business retention and expansion manual
TRANSCRIPT
TAKING CARE OF BUSINESS IN RURAL ONTARIO / TAKING CARE OF BUSINESS IN RURAL ONTARIO
TAKING CARE OF BUSINESS IN RURAL ONTARIO / TAKING CARE OF BUSINESS IN RURAL ONTARIO
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Resource Manual
Acknowledgements
This BR+E Resource Manual is based on materials originally developed by the following organizations:
Business Retention and Expansion International
University of Minnesota Extension Service
Northeast Regional Center for Rural Development
United States Department of Agriculture
West Virginia University
There are sections of the manual that cannot be reproduced outside
Ontario without written permission from the Northeast Regional Center for Rural Development
ISBN 0-7794-0190-5 (English edition)
Business Retention and Expansion (BR+E) = Maintien et Expansion des Entreprises (M+EE) Tool Kit
© BR+E Ontario
09/00-en-manual-250
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ACKNOWLEDGMENTSBR+E Ontario gratefully appreciates the assistance provided by the organizationsand individuals that contributed to the development of our Canadian resources.
Our BR+E Resource Manual is based on the series of booklets entitledImplementing Local Business Retention and Expansion Visitation Programs(NERCRD Publication No. 72), authored by Scott Loveridge (West VirginiaUniversity) and George Morse (University of Minnesota) and published by theNortheast Center for Rural Development (7 Armsby Building, The PennsylvaniaState University, University Park, Pennsylvania, USA 16802, (814) 863-4656).
The series includes the following five booklets:
• Is It for Our Community?• Initiator's Manual for Starting New BR&E Visitation Programs• Visitation Co-ordinator Manual• Local Leadership Team Manual• Using the Video to Introduce the Program and Train the Volunteers
Several organizations provided financial support for the development of theconcepts in this series, the research to test these ideas, or workshops to disseminatethe information: North Central Regional Center for Rural Development,Western Rural Development Center, Northeast Regional Center for RuralDevelopment, Southern Rural Development Center, The Ohio CooperativeExtension Service, West Virginia University Extension Service, The AspenInstitute for Humanistic Studies, USDA Extension Service, and Farm Foundation.
This material is based upon work supported by the Cooperative State Research,Education and Extension Service, U.S. Department of Agriculture. Programs ofthe regional rural development centres are available equally to all people, andmaterials are provided on an at-cost or no-cost basis.
We are grateful to the Northeast Center for permission to quote and paraphrasethese materials. However, because numerous adaptations have been made fromthe original booklets, the BR+E Ontario authors take responsibility for the finaledition. If you are serving as a BREI certified Consultant, we encourage you toobtain a copy of the original booklets from the Northeast Regional Center forRural Development, which will serve as an excellent additional resource.
Writers and editors of the BR+E Ontario manual include:
We would also like to acknowledge and thank Business Retention and ExpansionInternational (BREI) and the University of Minnesota for collaborating with uson the development of the BR+E Consultant Certification Course copyrighted
Selena Hazlitt Chuck Bokor Clare WastenaysHarold Flaming Stuart Budd Bea GosselinSusan Leuty Mary Ellen Norry Car Jane MueggeNorman Ragetlie Brita Ball R. Jane CunninghamEric Lawlor Pat Parent
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by the University of Minnesota and certified by Business Retention andExpansion International. For additional information on BREI, see their web siteat www.brei.org.
None of the Resources for BR+E Ontario would have been possible without thecontribution of a number of partners:
Government of OntarioMinistry of Agriculture, Food and Rural AffairsMinistry of Training, Colleges and UniversitiesMinistry of EnvironmentMinistry of Northern Development and Mines
Government of CanadaIndustry Canada/FedNorHuman Resources Development CanadaCanadian Rural Partnership
Microsoft is a registered trademark of Microsoft Corporation
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TABLE OF CONTENTSBR+E Introduction ............................................................... 1
Introduction To Business Retention And Expansion:The BR+E Program ................................................................................................ 1Is Our Community Ready For BR+E? ................................................................... 2Getting Started ........................................................................................................ 3Using The BR+E Resource Manual ........................................................................ 4
BR+E Process ...................................................................... 6BR+E Four-stage Process ........................................................................................ 6Key Players .............................................................................................................. 7Key Players’ Roles, Responsibilities and Duties ........................................................ 9Leadership Team Roles, Responsibilities and Duties .............................................. 11
BR+E Four-stage Process .................................................... 14STAGE 1 — Project Planning and Business Visits .................................................. 14STAGE 2 — Immediate Followup ........................................................................ 25STAGE 3 — Data Analysis and Recommendations ................................................ 27STAGE 4 — Public Meetings and Implementation ................................................ 29
BR+E ResourcesAppendix 1 BR+E Volunteer Requirements................................................... 35Appendix 2 BR+E Financial Costs.................................................................. 36Appendix 3 Community-readiness Checklist ................................................... 37Appendix 4 Trained and Certified BR+E Consultants In Ontario ................... 44Appendix 5 Leadership Team and Task Force Members ................................... 51Appendix 6 BR+E Work Plan ........................................................................ 52Appendix 7a Overall Co-ordinator Job Description .......................................... 55Appendix 7b Visitation Co-ordinator Job Description ....................................... 57Appendix 7c Red-flag and Resource Co-ordinator Job Description .................. 59Appendix 7d Media Co-ordinator Job Description ............................................. 61Appendix 7e Survey and Data Analysis Co-ordinator Job Description .............. 63Appendix 7f Task Force Member Job Description ............................................ 65Appendix 7g Volunteer Visitor Job Description................................................. 67Appendix 7h Data-entry Volunteer Job Description .......................................... 69Appendix 8 Sample Media Releases................................................................. 70Appendix 9 Confidentiality Contract............................................................... 76Appendix 10 Guidelines for Sampling and Selecting Businesses ......................... 77Appendix 11 Sources of Information ................................................................. 79Appendix 12 BR+E Local Question Guidelines ................................................ 82Appendix 13 List of Volunteer Visitors .............................................................. 84Appendix 14 Volunteer Visitation Team Assignments........................................ 85Appendix 15 Volunteer Visitors’ Training Invitation ......................................... 86Appendix 16 Volunteer Visitors’ Training Agenda.............................................. 87Appendix 17 Tips for Preparing Volunteer Visitors’ Packages ............................ 88
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Appendix 18 Guidelines for Volunteer Visitors.................................................. 89Appendix 19 Guidelines for Using the BR+E Survey......................................... 91Appendix 20 Volunteer Followup Suggestions .................................................. 96Appendix 21 Volunteer Thank-you Letter ........................................................ 97Appendix 22 "Red-flag" Worksheet.................................................................. 98Appendix 23 "Red-flag" Followup Activity..................................................... 100Appendix 24 Letter to Businesses..................................................................... 101Appendix 25 Business Thank-you Letter ......................................................... 103Appendix 26 BR+E Data Analysis .................................................................. 104Appendix 27 Agenda for Task Force Retreat................................................... 109Appendix 28 BR+E Action-planning Guidelines ............................................ 110Appendix 29 BR+E Action–planning Worksheet............................................ 115Appendix 30 Agenda for Initial Public Meeting............................................... 116Appendix 31 Final Report............................................................................... 117Appendix 32 Evaluation Guide........................................................................ 118
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BR+E INTRODUCTION
INTRODUCTION TO BUSINESS RETENTION AND EXPANSION:THE BR+E PROGRAM
Business development and job creation are key factors in developing healthy andvibrant communities. Depending on the characteristics of your community’seconomy, anywhere from 40 to 90 per cent of new jobs come from existingbusinesses.
Traditionally, municipal officials, economic development officers, representativesof Chambers of Commerce or Boards of Trade, and others have visited businesspeople to hear their concerns, and then addressed the issues facing the businesscommunity. Another approach some communities use is to hire Consultants tosystematically survey businesses and prepare reports based on the findings. TheBR+E approach is different.
What is BR+E?BR+E takes the best of both approaches to create an even better one. Thisapproach combines the initiative of community business visits with a systematicinterview process, using community leaders and other citizens to make it work.This combination is the real secret to effective and well-managed economicdevelopment that leads to increased economic opportunities and improved qualityof life in a community. The combination builds wealth and human capacity.
Business Retention and Expansion (BR+E) is an action-oriented andcommunity-based approach to business and economic development. It promotesjob growth by helping communities learn about issues and concerns of, as well asopportunities for, local businesses and set priorities for projects to address theseneeds. Ultimately, communities will have greater success in attracting newbusiness if existing businesses are content with local economic conditions andcommunity support.
Community-based, Volunteer-drivenBR+E is community-based because it involves a variety of people who bringexperience from all sectors. It is a multi-stakeholder process that can build thecommitment needed from a variety of community organizations to implementaction plans. Broad citizen participation is a key first step for future community-based initiatives.
BR+E is volunteer-driven because key roles are played primarily by people whovolunteer their time. In other instances employers allow BR+E volunteers timeduring work hours to be involved in the project. Business visits are completed byteams of community members who are trained before interviewing business people.
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Benefits of the BR+E ApproachThe overall goal of visiting community businesses is to identify needs andconcerns that enable businesses to retain or create jobs. BR+E provides a numberof additional benefits, including
• lower direct costs for systematic business visitations due to the donation ofgoods and services from community supporters and time from volunteers;
• citizen support for the recommendations and actions they helped create;
• increased citizen awareness of business concerns and broader economicdevelopment issues;
• increased community capacity and enthusiasm to take on future economicdevelopment projects.
Short-term BR+E Objectives• Provide community support for local business and improve profitability
• Identify and address immediate concerns of individual business
• Let local businesses know how much they are valued in the community
Long-term BR+E Objectives• Increase the competitiveness of local businesses
• Establish and implement a strategic action plan for economic development
• Promote business development and job creation
IS OUR COMMUNITY READY FOR BR+E?
Every community is different and will approach community economicdevelopment with a different combination of strengths and assets. As a guide forgroups that are considering BR+E, we offer the following three “readinesscriteria” as a starting point.
Answer These Three Questions1. Do we have a core group of four to six community members who understand
and believe in the concepts of the Business Retention and Expansion programand who are willing to commit the time and energy needed to champion thecommunity BR+E project? (see Appendix 1 — BR+E Volunteer Requirements)
2. Do we have an established volunteer base with the ability, willingness, andtime to become active participants on the BR+E Task Force? (see Appendix 1— BR+E Volunteer Requirements)
3. Do we have adequate financial resources to carry out a BR+E project?(see Appendix 2 — BR+E Financial Costs)
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YES to all three?
Your community is ready for BR+E. You may also wish to use Appendix 3,the Community-readiness Checklist, to give more thoughtful consideration to thefirst two questions.
NO to one or more?
Your community probably needs a bit more preparation before taking on aproject as demanding as BR+E. Appendix 3, Community-readiness Checklist,may help you to pinpoint more specific areas that need strengthening.
NOT sure or need more information?
If you are not already in contact with a BR+E Consultant, contact one now.See Appendix 4 for a list of trained and certified Consultants in your area.
GETTING STARTED
The BR+E Tool KitThe BR+E tool kit contains all the resources to guide you through a BR+Eproject. The kit includes a BR+E resource manual, a video, a CD-ROM andmany other resources.
BR+E VideoWatch the video first! This will give you the overall picture of the BR+E processand will make the other resources easier to use.
BR+E Resource ManualThe BR+E resource manual is the map to the BR+E process. Fifteen steps areoutlined in detail along with appropriate resources to help your community planand implement a successful BR+E project.
BR+E CD-ROMThe CD-ROM contains the survey and the Ontario-developed database programwith a User Guide that is critical to the collection and analysis of the data that youwill collect in your community. The CD-ROM also contains electronic versionsof the resource manual and all the resources.
Supporting ResourcesA BR+E project will not work without the leadership and support of a host ofindividuals in the community. Without the dedication and commitment of manyvolunteers, this community initiative will not be possible. The BR+E projectrelies on people—their hard work, their ability to work together, and their
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ingenuity in addressing business concerns together. The booklet Working withPeople contains ideas, tools, and techniques to support the people involved in thelocal BR+E project. This focus on the “people aspect” of the project will helpthe Leadership Team, the Task Force, and the Volunteer Visitation Teamsachieve their objectives.
As the BR+E project in your community progresses, remember to stand backand reflect upon what you have accomplished. By documenting and assessingyour work, you will be able to learn from your experience and to assess whatworked and what didn’t in order to improve your BR+E activities in the future.The booklet BR+E Evaluation Guidelines for Communities will help yourcommunity develop tracking and reporting systems that document your progresswith BR+E, plan a long-term results-assessment strategy, and communicate yourresults to the community.
BR+E ConsultantsThere are over 100 BR+E Consultants in Ontario who have been trained in theBR+E process and who have been certified by BRE International (see below).Experience has shown that a Consultant familiar with BR+E is a valuable asset toa community planning a BR+E project. The BR+E Consultant is there as acoach for you and your community. Refer to Appendix 4 for a list of OntarioConsultants.
BR+E OntarioBR+E Ontario has evolved since 1998 from a public-private steering committeethat was formed to guide and support a number of BR+E pilot projects. Thesteering committee continues to play an important role in enhancing the deliveryof BR+E projects, heightening the credibility of BR+E in Ontario, andeducating partners, their staff, and clients. See the Ontario BR+E web site hostedby the Ontario Ministry of Agriculture, Food and Rural Affairs at http://www.gov.on.ca/OMAFRA/english/rural/BRandE/resources.htm
BRE InternationalBusiness Retention and Expansion International (BREI) is a nonprofit,professional association of economic development professionals who are workingfor the advancement of business retention and expansion as an economicdevelopment strategy for communities. Visit the BREI web site at www.brei.org
USING THE BR+E RESOURCE MANUAL
The BR+E Resource Manual is designed as a guide for communities undertakinga BR+E project. Four stages and 15 steps are clearly outlined; however, thesestages and steps will not produce the same product every time. Every communityis different and has its own history, assets and mix of people, organizations, andvalues. What works well in one community could be much less successful in
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another community. Your community may also have specific local concerns, e.g.,tourism issues or downtown revitalization, which could focus your BR+Eprogram quite differently than in another community.
The BR+E process has been developed over time and represents a successful toolfor community economic development. BR+E has been tried and tested in manycommunities. Each of the steps is important, and communities should not changeor eliminate any fundamental parts of the process—but, in keeping withcommunity-development principles, BR+E is designed for flexibility. If one ofthe steps does not seem to fit well with what is happening in your communityright now, or if the timing of some of the events would make more sense in aslightly different order, please make adjustments.
It would be advisable to discuss significant changes to the process with a trainedand certified BR+E Consultant.
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BR+E PROCESSA BR+E project should involve the community, demonstrate a pro-businessattitude, and set priorities for community-sponsored programs that meet theneeds of local businesses. To best achieve these objectives, there are four stages toBR+E.
This section is based on the copyrighted series of booklets entitled ImplementingLocal Business Retention and Expansion Visitation Programs (NERCRD PublicationNo. 72), authored by Scott Loveridge (West Virginia University) and GeorgeMorse (University of Minnesota) and published by the Northeast Center forRural Development. The section cannot be reproduced outside Ontario withoutwritten permission from the Northeast Center for Rural Development.
BR+E FOUR-STAGE PROCESS
STAGE 1Project Planning andBusiness Visits
STAGE 2ImmediateFollowup
STAGE 3Data Analysis andRecommendations
STAGE 4Public Meetings andImplementation
Step 1
Introducing BR+E to theCommunity
Step 7
Immediate Action on the“Red-flag” Issues
Step 8
Data Entry
Step 11
Initial Public Meeting toPresent Findings andRecommendations
Step 2
Leadership Team and Task ForceRecruitment and Orientation
Step 9
Analysis of SurveyResponses
Step 12
Committees to Implementthe Recommended ActionPlans
Step 3
Project Design
Step 10
Task Force Retreat
Step 13
Implementation of ActionPlans
Step 4
Volunteer Visitor Recruitmentand Training
Step 14
Monitoring the Progress ofthe Implementation Strategy
Step 5
Business Visits
Step 15
Followup Public Meetings
Step 6
Review Completed Surveys for“Red-flag” Issues
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KEY PLAYERS
A BR+E project involves five key players or groups that work together to makean effective community project:
• Leadership Team
• Task Force
• Volunteer Visitation Teams
• Resource Network
• BR+E consultant
These players, as groups or individuals, have specific roles to play in the BR+Eprocess. All contribute to its success.
The Leadership Team is the executive committee and has a central role inmanaging the local project on a day-to-day basis. The Leadership Team membersare also members of the Task Force.
The Task Force supports the Leadership Team by determining the objectives,design, and policies for the local process, assisting in responding to immediatebusiness needs, and developing and implementing the strategic action plans.
Task Force members and other volunteers pair up to create Visitation Teamsthat interview the businesses.
The Resource Network comprises people from various agencies who support theproject by providing information and assistance to address identified businessneeds. Some Resource Network members may sit on the Task Force; others maybe Volunteer Visitors, while others may provide advice only for specific needs.
The BR+E Consultant may contract with the Leadership Team to provideinformation, guidance, and training through all phases of the project.
Leadership TeamThe Leadership Team should
comprise individuals who will“champion” the project and
motivate others to take action.
The Leadership Team is the executive committee of the Task Force and providesongoing project management. The Leadership Team should comprise individualswho will “champion” the project and motivate others to take action so the projectcan succeed. The Team introduces and promotes the project in the community,contracts for the services of a BR+E Consultant, and co-ordinates volunteeractivities, Task Force meetings, and immediate followup to the survey results. TheTeam should be a mix of people who are representative of the community.Because each community is unique, Leadership Teams will differ. However, thereare a number of important tasks that are common to successful BR+E projects.The following is a list of volunteer positions on the Leadership Team:
• Overall Co-ordinator — oversees entire BR+E project and serves as chair ofLeadership Team.
• Visitation Co-ordinator — organizes Volunteer Visitation Teams andarranges business visits.
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• Red-flag and Resource Co-ordinator — organizes response to urgentbusinesses concerns and requests for information.
• Media Co-ordinator — communicates the progress and results of the BR+Eproject to the public.
• Survey and Data Analysis Co-ordinator — oversees data analysis and co-ordinates Task Force Retreat to review survey findings.
The Task Force is a broad-based group of community leaders. It should include,where appropriate, representatives of local economic development committees,Community Development Corporations, Chambers of Commerce, localgovernment, financial institutions, relevant federal and provincial representatives,area utilities, education officials, and other respected and influential communityleaders. Depending on the diversity of organizations in the community, the TaskForce should range in size from 15 to 30 members.
Volunteer Visitation Teams consist of two people per team who visit two tofour businesses. These teams may comprise Task Force members, educators,business people, retirees, accountants, bankers, youth, etc.
All volunteers should be enthusiastic about the local BR+E project and mustunderstand and respect the confidentiality of the information gathered.
The Resource Network is a group of people from various agencies that mayprovide useful information or assistance to businesses.
Prompt and effective followup is crucial to the success of BR+E. People in theResource Network should be able to respond to issues, concerns, andopportunities identified in the business surveys.
The Resource Network must be in place before starting the business visitations. Itsmain purpose is to provide people who can provide quick action and assist byfollowing up on “red-flag” issues. For example, a Resource Network memberspecializing in real estate may be able to help a business looking for a new location.
In addition, people in the Resource Network may be interested and able toparticipate in BR+E by being members of the Task Force.
The BR+E Consultant maywork with the communitythrough all stages of the
project.
