13-7009 Economic Development Steering Council 2013 PrioritiesRESOLUTION NUMBER 13-7009
A RESOLUTION ADOPTING THE SALINA & SALINE COUNTY ECONOMIC
DEVELOPMENT STEERING COUNCIL 2013 PRIORITIES.
w WHEREAS, in 2007 the City of Salina, Saline County, and the Salina Airport Authority approved
the New Economic Development Strategic Plan, which outlined specific strategies to assist agencies
and the Salina Area Chamber of Commerce in creating and stimulating private sector capital
' o investment in Salina and Saline County; and
U WHEREAS, over the last year, government official and business persons in Salina have worked
together applying certain organizational and accountability aspects of Lean to draft an updated
strategic plan; and
WHEREAS, the Chamber of Commerce presented the Salina & Saline County Economic
Development Steering Council 2013 Priorities to the City Commission at the May 13, 2013 study
session. SO, NOW THEREFORE,
BE IT RESOLVED by the Governing Body of the City of Salina, Kansas:
Section 1. That the Salina & Saline County Economic Development Steering Council 2013 as
attached and incorporated into this resolution at Exhibit "A" is hereby approved.
Section 2. That this resolution shall be in full force and effect from and after its adoption.
Adopted by the Board of Commissioners and signed by the Mayor this 3`d day of June, 2013.
(SEAL)
A T ST:
Lieu Ann Elsey, CMC, Citoerk
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Barbara V. Shirley, Mayor
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RESOLUTION NUMBER 13-7009
A RESOLUTION ADOPTING THE SALINA & SALINE COUNTY ECONOMIC
DEVELOPMENT STEERING COUNCIL 2013 PRIORITIES.
WHEREAS, in 2007 the City of Salina, Saline County, and the Salina Airport Authority approved
the New Economic Development Strategic Plan, which outlined specific strategies to assist agencies
and the Salina Area Chamber of Commerce in creating and stimulating private sector capital
investment in Salina and Saline County; and
WHEREAS, over the last year, government official and business persons in Salina have worked
together applying certain organizational and accountability aspects of Lean to draft an updated
strategic plan; and
WHEREAS, the Chamber of Commerce presented the Salina & Saline County Economic
Development Steering Council 2013 Priorities to the City Commission at the May 13, 2013 study
session. SO, NOW THEREFORE,
BE IT RESOLVED by the Governing Body of the City of Salina, Kansas:
Section 1. That the Salina & Saline County Economic Development Steering Council 2013 as
attached and incorporated into this resolution at Exhibit "A" is hereby approved.
Section 2. That this resolution shall be in full force and effect from and after its adoption.
Adopted by the Board of Commissioners and signed by the Mayor this 3"d day of June, 2013
(SEAL) Barbara V. Shirley, Mayor
ATTEST:
Lieu Ann Elsey, CMC, City Clerk
Salina & Saline County
Economic Development
Steering Council 2013
Priorities
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Salina & Saline County Economic Development Steering Council 2013 Priorities
Table of Contents
Preface................•......•....•........•........•...•.•.............................. 2
Pae 1
Branding& Marketing........................................................... 4 g
Protect and Increase the Economic Impact of the Military...... 5
"Breakthrough" Project that Stimulates Rapid Growth........... 6
Cultivate Future Community Leadership ................................. 7
EconomicDevelopment Incentives .......................................... 8
Financingand Fund Raising .................................................... 9
RemoveRoadblocks to Growth.............................................10
Kansas WorkReady Community/Region...............................11
Existing Business Growth and Retention ............................... 12
Infrastructure Development...................................................... 13
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Salina & Saline County Economic Development Steering Council 2013 Priorities
Preface
The purpose of this economic development strategic plan is to detail a set of strategic initiatives
that improve the Salina -Saline County business climate. These objectives create focused work to
address underlying issues related to improving economic and community growth in Salina. An
economic development strategic plan will help Salina create and maintain a strong and vibrant
local economy. The plan sets policy direction for economic growth and identifies specific
improvements to the Salina regional business climate.
This document seeks to provide guidance to the community and businesses of the Salina area
about the priorities that will encourage economic development. It is intended as the primary
reference for organizations working to support the priority community and economic
development activities. It is the result of participation by volunteer and/or elected leadership and
staff from the City of Salina, Saline County, Salina Airport Authority and the Salina Area
Chamber of Commerce. These groups are working together as the "Salina — Saline County
Economic Development Steering Council."
