'.,il,1,'],1
Figure l0: Opportunity Sites
32
4.2.3 llost an investmentforam in the community.
The Downtowners should collaborate to conduct an investment forum in the community for
potential investors. This forum can provide potential business owners with a profile of the
market in Ellensburg, available properties in the community, guidance on support services
available to potential businesses through a variety of partners. The event should last no longer
than two hours, offer refreshments, and give a brief overview of the following:
r Representatives of the Downtowners should present findings of this market study and
recommendations.
. City staff can share the support services that the City of Ellensburg can provide.
n Ellensburg Downtown Association can discuss its program of work and assistance.
o Private Sector Property Owners/Commercial Real Estate Representatives should provide an
oveliew 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 County Chamber of Commerce and the Ellensburg Business Development
Authority can provide information on the overall economy of the county, services provided
by each group, and resources for business start ups.
r The Small Business Development Center andlor a SCORE Association chapter should
provide information on business plan support, start-up assistance, and additional services
they provide. Ideally, the organizations should promote a follow-up consultation day in
Ellensburg so attendees can sign up for appointments.
o Existing businesses should provide an overview of their personal experiences doing business
in downtown Ellensburg (with a focus on the positives and helpful hints).
The Downtowners should leverage these parfners to help promote 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 "club" 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 community. 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 program or a property renovation
company with the expectation that there will be a return on investment to the partners. In some
cases these operate independently of the city an in others there is a partnership stmcture to
implement a plan such as this.
It is important to understand that this ftinding recommendation is designed to augment existing
funding options that vary fi'om 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 Caltivate ongoing partnership for "Signuture Street" along University Wcty to
emp h asize C entr ul I( as hin gto n Univ er sity.
Siglificant 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 coridor. Over tirne, 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 community 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 inanarca where people can 1. walk to the location,2.
spend money in the arca afterward, 3. share parking resources, and 4. serve as an attractor for
additional investment. Several of the vacart or underutilized sites identified in Figure 10 would
be ideally suited for a community center that could host meetings, events, the arts, and other
'nL:^ +-*^ ^f *-^i^^+ ",;lt *^^";-^ o ^^n^a.qfirra affn# or.r{ chnrrlr{ he flevihle cnnrroh fnu59D, IlIrD LJPV Wr PTVJWWI vVrlr rwYu[v s wvvyvrslrYv vrrvr!
handle a variety of uses.
4.2.7 Consider un employer-assisteel 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
markct. Typically,largc cmploycrs such as univcrsities, hospitals, and govemments create these
funds to foster investment in the community they call home.
Often times these incentives are as simple as a small rlown payment assistance program in a
targeted area, reduced fees in a highly targeted area, or a suite 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 investment in more housing
downtown and more upper floor conversion.
7n
4.3 Connecting the Community
4.3.1 Implement creative place-making
Creative place-making works with community members to bring together arts and culture 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 working with an organization like the nonprofit Pomegranate Center
based in Seattle that explores creative place-making in communities as a paftnership effort.
Creative place-making 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 through a public art program to create "markers" 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 11 on the following page illustrates the potential
locations for these installations on key corlers throughout the larger downtown area.
4.3.2 Continue partnership with Central Washington University to bring investment into the
core of downtown over tinte whether through programs or capitul projects.
Central Washington University is a strong partner with the Ellensburg community, and its
students represent a significant portion of the customer base in downtown. Over time, the
University and the Downtowners should seek partnership 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 partnership projects.
4.3.3 Implement bicyclefriendly streets as idenffied in prior plans.
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 street fumifure.
4.3.4 Implement circulator transportationfrom CWU through downtown to hotels,
Central Transit already operates a fixed 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
L', q''t..i-
1.,.i",
J:'
!. o*'
j,1.-,
....F.
IEGTND
I
ililll
I
&ti!t
o
----)
II'
Dorrlqrvn E+{dcr r l!*FndudJ
Porlci and {Jpan Spccor
Fornrcr: lrriorlct
liry-{lwrtd.oorkrql l,otr
A{nJailiq :olitutbnr
Exitin$ 5u;::t lj rrhtrrl ltroior
fin,o1[.lu'on
Ffteitinl FJno €xpqoiierrof ,iltclS $riior
Non"ar< S'argh Pu'eiil hralr(Bll
S--c.r'{ 5!\:4!4r nrir.l Facl$ls ir, Prof,etd w$Hfrvg
I [b!$lIo*i*!rL.tt5;h5
fugii la!'l t ilcs.rtun:ty s,hr W.llH AvE
tl Illttr!l;!r:i ie R.:erih'n6fl ,
6nhffrsrBrl
I'arcnti{l l*!,ic Ary'Golhtrng Ntda:
Pott0tiol C1 'U oc*,rtevln'C di$li'nr"
Bur fo$c
W 3TO AYC
w 2N0rv!
