STRATEGIC OBJECTIVES

Momentum 2022 strategies focus on 57 objectives within five community pillars, they include: Develop homegrown talent, Create vibrant & attractive places, Grow a diverse economy, Promote a positive image, and Collaborate for a strong community.  

1.1 Align the "Talent Pipeline"

1.1.1 Create a "Cradle Through Career" (CTC) collective impact partnership dedicated to raising talent levels in Topeka- Shawnee County

1.1.2 Utilize student-level data to gauge the effectiveness of programs and guide partnership decision-making

1.2 Ensure that All Children are Ready for Kindergarten

1.2.1 Develop a comprehensive approach to preparing Topeka-Shawnee County's youngest residents for kindergarten

2.1 Optimize Tools and Programs to Improve Quality of Place

2.1.1 Build public support for public-private partnerships and other incentives and investments that enhance quality of place

2.1.2 Create a restaurant development program to expand social offerings

2.1.3 Identify and attract retailers that expand local options and improve quality of life

2.1.4 Create a community-wide loan program to incentivize new and existing homeowners to rehab high-quality housing stock in need of repairs and updates

2.1.5 Expand and pursue options to address blighted properties and ensure responsible ownership

2.1.6 Adopt a collaborative program of highly targeted neighborhood beautification revitalization

1.3 Prepare Students for College and Careers

1.3.1 Introduce students to college and career opportunities at a young age and develop "career pathways" for students to identify entrance points into promising and in-demand fields

1.3.2 Align new and existing programs to engage at-risk students, dropouts, and parents

1.3.3 Connect businesses with education providers to identify opportunities for new degree programs and curricula that support business growth

1.3.4 Create a community-wide internship initiative to help employers identify emerging talent and to attach young professionals to Topeka-Shawnee County

1.4 Expand Continuing Education and Training Options for Adults

1.4.1 Incentivize adults without college degrees to further their education and gain new skills

1.4.2 Establish a physical center for workforce development and training in East Topeka

2.2 Develop a Dynamic Regional Core

2.2.1 Pursue a catalytic mixed-use development in Downtown Topeka

2.2.2 Incentivize the development of new housing and supportive neighborhood retail in Downtown Topeka

2.2.3 Work with partners at the state level to open the Kansas State Capitol on weekends

2.2.4 Advance the NOTO Arts District Master Plan to accelerate the area's momentum as a vibrant, creative community

2.2.5 Activate the Kansas River as a destination and recreational amenity

2.2.6 Ensure strong multimodal connectivity within and around the community's core

2.3 Invest in Infrastructure that Enhances Quality of Place

2.3.1 Continue to invest in infrastructure that enhances mobility and quality of place

2.3.2 Continue to improve gateways into Topeka-Shawnee County, particularly those connecting the community to population centers

3.1 Enhance the Entrepreneurial Ecosystem

3.1.1 Support a new physical space for 712 Innovations to establish a hub of entrepreneurship, innovation, and networking in Downtown Topeka

3.1.2 Develop a pre-seed microloan program to open up entrepreneurship to individuals who lack access to traditional capital

3.1.3 Explore options to expand the availability of angel capital in Topeka- Shawnee County

3.1.4 Adopt an "economic gardening" program to help local second-stage firms thrive

3.2 Maintain a Best-Practice Economic Development Program

3.2.1 Continue business retention and expansion (BR&E) activities to ensure that Topeka-Shawnee County's existing firms remain and thrive in the community

3.2.2 Establish business councils to support Topeka-Shawnee County's target sectors 

3.2.3 Ensure that Topeka-Shawnee County is actively networked in the KC Animal Health Corridor

3.2.4 Conduct a review of GO Topeka's economic development marketing program to ensure it aligns with industry best practices

3.3 Pursue Policies that Support Holistic Economic Development

3.3.1 Conduct a review of incentive policies to determine if available offerings are sufficiently flexible to support a broad range of economic development goals.

3.3.2 Work collaboratively with regional partners to ensure that advocacy agendas are aligned with strategic community and economic development needs

4.2 Project a Positive Message to Residents and Outside Talent

4.2.1 Adopt a multi-platform strategy to communicate positive news and developments locally within Topeka- Shawnee County

4.2.2 Engage HR professionals, executives, real estate professionals, and other key influences to highlight quality of life in Topeka-Shawnee County

4.2.3 Launch a "boomerang" talent marketing program to inform educated people with local roots about positive new developments and opportunities in Topeka-Shawnee County

4.2.4 Utilize "earned media" to improve external perceptions of Topeka- Shawnee County

5.1 Foster and Promote a Diverse and Inclusive Topeka-Shawnee County

5.1.1 Establish a diversity business council to promote a culture of diversity and inclusion

5.1.2 Establish a community-wide program to connect new and existing employee resource groups (ERGs) that promote diversity and inclusion

5.1.3 Promote diversity on boards in Topeka- Shawnee County

5.2 Encourage Healthy, Safe, and Engaged Communities

5.2.1 Create a community-wide volunteer initiative focused on neighborhood improvements and bridging geographic and cultural gaps

5.2.2 Support "social enterprise" startups and small businesses that serve the community

5.2.3 Create an anchor-based community wealth building (CWB) initiative to expand opportunities and build wealth in low-income communities

5.2.4 Adopt a collaborative approach to public safety

5.2.5 Continue to support Heartland Healthy Neighborhoods and other initiatives identified in the Shawnee County Community Needs Assessment

Rev. 11/21/2019