Read More]]> HOLLY SPRINGS – A hired firm’s report has laid the path forward for a multi-million-dollar municipal athletics park that could include a baseball stadium.

To gauge interest in the town project, Convergent Nonprofit Solutions interviewed 52 “community and business leaders,” including all six members of the Holly Springs Town Council. The firm received $22,500 for the task.

Their conclusion: Holly Springs could raise between $2 and $5 million from private donors to supplement government funding for the North Main Street athletic facility. The town may sell naming rights for parts of the park; another $2 million could come from the 2011 parks bonds approved by voters.

And with the cards on the table, Mayor Dick Sears says he’s interested in pursuing the full-scale stadium plan.

Draft plans for the facility have included a baseball stadium to host collegiate summer games with the Coastal Plain League, a Miracle League field, two soccer fields, nine tennis courts, a community center and a playground, all on up to 43 acres south of Easton Street and North Main Street.

However, the results of Convergent’s interviews don’t confirm that all that will be possible.

Respondents largely shot down the town’s goal of raising $8 million, and they ranked a new stadium as the lowest priority, compared to the other park plans. Only about 30 percent of the interviewees said the town “needed” the stadium, while about 23 percent said the idea was on target but “needed refinement.”

A proposal to build soccer fields was much more popular, with more than 80 percent of the interviewees calling them a necessity. A tennis proposal also broke 60 percent.

Besides elected officials, the interviewees included business owners, restaurateurs, real-estate professionals and representatives of major developers and larger companies such as Novartis.

Andy Coe, a principal for Convergent, downplayed the spread of opinions, instead arguing that the entire plan had community support.

“As a whole, most all the components tested extremely well. There were just some people that were extremely passionate about soccer, tennis,” he said. “There wasn’t really one component where people said, ‘This doesn’t make any sense.’ ”

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Read More]]> When chambers of commerce launch a capital campaign, they typically develop a multi-year strategic action plan, with multi-year measurable goals, and a multi-year projected budget.  The campaign then seeks multi-year pledges from public and private sector investors to fund implementation of the plan.  The plan is typically composed of several programs, initiatives, or projects—whatever the chamber needs funding for—that are bundled together.

The Big Three are: 1) New Business Recruitment & Attraction, 2) Existing Business Retention & Expansion, and 3) Workforce Development.  Most of the plans we work to fund for chambers include the first two with the third (Workforce Development) being a very common—and increasingly important—area of focus.

Recent Trends

Prior to launching any campaign you need to conduct a feasibility study.  As part of that process, major potential investors are interviewed to obtain confidential input and feedback on the chamber’s proposed plans. It’s an important way of determining investor priorities and ensuring that the chamber’s final plan will garner maximum support.  As a result of conducting dozens of these studies across the country over the past few years, Convergent has noticed some trends in how investor demand is driving changes in chamber programming.

1) In campaign after campaign we are seeing a greater focus on Existing Business Retention and Expansion over New Business Recruitment and Attraction.  This is the opposite of what was typical prior to the economic downturn.  Over the past few years business and community leaders have generally considered helping existing businesses to survive and thrive a higher priority than bringing new businesses to town.  There are certainly exceptions, and Recruitment remains an important part of almost all economic development plans, but it has become less of a priority than it used to be…

2) There is less investor support for Advertising and Marketing in recent years.  At the same time, there is an increased willingness to support Website spending, probably as recognition of the increased role websites play in economic development and in the site selection process.

3) The biggest trend we’re seeing right now is surging investor demand for Workforce Development.  Today, in communities of all sizes throughout the country, companies are struggling to attract qualified workers despite the unemployment rate.  Business leaders in these communities want the chamber to drive a solution, bringing together employers, the community college, and the school system.  In one campaign we recently managed, the driving force was not the chamber’s plans to recruit new industry but rather its efforts to recruit two new workforce training centers and to help establish a college campus.

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Read More]]> The sole purpose for the Phoenix Chamber of Commerce (www.phoenixchamber.com) to exist is to develop programs to help businesses, most of them small businesses, become more successful and give back benefits to their communities. In that vein, the Chamber just announced another partnership that should help it further its goals and move members into higher levels.