The BR+E Consultant may work with the community through all stages of theproject. BR+E Consultants may be found by contacting BR+E Ontario.Consultants will have completed BR+E training and understand the BR+Eprocess. The Leadership Team will want to contract with the Consultant toidentify how to best work together.
The Consultant is a coach to the team implementing the project and may play arole in facilitating various tasks and events, depending on the needs of thecommunity.
A list of trained BREI-certified Consultants can be found in Appendix 4.
The chart below outlines the main tasks, duties, and responsibilities of the keyplayers at each stage in the BR+E process.
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gani
zati
onan
dim
plem
enta
tion
ofBR
+Ee.
g.,re
crui
tmen
tan
dtr
aini
ng,
iden
tifi
cati
onof
busi
ness
sect
or(s
)to
beta
rget
edfo
rvi
sits
•Ad
vise
onde
velo
pmen
tof
wor
kpl
an•
Assi
stw
ith
form
atio
nof
Reso
urce
Netw
ork
•Ta
keth
ele
adin
impl
emen
ting
anap
prop
riat
evo
lunt
eer
trai
ning
sess
ion
ST
AG
E2
Imm
edia
teFollow
up
•En
sure
imm
edia
tefo
llow
upon
"red
-fla
g"is
sues
•Se
ndre
ques
tsfo
rin
form
atio
nto
busi
ness
es
•Pa
rtic
ipat
ein
mee
ting
sto
hand
leim
med
iate
conc
erns
oflo
calb
usin
esse
s("
red-
flag"
issu
es)
•H
elp
info
llow
upw
ork
•Pr
ovid
ecr
itic
alin
form
atio
nan
d/or
serv
ices
toad
dres
s"r
ed-
flag"
issu
esof
busi
ness
es
•As
sist
infa
cilit
atin
gap
prop
riat
ere
spon
ses
to"r
ed-f
lag"
issu
es
10 B U S I N E S S R E T E N T I O N A N D E X P A N S I O N R E S O U R C E M A N U A L
TA
KI
NG
CA
RE
OF
BU
SI
NE
SS
IN
RU
RA
LO
NT
AR
IO
/B
R+
E
To
ensu
reth
ein
tegr
ityof
the
BR
+E
proj
ect,
allB
R+
Evo
lunt
eers
and
Con
sulta
nts
who
have
acce
ssto
conf
iden
tialb
usin
ess
info
rmat
ion
will
beas
ked
to:
•Si
gna
conf
iden
tialit
yco
ntra
ct
•M
aint
ain
conf
iden
tialit
y
ST
AG
E3
Dat
aA
nal
ysis
and
Rec
om
men
dat
ions
•Ov
erse
eda
taen
try
and
prep
arat
ion
ofpr
elim
inar
yre
port
•Ar
rang
efo
rint
erpr
etat
ion
offi
ndin
gsan
dde
velo
pmen
tof
reco
mm
enda
tion
s•
Orga
nize
and
part
icip
ate
inTa
skFo
rce
Retr
eat
•En
sure
deve
lopm
ent
ofac
tion
plan
s•
Sum
mar
ize
outc
ome
ofTa
skFo
rce
Retr
eat
and
prep
are
Fina
lRep
ort
•Pa
rtic
ipat
ein
Task
Forc
eRe
trea
t•
Revi
ewre
sear
chre
sult
sin
prel
imin
ary
repo
rtan
dse
tpr
ioriti
esfo
rlo
ng-t
erm
acti
onpl
ans
•M
ayle
adth
eim
plem
enta
tion
ofce
rtai
nac
tion
plan
s
•Pr
ovid
ein
form
atio
nan
d/or
serv
ice
tobu
sine
sses
asre
quired
•Pr
ovid
eop
tion
sfo
rda
taan
alys
is•
Faci
litat
eda
tain
terp
reta
tion
and
reco
mm
enda
tion
s•
Assi
stLe
ader
ship
Team
inor
gani
zing
Task
Forc
eRe
trea
tto
revi
ewpr
elim
inar
yre
port
•Fa
cilit
ate
Task
Forc
eRe
trea
t•
Faci
litat
ede
velo
pmen
tan
dpr
ioriti
zati
onof
acti
onpl
ans
inre
spon
seto
find
ings
ST
AG
E4
Public
Mee
tings
and
Imple
men
tation
•H
ost
and
pres
ent
surv
eyfin
ding
san
dre
com
men
dati
ons
atin
itia
lPub
licM
eeti
ng•
Over
see
esta
blis
hmen
tof
acti
onpl
anco
mm
itte
es•
Trac
kpr
ogre
ssof
acti
onpl
ans
and
impl
emen
tati
onst
rate
gy•
Asse
ssre
sult
sof
the
BR+E
proj
ecta
gain
stsh
ort-
term
and
long
-ter
mob
ject
ives
ofpr
ojec
t(e
valu
atio
n)•
Ensu
refo
llow
upPu
blic
Mee
ting
held
inon
eye
ar
•As
sist
inpl
anni
ngin
itia
lPu
blic
Mee
ting
•Pa
rtic
ipat
ein
Publ
icM
eeti
ng•
Assi
st,as
appr
opriat
e,in
impl
emen
tati
onof
plan
s•
Atte
ndqu
arte
rlypr
ogre
ssre
port
ing
sess
ions
fora
year
afte
rad
opti
ngpr
iori
tyac
tion
plan
s•
Part
icip
ate
atfu
ture
Publ
icM
eeti
ngs
•Pa
rtic
ipat
ein
init
ial
Publ
icM
eeti
ng•
Cons
ider
invo
lvem
ent
inim
plem
enti
ngac
tion
plan
s
•Pa
rtic
ipat
ein
init
ial
Publ
icM
eeti
ng•
Cons
ider
invo
lvem
ent
inim
plem
enti
ngac
tion
plan
s•
Prov
ide
info
rmat
ion
requ
este
dby
busi
ness
esca
rryi
ngou
tac
tion
plan
s
•As
sist
infa
cilit
atin
gPu
blic
Mee
ting
,if
requ
este
dto
byLe
ader
ship
Team
•Pr
ovid
esu
ppor
tin
impl
emen
tati
onof
iden
tifi
edpr
ojec
ts•
Assi
stLe
ader
ship
Team
toes
tabl
ish
and
impl
emen
tm
etho
dof
iden
tify
ing
benc
hmar
ksan
dtr
acki
ngre
sult
sof
BR+E
proj
ect
•Pr
ovid
eop
tion
sfo
rdo
cum
enti
ngan
dco
mm
unic
atin
gpr
ojec
tre
sult
sto
com
mun
ity
mem
bers
and
othe
rs•
Iden
tify
poss
ible
links
wit
hot
herBR
+Eco
mm
unit
ies
tosh
are
info
rmat
ion
and
docu
men
tati
on
Tim
eC
om
mitm
ent
•Ov
eral
lCo-
ordi
nato
r—10
0+hr
s•
Othe
rCo
-ord
inat
ors—
45hr
sea
ch
•To
tal—
20–3
0hr
sea
ch•
Tota
l—10
–12
hrs
each
•Va
ries
depe
ndin
gon
need
sof
com
mun
ity
•Va
ries
depe
ndin
gon
need
s•
10–1
00hr
s
Peo
ple
Req
uir
ed•
Gene
rally
four
tosi
x;en
ough
tosh
are
resp
onsi
bilit
ies
and
task
s
•15
–30
wit
ha
broa
dra
nge
ofex
peri
ence
;va
ries
depe
ndin
gon
com
mun
ity
need
s
•De
pend
son
num
ber
ofbu
sine
sses
tovi
sit;
can
incl
ude
Task
Forc
em
embe
rs
•De
pend
son
com
mun
ity
need
s•
one
Lea
der
ship
Tea
mT
ask
Forc
eV
olu
nte
erV
isitat
ion
Tea
ms
Res
ourc
eN
etw
ork
BR
+E
Consu
ltan
t
B U S I N E S S R E T E N T I O N A N D E X P A N S I O N R E S O U R C E M A N U A L 11
TA
KI
NG
CA
RE
OF
BU
SI
NE
SS
IN
RU
RA
LO
NT
AR
IO
/B
R+
E
Lead
ersh
ipTe
amRo
les,
Resp
onsi
bilit
ies
and
Dutie
s
Ove
rall
Co-o
rdin
ator
Vis
itat
ion
Co-o
rdin
ator
Red
-fla
gan
dR
esourc
eC
o-o
rdin
ator
Med
iaC
o-o
rdin
ator
Surv
eyan
dD
ata
Anal
ysis
Co-o
rdin
ator
ST
AG
E1
Pro
ject
Pla
nnin
gan
dB
usi
nes
sV
isits
•Ac
tas
prim
ary
cont
act
and
poss
ibly
spok
espe
rson
for
BR+E
•De
dica
ted
toBR
+E,w
ith
suff
icie
ntti
me
tom
anag
ean
dim
plem
ent
acti
viti
es•
Co-o
rdin
ate
the
Lead
ersh
ipTe
aman
dac
tas
chai
r•
Orga
nize
recr
uitm
ent
ofTa
skFo
rce
mem
bers
•Co
-ord
inat
eth
ede
sign
/pl
anni
ngof
the
proj
ect
•Id
enti
fyan
dre
crui
tVo
lunt
eer
Visi
tors
•Id
enti
fyan
dco
mm
unic
ate
wit
hbu
sine
sses
tobe
visi
ted
•En
sure
appr
opriat
enu
mbe
rof
busi
ness
visi
tsoc
cur
•Co
-ord
inat
epr
acti
cevi
sits
for
Lead
ersh
ipTe
amm
embe
rs•
Send
intr
oduc
tory
lett
ers
and
BR+E
surv
eys
tobu
sine
sses
•Se
eth
atvo
lunt
eers
are
divi
ded
into
team
sof
two
and
assi
gned
tovi
sit
two
tofo
urbu
sine
sses
•Co
-ord
inat
ean
dho
stVo
lunt
eer
Visi
tor
trai
ning
•En
sure
conf
iden
tial
ity
cont
ract
sar
esi
gned
byal
lvol
unte
ers
and
peop
lew
orki
ngon
the
proj
ect
for
pay
•Tr
ack
prog
ress
ofbu
sine
ssvi
sits
and
co-o
rdin
ate
resc
hedu
ling
asre
quir
ed•
Mai
ltha
nk-y
oule
tter
sto
Volu
ntee
rVi
sito
rs
•Ta
kele
adro
lein
esta
blis
hing
aRe
sour
ceNe
twor
k•
Prep
are
and
gath
erfa
ctsh
eets
abou
tlo
cal
prog
ram
san
dre
sour
ces
for
busi
ness
es•
Prep
are
and
gath
erin
form
atio
nto
prom
ptly
assi
stbu
sine
sses
wit
h"r
ed-f
lag"
issu
es•
Acce
ptor
ensu
reso
meo
neis
assi
gned
toac
cept
com
plet
edsu
rvey
sfr
omVo
lunt
eer
Visi
tors
•Es
tabl
ish
cont
acts
wit
hth
em
edia
•En
sure
med
iaco
vera
geto
intr
oduc
eBR
+Eto
the
com
mun
ity
•Pr
epar
eba
ckgr
ound
info
rmat
ion
shee
tsto
prov
ide
quic
kre
spon
ses
for
basi
cin
quir
esab
outB
R+E
and
loca
lim
plem
enta
tion
•Pr
epar
ene
ws
rele
ases
for
med
iaas
acti
viti
esar
epr
ogre
ssin
g
•Co
-ord
inat
esu
rvey
prep
arat
ion
and
data
entr
y•
Prep
are
loca
lque
stio
nsfo
rsu
rvey
(ifne
eded
)in
cons
ulta
tion
wit
hth
eTa
skFo
rce
ST
AG
E2
Imm
edia
tefo
llow
up
•As
sist
wit
h"r
ed-f
lag"
follo
wup
•As
sist
wit
hin
form
atio
nre
ques
tsfo
llow
up
•As
sist
wit
h"r
ed-f
lag"
follo
wup
•Co
-ord
inat
ew
ith
Red-
flag
and
Reso
urce
Co-o
rdin
ator
tom
ail
than
k-yo
ule
tter
sto
busi
ness
esw
ith
appr
opriat
efo
llow
upin
form
atio
nan
dre
sour
ces
•En
sure
imm
edia
tefo
llow
upon
"red
-fla
g"is
sues
•Or
gani
ze"r
ed-f
lag"
revi
ewby
the
Task
Forc
e•
Assi
gna
Task
Forc
em
embe
rto
hand
leea
chim
med
iate
busi
ness
conc
ern
•Co
-ord
inat
ew
ith
Visi
tati
on•
Co-o
rdin
ator
tom
ail
than
k-yo
uno
tes
tobu
sine
sses
wit
hap
prop
riat
efo
llow
upin
form
atio
nan
dre
sour
ces
•As
sist
wit
h"r
ed-f
lag"
follo
wup
•As
sist
wit
hin
form
atio
nre
ques
tsfo
llow
up
•As
sist
wit
h"r
ed-f
lag"
follo
wup
•As
sist
wit
hin
form
atio
nre
ques
tsfo
llow
up
12 B U S I N E S S R E T E N T I O N A N D E X P A N S I O N R E S O U R C E M A N U A L
TA
KI
NG
CA
RE
OF
BU
SI
NE
SS
IN
RU
RA
LO
NT
AR
IO
/B
R+
E
ST
AG
E3
Dat
aA
nal
ysis
and
Rec
om
m-
endat
ions
•Pa
rtic
ipat
ein
Task
Forc
eRe
trea
t•
Supe
rvis
epr
epar
atio
nof
BR+E
fina
lrep
ort,
wor
king
clos
ely
wit
hSu
rvey
and
Data
Anal
ysis
Co-o
rdin
ator
•Pa
rtic
ipat
ein
Task
Forc
eRe
trea
t•
Part
icip
ate
inTa
skFo
rce
Retr
eat
•En
sure
med
iaco
vera
geof
prog
ress
inBR
+E•
Part
icip
ate
inTa
skFo
rce
Retr
eat
•Re
crui
tan
dtr
ain
Data
-ent
ryVo
lunt
eers
•En
sure
Data
-ent
ryVo
lunt
eers
sign
conf
iden
tial
ity
cont
ract
•En
sure
tim
ely,
accu
rate
data
entr
y•
Supe
rvis
epr
epar
atio
nof
prel
imin
ary
repo
rt(t
abul
ated
surv
eyre
sult
s)•
Co-o
rdin
ate
anal
ysis
ofsu
rvey
resp
onse
s•
Ifne
eded
,id
enti
fyco
nsul
tant
tohe
lpsu
mm
ariz
ere
sult
s,id
enti
fyth
emes
,an
dsu
gges
tre
com
men
dati
ons
•Co
-ord
inat
ear
rang
emen
tsfo
rTa
skFo
rce
Retr
eat
•Pa
rtic
ipat
ein
Task
Forc
eRe
trea
t•
Take
lead
role
toen
sure
reco
mm
enda
tion
san
dac
tion
plan
sar
ede
velo
ped
•W
ork
wit
hLe
ader
ship
Team
topr
epar
eFi
nalR
epor
tfo
rpr
esen
tati
onat
Publ
icM
eeti
ng
ST
AG
E4
Public
Mee
tings
and
Imple
men
tation
•H
ost
Publ
icM
eeti
ngs
•Co
-ord
inat
epr
esen
tati
onof
surv
eyfi
ndin
gsan
dre
com
men
dati
ons
atin
itia
lPu
blic
Mee
ting
•Tr
ack
prog
ress
ofac
tion
plan
san
dim
plem
enta
tion
stra
tegy
•As
sess
resu
lts
ofBR
+Eag
ains
tsh
ort-
and
long
-te
rmob
ject
ives
ofpr
ojec
t(e
valu
atio
n)•
Ensu
redo
cum
enta
tion
ofpr
ojec
tre
sult
s•
Follo
wup
afte
rst
age
4(e
.g.,
quar
terly
mee
ting
s)•
Part
icip
ate
info
llow
upPu
blic
Mee
ting
s
•Pa
rtic
ipat
eat
init
ialP
ublic
Mee
ting
•Co
nsid
erin
volv
emen
tin
impl
emen
ting
acti
onpl
ans
•Pa
rtic
ipat
ein
follo
wup
Publ
icM
eeti
ngs
•Pa
rtic
ipat
eat
init
ial
Publ
icM
eeti
ng•
Cons
ider
invo
lvem
ent
inim
plem
enti
ngac
tion
plan
s•
Part
icip
ate
info
llow
upPu
blic
Mee
ting
s
•En
sure
med
iaco
vera
geof
init
ialP
ublic
Mee
ting
befo
re,
duri
ng,an
daf
ter
even
t•
Part
icip
ate
atin
itia
lPub
licM
eeti
ng•
Docu
men
tan
dco
mm
unic
ate
ongo
ing
proj
ect
resu
lts
toth
em
edia
and
othe
rta
rget
grou
ps(e
.g.,
mun
icip
alre
pres
enta
tive
,ot
her
com
mun
itie
set
c.)
•Co
nsid
erin
volv
emen
tin
impl
emen
ting
acti
onpl
ans
•Pa
rtic
ipat
ein
follo
wup
Publ
icM
eeti
ngs
•Pa
rtic
ipat
eat
init
ialP
ublic
Mee
ting
•Co
nsid
erin
volv
emen
tin
impl
emen
ting
acti
onpl
ans
•Pa
rtic
ipat
ein
follo
wup
Publ
icM
eeti
ngs
Ove
rall
Co-o
rdin
ator
Vis
itat
ion
Co-o
rdin
ator
Red
-fla
gan
dR
esourc
eC
o-o
rdin
ator
Med
iaC
o-o
rdin
ator
Surv
eyan
dD
ata
Anal
ysis
Co-o
rdin
ator
B U S I N E S S R E T E N T I O N A N D E X P A N S I O N R E S O U R C E M A N U A L 13
TA
KI
NG
CA
RE
OF
BU
SI
NE
SS
IN
RU
RA
LO
NT
AR
IO
/B
R+
E
Tim
eC
om
mitm
ent
•10
0+hr
s•
Mor
eti
me
ifin
volv
edin
impl
emen
tati
on
•45
hrs
•M
ore
tim
eif
invo
lved
inim
plem
enta
tion
•45
hrs
•M
ore
tim
eif
invo
lved
inim
plem
enta
tion
•45
hrs
•M
ore
tim
eif
invo
lved
inim
plem
enta
tion
•45
hrs
•M
ore
time
ifin
volv
edin
impl
emen
tatio
n
NO
TE
InSt
age
1al
lLea
ders
hip
Team
mem
bers
:•
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BR+E FOUR-STAGE PROCESSThis section is based on the copyrighted series of booklets entitled ImplementingLocal Business Retention and Expansion Visitation Programs (NERCRD PublicationNo. 72), authored by Scott Loveridge (West Virginia University) and GeorgeMorse (University of Minnesota) and published by the Northeast Center forRural Development. The section cannot be reproduced outside Ontario withoutwritten permission from the Northeast Center for Rural Development.
STAGE 1 — Project Planning and Business Visits
Step 1Introducing BR+E To the community
BR+E Consultants havereceived training in the theoryand practice of BR+E. They are
available to review the BR+Econcept with communities and
provide assistance to localBR+E projects.
BR+E Consultants have received training in the theory and practice of BR+E.They are available to review the BR+E concept with communities, and provideassistance to local BR+E projects. See Appendix 4 for a list of Ontario Consultants.
A BR+E Consultant can meet with a group of four to six key community leadersand citizens who have an interest in or a responsibility for economic development inthe community. The result of this meeting will determine the next course of action.
