quarterly report - region reimagined · communication plan. speaking & listening tour. ongoing....
TRANSCRIPT
Quarterly Report
October 24, 2019
Upcoming Events
• Restaurant Reimagined - Tonight
• Women-Owned Small Business Workshop – Oct 29th
• Entrepreneurship Speaker Series – Nov 5th
• National Veterans Small Business Week – Nov 8th
• KEEP – Transitioning Solider Manhattan Tour – Nov 14th
*Engage with Facebook, Twitter & Website for Event Updates
Communication Plan
Speaking & Listening Tour
Ongoing Region Reimagined Launch at Leaders Retreat
Jan 2019
Work Groups Evolving Plan
from Strategies Into Action
Launch Facebook
July 9,2019 / Ongoing
Launch Twitter
July 9, 2019 / Ongoing
Developing Dashboard to
Track Plan Progress
2019
Updated Website
Content & Structure
Sept 9, 2019
Communication Pipelines
Throughout Region, & to Advisory Bd,
Steering Comm. & Work Groups
2019
Radio: Eagle Communication, KMAN & Z96.3
Ongoing
Communications Plan – 2019
Communication Pipelines• Established Steering Committee Charter• Quarterly Reports to Advisory Board• Advocacy Pipeline To Steering Committee• Local Work Groups – Feed Regional Strategies• Young Professionals – Programming with
Anticipated YP Retention as Outcome• GMEP – Economic Development Arm• K-State Administration - Multiple• Center for Advancement of Entrepreneurship –
Student Bridge to Regional Business Community
Program Director / MACC Communications
Work Groups
Steering Committee Chair, Program Director, & Work Group Chairs
Program Director, 39 Volunteer Facilitators, & 228+ Participants
Program Director, Fiscal Agent, & Steering Committee Chair
Steering Committee Chair & Program Director
Complete
Preliminary
In Progress
Monitoring
Future Action
Updated Site Live
Work Group Meetings• Talent Attraction & Retention• Quality of Place• Built Environment• Innovation & Entrepreneurship
16 Strategies, 370 Actions Loaded
Program Director
Region Reimagined Plan TimelinePRE-IMPLEMENTATION – 2018Year 1 - 2019Year 2 - 2020Year 3 - 2021Year 4 - 2022Year 5 - 2023
Program Director
Launch of Region Reimagined:Presentation; Collaboration Banner; 228 participants, 39 facilitators in 8 break-out sessions (See report)
At Least 1-2 Post / Week
Strategies with “2019” Tactics – In ProgressTargeted Economic Diversification Talent Sustainability Entrepreneurial Dynamism
1.1 Build External Awareness of Regional Assets
Continue to Enhance the Capacity and Productivity of the Region’s Pre-K to 20 Educational Institutions
Grow & Diversify the Innovation Ecosystem Throughout the Region
1.2. Support & Facilitate the Retention & Expansion of Existing Regional Businesses
Increase the number of recent graduates choosing to remain in the region to live and work
Enhance Support for Entrepreneurs of All Ages.
1.3. Provide Sufficient Supply of Economic Growth Supportive Infrastructure
Continue enhancing efforts to involve & integrate Fort Riley / National Guard soldiers in the community.
Develop medical education capacity in the region.
Improve the attraction of talent to the region
Construct & Rehabilitate Diverse, High-Quality and Suitable Housing for Regional Labor Force Sustainability
Provide Quality of Place Environments and Amenities that Enhance Community, Appeal to and Attract Professionals across all Economic Sectors, and Enhance Tourism.
External Awareness
Business Retention & Expansion
Growth of Supportive
Infrastructure
Targeted Economic Diversification
1 - Targeted Economic Diversification
Tactic 1.1.1. – Develop competitive marketing & communication program
2019 Significant AccomplishmentEconomic Diversification (ED) Strategy 1.1 - External Awareness
Build external awareness of the region’s assets among prospect employers, investors, and corporate relocation professionals.
2019 2020 2021 2022 2023Develop competitive marketing & communications program
Conduct inbound marketing for site selectors & corporate relocation professionals
Invest in robust public relations
Research high-value strategies to pursue foreign direct investment
Leverage regional meetings / conferences as marketing opportunities
Cultivate networks of K-State researchers & alumni to inform external marketing efforts
Continue attracting top companies from adjacent regions
Identify & pursue additional opportunities to recruit government facilities & research centers
NEXT STEPS – 2020 to 2023ED Strategy 1.1.
