business resources economic development advocacy Strategic Plan

Transcription

1 business resources economic development advocacy Strategic Plan

2 Greetings! On behalf of the board of directors, investors and staff of One Southern Indiana (1si), it is my pleasure to introduce to you our organization s five-year Strategic Plan. This document was developed to help guide and direct our activities, as well as the allocation of our resources, so that we can provide positive impact to the economy of our communities. For those of you not familiar with our organization, 1si was formed in July of 2006 as the chamber of commerce and economic development organization serving Clark and Floyd Counties. Since its inception, the organization has evolved to include a threeprong approach to serve its members and investors economic development, business resources and advocacy. Our Economic Development efforts work to grow the regional economy by helping to create jobs, increasing tax base investment, and accelerating consumer spending. These goals are achieved through the attraction of new commerce and assisting with retention and expansion of existing businesses. We are the Indiana Economic Development Corporation s state recognized Local Economic Development Organization (LEDO) for Clark and Floyd Counties. In the past year alone, our efforts have resulted in more than $22.6 million in new capital investments, 262 new jobs, and $13.7 million in added payroll to our region. The second pillar of the organization is Business Resources. As the chamber side of the organization, it encompasses membership, signature events, Think Local (a buy local initiative) and programs which support and encourage business growth. Our current Page 2

3 membership rolls are more than 950 area businesses and we host more than 100 events and programs annually. The third pillar, Advocacy, supports businesses through public policy initiatives by championing ideas and activities to promote, preserve and protect a business-friendly environment free of obstacles to growth and development of commerce. We strive to provide our members and investors access to policy makers at all levels of government through forums, roundtables and one-on-one meetings. As a reader of this Strategic Plan, we ask that you join us for the journey we have embarked upon. Staff will deliver annual work plans with action items that will be accomplished, and our progress toward our strategic objectives will be tracked yearly. By working together, we will achieve the mission and vision we have established for our communities. Sincerely, Wendy Dant Chesser President & CEO Page 3

4 One Southern Indiana: Who We Are and What We Do Page 4 1si: Who We Are and What We Do

5 In 2005, leaders in both Clark and Floyd counties volunteered their time to discuss the need to develop a plan that would help ensure a viable future for Southern Indiana. Driven by a strong desire to implement change that would establish stronger economic growth, a better educated and better paid workforce, and a structure of advocacy within the State of Indiana, the boards of Southern Indiana 2020, the Southern Indiana Chamber of Commerce and the Southern Indiana Economic Development Council came together to form an organization that speaks with one vision and one voice. One Southern Indiana (1si) works with both large and small businesses. We offer services such as new business attraction, retention and expansion of existing business, networking opportunities, workshops and educational programs and events geared for the business professional. 1si is an advocate for the local business community. Through engagement at all levels of government, 1si is building a reputation as the primary advocacy resource for members, for the region and for key decision makers. We support public policy that facilitates high wage/high skill job creation, entrepreneurship, capital investment and existing business retention and expansion. We also support public policy that contributes to a strong quality of life that attracts and retains jobs and investment. The new organization, One Southern Indiana, Inc., was official on July 1, 2006 and has become a more aggressive resource to the business community and government leaders in building on the strengths and vision of all three organizations. 1si: Who We Are and What We Do Page 5

6 business resources economic development advocacy OSI FOUNDATION Page 6 1si: Who We Are and What We Do

7 To achieve our mission and vision, we partner with the OSI Foundation, Inc., which is an Indiana not-for-profit charitable organization established to operate exclusively for the benefit of, or to perform the functions of, or carry out the purposes of economic development. The OSI Foundation is the receiving entity for any grant funds and investments to support economic development activities. The OSI Foundation is a tax exempt organization and operates under its own Board of Directors. 1si: Who We Are and What We Do Page 7

8 Our mission: Provide the connections, resources and services that help businesses innovate and thrive in the Southern Indiana/Louisville metro area. Our vision: Be best in class in supporting economic vitality for our region a place where businesses can flourish and, in turn, where quality jobs, prosperity and opportunities contribute to build a strong quality of life. Page 8 Our Mission Our Vision

