Two private consultancies presented an implementation-support proposal aimed at moving Palatka’s downtown strategic plan from document to action. Retail Strategies (Sarah Beth Stewart) and Downtown Strategies (Jen Gregory) outlined a partnership model that focuses on local-action teams, monthly accountability meetings and targeted project toolkits.

“Taking where you currently are, your current plans, other plans that might be outdated… and really turn them into action,” said Sarah Beth Stewart, vice president of community partnerships for Retail Strategies. The firms emphasized capacity building for staff and volunteers, creation of 30-day task cycles and an online property-owner toolkit for retail and restaurant recruitment.

Examples and scope:
- Local action teams: volunteers, stakeholders and staff who meet monthly to manage prioritized tasks and report progress.
- Project mapping and 30-for-30 accountability: the firms would facilitate workshops that break each priority into 30‑day tasks and host recurring check-ins.
- Business recruitment and property-owner toolkit: online training modules, templates and one-on-one support for entrepreneurs and property owners.
- Façade grants and small-scale activation: consultants cited a recent Snyder, Texas, engagement where 23 buildings were renovated after creating a facade program and securing complementary funding.

Staff perspective and board questions: CRA director Kristen Carty supported the idea of implementation support but emphasized limited staff capacity. “I’m a one‑woman show… this gives us an opportunity to work with experts that are going to help us expedite where we're wanting to go,” she said. Commissioners asked for clarity on how the consultants’ work would differ from existing local organizations (Main Street, chamber, small-business district) and suggested clarifying roles to avoid duplication.

Next steps: staff asked the board to consider the consultants’ memorandum and decide whether to include a placeholder in the CRA budget for implementation services; commissioners generally were receptive but asked staff to return with a scope-of-work, performance measures and a proposed cost structure before committing funds.