The Chamber has enlisted TIP Strategies, Inc. and Convergent Nonprofit Solutions to help it develop a long range economic development strategic plan. Both organizations have a proven track record of designing successful strategies for regional economic development organizations nationwide.

“The team will be looking at how the Chamber can maximize its strengths and add foundational value to the economic development landscape of greater Phoenix, positioning the Chamber’s efforts as a community and stakeholder asset, increasing community engagement in an actionable plan,” stated Chamber president and CEO Todd Sanders.

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Read More]]> Hospice of South Texas wants to build an in-patient facility in Victoria.

A five-year capital campaign to fund the $4.5 million to $6 million project is underway.

The organization, the only nonprofit hospice in the Crossroads, already owns 30 acres on Mallette Drive where the facility will be constructed.

“It will be a center of compassion where every moment matters,” said Chris Marshall, campaign director. “When each of us comes into the world we’re surrounded by love, comfort and care. We at Hospice of South Texas believe everyone deserves the same when we leave.”

The initial plans call for a 12-bed, private room, 20,000-square-feet facility designed to be expanded to 36 rooms.

Future plans include a bereavement center and memorial gardens. The proposed initial funding also includes a $500,000 endowment for both capital and operational costs.

Marshall and Hospice of South Texas Executive Director Terry Robinson made a presentation on Feb. 11 Victoria County Commissioners Court requesting funding assistance, $50,000 annually for five years. No action was taken on the request until it can be determined if the county can help fund a nonprofit agency.

Plans are to appear before commissioners courts in the organization’s 11-county service area including Calhoun, Jackson, Lavaca, DeWitt, Refugio, Goliad, Gonzales, Colorado, Fayette and Bee counties.

Marshall said he has visited with several officials from the counties where Hospice of South Texas offers services.

“I got the indication that it would absolutely be supported,” he said.

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Read More]]> Town staff and hired help currently are considering undertaking a capital campaign to pay for part of the North Main Athletic Complex.

The proposed park would be one of the town’s largest. Plans are far from complete, but town leaders are considering a proposal to build a baseball stadium to host collegiate summer games with the Coastal Plain League. The plan also could include a Miracle League field, sports fields, tennis courts and a playground.

But the final shape of the park will depend on how much money the town can attract from private investors. The town would put millions from a recent bond package into the smaller-scale parts of the plan, but a full-fledged baseball stadium couldn’t proceed without money from other backers, such as local businesses and the Coastal Plain League.

Holly Springs leaders aren’t asking for money yet, but they have contracted Convergent Nonprofit Solutions to test the waters. For $22,500, the Georgia- and North Carolina-based firm will conduct dozens of interviews with potential contributors and report on whether a fundraising campaign might succeed.

“We want to look to see what the feasibility is, if there is some money we could raise for capital,” said Town Manager Carl Dean. “If they tell us there’s nothing out there, then we know we’ll have to scale back the project.”

Andy Coe, a principal for Convergent, said the discussions will be a two-way street, with potential investors offered a chance to weigh in on the proposed project. The town also has gathered comment on the plan at a public forum.

“Rather than just looking for a rubber stamp, the town has decided to get community input and buy-in,” Coe said. “…The whole idea is if they help you write the plan, then typically, when you go back later for help and financial support, they’ll help underwrite the plan.”

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Read More]]> In the mid-2000s, most economic development organizations (EDOs) enjoyed solid financial support for their work. That changed significantly four years ago, after the global economy crashed. Job losses mounted, consumer spending plummeted, and financial support for EDOs began to waiver. Change was in the air.

Many EDOs looked at their existing operations and made tough decisions regarding what and where to cut. But at the same time, others decided to do something different: They followed the lead of progressive for-profit companies who, when they see the competition struggling, ramp ut their sales force and start building market share.

With public-sector dollars limited or diminishing, these EDOs turned their focus to the private sector for funding. Some organizations were already established as public-private partnerships, while others considered restructuring to take advantage of new revenue sources.

The public-private partnership

A good example of the former is Southern Tier Economic Growth (STEG), located in Elmira and Chemung County, N.Y. (population just under 89,000). As a public-private partnership, STEG historically received roughly $300,000 from Chemung County and its municipalities and an additional $200,000 from the private sector, for a total budget of $500,000 per year (60 percent public/40 percent private).