Build external awareness of the region’s assets among prospect employers, investors, and corporate relocation professionals.
Build External Awareness of
Regional Assets
Develop competitive marketing &
communications program
2019Conduct inbound marketing for site
selectors & corporate relocation
professionals
2020
Leverage regional meetings /
conferences as marketing
opportunities
2020
Invest in robust public relations
2021
Cultivate networks of K-State researchers &
alumni to inform external marketing
efforts
2020
Research high-value strategies to
pursue foreign direct investment
2022
Continue attracting top companies from adjacent
regions
2020
Identify & pursue additional
opportunities to recruit government facilities & research
centers
2020
1.1.1. Target Industry Marketing Draft Report – Currently Being Finalized – GMEP Funded
Begin in 2020
1.1.3. Being Implemented by CVB & Chambers
Begin in 2020
Begin 2020
1.1.5. In Progress
1.1.4. Ahead of ScheduleAvalanche launching RFQ Seeking Marketing Subcontractor
GMEP Staff
GMEP & CVB Staff
GMEP Staff
Eco Dev StaffKBED Staff
GMEP & J.C. Staff
KBED, GMEP, J.C. Staff
KBED Staff
Complete
Preliminary
In Progress
Monitoring
Future Action
Begin 2022
TARGETED ECONOMIC DIVERSIFICATIONSTRATEGY 1.1. – Progress Snapshot
Tactic 1.2.1. – Formalize an expanded business retention & expansion program.
• Chamber restructure to formalize expanded business retention & expansion program. –Existing Chamber position reclassified with anticipated launch of program Jan 2020.
• Conducting a survey of businesses in partnership with several Tech-Ed Work Group entities to identify training needs to ensure the technical training matches Junction City business needs for retention purposes.
• Hosting Workforce Crisis Seminars, ACT Boot Camp and Employer Panel, & Developed Workforce Strategic Plan aligned with Region Reimagined Tactics to support local businesses as a retention strategy.
2019 Significant AccomplishmentsED Strategy 1.2. – Business Retention & Expansion
Support and facilitate the retention and expansion of existing regional businesses.
Tactic 1.3.1. – Leverage ongoing comprehensive & land use planning to direct infrastructure development
2019 Significant AccomplishmentsED Strategy 1.3. – Growth of Supportive Infrastructure
Provide sufficient supply of economic growth supportive infrastructure.
Progress –
a. Comprehensive Plan Reviews - Begin Plan Actualization Process Through Discovery, Documentation & Awareness of Local & Regional Common Ground
b. Pottawatomie County New Comprehensive Plan being considered for adoption
c. Flint Hills Regional Council developing comprehensive plans for municipalities
d. Manhattan conducting cost-benefit assessment related to Blue Township
Enhance Capacity of Pre-K to 20 Education
Institutions
Retention of
Graduates to Region
Integrate Soldiers
into Community
Increase Medical
Education Capacity
Improve Attraction
of Talent to Region
Suitable Housing
Quality of Place
Talent Sustainability
TALENT SUSTAINABILITY - 2
Tactic 2.1.6. – Enhance existing programs and facilities and develop critical new capacity.
2019 Significant AccomplishmentsTalent Strategy 2.1. – Enhance Capacity of Pre-K to 20 Education Institutions
• Fort Riley - IGSA Education Work Group -Seeking to fulfill training needs locally.
• Exploring innovative ways to scale-up or utilize existing programs to help local demand.
• MATC updating 2020-2025 Strategic Plan and partnering with other regional community colleges and businesses to expand capacity.
• HCC new active member of the RR Talent Attraction & Retention Work Group & partneringwith other education institutions in region.
2019 2020 2021 2022 2023Support higher education program & resource development
Provide early childhood programming for all eligible local students
Empanel a Regional Talent Council
Create a regional STEM Academy open to high school students from multiple local districts
Optimate the Manhattan Area Chamber’s pilot Classroom-to-Career Partnership program
Work to enhance existing programs & facilities & develop critical new capacity
NEXT STEPS – 2020 to 2023Talent Strategy 2.1. – Enhance Capacity of Pre-K to 20 Education Institutions
Tactic 2.2.2. – Improve connections between college students and the regional economy.
