City of Manhattan, KS
Strategic Plan

For decades, the City of Manhattan, Kansas, enjoyed a stable economic situation. The City is home to the largest employer, Kansas State University, and adjacent the Fort Riley base, which includes almost 70,000 military affiliates in the City and surrounding region. However, over the last several years the City has experienced fluctuations in population at Fort Riley, a decline in university enrollment, and impacts from the COVID-19 pandemic resulting in stagnant growth and a more dynamic economic situation. Planning NEXT was retained to undertake an ambitious effort to develop a City-wide strategic plan to guide decision making and investment throughout the community.

A unique moment for the City

The strategic planning process, branded as CrossroadsMHK was the first strategic plan focused solely on responsibilities and initiatives of the City government. This plan helps prioritize City services, programs, projects, and future investments. To gain further insight on the internal organization, City staff participated in an activity that asked the group to identify: core functions that must remain within the City; performance practices, services and programs that could be surrendered; and approaches to realize potential and create greater impact. This information was used in parallel with the public input to develop the priorities for the plan framework.

Engagement that targets the community members

City Commission emphasized the importance of community involvement in order to align both community and City perspectives. To reach as many voices as possible, several engagement opportunities were held throughout the process including City staff interviews, external stakeholder interviews (college students, social services, and the school district), and three rounds of public engagement opportunities. The engagement opportunities included five virtual meetings, surveys to the general public and specific demographics (high school students, college students and military affiliates), and pop-up engagement events across the community at various locations throughout the City. The process engaged over 1,900 participants and generated over 25,000 unique pieces of input.

Collaborative process

Through the plan’s process, three areas were identified as needing additional analysis and plan consideration. With only a few large sites left in the City, it is imperative to make the most of these opportunities for community member’s and for the City’s fiscal health. The Riverside District and the Tiffin property both address housing issues in the community with unique products. The Riverside District aims to reconnect people with the Scioto River and house a new visitor center. Improvements to Yoctangee Park feature a long-anticipated amphitheater and a vision for newly acquired park acreage.

Related News

Final Plan Document

Crossroads MHK Strategic Plan

Tags

Project Type: strategic plan
Community Type: city
Client: City of Manhattan
Services: strategic planning, community engagement