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2. Throughout the initial implementation phase, our community has learned a lot about ourselves. We have started to build the social capital needed to be successful — and are empowered with new leadership skills to work together. Nonetheless, we have come to realize that great ideas are only successfully implemented when the right people come together at the right time with the right opportunity. 3. During the initial creation of the EDH 2025 Plan, LSPs were identified by the community without direct LSP involvement. Much to our surprise, we were not always accurate on who "should" implement the Action Plan. We spent much time waiting for the wrong partner to implement an action. This was an important lesson that we also hope to address during the 5- year Action Plan update. 4. Involving our existing committed LSPs and potential new partners during the early stages of the 5 -year Action Plan update will engender broader support for the plan and will expedite implementation. To date, much of the VisionKeepers' time has been spent educating both government agencies and community organizations about the importance of working with a community -based vision plan. Had LSPs been involved during the Plan's formation, much of this would have already been accomplished. Although this is a fundamental step that also builds strength into our partnerships, it is time to move forward. Moreover, LSP input into the action plan early on would have ensured a clearer articulation of strategies and actions that would probably have made implementation easier. With the advent of a new Mayor and County administration beginning December 1, 2008, it becomes even more crucial that new government agency directors are involved in the Action Plan update. 5. The lack of communication with and involvement of critical implementation stakeholders represents a significant barrier to effective implementation of the EDH 2025 Plan. 6. The challenging economic climate restricts many organizations from committing to implementation. Sustaining their organizations requires their wholehearted attention which prevents spending more time in collaborative processes. 7. We have also struggled with prioritization of projects. What criteria will help prioritize actions in the plan? Can Downtown Hilo's prioritized actions fit into the larger scheme that serves common island -wide issues? If so, how can we effectively collaborate with other communities on these island -wide issues? Where does EDH 2025 actions fit into a LSP's own strategic planning process and are they a priority? For example, how do we position a proposed EDH 2025 county action in the County's Capital Improvement Project (CIP) budget? 8. Working as a grassroots effort and serving as a pilot project with a minimal budget increases our leadership skills, but places strain on staff and volunteers. EnVision Downtown Hilo 2025 1 SDAT Application 2009