Advisory Board July 25, 2019 Advisory Board Presentation 1. - - PowerPoint PPT Presentation
Advisory Board July 25, 2019 Advisory Board Presentation 1. Role of the Advisory Board 2. Review Role of Steering Committee, Proposed Charter & Membership List 3. Review Proposed Strategy Revisions 4. Funding Strategy Update 5.
July 25, 2019
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Naming Structure Prior to April 28, 2019 Current Naming Structure
Proposed Steering Committee Charter recommends an Advocacy Lead to serve
regional advocacy issues on an as‐needed basis with the appropriate stakeholders.
Name Change / Structurally the Same Proposed Structure Structural / Functional Change
Steering Committee
(Quarterly)
Implementation Committee
(Monthly) Subset of Steering Committee
Advisory Board
(Quarterly)
Steering Committee
(Monthly) Subset of Advisory Board
Advisory Board
(Quarterly)
Steering Committee
(Monthly) Subset of Advisory Board
Market Street Study and Adopt the Plan
(Core, high‐level items)
Representatives Highlighted in Blue Are Currently Serving and/or Have Served This Last Year in a Leadership Role as a Work Group Chair, Steering Committee Member or Both. Representatives in Yellow Have Recently Agreed to Serve In Leadership Role.
First Last Affiliation First Last Affiliation First Last Affiliation John Armbrust Retired Military Officer / Advocacy Lead Vern Henricks Greater Manhattan Community Foundation ‐ Quality of Place Chair Randy O’Boyle Ultra Electronics ‐ ICE Inc. Tracy Anderson Anderson‐Knight Architects / Built Environment Chair Terry Holdren The Kansas Farm Bureau / I&E Chair Kelley Paskow US Army Garrison, Fort Riley Mark Bachamp Olsson Tom Hollis Society of the 1st Infantry Division Sue Peterson K‐State Chief Government Relations Officer Lonnie Baker Meadowlark Hills Pat Hudgins K‐State Career Center Stephanie Peterson Flint Hills Metropolitan Planning Organization / Built Environment Chair Ryan Bramhall Tubby's Bar & Grill Chad Jackson K‐State College of Business Administration Robert Reece Pottawatomie County Administrator Kristin Brighton New Boston Creative Group Rich Jankovich Sunflower Bank Larie Schoap ESB Financial / Budget Lead Theresa Bramlage Bramlage Family Foundation / Quality of Place Chair Pat Keating Keating & Associates Kendall Schoenrock Schoenrock Realtors Nancy Burton BBN Architects Inc./Pott Coun. EDC Mark Knackendoffel Trust Company Wayne Sloan BHS Construction Charlie Busch McCullough Development Stacy Kohlmeier Florence Corporation Daryn Soldan Wamego Chamber of Commerce Robbin Cole Pawnee Mental Health Services Inc. Jennifer Kuntz Bluemont Hotel Doug Springer Pottawatomie County EDC Linda Cook K‐State Chief of Staff Kelly Lechtenberg Veterinary and Biomedical Research Center Gary Stith Flint Hills Regional Council Bob Copple Via Christi Hospital / Talent Chair Blade Mages 502 Media Group Ben Van Becelaere US Army Garrison, Fort Riley Matt Crocker SPS Companies, Inc. Jan Marks Varney & Associates, CPAs, LLC Marvin Wade Manhattan‐Ogden USD 383 Superintendent Mike Dodson City of Manhattan ‐ Mayor Jamie McAtee Manhattan Surgical Hospital/Orthopedic Harry Watts Kansas Farm Bureau Peter Dorhout K‐State VP Research Bruce McMillan Bruce McMillan, AIA, Architects, P.A. Allyn Weddle Weddle & Sons Inc. Chris Eichman Midwest Concrete Materials Ward Morgan CivicPlus/Other Lance White Bank of the Flint Hills Ron Fehr City of Manhattan, City Manager Jeff Morris K‐State Communications & Marketing ‐ Quality of Place Chair Perry Wiggins Executive Director, Governor's Military Council Jim Genandt Manhattan Area Technical College / Talent Chair Linda Morse City of Manhattan, Commissioner Greg Willems K‐State Foundation Kent Glasscock KSU‐IC / I&E Chair Dennis Mullin SPS Companies, Inc. Lucy Williams The Trust Company Jim Gordon Sink, Gordon, Assoc. Deb Nauerth Elementary principal, Woodrow Wilson Hilary Worcester
MKC / Talent Chair
Jeffrey Hancock SMH Consultants / Built Environment Chair Jeremy Niederwerder K‐State Athletics ‐‐ Director for Facilities Jarrod Willich Hi‐Tech Interiors
Geary County
Pottawatomie County
Riley County
Regional
Current Structure Proposed Charter outlines 11‐13 members
Geographic Considerations Focus Area Considerations Engagement & Implementation Logistic Considerations Resource Considerations
Functional Considerations – Future Structure
Geography
First Last Affiliation
Manhattan
Matt Crocker SPS Companies, Inc.
