Transcript Recommendations for the

Recommendations for the
Transylvania County
Economic Development Organization
Independent Economic
Development Task Force
January 29, 2014
Why is this process undertaken
1. Times have changed for Transylvania, especially in the last decade.
2. Current efforts, while hard-fought, have not met ever-rising expectations.
3. County Commissioners hired Jeannette Goldsmith, a consultant with significant
experience with corporate relocation.
4. Ms. Goldsmith’s recommendations can be found:
http://www.transylvaniacounty.org/content/independent-economic-development-task-force
5. One of her recommendations was to create a new economic development
organization.
6. This task force volunteered and was commissioned to analyze her approach and
develop independent recommendations for:
a.
b.
c.
Economic Development Organization
Mission/Vision for the new organization, and
Targeted industries with an initial marketing plan.
Agenda
1.
2.
3.
4.
5.
Introduce Team
Purpose and Scope of tonight’s discussion
Economic Development Organization recommendation
Discuss anticipated questions
Next steps
Transylvania = all of county, city, towns
Independent Economic Development Task
Force Members
• David Bradford
• Karen Gleasman, Chair
• Ruth Harris
• Billy Higgins
• David Neumann
• David Watkins
• Jackie Whitmire
Local business owners & leaders,
executives, lawyer, agribusiness,
manufacturing, strategy, marketing,
quality, large and small business
experience, community leaders,
not afraid of a little confrontation,
active learners, good listeners, able
to leap tall buildings….
Purpose/Scope of Tonight’s Discussion
• Tonight:
 Recommended Economic Development Organization structure
 (and how we got there)
 Initial mission and vision
We’ll be back in March to discuss:
 Targeted industries
 Initial marketing plan
The process we followed
 Explored outside of TC
 Listened to
Transylvanians
 Brainstormed, iterated,
and worked to consensus
Define Economic Development
 Interview Economic Development Partners (Goldsmith +2)
 Discussed target industries
Review and discuss Goldsmith Report
 Discussed case studies comparing Henderson and Transylvania business friendliness
Sought comparative examples of successful organization structures
 Heard from Blue Ridge Community College and Transylvania County Schools about
workforce development curriculum
 Brainstormed characteristics of an effective organizational structure
 Developed consensus of essential elements and focus.
Interviewed Jeanette Goldsmith as to her reasoning and conclusions.
 Developed structure, staffing & roles, estimated budget needs.
 Wrote preliminary Vision and Mission statements
The process we followed
Define Economic Development
 Interview Economic Development Partners (Goldsmith +2)
Explored outside
of TC

Listened to Transylvanians

Brainstormed, iterated, and worked to
consensus
 Discussed target industries
Reviewed and discussed Goldsmith Report
 Discussed case studies comparing Henderson and Transylvania business friendliness
Sought comparative examples - successful organization structures
 Heard from BRCC and TCS about workforce development curriculum

Brainstormed characteristics of an effective organizational structure

Developed consensus of essential elements and focus.
Interviewed Jeanette Goldsmith as to her reasoning and
conclusions.

Developed structure, staffing & roles, estimated budget needs.

Wrote preliminary Vision and Mission statements
The process we followed
 Define Economic Development

Explored outside of TC
Chamber of Commerce
City of Brevard
Economic Development Advisory Board
Heart of Brevard
Tourism Development Authority
Town of Rosman
TC Economic Development and Planning
Transylvania Partnership
Interview Economic Development Partners (Goldsmith +2)
Discussed target industries
Listened to
Transylvanians
 Review and discuss Goldsmith Report

 Sought comparative examples of successful organization structures
Brainstormed, iterated, and worked to
consensus
1.
2.
3.
4.
5.
6.
7.
8.
Discussed case studies comparing Henderson and Transylvania
business friendliness
Heard from Blue Ridge Community College and Transylvania
County Schools about workforce development curriculum

Brainstormed characteristics of an effective organizational structure

Developed consensus of essential elements and focus.
 Interviewed Jeanette Goldsmith as to her reasoning and conclusions.

Developed structure, staffing & roles, estimated budget needs.