As the initial signs of economic recovery surfaced in late 2010 and early 2011, STEG President George Miner and the board of directors began discussing their next capital campaign. Since 1991, STEG had run five four-year capital campaigns to secure private-sector support. None had taken place in an economy like this.

Rather than cut back and weather the storm, STEG instead chose to expand their efforts and prepare for the recovery they knew lay ahead. They developed an aggressive five-year plan focused primarily on job creating and capital investment, then hired us to conduct a feasibility study to determine the community’s willingness to fund it. The results were eye-opening:

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Read More]]> There are those who predict that in less than 10 years all websites will be replaced by apps. Close to 500 million smart phones and 55 million iPads have been sold in the last year. In fact, a recent article by Business Insider discussed data that indicates that mobile users will surpass desktop users by 2014! As you can see, the app world is really just getting started.

At Convergent, one of the comments that we consistently hear during feasibility studies is that board members and other stakeholders feel communication from the organization could be stronger. Enter Smart Solutions Group, Inc., an economic development firm that specializes in economic development marketing and strategic planning. This past year they developed three apps that any community can use. One of these apps, called EDashboard, takes your organization’s measurements of success and converts them into easily readable charts and graphs that your investors can access and review at their own convenience. This allows them to stay as up-to-date as possible with the results that you are achieving, and all via their mobile devices!

Read More]]> Crawford: 20/20 Vision has set a bold path for its group as it attempts to put its strategic action plan into place. To do so requires funding, and this week the group reported $900,000 committed and pledged of its $1.2 million goal.

Dave Williamson, executive director of Crawford County Education and Economic Development Partnership, is encouraged with the efforts to date.

“We’re very pleased and excited by the financial support we’ve received,” he said this week.

Williamson praised the efforts of the local companies who have donated money as well as time to the project. But more is needed to continue the programs that have been put in place.

“Now is the time for the entire community to get together behind the Crawford: 20/20 Vision recommendations to put Crawford County on a sound track for community and economic development success,” he said.

The group believes the business sector has embraced the three-year recommendations that address economic and community development here.

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Read More]]> Just over a month ago, we launched a capital campaign for  the five-year economic development strategy, Nassau Tomorrow. This strategy has a targeted goal of creating 3,800 new jobs during those five years.

As our team has presented the campaign to our neighbors, fellow business owners and governmental leaders, our confidence in this strategy has only strengthened. The response we have received to date has been extraordinary.

In this first month’s report, we are pleased to announce that Nassau Tomorrow has obtained commitments from the private sector totaling approximately $665,000. That puts our fund raising efforts well above half way to our five-year private sector goal of $1 million. Committed companies represent various industries in Nassau County, including professional and financial services; trade, transportation and utilities; and tourism and hospitality. Nassau Tomorrow’s lead investors, Rayonier, Baptist Medical Center Nassau and Omni Amelia Island Plantation, have led the way.

To date, many of our governmental leaders have also made significant increases in their commitments to the Nassau Tomorrow initiative.

At a special budget workshop this month, the City of Fernandina Beach Com-missioners unanimously agreed to increase their support for Nassau Tomorrow, pledging to commit $25,000. With more than 11,000 Nassau County residents residing in Fern-andina Beach, this commitment speaks volumes of the City’s dedication to quality economic development.

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Read More]]> Future economic development in the Cape Fear region needs business and community leaders to invest now. Wilmington Chamber’s Cape Fear Future initiative is a five-year plan focused on supporting education, business development, and quality of life.

On Thursday, they launched the fundraising part of the initiative called the Passion Works Campaign. They’re asking businesses and community leaders to help them raise $1 million.

“Teamwork is required, we have had some great support on our donations already and we need to reach out and get some more,” said Jack Barto, the campaign chairman.

Thanks to early investors they have already raised more than 60 percent of their goal.

“I feel the Cape Fear region has an enormous amount of potential, we’ve done great things with that potential but the future is bright, I think we can do much more with what we have,” said Chris Boney, an investor.

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