VISION CATEGORIES AND STRATEGIES

In addition to the conceptual framework for physical growth, the Blueprint for Growth outlines a key set of strategies and actions that must take place. These strategies and actions are organized in seven vision categories. The vision categories arose from the participation process, through meetings with the 2020 Vision Task Force, and through a review and analysis of citizen comments and individual interviews.
 
During the process of implementation, an oversight group – such as a redefined 2020 Vision Task Force – will be required to monitor the progress made by the parties responsible for implementation, and evaluate the community’s direction. Periodic review of progress and identification of a change of desire or direction in the community will be critical to evaluating the actions taken. If results do not appear to be favorable, then proactive evaluation by the oversight group will better ensure that appropriate changes are made and progress continues. Regular evaluation and adjustment on a routine basis, thus, can ensure that Reno County never stops pursuing its vision for the future.
 
For each category below, a basic rationale or introduction is offered. A strategy statement that summarizes the intent of the proposed actions follows. Several specific actions are then listed. These actions are further refined in the implementation matrix in Chapter 5, where they are accompanied by proposed participants, time frames, and potential funding sources.
 
4.1 Vision Statement
Just saying “Reno County, Kansas” should evoke a sense of pride, an image of growth, and a spirit of cooperation. Reno County “growth” can be viewed as physical growth, economic growth, and personal growth. The vision for Reno County should reinforce the desire to conduct business and day-to-day decision making cooperatively so that growth can occur in a responsible and meaningful way.
 
The vision for Reno County as depicted in the Blueprint for Growth is a growing county, supporting a prosperous and stable economy and an abundant quality-of-life for all Reno County citizens
 
Greater detail and insight regarding the vision statement above can be found through the strategies and actions identified in the following sections of the Blueprint for Growth. The strategies and actions outlined in section 4 and elaborated upon in section 5 suggest what needs to occur to implement this vision, the participants that will be necessary for implementation, and the anticipated timeframe in which strategies and actions should take place. The Blueprint for Growth is both a guide for and a call to action by the leaders and citizens of Reno County.
 
4.2 Jobs, Jobs, Jobs!
The Building Blocks for Growth
It has been recognized through the visioning process that employment growth is a prerequisite for population growth. In other words, people follow jobs, and services follow people. Therefore, it is incumbent upon the people and institutions of Reno County to effectively promote job creation in order to approach stated population growth goals.

To achieve a more stable and diverse employment base, however, it is essential to approach job growth as a three-pronged effort involving job attraction, job retention, and entrepreneurism. Significant efforts have been made in Reno County on these three aspects of employment growth. The Spirit of Success provides leadership in job attraction and internal growth. The Quest Center provides an incubator climate supporting new business creation and start-up. Hutchinson Community College and Area Vocational School (HCC) provides valuable workforce training and has developed a curriculum centered on entrepreneurship training. A critical question, however, must be addressed. How can these organizations be more effective in the three critical employment growth roles?

Additionally, it has been recognized through previous efforts that Reno County has several intrinsic strengths upon which to build its employment base. Proactive clusters in the areas of agriculture/agribusiness, health care and retirement, tourism, and development along major corridors can form a basis for additional job growth. Some growth industries could be accommodated through internal expansion, such as has occurred with the county’s strong signage industry. Growth in other employment sectors should be investigated and discussed.
 
4.2.1 Job Attraction
A single clearinghouse for employment attraction should be established to coordinate job attraction and serve as an “unbiased catalyst” on a countywide basis. A good new job anywhere in Reno County helps to support the goals of the Blueprint for Growth. The Hutchinson/Reno County Chamber of Commerce has initiated the Spirit of Success program, specifically designed to attract employment to Reno County. Expanding this role and refining the focus of this significant program could fill the need for this countywide entity. It is recommended that specific emphasis be targeted toward medium sized and smaller businesses with growth potential in addition to large business attraction.

Strategy
 The Spirit of Success should continue to build upon its role as a coordinator for business attraction, in association with other regional Chambers of Commerce and employment–oriented organizations. In addition to the attraction of larger businesses, targeting a diversity of small and medium-sized businesses and industries with growth potential should be emphasized, particularly in the proactive “cluster” areas of agriculture/agribusiness, health care, and tourism, as well as service-oriented businesses. Jobs in the “lower volume, higher quality or customized” manufacturing sector, as well as in value added agricultural production, should be also be emphasized.

Actions

1. Currently, the Spirit of Success provides a full-time staff that is devoted to coordinating business attraction on a countywide basis. Continuation of this effort is critical to countywide growth. Emphasizing countywide resources, such as facilities and land located throughout the county, will allow Reno County to put forth more competitive promotional packages when compared to other counties.
    