2019 Significant AccomplishmentsTalent Strategy 2.2. – Increase the number of recent graduates choosing to
remain in the region to live and work
• Manhattan & Junction City - Revamping Young Professionals
• K-State All University Career Fair – Manhattan, Junction City & Wamego coordinated participation representing 62 regional chamber member businesses.
• Micro-Internships, Job Shadowing, & Internship programming in partnership with K-State Career Services & Other Higher Education Institutions.
• Potential Scale-Up of K-State’s DMSA Project Impact Program to Assist in Generating More Culturally Competent, Career-Ready Graduates Serving the Region.
• Laying groundwork to develop a Regional Talent Hub
Tactic 2.3.1 – Continue enhancing efforts to involve & integrate Fort Riley / National Guardsoldiers in the community.
2019 Significant AccomplishmentsTalent Strategy 2.3. – Work to ensure that Fort Riley soldiers and their families
become permanent residents within the region upon leaving the military.
• Launched ADVISE Regionally in August 2019
• KEEP Program – Manhattan Focused – Oct 10th & Nov 14th – Transitioning Soldiers Introduced to Local Businesses with Community Tour (NBAF, K-State, Florence & CivicsPlus)
• Promotion of Fort Riley Related Career Fairs
Tactic 2.4.3 –Work with K-20 Educational Institutions to create stackable curriculum to ensure the regional medical community is adequately staffed. (New Tactic Adopted July 25, 2019)
2019 Significant AccomplishmentsTalent Strategy 2.4. – Develop medical education capacity in the region.
• Manhattan Area Technical College is exploring options on how to expand the nursing program to meet local demand.
• K-State & Wichita State University signed MOU to bring BS Nursing program to K-State Campus.
• K-State is starting a PA Program & hired a Director.
• Preliminary discussions are occurring to determine feasibility of a local medical residency program.
Develop medical education
capacity in the region.
Identify funding to support development
of local medical residency programs
2022
Consider long-term efforts to attract or develop a medical
school in the region
2023
Work with K-20 Educational Institutions
to create stackable curriculum to ensure the regional medical
community is adequately staffed
2019
Complete
Preliminary
In Progress
Monitoring
Future ActionHigher Education Institutions & Medical Community
USD; Higher Education Institutions; Medical Community
2.4.1. - Preliminary discussions are occurring to determine feasibility – Cost & willingness by all required sectors of the medical community is currently being assessed.
2.4.3. Variety of Higher Education Programs• Manhattan Area Technical
College is exploring options on how to expand the nursing program to meet local demand
• K-State and Wichita State University signed MOU to assess feasibility of BS Nursing program on K-State Campus.
• K-State is starting a PA Programand hired a Director.
TALENT STRATEGY 2.4. – Progress Snapshot
Tactic 2.5.1. – Work with K-State to determine how local partners can support studentrecruitment efforts.
Tactic 2.5.2. - Develop a targeted talent recruitment program.
2019 AccomplishmentsTalent Strategy 2.5. – Improve the attraction of talent to the region.
• Brainstormed ideas with K-State staff about how the community can support recruitment efforts.
• Added Action Item to develop a tech-friendly regional relocation guide to address needs of incoming residents.
• Discussed potential Regional Talent Hub with five Region Reimagined Work Groups. Internally discussing a variety of alternative models.
• Manhattan Chamber developed proposal for the equivalent of a full-time staff dedicated to workforce recruitment.
Tactic 2.6.1. – Conduct a regional housing study based on existing infrastructure capacity.
2019 AccomplishmentsTalent Strategy 2.6. – Construct & Rehabilitate Diverse, High-Quality and
Suitable Housing for Regional Labor Force Sustainability.
• Manhattan recently approved funding for a housing market analysis.
• Program Director also serves on the City of Manhattan’s Access MHK Committee discussing potential use of accessory dwelling units.
• Manhattan and Junction City are working to make updates to zoning regulations.
• Program Director serves on K-State’s Center for Engagement & Community Development’s Neighborhood Revitalization Study Circle
• Flint Hills Regional Council is conducting housing condition assessments in the incorporated areas of Pottawatomie County.
Tactic 2.7.2. – Support implementation of local placemaking initiatives.Action Item – Develop a regional placemaking concept plan as a resource to design and implement local placemaking strategies.
2019 AccomplishmentsTalent Strategy 2.7. – Provide Quality of Place Environments and Amenities that
Enhance Community, Appeal to and Attract Professionals across all Economic Sectors, and Enhance Tourism.