These priorities were identified after using a modified version of the LEAN manufacturing
process. Private sector firms in Salina and around the world use this approach to create focus on
outcomes and joint accountability. The plan identifies a focused number of priority action items
that will each have a long term effect on the business climate of the Salina area. The detail of
each plan element includes a timeline, strategies and action items to be accomplished. Specific
key performance indicators were identified and benchmarked. For example, the new square feet
of building space that was occupied was tracked along with the amount of private sector capital
investment.
In 2012, the steering council worked on a variety of priorities including working with USD 305
and Salina Area Technical College to develop new career pathways for students. Facility
improvements will be made in addition to curriculum changes.
Our long term objective is to build prosperity by focusing on the creation of "quality" and
"premier" wage jobs that are full-time or equivalent employment positions typically with a
private business.
"Quality" wage jobs are defined as those above the Saline County median wage by 110 percent
and that meet Kansas Department of Commerce program eligibility criteria for the PEAK
program. In addition, "quality" wage jobs provide various other value-added job aspects such as
opportunities for advancement, capacity to save for retirement or certain other special benefits
that are reviewed and determined to provide significant long-term benefit.
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Salina & Saline County Economic Development Steering Council 2013 Priorities
"Premier" positions meet "quality" standards and have a wage level that exceeds the annual
median Saline County wage for employment positions of a like classification by at least 110
percent or an annual wage level of at least $40,000 (adjusted annually based on CPI data).
Business recruitment efforts and the use of incentives are guided by the desire to increase the
number of residents in these wage levels. Increased personal income and wealth increases the Page 13
tax base so the Salina region can provide the level of services its residents and employers expect.
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Branding & Marketing
Problem Statement
Salina has a hard to define perception. It is a challenge to explain "what Salina is known for" to
internal and external audiences. As demographics of central Kansas change, it will be critical to
positively position Salina and its brand in the minds of future residents. More workers are
selecting location first and job second. We want to assure existing and prospective employers
about the long term labor availability found in central Kansas.
Project Scope
This project will lead to recommendations about re -branding the Salina region to current
residents and people that live in greater Kansas. In addition, the project will have specific
recommendations related to positioning Salina in the minds of those who influence corporate
growth decisions. The task force will examine branding associated with multiple major
community stakeholders including, but not limited to, the Salina Airport Authority, Salina Area
Chamber of Commerce, City of Salina, Saline County, USD 305, and Salina Downtown, Inc.
Deliverable/Target
A comprehensive marketing and image study will be completed. A plan to build awareness of
Salina's assets by targeted decision makers will be completed.
The success of the plan will be measured by benchmarking community self-perceptions via a
survey sent to over 3,000 residents. Kansas Wesleyan University faculty and students will
evaluate survey responses. In the future, residents will be sent the same survey and the results
will be compared. The value of corporate collateral support and earned media in regional news
coverage will also be tracked.
Improvement Concept
We intend to build upon recent efforts to improve local perceptions by implementing a plan to
build awareness of Salina among decision makers in target industries and site selectors. The plan
will also work to maximize the positive impression of Salina to visitors.
Contribution to Economic Development
A better defined image of Salina will impact tomorrow's workforce as they determine where
they want to live. Labor availability will play an increasingly important role in the ability to
attract growth from existing employers and from new businesses. In addition, the image of
Salina for business growth decision makers needs to be defined and then marketed.
Project Team and Stakeholders
Dennis Lauver, Salina Area Chamber of Commerce, is the team leader on this objective. The
project team will include representatives of Inter -City Visit attendees group, Salina Area Young
Professionals, Salina Downtown, Inc., Salina Airport Authority, City of Salina, Saline County
and Salina Area Chamber of Commerce.
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Salina & Saline County Economic Development Steering Council 2013 Priorities
Protect and Increase the Economic Impact of the Military
Problem Statement
A proactive stance must be taken to continue the growing economic impact of the military on the
Salina economy. As federal government budget challenges impact decisions about military Page 15
operations, creative and collaborative efforts to reduce costs will be necessary to prevent
decisions that would negatively impact Salina.
In addition, we must strengthen the unique assets of Salina military facilities. Marketing those
assets to potential users needs to be enhanced.
Project Scope
This issue impacts the various service providers and vendors for those who receive training in
Salina. These entities include the private sector and many local government entities.
Deliverable/Target
A written plan will identify opportunities to cut costs and improve cost efficiencies for military
facilities. A marketing plan to increase use of the Great Plains Joint Training Center (GPJTC)
will be drafted. A state-wide plan will be implemented, with Salina specific strategies, to protect
and grow the military's economic impact.