9 EXECUTIVE SUMMARY The Strategic Plan for One Southern Indiana (1si) consists of six (6) primary focus areas in which our work will be concentrated, communicated and measured. Staff will develop annual work plans in this framework which will include action items, contributing partners, target completion dates and metrics of success for each work initiative prioritized for each year. Additionally, the Board of Directors has approved five (5) core values that will guide the way our organization works. Core Values As a non-profit organization that strives to meet the needs of the business community while also serving the greater good for all area stakeholders and residents, the Board of Directors of 1si developed the core values that will guide the organization in not only our strategic direction, but also in our day-to-day operations. In our quest for continuous improvement, our activities will be evaluated with these five (5) core values to help us meet the expectations of our members, investors and community stakeholders. The Core Values for our work are defined as follows: Collaborative Recognizing that the results we work to achieve have many benefactors, we also recognize that we will see greater success if we work together with our partners toward shared outcomes. Executive Summary Page 9

10 Proactive As business and community leaders, we will work to initiate change for the betterment of our community rather than reacting to what takes place around us. Resourceful To best respond to the needs of our members, investors and stakeholders, we will apply ingenuity, take initiative, and express our capability in maximizing our advantages and overcoming challenges. Integrity 1si will, as an organization, pride ourselves on our adherence to moral and ethical principles as we achieve our work. We will insist that our partners operate with the same level of integrity that we expect from ourselves. Results-oriented We recognize that the work we do is important. We will focus on the outcomes that result as a consequence of our actions. Our circumstances may change, but our adherence to measurable outcomes will not. collaborative shared outcomes take initiative greater success core values proactive integrity resourceful measurable outcomes results-oriented economic development initiate change community ingenuity Page 10 Executive Summary

11 STRATEGIC FOCUS AREAS: The Strategic Focus Areas developed in the plan include the following: 1. Growth through Economic Development Economic development is the priority for many 1si investors. The goal of this strategic focus area is to enhance the area s vibrancy by facilitating economic transactions that generate wealth and add to community prosperity. Economic development initiatives build healthy economies and opportunities throughout Southern Indiana that support a stronger community at large, while increasing the overall standard of living of its residents. We must create agreement on annual work strategies and key initiatives, and through collaborative execution, establish metrics and measure our results in the areas of increased employment, an expanded tax base, and economic self-sufficiency for individuals and communities. Executive Summary Page 11

12 Key elements of this Strategic Focus Area include: Attracting new capital, employers and taxpayers to the region; Identifying and responding to needs of our existing companies; Assisting small businesses; Enhancing our existing business environment; and External marketing of our area s competitive advantages. 2. Serving our Members through Business Resource Services and Programming Existing businesses create a stable environment by providing jobs for area residents, opportunities for local businessto-business commerce, consumer goods and services, and support of community activities. 1si s business resource services include our education, networking, advertising and sponsorship activities all with the purpose of empowering local businesses. Key elements of this Strategic Focus Area include: Events and programs directed to maximize benefit to our members; Educate our members as to what 1si does to increase the Page 12 Executive Summary

13 value of their memberships; Targeted communication of events to maximize networking and educational impact; Establishment of performance metrics for our events and programs. These metrics will include measuring the benefit to our organization, to our members and to our sponsors; and Promotion of our member businesses. 3. Championing Ideas through Advocacy The role of 1si in promoting a fiscallystable, business-friendly environment transcends local, regional, state and national issues. Through our Advocacy Council initiatives, we promote positive change by serving as the Champions of Ideas to achieve economic and business vitality for the region. Additionally, we strive to provide for our investors and members access to policy makers at all levels of government through forums, roundtables and one-on-one meetings. Executive Summary Page 13

14 Key elements of this Strategic Focus Area include: Opportunities and access for members and investors to discuss business and leadership issues with their elected officials in local, state and federal positions; Development of key visionary, long-term, advocacy agenda items that will be inclusive, well-vetted, and strategic, and that will have complete support of the organization; Enhanced collaborations with regional, state and national partners on issues important to 1si members and investors; Partnering with government officials to implement projects that add to the Quality of Place and enhance our business environment; and Establish and build upon our role as a change agent with state and federal agencies and officials. We can build upon our recognition by the Indiana Economic Development Corporation (IEDC) as the Local Economic Development Organization (LEDO) for Clark and Floyd Counties. 4. Collaborative Partnerships for Building a World-Class Business Environment Collaboratively solving problems of the region enhances the overall attractiveness of our communities in attracting and retaining businesses. Building this type of culture in Southern Indiana will allow residents from all socioeconomic demographics to participate and prosper in our regional economy. 1si will coordinate, facilitate Page 14 Executive Summary