Manhattan
Mike Dodson City of Manhattan ‐ Mayor
Manhattan
Vern Henricks Greater Manhattan Community Foundation
Manhattan
Pat Keating Keating & Associates
Manhattan
Stacy Kohlmeier Florence Corporation
Manhattan
Blade Mages 502 Media Group
Manhattan / K‐State Jeff
Morris K‐State Communications & Marketing
Manhattan
Wayne Sloan BHS Construction
Manhattan
Lucy Williams The Trust Company
Regional
Stephanie Peterson Metro Planning Org.
Regional
Bruce McMillan Bruce McMillan, AIA, Architects, P.A.
Wamego
Daryn Soldan Wamego Chamber of Commerce
Wamego
Doug Springer Pottawatomie County EDC
Junction City
Theresa Bramlage Bramlage Family Foundation
Voiced Willingness to Support in Other Ways as Needed
Geary County
Pottawatomie County
Riley County
Regional
= 8 (with room 3‐5 more, if desired)
Geographic Considerations Focus Area Considerations Engagement & Implementation Logistic Considerations Resource Considerations
Geography
First Last Affiliation
Manhattan
Matt Crocker SPS Companies, Inc.
Manhattan
Mike Dodson City of Manhattan ‐ Mayor
Manhattan
Vern Henricks Greater Manhattan Community Foundation
Manhattan
Pat Keating Keating & Associates
Manhattan
Stacy Kohlmeier Florence Corporation
Manhattan
Blade Mages 502 Media Group
Manhattan / K‐State Jeff
Morris K‐State Communications & Marketing
Manhattan
Wayne Sloan BHS Construction
Manhattan
Lucy Williams The Trust Company
Regional
Stephanie Peterson Metro Planning Org.
Regional
Bruce McMillan Bruce McMillan, AIA, Architects, P.A.
Wamego
Daryn Soldan Wamego Chamber of Commerce
Wamego
Doug Springer Pottawatomie County EDC
Junction City
Theresa Bramlage Bramlage Family Foundation
Ex‐Officio:
Rep from Each
Org/Chamber
Chair Appoints Advocacy & Budget Leads Proposed Charter outlines 11‐13 members
Proposed Member List
Geary County
Pottawatomie County
Riley County
Regional
Chair Appoints Advocacy & Budget Leads
Geographic Considerations Focus Area Considerations Engagement & Implementation Logistic Considerations Resource Considerations
Advocacy Lead Budget Lead Communication Lead
Ex‐Officio: Rep from Each of 3 Eco Dev Org
Ex‐Officio
Affiliation
Jason Smith Manhattan Area Chamber of Commerce Daryn Soldan Wamego Area Chamber of Commerce Jack Allston Pottawatomie County EDC Mickey Fornaro‐Dean Junction City Area Chamber of Commerce Geography
First Last Affiliation
Manhattan
John Armbrust MACC Business Advocacy Committee
Manhattan
Vern Henricks Greater Manhattan Community Foundation
Manhattan
Blade Mages 502 Media Group
Manhattan / K‐State Jeff
Morris K‐State Communications & Marketing
Manhattan
Larie Schoap ESB Financial
Manhattan
Wayne Sloan BHS Construction
Regional
Stephanie Peterson Metro Planning Org.