Our work will track the number of people using the GPJTC and cost reductions for operations.
Federal allocations for GPJTC will be tracked.
Improvement Concept
Collaborative projects will be implemented to reduce the cost of Salina's military operations and
to create improved financial efficiencies. In addition, a community based effort to market
military facilities will be implemented to increase the attendees at the GPJTC.
Contribution to Economic Development
This initiative will increase the stability of the local economy. As military staff look for a place
to work after they complete service, the Salina region gains a continuing source of labor.
Project Team and Stakeholders
Tim Rogers, Salina Airport Authority, is the team leader on this objective. The project team will
include representatives of the GPJTC, Salina Airport Authority, City of Salina, Saline County
and Salina Area Chamber of Commerce. Community efforts will be coordinated with the
Kansas Governor's Military Council.
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"Breakthrough" Project that Stimulates Rapid Growth
Problem Statement
There is a need to stimulate accelerated economic growth in Salina. A balanced approach to
economic development should focus on small and medium sized growth projects. However, the
need exists to commit resources of time and money to work on large growth projects. Page 6
Project t Scope
Existing businesses, taxpayers, local governments and the community at -large will be impacted
positively.
Deliverable/Target
A significant increase in jobs, revenue and stability to Salina will result. The economic impact
will be measured by increased payroll and employment trends, and are measures that will be
significant.
Improvement Concept
A new strategy will be created to allocate resources to secure a major transformational growth
project. Resources will need to be allocated so Salina can effectively secure the project.
Contribution to Economic Development
A project that spurs significant growth will lead to additional primary employment, retail
development and new jobs at "quality" and "premier" wage levels.
Project Team and Stakeholders
Clark Renfro, Larry Britegam, Dan Mendicina and Stephanie Carlin are team leaders on this
objective.
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Cultivate Future Community Leadership
Problem Statement
Salina has historically been blessed with competent, civic minded leadership. Not all
communities are this fortunate. A limited number of citizens with exposure to civic leadership
training and/or opportunities is one symptom of a community leadership void. Another indicator
is a lack of interest in citizens desiring to serve. Preservation of Salina's pool of leaders for
future generations has been identified as a primary community goal.
Project Scope
This initiative is intended to both preserve and enhance the quantity of civic leadership in the
Salina area. This is done through community engagement, training, use of individual
development plans, opportunities for experience and a strong encouragement to volunteer.
Addressing this issue will impact existing employers already in Salina and employers that will
choose to grow here because of the high quality of local leaders.
Deliverable/Target
Expanding the pipeline of qualified and principled candidates for local leadership positions is the
general method used to benchmark success. Further benchmarking may occur through
identification of the quantity of engaged persons participating in leadership training offerings and
those involved in community volunteerism, occupational development, and participation on
community task forces, committees, boards and other bodies.
Improvement Concept
Strong local leadership will assist in the growth of the community and the prosperity of its
citizens. Leaders can have a positive impact on a community through private sector, public
sector, civic and non-profit involvement. Engaged community leadership can make a significant
difference with regard to the economic, social and governmental well-being of a community as
illustrated by: a healthier business climate, stronger educational institutions, more cohesive
neighborhoods and a continually improving quality of life.
Contribution to Economic Development
Leaders who view long-term economic and community development as mutually complimentary
and a worthwhile community objective will have a lasting impression with regard to community-
wide actions that encourage sustainable business growth through investment, education,
workforce development and social engagement.
Project Team and Stakeholders
Todd Davidson, Hampton & Royce, and Dennis Lauver, Salina Area Chamber of Commerce are
the team leaders on this objective. Others may be asked to assist.
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Salina & Saline County Economic Development Steering Council 2013 Priorities
Economic Development Incentives
Problem Statement
Salina's local economy has remained stable, but somewhat stagnant over the last 20 years. The
region has not been able to capture the quantity of "quality" and "premier" primary jobs desired
for our market region size through either local growth or recruitment. The result has been lagging
growth in both population and income. An opportunity is present to take advantage of the
region's strong sales attraction to create a stronger presence for long term sustainability and
growth.
Project Scope
Numerous stakeholders with jurisdictional impact (City of Salina, Saline County, Salina Airport
Authority, USD 305, and Salina Area Chamber of Commerce) will create, adopt and apply a
business incentive plan to ensure coordination and continuity of the economic development
effort.
Deliverable/Target
An inventory of business incentives will be developed. The matching of business incentives with
development types and desired outcomes will then occur. Guidelines will be recommended for
the use of business incentives. A single standardized incentive request form will be created and
will be adopted by each stakeholder.