15 and engage in strategic initiatives to maximize transformative activities throughout the region. We will be responsive to issues that impact the greater good. Key elements of this Strategic Focus Area include: Recognition that the economic vibrancy of our region transcends geographical and political boundaries; Embracing and marketing lifelong learning through 1si activities by partnering with higher education; Understanding the workforce needs of our businesses and the resources available to address those needs. Gaps in services will be addressed with partner organizations; Dedication to social entrepreneurship by using business concepts and principles to bring about positive change to community concerns; and 1si-led proactive government partnerships to maximize consistency and effectiveness of local economic development tools. Executive Summary Page 15

16 5. Community Messaging to Promote our Strategy In our efforts to catalyze economic vitality throughout Southern Indiana, our organization plays a variety of roles with respect to the successful completion of our projects and initiatives. We maintain our flexibility for each project, depending on the need and the projected risks and rewards. Therefore, the purpose, goals and results of each endeavor should be communicated to our many stakeholders so that we continue to build support for our efforts. Key elements of this Strategic Focus Area include: Proactive messaging for 1si projects should include an emphasis on: 1. The expected benefits of the project or initiative; Page 16 Executive Summary

17 2. The role that our organization will take to ensure each project is successful; and 3. The project s contributions toward our strategic outcomes; Branding the community, both internally and externally. These activities will enhance not only the existing business retention and expansion efforts, but also the recruitment and development of new businesses; Measure the benefits of projects and initiatives to our community outside the economic indicators and give credit to the efforts of our partners; Investor and member messaging to highlight our stewardship of resources; and Provide investor and membership promotions and testimonials to value our relevance within the community. 6. Organizational Sustainability In order to be a change agent for our big-picture projects, we perform many day-to-day activities to ensure the effective and efficient operation of our organization to serve our business members and investors, as well as the communities in which we operate. The longevity and ultimate effectiveness of these activities depend upon our successful administrative and fiscal accountabilities. Key elements of this Strategic Focus Area include: Governance to maximize engagement of various board members, staff, investors, members and other stakeholders in securing investors and members; Executive Summary Page 17

18 Oversight of all financial operations of the organization and our related entities; Improved communication and meaningful relationship management with our financial contributors; Staff and volunteer development activities; Goal-oriented fundraising efforts as spear-headed by our newly-created Investor Relations Committee; Explore opportunities and implementation of strategies toward organizational stabilization; and Financial accountability for both staff and the board of directors for all our activities. Page 18 Executive Summary

19 Growth Through Economic Development Growth Through Economic Development Page 19

20 1. Growth through Economic Development Economic development is the priority for many 1si investors. The goal of this strategic focus area is to enhance the area s vibrancy by facilitating economic transactions that generate wealth and add to community prosperity. Economic development initiatives build healthy economies and opportunities throughout Southern Indiana that support a stronger community at large, while increasing the overall standard of living of its residents. We must create agreement on annual work strategies and key initiatives, and through collaborative execution, establish metrics and measure our results in the areas of increased employment, an expanded tax base, and economic selfsufficiency for individuals and communities. Key elements of this Strategic Focus Area include: Attracting new capital, employers and taxpayers to the region; Retain existing commerce by identifying and responding to needs of our existing companies; Assisting small businesses; Enhancing our existing business environment; and External marketing of our area s competitive advantages. What you will observe from 1si: In assisting existing companies: Coordinating the existing Business Retention Page 20 Growth Through Economic Development

21 and Expansion program, in which staff conducts visits to more than 225 existing businesses per year to offer assistance for specific needs and to show appreciation for corporate dedication to our communities; Facilitating interactions with local governments, which includes managing requests for local incentives and coordinating state incentive processes; Managing, hosting and growing the Metro Manufacturing Alliance, which provides a forum where manufacturing professionals can interact, share best practices, learn about new resources and discuss issues and solutions in a nonsolicitation environment; Establishing and coordinating the Business Assistance Team (BAT Team) to be standing ready to assist companies in maximizing major opportunities or to help companies in distress; and Assisting businesses in their efforts to recruit top talent to enhance their competitiveness. In attracting new companies: Serving as the state-recognized Local Economic Development Organization (LEDO) for both Clark and Floyd counties; Managing prospect inquiries, site visits, community tours and detailed requests for information; Coordinating incentive packages (state and local) to ensure economic competitiveness of our area to close deals; and Enhancing development of sites and assisting Growth Through Economic Development Page 21