• It is recommended that places have at least 10 reasons to visit. Each County identified at least 10 special places within their community.
• 10 common themes arose from each County as important to work toward improvements.
• Each community expressed significant desire to be better connected. Regional Connections Plan being developed by MPO.
• Exploring potential regional calendar.
Provide Quality of Place Environments and Amenities that
Enhance Community, Appeal to and Attract
Professionals across all Economic Sectors, and
Enhance Tourism.
Develop modern regulatory
frameworks for regional activity
centers
2019
Support implementation of local placemaking
initiatives (10 Total Placemaking Initiatives)
2019
Effectively program local activity districts / community amenities
and identify events and festivals that celebrate regional
assets
2019
Enhance region’s supply of
conference and event space.
2020
• Implementation of 2.7.2.d launched at Leaders Retreat – January 2019
• Participants and Work Groups were asked to identify places/amenities important to improve by county.
• 10 Common Themes / Placemaking Initiatives Arose from this process:
1. Parks & Designated Natural Areas2. Trail Systems3. Riverfront4. Outdoor Recreation5. Indoor Recreation6. Cultural Experiences / Art
/Performing Art7. Entertainment8. Community Entryways9. Wayfinding Signage10. Improve Targeted Areas / Design
ElementsComplete
Preliminary
In Progress
Monitoring
Future Action
• 2.7.1. Access MHK – Exploring Accessory Dwelling Units as Potential Tool
• 2.7.1. Manhattan working to update zoning regulations (Unified Development Ordinance) to create more flexibility
• 2.7.3.a. Junction City, Wamego, Manhattan & Fort Riley are consistently programming local activity districts
• 2.7.3.e. Exploring potential regional calendar
Context Behind Efforts - Action Item: 2.7.2.d. Develop a regional placemaking concept plan as a resource to design and implement local placemaking strategies
2.7.2. Discussions To-Date• Work Group next steps is to rank
each common theme from a funding perspective as an Immediate, High or Future need to guide next steps.
• A regional recreational plan was discussed at the Regional QP Work Group meeting. No decision or recommendation was reached.
• Based on input collected, each community expressed significant desire to be better connected. The MPO has been working with each Quality of Place Work Group to collect input that will be used as a part of a Regional Connections Plan.
• The region expressed interest in going through a visioning process for potential improvements along the river. Private fundraising efforts are taking place to hire an expert to conduct the visioning process.
• Wayfinding Plans have been completed for MHK, Wamego and JC. Funding sources to implement these plan are currently being researched.
• Implementing improvements within activity districts is being discussed –North Corridor, Aggieville, Downtowns – Downtown MHK Plan Update will begin late 2019.
TALENT STRATEGY 2.7. – Progress Snapshot
Grow & Diversify the Innovation
Ecosystem
Enhance Research & Accelerate Ideas
to Market
Create a K-State affiliated “center
of gravity” offering support mechanisms for entrepreneurial
growth
Create & Support Community-Based Spaces to Foster Entrepreneurial
Activity
Formalize Entrepreneurial Pipeline for K-20
Students
Encourage Opportunities for Entrepreneurship,
Technology Transfer & Research
Commercialization
Entrepreneurial Dynamism
ENTREPRENEURIALDYNAMISM – 3 Proposed- “Enhance Support for Entrepreneurs of All Ages.”
Tactic 3.1.2. – Evolve the North Campus Corridor Plan
2019 AccomplishmentsEntrepreneurial Dynamism Strategy 3.1.
Grow & Diversify the Innovation Ecosystem Throughout the Region.
• Kansas State University Foundation – Branding of the District with proposal for next steps.
• Innovation & Entrepreneurship Work Group completed an asset mapping exercise and developed a draft white paper outlining a variety of concepts related to growing and diversifying an Innovation Ecosystem. Identifying potential improvements related to the Built Environment.
Tactic 3.2.3. – Continue to expand entrepreneurial support throughout the region.
2019 AccomplishmentsEntrepreneurial Dynamism – “Proposed” Strategy 3.2.
Enhance Support for Entrepreneurs of All Ages.
• Program Director serving as judge for Startup MHK
• Promote Entrepreneurship Speaker Series K-State’s Center for the Advancement of Entrepreneurship.
• Manhattan Chamber –Reclassifying existing position to support Entrepreneurship and Economic Development.
Questions?
October 8, 2019