Improvement Concept
The objective is to have a standard business incentive toolkit approved by all stakeholder groups
resulting in local job and wage growth at higher than historical rates.
Contribution to Economic Development
This is intended to create an identifiable long term increase in population and wealth in the
region; resulting in a larger consumer base, increased consumer spending and broader labor pool.
Project Team and Stakeholders
Jason Gage, City of Salina, is the team leader on this objective. The project team will include
representatives of the GPJTC, Salina Airport Authority, City of Salina, Saline County and Salina
Area Chamber of Commerce.
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Financing and Fund Raising
Problem Statement
Salina has limited funding available for economic development, which includes a portion of the
local option sales tax. The Salina Economic Development Incentive Council recommends use of Pae 9
these funds to the Salina City Commission. In addition, there are other local, state and federal g
dollars and private investments.
The concern about relying on local, state and federal government agencies for economic
development funding and incentives is a history of past cuts. If cuts occur in the future, growth
and prosperity of Salina -Saline County will be negatively impacted without additional resources
at our disposal.
Project Scope
Establishing the Salina Endowment for Economic Development (SEED) Initiative Endowment
will provide resources to ensure Salina -Saline County will be a strong and vibrant place to live
and work. The goal of endowment fund assets totaling $50M can be reached by 2032.
Deliverable/Target
A summary document explaining the SEED Initiative will be finalized. Details (fund agreement,
allocation policy, etc.) with the Greater Salina Community Foundation will be approved.
Recording the dollars raised, funding community and business development projects and positive
changes in the Saline County community demographics (lower unemployment rate, increased net
in -migration, etc.) will be the benchmarks of success.
Improvement Concept
The SEED initiative will be a locally developed and controlled source of financial support to
help make community and economic development projects a reality.
Contribution to Economic Development
A stronger local economy will result in reduced unemployment, increased net migration into the
county, and a larger labor pool with a higher quality skill set.
Project Team and Stakeholders
Stephanie Carlin, KC&G Business Appraisals, and Larry Britegam, Sunflower Bank, are team
leaders on this objective.
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Remove Roadblocks to Growth
Problem Statement
In order to improve the business climate in Salina and create an environment that is friendlier to
growth, unnecessary barriers must be studied. Once their impact has been understood, an action
plan can be created. Some barriers will be beyond local ability to address and others will create
an opportunity for Salina to make a positive impact. Some local issues may be related to
business issues and some may be due to local government policies and procedures. We will
work to identify the barriers and remove them to create a competitive advantage for businesses
operating in the Salina area. Most residents and business owners in Salina believe that our
community assets should allow us to have faster business and population growth than our trend
has been over the last three decades. Growth is typically viewed as a primary indicator to the
overall quality of a community and a precursor to its long-term, future viability. At this point, it
hasn't been determined what needs to be improved. However, it is clear that a structured
approach to identifying potential roadblocks to growth is an essential step to further stimulating
economic and population growth.
Project Scope
Success in this objective will positively impact businesses. As they grow, the city and county
governments will benefit and the public at large will enjoy more prosperity.
Deliverable/Target
It is not enough to identify the roadblocks to growth; they will then need to be removed.
Tracking of building permits, capital investment, job creation, customer feedback, etc., will
benchmark success. Determining specifically what community roadblocks are in place that
affect business growth, and a plan with specific strategies to overcome them, is the end result of
this plan element. Discussions will occur with the business community to better understand their
business needs and actual or perceived roadblocks. These will be contrasted to business climate
conditions after strategic changes are made.
Improvement Concept
More quality jobs will be created, the regional economy will diversify and the local tax base will
be enhanced and broadened. The ability of the business community to be more aggressive in
their market and with their growth and development activities will result in "quality/premier"
jobs.
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It will take less time and cost to enter the market. Salina will enjoy the reputation of a
community that wants to promote growth.
Proi ect Team and Stakeholders
Clark Renfro, Bennington State Bank, and Jason Gage, City of Salina, are team leaders on this
objective.
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Salina & Saline County Economic Development Steering Council 2013 Priorities
Kansas WorkReady Community/Region
Problem Statement
The workforce skills gap continues to grow in local, regional, state and national sectors, and the
need for skilled labor will become critical in the near future for Salina. Employers will benefit
greatly to know the abilities of potential employees. They will also need a standardized Page 1 11
assessment tool to understand and quantify their unique skill sets.