22 existing facilities to market a variety of available location options as inventory. Assisting small businesses with resources and access to capital by: Promoting and managing the Horseshoe Foundation of Floyd County Small Business Revolving Loan Fund; Partnering with entrepreneurial resource providers to enhance the development of start-up companies; Exploring the development of a deal closing fund ; and Identifying and accessing business financing options such as angel investors and governmental funding programs. By enhancing and marketing our local business environment: Participating in local, regional, state and national associations and partnerships with synergistic economic development goals and objectives; Defining local workforce impediments to our economic competitiveness and creating solutionsbased consortiums on skill development as an Page 22 Growth Through Economic Development

23 imperative to economic development success; Facilitating the planning and build-out of infrastructure projects and vital community assets to enhance competitiveness; Developing a marketing schedule for targeted industry sectors, based upon sound research; Promoting the development and enhancement of local incentive programs, including retention of effective incentive tools; Purposefully planning, pursuing and securing economic diversification in Clark and Floyd counties; and Coordinating local stakeholders to create an economic development strategy to maximize the completion of the Ohio River Bridges project. Growth Through Economic Development Page 23

24 Proposed Measurements : Perform 225 existing business calls per year; Business Assistance Team responds to two (2) companies each year; Affect the retention of 350 jobs per year with local entities through incentive tools, relocation assistance, abatement applications and other direct services; Assist in the creation of 450 jobs per year through recruitment efforts and expansion services; Assist in creation of $45 million in tax base investment (real property, personal property, etc.) per year; Assist businesses with accessing capital for start-up or growth, totaling at least $150,000 per year; and Growth of Metro Manufacturing Alliance membership to 100 by 2018 while maintaining a participation rate of 85%. Page 24 Growth Through Economic Development

25 Serving our Members through Business Resource Services and Programming Business Resource Services Page 25

26 2. Serving our Members through Business Resource Services and Programming Existing businesses create a stable environment by providing jobs for area residents, opportunities for local businessto-business commerce, consumer goods and services, and support of community activities. 1si s business resource services include our education, networking, advertising and sponsorship activities all with the purpose of empowering local businesses. Key elements of this Strategic Focus Area include: Events and programs directed to maximize benefit to our members; Educate our members as to what 1si does to increase the value of their memberships; Targeted communication of events to maximize networking and educational impact; Establishment of performance metrics for our events and programs. These metrics will include measuring the benefit to our organization, to our members and to our sponsors; and Promotion of our member businesses. Page 26 Business Resource Services

27 What you will observe from 1si: Enhance the role of 1si Ambassadors since they serve as the face of the organization; Direction and control mechanisms for volunteer committees; Develop timely educational forums to help business owners make informed business decisions; Provide core business services programming, such as customer service, succession planning, etc., that transcends industry sectors; Enhance membership services to maximize value received at different levels within the tiered membership structure; Maximize funding potential for events, and include value of staff time in calculating this potential; Cultivate small businesses by showing 1si adds value to their bottom lines; Target Business Resource services to business owners who are young or minority; Explore mentoring Business Resource Services Page 27

28 services for business-to-business mentorship; Identify, implement and maximize Affinity Programs; Strengthen Business Resource Services by exploring regional partnership opportunities with regional benefits; Work with local merchants associations to strengthen their business-to-consumer connections; and Implement the Membership Service Blueprint to provide consistent, continuous, strategic services. Proposed Measurements : Maintain the annual retention percentage at or above the national average as reported by the American Chamber of Commerce Executives (ACCE) for comparable business organizations; Track and report that 90% of members/investors participate in 1si activities each year; Standardize a member feedback system for each event, and achieve satisfactory or higher results from participants at networking events; Standardize a sponsor feedback system for each event, and achieve satisfactory or higher results from sponsors of Signature Events and special programs; Standardize a participant feedback system for programs, and achieve satisfactory or higher results from members and presenters at educational programs; and Maintain an average of five (5) potential members attending each event and activity. Page 28 Business Resource Services