Wrote preliminary Vision and Mission statements
The process we followed
 Define Economic Development
 Interview Economic Development Partners (Goldsmith +2)
 Discussed target industries

Explored outside of TC

Listened to Transylvanians
 Review and discuss Goldsmith Report
 Discussed case studies comparing Henderson and Transylvania business friendliness
 Sought comparative examples of successful organization structures
 Brainstormed,
iterated, and
worked to
consensus
 Heard from BRCC and TCS about workforce development curriculum
Brainstormed characteristics of effective organizational structure
Developed consensus of essential elements and focus.
 Interviewed Jeanette Goldsmith as to her reasoning and conclusions.
Developed structure, staffing & roles, estimated budget needs.
Wrote preliminary Vision and Mission statements
The process we followed
 Explored outside of TC
 Listened to
Transylvanians
 Brainstormed, iterated,
and worked to consensus
Define Economic Development
 Interview Economic Development Partners (Goldsmith +2)
 Discussed target industries
Review and discuss Goldsmith Report
 Discussed case studies comparing Henderson and Transylvania business friendliness
Sought comparative examples of successful organization structures
 Heard from BRCC and TCS about workforce development curriculum
 Brainstormed characteristics of an effective organizational structure
 Developed consensus of essential elements and focus.
Interviewed Jeanette Goldsmith as to her reasoning and conclusions.
 Developed structure, staffing & roles, estimated budget needs.
 Wrote preliminary Vision and Mission statements
Things we’ve learned
• Transylvania’s economic concerns are not unique.
• There is no “one correct way” to structure economic development.
• We have effective, independent organizations playing different roles in economic
development, yet we repeatedly heard: we need to do better and change is required.
• Volunteerism by smart and committed individuals is at the core of our success.
• All the good efforts are loosely coordinated based on interpersonal relations.
• There is a perception that it is challenging to do business in Transylvania.
• The negative feedback loop – negative things are amplified and retold
• Working with local governments can be frustrating on a transaction level.
• Economic development is comparatively underfunded in a significant way.
• There is insufficient context and consensus for economic development to occur
Principles upon which to build an effective
economic development organization
Co-located in a centralized, prominent location within the City of Brevard to convey:
Transylvania welcomes you.
We are a thriving community and we are open for business
 Public /Private Organization with mostly public money, and privately run.
 Accountability for meeting measurable goals.
 Staffed with focused responsibility by function.
 Leverage/expand roles of some existing organizations: Heart of Brevard, Chamber of Commerce,
Tourism Development Association
 Formal co-ordination by an independent, representative, and self-renewing board.
Definition of Economic Development
“Economic development is a process by which a community creates,
retains, and reinvests wealth, and improves the quality of life”
-David Dodson, MDC Inc, Chapel Hill, NC
Why this one?
• Cycle of: Creates, retains, reinvests
• Jobs! and
• Beyond jobs to “quality of life”
From Dictionary.com:
wealth = all things that
have a monetary value
Economic Development Organization Structure
Board of Directors – 11 members
Executive
Director
New Business Development
Account Executive
Asst to Account Executive
Marketing
Marketing Specialist/
Community event coordinator
Heart of Brevard
Tourism Development Authority
Business Retention/Expansion
Workforce Development
BRE/WD Leader
Heart of Brevard
Chamber of Commerce
Economic Opportunity Network
Transylvania Schools
Blue Ridge Community College
Board of Directors
Transylvania Partnership charter becomes this
Unpaid board
Elected president
3 year, staggered and limited terms
Tied to Transylvania County – residence or business
No executive board
Will require significant time and thought investment
Past leaders of organizations to allow for sufficient time
Welcome diverse membership
Named positions appointed by organizations
Membership
1. At-large business owner
2. At-large business owner
3. At-large business leader
4. At-large business leader
5. Agri-business (Farm Bureau)
6. Tourism Development
Authority
7. Chamber of Commerce
8. Heart of Brevard
9. Town of Rosman
10.City of Brevard
11.Transylvania County
At large positions selected by Independent Economic Develop Task Force
Executive Director
Responsibilities
Operational Leader
Fund Raising
Accountability to measurable goals
Strategic leader
Advocate for sustaining/growing effort
Define/refine roles & responsibilities
Hiring/firing of direct staff
Manage/recommend budget
Incentive structure recommendation
Attributes
1. Sales closer
2. Fund raiser
3. Optimistic
4. Successful business owner or leader
5. Builds sense of community
6. Strategic, forward thinker
7. Growth oriented
8. Manages & understands risk
9. 4 Year degree or equivalent experience
New Business Development Office
Account Executive
Sales Experience
Recruit/attract new business
Assistant to Account
Executive
Business “concierge” for
Transylvania