2. Implementation of the countywide marketing strategy for business attraction, including market positioning, public relations, and governmental relations regarding incentives and intergovernmental cooperation with the County and all municipalities. Strategies should address the attraction of jobs at all levels. Large, intermediate, and smaller businesses should be targeted.

1. Provide one additional full-time staff person devoted to countywide business retention and expansion. Roles should include coordination with and assistance to local job retention efforts.  
   
2. Continue the marketing strategy for business retention and expansion, including the development of a priorities list of key businesses to target for immediate attention, regular visits to businesses of all sizes, and intergovernmental relations including the disposition of incentives for existing business expansion.
   
3. Provide consultative support, including referral to assessment and training services, technical support services, and business collaborations.
   
4. Explore and support additional business clusters that have growth potential.
   

1. Establish staffing for entrepreneurial advocacy and training by expanding the role of the Quest Center. If this course is pursued, a long-term leadership transition plan for the Quest Center must be developed. 
   
2. Create a program to provide outreach to emerging entrepreneurs in outlying areas of Reno County and to provide education and support “in place,” in addition to providing a central incubation space. Specific educational objectives should include assistance in business plan development and finding “start-up capital".
   
3. Coordinate not-for-profit entrepreneurial programs offered through the Quest Center with the new Entrepreneurship educational program offered by HCC, which will provide both a basic educational structure and specific skills training. 
   
4. Develop joint marketing materials between the Quest Center and HCC to promote entrepreneurial activities and education. 
   
5. Initiate an accurate procedure for tracking the success or failure of entrepreneurial start-ups in the County, and recycle successful methods into future educational programs. 
   

1. Provide funding and staff for the Spirit of Success to address both job attraction and job retention/expansion countywide and on an equal basis.
   
2. Provide funding for the additional jobs growth functions identified by the Blueprint for Growth, including job retention and expansion, Quest Center, and Reno County Growth Coalition staff (see 4.3.2).
   
3. Seek supplemental funding, in addition to the Reno County Growth Fund created by the one mill levy, from other sources that are known to support employment or community growth and development. For example, the Ewing Marion Kauffman Foundation focuses much of its support on the development of entrepreneurism. 
   

4.3 Implementation Leadership and Partnerships
Coordination & Responsibility
The population trends in Reno County have not been substantially growth-oriented in recent decades. The County has been lagging behind both State and national trends. In order to achieve the 2020 Vision growth goals, all sectors of the economy must work cooperatively: government, not-for-profit, and private. Structural, organizational, and communications adjustments must be made in all sectors to achieve desired results.

 
4.3.1 2020 Vision Coordination and Advocacy
The Blueprint for Growth is a comprehensive strategy that addresses the full range of factors representing population growth, employment, leadership, quality of life, and a range of other factors. Through the recommended strategies and actions, a number of organizations have been identified for their appropriate implementation responsibilities. But how will Reno County know if the overall effort is a success? And who will forge the necessary coalitions required to better secure that success? The answer lies in the creation and/or empowerment of an organization that is specifically charged with the responsibilities of oversight, coordination, and advocacy.
 
Strategy
Create the Reno County Growth Coalition to specifically undertake the leadership role as an “umbrella” organization in implementation of the Blueprint for Growth. This group should then act as an advocate and a catalyst for the actions proposed in the Blueprint for Growth.
 
A significant part of the Coalition is the creation of a "citizen's advocacy" group. It should be made up of approximately fifteen to twenty-five people, some of whom participated as members of the 2020 Vision Task Force. The group should seek a broad geographic distribution and represent the diversity of people in Reno County. A suggested structure is shown below:
The group should meet quarterly and assume an active role both in advancing the Blueprint for Growth, networking organizations, sponsoring "clusters", and acting as a "think tank" on Reno County issues. The executive committee of the 2020 Vision Task Force should act as the “founding board” for the coalition and remain as active board members during a two-year transition period.
 
Actions

1. Create the Reno County Growth Coalition, to promote the vision and the strategies developed through the Blueprint for Growth process. The organization should be staffed with a full-time director.
   Foster a proactive environment for business growth. Municipalities, as well as all other organizations, must be conscious of their role in providing an atmosphere friendly to business.
   
2. Update the Reno County Economic Growth Coalition web site on a regular basis with regard to strategies, actions, and accomplishments. Simplify current domain name.
   
3. Conduct quarterly or semi-annual coordination meetings with all key Blueprint for Growth participants in all vision categories. The purpose of these meetings is to track progress and form a cooperative network for success. Network with key players prior to and as a follow up to these meetings.
   
4. Conduct a facilitated annual town hall style meeting to inform the public on the progress of implementing strategies, as well as to elicit new information on community issues, goals, and visions.
   
5. Advocate for timely infrastructure priorities, public improvements, and private initiatives that will attract development or promote the success of the Blueprint for Growth.
   
6. Provide continuous monitoring, benchmarking, and updates regarding the accomplishments of the Blueprint for Growth.