Regional
Bruce McMillan Bruce McMillan, AIA, Architects, P.A.
Wamego
Doug Springer Pottawatomie County EDC
Wamego
Nancy Burton BBN Architects
Junction City
Theresa Bramlage Bramlage Family Foundation
Junction City Kendall Schoenrock Schoenrock Realtors
Proposed Charter outlines 11‐13 members
Strategy 1.1 ‐ Build external awareness of the Regions assets among prospect employers, investors, and corporate relocation professionals. Strategy 1.2 ‐ Support and facilitate the retention and expansion of existing Regional businesses. Strategy 1.3 ‐ Provide a sufficient supply of economic‐growth‐supportive infrastructure. Strategy 2.3 ‐ Increase the number of recent K‐State and MATC graduates remaining in our region to live and work. Strategy 2.4 ‐ Ensure that Fort Riley soldiers become permanent residents upon leaving the military. Strategy 2.6 ‐ Improve the attraction of talent to the Region. Strategy 2.7 ‐ Construct and rehabilitate diverse, high‐quality, and suitable housing for Regional labor force sustainability. Strategy 2.8 ‐ Provide quality of place environments and amenities that enhance tourism and appeal to professionals across all economic sectors. Strategy 3.1 ‐ Optimize the Region’s branded innovation districts.
Targeted Economic Diversification Talent Sustainability Entrepreneurial Dynamism
As Approved July 26, 2018
*Strategy 1.1 ‐ Build external awareness of the region’s assets among prospect employers, investors, and corporate relocation professionals. *Strategy 1.2 ‐ Support and facilitate the retention and expansion of existing regional businesses. *Strategy 1.3 ‐ Provide a sufficient supply of economic‐growth‐supportive infrastructure. Strategy 2.1 – Continue to enhance the capacity and productivity of the region’s pre‐K to 20 educational institutions. Strategy 2.2 – Enhance the capacity of Manhattan Area Technical College programs and facilities to more effectively serve the region’s current and future employers. Folds into Strategy 2.1 as a tactic *Strategy 2.3 ‐ Increase the number of recent K‐State and MATC graduates remaining in our region to live and work. *Strategy 2.4 – Work to ensure that Fort Riley soldiers become permanent residents within the region upon leaving the military. Strategy 2.5 – Develop medical education capacity in the region. Greater Manhattan *Strategy 2.6 ‐ Improve the attraction of talent to the region. *Strategy 2.7 ‐ Construct and rehabilitate diverse, high‐quality, and suitable housing for regional labor force sustainability. *Strategy 2.8 ‐ Provide quality of place environments and amenities that enhance community, tourism and appeal to and attract professionals across all economic sectors, and enhance tourism.
Targeted Economic Diversification Talent Sustainability
Note: This plan is a living document that will continue to evolve over time.
*Strategy 3.1. – Grow and Diversify the Innovation Ecosystem Throughout the Region. Optimize the Region’s branded innovation districts. – New tactic 3.1.1. ‐ Outlines action items identified from the Innovation & Entrepreneurship Work Group PROPOSED STRATEGY 3.2 – (POST July 25th) ‐ Enhance Support for Entrepreneurs of All Ages (The original strategies 3.2 – 3.6 would be folded under this proposed strategy at the tactic level
Entrepreneurial Dynamism
Note: Strategies & tactics in this section are being reviewed by K‐State Leadership and will be discussed as a part of the 2025 Visionary Plan update process this fall before K‐State resources can be committed for support.
Targeted Economic Diversification
Talent Sustainability
Entrepreneurial Dynamism
By coordinating and leveraging existing and creating new efforts to achieve common regional goals
TOTAL
Based on updates and input collected from throughout the region since the plan was adopted in January 2018, Work Groups have been and will continue recommending additional items for incorporation.