Who Should Attend the Meeting?• Chair of economic development committee or organization
• Mayor or local politician
• Local entrepreneur who is a champion for economic development
• Director of Planning and Development
• President or Executive Director of the Chamber of Commerce and/or localbusiness association
• Manager, Community Futures Development Corporation
• Representatives from the agriculture, tourism, manufacturing, forestry sectors, etc.
Purpose of the Meeting• To assess the “readiness” of the organization and the community to be
involved in the BR+E project
• Have a general discussion regarding the organizational capability of thecommunity to be involved in economic development.
• Consider local commitment along with economic and leadership capability.• Review factors that communities should consider before starting BR+E.
The more criteria a community meets, the more likely that BR+E will besuccessful.
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• Some examples include:– A strong volunteer force capable of sustaining the effort (refer to Appendix 1)– Financial capacity to fund the project to completion (see Appendix 2 for
details)– Funding sources and/or in-kind service providers such as local agencies
or businesses to pay for various expenses (e.g., meeting space,photocopying, mailings, telephone calls, refreshments at training, etc.)incurred during BR+E project
• Refer to Appendix 3 for a Community-readiness Checklist to begin areview of the community capacity to undertake a BR+E project.
• To explain the details of the BR+E project
• Project criteria• Goals and objectives of BR+E• Anticipated results• Roles of various participants (sponsoring organization(s), Leadership Team,
Co-ordinators, Task Force, Volunteer Visitors)• Survey, which is the mechanism to gain information from local businesses• “Red-flag” response• Survey analysis• Task Force review of preliminary report and action plan development and
implementation
Step 2Leadership Team and Task Force Recruitment and OrientationOnce a group has determined there is commitment to the BR+E concept, and ifthe assessments indicate that the community is ready to implement BR+E, it isappropriate to proceed. Begin by forming a Leadership Team and considering thetype of involvement you would like from a trained BR+E Consultant.
The Leadership Team• Identify key people who should be on the Leadership Team and consider
potential candidates for the Task Force. Appendix 5 can be used to list thesepeople.
• The Leadership Team should comprise four to six individuals who will“champion” the project, motivate others, and take action.
Use job descriptions to assistwith the Leadership Team
recruitment process.
• Use job descriptions to assist with the Leadership Team recruitment process.Refer to Appendices 7a, 7b, 7c, 7d, and 7e for sample job descriptions.
• The Leadership Team will facilitate and manage the work plan (seeAppendix 6) and implementation of the project on a day-to-day basis.
• The Leadership Team members will also be on the Task Force.
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The Task Force• The Task Force should be a broad-based team of 15 to 30 business/
community leaders who support the BR+E project.
• They give the Leadership Team direction, advice, and assistance throughoutthe BR+E project.
• Use job descriptions to assist with the Task Force recruitment process. Referto Appendix 7f for a sample job description.
Stakeholder Meeting• Organize a larger stakeholder meeting for all potential Task Force members
and other interested members of the community to explain BR+E,organizational needs, implementation steps, and anticipated results.
• Recruit Leadership Team members
• Continue to recruit for remaining Leadership Team positions.• Provide orientation and training.• Identify local objectives, goals, and indicators for success (with direction
from Task Force).• Prepare the BR+E work plan.• Find local sponsor and secure endorsements from other community
organizations.
• Recruit the Task Force team members
• Provide orientation and training.
• Start making the community aware of the BR+E project. (Refer to mediareleases in Appendix 8.)
Step 3Project Design
Goals and Objectives
To design your BR+E project,consider local conditions and
identify what you would like toachieve in your community inthe short term and long term.
• Although there are standard objectives for BR+E, such as letting localbusinesses know how much they are valued and promoting businessdevelopment and job creation, you can design your BR+E project based onthe particular conditions and interests in your community
• Setting goals and objectives for BR+E before starting will guide the LeadershipTeam and Task Force in designing the local process. Knowing where youwant to go helps to determine which route to take.
• Identify what you would like to achieve through BR+E in your communityin the short term, medium term, and long term. (e.g., 6 to 12 months, 2 years,and 5 years, respectively).
• Plan how you will track progress and assess the overall results of BR+E. Inyour BR+E work plan, allocate time and resources for frequent monitoring ofproject activities and periodic (e.g., annual) evaluation of project results. Referto Appendix 32 for guidance.
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Confidentiality
All BR+E workers must sign aconfidentiality contract prior
to taking part in the BR+Eproject.
• Everyone associated with the BR+E project must understand that the informationcollected from the businesses is to be treated as confidential and is not to bedisclosed to others except in the context of the work for which it was collected.
• All BR+E workers must sign a confidentiality contract prior to taking part inthe BR+E project.
• Refer to Appendix 9 for an example of a confidentiality contract.
Identifying Businesses
Generally, the Task Force determines the number and type of businesses to beinterviewed. The credibility of the survey data depends on how many businessesare interviewed as well as how the businesses were chosen.
• Random sampling is important if the total business population size prohibitsthe inclusion of all businesses in the survey.
Tax rolls or lists of businessdirectories prepared by
Chambers of Commerce orother groups provide good
bases for sampling.
• Tax rolls or lists of business directories prepared by Chambers of Commerce orother groups provide good bases for sampling. Divide the number of businessesby the number to interview. The answer tells you to select every “nth”business e.g., for 500 businesses and 50 interviews, select every tenth businesson the list.
• Refer to Appendix 10 for Guidelines for Sampling and Selecting Businesses.
Numbers to visit
• Fifty to 100 business visits will usually give enough data for analysis.
• Thirty visits is the minimum; otherwise there may not be enough data toproperly analyze.
Types to visit
• Basic sector businesses (manufacturers and other exporters) might be the firstpriority since they bring in “new dollars” to an area.
• Basic sector businesses bring money into a local economy by selling goods orservices outside the community or by selling to nonresident visitors. Thissector is responsible for the injection of money into the local economy, while
the nonbasic sector is responsible for recirculating money.1
• Other businesses can be selected by asking some of the following questions:
• What types of businesses employ the most people?• What businesses make the community unique?• Have any business areas experienced problems or shown potential for growth?• Should the project focus on one or more business sectors?
1. Carvalho, E. and Scott, C. 1996. “Local Economic Impact Analysis,” Economic DevelopmentBulletin. University of Waterloo, 6.
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Location of Businesses
When planning your survey, consider whether or not you want to compare yourresults depending on where businesses are located in your community. Forexample, do retailers in the downtown have different issues/concerns thanretailers in the mall or on the highway strip? If these are important considerationsin your community, you will need to define these specific geographic areas beforeyou begin the survey.
The Data Analysis Co-ordinatorshould explore the BR+E
database to become familiarwith options for survey design
and reporting.
• The database provided in the BR+E Tool Kit requires that a broad “BR+EArea” be identified and permits the identification of smaller areas or“communities,” so that results can be compared.
• See the database User Guide for a description of the kinds of printouts thatcan be produced using three key identifiers: “project,” “community,” and“BR+E area.”
Resource Considerations• Community resources may influence the number of businesses. Ask these
questions:
• What financial resources are available for the project?• Do we have enough volunteers to conduct the survey?• Can we deal with the followups to business concerns promptly?
Establishing the Resource Network• Be prepared for as many as two-thirds of the businesses to request followups.
Slow, inadequate response can undermine the success of your project. AResource Network will enable the Task Force to respond quickly.
Slow, inadequate response canundermine the success of your
project. A Resource Networkwill enable the Task Force to
respond quickly.
• The Red-flag and Resource Co-ordinator takes a lead role in establishing theResource Network.
• The key to having a valuable Resource Network is to include the followingitems on a summarized list:
• Contact name• Business or agency name• Phone number and e-mail address• What the person can provide
• The BR+E Consultant and the Leadership Team identify local, federal, andprovincial government ministries and agencies, local colleges and universities,and any one who is actively involved in business development. Some sourcesare listed in Appendix 11.
• It is important to recognize people in the community who can help. They mayalso be possible volunteers for the Task Force.
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The Survey
The Volunteer Visitors must complete a survey during each business visit.Without it, each visitor may ask different questions, making it difficult to get anoverall picture of the concerns of the businesses.
Question Setup and Content• The CD-ROM found in the BR+E Tool Kit contains sets of survey questions
that the Leadership Team should review.
• After reviewing the questions and revisiting the local goals for the BR+Eproject, a survey for the community may be printed from the CD-ROM.
• Sets of questions on the CD-ROM are broken down into three categories:
• General• Sector, including:
– Retail– Tourism– Farm/Agriculture– Natural Resources/Forestry– Mining
• Local Community
• Every survey must contain questions from the General category and mayinclude a set of questions from the Sector category.
• Once the Leadership Team has chosen their survey questions, the survey maybe printed directly from the CD-ROM and copied for business interviews.
May We Add Our Own Questions?• Yes, communities are encouraged to add up to five local questions to the
survey. The local questions should be added after the Local Community (LC)questions category in the core survey provided on the CD-ROM. SeeAppendix 12, point 12, for more information.
• These questions should focus on local issues not already covered in the coresurvey.
Process for Adding Specific Community Questions• Once the decision is made to add specific community questions, the
Leadership Team and Task Force will meet to develop questions relating toany local issues.
• The Survey and Data Analysis Co-ordinator, in consultation with the TaskForce, will prepare the final questions and incorporate them into the survey.
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Do the Local Questions Measure Up?• Refer to Appendix 12 for local question development guidelines.
• Review the Statistics Canada web site www.statcan.ca/english/kits/survey.htm.The site provides you with an opportunity to submit survey questions andhave them reviewed by a Statistics Canada employee.
Coding the Survey for Each Business• Each business requires an identification number for the survey.
Create your own business IDnumbers or use numbers thatcorrespond to data previously
collected in your local area.
• Create your own business ID numbers or use numbers that correspond to datapreviously collected in your local area.
Test Survey at a Practice Visit• All Leadership Team members participate in practice visits to acquaint them
with the interview process. These visits give them
• a better understanding of the BR+E project• first-hand experience in the project and the survey• a true test for locally developed questions• ability to report on their experiences to other Task Force members and the
Volunteer Visitors
How Do We Set up the Practice Visits?• Select two businesses in your community.
• Try to select businesses with whom you would feel comfortable and whosupport economic development.
• Try to vary businesses in size and type (manufacturing vs. retail).
• Try to limit the interview group to three or four since more may beoverwhelming to the business representative.
• The Visitation Co-ordinator should schedule the visits and explain the BR+Eproject at the time the business contact is made.
• The Visitation Co-ordinator ensures that the replies are kept confidential andincluded only as part of the overall survey results.
All Leadership Team membersparticipate in practice visits to
acquaint them with theinterview process.
• Interviews may last one to one-and-a-quarter hours, so allow extra time in caseyou are invited for a tour.
• A letter of confirmation with a copy of the survey should be sent to thebusinesses 10 days in advance.
• After the visits, the team will assess the interview, identify concerns, andconduct any followup.
• A meeting of the entire Leadership Team may be helpful following thepractice visits in order to share experiences.
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Step 4Volunteer Visitor Recruitment and Training
Recruit Volunteers
Volunteer visitors are the heartof the BR+E project; they
represent the project to thebusiness community.
Volunteer visitors are the heart of the BR+E project; they represent the projectto the business community.
Volunteers are an essential part of increasing local capacity and communityownership of the outcomes from the project. Volunteers also help to reduce theoverall project costs and reach a greater number of businesses. By being involved,volunteers learn more about their community and are likely to take a greater rolein implementing action plans.
• The Leadership Team should select volunteers who represent a cross-section ofthe community, including people from the private and public sectors. Theseindividuals should be respected in the community.
• The Visitation Co-ordinator records the names, occupations, and phonenumbers of the volunteers. Refer to Appendix 13 for a worksheet to record theinformation.
• The volunteers have a number of responsibilities that must be clearly explainedbefore they commit to being involved. See Appendix 7g for a Volunteer Visitorjob description.
• Confirm that the volunteers will complete the business interviews in aprofessional manner and maintain confidentiality.
• Contact potential volunteers in person and confirm by letter.
Why Are Teams of Two Volunteers Sent to Businesses?• Each team member offers the other peer support.
• Teaming up allows one person to conduct the interview and the other torecord the responses, reducing the likelihood of omissions.
• Pairs of visitors show businesses that there is community commitment and support.
How Many Volunteers Do We Need?
Number of Volunteers TeamsNeeded
40 volunteers would be neededto survey 60 businesses
60 businesses/3 visits/ team= 20 teams
20 teams x 2 people/ team= 40 volunteers
• The number of volunteers needed is related to the number of businesses to besurveyed
• Calculate the number of volunteer teams needed:
• 40 volunteers would be needed to survey 60 businesses• 60 businesses/3 visits per team = 20 teams• 20 teams x 2 people per team = 40 volunteers
• Assign two to four businesses to each team of volunteers. Refer to Appendix 14for a business assignment worksheet.
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• It is a good idea to train a few extra volunteers in case someone misses thetraining session, fails to complete the interview assignments, or the businessprefers that a specific person not visit them.
• The Task Force must set policies to reassign visitors if a volunteer does notparticipate in training, there are conflicts in assignments, or visits are notcompleted within the allotted time.
How Do You Find These Volunteers?• Generally, every Task Force member is also a Volunteer Visitor.
• Publicize the project and the need for volunteers in the local newspaper and atcommunity meetings.
Visitation team options include:— pre-assign volunteers to
teams and send letter tobusinesses listing visitors
— allow volunteers to picktheir partners and assign
businesses to each pair— allow volunteers to choose
partners as well as thebusinesses to visit.
• Have Task Force members personally invite people to volunteer.
• Ask members of sponsoring and endorsing organizations to volunteer.
• As an alternative to community volunteers, staff of business and economicdevelopment agencies and/or municipalities may be able to do business visits aspart of their work duties
How Are Volunteer Visitation Teams Chosen?• Visitation team options include:
• Pre-assign volunteers to teams and send letter to businesses listing visitors.• Allow volunteers to pick their partners and assign businesses to each pair.• Allow volunteers to choose partners as well as the businesses to visit.
Conduct Volunteer Training
When an adequate number of Volunteer Visitors has been recruited, hold thetraining session to prepare the volunteers for their visits.
• Attendance at the volunteer training is mandatory.
• Send a letter to volunteers prior to the training to outline the date and time ofthe training session. A sample letter is included in Appendix 15.
• Include a volunteer training agenda in the letter to the volunteers. SeeAppendix 16.
Attendance at the VolunteerTraining is mandatory.
• Volunteers who do not attend training will not be able to conduct interviewsof the quality set by training
• Verify attendance and reassign business visits as necessary to make up for no-shows. Consider scheduling two sessions (e.g., day and evening) and allowvolunteers to select the most convenient time.
• Try to avoid conflicts when pairing volunteers and assigning teams to thebusinesses. Reassign volunteers if they are uncomfortable with their initialassignments (e.g., someone assigned to an ex-employer or competitor).
• It’s imperative that the business owner/manager feels comfortable with theinterview process and the people conducting the interview. The Visitation
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Co-ordinator should be prepared to reassign volunteers if the business personrequests a change.
It is imperative that thebusiness owner/ manager feelscomfortable with the interview
process and the peopleconducting the interview.
• Give Volunteer Visitors packages containing at least the following items:
• List of Leadership Team members with contact information• Blank surveys• Copy of Guidelines for Volunteer Visitors• Copy of the letter sent to businesses• Copy of the confidentiality contract
Refer to Appendix 17 for a complete list of resources and information to includein the Volunteer Visitor packages.
The BR+E video is an effective training resource that underscores the importantconcepts. The role-playing segment was developed to be used during VolunteerVisitation team training.
Important issues to review at the volunteer training
• Confidentiality — have each volunteer sign the confidentiality contract at thetraining session
• Print clearly — legible surveys are important
• Identify skipped questions
• Highlight “red flags”
• Promptness
• Courtesy
For information on important points to cover with Volunteer Visitors at thetraining refer to Appendices 18 and 19. Appendix 18 provides a summary sheet forthe Volunteer Visitors while Appendix 19 provides more background details tocover at the training.
Step 5Business Visits
Mail Survey To Businesses• A few days before the training, mail letters to the selected businesses including
a copy of the survey in each. Business people are more likely to agree to theinterview if they get the survey in advance. Refer to Appendix 24 for a sampleletter.
Business people are more likelyto agree to the interview if
they get the survey in advance.
• The letters must be sent just before the training. The volunteers will scheduletheir visits immediately after the training. Businesses will be expecting thevolunteers’ calls.
• Delayed letters may confuse and frustrate both the volunteers and businesses,resulting in lower participation.
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• At the same time the letter is sent to the businesses, followup contact is madewith the Volunteer Visitors to remind them of the training.
Schedule Interviews• If possible, plan to complete all interviews within three weeks of volunteer
training. Provide a deadline for the Volunteer Visitors to have their interviewscompleted.
• Businesses will be expecting visitors to call to arrange a time for interviewing.Appendix 18 provides suggestions for scheduling the interviews.
Provide a deadline for theVolunteer Visitors to have their
interviews completed.
• When calling, volunteers should:
• Mention the letter• State the purposes of the BR+E project• Stress the confidentiality of survey responses
• Business owners/managers have full schedules so volunteers should offerseveral alternative times for interviews, e.g., breakfast or evening meetings,location other than the office.
• Volunteers should call the Visitation Co-ordinator if there are any questions orconcerns. e.g., unable to reach someone or refusal.
Conduct InterviewsThe “Skip-It” Rule
If the owner/ manager doesnot wish to respond to a
question, volunteers shouldnot force a response. Let the
business person know thatthere is no need to explain the
reasons. Simply write"skipped" across the question
on the survey.
• Prior to the visit, volunteers should review their package of material andcarefully read the survey.
• Volunteers should realize they are meeting with the business owner/managerto gather information not to give advice. They are listeners and recorders only.
• Before the interview begins, volunteers inform the business owner/manager oftheir commitment to confidentiality, and the business owner/manager andboth volunteers sign the confidentiality agreement on the first page of theBR+E survey.
• Volunteers also advise the business owner/manager of the “Skip-It” Rule:
• If the owner/manager does not wish to respond to a question, volunteersshould not force a response. Let the business person know that there is noneed to explain the reasons. Simply write “skipped” across the question onthe survey.
• Refer to Appendix 19 for detailed interview guidelines.
• The interview is scheduled to last for one to one-and-one-quarter hours. Beprepared to stay longer if the owner/manager wants to show you around theproperty.
• As an alternative to conducting interviews at the business sites organize aninterview blitz session.
• All the business people come to a central location (e.g., a town hall) atprescheduled interview times.
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The interview is scheduled tolast for 1 to 1¼ hours. Be
prepared to stay longer if theowner/manager wants to show
you around the property.
• Volunteer interview teams conduct two to four business interviews inprivate meeting rooms (this provides confidentiality for the business people).
• At the end of the interviews, surveys are handed directly to the Red-flagand Resource Co-ordinator, thereby ensuring prompt submission of theinformation for “red-flag” followup and analysis.
Step 6Review Completed Surveys for “Red-flag” Issues• Immediately after leaving the interview, the Volunteer Visitation Team should
complete a followup suggestions worksheet (see Appendix 20) in a private settingto identify any urgent followup required and to ensure legibility of notes.
• Volunteer Visitation Teams should make the Red-flag and Resource Co-ordinator aware of any issues requiring an immediate response.
• Volunteers promptly return the survey in a sealed envelope to the Red-flagand Resource Co-ordinator or an assigned person in the community (theprocedure for returning surveys will need to be predetermined in eachcommunity, and those directions should be given to Volunteer Visitors at theirtraining session).