Maintains working knowledge of
systems
Input to strategic planning
Inventory of sites (product)
Trade shows
Inventory of ready workforce
Ensure existing properties ready
to market
Develop new propertes
Marketing
Participates in developing and understanding “sense of
place”.
Ensures marketing reflects the economic interests of the
participating organizations.
Works to assist businesses throughout the county to
tailor/adapt a marketing campaign that is complementary
to Transylvania message.
Measure results to refine marketing.
Acts as coordinator of community calendar, leveraging
opportunities for many businesses to benefit from events
thus increasing the dollars spent within Transylvania.
Business Retention & Expansion
Resource partner for existing businesses, co-ordinates
community and technical resources to support growth and
investment
Assists entrepreneurs by leading them to resources that
maximize their chances for success.
Celebrates the multitude of successes achieved by local
businesses.
Presents an optimistic view of Transylvania’s future.
Supports workforce readiness with active engagement of Blue
Ridge Community College and Transylvania schools
Mission
Orchestrate through engagement of investors, elected
officials, existing organizations, and businesses, an attractive
climate for creation, retention, and reinvestment of wealth
within Transylvania County which is complementary to the
long-term vision of Transylvania County and its residents.
Orchestrate – all look to the conductor, play their position,
know what to expect from their partners
Engagement – active two-way participation
Creation, retention, and reinvestment – that cycle we
loved from the definition of Economic Development
Long-term vision – required to set context and guidelines
Vision
To achieve a dynamic and robust business climate
resulting in stable well-paying incomes and growing
opportunities allowing residents to live fulfilling lives
in a thriving place
Transylvania Economic Development Vision:
What Do We Want To Be?
Community – Transylvania County is noted for it’s vibrant, diverse community where there is something for
everyone--retirees , young families, and everything in-between. Residents are attracted to our top-rated schools,
low crime rate, recreational opportunities, and economic growth.
Business Climate– Transylvania County businesses, from new startups to established businesses, from retailers to
manufacturers, from agribusinesses to construction , grow and thrive. There is a “positive echo chamber” in the
county that describes the environment as a great place to start and grow a business. Brevard, Rosman, and TC
governments collaborate to create a “business friendly” environment while preserving our “sense of place”. Our
community has a ready workforce trained at all levels of the economic ladder to support this economic growth.
Investment – Our community attracts businesses that are relocating and retains local businesses that are
expanding because we offer amenities achieved through creative private and public capital investments in
business ready sites, telecommunications, utilities, and workforce development.
Preservation – While TC residents enjoy increased economic opportunities, conserving the county’s natural
beauty and resources is a priority. To the extent possible, each decision to expand or relocate a business to TC is
made while preserving and enhancing the county’s “ecology of place” and enhancing its quaint, family-oriented,
small-town atmosphere.
Anticipated Questions – Next Steps
1. Cost and funding of new organization?
2. How is this different from today’s structure? From J. Goldsmith’s proposal?
Why are so many of the existing economic development organizations
remaining within the structure?
3. What large businesses will be targeted so we can get healthy wages?
4. Besides the new organization, what else is recommended?
5. Why will this be more successful? Is there a guarantee of new jobs?
6. When will we see new jobs? How will I know what’s available?
7. How can I best prepare to be a good candidate for new jobs?
8. What will be done to make things more friendly for current & incoming
businesses?
9. Will this recommendation keep our younger family members in the area?
Recommended Budget & Funding?
 Increase county investment in Economic Development by approximately $300,000/year increase in
operating costs
o
o
o
o
o
Salaries to attract professional staff
Travel, e.g. trade shows
Rent
Marketing materials
Contracts for professional services
 Competitive market rent is paid to the Chamber, allowing/incenting the Chamber to provide greater service
for Business Retention and Expansion effort
 Leveraging Tourism Development Authority’s marketing expertise and funding to embrace the value of a
community marketing position and coordinator of a community calendar.
 No additional funds for workforce development – leverage excellent efforts of Transylvania County Schools &
Blue Ridge Community College (more active partnership)
 We recommend increasing the capital reserve of the Transylvania Partnership to $500,000 in order to
enhance the ability to facilitate significant investment in our community. The money should be privately
managed.
How is this different?
• From today’s effort
• More investment
• New focused, functional responsibility – sales, marketing, and business retention &
