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Because the Gifford Neighborhood Plan was a coordinated effort among a number of groups, there are several governmental agencies and community organizations with responsibilities for implementing actions identified in the plan. During plan preparation, planning staff coordinated with the responsible parties to ensure that identified actions were financially feasible and that timeframes for implementation were realistic. Table 8 of the GNP contains an implementation matrix. Since plan adoption, staff has kept track of the status of each implementation action. Periodically, county planning staff has coordinated with other county departments.and responsible agencies to keep the matrix updated. Also, the status of the implementation matrix has been shared with the Progressive Civic League of Gifford and other interested parties to keep the community informed as to the progress of the plan(see attachment#4). ASSESSMENT OF THE GIFFORD NEIGHBORHOOD PLAN As structured, the Gifford Neighborhood Plan is comprehensive and addresses most of the important issues that the Gifford community expressed in the late 1990's and early 2000's. That being said, the plan has now been in place for eleven years, a period during which many changes have occurred. For that reason, it is important to assess the plan and determine where the plan needs to be revised. • DATA AND ANALYSIS SECTION OF THE PLAN At this time, data contained in the plan are now more than 10 years old and need to be updated. As those data are being updated, the analysis section of the plan also needs to be updated. With the passage of time and the changes in conditions, a new analysis may reveal new problems or opportunities that can be addressed in an updated plan. Actions required to update the plan are discussed later in this report. • IMPLEMENTATION MATRIX Each action of the Gifford Neighborhood Plan is listed within the Plan's Implementation Matrix. That matrix indicates whether the county,the Progressive Civic League of Gifford(PCLG)or some other party is responsible for implementing that action. Further, the implementation matrix identifies which county department is responsible for implementing a given action. While the original implementation matrix was created in order to assign responsibility for undertaking actions, the matrix has since been used by staff as a management tool to identify whether or not actions have been implemented (see attachment#4). For actions not implemented,a brief description of why the action was not implemented is provided in the implementation matrix. Following is a summary of the implementation of the plan's 54 specific actions: Overall,42 (78%)of the plan's 54 actions have been fully implemented,while 2 (4%)of the actions have been partially implemented, and 9 (17%)of the actions have not been implemented. Although 3 nQ