Advisory Board

October 24, 2019

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

3.1 3.2 3.3 3.4 3.5 3.6

Consider converting Strategies 3.2 – 3.6 to tactics & roll under proposed strategy:Proposed- “Enhance Support for Entrepreneurs of All Ages.”

Simplify Our

Messaging

Converting Strategy to Tactic Level

*Strategy 3.1. – Grow and Diversify the Innovation Ecosystem Throughout the Region.

Strategy 3.2. – Leverage the region’s culture of innovation as a locus of efforts to enhance institutional and speculative research, accelerate ideas to market, provide a “soft landing” space for outside firms, and co-locate technology transfer and commercialization services.

Strategy 3.3. – Create a K-State affiliated “center of gravity” offering support mechanisms to assess, coach and fund entrepreneurial growth.

Strategy 3.4. – Create and support community-based coworking and event spaces to foster entrepreneurial networking, mentorship, and enterprise development.

Strategy 3.5. – Formalize a local entrepreneurial pipeline through awareness-building and programming for students throughout the region

Strategy 3.6 – Continue to reorient Kansas State University’s institutional culture to encourage opportunities for entrepreneurship, technology transfer, and research commercialization.

Proposed to Convert to

Tactics & Roll Under Broader

Strategy

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 before K-State resources can be committed for support.

Existing Entrepreneurial Strategies

Strategy 3.1. *Grow and Diversify the Innovation Ecosystem Throughout the Region.

Proposed Strategy 3.2. Enhance Support for Entrepreneurs of All Ages.

Proposed Tactics

• Leverage the region’s culture of innovation as a locus of efforts to enhance institutional and speculative research, accelerate ideas to market, provide a “soft landing” space for outside firms, and co-locate technology transfer and commercialization services.

• Create a K-State affiliated “center of gravity” offering support mechanisms to assess, coach and fund entrepreneurial growth.

• Create and support community-based coworking and event spaces to foster entrepreneurial networking, mentorship, and enterprise development.

• Formalize a local entrepreneurial pipeline through awareness-building and programming for students throughout the region

• Continue to reorient Kansas State University’s institutional culture to encourage opportunities for entrepreneurship, technology transfer, and research commercialization.

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 before K-State resources can be committed for support.

Proposed Entrepreneurial Strategies

Enhance Support for

Entrepreneurs of All Ages.

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

Complete

Preliminary

In Progress

Monitoring

Future Action

ENTREPRENEURIAL DYNAMISMPROPOSED STRATEGY 3.2.

Consider Entrepreneurial Dynamism Strategy Roll-up:

Moving current Strategies 3.2 – 3.6 to the tactic level under a revised Strategy 3.2 that reads as follows, “Enhance support for entrepreneurs of all ages.”

ALIGN PARTNERS - Consistent message and communication of our message across multiple partner websites. Single point of contact for business development.

DEVELOP A DISTINCT BRAND IDENTITY - Integrate Greater Manhattan's agricultural roots and personality across all marketing materials.

SHOWCASE QUALITY OF LIFE ASSETS - Visual imagery, testimonials from a cross-section of the population, leverage CVB marketing materials and update the Living Here landing page on website.

MARKETING TOOLKIT - Update and expand our marketing tools to reach target audiences (website, regional site and building database information, social media, target industry brochures, press releases, etc.)

Recommendations

Target Industry Refinement

Target Industry Refinement

Transition to LocationOne (LOIS) Building and Site Database

Team Kansas

Lead Development Organizations

Invite Additional Partners

Other Activities

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