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No Place Like Home

by Savannah King

From downtown and destination development to infrastructure and community investment programs, Kansas is actively working with its small and rural communities to improve the lives of Kansans and encourage economic prosperity. While the effects of the pandemic continue to linger in communities across the globe, small businesses and communities in Kansas have access to several programs that aim to bolster the state’s most charming and vibrant assets. 

Over the summer, Governor Laura Kelly announced the third round of Community Development Block Grant Coronavirus Response Supplement (CDBG-CV) awards, distributing nearly $4 million to 25 Kansas communities to promote business retention for small businesses affected by the pandemic. CDBG-CV is administered by the Kansas Department of Commerce. The two previous grant rounds in this category awarded cities and counties with projects pertaining to economic development and meal programs.

“Kansas continues to experience record economic success, bringing in jobs and business investment at historic levels,” Governor Kelly said. “These grant funds will support that momentum by ensuring small Kansas businesses can maintain their workforce. We’ll continue to focus strategic investments that will create a stronger, more resilient economy to help Kansas businesses and families succeed.”

Main Street Reboot

Originally launched in 1985, Kansas Main Street has helped dozens of mostly rural communities work toward ensuring the viability of their downtown districts. During the first 27 years of the Kansas Main Street program, more than $600 million in redevelopment was invested in designated Main Street communities statewide. During that same time, nearly 4,000 small businesses were started, creating over 8,600 new jobs. The program was closed by the Brownback administration in 2012 and brought back in late 2019 under the directive of Gov. Kelly and former Lieutenant Governor Lynn Rogers’ Office of Rural Prosperity.

Kansas Main Street is a self-help technical assistance program administered by the Community Development Division at the Kansas Department of Commerce. The program targets preservation and revitalization of downtown districts through the development of a comprehensive strategy based on the four points of Organization, Design, Promotion and Economic Restructuring. The Kansas Main Street program is affiliated with the National Main Street Center. While there are no federal funds provided directly to Main Street communities, designated cities are eligible for training and technical assistance designed to help them become self-sufficient in downtown revitalization.

Earlier this year, three communities were selected into the Kansas Main Street Program — Atchison, Baldwin City, and Junction City — bringing the total number of designated Main Street communities in Kansas to 28. These three communities are the first new additions to the state’s Main Street program since its reintroduction in Kansas in 2019.

“Quality of life is key to the Kelly Administration’s economic development efforts, and we know vibrant downtowns are a key indicator of community’s overall health,” Lieutenant Governor and Secretary of Commerce David Toland said. “Since Governor Kelly brought the state Main Street program back, Kansas communities once again have the resources and tools they need to breathe new life into their communities and historic commercial districts.”

Lifeline for Historic Buildings 

In November, Kansas launched a new grant program to quickly help revitalize underutilized, vacant and dilapidated downtown buildings in rural Kansas communities.
The Historic Economic Asset Lifeline (HEAL) grant program is designed to bring downtown buildings back into productive use as spaces for new or expanding businesses; housing; arts and culture; civic engagement; childcare; or entrepreneurship. The matching grants will help address emergency needs for neglected buildings and assist building owners with eligible expenses for the revitalization of historic properties. Projects submitted must show potential as economic drivers in the community.

“We have a shortage of ready to occupy buildings across the state, but also an abundance of historic buildings with good bones that make them great candidates for rehabilitation,” Lieutenant Governor and Secretary of the Kansas Department of Commerce David Toland said. “The HEAL program provides an immediate opportunity to close financial gaps in restoring these properties and making downtown districts throughout our state more economically vibrant, while also creating new jobs and services for Kansans.” 

Area Spotlights

No Place Like Home

Sometimes the hometown advantage in corporate real estate strategy, like the home-field advantage in sports, can be a decider. For venerable Western Union, the only real decision in its recent headquarters search saga was where in the burgeoning Denver metro area it would locate. If there were ever any doubt, the undertaking’s name, Project Hometown, was an accurate statement of the global money mover’s intent.

Western Union traces its history in the Denver area back to 1863, and the opening of a telegraph office. A merger brought the company’s global headquarters first to Greenwood Village in 1995 and then to Englewood. As David Hurtado, Western Union’s vice president of global strategic sourcing and corporate real estate, describes, Englewood was a pastoral setting and the company wanted to establish its brand within a more urban setting.

Hurtado says a big handful of things are attractive about the company’s new campus. Not surprisingly, the ability to mine Colorado’s diverse talent pool is chief among them. He notes the new location in Denver’s Tech center is a LEED-Gold building and is on the city’s light rail system, two sustainability factors he says are important to the company’s Denver employees.

Colorado ranks No. 6
in green building, with nearly
3.4
sq. ft. per capita &
114
projects newly certified in 2018.

Source: U.S Green Building Council

“Denver attracts top talent due in large part to Colorado’s investment in higher education,” Hurtado says. “We have very supportive government policies and processes in Colorado, so it’s very attractive for businesses to be here. We felt such a strong connection to Colorado.”

The site also offers good transportation options to Denver International Airport, which in turn offers direct connections to Western Union’s sites around the globe.

The scenery viewable from the 16-story tower known as One Belleview Station, near the intersection of Interstates 25 and 225, is not bad either: There’s a panoramic view of the Rockies to the west, and to the south Pike’s Peak is visible. The search, limited to the Denver area, took about six months, followed by another 16 months to design, build out the space in the new building, and move in. About 1,300 people work there now.

The campus includes a second building on the other side of the Interstate. That 100,000-sq.-ft. (9,290-sq.-m.) facility, which has an interior design similar to the headquarters building, is home to about 400 employees and houses Western Union’s compliance department. Hurtado says the search ultimately did not cover a broad swath of the Denver metro area.

“We had very few finalists because of the nature of the site and the location,” Hurtado says. “We decided early on that we wanted Denver to be our hometown. There wasn’t a lot of effort to move further north because our employee base lives in the southern and southeastern portions of the city.”


“Denver attracts top talent due in large part to Colorado’s investment in higher education.”

— David Hurtado, Vice President of Global Strategic Sourcing and Corporate Real Estate, Western Union

Western Union worked with the Gensler architectural firm to put a unique stamp on the headquarters’ interior aimed at connecting people. Hurtado says the design process accomplished three key goals: providing maximum natural lighting within the facility, establishing ergonomic work stations and creating an environment providing easy interaction, thus enabling innovation.

“When you stand in the hallways and in most work stations, you can see outside the building,” Hurtado says.

Western Union’s internal real estate team and its executive leadership guided the process. Hurtado says the project was an amazing effort that came together quickly through expedited design review and approval.

“It was probably one of the greatest projects I’ve ever been a part of,” Hurtado says. “We leveraged to an amazing extent our internal and external communications teams and had a very successful change management process, involving our employee base in all of our decisions through lunch-and-learns and workshops showing examples of what the new technology would be. So it made it a very smooth and successful project.”