29 Championing Ideas through Advocacy Championing Ideas through Advocacy Page 29

30 3. Championing Ideas through Advocacy The role of 1si in promoting a fiscally-stable, businessfriendly environment transcends local, regional, state and national issues. Through our Advocacy Council initiatives, we promote positive change by serving as the Champions of Ideas to achieve economic and business vitality for the region. Additionally, we strive to provide for our investors and members access to policy makers at all levels of government through forums, roundtables and one-on-one meetings. Key elements of this Strategic Focus Area include: Opportunities and access for members and investors to discuss business and leadership issues with their elected officials in local, state and federal positions; Development of key visionary, long-term, advocacy agenda items that will be inclusive, well-vetted, and strategic, and that will have complete support of the organization; Enhanced collaborations with regional, state and national partners on issues important to 1si members and investors; Partnering with government officials to implement projects that add to the Quality of Place and enhance our business environment; and Establish and build upon our role as a change agent with state and federal agencies and officials. We can Page 30 Championing Ideas through Advocacy

31 build upon our recognition by the Indiana Economic Development Corporation (IEDC) as the Local Economic Development Organization (LEDO) for Clark and Floyd counties. What you will observe from 1si: Enhance relationships with local government to ease the path for economic development success; Education of local policy makers and staffs two-way communications to discuss their issues, as well; Using 1si s business-focused approach to facilitate discussions with elected officials, business leaders and the public at large about key policy issues and projects; Key policy messages will be directed toward audiences with both the authority and accountability to take action; We are not going to endorse individuals running for elected positions but instead influence those with policymaking authority; Members and investors have opportunity for input before legislative agendas are approved; Add value to Advocacy events and arrange visits with at least two local, two state and two national-level discussions per year; Advocacy Council will bring key platform issues forward for Board-level deliberation; Recognize we will take positions that will not always be popular, but we will stand firm by messaging our position toward our end purpose; Create Standard Operating Procedures for advocacy activities. Our action options for legislative issues may include: Championing Ideas through Advocacy Page 31

32 Serving as the lead of the idea or position; Supporting partners in advocating the position through our relationships; or Involving our members and investors in the process by informing and providing access for nurturing relationships; Partner with other local, state and regional organizations on common policy positions; and Using our contacts for the Ohio River Bridges Project to mitigate negative effects. Page 32 Championing Ideas through Advocacy

33 Proposed Measurements : Distribute a position statement and report card on each idea the Board votes to champion; Facilitate and assist in one significant public community or infrastructure project each year; Host at least six (6) Advocacy events each year to give members and investors access to: local elected officials (2 events); state elected officials (2 events); and federal elected officials (2 events); Conduct at least one educational Advocacy event each year for members and investors; and Host at least one Business Roundtable event on Advocacy positions each year. Championing Ideas through Advocacy Page 33

34 Collaborative Partnerships for Building a World-Class Business Environment Page 34 Collaborative Partnerships

35 4. Collaborative Partnerships for Building a World-Class Business Environment Collaboratively solving problems of the region enhances the overall attractiveness of our communities in attracting and retaining businesses. Building this type of culture in Southern Indiana will allow residents from all socioeconomic demographics to participate and prosper in our regional economy. 1si will coordinate, facilitate and engage in strategic initiatives to maximize transformative activities throughout the region. We will be responsive to issues that impact the greater good. Key elements of this Strategic Focus Area include: Recognition that the economic vibrancy of our region transcends geographical and political boundaries; Embracing and marketing lifelong learning through 1si activities by partnering with higher education; Understanding the workforce needs of our businesses and the resources available to address those needs. Gaps in services will be addressed with partner organizations; Dedication to social entrepreneurship by using business concepts and principles to bring about positive change to community concerns; and 1si-led proactive government partnerships to maximize consistency and effectiveness of local economic development tools. Collaborative Partnerships Page 35

36 What you will observe from 1si: Establish monthly dialogue opportunities for our chief elected officials; Promoting Quality of Place partnerships to enhance the image of Southern Indiana; Shared communications recognizing successes on both economic and community development measurements; Collaborations with local governments on areas of concern to our business members; Participation with public and higher education officials on long-term workforce concerns; Planning and implementation of transportation advantages beyond the Ohio River Bridges project; Support to local merchant s associations and other initiatives focused on enhancing business-to-consumer efforts; In order to maximize our location advantages, we will engage with policy makers at the regional, state, Midwest and national levels to affect positive change and access to information for our Investors and Members; Unified marketing of all economic development strategies including tourism and downtown revitalization initiatives; Encourage Land Use Planning and Zoning controls to ensure our communities are prepared for new growth opportunities; Promote solutions to issues faced by our local businesses that they can proactively implement; Annual work plan activities that encourage further cooperation with partner agencies and non-profits; Page 36 Collaborative Partnerships