• Visitation Co-ordinator should send a letter to the volunteers thanking themfor their time and enthusiasm in BR+E. Refer to Appendix 21 for a samplevolunteer thank-you letter.
STAGE 2 — Immediate Followup
The success of your BR+E project is highly dependent on the effectiveness of thefollowup activities. The survey will identify problems, concerns, andopportunities. The short-term followup work can be very time consuming.
The success of your BR+Eproject is highly dependent on
the effectiveness of thefollowup activities.
Expect approximately two-thirds of the businesses to request information or askfor assistance. The Red-flag and Resource Co-ordinator, Task Force members,and BR+E Consultant can help in the followup.
Step 7Immediate Action on the “Red-flag” Issues
Followup on Request for Information or Assistance
Followup begins with the Red-flag and Resource Co-ordinator who:
• Reviews the entire survey with the Task Force.
• Each survey is reviewed by three people from the Task Force.• To maintain confidentiality the front page of survey is removed prior to
review.
• Determines the urgency of followup.
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• Develops a work plan and assigns followup to team members. SeeAppendices 22 and 23.
• Alerts people in the Resource Network if immediate action is needed (e.g., abusiness closing, relocating, or having expansion problems).
Simple requests for information can often be met by sending materials with thethank-you letters or by calling the business. Limit second visits to businesses thatexpressed urgent concerns or have plans for expansion.
Tips for Organizing the Followup Work• Task Force members should play a key role in following up on the “red-flag”
issues.
• Call those businesses expressing complaints or asking for help to clarify theirneeds and to determine the need for further consultation.
• Arrange followup meetings with businesses expressing an urgent problem.Involve people in the Resource Network. For example, the businessdevelopment specialist could call on someone needing help to develop a planfor refinancing.
Send thank-you letters tobusinesses immediately after
the interview. Enclose factsheets, brochures, workshopads, and other information
requested.
• Remind all members of the Task Force to maintain confidentiality.
• Maintain a followup worksheet for each business. Record all followupactivities—who is responsible, what was done, the outcome, date completed,suggestions for future action such as workshops, etc.
• Send thank-you letters to businesses immediately after the interview. Enclosefact sheets, brochures, workshop ads, and other information requested.
• To simplify the task of responding to basic information requests, organize aninitial Task Force response work meeting to package resources to send tobusinesses:
• The Red-flag and Resource Co-ordinator compiles and organizes theinformation requests from the businesses.
• The Visitation Co-ordinator in co-operation with the Red-flag andResource Co-ordinator prepares business thank-you letters (seeAppendix 25) and addresses envelopes.
• Task Force members help fill the envelopes. The information is organizedin piles on tables. Task Force members pick up letters and attach the specificrequested information. Completed packages (letter and information) arepromptly mailed to the businesses.
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STAGE 3 — Data Analysis and Recommendations
Step 8Data Entry• The Survey and Data Analysis Co-ordinator needs to ensure local Data-entry
Volunteers are prepared and scheduled to begin as the first surveys arrive.Refer to Appendix 7h for a Data-entry Volunteer job description.
• It is important to enter the data on a timely basis and print the preliminaryreport for the Task Force while momentum for BR+E is still high.
• Local data entry of the survey responses may be done using the CD-ROMprovided in the BR+E Tool Kit.
• Survey and Data Analysis Co-ordinator ensures people entering the data havesigned the confidentiality contract.
• Data-entry volunteers will need some initial training and supervision to ensurethey understand the confidentiality issue, how the CD-ROM runs, and theneed to properly input comments from the business surveys.
• Avoid data-entry mistakes that may greatly skew results of the business surveys, by:
• Taking breaks between entering surveys• Double-checking entries• Ensuring accurate, legible surveys by training volunteers well
Step 9Analysis of Survey Responses• Upon completion of data entry, a preliminary report containing tabulated
results of the business surveys may be printed from the CD-ROM.
• Some results may also include a short description of what the number means tothe local economy. Refer to Appendix 26 for information related to BR+Edata analysis.
• If the Leadership Team and Task Force feel they do not have the capacity toconfidently review the survey data, they should bring in someone who can.
• Check expertise in the community or identify funding to hire a Consultantwho specializes in data analysis to summarize the results, identify themes, andmake recommendations for action.
Step 10Task Force Retreat• Co-ordinated by the Survey and Data Analysis Co-ordinator.
• Consists of all Task Force members and the BR+E Consultant.
• Could be one four-hour meeting (plus meal) or six hours at two meetings.
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Several Days Prior To the Retreat• All Task Force members should be sent:
Task Force members shouldreview the tabulated report
prior to the Retreat to preparefor discussions.
• A copy of the tabulated data report (preliminary report)• A copy of the blank survey• Information from the initial assessment for “red flags”• Other relevant community information/documentation to assist with
analysis of report findings (e.g., local and/or regional business reports, otherresearch, strategic economic plan)
Before the Retreat• Task Force members should review the tabulated report prior to the Retreat to
prepare for discussions.
At the Retreat
See Appendix 27 for a suggested agenda and Appendix 28 for suggestions on actionplanning.
The Task Force members:
• Review local objectives of the BR+E project.
• Review the Preliminary Report.
• Review the findings of the preliminary report• Analyze for themes and opportunities, asking: Which findings stand out?
Which findings suggest opportunities for meeting local goals? What is thetheme?
• Relate conclusions to the data presented and knowledge of Task Forcemembers. Focus on conclusions that help solve original objectives.
• Identify Possible Actions.
• Small group facilitated discussion to recommend specific actions• Nominate and prioritize suggested actions• Decide on specific actions• Identify Task Force members or other qualified people to lead the action
plan implementation. Refer to Appendix 29 basic action plan worksheet
• Set a date for Public Meeting.
After the Retreat• The Leadership Team summarizes outcome of meeting.
• Prepare a summary of the Retreat and include additional information thatsupports the recommendations
• The Leadership Team and Task Force prepare the Final Report forpresentation at the Public Meeting.
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Attendance at the Retreat
The Leadership Team and TaskForce prepare the Final Reportfor presentation at the Public
Meeting.
• High attendance at the Retreat is important to provide credibility to thepriorities decided upon by community leaders.Some ideas for high attendance include:
• Hold frequent Task Force meetings after volunteer training; you may usethese meetings to review “red-flag” issues or review new economicdevelopment trends
• Get input from Task Force members to select the most suitable date andtime so it doesn’t conflict with other meetings, community events, orvacations
• Send written notices and reminders to the Task Force• Establish a community telephone tree to call Task Force members two to
three days prior to the Retreat reminding them of the importance of theirrole in the meeting and what they committed to earlier in the process.
STAGE 4 — Public Meetings and Implementation
It may take at least one month between the Task Force Retreat and the PublicMeeting to finalize and print the Final Report with recommendations.
People attending the Public Meeting as well as the businesses participating in theproject should receive a copy of the Final Report. A greater degree ofcommunity ownership will be achieved by this action.
Step 11Initial Public Meeting to Present Findings and Recommendations• The Public Meeting signifies the start of local action plans to improve the
business climate.
• In addition to providing information to the community, the meeting can be acelebration of the completion of a major phase of the BR+E project.
• The Leadership Team should prepare an agenda and confirm the dates, times,and format with all people who will be participating at the meeting.
• There should be three parts to the meeting:
• Explaining the BR+E process• Thanking businesses and volunteers• Presenting findings and possible opportunities for action
• The Public Meeting agenda should include:
• Background of BR+E project• Celebration of accomplishments• BR+E volunteer recognition and appreciation• Summary presentation of findings• Recommendation for action plans• Start up of committees to implement action plans
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Refer to Appendix 30 for example of a Public Meeting agenda and Appendix 31for a suggested outline for a Final Report.
How Do We Present Our Strategies?• Present a summary version of full Final Report—( highlight only projects
adopted and name Task Force members who agreed to work on each project).
• Consider using visuals. Pie charts and bar graphs can effectively highlighttrends in findings. In the BR+E CD-ROM there is a reporting templatecreated in PowerPoint. The template has a variety of slides based on the surveyin the BR+E Tool Kit.
Pie charts and bar graphs caneffectively highlight trends in
findings.
• The Overall Co-ordinator and/or a Leadership Team Member could presentthe background and findings portion of the Final Report.
• Select one Task Force member to present each action plan at the meeting.
• Include in each presentation:
• Overall concept of the action plan• Survey results related to the action plan• Recommended projects• Specific objectives of each action plan
• Ensure that each presenter is influential in the community, has good publicspeaking skills, and is willing to report the actions selected by the group ratherthan his or her own personal agenda.
• Provide time for community input on the recommended action plans. It isimportant to gain community support for the plans.
Encourage Community Attendance!• Collectively organize and plan the Public Meeting.
• The Public Meeting is a special event that signifies the end of business visitsand the beginning of the community taking action to enable the localeconomy to grow.
• Attract media coverage before, during, and after the meeting.
A wine-and-cheese event in anhistorical building or a
breakfast meeting at a specialrestaurant are great ways ofthanking the businesses and
volunteers, as well asmotivating community
members to continue theirinvolvement with the local
economy.
• Hold this event separate from any other meeting.
• Do not invite a guest speaker. This will detract from the main purpose of themeeting.
• Make it a social event.
• Send out invitations• Serve refreshments• Allow socializing time• Reserve a banquet room
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• Celebrate the occasion. A wine-and-cheese event in an historical building or abreakfast meeting at a special restaurant are great ways of thanking thebusinesses and volunteers, as well as motivating community members tocontinue their involvement with the local economy.
• Have the chair of the BR+E Leadership Team call the businesses that werevisited to make it a more personal invitation.
• Do not present findings and recommendations prematurely. Present acollective vision, not individual business requests or concerns.
• Give people an opportunity to sign up for committees/projects.
Step 12Committees to Implement the Recommended Action Plans• Once priority projects are identified, teams must be assembled to lead each
project.
• A Task Force member or other qualified person should lead each action plancommittee.
People from outside the BR+Eproject could be invited tohelp with implementation
efforts. This ensures additionalcommunity input and
commitment to follow throughwith projects.
• At least four to six people should be on a committee to organize andimplement each project over the next six months.
• Committee members may come from within the BR+E project (e.g., businessowners, Volunteer Visitors, Leadership Team, and Task Force members).
• Three to six people from outside the BR+E project could be invited to helpwith implementation efforts. This ensures additional community input andcommitment to follow through with projects.
Step 13Implementation of Action Plans• Other people in the community who are interested in assisting with economic
development should be identified and contacted to take part in the action plansas required.
• The chairperson assigned to each action plan committee should be responsiblefor a work plan and ensuring the team meets its goals and objectives.
• The chairperson may wish to hold monthly committee meetings to receiveupdates and address any issues or concerns.
Step 14Monitoring the Progress of the Implementation Strategy
Monitoring (Tracking Progress)• The Leadership Team will monitor the progress of the committees with
assistance from the BR+E Consultant when needed.
• The Leadership Team should try to meet with the chairpersons of thecommittees on a regular basis (at least once every two months) to see how theimplementation of action plans is progressing.
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• Regularly scheduled meetings will:
• Provide an opportunity to identify issues that require assistance or to refineobjectives and implementation plans
• Provide committees with deadlines• Ensure completion of action plans
• It is important to track and report ongoing progress. Records should includedetails of project inputs (time, money, resources), activities (events, training,work projects, etc.) and the results of each activity. All committees should havea mechanism to keep others informed of their overall progress. This will helpencourage others and provide an opportunity to celebrate as soon as goals arereached.
Evaluation (Assessing Results)• The Leadership Team should work with the BR+E Consultant to develop a
plan for measuring the results of BR+E against the short-term and long-termobjectives identified in Step 3.
• The plan should include a process for collecting information to establishbenchmarks (e.g., business and economic conditions at the start of the project)with which progress and results can be compared at regular intervalsthroughout the implementation of the action plans. This will help you identifythe impact BR+E is having on the local economy and community.
Consider both quantitative (i.e.numerical) and qualitativeinformation (e.g., people's
opinions, experiences) whenassessing the progress and
results of BR+E.
• Assessing the overall results or effects of BR+E should consider bothquantitative (i.e. numerical) and qualitative information (e.g., people'sperceptions, opinions, experiences) about the project
• The evaluation should answer questions such as:
• To what extent was the BR+E initiative effective in retaining and/orexpanding business in our community?
• What changes occurred in the community as a result of BR+E? Whatfactors enabled these changes to occur?
• What objectives were not achieved? Why not?• What challenges or opportunities did the BR+E team experience in terms
of implementing the project (e.g., communications, participation, projectmanagement, etc.).
• A framework with questions to guide your evaluation is provided inAppendix 32. Regularly updating your evaluation framework during and afterthe project assists in documenting project impacts and results and keepsbusinesses and community members informed.
• For assistance in evaluating your BR+E project, refer to the BR+E EvaluationGuidelines included in the BR+E Tool Kit.
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Step 15Followup Public Meetings
A Public Meeting should beheld a year following the
implementation of BR+E toreport the results of action
plans.
A Public Meeting should be held a year following the implementation of BR+Eto report the results of action plans that were developed in Step 12. Additionalmeetings should be held later to report on further progress towards identifiedgoals and to describe unexpected benefits.
Suggested Agenda Items• Report on BR+E results as measured against benchmarks and goals to answer
these questions: Did it make a difference? What difference did it make? Note:Be prepared to show concrete evidence that certain results were achieved andbe prepared to explain why certain results were not achieved or why changeswere made to local objectives and action plans.
• Discuss “next steps” such as developing and implementing additional actionsor doing another BR+E survey (possibly with another sector).
Report on BR+E results asmeasured against benchmarks
and goals to answer thequestions:
Did it make a difference?What difference did it make?
• Reinforce that BR+E is an ongoing process for community economicdevelopment.
• Determine the need for future meeting to share results.
Future BR+E ProjectsA business retention and expansion project should be seen as one key componentof a community’s overall economic development strategy. A community shouldconsider implementing a BR+E project on a regular basis.
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BR+E RESOURCES
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BR+E Volunteer Requirements Appendix 1
These estimates of time commitment are for the first three stages of the BR+Eprocess:
• Project Planning and Business Visits
• Immediate Followup
• Data Analysis and Recommendations
It is expected that most of these individuals will also be involved in Stage 4:Implementation; however, the time commitments are less predictable and willvary widely depending on the types of projects initiated and the individualinvolvement.
The first three stages of the BR+E process are carried out over a time period of4–9 months with the last stage being carried out over a longer time perioddepending on the short-term and long-term actions planned.
* Note: The participant number estimates represent an overlap of someindividuals. There is an expectation that most of the Task Force members willalso serve as Volunteer Visitors.
Estimated Time Commitments for BR+E Volunteers
ParticipantsNumber of Participants*per Project
Time Commitment# of Hours per person
Overall Co-ordinator 1 100+
Other Leadership Team Members 4 45
Task Force Members 15–30 20–30
Volunteer Visitors 30–60 6–10
Business Owners 30–100 1–1¼
BR+E Consultant 1 10–100
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BR+E Financial Costs Appendix 2
Experience has shown that these costs could range from $4,000 to $6,000.
Additional expenses as negotiated• BR+E Consultant fees and expenses (rates vary widely, check for rates in your
area). The certified Consultants employed by public sector agencies may notcharge fees.
• Honoraria for volunteer co-ordinators (consider what is common in yourcommunity for this type of volunteering).
BR+E Administrative CostsItem Amount
Office supplies $200
Office space and equipment rental e.g., computer (for 6 months) $2,400
Postage, photocopying, telephone, etc. $1,000
Hall/room rental and refreshments for meetings, Task Force Retreat and Public Meeting $900
Total $4,500
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Community-readiness Checklist Appendix 3
Is Your Community Ready for a Business Retention andExpansion Project?BR+E is a community-based, volunteer-driven economic development tool toencourage growth and stability of local business. BR+E works to improve thecompetitiveness of local businesses by evaluating and addressing their broader needsand concerns. This is crucial to the sustained viability of communities since businessesthat stay competitive are more likely to remain and expand in their community.
Business Retention and Expansion (BR+E) projects are working and becomingvery popular in communities throughout North America. Communities arerecognizing the need to focus on business as a key element in the health andprosperity of the community. Understanding and acting on the issues to helpkeep existing businesses, and removing barriers to their expansion, is key tobuilding a more vibrant community overall.
Is your community ready for a BR+E effort? Even when the need for a project isobvious, its success will depend on the strength of the “human resources” in yourcommunity. People get things done; not plans, not processes, and not technology.
Consider the following to determine the strength of your community’s humanresources, its interactions, and its networks:
• Leaders• Citizen involvement• Community support and volunteerism• Organizations working together• Community-based planning• Community communications
The following worksheet is a Community-readiness Checklist to help you assessthe status of the human resources in your community. The section that follows willhelp you to understand why each question is being asked and why it is important.
As you answer these questions, your level of satisfaction with the current situationwill become evident. Write out your responses to better express your concerns.
One of three conclusions will emerge from the discussions:
1. High satisfaction with the existing human resources — proceed with BR+E
2. Medium satisfaction — could proceed but should work on filling the gapsidentified
3. Low satisfaction — delay starting a BR+E project; instead, work on filling thegaps identified in the worksheet
Of course, even with low to medium satisfaction with the existing humanresources and networks, you could proceed with a BR+E project. With strongcommitment, passion and energy, all barriers can be overcome.
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Community-readiness Checklist — 20 Questions Level ofsatisfaction
Leaders
1. Are there people in the community who are visionaries, action-oriented, and could be recruited toserve on a project-leadership team?
2. Are there a number of people with skills to lead economic development plans and projects tocompletion?
3. Is there an existing organization with a primary focus on economic development?
4. Is there an organization in the community that will take a lead role and provide support to the project?
Citizen Involvement
5. Are many community members involved in developing the community economy?
6. Are citizens currently involved in organizing and running projects in the community?
7. Are a variety of people from different walks of life currently involved in community economic projects?
Community Support and Volunteerism
8. Is there a strong volunteer force in the community, capable of sustaining a complex project over anextended period of time?
9. Is there active municipal support for economic development?
10. Is there active support of economic-development activities from a range of community organizations?
Organizations Working Together
11. Have there been successful community projects that involved community groups coming together for acommon goal?
12. Does your community have economic relationships with other communities and developmentinstitutions?
13. Is the general quality of relationships among people and organizations in the community healthy?
Community-Based Planning
14. Does the community have a current, comprehensive economic strategy with an action plan?
15. Does the community have an overall vision of what it wants to be like in the future?
16. Is the community taking actions to influence its future?
17. Is economic development activity in the community well-organized and managed?
Community Communications
18. Do community members know and understand the vision and the plan?
19. Is there regular communication among community groups to inform and involve each other?
20. Do the leaders communicate progress to community organizations, volunteers, and citizens?
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Community-readiness Checklist—20 Questions
Why Are These Important?Each of the questions in the preceding chart will lead to discussion concerningsatisfaction with the current status of the social infrastructure and readiness of thecommunity to start up a community-based BR+E project. Each question ishighlighted below, with a brief explanation of its importance. As each question isdiscussed, a level of overall satisfaction with the community situation will emerge.
1. Are there people in the community who are visionaries, action-oriented, and could be recruited to serve on aproject-leadership team?
“Ask a busy person and the job will be done!” This well-known saying impliesthat someone with a full plate is often well organized and manages his or hertime and efforts well. Community members who are not only visionaries butalso get things done are the people you should approach to be involved in aBR+E project.
If the community lacks these people, it may be difficult to gather support fora BR+E project.