Et,,gNsaut.6 !OWNT;wf l .inAsl€q Fini\l
lmoge fnhnntemenls
$trenglhened (trnnetlions
$uPtatr$r, ?01,5
w iAlttot Avt acinlor Avl
Figtre I I: Image Enhancements and Strengthened Connections for Downtown
36
4,4 Enhancing the Visitor Experience
4.4.1 Reloeate visitors' center to the core 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 thorough wuyfinding signs,
ln the most general sense, wayfinding 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, pattems,
landmarks, and verbal and visual directions to establish and confirm a working knowledge of our
environment.
A community 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 types including gateway signage, directional signage, parking
signage, pedestrian signage, as well as maps and information 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. Furtherrnore,
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 curate the visitor experience through downtown. Examples of
wayfinding from another are shown below in 12.
Figure 12: Example of W'ayfinding Planfrom Greenwood, SC
€Prcdmont
ItdI
n
I 'Frii*
1':11'ir
--..,.,.]::q
Typical Sign: Fluted Post
mtl{ 0irfi
ffimq!!br {tlF
qs? trqa*hr hh!
h*a kka{dltilh arhehDrjtlts hrtdMH-r 4ry'tr
tilt l{
i
ffiilffi
il
St Cllt l{
;]
@
aaJ/
4,4.3 Irnplement nnd continue to modify purking 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 converled to angle parking with a variety of times to accommodate the variety of
uses (loading zones, more lengthy parking 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 shouid aiso expiore peak times for parking. Typically, tlie outcome of sucli a
itudy 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 type 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
ior parents with children, and the rear of the car is to the sidewalk allowing for easier loading for
any shopping.
Two potential opporhrnities for expanded parking exist on both the Skate Park lot (shouid it
move) and on the Old Creamery lot as discussed in section 4.4.4 below. Many commttnities
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 boutiqae hotel with meeting spuce and purking.
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
Hotelln the Shoudy-Cadwell Building at the corner of 3'd Avenue and Main Sheet appears to be
the strongest opportunity for several reasons. First, the location is highly visible which will be
imporlant for any downtown hotei. Second, while the hotei wiii need to be modemized and
upgraded significantly, it has traditionally been a hotel. Third, its location provides visitors easy
&ccess to all of downtown Ellensburg. Last, the hotel has the potential fcrr 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 piace. 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 creamely' site preserving the Art Deco fagade
of the burned out building. Plan estimates show potential for 70 parting spots on this site which
is less than a block from the hotel itseif. 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 are more
app eabng than standard hotels.
The community should also explore some creative meeting space that would accompany the
hotel. This could be part of the community center mentioned in a prior recommendation or a
stand alone creatively adapted facility. Ideally, the meeting facility would be able to
accommodate more guests than the hotel itself to drive traffic to other accommodations in the
community. Figure 13 shows several options for such a facility in the vicinity.
39
TJ
PRIVATE RIDIVILOPMf NI OPPORlUNI'Y $IIES
CITY-OWNEO PARKING tOT OPPORlUNIIY
Pq
F
. PRESERVE FACADES O'
'ORMTR
CREAMERY EUITOING
ALONG 30 AVE. AND WATER ST.. 70 SURFACE PARKING SPACFS SHOWN. r9 or'r"sTRe E] PARKTNG SPACES tllOWN
OI,D EII€NSBUTG HOTEI RFDEVTLOPM;NI OFPOR-'UNIIY
PRIVA'I RED:VETOPMINI OPPORTUNITY SITES
EII.ENSBURG. WA DOWNTOWN MASIER PLAN
Potentiol City Pcrking Lot
lllustrqtive Plqn
r-1_f-*lc ;o loo {bY
Figure 13: Potential Hotel Site With Parking Potential
4TH AVE -J
;
3RD AVE
II
Octobir 2015
40
5.0 Conclusion
ln order for this plan to be successflil, it must have specific responsibilities and a consensus as to how
those responsibilities will be implemented. Several points should be considered:
o The Downtowners will ultimately play a critical role in the implementation of the plan. Its primary
role will be as a facilitator between the representative partners involved in this plan that comprise
the group.
o This plan is very forward thinking and no one agency can carry the workload by itself. This
should include very specific actions strategies and realistic timeframes, An opportunity must be
made to pair attainable goals with responsible parties while also identi$ring funding strategies for-
each task.
n 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 included in the
Market Study and Strategic 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 recommendations
above.
5.1.1 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 course, 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 most part, these are simple projects that will be highly visible, have
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 term projects as opportunities present themselves.
The strategy board and its recommendations represent a "living document." As time goes by and
implementation proceeds, some priorities will shift 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 responsibilities to be shifted between parties,
and for time frames to be adjusted for individual projects.
Ellensburg has a tremendous track record of innovation and success. The ongoing commercial success
will depend on continued partnerships among many different groups. It is only through this continued
spirit of partnership and commitment to a vision that the recommendations in this study can be
successflil. Fortunately, Ellensburg is poised to succeed in these efforts as it has in so many others.
