Strategic Plan Investment Prospectus 2027-2031
Developed by:
117 N Walnut St., P.O. Box 519 | Hutchinson, KS 67504 | 620-662-3391 | greaterhutch.com 1 E 9th Ave. | Hutchinson, KS 67501 | 620-665-3319 | startuphutch.com
Our Vision: A vibrant, resilient Reno County where everyone thrives
HOW ELEVATE RENO COUNTY CAME TOGETHER Community leaders came together to ensure broad input and collaboration. This cohesive strategy brings together government, business, education, and nonprofit partners who care deeply about where we’re headed. The true power of this plan is in its alignment and partnership, uniting Reno County behind a bold and prosperous future. HOW THESE GOALS WORK TOGETHER These goals are interconnected and mutually reinforcing. When all five are advanced at the same time, with partners across the county in alignment, Reno County will see a powerful elevation of economic development. High-wage job growth and new business investment depend on having a skilled workforce, modern sites, a strong quality of life, and a thriving entrepreneurial ecosystem. In turn, a vibrant quality of life is fueled by a healthy tax base, population growth, and rising household incomes that sustain local businesses and support placemaking. Building a talent pipeline requires job opportunities and communities where people want to live. Each element strengthens the others, creating a cycle of growth and resilience.
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The Five Engines of Competitve Advantage I. HIGH WAGE JOB ACCELERATION & QUALITY INVESTMENT PRIORITIES 1.1 Expand and retain high wage jobs at existing employers. 1.2 Attract new high wage jobs and quality investment. 1.3 Embrace a target industry approach to economic development. STRATEGIES Amplify Business Retention & Expansion and convene industry clusters and supply chains. Make the business case for higher wages and benefits. Align local incentive programs to support target industry clusters and higher wage thresholds Expand funding for business attraction and targeted outreach. Invest in a regional marketing effort to attract business. Leverage Evergy power plant to attract new investment. KEY METRICS 1. Create 800 new primary jobs paying above current Reno County average wage. 2. $500M in Capital Investment. 3. 12 industry workforce engagements per year. 4. 25 RFP submissions per year. 5. 50 BRE visits per year.
2020 -2025 ACCOMPLISHMENTS
800 jobs created
$1.2 Billion in Capital Investment announced
96 BRE visits
130 RFP submissions
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51 site visits
96 Backstage Pass Visits
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II. TALENT PIPELINE & WORKFORCE STRENGTH PRIORITIES 2.1 Upskill our workforce. 2.2 Uplift individuals living below the ALICE threshold. 2.3 Attract and retain skilled workers. STRATEGIES Continue partnerships between industry and education to strenghen apprenticeships and internships. Proactively market Reno County to families and young professionals. Develop relocation tools to attract talent. Continue facilitating youth talent pipeline development through Career Quest and Signing Day. Work with area nonprofits to address needs of ALICE population. KEY METRICS 1. Track leading indicators of people earning degrees and certificates. 2. Successfully attract new residents through programs such as Make My Move. 3. Conduct youth talent pipeline events annually. 4. Measure annual Reno County salary levels against our ten benchmark peer communities. 5. Support industry talent recruitment though targeted job fairs and Greater Hutch job board.
2020 - 2025 ACCOMPLISHMENTS
2,700 Career Quest students and 15 county wide schools served
Physician recruitment events
350 Signing Day Participants
10 Workforce Roundtables
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Talent Microsite Launched
$90,000 Make My Move Grant greaterhutch.com startuphutch.com
III.FLOURISHING ENTREPRENEURIAL GROWTH & ECOSYSTEM CAPITAL ACCESS III. ENTREPRENEURIAL PRIORITIES 3.1 Help entrepreneurs navigate. 3.2 Expand existing small businesses. 3.3 Serve youth and under resourced entrepreneurs. 3.4 Offer collaborative supports. 3.5 Assist with business transitions. STRATEGIES Promote the importance of entrepreneurship as an economic development driver. Incubate and support startups in the building trades, technology, and manufacturing. Continue to pursue resources to sustain and expand StartUp Hutch. Develop and scale programs that inspire growth-oriented business models. Increase youth entrepreneurship programming across all education levels in the county. Assist local businesses with succession planning to help retain operations in Reno County. KEY METRICS 1.Issue $2,000,000 in StartUp Hutch loans. 2.Leverage $10,000,000 in outside funds. 3.Facilitate 5 business transitions. 4.Serve 1,000 individuals. 5.Serve 750 businesses in Reno County.