2. Are there a number of people with skills to lead economic development plans and projects to completion?
The ability to manage projects is critical to the overall success of the BR+Eproject. All the skills of project management are required: planning and design;implementation and evaluation; and delegation and strong interpersonal skills.
3. Is there an existing organization with a primary focus on economic development?
An existing organization is a potential source of leadership for the project. It isprudent to involve this organization in the project to make sure that the effortsaren’t contrary to or duplicating others’ work.
Another reason to discuss this question is to understand the power structures andrelationships in the community. You’ll need to determine if a particularorganization that might be considered as the most appropriate (because of itsmandate or its name) in fact has the credibility within the community to take thatrole. Will the community accept the lead role of this organization?
4. Is there an organization in the community that will take a lead role and provide support to the project?
The preference in most cases would be to have an organization with aneconomic-development mandate take a lead role. If there is no organization witha focus on economic development, there may be another organization that isinterested in improving the business climate for a healthier community overall.
No matter which organization takes the lead role, a key element is its credibilityin the community, particularly in the eyes of the business people there.
In addition, the organization must bring commitment, energy, and enthusiasm tothe lead role, along with resources — time and people.
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5. Are many community members involved in developing the community economy?
The BR+E project is community-based. Having citizen volunteers visitbusinesses in the community, analyze the results, and develop approaches to assistin removing barriers to retention and/or expansion, is most effective because ofthe overall ownership and commitment to the effort.
If many community members are already involved in other projects, assume thatanother community-based economic development project will work. You will wantto tap that network of community members, looking for potential resources (moneyand people), and the lessons learned from previous experience in those projects.
6. Are citizens currently involved in organizing and running projects in the community?
If citizens are involved, contact them to learn about the most effective processes,the power structures, key contributors, potential barriers, and influencers in thecommunity.
If the amount of citizen involvement is not significant at the present time, identifythe reasons and prepare to spend more time and effort starting a community-based BR+E project.
7. Are a variety of people from different walks of life currently involved in community economic projects?
According to community economic-development principles, the people who willbe impacted by the policy being developed or the project being delivered must beinvolved in the process of planning and implementing it. For example, if peoplefrom different backgrounds, age groups, education levels, gender, location,economic status, cultures, etc. will be impacted by the BR+E project, they need tobe involved in the Leadership Team, the Task Force, and the business visitations.
If people from different walks of life are not currently being involved in communityeconomic projects, spend time convincing others that their input is critical.
8. Is there a strong volunteer force in the community, capable of sustaining a complex project over an extended periodof time?
The BR+E project relies on volunteers. If the community already has a strongvolunteer ethic, the project will have a higher potential for success. If it doesn’t,and the BR+E project is to proceed, the organizing team may have to spendconsiderable time and effort in recruiting people to help with the planning,business visits, and followup.
If the volunteer force is strong in the community, there may be establishedexpectations as to how to manage volunteers. Good job descriptions, recruiting andtraining processes, and recognition (celebration of achievement) activities are criticalto a successful volunteer program and will be expected by experienced volunteers.
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9. Is there active municipal support for economic development?
The municipal staff and elected officials are often the most significant influencersof projects and policies in the community. It is important to get their support sothat potential barriers can be avoided, and credibility of the project can bedeveloped in the eyes of the business community.
In addition, the municipality may be able to provide resources to the effort andcertainly will be key to any followup activities involving local policy, regulation,infrastructure improvements, etc.
10. Is there active support of economic development activities from a range of community organizations?
If you have many community organizations currently involved in economicdevelopment activities, the BR+E project will receive the support and overallcommunity commitment it needs. Community organizations are the sources ofleadership, volunteers, resources, and expertise to make the project a success inyour community.
11. Have there been successful community projects that involved community groups coming together for a common goal?
Collaboration among organizations is critical to the success of the BR+E project.If a number of organizations come together and lend their support to the project,businesses and the community overall will see the effort as credible andworthwhile.
In addition, the more organizations that become involved in the project, themore experience, resources, and influence the project will have in improving thecommunity’s business outlook. A history of successful collaboration in thecommunity increases the potential for success of the BR+E project significantly.
12. Does your community have economic relationships with other communities and development institutions?
BR+E is more than just a business-visitation program. It is meant to result inactions that will ultimately improve the business climate and help retain existingbusinesses or help others to expand. It may be necessary to involve othercommunities in the solutions that come out of your BR+E process (e.g.,infrastructure improvements).
If a relationship with other institutions involved in funding, education, orproviding a service to the business community already exists, it may beadvantageous to involve those institutions in developing BR+E solutions.
13. Is the general quality of relationships among people and organizations in the community healthy?
If people and organizations in the community are getting along, the potential forco-operation, collaboration, and eventual success of the project is increased.
If there appears to be a constant struggle among organizations or people in thecommunity, and you see little or no progress in supporting common goals andprojects, a BR+E project may experience similar barriers.
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14. Does the community have a current, comprehensive economic strategy with an action plan?
If a plan exists, it may contain a strategy to retain or expand existing businesses. Ifso, the plan can be used to support the proposal to have a BR+E project in thecommunity. You may wish to take a copy of the economic strategy with youwhen you talk with the municipality, other organizations, and business leaders.
If an economic plan does not exist, there may not be support for economicdevelopment. The need for a new project to improve the business climate maynot be well understood, so more effort may be needed to sell the concept tocommunity members.
15. Does the community have an overall vision of what it wants to be like in the future?
As in question 14, having a community vision that includes a strong, vibrantbusiness sector would be a compelling argument to support a BR+E project. Theabsence of statements about the business community in the existing vision may beevidence of little support for business. In this case, it may be difficult to start aproject that is attempting to improve that area of the economy.
If there is no overall community vision, the community may not be organizedenough to plan and act. More effort may be required to gain support for aparticular project that focuses on the business community, perhaps becausepriorities and long-term goals are not well known or understood.
16. Is the community taking actions to influence its future?
If the community is already mobilized to influence its future, the key stakeholdersand influencers in those activities must become involved in a proposal for aBR+E project. They may have larger strategies that fit with a new project, orthey may already have plans for something similar. Or they may have contrarypriorities or concerns about the timing of a new project. In any case, consultingwith them and involving them in the BR+E project will enhance the project andits likelihood of success.
17. Is economic development activity in the community well organized and managed?
Answering this question will lead you to better understand who is involved ineconomic development activities, which organizations might have an interest in aBR+E project, and how the project should be carried out. If the economic-development processes in the community are already well established, a newproject should try to fit in with those methods, ground rules, and frameworksrather than possibly going against them.
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18. Do community members know and understand the vision and the plan?
If the plan is well known, and talked about in the media, among organizations,within the municipality and institutions, the proposal to start a BR+E project willbe received with greater understanding. Community members will recognize itssignificance to the overall plan and its impact on the local economy.
The amount of communication about the plan and the future of the communityis a measure of the amount of support and commitment to growth and progressthat is in the community.
19. Is there regular communication among community groups to inform and involve each other?
If organizations regularly discuss issues, projects, and common goals, and involveeach other in community programs, an overall positive attitude towardscollaboration exists in the community.
Organizations that do not communicate probably don’t collaborate oncommunity projects, and may, in fact, compete in their efforts. BR+E relies on acollaborative effort to be successful, and it cannot afford to compete with otherorganizations and their projects or programs.
20. Do the leaders communicate progress to community organizations, volunteers, and citizens?
If the community has a history of regular reports on community projects, it willbe easier to continue this process during a BR+E process. BR+E is a long-termand complex project that requires ongoing commitment, ownership, andenthusiasm within the community. Regular reports will show communitymembers that the effort and investment is worthwhile, and their support will beeasier to maintain.
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Trained and Certified BR+E Consultants in Ontario Appendix 4
The following individuals attended BR+E Ontario Training Sessions in Marchand April, 2000. They then completed the Business Retention and ExpansionInternational (BREI) consultant certification process between March and June ofthe same year.
This is an information listing only. Contact information is based on registrationinformation and e-mail correspondence provided by the individuals prior toSeptember 29, 2000. There is no guarantee of the availability of the BREI-certified consultant or the fee that he or she may charge.
Central and Southern Ontario
ArvaKloppenburg, MarnieP.O. Box 153Arva, ON N0M 1C0 (home)phone:519-667-9698 (home)e-mail: [email protected]
BarrieChristiansen, CharlyActing Advisor, Ministry of Training,Colleges and UniversitiesWorkplace Support Services Branch,Business Training and Adjustment Services35 Simcoe StreetBarrie, ON L4N 6T4phone: 705-735-2886fax: 705-737-5684e-mail: [email protected]
ChathamBurgess, BarbaraEconomic Development Consultant,Ontario Ministry of Agriculture, Food andRural Affairs445 Grand Avenue West, Box 726Chatham, ON N7M 5L8phone: 519-380-9995fax: 519-351-7852e-mail: [email protected]
ChathamCollier, GaryEMG Coordinator, Chatham/Kent Businessand Community Development Corporation111 Heritage Road Suite 202P.O. Box 681Chatham, ON N7M 5K8phone: 519-354-9424fax: 519-354-5004e-mail: [email protected]
FergusBrusse, LisaCommunity Access Program RegionalSpecialist, Ontario Ministry of Agriculture,Food and Rural AffairsWellington Place, RR 1Fergus, ON N1M 2W3phone: 519-846-3403fax: 519-846-8178e-mail: [email protected]
GuelphBall, Brita671 Edinburgh Road SouthGuelph, ON N1G 4H6phone: 519-823-4452
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GuelphBartolic, CathyManager, Training Delivery andInnovations, Ontario Agricultural TrainingInstitute450 Speedvale Ave. W. Suite 202,Guelph, ON, N1H 7Y6phone: 519-763-3160fax: 519-763-9585e-mail: [email protected]
GuelphBusuttil, LindaDirector, Waterloo-Wellington Training &Adjustment Board302 College Ave. W., Unit 22Guelph, ON N1G 4T6phone: 519-837-9592fax: 519-837-0766e-mail: [email protected]
GuelphCunningham, R. JaneBR+E Program Consultant, Ontario Ministryof Agriculture, Food and Rural Affairs3rd Floor South Tower, 1 Stone Road WestGuelph, ON N1G 4Y2phone: 519-826-3954fax: 519-826-3259e-mail: [email protected]
GuelphFlaming, HaroldCommunity Economic Development,Ontario Ministry of Agriculture, Food andRural Affairs1 Stone Road WestGuelph, ON N1G 4Y2phone: 519-826-3278fax: 613-826-3259e-mail: [email protected]
GuelphKilburn, JanineEconomic Development Consultant,Ontario Ministry of Agriculture, Food andRural Affairs1 Stone Road WestGuelph, ON N1G 4Y2phone: 519-826-3137fax: 519-826-3259e-mail: [email protected]
GuelphRagetlie, NormanMunicipal Economic Development, OntarioMinistry of Agriculture, Food and RuralAffairs1 Stone Road WestGuelph, ON N1G 4Y2phone: 519-826-3116fax: 519-826-3259e-mail: [email protected]
GuelphWasteneys, ClareCommunity Economic Analysis Lead,Ontario Ministry of Agriculture, Food andRural Affairs1 Stone Road WestGuelph, ON N1G 4Y2phone: 519-826-3157fax:519-826-3259e-mail: [email protected]
HamiltonThompson, BillAdvisor, Adjustment Advisory Program,Ministry of Training Colleges andUniversities119 King Street West, 5th FloorHamilton, ON L8P 4Y7phone: 905-521-7583fax: 905-521-7180
KincardineCunningham, LauriManager, Bruce Community DevelopmentCorporation.281 Durham StreetKincardine, ON N2Z 2Y7phone: 519-396-8141fax: 519-396-8346e-mail: [email protected]
KincardineFisher, BarbChair, Bruce Community DevelopmentCorp.402 Highland DriveKincardine, ON N2Z 1X7phone: 519-396-2936fax: 519-396-3001e-mail: [email protected]
LindsayCoward, JudyEconomic Development Consultant,Ontario Ministry of Agriculture, Food andRural Affairs322 Kent Street WestLindsay, ON K9V 2Z9phone: 705-324-6125fax: 705-324-1638e-mail: [email protected]
LindsaySimpson, KathyClient Account Officer, Ontario Ministry ofAgriculture, Food and Rural Affairs322 Kent Street WestLindsay, ON K9V 2Z9phone: 705-324-6127fax: 705-324-1638e-mail: [email protected]
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LondonClark, ValerieRegional Information Coordinator, OntarioMinistry of Agriculture, Food and RuralAffairs667 Exeter RoadLondon, ON N6E 1L3phone: 519-873-4086fax: 519-873-4062e-mail: [email protected]
Mariposa TownshipSherk, LanceChairperson, Mariposa EconomicDevelopment and Business Associationphone: 705-953-9687fax: 705-953-9787e-mail: [email protected]
Mount ForestDraper, H. MarshallMarshall Services120 Colcleugh AvenueMount Forest, ON N0G 2L1phone: 519-323-9963fax: 519-323-9023e-mail: [email protected]
MunceyBrownlee, BradBusiness Consultant, TecumsehDevelopment Corp.R.R. #1Muncey, On N0L 1Y0phone: 519-289-2122fax: 519-289-5550e-mail: [email protected]
NewmarketMortson, KimManaging Director, Creative CommunityVentures465 Davis Drive, Suite 122Newmarket, ON L3Y 2P1phone: 905-953-8226fax: 905-953-1435e-mail: [email protected]
Owen SoundBrine, CherylEconomic Development Consultant,Ontario Ministry of Agriculture, Food andRural Affairs163 - 8th Street EastOwen Sound, ON N4K 1K9phone: 519-371-4717fax: 519-e-mail: [email protected]
Port ElginRoote, JillBusiness Consultant, Saugeen Shores Self-Help Office515 Goderich StreetPort Elgin, ON N0H 2C4phone: 519-832-2008fax: 519-832-2140e-mail: [email protected]
SimcoeBell, FranCommunity Development Officer, SimcoeCommunity Development Corporation65 Queensway EastSimcoe, ON N3Y 4M5phone: 519-429-3334fax: 519-428-2230e-mail: [email protected]
TorontoKulczycki, SusanConsultant, Ministry of Training, Collegesand Universities23rd Floor, Mowat Block, 900 Bay StreetToronto, ON M7A 1L2phone: 416-326-5402fax: 416-326-5911e-mail: [email protected]
UxbridgeSvelnis, IngridDirector, Parks, Recreation and Culture,Township of Uxbridge51 Toronto StreetUxbridge, ON L9P 1T1phone: 905-852-9181fax: 905-852-9674e-mail: [email protected]
WalkertonLambdin, VirginiaAdministrator, BGHPGT Training Board200 McNab StreetWalkerton, ON N0G 2V0phone: 519-881-2725fax: 519-881-3661e-mail: [email protected]
WoodstockRoss, NancyEconomic Development Consultant,Ontario Ministry of Agriculture, Food andRural AffairsHwy. 57, Box 666Woodstock, ON N4S 7Z5phone: 519-537-2656fax: 519-537-5351e-mail: [email protected]
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Eastern Ontario
AlmonteLloyd, StacieEconomic Development Officer,Town of Mississippi MillsBox 400Almonte, ON K8A 1A0phone: 613-256-2064fax: 613-256-4887e-mail: [email protected]
ArnpriorMcLean, SusanChief Administrative Officer, Town ofArnprior105 Elgin StreetArnprior, ON K7S 3H4phone: 613-623-4231fax: 613-623-8091e-mail: [email protected]
BellevilleO'Neill, BonnieEconomic Development Consultant,Ontario Ministry of Agriculture, Food andRural Affairs284 B Wallbridge/Loyalist RoadP.O. Box 610Belleville, Ontario K8N 5B3phone: 613-962-2655fax:613-961-7998e-mail: [email protected]
CasselmanParent, Pat (bilingual)Economic Development Consultant,Ontario Ministry of Agriculture, Food andRural Affairs958-B Route 500 WestCasselman, ON K0A 1M0phone: 613-764-0495fax: 613-764-0347e-mail: [email protected]
Deep RiverWalden, JohnPlanning and Development Director, Townof Deep River100 Deep River RoadDeep River, ON K0J 1P0phone: 613-584-2000fax: 613-584-3237e-mail: [email protected]
KinburnSullivan, Jean3155 Panmure Road, R.R. 2Kinburn, ON K0A 2H0phone: 613-839-1758fax: 613-839-0822e-mail: [email protected]
MallorytownMaskell, JohnEconomic Developers Council of Ontario90 Kerry Point RoadR.R. #2Mallorytown, ON K0E 1R0phone: 613-923-1337fax: 613-923-1338e-mail: [email protected]
NapaneeBlais, PaulManager, Economic Development, Countyof Lennox and Addington97 Thomas Street East, P.O. Box 1000Napanee, ON K7R [email protected]
NepeanMcSweeney, Eric69 Townsend DriveNepean, ON K2J [email protected]
PembrokeEllis, SusanEconomic Development Officer, City ofPembroke1 Pembroke Street EastPembroke, ON K8A 6X3phone: 613-735-6821fax: 613-735-3660e-mail: [email protected]
PembrokeHutton, JimEconomic Development Officer, OttawaValley Economic Development DepartmentCounty of RenfrewPembroke, ON K8H 1R1phone: 613-735-0091fax: 613-735-2492e-mail: [email protected]
PembrokeLapierre, TerryEconomic Development Officer, County ofRenfrew9 International DrivePembroke, ON K8A 6W5phone: 613-735-0091fax: 613-735-2492e-mail: [email protected]
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PeterboroughPinkney, JeffBusiness Development Consultant, Ministryof Economic Development and Trade300 Water Street, 2nd Floor, South TowerPeterborough, ON K9J 8M5phone: 705-755-5984fax: 705-755-2631e-mail: [email protected]
Port HopeMann, GabyEconomic Development Officer, Town ofPort HopeP.O. Box 117Port Hope, ON L1A 3V9phone: 905-885-4544fax: 905-885-7698e-mail: [email protected]
OttawaDe Laat, PaulMinistry of Training Colleges andUniversities1355 Bank StreetOttawa, ON K1H 8K7phone: 613-731-7100, Ext. 235fax: 613-731-4160e-mail: [email protected]
OttawaNubel, JimManager, Government Energy Services,Enbridge Consumers Gas400 Coventry RoadOttawa, ON K1A 2C7phone: 613-748-6792fax: 613-741-2378e-mail: [email protected]
TrentonHenderson, JoAnne20 Anna CourtTrenton, ON K8V 5Y4phone: 613-392-3839
Northern Ontario
AtikokanMorelli, FrancescoNorthern Development Officer, Ministry ofNorthern Development and Mines108 Saturn Avenue, Box 940Atikokan, ON P0T 1C0phone: 807-597-2702fax: 807-597-6185e-mail: [email protected]
DrydenWalkey, JenniferBusiness Analyst, Patricia Area CommunityEndeavours Inc.Box 668, 66 Keith Avenue, Unit 2Dryden, ON P8N 2Z3phone: 807-221-3293fax: 807-221-3294e-mail: [email protected]
Fort FrancesGillon, JaneNorthern Development Officer, Ministry ofNorthern Development and Mines922 Scott StreetFort Frances, ON P9A 1J4phone: 807-274-5320fax: 807-274-4438e-mail: [email protected]
GeraldtonLevesque, Guylene (bilingual)Northern Development Officer, Ministry ofNorthern Development and MinesP.O. Box 69Geraldton, ON P0T 1M0phone: 807-854-0267fax: 807-854-0335e-mail: [email protected]
GeraldtonTannahill, MarshallPresidentGreenstone Economic DevelopmentCorporation1409 Main Street, P.O. Box 1018Geraldton, ON P0T 1M0phone: 807-856-2273fax: 807-854-2474e-mail: [email protected]
Gore BayTaylor, EstherNorthern Development Officer, Ministry ofNorthern Development and MinesP.O. Bag 9, 35 Meredith StreetGore Bay, ON P0P 1H0phone: 705-282-2043fax: 705-282-2792e-mail: [email protected]
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HearstCoulombe, Joanne (bilingual)Northern Development Officer, Ministry ofNorthern Development and MinesC.P. 1688Hearst, ON P0L 1N0phone: 705-372-2210fax: 705-362-7011e-mail: [email protected]
Iroquois FallsChevrier-Peever, LyndaNorthern Development Officer, Ministry ofNorthern Development and Mines260 Main, Box 460Iroquois Falls, ON P0K 1G0phone: 705-232-4660fax: 705-232-6553e-mail: [email protected]
New LiskeardBarton, JenniferNorthern Development Advisor, Ministry ofNorthern Development and MinesP.O. Box 68New Liskeard, ON P0J 1P0phone: 705-647-7379fax: 705-647-7993e-mail: [email protected]
NipigonCollins, LevinaProject Coordinator, Township of Nipigon,Economic Development OfficeBox 160Nipigon, ON P0T 2J0phone: 807-887-3188fax: 807-887-3564e-mail: [email protected]
North BayCox, AngelaEconomic Development Officer, City ofNorth Bay200 McIntyre Street East, P.O. Box 360North Bay, ON P1B 8H8phone: 705-474-0400 Ext. 425fax: 705-474-4493e-mail: [email protected]
North BayPoulin, Stephan (bilingual)Consultant, Ministry of Citizenship, Cultureand Recreation477 McKeown AvenueNorth Bay, ON P1B 9S9phone: 705-494-4161fax: 705-494-4069e-mail: [email protected]
Parry SoundTaylor, LarryNorthern Development Officer, Ministry ofNorthern Development and Mines7 Bay StreetParry Sound, ON P2A 1S4phone: 705-773-4217fax: 705-746-8828e-mail: [email protected]
Red LakeRonnebeck, RandyNorthern Development OfficerBox 950Red Lake, ON P0V 2M0phone: 807-727-1352fax: 807-727-2861e-mail: randy.ronnebeck @ndm.gov.on.ca
SudburyMurdock, SharonExecutive Director, Sudbury LTAB111 Elm Street, Suite 101Sudbury, ON P3C 1T3phone: 705-675-5822fax: 705-675-5918e-mail: [email protected]
SudburySmith, Paulette (bilingual)Advisor, Adjustment Advisory Program,Ministry of Training, Colleges andUniversities450 Notre DameSudbury, ON P3C 5K8phone: 705-564-3030 Ext. 39fax: 705-564-3033e-mail: [email protected]
SudburyWood, IanCommunity Economic Development Officer,Town of Walden, Sudbury RegionalDevelopment CorporationTom Davies Square, 200 Brady StreetSudbury, ON P3E 5K3phone: 705-692-4990fax: 705-692-3225e-mail: [email protected]
Terrace BayLong-Irwin, MaryGeneral Manager, Superior North CDC17 Mill Road, P.O. Box 716Terrace Bay, ON P0T 2W0phone: 807-825-4505fax: 807-825-9664e-mail: [email protected]
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ThessalonTrivers, DavidAgriculture and Rural Representative,Ontario Ministry of Agriculture, Food andRural AffairsP.O. Box 6, 254 Water StreetThessalon, ON P0R 1L0 (home)phone: 705-842-0831 (home)phone: 1-800-461-6132 (Verner OMAFRA)e-mail:[email protected]
Thunder BayWilson, HaroldExecutive Director, Northwestern OntarioDevelopment NetworkSuite 202, 200 Syndicate Avenue SouthThunder Bay, ON P7E 1C9phone: 807-623-4668fax: 807-623-3570e-mail: [email protected]
TimminsKeast, KathyIndustrial Development Officer, TimminsEconomic Development Corporation54 Spruce Street SouthTimmins, ON P4N 2M5phone: 705-360-8480fax: 705-360-1394e-mail: [email protected]
TimminsLe Clerc, RichardBusiness Development Manager, Timminsand District Community Futures Corp.Suite 134, 38 Pine Street NOTimmins, ON P4N 6K6phone: 705-360-5800fax: 705-360-5656e-mail: [email protected]
TimminsSt. Amour, Cheryl (bilingual)Industrial Development Officer, TimminsEconomic Development Corp.54 Spruce StreetTimmins, ON P4N 2M5phone: 705-360-8474fax: 705-360-1394e-mail: [email protected]
WawaGleeson, Christopher (bilingual)Northern Development Officer, Ministry ofNorthern Development and MinesHwy. 101, P.O. Box 1370Wawa, ON P0S 1K0phone: 705-856-9516fax: 705-856-7511e-mail: [email protected]
WawaHoffren, JohnCommunity Development Officer, SuperiorEast CDCBox 500, 40 Broadway AvenueWawa, ON P0S 1K0phone: 705-856-2244fax: 705-856-2120e-mail: [email protected]
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Leadership Team and Task Force Members Appendix 5
Position Name Phone Number Fax Number Email addressLeadership Team
Overall Co-ordinator
Visitation Co-ordinator
Red-flag and ResourceCo-ordinator
Media Co-ordinator
Survey and Data AnalysisCo-ordinator
BR+E Consultant
Task Force
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BR+E Work Plan Appendix 6
BR+E Area: Date:
BR+E Community: Date:
Overall Co-ordinator: Phone:
BR+E Consultant: Phone:
Organizational Phase Who Will Do This? When Will This Be Done?