expansion
• Co-Location in central, optimistic looking site
• Better, more efficient coordination, & shared resources
• Accountability to new measurable goals – e.g. $ invested/net job, increase per capita income
• Formal orchestration of all economic development efforts by recognized economic
development leader
• Private employees accountable to agreed upon metrics
• From J. Goldsmith recommendation
• Lower cost through preservation of subset of existing organizations
• More directly leveraging our valuable, effective volunteer base
• More focus on business retention & expansion
why we’re keeping
existing organizations
Large businesses with healthy wages?
Public money should be spent on recruiting successful, compatible
businesses.
• Smaller businesses are more likely to come here (Jeanette Goldsmith says <50
most likely)
• We recommend welcoming larger businesses which are compatible with the
county’s vision
• Target companies with wages comparable to Buncombe and Henderson
counties
What else is recommended?
Convert Transylvania Partnership Corporation into this new entity.
Significant investment in comprehensive Transylvania strategic plan:
Transylvania embark on a robust planning effort to better comprehend and
anticipate change, while preserving the community character and values. This
provides a contextual framework for the Economic Development Organization
to operate, strategize, and ensures that future investment is compatible with
the values of our community.
Formal collaboration across contributors
Unified marketing look & feel, extending work of Tourism Development
Authority
Why more successful? Job guarantee?
Increased collaboration with everyone pulling in same direction will
be a major factor for success.
More investment in resources focused on specific measurable goals:
e.g. $ invested/net job, increase per capita income
Increased focus on business retention and expansion more likely to
yield jobs sooner
Time (2 – 5 years) and concerted effort (forever) required to gain
momentum of new business development
No guarantee of jobs, but we believe jobs are more likely with this
approach.
New jobs, when? How will we know?
We are not starting from scratch – and will build on current successes
Increased focus on business retention and expansion more likely to
yield jobs sooner
Time (2 – 5 years) and concerted effort (forever) to gain momentum
of new business development
To keep informed:
o Periodic formal review of progress to measures – net job increase, new
investments, per capita wage
o Establish relationship with supporting organizations: BRCC/JobLink
o Expect organization to announce successes
o Marketing team focuses externally and internally
How can I best prepare?
Believe in yourself, do not underestimate your capabilities
Be ever-ready mentally and physically to take on new job
Grow by investing in yourself
Seize opportunities
Connect to JobLink, Blue Ridge Community College, Transylvania
County Schools – job ready program
Demonstrate ability to work hard with good work practices every
chance you get
Making Transylvania more business friendly?
“Concierge” position will guide new investors through our processes.
Create attitude of facilitation: “how we can rather than why we can’t”
New organization is expected to identify and help eliminate barriers to
incoming investment
All of us need to eliminate the negative feedback loop by working together
to resolve issues.
All of us need to create the positive feedback loop. Find reasons to share
the good news.
Increase credibility of Transylvania through effective local and regional
partnerships – business retention and expansion
Keep our county worthy of investment – ready workforce, clean, charming,
inventory of buildings, land, and/or infrastructure
Keeping younger family members here?
Jobs keep and attract people who share our values
With success, additional jobs in this area lessen the need to commute
to Buncombe, Henderson or beyond
A diverse, healthy mix of small businesses leads to a more predictable
future which is less sensitive the success of any one company
Maintaining our wonderful quality of place is an important factor
Next Steps
Individually reflect on this proposal and provide constructive feedback
to the Task Force.
First 30 minutes of upcoming 4 meetings devoted to listening to feedback (5
min/speaker)
Talk to any one of the task force members individually
Email input to: [email protected]
Organizations independently consider this proposal. Task Force will
assist as needed.
Voluntary commitment to the proposed structure from each
organization – new leadership needs engaged followers.
Create oversight Board of Directors (Task Force work is done).
Write contractual agreements.
County budget appropriation for fiscal year 2014-2015.
Convert Transylvania Partnership Corporation into new entity.
Successful Economic Development
Requires something from everyone!
• What you can expect from this organization –
• Formal, optimistic orchestration of Transylvania Economic Development
• Helping to grow existing business and attract new ones
• What should you expect from your elected officials –
• Increased investment in economic development
• Transylvania-wide longer term vision to provide context and guidelines
• What we need from you –
• Constructive participation
• Ever-ready workforce