2020 - 2025 ACCOMPLISHMENTS
$1,040,000 in StartUp Hutch lending
402 businesses served
Launched mentorship program pairing local mentors with aspiring entrepreneurs
$4,501,140 in outside funds leveraged
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560 individuals served
23 Loans since 2019
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IV. MODERN SITES & INFRASTRUCTURE PRIORITIES 4.1 Invest in infrastructure to support growth (water, roads, power). 4.2 Prepare sites and buildings for target industry clusters. 4.3 Optimize the potential of the Hutchinson Regional Airport. STRATEGIES Continue to identify and secure options on large sites for significant future developments. Conduct real estate analysis regularly to meet market trends. Encourage and convene interagency collaboration. Continue to secure funding for infrastructure development to industrial sites (water, sewer, roads, rail and power). KEY METRICS 1.Shovel ready site certification for Kimbell Industrial Park. 2.Seek grant funding for continued infrastructure improvements. 3.Transportation grants procured for roadway improvements. 4.Environmental & Phase I completed for development sites. 5.Continue site development on highway coridors.
2020 - 2025 ACCOMPLISHMENTS
Mega Site Study to identify potential rail served sites
$3.2M in grants procured for infrastructure
Water needs assessment conducted
Kimbell Industrial 281 acres of land optioned to Park attract $1Billion Master Plan Evergy project in progress
Enhanced marketing for spec buildings & industrial sites
650+ Land Acres Acquired or Optioned by Growth Inc.
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V. VIBRANT QUALITY OF LIFE PRIORITIES 5.1 Provide quality housing options and childcare for all. 5.2 Create family friendly, healthy amenities and energized downtowns. 5.3 Beautify our communities and eliminate blight. STRATEGIES Continue to invest in programs and policies that incentivize housing development, rehabilitation, and ownership. Invest in local downtowns through funding tools and local incentives. Support and accelerate blight remediation and building rehabilitation efforts by local governments. KEY METRICS 1.250 new housing units by 2030. 2.Increase in housing permits filed. 3.Focus on attraction of early career and young professionals. 4.Increase commercial building occupancy county wide. 5.Increase number of childcare slots filled.
2020 - 2025 ACCOMPLISHMENTS
$225,000 Home in the Heartland Grant for talent attraction
$200,000 Downtown Master Plan administered to enhance revitalization
20 Downtown IWW loans administered
$2.5M in childcare grants administered & 400 new spots created
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Served in creation of Reno County Childcare Task Force & Kids Collective
$150,000 Reno County Housing grant assistance
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MINIMUM PRIVATE INVESTMENT NEEDED TO EXECUTE THE ELEVATE RENO COUNTY STRATEGIC PLAN: $2.5M Our vision: A vibrant, resilient Reno County where everyone thrives
5 Year Goal: $2,500,000
The combined goal of Greater Hutch and StartUp Hutch is a minimum of $2.5M over 5 years. The aggressive strategies outlined in the plan may require additional funding.
ECONOMIC DEVELOPMENT ADVISORY COUNCIL
BOARD OF DIRECTORS
Pat Fallon, Chair, Bank of the Plains
Johannah Moore, Board Chair, Peoples Bank and Trust Co
Brad Pryor, Past Chair, Pryor Investments LLC Nathan Alexander, ONEOK
David Patterson, Vice-Chair, Lumineo Signs Brett Henry, Treasurer, Adams Brown Strategic Allies and CPA's
Benjamin Anderson, Hutchinson Regional Healthcare Systems Michael Clayman, Chamber Board Rep, Bank of the Plains Frank Craig, RCB Bank
Jessica Schmidt, Secretary, Reign Real Estate Amy Brennan, Heartland Credit Union Bryce McFarland, Hutchinson Community College Jim Black, Hutchinson Regional Healthcare System Melissa Moodie, Hinkle Law Firm Shane Iwashige, The Rock Group Travis Kinast, T&B Electric, LLC Craig Weingartner, Wifco Steel Products Inc. Travis Riebel, USD 308
Sarah Fankhauser, DCI Allen Fee, Fee Insurance Group Rob Hanson, Tyson Foods Troy Hutton, Chamber Chair, First National Bank James Krstolich, IdeaTek Dean McDaniel, APAC - Kansas Inc., Shears Division Darrel Miller, First National Bank Joe Ontjes, LumiNeo Sheila Regehr, Dillons/Kroger Shawn Riley, APAC - Kansas Inc., Shears Division Lucas Sawyer, Community National Bank Tony Schleich, American Packaging Corp Dan Springer, Heartland Credit Union Rick Staab, Disability Supports of the Great Plains William Thacker, Edward Jones Public Sector Partners: Lauren Meadors, City of Buhler Jill Snyder, City of Haven Greg Fast, Hutchinson City Council Jeff Schenk, City Administrator, South Hutchinson Randy Partington, Reno County Administrator Bryce McFarland, Hutchinson Community College Dr. Tricia Paramore, Hutchinson Community College
OVERSIGHT OF INVESTMENTS The funds needed to implement these 5 core initiatives will be sought from those with a vested interest in the growth and economic future of the Reno County – businesses, organizations, community leaders, and stakeholders. Funds will be deposited into a designated fund with Greater Hutch, who will provide oversight of the invested funds in cooperation with StartUp Hutch. Program implementation will be the responsibility of the Greater Hutch Economic Development Partnership and StartUp Hutch Board of Directors with input from major campaign investors. 8
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