Meet with BR+E Consultant
Assess community readiness
Hold stakeholder meeting
Recruit Leadership Team
Recruit Task Force
Obtain sponsor(s)
Secure endorsements
Arrange publicity/specify: introducing BR+E
Preparation Who Will Do This? When Will This Be Done?
Organize Task Force meeting (orientation,training)
Establish overall scope of project(objectives/design/policies)
Develop Work Plan(including plan for monitoring and evaluation)
Establish Resource Network
Gather and organize business resources(e.g., fact sheets)
Develop local questions for survey
Select businesses
Assign identification numbers to businesses
Conduct practice visits (Leadership Team)
Publicize BR+E project
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Volunteer Recruitment andTraining Who Will Do This? When Will This Be Done?
Contact BR+E Consultant
Determine number of Volunteer Visitors needed
Select Volunteer Visitors
Schedule Training Session(s)(place, date, and time)
Notify Volunteer Visitors of training
Divide volunteers into teams of two
Assign teams to businesses
Send letters and surveys to businesses
Conduct volunteer training
Ensure BR+E confidentiality contracts signed
Reassign Volunteer Visitors if necessary(e.g., unable to attend training, businessrequests change)
Publicize news of BR+E project
Conducting the Interviews Who Will Do This? When Will This Be Done?
Set tentative completion date for return of allsurveys:
Date: ______________________
Check volunteers’ progress
Reassign uncompleted surveys by:
Date: ______________________
Send letters of appreciation to volunteers
Arrange publicity: news of business visits
Followup Who Will Do This? When Will This Be Done?
Followup on urgent business concerns
Hold Task Force meeting
Send letters of appreciation and information tobusinesses
Record followup actions
Arrange publicity: success stories and plannedactivities
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Data Analysis andRecommendations Who Will Do This? When Will This Be Done?
Contact Consultant
Recruit and train volunteers to enter data
Monitor data entry
Prepare preliminary report
Arrange Task Force Retreat
Review survey results and identify major issues
Develop recommendations to meet needs/resolve issues
Prioritize recommendations (nominal groupprocess)
Prepare Final Report
Public Meeting Who Will Do This? When Will This Be Done?
Arrange Public Meeting
Speakers at Meeting
• Introduction/History
• Survey Results
• Recommendations
Arrange publicity
• Before meeting
• After meeting
Implementation Who Will Do This? When Will This Be Done?
Establish Action Plan committees
Action One __________________
Action Two __________________
Action Three _________________
Action Four __________________
Monitor Progress of actions/projects
Co-ordinate quarterly Task Force Meetings
Assess (evaluate) BR+E results/impact
Arrange followup Public Meetings
Publicize BR+E activities, successes
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Overall Co-ordinator Job Description Appendix 7a
Job Title • Overall Co-ordinator
Purpose • To co-ordinate the overall BR+E project and ensure it is designed, planned,organized, and carried through to implementation and evaluation of localaction plans
Specific Tasks, Duties,and Responsibilities
• Primary contact for BR+E, and possibly the spokesperson• Dedicated to BR+E, with sufficient time to manage and implement activities• Organize recruitment of Task Force members• Co-ordinate the Leadership Team and act as meeting chair• Co-ordinate the design planning of the project• Assist with recruitment of Volunteer Visitors• Assist with “red-flag” followup• Participate in Task Force Retreat• Host initial Public Meeting• Co-ordinate presentation of survey findings and recommendations at initial
Public Meeting• Supervise the preparation of the Final Report• Measure results of the BR+E project against short- and long-term objectives• Ensure documentation of project results• Monitor action plans and implementation strategy• Followup after stage 4 of the BR+E process (e.g., quarterly meetings)• Consider involvement in implementing action plans• Participate in followup Public Meetings• Sign confidentiality contract• Maintain confidentiality• Help other team members
Results Expected • Overall progress of project will be regularly monitored/tracked• Local action plans will be implemented in response to survey findings• Evaluation will occur to determine the extent to which actions/projects are
achieving desired objectives and to reflect on the reasons for success and/orlack of success
Qualifications and SkillsRequired
• Experience in co-ordinating community projects is desirable• Skills in planning, organizing, designing, implementing, and evaluating• Management skills (running meetings, involving people, planning effective
projects)• Strong communication skills• Conflict-resolution skills• Professionalism, representing the community for the BR+E project• Able to respect and exercise confidentiality• Experience in community economic development an asset
Training Required • Complete one or two practice business visits• Participate in BR+E training (orientation)
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Time Commitment • 100+ hours over 9–12 months• additional hours required during the implementation phase
Relationships andReporting
• Primary contact with the BR+E Consultant• Chair of Leadership Team• Member of Leadership Team and Task Force
Benefits and Rewards • Be involved in a highly successful project• Visibility in business community• Increased knowledge and understanding of businesses in community• Opportunity to make a difference to local economy• Participating in a project that will promote business development and job
creation• Opportunity to meet and work with different people• Identify partners for new projects
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Visitation Co-ordinator Job Description Appendix 7b
Job Title • Visitation Co-ordinator
Purpose • To co-ordinate the recruitment and training of Volunteer Visitors and toarrange for the business visits so that BR+E surveys can be completed
Specific Tasks, Duties,and Responsibilities
• Identify and recruit Volunteer Visitors• Identify and communicate with businesses to be visited• Co-ordinate practice business visits for Leadership Team members• Send introductory letters and BR+E surveys to businesses• Ensure that Volunteer Visitors divided into teams of two and assigned to visit
businesses• Co-ordinate and host Volunteer Visitor training• Ensure confidentiality contracts are signed by all volunteers working on the
project• Track progress of businesses visits and reschedule as required• Co-ordinate with Red-flag and Resource Co-ordinator to mail thank-you
letters to businesses with appropriate followup information and resources• Mail thank-you notes to volunteers• Assist with recruitment of Task Force members• Assist with “red-flag” followup• Participate in Task Force Retreat• Participate at Public Meetings• Consider involvement in implementing action plans• Sign confidentiality contract• Maintain confidentiality• Help other team members
Results Expected • Sufficient number of volunteers recruited and properly trained to conductvisits
• Volunteer Visitors complete interviews with businesses within a three-weektime frame
• Adequate number of appropriate businesses will be surveyed• All businesses and Volunteer Visitors thanked for their participation
Qualifications and SkillsRequired
• Ideally, a respected, known business leader/representative in the community• Volunteer management skills• Organizational skills• Communication skills• Recruitment skills• Professionalism, representing the community for the BR+E project• Able to respect and exercise confidentiality• Team player
Training Required • Complete one or two practice business visits• Participate in BR+E training (orientation)
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Time Commitment • 45 hours over 6–9 months• Additional time if involved in implementation
Relationships andReporting
• Report to Overall Co-ordinator• Member of Leadership Team• Member of Task Force
Benefits and Rewards • Be involved in a highly successful project• Visibility in business community• Increased knowledge and understanding of businesses in community• Opportunity to make a difference to local economy• Participating in a project that will promote business development and job
creation• Opportunity to meet and work with different people• Identify partners for new projects
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Red-flag and Resource Co-ordinator Job Description Appendix 7c
Job Title • Red-flag and Resource Co-ordinator
Purpose • To co-ordinate a quick response to any identified “red-flag” issue so thatimmediate business concerns are addressed and to co-ordinate the followup onall requests for additional information and resources
Specific Tasks, Duties,and Responsibilities
• Take lead role in establishing a Resource Network• Prepare and gather fact sheets about local programs and resources for businesses• Prepare and gather information to promptly assist businesses with “red-flag”
issues• Accept or ensure someone is assigned to accept completed surveys from
Volunteer Visitors• Ensure immediate followup on “red-flag” issues• Organize the “red-flag” review by the Task Force• Assign a Task Force member to handle each immediate business concern• Co-ordinate with Visitation Co-ordinator to mail thank-you letters to
businesses with appropriate followup information and resources• Assist with recruitment of Task Force members and Volunteer Visitors• Participate in Task Force Retreat• Participate at Public Meetings• Consider involvement in implementing action plans• Sign confidentiality contract• Maintain confidentiality• Help other team members
Results Expected • Immediate response to “red-flag” issues of businesses• Provide requested information and resources to businesses in a timely fashion
Qualifications and SkillsRequired
• Organizational skills• Ability to delegate responsibility• Able to meet deadlines• Familiarity with economic and business resources in the community• Contacts with key business resources in the community (public and private)• Professionalism, representing the community for the BR+E project• Able to respect and exercise confidentiality• Team player
Training Required • Complete one or two practice business visits• Participate in BR+E training (orientation)
Time Commitment • 45 hours over 6–9 months• Additional time if involved in implementation
Relationships andReporting
• Reporting to Overall Co-ordinator• Member of Leadership Team• Member of Task Force
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Benefits and Rewards • Be involved in a highly successful project• Visibility in business community• Increased knowledge and understanding of businesses in community• Opportunity to make a difference to local economy• Participating in a project that will promote business development and job
creation• Opportunity to meet and work with different people• Identify partners for new projects
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Media Co-ordinator Job Description Appendix 7d
Job Title • Media Co-ordinator
Purpose • To ensure media coverage of the BR+E project, which will result in greatercommunity awareness and commitment to the project
Specific Tasks, Duties,and Responsibilities
• Establish contacts with the media• Prepare background information sheets to provide quick responses for basic
inquires about BR+E and local implementation• Ensure media coverage to introduce BR+E to the community• Prepare news releases for media as activities progress• Document and communicate project results to the media and other target
groups (e.g., municipal representatives, other communities, etc.)• Ensure media coverage of Public Meetings before and after events• Assist with recruitment of Task Force members and Volunteer Visitors• Assist with “red-flag” followup• Participate in Task Force Retreat• Participate at Public Meetings• Consider involvement in implementing action plans• Sign confidentiality contract• Maintain confidentiality• Help other team members
Results Expected • Media and other key groups will be kept informed of BR+E progressthroughout all stages of project
• Media coverage will enhance community awareness and support for BR+Eproject
Qualifications and SkillsRequired
• Strong communication skills (writing and speaking)• Professionalism, representing the community for the BR+E project.• Able to respect and exercise confidentiality• Knowledge of media contacts in community• Possible experience in media sector• Team player
Training Required • Complete one or two practice business visits• Participate in BR+E training (orientation)
Time Commitment • Additional time if involved in implementation• 45 hours over 6–9 months
Relationships andReporting
• Reporting to Overall Co-ordinator• Member of Leadership Team• Member of Task Force
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Benefits and Rewards • Be involved in a highly successful project• Visibility in business community• Increased knowledge and understanding of businesses in community• Opportunity to make a difference to local economy• Participating in a project that will promote business development and job
creation• Opportunity to meet and work with different people• Identify partners for new projects
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Survey and Data Analysis Co-ordinator Job Description Appendix 7e
Job Title • Survey and Data Analysis Co-ordinator
Purpose • To co-ordinate data analysis of BR+E survey, which will help identify issuesand suggest strategies for retention and expansion of businesses
Specific Tasks, Duties,and Responsibilities
• Co-ordinate the survey preparation and data entry• Prepare local questions for survey (if needed) in consultation with Task Force• Recruit and ensure training of Data-entry Volunteers• Ensure Data-entry Volunteers sign confidentiality contract• ensure survey data is entered accurately and in a timely manner• Supervise preparation of preliminary report• Co-ordinate analysis of survey responses• If needed, identify Consultant to help summarize results, identify themes, and
suggest recommendations• Co-ordinate arrangements for the Task Force Retreat• Take part in the Task Force Retreat• Take lead role to ensure recommendations and action plans are developed• Work with Leadership Team to prepare Final Report for presentation at
Public Meeting• Assist with recruitment of Task Force members and Volunteer Visitors• Assist with “red-flag” followup• Participate at Public Meetings• Consider involvement in implementing action plans• Sign confidentiality contract• Maintain confidentiality• Help other team members
Results Expected • Data-entry Volunteers will be properly trained to do their jobs• Task Force members will be able to identify possible action plans based on
review of survey findings
Qualifications and SkillsRequired
• Familiarity with surveys (development and interpretation of findings)• Awareness of economic and business trends• Analytical skills• Group facilitation skills to lead Task Force in process of analyzing findings
(alternatively, an outside facilitator can assist with this)• Computer skills (e.g., knowledge of Microsoft Access for data analysis and
Microsoft PowerPoint for presentation of findings)• Professionalism, representing the community for the BR+E project• Able to respect and exercise confidentiality• Team player
Training Required • Complete one or two practice business visits• Participate in BR+E training (orientation)
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Time Commitment • 45 hours over 6–9 months• Additional time if involved in implementation
Relationships andReporting
• Reporting to Overall Co-ordinator• Member of Leadership Team• Member of Task Force
Benefits and Rewards • Be involved in a highly successful project• Visibility in business community• Increased knowledge and understanding of businesses in community• Opportunity to make a difference to local economy• Participating in a project that will promote business development and job
creation• Opportunity to meet and work with different people• Identify partners for new projects
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Task Force Member Job Description Appendix 7f
Job title • Task Force member
Purpose • To work with a broad-based team of business leaders to support the BR+Eproject and ensure its successful completion in the community
Specific Tasks, Duties,and Responsibilities
• Work with a team of 15–30 business leaders to support the BR+E project andthe Leadership Team
• Assist in setting the overall scope, objectives, design, and policies for theproject
• Assist in recruiting sufficient volunteers to conduct the project• Assist in securing written endorsements from local organizations• Participate in volunteer training and visit 2–4 businesses• Participate in meetings to handle immediate concerns of local businesses (“red-
flag” issues) and help in followup work• Review the research results• Participate in Task Force Retreat and help set priorities for short-term and
long-term action plans• Assist, as appropriate, in planning the Public Meetings• Participate in initial Public Meeting• Assist in the implementation of plans• Attend quarterly progress reporting sessions for a year after adopting priority
action plans• Sign confidentiality contract• Maintain confidentiality• Help other team members
Results Expected • BR+E project will receive broad community support• There will be a sufficient number of volunteers to respond to businesses “red
flags” and information requests• Business leaders will assist in development and implementation of action plans
Qualifications and SkillsRequired
• Basic understanding of the local economy• Broad range of experience, varies depending on community needs e.g.