Project Scope
Salina's current and future workforce will be impacted by this work. In addition, current
employers and future economic development targets will have documented assurance that
sufficient quality of workforce exists regionally.
Deliverable/Target
We will track the number of employers who commit to use the credential program as part of their
hiring criteria. The number of people who complete the test will be monitored for progress. In
time, the percentage of Salina's labor pool with certain skill sets will be apparent. At that point,
those test scores can be normed to be business and industry specific and additional strategies can
be implemented to improve the assessment score of Salina's workforce.
Improvement Concept
Potential employees will complete the ACT WorkReady assessment, a series of tests to validate
their skill set. Salina will then be able to document, from a recognized third party, that sufficient
quality employees exist in Salina's labor pool. People who take the test will be assigned a
performance level, such as bronze, silver, gold or platinum based on their abilities. This will
differentiate Salina from other communities that will only be able to provide anecdotal
information about the quality of their workforce.
Contribution to Economic Development
This will improve the ability of employers (both existing and future) to know the Salina labor
basin has sufficient quantity and quality in the labor force. Having the "KS WorkReady
Community" status will be a helpful recruiting tool for Salina.
Project Team and Stakeholders
Dan Mendicina, Philips Lighting, and Eric Brown, Salina Area Chamber of Commerce, are team
leaders on this objective. Jim Thomas, Exide, will assist. Others will support their work as
needed.
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Existing Business Growth and Retention
Problem Statement
Most job growth and capital investment is likely to come from existing businesses. In addition,
other communities will seek to lure jobs and investment from Salina. Salina's business visitation
program is designed with intentionality about the firms to be visited, how often they are visited
and who is to make the visit. This will lead to better information that can be used to help create
jobs and capital investment as it is shared with the key economic development partners.
Project Scope
Current employers will be interviewed. These include major industrial, service and retail
employers, in addition to key funders of economic development efforts. Emerging employers,
and those with recent building growth projects, will be interviewed. Appropriate external and
key local decision makers will be interviewed. Information will be shared in a confidential
manner between Salina's economic development partners.
Deliverable/Target
A four-year plan with detailed schedules of visits exists. The document lists firms to be visited
and is organized by quarters over the four years. It identifies the parties that will make the visits.
Successful implementation of this objective will decrease job reductions, facility closures and
relocations of employers from Salina. Instead, new jobs will be created with capital investment
occurring. The number of internal and external visits made will be a performance benchmark.
Improvement Concept
Opportunities for growth and "red flags" that can be addressed will be handled in a proactive
manner. Business community volunteer leaders and the staff of Salina's economic development
partners will actively participate in the visits.
Contribution to Economic Development
Employers in Salina will be better positioned to grow because community partners will maintain
a culture where challenges are minimized and growth opportunities are pursued.
Project Team and Stakeholders
Dennis Lauver and Larry Powell, Salina Area Chamber of Commerce, and Clark Renfro,
Bennington State Bank, are team leaders on this objective. Others will assist as needed.
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Salina & Saline County Economic Development Steering Council 2013 Priorities
Infrastructure Development
Problem Statement
Salina's local economy has remained stable, but somewhat stagnant over the last 20 years. The
region has not been able to capture the quantity of "quality" and "premier" primary jobs desired
for our size market region through either local growth or recruitment. The result has been Page 13
lagging growth in both population and income. An opportunity is also present to take advantage
of the region's strong sales attraction to create a stronger retail presence for long-term
sustainability
Project Scope
To include all service -related stakeholders (i.e., City of Salina, Saline County, Salina Airport
Authority, Salina Area Chamber of Commerce, Westar Energy, Kansas Gas Service and
telecommunication companies) to create and apply an Infrastructure Plan to ensure availability of
"shovel -ready" development sites for development prospects.
Deliverable/Target
• Geographic inventory of all potentially developable property, with priority determination
• Inventory of site characteristics for all developable potentially property
• Pricing and timeline projections to implement "essential" and "priority" infrastructure
improvements.
Improvement Concept
The objective is to have a standard approach to reviewing land for "shovel -ready" status, in order
to ensure that these properties are available for market to private development. This approach
ensures that developable land is available almost immediately; thus, eliminating delays to
responding to market demand.
Contribution to Economic Development
This initiative is intended to increase our probability of capturing a development prospect due to
having properties that are ready for development without delay.
Project Team and Stakeholders
Dennis Lauver, Salina Area Chamber of Commerce, Tim Rogers, Salina Airport Authority, John
Reynolds, Saline County and Jason Gage, City of Salina were team members working on this
objective.
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