F O R T I F Y A 4-YEAR STATEGIC PLAN. November 2017

Transcription

1 F O R T I F Y A 4-YEAR STATEGIC PLAN November 2017

2 STRATEGIC PLAN FEASIBILTY STUDY

3 CONTROL GROUP BREAKDOWN Confidential Interviews to Ascertain: o Perception of Current Performance o How To Get Better o Perspectives on Future Direction/Strategic Plan o Financial Capacity Control Group 74 INTERVIEWS/166 SURVEY RESPONDENTS 12/20 EXECUTIVE COMMITTEE MEMBERS 13/15 TOP CHAMBER INVESTORS 19/30 TOP CHAMBER INVESTORS 35% OF TOTAL CHAMBER REVENUE

4 KEY RESULTS

5 WHAT ARE THE BIG IDEAS? 1 Views on the current state of the Chamber are mixed: Those that appreciate it's history of stable, thoughtful leadership for the community and those that feel it's time for a more aggressive approach to addressing challenges. Transparency in all things will be key as we move ahead. 2 The projected budget has been viewed with cautious optimism. Two sides have emerged: those that are ready to jump in and those that believe we should scale up to our target over the life of the cycle. Balancing these two approaches will be important. The Single Ask approach was very well-received. The good news: more money is in the future!

6 WHAT ARE THE BIG IDEAS? 3 4 The most problematic external challenge is the City of Fort Worth and its ability to respond to explosive growth and remain business-friendly. Investors say the Chamber should be more proactive in efforts with the City to improve customer service in regard to permitting, inspections, zoning, etc. This goes to the credibility and confidence in the Chamber. Leadership is a challenging proposition. Fort Worth is clearly in transition, with a well-established old guard that might be losing interest in civics but is not quite ready to cede control to other new and emerging leadership. How we navigate this emerging trend will be important to the success of the campaign.

7 WHAT IS THE MOST IMPORTANT THING THE CHAMBER DOES? Highest Responses: INDIVIDUAL INTERVIEWS Economic Development 60% Advocacy 32%

8 WHAT IS THE MOST IMPORTANT THING FWC DOES? SURVEY RESPONDENTS FFW Investors The investor response closely mirrored individual interviews Economic Development Economic Development 68% Advocacy Advocacy 33% All Other Chamber Members Economic Development 53% Eco Dev is the highest priority by a significant margin even among your smallest contributors who are typically more interested in networking Networking/Events 30% Advocacy 17%

9 HOW CAN WE IMPROVE? INDIVIDUAL INTERVIEWS Clear Value Proposition Better City Environment Succession/Re-deployment of Personnel Increase Focus on HQ Relocation 35% 26% 22% 18%

10 HOW CAN WE IMPROVE? SURVEY RESPONDENTS Market Fort Worth!!! 50% FFW Investors The remaining responses were very diverse. The laser-like focus on marketing within this group is telling. All Other Chamber Members Elevate role in community and increase outreach Better relationship with city They already do a good job! 48% 26% 26%

11 STRATEGY ADJUSTMENTS FOR CONSIDERATION 1 Streamline Pillars 2 Highlight alignment with city strategy and efforts to improve city processes 3 Define strategy/chamber footprint 4 Emphasize Branding and HQ Strategy

12 Business Attraction & Existing Business Retention and Expansion Talent Development, Retention and Attraction Small Business and Entrepreneur Support Advocacy International Quality of Place

13 Financial Challenges Due to timing the $8M budget will be a phased in over a few years Traditionally raise money in Year 0, however we are trying to raise money and start a strategy in year 1 Currently developing strategy for initial seed funding to create change in 2018 as well as short and long term investor ramp up

14 CAMPAIGN TIMELINE Final Campaign Prep NOVEMBER - DECEMBER 2017 Finalize strategy components Solicit Top 10+ Master Prospect List Implementation Roadmap Recruit TF Co-Chairs/Briefing Hosts Prep Materials Public Phase JANUARY JULY total solicitations Wrap-up AUGUST OCTOBER 2018 Follow-up meetings Stand up Engagement Strategy Close prospects

15 CHAMBER RESTRUCTURE

16 Business Attraction & Existing Business Retention and Expansion Responsibilities Talent Development, Retention and Attraction Responsibilities Small Business and Entrepreneur Support Responsibilities Advocacy Responsibilities Hunt Existing Business Farm General Marketing Attraction & Retention Targeted development attraction & retention via Demand Driven Talent Units Connectors Service Providers Identify Problems Develop Solutions Transparent Processes for Chamber position statements International- Each Leader Incorporate International Component to the Pillar Quality of Place- All Leaders Work with Talent to Identify Problems and Market Solutions

17 Marketing, PR, Communications Tell stories, share information, influence outcomes Information Technology Next level technology to meet needs of investors and prospects Research Become the source of Fort Worth information Investor Relations Meet the needs of our investors Finance Holding it all together

18 F O R T I F Y A 4-YEAR STATEGIC PLAN November 2017