4t
Strategy Board for Downtown Ellensburg
' Explore Cre$tlr'o Placemaking
. Continueto idcntii'locations fol a
bicyclc fricldly comnrunity *ith ncu'
racls, irle ntified "safe roules". arul
other lactiss,
. Begin implemenlationof non'
mo!,oriz,etl transpurtation plan
" Obtain \\ ells Farso Drite 'llrougjr
" I)evelop dehiledllan frrr Ellensbur'g
Torvn Squarc
" \lirlk.rvith properl.!'owners on uPper
lloor srrcc rrnot'ahon.
' Wotkivitir oroscltv otttlcr for
Ellinsburc'fladrrat at NE Corncr
" Clontirruolc"cruitncnt and rctcntion of
busincsse$
' Erfilorc roalignrucrtt ofFauncrs
A4arket.
' DcvcloP wa1'finding Plan'
' Contemplatc additicmal parking
dolyntolvn should the skate padi
1notc.
. Begin discusgions rvith prcpertr,,
os'ner on dorvntorrn hotei.
. Ernncl vicrvnoint of do$n&Tfl1 10
include rvatci to rhe rvesl trncl University
to rhe l\orth.. Rczorn Dortions of\$au to CC Zone. \ieet wiih identiliecl properlv c\{ners on
w.qter strcct to exilloro orrtlons.
' Continue dialoeue rvilh dtr.eloRers.
' Hosl irtcstmci-t fonmr in the (litv.r lixnlorc orrtiohs for flr) invc$mcril cluh., Dctermir:i localion Ior do$rrtcrun
ffimmunit)' cc.n!-:r.
. Con*lrustEllensburg Tolvn Sqrrare.
r (lontinue lo rvork.with propert-v
olvncrs on uppcr lloor sp.lce
renovalion.. inrplcmcnt Ellensburg Gatervay .rr-
NF. Comcr.
' .{cquire propertl' lbr SW corner
immol'cmcnts.. Lspand cxisting corvorking spacc
ard cxplorc maltrrs spacc.
r Open r,isitors crnter on Ellensburg
Tr*r.n Square.
. Implement plrase one of rl a$indirg
plan.
. Constrrrctparking rssourcc on OH
tleanre4'Building.
. l{ost an armualparking surnnit to
disclss issucs.
' ftnplemcnt Creatil e Placemaking
. Continue implemeutatiol of non-
motorizccl transportatior plan
. hnplcment circulator tluougir
do$'ntown to Ll$il'orsity and Hotols.
, l)ocumenl all anmral succef*e$ ln
privatc inr'eshnctt dox'ntorcl as
scparatc buildir4 pcrmit rcPorl.. A,s nerq construction of t'isitors
csnicr at the old Heal Plant came: ttr
fruition, parLner for improvcrnenl;
on Uni','ersity Way.. Itrrsue downtown community
Ccntff.
. Continuetoprogram evenls on
Lillcnsburg'l'own Squre.
' lmolcrnent IJW corner gatelvaY
coiLnuation rvilh parkins or rilixed use.
. Work witfi C$'lJ on ctrnplete makers
spac:r lierl with Universily progranrs
' Clln':inue to sxpand Crcatit c
PJacemahing
. \UorXcrvith C\!-U on complctemakers
rpae ried wifr llnivtrsity prrgrams
' Lnpicmcllt phrsetr of wa$lnding plan.
' Open mceting facility mrd downtown
hotel.
. Hosl. investment fbrum every' hv<t to
thrvr; years.
' ImpliJlncnt $trcctscapc impror,'cmctt to
\tr'ater Strcet.
. Diseuss omploi;er assistcd housing fund
rvil.h C$rU and other major emplo5'ers.
I'he core of' E I lenshtrg v ll I
conliniu b ba anzrilel
{br innovcttirc tu'btttt
iev i taliza t i o n aJfer ! ng
ciilz4n.s dfi.l vlsitoft a
vdriety of .tltings to
e4)erlencs'
Itis itors t i I I etper i en ce
a wriei.r oJ'
ac c ommodfl I ioni o Dl io ni
bottr in the heari of
EllensburB an<t"
thrrruyhaut ihe City
alongskle a v,etl curate
vi$ikn e:q)eriunce.
Thc lmltottilnt I lnkt
beueen tlll;lj,
D6rnblt'n. Inleflrltile
90. and the rest of
lillenshurcv'ill l.ie
en h cmce d rntl hnprat'ed
D o+, tttov n EII en $u' g,',r il I
egtatztl b iru;Iutle Wutar
Si reet a nd U nitter.g i tt
WcD'as mtuor corridbrs
for.li|ttilc i nt' e'! tfi en t.
Strategies First Steps 20L6 Next Steps '17-'L8 Long Term Steps '18''22 GoaI
or\