Recommendations for the

1. Recommendations for the Transylvania County Economic Development Organization Independent Economic Development Task Force January 29, 2014

2. Why is this process undertaken • Times have changed for Transylvania, especially in the last decade. • Current efforts, while hard-fought, have not met ever-rising expectations. • County Commissioners hired Jeannette Goldsmith, a consultant with significant experience with corporate relocation. • Ms. Goldsmith’s recommendations can be found: http://www.transylvaniacounty.org/content/independent-economic-development-task-force • One of her recommendations was to create a new economic development organization. • This task force volunteered and was commissioned to analyze her approach and develop independent recommendations for: • Economic Development Organization • Mission/Vision for the new organization, and • Targeted industries with an initial marketing plan.

3. Agenda • Introduce Team • Purpose and Scope of tonight’s discussion • Economic Development Organization recommendation • Discuss anticipated questions • Next steps Transylvania = all of county, city, towns

4. 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….

5. 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

6. The process we followed • Define Economic Development • InterviewEconomic 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 • Explored outside of TC • Listened to Transylvanians • Brainstormed, iterated, and worked to consensus

7. The process we followed • Define Economic Development • InterviewEconomic Development Partners (Goldsmith +2) • 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 • Explored outside of TC • Listened to Transylvanians • Brainstormed, iterated, and worked to consensus

8. 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 The process we followed • Define Economic Development • InterviewEconomic 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 • Explored outside of TC • Listened to Transylvanians • Brainstormed, iterated, and worked to consensus

9. The process we followed • Define Economic Development • InterviewEconomic 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 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 • Explored outside of TC • Listened to Transylvanians • Brainstormed, iterated, and worked to consensus

10. The process we followed • Define Economic Development • InterviewEconomic 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 • Explored outside of TC • Listened to Transylvanians • Brainstormed, iterated, and worked to consensus Whew!

11. 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 Compared to others As viewed by us Specifically Transylvania For our elected officials

12. 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. Recommend – Visitor Center

13. 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

14. Economic Development Organization Structure Board of Directors – 11 members Executive Director 5 new (3 net) positions highlighted in bold

15. Membership • At-large business owner • At-large business owner • At-large business leader • At-large business leader • Agri-business (Farm Bureau) • Tourism Development Authority • Chamber of Commerce • Heart of Brevard • Town of Rosman • City of Brevard • Transylvania County 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 • At large positions selected by Independent Economic Develop Task Force

16. Attributes • Sales closer • Fund raiser • Optimistic • Successful business owner or leader • Builds sense of community • Strategic, forward thinker • Growth oriented • Manages & understands risk • 4 Year degree or equivalent experience 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

17. New Business Development Office Inward focused Outward focused

18. 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.

19. Business Retention & Expansion Ms. Goldsmith suggests large part of effort here until existing companies all have FABULOUS stories to tell • 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

20. 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

21. 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

22. 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.

23. Anticipated Questions – Next Steps • Cost and funding of new organization? • 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? • What large businesses will be targeted so we can get healthy wages? • Besides the new organization, what else is recommended? • Why will this be more successful? Is there a guarantee of new jobs? • When will we see new jobs? How will I know what’s available? • How can I best prepare to be a good candidate for new jobs? • What will be done to make things more friendly for current & incoming businesses? • Will this recommendation keep our younger family members in the area?

24. Recommended Budget & Funding? • Increase county investment in Economic Development by approximately $300,000/year increase in operating costs • 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.

25. 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

26. 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

27. 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

28. 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.

29. 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: • Periodic formal review of progress to measures – net job increase, new investments, per capita wage • Establish relationship with supporting organizations: BRCC/JobLink • Expect organization to announce successes • Marketing team focuses externally and internally

30. 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

31. 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

32. 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

33. 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: IEDTF@gmail.com • 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.

34. 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