Growth Management
Advocacy
Collaborative Governance
Cross‐Cutting Core Elements
Plan Overview
Target Section Analysis & Marketing Review Community Assessment Community & Economic Development Strategy Implementation Plan Plan with Potential Tactics and Action Items
https://regionreimagined.org/ Launched July 9, 2019 Updated URL and Rebranded Site with basic content live since February 2019. Back‐end content currently being built.
upon the base. Work Groups have been working hard:
The Plan is Getting More Granular by Action Item – Where the Rubber Meets the Road
The Plan is Getting More Granular by Action Item – Where the Rubber Meets the Road
The Plan is Getting More Granular by Action Item – Where the Rubber Meets the Road
The Plan is Getting More Granular by Action Item – Where the Rubber Meets the Road
Sample Only
Strategy 1.1. – Build external awareness of the region’s assets among prospect employers, investors, and corporate relocation professionals. Tactic 1.1.1. – Develop a competitive marketing & communications program Lead – Greater Manhattan Economic Partnership Progress ‐ Draft Target Industry Marketing Report submitted to GMEP July 12, 2019. Report under review and meeting to discuss draft report August 8, 2019.
Strategy 1.1. – Build external awareness of the region’s assets among prospect employers, investors, and corporate relocation professionals. Tactic 1.1.3. – Leverage regional meetings and conferences as marketing opportunities Lead – Convention & Visitors Bureaus & Economic Development Organizations
Tony representing & doing his part!
Progress / Activities – Attends Meeting Professionals International, Kansas City Chapter & Professional Convention Management Association, Heartland Chapter (each 3‐6 times per year) + in St. Louis
Strategy 1.2. – Support and facilitate the retention and expansion of existing regional businesses. Tactic 1.2.1. – Formalize an expanded business retention and expansion program. Lead – Each Economic Development Organization Progress ‐
entities to identify training needs to ensure the technical training matches Junction City business needs for retention purposes.
6th & 7th to support local businesses as a retention strategy.
Strategy 2.1. – Continue to enhance the capacity & productivity of the region’s pre‐K to 20 educational institutions. Tactic 2.1.6. – Work to enhance existing programs and facilities and develop critical new capacity. Lead – USDs, Higher Education Institutions, RR Talent Attraction & Retention, Economic Development & Workforce Organizations, Heartland Works. Progress ‐ Participating in Fort Riley hosted IGSA Education Work Group: a) Discussing ways to partner with local higher educational institutions to provide training to reduce travel cost to other states. b) Exploring ways to partner with higher educational institutions throughout the region to provide additional soft skills and life skills training.
Strategy 2.1. – Continue to enhance the capacity & productivity of the region’s pre‐K to 20 educational institutions. Tactic 2.1.3 ‐ Create a regional STEM Academy open to high school students from multiple local districts. Lead – K‐12 and Other Higher Educational Institutions Progress ‐ Manhattan Area Technical College is exploring and having preliminary discussions with USD 383 to determine if a MHK Career Academy could be possible, and if this could be possible in other districts within the region.
Strategy 2.1. – Continue to enhance the capacity & productivity of the region’s pre‐K to 20 educational institutions. Tactic 2.1.6. – Work to enhance existing programs and facilities and develop critical new capacity. Lead – USDs, Higher Education Institutions, RR Talent Attraction & Retention, Economic Development & Workforce Organizations, Heartland Works. Progress ‐
Plan, and exploring ways to partner with other regional community colleges and businesses to build programs based
Geary County Quality of Place meetings. Munson’s Steakhouse has agreed to serve as a pilot for the program. The discussions from inception has been to start small and expand regionally. Theresa Bramlage, Chair of Quality of Place is the champion of this effort.
and are now engaged and participating in Talent discussions. They are also exploring ways to meet local training needs.
Strategy 2.2. – Increase the number of recent graduates choosing to remain in the region to live and work. Tactic 2.2.1. – Better embed college students in the community. Lead – RR Talent Attraction & Retention, Chambers, including Young Professionals, CVBs, Service Organizations, Higher Educational Institutions, HRMN, etc. Progress ‐
within the region to explore ways that the community can better connect with students. Proposed a few ideas that were well received, discussed and voted on at the work group level, and laying the groundwork for the next step.
in some cases, restructure the program. This will tie into the ability of each community to connect with students and young professionals throughout the region as a retention strategy.
