Manhattan Area Chamber outlines 1–3 year growth plan and performance metrics; commissioners press for concrete targets

Jason Smith, president and CEO of the Manhattan Area Chamber of Commerce, and Darren Soldan, executive vice president and director of economic development, presented the chamber’s 1–3 year economic growth plan and a new metrics framework at the March 25 commission meeting. The plan prioritizes export‑oriented, higher‑wage sectors, development‑ready sites and increased housing supply to address a multi‑year revenue shortfall tied to stagnant population and job growth.

Smith summarized the assessment done with an external economist and said Manhattan scores very highly on quality‑of‑life measures but has been flat in population and job growth while costs—particularly housing—have risen. The chamber’s strategy focuses on growing high‑wage sectors that leverage Kansas State University strengths (ag equipment and technology, animal health, biomanufacturing/biosecurity, metal fabrication), diversifying the tax base and improving housing approachability to support employers’ ability to recruit workers.

Soldan presented the proposed metrics and monthly reporting tabs that align with KPIs: job growth in target industries, distribution of tax revenue, median and average wages, months of housing supply (the panel noted Manhattan’s months‑of‑supply has been near two months in recent years versus a healthy ~six months), and net migration. On operational metrics the chamber proposed targets for lead generation and results: 500 leads (third‑party and state referrals) producing approximately 36 pursuits, 6 site visits and four project wins that the chamber estimates would yield roughly 100 new jobs and $5,000,000 in annual payroll from business attraction; existing‑business work would target about 60 company visits producing 8 new projects and roughly 96 jobs. Soldan said estimated entrepreneurship outcomes include roughly 10 startups annually and community loan activity around $360,000 per year.

Commissioners asked for simpler, outcome‑focused reporting tied to the funding the city provides the chamber (how many jobs, how much payroll and capital investment to expect from that funding). Commissioners also pressed on housing and site readiness (airport business park floor area, utility constraints) and asked how the chamber is coordinating regionally (Riley, Pottawatomie and Geary counties) and with state programs (Team Kansas). The chamber said development of large, 100+‑acre sites is costly and regional collaboration may be required, and that a development coordinator role can be implemented by reassigning existing staff or using Jobs Fund resources.

Why it matters: The chamber’s plan frames economic development as a tool to increase long‑term municipal revenues and reduce pressure on local taxes by growing payroll and property tax base. Commissioners signaled interest but asked for clearer targets and monthly or quarterly outcome reporting tied directly to the city’s contract funding.

The chamber and city staff agreed to continue refining targets and to provide more concise, outcome‑oriented metrics for upcoming budget and contract discussions.