representatives of local economic development committees, CommunityDevelopment Corporations, Chambers of Commerce, local government,relevant federal and provincial representatives, area utilities, communitycolleges, and other well-respected and influential community leaders
• Professionalism, representing the community for the BR+E project• Able to respect and exercise confidentiality• Team player
Training Required • Participate in BR+E training (orientation)• Participate in Volunteer Visitor training
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Time Commitment • 20–30 hours, primarily during stages two and three• Additional time may be required with involvement in the implementation
stage
Relationships andReporting
• Report to chair of Task Force• As required, may report to specific Leadership Team Member (e.g., Red-flag
and Resource Co-ordinator if assigned to follow up on a “red-flag” issue)
Benefits and Rewards • Be involved in a highly successful project• Visibility in business community• Increased knowledge and understanding of businesses in community• Opportunity to make a difference to local economy• Participating in a project that will promote business development and job
creation• Opportunity to meet and work with different people• Identify partners for new projects
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Volunteer Visitor Job Description Appendix 7g
Job Title • Volunteer Visitor
Purpose • To conduct the business visits for the BR+E project, collecting informationthat will help identify issues and suggest strategies for retention and expansionof existing businesses
Specific Tasks, Duties,and Responsibilities
• Conduct two to four interviews as assigned• Work with an interview partner to conduct interviews; one person asking the
questions (interviewer) and one person recording the responses (recorder).• Contact the businesses within one week of the training to set up an interview
appointment• Conduct the interviews within three weeks of training• Return the completed surveys to __________________________________• Participate at Public Meetings• Consider involvement in implementing action plans• Sign confidentiality contract• Maintain confidentiality
Results Expected • Within one week of training, assigned business owners/managers will becontacted to schedule interview times
• Two to four interviews will be conducted within three weeks of training• Business information will be gathered• Completed surveys will be returned by predetermined date
Qualifications and SkillsRequired
• Enthusiasm and reliability• Professionalism, representing the community for the BR+E project• Good listening and recording skills• Able to respect and exercise confidentiality• Willingness to work within project timeframe
Training Required • Mandatory attendance at a training session, which will take approximately 2–3hours
Time Commitment • Interviews will be conducted over a two-week period, probably in___________(month) of __________ (year)
• Each interview takes approximately 1–1 1/4 hours• Total time commitment of 6–10 hours, including training session
Relationships andReporting
• Report any questions/concerns/comments re: the interview process toVisitation Co-ordinator
• Promptly report any urgent business issues to the Red-flag and Resource Co-ordinator
• Information gained in the interview process is to be treated as confidential andsolely for the use of the BR+E project; this commitment will also be explainedto the interviewee
• Return the completed surveys to ______________________________
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Benefits and Rewards • Learn about local economy• Work together in the community• Achieve results• Receive recognition for volunteering at a community celebration meeting• Gain personal experience by participating in BR+E visitations• Build networks
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Data-entry Volunteer Job Description Appendix 7h
Job Title • Data-entry Volunteer
Purpose • To enter survey responses in BR+E project database, which will permitanalysis of data
Specific Tasks, Duties,and Responsibilities
• Enter data for __ surveys in BR+E Microsoft Access database• Participate at Public Meetings• Consider involvement in implementing action plans• Sign confidentiality contract• Maintain confidentiality
Results Expected • Responses from ___ surveys will be entered in the database
Qualifications and Skillsrequired
• Attention to details and accuracy• Reliability• Professionalism, representing the community for the BR+E project.• Able to respect and exercise confidentiality• Willingness to work within project timeframe• Microsoft Access computer skills an asset
Training Required • Data-entry training session which will take approximately ___ hours
Time Commitment • Data entry will be conducted over a __-week period, probably in_______(month) of __________ (year)
• Each survey takes approximately ___ hours to enter• Total time commitment ____hours, including training session
Relationships andReporting
• Report to the Survey and Data Analysis Co-ordinator
Benefits and Rewards • Learn about local economy• Work together in the community• Receive recognition for volunteering at a community celebration meeting• Gain personal experience by participating in BR+E project
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Sample Media Releases Appendix 8
NEWS RELEASE: ORGANIZATIONAL PHASE
Instructions: Simply fill in names of local leaders, communities, etc. Revise as necessary.
[sponsoring organization] is planning a community economic developmentproject, according to [name], president of [sponsoring organization]. The project,the Business Retention and Expansion (BR+E) project, is designed to stimulateeconomic development and growth by assisting existing businesses.
“Helping our existing businesses is the primary objective of the project. Othercommunities have had very good results with BR+E projects,” said [sponsoring
organization contact]. “Before considering this project we talked to communityleaders in several other areas that have used this approach to business retentionand expansion. They were very positive about the results,” said [member of
Leadership Team].
For example, in [name of community] the BR+E project led to: [outline the
specific example of success based on the telephone interviews].
Another example of the benefits of this approach was given by leaders in [name of
community or area]. One of their successes was [outline the success].
Before a community can assist existing businesses it must identify the businesses'needs, concerns, and problems. Through the BR+E project, local volunteers visitbusinesses and gather information. The local leaders running this program thentry to solve the problems or better meet those needs identified by the businesses.
“A key aspect of this project is confidentiality,” according to [Consultant], aBR+E Ontario Consultant. “We do not publish information on individualbusinesses. The project is very careful about this confidentiality issue.”
The information gathered from the visits is compiled and analyzed. The local Co-ordinator and Task Force review this analysis and then write recommendationsfor future economic development initiatives for [name of community]. “One ofthe reasons for the popularity of the BR+E project is that it not only provides along range plan for the community but also yields some short-range tangibleresults,” said [name of Consultant].
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NEWS RELEASE: PREPARATION PHASE
Instructions: Simply fill in names of local leaders, communities, etc. Revise as necessary.
[name of community or county] will be implementing a local economicdevelopment project early next year, according to [name], the project's local Co-ordinator.
The Business Retention and Expansion (BR+E) project will be sponsored by the[name of organization sponsoring project].
["Insert a quote from the sponsoring organization about its enthusiasm for theproject or the potential benefits, such as creating jobs, keeping industry, andimproving the business climate."] said [name and title of local leader].
The main objective of the BR+E project is to assist existing businesses within thecommunity to become more competitive, according to [BR+E Consultant], who isproviding guidance to the project. According to [surname of Consultant], helpingbusinesses become more competitive increases the chances of those businessesstaying in the community; hence, the name of the project.
[name of Consultant] said that the focus of the project is on assisting existingbusinesses rather than attracting new ones because existing businesses account forabout 70 percent of all new jobs.
To assist existing businesses, [number] volunteers, who will be selectivelyrecruited and briefed about the project during the next several months, will visitabout [number] local [list sectors or types of businesses] businesses in [months]
to gather information. The volunteers will use a survey to identify, among otheritems, the businesses' needs, concerns, and criticisms about the community. Alocal Task Force of community leaders reviews this information and will try tosolve the problems.
Other local leaders serving on the Leadership Team are: [names and titles of local
leaders]. The Task Force includes the following community leaders: [names and
titles of community leaders].
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NEWS RELEASE: TRAINING VOLUNTEERS
[number of participants] community leaders met at the [name of meeting site] on[day of week or date] to prepare for the community's economic future. The two-hour meeting was the formal kickoff of a local Business Retention and Expansion(BR+E] project sponsored by [name of sponsor(s)].
The [day of week] night's session was lead by [name of Consultant], a trainedBR+E Ontario Consultant.
“Existing businesses are the best sources of growth. We want to find out how wecan help them grow in our community. We have an excellent team in place towork on this and expect excellent results,” said [Overall Co-ordinator], Co-ordinator of the local project.
The project is designed to stimulate economic development by assisting existingbusinesses, according to [name and title]. [Surname only] pointed out that, toassist businesses, a community must first identify businesses' needs and problemsand then address those concerns to improve the local economic climate.
The Volunteer Visitors will be visiting [number] of [list sectors or types of
business] between now and [final target date]. During each visit, each team oftwo volunteers will use a survey to gather information about each business. Thetraining session [period of day] was held to help prepare the volunteers for theirinterviews.
[“Quote from a volunteer about what he/she learned from the training session, his/her opinion of the project after the training, or his/her participation in theproject,”] said [name], one of the Volunteer Visitors.
During the training, volunteers viewed a BR+E video. They also asked questionsof [name], Overall Co-ordinator of [community BR+E project]. They alsoreviewed the survey in detail.
[Type of Co-ordinator] emphasized that the information gathered through thesurveys will be strictly confidential.
[“Quote from Overall Co-ordinator about his/her expectations of the program or theresults and recommendations at the end”,] [name] said.
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NEWS RELEASE: VISITING BUSINESSES
Beginning this week, [number] community businesses will be given theopportunity to voice their opinions about the local economy as [sponsor] starts aneconomic development project.
The [name of community/area] Business Retention and Expansion (BR+E)project officially begins this week as trained volunteers meet with local businessesto identify their needs and concerns, ask their opinions about government, anddetermine in what ways the local business climate can be improved.
“The visits we are doing with local businesses have four purposes,” said [name of
local leader]. “First we want to show our local businesses that we really appreciatethe contributions they are making to our local community. Second, we want tosee if they have any concerns, and, if so, if there are ways we can help. Third, wewill be offering to help our local businesses take better advantage of businessresources. Finally, we want the businesses to help us set priorities on futuredirections of local economic efforts.”
[“Quote from the Overall Co-ordinator about the purpose of the interviews or theimportance of the businesses co-operating to make the project successful,”][name] said.
BR+E has been implemented in hundreds of rural and urban communities acrossthe United States. In Ontario it was introduced on a pilot basis in 1998.
The results of BR+E Ontario pilot projects have been impressive: developmentof a more business-friendly attitude, new local investment, more jobs, fewerbarriers to development and easier access to financing, to name a few.
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NEWS RELEASE: FOLLOWUP
Instructions: This news release is not fully developed because the issues raised bybusinesses will vary considerably.
The president of [business] announced today that he will not relocate his plant to[other province or state], but will expand here, creating an estimated [number]
jobs because of [cite reason].
A traffic light will be installed at the intersection of ________ and _________ as aresult of a local development effort, according to [name]. (This might occur if abusiness complains that the intersection is hazardous for its truckers, whichincreases its insurance premiums.)
A provincial government official spoke about labour-management relations at aseminar series that began last night at [place]. (This might occur if the TaskForce, in response to a large number of businesses wanting more informationabout labour-management relations or some other topic, forms a series orbreakfast forums featuring speakers from government, regional organizations, andthe private sector.)
These business assistance programs stemmed from feedback received when[number] local businesses were visited through the Business Retention andExpansion (BR+E] project. The project was sponsored locally by [name of
sponsor] and received assistance from [names of other sponsors or supporters ofBR+E project].
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NEWS RELEASE: PUBLIC MEETING
Instructions: This news release is not fully developed because the final meeting variesconsiderably in format and content. Two leads seem obvious: either start with the number ofpeople attending or with the most important or interesting finding or recommendationpresented at the meeting. The remainder of the news release should describe the results andrecommendations of the project and quote from the principal leaders as to the success of theproject.
More than [number] people attended the [community] Business Retention andExpansion (BR+E] meeting last night at [place], according to [name], [type of
Co-ordinator] of the BR+E project and organizer of the event.
More than [number] percent of the local businesses consider [community] to bean excellent or good place to do business, according to the results of a recentsurvey.
[number] businesses in [community] want [list most important finding, why it is
important, and what the Task Force recommends].
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Confidentiality Contract Appendix 9
I, __________________________________[name], understand the significance
of confidentiality concerning the Business Retention and Expansion project in
the community of ________________________________________.
I promise to keep any information received in the course of my duties with this
project confidential.
I understand that the information collected from the businesses is to be treated as
confidential and is not to be disclosed to others except in the context of the work
for which it was collected.
____________________________ ________________________________
Signature Print Name
____________________________ ________________________________
Witness Date
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Guidelines for Sampling and Selecting Businesses Appendix 10
The process of sampling is simply the method by which businesses or respondentsare selected to be included or invited to participate in the survey. Decisions mustbe made by the Leadership Team before any interviewing starts as to what thesample plan for the community will look like.
1. In order to make an appropriate selection it is important to know what thecommunity’s business world looks like. In other words, a geographical borderthat defines the area from which you can pull a sample must be established.
2. Next, businesses within the area in terms of type and size of business arequantified.
Statistics Canada employs a numerical coding system that categorizes all typesof businesses. It is recommended that this North American IndustryClassification System or NAICS be used. Survey question GB3 has beendesigned to reflect this coding system. (The NAICS has replaced the oldStandard Industrial Classification (SIC) coding system.)
It is also advised that businesses be categorized as small, medium, or largeaccording to number of employees.
3. Next, develop an outline of the business universe; (Note: only a partial list ofbusiness types has been used in the sample below; a more complete list isshown in the table within Appendix 19, Guidelines for Using the BR+ESurvey)
NOTE: Percentaging base for all cells should be the TOTAL NUMBER ofbusinesses.
4. The chart above, once completed, will give a census of the businesses in thearea or community (or at least of the types that have been selected to beincluded in the survey). This chart will guide how the completed interviewsshould be distributed across type and size of business.
TYPE(Examples)
COMPANY SIZE
TOTALSmall Medium Large
Agriculture/farming # % # % # % # %
Mines/minerals # % # % # % # %
Forestry # % # % # % # %
Manufacturing # % # % # % # %
Food and Beverage # % # % # % # %
Retail # % # % # % # %
TOTAL # # # # 100%
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5. If it is not possible to get size–of-business information by type of business,each piece of information can be used independently to design the sampleplan. The chart would then appear like this:
6. Some communities or areas will have many types of business while others willhave few. Given that most communities will complete 100 or fewerinterviews it may not be possible to address each type, and it is advisable tocombine any business types that may be similar and small in numbers.
7. The next step is to decide how many businesses are to be invited to participatefrom each of the business type and size groups. The following plan shows anexample distribution of 60 interviews.
The numbers across the bottom and in the far-right column are the mostimportant. These numbers are determined by applying the distribution fromyour world to the total number of business interviews planned.
8 Once a plan has been set, businesses should be selected (in as random amanner as possible) to complete the plan.
9. It is quite likely that as the appointment making and the interviewing processprogresses some businesses will refuse or be unable to participate in the timeset aside for interviewing. In each case care should be taken to replace theselected business with one that fills the same criteria in terms of size and typeof business.
10.If the businesses are selected to reflect something very close to the distributionof businesses in the universe, when the results are consulted they can bereported as a group that roughly represents what the real world (youruniverse) looks like.
TYPE TOTAL
Agriculture/farming # %Mines/minerals # %Forestry # %Manufacturing # %Food and Beverage # %Retail # %TOTAL # 100%
TYPE(Examples)
COMPANY SIZE
TOTALSmall Medium Large
Agriculture/farming 18 30% 4 7% — — 22 37%
Mines/minerals — — 1 2% 4 7% 5 8%
Forestry — — — — 1 2% 1 2%
Manufacturing — — 5 8% 4 7% 9 15%
Food and Beverage 3 5% — — 1 2% 4 7%
Retail 8 13% 6 10% 5 8% 19 32%
TOTAL 29 48% 16 27% 15 26% 60 100%
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Sources of Information Appendix 11
Business Self-Help Offices and Enterprise Centres
www.ontario-canada.com
Central and Southern Ontario
BramptonCity Hall, 6th Floor2 Wellington Street WestBrampton, OntarioL6Y 4R2905-874-2650
Huntsville37 Main Street East2nd FloorHuntsville, OntarioP1H 1A1705-789-6693
Newcomers145 Front Street EastSuite 101Toronto, OntarioM5A 1E3416-415-2370
BrantfordCity Hall100 Wellington SquareBrantford, OntarioN3T 2M3519-759-4150 x256
Kitchener200 King Street WestP.O. Box 1118Kitchener, OntarioN2G 4G7519-741-2604
Queen’s Park900 Bay StreetMain Floor, Macdonald BlockToronto, Ontario416-325-6532
Guelph1 Stone Road WestAtriumGuelph, OntarioN1G 4Y2519-826-4701
London1764 Oxford Street EastLondon, OntarioN5V 3R6519-659-2882
St. Catharines/NiagaraCity Hall50 Church Street, 2nd FloorSt. Catharines, OntarioL2R 7C2905-688-5600
Halton1151 Bronte RoadOakville, OntarioL6M 3L1905-825-6123 x7729
Markdale181 Toronto Street SouthMarkdale, OntarioN0C 1H0519-986-20401-800-265-9162
Vaughan330 Hwy. #7, Suite 809Royal Bank BuildingVaughan, OntarioL6K 4M3905-738-7211
Hamilton-Wentworth7 Innovation DriveSuite 100Hamilton, OntarioL9J 1K3905-689-2400 x225
MarkhamMarkham Civic Centre101 Town Centre Blvd.Markham, OntarioL3R 9W3905-475-4890
Windsor333 Riverside Drive WestSuite 217Windsor, OntarioN9A 5KA519-253-6900
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Eastern Ontario
Cornwall340 Pitt StreetP.O. Box 877Cornwall, OntarioK6H 5T9613-933-0074
NorthumberlandThe Fleming Building1005 William StreetSuite 202Cobourg, OntarioK9A 5J4905-372-9279
Renfrew161 Raglan Street SouthRenfrew, OntarioK7V 1R2613-432-6848
Hawkesbury114 Main StreetHawkesbury, OntarioK6A 2H2613-632-7057
Ottawa-Carleton111 Lisgar Street1st FloorOttawa, OntarioK2P 2L7613-560-6081 x2706
Smiths Falls77 Beckwith Street NorthSmiths Falls, OntarioK7A 2B8613-283-4124
Kingston181 Wellington StreetSuite 200Canada Trust BuildingKingston, OntarioK7L 3E3613-544-2725
Peterborough351 Charlotte StreetPeterborough, OntarioK9J 2W1705-745-9972
Northern Ontario
North Bay200 McIntyre Street EastP.O. Box 360North Bay, OntarioP1B 8H8705-474-04001-800-465-6892
SudburyTom Davies Square200 Brady StreetSudbury, OntarioP3E 5K3705-688-75821-800-668-7582
Timiskaming467 Ferguson AvenueBag MHaileybury, OntarioP0J 1K0705-672-51551-800-361-2281
Sault Ste. Marie99 Foster Drive3rd FloorSault Ste. Marie, OntarioP6A 5X6705-759-54611-800-565-4507
Thunder Bay200 Syndicate AvenueSuite 102Thunder Bay, OntarioP7E 1C9807-625-39721-800-668-9360
Timmins54 Spruce Street SouthTimmins, OntarioP4N 2M5705-264-34001-800-461-2936
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Canada Ontario Business Call Centre (COBCC)
Access information on Business Programs and Services offered by the Ontario andFederal Governments
Government of Canada Services andSupport for Small Business
An overview of federal government services and programs design to assist smallbusiness.
Phone: 1-800-567-2345416-954-4636
FaxBack Services: 1-800-240-4192416-954-8555
E-mail: [email protected]: http://www.cbsc.org/
Phone: 613-947-7466
Fax: 613-954-6436
Online: http://strategis.ic.gc.ca/smeguide
For copies: Distribution ServicesCommunications BranchIndustry Canada205D, West Tower235 Queen StreetOttawa, OntarioK1A 0H5
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BR+E Local Question Guidelines Appendix 12
Creating and Formatting New Questions for CommunityIssues
These guidelines are to assist communities in the development of questions thatwill address issues specific to the local community. These questions should beincluded at the very end of the survey, after the Local Community Section (LC).The database section for local community questions is called CommunityQuestions (CQ).