Strategy 2.2. – Increase the number of recent graduates choosing to remain in the region to live and work. Tactic 2.2.2. – Improve connections between college students and the regional economy Action Item ‐ Formalize enhanced internship programs between students and local employers in partnership with university/college career services staff. Progress ‐
in Lincoln, Nebraska to hear creative programs being implemented that could be applicable to our region. Watch video!
micro‐internships and job shadowing programs. K‐State Career Services and Talent Chair has been instrumental in these discussions. The Work Group conducted a zoom meeting with Parker Dewey to learn more about their micro‐internship services and if it could be something that would benefit this region. The Work Group voted and approved the concept to explore further. Check out Forbes article about Micro‐Internships.
Strategy 2.2. – Work to ensure that Fort Riley solders and their families become permanent residents within the region upon leaving the military. Tactic 2.3.1. – Continue enhancing efforts to involve & integrate Fort Riley / National Guard soldiers in the community. Progress ‐ Programs & Summits
Advise Program Launched May 1, 2019 – To connect veterans from Fort Riley with business professional ADVISORS which includes a pairing meeting, Small Business Orientation and 5 Chamber events over a six‐month period.
Strategy 2.4. – Develop medical education capacity in the region. Progress ‐ The healthcare community has been meeting to discuss a series of potential solutions that could assist the region to assist with increasing healthcare staffing capacity. This includes discussions related to Ascension Via Christi, Kansas State University’s, College of Health and Human Sciences, Manhattan Area Technical College, and Geary Community Hospital.
Strategy 2.5. – Improve the attraction of talent to the region. Tactic 2.5.1. ‐ Work with K‐State to determine how local partners can support student‐recruitment efforts. Progress ‐ Meetings are being held with a variety of Kansas State University administrators to discuss how the community can assist with recruitment and retention efforts. Ideas were generated that are being discussed further with the Talent, Quality of Place, and Built Environment Work Groups.
Strategy 2.6. – Construct and rehabilitate diverse, high‐quality and suitable housing for regional labor force sustainability. Tactic 2.6.1. ‐ Construct a regional housing study based on existing infrastructure capacity. Progress – 1) Region Reimagined Built Environment Work Group in collaboration with the Center for Engagement and Community
Development’s Community Solutions to Affordable Housing Network and Flint Hills Regional Council hosted Dr. McClure, a Professor of Urban Planning in the School of Public Affairs and Administration at the University of Kansas. Dr. McClure presented information about housing trends in Geary County, Pottawatomie County and Riley County. Thank you K‐State College of Architecture, Planning and Design for hosting us and Tracy Anderson for the warm welcome (Region Reimagined, Built Environment Tri‐ Chair) Watch video! 2) Representatives from the City of Manhattan, Pottawatomie County, Junction City, Region Reimagined, and Flint Hills Regional Council gathered to discuss the needs of each community as it relates to a proposed study, potential funding sources and how it could potentially be structured should funding and timing align.
Strategy 2.6. – Construct and rehabilitate diverse, high‐quality and suitable housing for regional labor force sustainability. Tactic 2.6.1. ‐ Launch a program to revitalize neighborhoods in targeted areas, including the exploration of housing rehabilitation in targeted K‐State adjacent neighborhoods. Progress ‐
studies for the region as it was determined that additional data is necessary in order to guide future decisions.
Revitalization Study Circle, both hosted by the Center for Engagement and Community Development’s Community Solutions to Affordable Housing Network Housing.
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. Tactic 2.7.2. ‐ Support implementation of local placemaking initiatives. Progress ‐
Quality of Place Work Groups identified ten or more amenities that makes their community special.
prioritized the themes, which have been incorporated into the Plan. These are the foundational elements of the regional placemaking plan, of which specific projects are being discussed in each County.
Konza Prairie Biological Station's trail made Runner's World's Top 25 Running Trails! #NoPlaceLikeKS
Celebrate the Good! Check out this article.
Strategy 3.1. – Grow and Diversify the Innovation Ecosystem throughout the region. Progress ‐
entrepreneurship and developed a draft report.
County.
July 25, 2019