37 Local and minority businesses directly participating in and/or benefiting from projects; and 1si engaging its stakeholders on 1si projects and initiatives during the planning stages. Proposed Measurements : Complete five (5) partnership projects each year that exemplify a successful project partnership; Engage in community dialogues with higher education issues and promote one (1) idea or partnership each year; Engage in diversity with inclusion dialogues with disadvantaged business members and promote one (1) idea or partnership each year; Collaborative Partnerships Page 37

38 Engage organizational leadership in at least one (1) benchmarking visit (inbound or outbound) each year; Broker a minimum of three (3) events annually to engage state and regional leadership that incorporate state or regional leaders to explore relevant issues; and Participate in at least three (3) pivotal meetings or events each year and deliver completion of a strategy for transportation planning. Page 38 Collaborative Partnerships

39 Community Messaging to Promote our Strategy Community Messaging Page 39

40 5. Community Messaging to Promote our Strategy In our efforts to catalyze economic vitality throughout Southern Indiana, our organization plays a variety of roles with respect to the successful completion of our projects and initiatives. We maintain our flexibility for each project, depending on the need and the projected risks and rewards. Therefore, the purpose, goals and results of each endeavor should be communicated to our many stakeholders so that we continue to build support for our efforts. Key elements of this Strategic Focus Area include: Proactive messaging for 1si projects should include an emphasis on: The expected benefits of the project or initiative; The role that our organization will take to ensure each project is successful; and The project s contributions toward our strategic outcomes; Branding the community, both internally and externally. These activities will enhance not only the existing business retention and expansion efforts, but also the recruitment and development of new businesses; Measure the benefits of projects and initiatives to our community outside the economic indicators and give credit to the efforts of our partners; Investor and member messaging to highlight our stewardship of resources; and Page 40 Community Messaging

41 Provide investor and membership promotions and testimonials to value our relevance within the community. What you will observe from 1si: Efforts to build credibility and enhance the image of 1si, with consistency in branding our organization beyond our membership to the community at large; Development and implementation of a proactive communications strategy inclusive of media relations to provide consistent planning with media partners. Elements of the plan include: Quarterly communications to investors, members and the community at large; Incorporate cost benefit analysis of social media in the communications strategy; Develop crisis intervention mechanisms within the media plan to lead a community-wide response; Positive, solutions-based communications for us and our members to sell our 1si potential. Detailed discussion of our commitments to each of the projects and positions we undertake, including the expected participation of each project partner; Measurement goals and reports on our progress toward these goals through regular communications; As construction of the Ohio River Bridges project continues, we will serve as a communicator of opportunities as well as expected traffic impacts that could affect business investors and members; Increased staff knowledge about the goals and outcomes from each of our focus areas. Work between strategic Community Messaging Page 41

42 focus areas will be collaborative and seamless; Use our website and other technologies as a resource; Messaging will be included on homepage of a tool that will be easier to navigate and reinforce our brand; Benchmarking of our messaging activities with other organizations; Touting our accomplishments repetition to get more mileage out of our successes; Celebration of the successes of our partners, investors and members; and Promote the investments of our partners to increase consumer confidence in our area. Page 42 Community Messaging

43 Proposed Measurements : Develop and promote an annual report each year and distribute to community at large; Develop and update annually a Marketing and Communications Strategy; Secure five (5) media news stories that demonstrate 1si s successful partnering with other organizations, government entities, etc.; Measure and show steady improvement in Top of Mind Awareness studies to enhance our image in the minds of business decision makers; Demonstrate relevance as an expert in business and community development through quarterly citations in local and regional publications; Double social media approaches and establish regular postings schedule; Develop annual elevator speeches for leadership to talk about us and update annually; Media placements about our activities in local, regional, and national publications, including both electronic and print media venues: 1. Ten (10) local placements annually; 2. Five (5) regional placements annually; and 3. One (1) national placement annually. Establish value for the role 1si is playing in economic development processes by developing and distributing one (1) economic development factoid/ message monthly to members and/or a larger audience; Community Messaging Page 43

44 Broadcast twelve (12) testimonials annually from individual members expressing why their 1si membership has value to their business; and Develop a single marketing piece for recruiting members, investors and sponsors. Page 44 Community Messaging

45 Organizational Sustainability Organizational Sustainability Page 45

46 6. Organizational Sustainability In order to be a change agent for our big-picture projects, we perform many day-to-day activities to ensure the effective and efficient operation of our organization to serve our business members and investors, as well as the communities in which we operate. The longevity and ultimate effectiveness of these activities depend upon our successful administrative and fiscal accountabilities. Key elements of this Strategic Focus Area include: Governance to maximize engagement of various board members, staff, investors, members and other stakeholders in securing investors and members; Oversight of all financial operations of the organization and our related entities; Improved communication and meaningful relationship management with our financial contributors; Staff and volunteer development activities; Goal-oriented fundraising efforts as spear-headed by our newly-created Investor Relations Committee; Explore opportunities and implementation of strategies toward organizational stabilization; and Financial accountability for both staff and the board of directors for all our activities. Page 46 Organizational Sustainability

47 What you will observe from 1si: Good stewardship of resources that are entrusted to us, and annual audits authenticating our successful administration of these funds; Continued financial stabilization through increased membership, additional investors and non-dues revenue sources; Annual budgets that depend on project fees and returns on investment in addition to fundraising goals; Establishment of an Investor Relations Committee: To uphold 1si s vision, purpose and values to strengthen economic growth; To participate in the development of fundraising strategies that will achieve annually established goals per fiscal year; and To be the voice of investors to the Board and staff of 1si; Expansion of the number of investors and members in our organization, with special attention to those companies that have benefited from our economic development services; Implementation of an annual fundraising strategy; Continued emphasis on staff development, individually and as a team; Creative engagement for business and community leaders in providing subtle guidance, persuasiveness, influence, reducing spending and maximizing synergies from our partnerships (i.e. affinity programs); Successful pass-through programs operating zerobalance budgets. Thorough communications with the Board of Directors Organizational Sustainability Page 47

48 and Executive Committee so that volunteer members are engaged in effective meetings and decision-making processes; Organizational governance that is not only responsive to our members and investors, but also efficient and strategic; Benchmarking against similar organizations on financial support from public and private sources; Regular reviews of 1si s membership dues and investor tiered structures; Maximize the OSI Foundation structure in cost savings, soliciting funding and project opportunities; Investigate retaining a financial consultant/planner; and Explore the acquisition of appreciating assets for 1si. Page 48 Organizational Sustainability

49 Proposed Measurements : Develop annual budgets that direct activities through financial commitment; Develop and promote annual fundraising goals that increase revenues by at least 5% per year; Develop and market a value proposition to identify financial worth and relevance; Proactive forecasting of Accounts Receivable/ Accounts Payable and trending of economic status; Increase percentage of public funding/fee for service agreements up from 3% of today s total budget; and Conduct staff performance reviews annually, which will include staff development plans. Organizational Sustainability Page 49

50 The Importance of Measuring our Results Page 50 Measuring Results

51 The Importance of Measuring our Results For a business-focused organization, measuring results of our work is paramount. Stakeholders and funders will demand it, community leaders expect it, and metrics are vital to a healthy Board of Directors/Staff relationship. As the activities in this plan are organized into annual work plans and implementation of initiatives takes hold, the leadership of One Southern Indiana (1si) is committed to measuring the results of our efforts. Metrics and performance indicators will be established and a 1si Scorecard will be developed and presented to our members and investors at least two (2) times per year. Measuring Results Page 51

52 Champion Investors ($20,000+ annually) CITY OF E S T JEFFERSO NVILLE Lead Investors ($10,000 - $19,999 annually) AT&T Indiana Clark County REMC Consolidated Grain & Barge Geo. Pfau s Sons Company, Inc. Indiana-American Water Company Ivy Tech Community College of Indiana K. M. Stemler Company, Inc. Koetter Construction, Inc. MAC Construction & Excavating, Inc. MedVenture Technology Corporation Monroe Shine & Co., Inc., CPA s Mountjoy Chilton Medley, LLP Norton Healthcare PNC Bank SAMTEC, Inc. Schuler Bauer Real Estate Services Southern Indiana Realtors Association, Inc.