1. Keep these questions to a minimum. The interview time should be 1 to 1¼hours for the core survey questions and your community questions. Add nomore than five questions in this section. The database has been developed toaccept a limited number of locally developed community questions.
2. Establish an objective for the question(s). This should be more than just atopic and should indicate how the results will be used. An objective answersthe question “What do I want to know and be able to do or decide after thisquestion is answered?” If a question simply fills a “it–would-be-nice-to-know” role, it most likely should not be included.
3. Use only simple language when writing a question. Do not assume that allrespondents are at the same level of understanding on an issue or topic. Bevery careful that respondents will consistently understand the text; if there isany doubt or confusion about what a word means, responses will differ. Agood example of a confusable word is “community.”
4. Don’t try to get too much out of one question. Often, issues need to beapproached step by step.
5. Do not try to shorten sentences, abbreviate, or leave out words whendeveloping the question. It is best to take as much time as needed to ensurethat the question is clear and everyone will understand it the same way.
6. Ensure that the responses (if specific ones are expected) relate well to thequestion being asked. For example, if asking, “Is market development animportant issue for your business?” do not supply and expect responses to fit arating scale of very important, somewhat important, not very important, notat all important. The question in the example requires a Yes or No responseand not the scaled one desired. If you want business to rate an issue, use asecond question.
7. Be sure that the type of responses you are looking for are clearly reflected inthe question text.
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8. Whenever possible, try to provide a list of possible responses. This helpsgreatly with the usability of the responses as it groups similar ideas before thedata is processed. Open-ended questions that require verbatim responses to bewritten down are labour intensive. These types of questions should be viewedas providing qualitative insight into how respondents are feeling about anissue.
9. Don’t expect respondents to be able to respond to very detailed questions(e.g., in the area of revenue dollars or employee statistics). Be reasonable inyour requests.
10.Test the question(s). First by answering it to see if it makes sense and isappropriate. Second by imagining what the responses might be and how theproject will use the information. If the responses can’t be imagined, or it isn’tclear how the information could be used, the question is not worth asking.Third, ask the question of someone else who is not involved in the BR+Eproject for an “outsider’s” opinion.
11.When testing question(s) possible responses may prompt further questions.Before posing the questions to business owners, it is important to have enoughinformation to address your initial objectives.
12.Local community questions should be included at the very end of the survey,after the Local Community Section (LC). This would match the order ofquestions in the database and assist Data-entry Volunteers to enter dataefficiently. The database section for local community questions is calledCommunity Questions (CQ).
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List of Volunteer Visitors Appendix 13
Community _________________________________________
Visitation Co-ordinator ________________________________
Please type or print. Copy as many times as needed. Return worksheet to OverallCo-ordinator.
Name of Volunteer Occupation Address/Phone Number
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Volunteer Visitation Team Assignments Appendix 14
Community ___________________________
Visitation Co-ordinator __________________
(Please type or print)Return worksheet to: ___________________________.
Copy this page as many times as required.
Volunteer Team Businesses to Visit
1. 1.
2.
3.
2. 1.
2.
3.
3. 1.
2.
3.
4. 1.
2.
3.
5. 1.
2.
3.
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Volunteer Visitors’ Training Invitation Appendix 15
Dear [Volunteer Name]:
Thank you for agreeing to participate in [community name] Business Retentionand Expansion (BR+E) project. Your participation in this project identifies yourcommitment to enhancing the economic growth of our community. As aVolunteer Visitor, you are an essential component of this project.
The overall purpose of business retention and expansion is to assist our existingbusiness community. To do this, we have asked local leaders, like you, to visit[number] businesses with a survey to gather information about their needs,concerns, and opinions of the town and area as a place to do business. Thisinformation provides a means to assist our existing businesses. In turn, this willhelp to improve our local business climate and economic development efforts.
To tell you more about the project and your role in it, we are holding a trainingsession for all [number] volunteers at [place, date, and time of session]. To be aVolunteer Visitor, you must attend the training session, which lasts 2–3 hours.
We know you recognize the importance of confidentiality of the information thatyou will receive from the surveys. You will be asked to sign a confidentialitycontract at the training.
We greatly appreciate your co-operation in this community-wide effort. Yourparticipation as a volunteer is critical to the success of the project.
Please RSVP by [date] to [name VISITATION COORDINATOR ] at [phone number].If you have questions about the project, please feel free to call me.
Sincerely,
[Visitation Co-ordinator]
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Volunteer Visitors’ Training Agenda Appendix 16
1. Introduction/welcome— Visitation Co-ordinator
2. General information about Business Retention and Expansion— Overall Co-ordinator
3. Review of packages— BR+E Consultant
4. Confidentiality Contracts— Visitation Co-ordinator
5. Survey/interviewing tips— BR+E Consultant
6. Video, Role playing
7. Report on practice visits— Leadership Team(Could also include a conference call with other communities who are orhave been involved)
8. Scheduling business interviews; problems and timing— Visitation Co-ordinator
9. Returning surveys, identification of “red flags,” and the process— Red-flag and Resource Co-ordinator
10.Questions and answers— Visitation Co-ordinator/BR+E Consultant
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Tips for Preparing Volunteer Visitors’ Packages Appendix 17
To simplify the distribution of materials at the training session, prepare VolunteerVisitor packages ahead of time. Organize and label a package for each volunteerattending the training. Prepare a separate set of volunteer packages for each teamof Volunteer Visitors to use at business interviews.
* The coded survey lists the name of the business, address, phone number,business person's name, and title. This information can be typed on labels andattached to the survey. If labels are not available, the information can be handwritten on the survey. Every page of the survey must have the businessidentification number on it to assist with data entry.
Volunteer Visitor Packages Suggested Contents
For Training Session For Business Interview
• Volunteer Visitors’ training agenda(see Appendix 16)
• List of those involved in BR+E project(e.g., sponsor, endorsing groups, Co-ordinators,Task Force members, etc.)
• Name and contact numbers for Visitation Co-ordinator
• Volunteer Visitor job description(see Appendix 7g)
• Confidentiality contract (see Appendix 9)
• Guidelines for Volunteer Visitors(see Appendix 18)
• Volunteer followup suggestions(Appendix 20)
• Letter sent to businesses (see Appendix 24)
• Their business assignments
• Sample survey
• Copy of confidentiality contract
• Three blank surveys
• survey for interviewer
• coded* survey for recorder
• spare survey for business person to use during visit.Remember to calculate these extra surveys whencomputing number of copies to prepare
• Volunteer followup suggestions
• Addressed envelope (for returning completed surveyand followup suggestion sheet)
• List of those involved in BR+E project(e.g., sponsor, endorsing groups, Co-ordinators, TaskForce members, etc.)
• Names and numbers for business person to contactwith future questions or concerns
• Copies of local brochures, fact sheets to bedistributed during visits
• Pen
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Guidelines for Volunteer Visitors Appendix 18
Schedule the interviewWho schedules visit? You do.
When? Call within a week of training session. Visit within 3 weeks of training.
Who should be visited? Owner or operator of the business.
How long does it take? 1–1 ¼ hours
Where? Office or home of the person you are interviewing.
Suggestions for Telephone Call“Good morning, this is [name].
Recently you received a letter from [name of Visitation Co-ordinator], theVisitation Co-ordinator for our Business Retention and Expansion project. Thisis a community-wide effort to see what can be done to improve the profitabilityof our local businesses.
Part of the project involves volunteers like me visiting with business owners ormanagers to complete the survey included with the letter you received.
My partner, [name] and I would like to schedule a visit with you next week.What would be a convenient time for you?
Prior To the Visit/Interview• Familiarize yourself with the Volunteer Visitor's package and its contents.
• With your partner, decide who will be the interviewer and who will be therecorder.
Introduce Yourself During the Business Visit• Express thanks for the business’s economic contributions to the community.
• Provide a copy of the survey to the owner if he or she does not have onehandy.
• Briefly explain the purpose of the BR+E project.
• Cover the two important survey ground rules:
• Confidentiality• Skip-It Rule
• Explain that all volunteers must sign Confidentiality Agreement at thebeginning of the survey.
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Tips for Interviewing• Ask every question exactly as worded. Repeat the question if necessary.
• Listen carefully.
• Never suggest responses.
• Do not take offense to opinions.
• Do not promise any solutions.
• Probe — ask related questions and converse. For instance, if a business has acomplaint about a local service, find out how this is affecting the business. Donot debate any responses; your job is to listen and record.
• Do not press for a response. If the person is reluctant to respond, he or she maywish to “skip it.”
• Do not disagree with the business owner — listen. If someone goes off on atangent, listen and then mention that you are recording his or her concerns.Continue with the survey by acknowledging busy work schedules. Ifinterruptions are a problem, suggest a quieter place or rescheduling.
• Follow the survey carefully—ask all questions, make sure responses add up to100 percent, follow instructions in the survey e.g., READ ALL, GO TO
• Review the survey to be sure that it is complete.
Tips for Recording• Record responses on a survey that has the business’s name and ID number.
• List visitors/interviewers names on the cover.
• Use a pen for responses on the survey (dark ink is preferable).
• Print or write responses clearly.
• Record extra comments in the margins or on the reverse of page.
• Notes must tell full story.
• Follow instructions in the survey.
After Completing the SurveyAt the end of the visit/interview, thank the business person for his/her co-operation and time. Explain that there will be a project report and communitymeeting to announce the results.
• Complete the “followup suggestions” sheet immediately after the interviewwhile your recollections and impressions are still fresh. Be sure to write downany major concerns of the business, requests for help, and ideas for followupassistance.
• Return the survey in a sealed envelope to the Red-flag and Resource Co-ordinator immediately, especially if there are urgent problems or concerns.
• Keep the business’s responses strictly confidential. Do not discuss the responseswith anyone except the Red-flag and Resource Co-ordinator or the identified recipient.
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Guidelines for Using the BR+E Survey Appendix 19
The following guidelines are meant to supply explanations and suggestions forcertain items in the survey. It is suggested that these guidelines be reviewed andunderstood by those administering the survey before interviewing is started.
General Approach• Interviewing is the core of the research process; if it is not done honestly and
carefully the information gathered will be useless and misleading.
• Consistency and standardization is the key to good data collection(interviewing).
• The respondent’s identity must be secure and confidential; he or she needs tofeel free to express honest opinions without any fear of reprisal.
Interviewing Approach• All interviewers must have a chance to review the survey and an opportunity
to ask questions. Practice interviews are a good exercise and a valuable way toidentify problem areas.
• It is a good idea for the interviewer and recorder to review the survey justbefore the interview takes place. This is especially important as the business-sector-specific sections that are included in a survey can vary from interview tointerview.
• All interviewers must ask the same questions; this means reading the questionsand, where appropriate, the responses exactly as written.
• Do not change words or phrases in a question (even if you think it makes itclearer).
• Read carefully so that no mistakes are made; do not leave out part of aquestion (even if you think the respondent has already answered it).
• Do not try to be conversational.
• Try to be very “matter of fact,” and don’t indicate emotion in your voice orexpression.
• Don’t put words in the respondent’s mouth by suggesting responses.
• Do not insert your own ideas or otherwise bias the interview. Be careful not toencourage the respondent with your reactions to his responses.
• Don’t respond to indicate approval or disapproval. In fact, it is suggested thatan interviewer not even say “OK” or “Yes” after an response has been given,as this may be interpreted to mean the response is correct.
• Ask questions in the order presented.
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• Code numbers attached to each response are provided for data-handling easeonly; the numbers are not to be read when responses are read.
• The questions have been divided into sections, and each question within asection is labelled to indicate the section. Because of the length of the survey,sections should ease the interviewing process and allow some sections to beincluded only for those business sectors to which they apply. Business-sectorsections have been placed together near the end of the survey.
• There may be situations when a respondent refuses or declines to respond to aquestion. When this happens use the “Skip-It rule” (as noted on the frontpage) and leave the question blank. However, if the respondent finds he or shecan’t respond because he or she doesn’t know (DK) or feels the question doesnot apply (NA) the recorder should note this. This tells us in the analysiswhether the respondent chose not to respond, didn’t know, or the questionwas not applicable to the business. Knowing the difference is important to theanalysis process.
• Remember to read questions slowly; although the interview is long, it will beunproductive to rush a respondent. Reread any questions as necessary whenthe topic may seems unclear or complicated.
• Some questions have a scale (very…, somewhat…, not very… and not atall…). These are always read at the beginning of a question and may need to berepeated during the question to keep the respondent on track.
• It is the responsibility of the interviewer to be sure that the respondentunderstands the question and that the response reflects this. If the response isincomplete, the interviewer needs to ask for clarification or detail (in what wayis it good?; what do you mean by that?). Interviewers should not allow generalresponses, but should probe for specifics.
• Even if you think the questions are intrusive or personal, do not hesitate or actembarrassed as this may give the respondent reason to refuse to respond.
• Be sure that interviewers understand the technical and descriptive terms usedin some questions (Question GB18a is a good example of this).
Instructions in Survey• Never suggest responses to the respondent (this is allowed only when there is a
READ LIST instruction to the interviewer)
• Never read responses if the instruction to interviewer is DO NOT READLIST.
• Always read responses in a READ LIST question and be sure to read allchoices in the list before accepting a response.
• Included in many questions are instructions that must be followed verycarefully to ensure that questions are being asked correctly and in the properorder. Your instructions are printed in bold and uppercase.
• To avoid asking questions that do not apply to certain situations, “GO TO ”instructions have been inserted to guide interviewers to the next appropriate
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question for the respondent. In cases where there have been numerous “GOTO” instructions the note “ASK EVERYONE” can be found to helpinterviewers find their way to the next common point. It is important to payattention to these instructions as they make the survey less tiresome for therespondent and produce cleaner data for analysis.
• Instructions for many questions indicate “X ONE BOX” or “X AS MANYBOXES AS MENTIONED.” These tell the interviewer when only oneresponse is appropriate and when more than one response is acceptable.
• Read response lists only when the instructions with the question indicate to doso, otherwise it is expected that respondents are to provide responsesspontaneously.
• The instruction “SPECIFY” means to write in any other response therespondent may provide that is not on the list. If there is any doubt as to whatresponse should be used, use the “SPECIFY” option.
• Anything in a question that has been underlined or highlighted in bold oritalics has been handled this way to help point out to the interviewer a point ofemphasis or clarification from a previous or following question. Use thisemphasis to help the respondent hear the difference or point.
Recording Responses• If a respondent gives a response different from those on the list supplied, reread
the list. If Other (SPECIFY) is included, record the response there.
• For Question GB3, “What primary business activity is conducted by thiscompany?”, it is important that you mark the box next to the correct businesstype because the categories correspond to a standard coding system. The tableat the end of this appendix, “Question GB3: North American IndustryClassification System,” includes some more detail of what type of businessesare included in each category. The table also identifies the Statistics Canadadocuments where full listings and definitions can be found.
• Boxes have been provided to record responses, and interviewers are requestedto X all responses. This method has been found to produce less confusion forthose responsible for data-entry procedures.
• Write legibly or print to be sure that others can understand the responses.
• Never use ditto marks or “same as above”; always rerecord the response.
• Never summarize responses to open-ended questions; always write out in full.
• Always record responses during the interview; don’t try to rememberresponses for later. This may require you to ask the respondent to slow down“because I want to get everything you have to say.”
• Never leave abbreviations on a survey; go back and write out in long formafter the interview if necessary.
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• When recording responses where lists have been provided with boxes, it isimportant to X the response(s) needed, keeping the mark within the box. It isnot permitted to circle responses or the code to the box.
• After the completion of each interview, the interviewer should take some timeto review the survey and edit his or her work to clarify any responses writtenin or where extra notes were made so as to avoid any questions or confusionlater.
• For any question that asks for a specific measure (i.e. HR3-# of hours) wherenecessary, help the respondent to translate their response to the requiredmeasure.
Local DecisionIn a number of places in the survey, a question may refer to within/outside the community/area. Clearly respondents will want some pointof reference or definition for these terms. While this may be differentbetween parts of Ontario, it should be consistent within a BR+Eproject. These definitions should be established before interviewingstarts.
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QUESTION GB3North American Industry Classification System (NAICS) References
2-Digit and 3-Digit CodesPrimary Business Activity NAICS Code
1. Farming — crop and animal production 111,112
2. Forestry and Logging 113
3. Support Activities for Agriculture and Forestry 115
4. Mining, Oil and Gas Extraction 211, 212
5. Support Activities for Mining, Oil and Gas Extraction 213
6. UtilitiesIncludes: Electrical power, natural gas, water, sewage, etc.
22
7. Construction Includes: Land development, building trades, contractors, etc. 23
8. Manufacturing — Food and BeverageIncludes: Food processing, wineries, tobacco, etc.
311, 312
9. Manufacturing — Textile, Clothing, LeatherIncludes: Carpets, fabrics, rope, shoes etc.
313–316
10. Manufacturing — Wood, Paper, Petroleum, Chemical, Mineral 321–327
11. Manufacturing — Primary, Fabricated Metals 331, 332
12. Manufacturing — Machinery, Equipment, ElectronicsIncludes: Engines, pumps, computers, motor vehicles etc.
333–336
13. Manufacturing — Furniture and Related Products 337
14. Wholesale Trade 41
15. Retail TradeIncludes: Car dealers, gas stations, grocery and department stores etc.
44, 45
16. Transportation, Warehousing, and StorageIncludes: Bus companies, freight services, ports, couriers, etc.
48, 49
17. Information and Cultural IndustriesIncludes: Publishing, newspapers, sound recordings, broadcasting, data processing, etc.
51
18. Finance and Insurance, Real Estate and Rental ServicesIncludes: Banks, credit unions, insurance agents, car rental, video stores, etc.
52, 53
19. Professional, Scientific and Technical ServicesIncludes: Accountants, lawyers, architects, environmental consultants, etc.
54
20. Management of businesses, Administrative and Support ServicesIncludes: Employment services, call centres, travel agencies, security services, etc.
55, 56
21. Education Services 61
22. Health Care and Social Assistance 62
23. Arts, Entertainment, and RecreationIncludes: Sports, theatres, museums, golf courses, etc.
71
24. Accommodation and Food ServicesIncludes: Hotels, bed and breakfasts, restaurants, bars, etc.
72
25. Other—See Statistics Canada Catalogue No. 12-501-XPE
The full classification structure and coding for NAICS is available online at http://www.statcan.ca/english/Subjects/Standard/shortd.htm
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Volunteer Followup Suggestions Appendix 20
Remember, do not discuss the information obtained in the interview withanyone except your interview partner and the Red-flag and Resource Co-ordinator.
1. Rank the urgency of a followup on a scale of 1 to 5, with 5 being the mosturgent. “Red-flag” issues require immediate attention (5) while a businesswith no concerns or requests could be ranked low (1).
Urgency of followup: _____________________
2. List any urgent issues that require immediate attention, such as relocation,closing, employee layoffs, or problems with expansion.
3. List the key concerns or requests of the business.
BusinessID:___________________________________
Date of Review:_____________________________________
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Volunteer Thank-you letter Appendix 21
Volunteer
Address
Dear _____________:
Thank you for your assistance with the ______________[community name]
Business Retention and Expansion project. Your efforts as a [Volunteer Visitor,
clerical support, providing supplies, etc.] have been extremely important to theoverall success of this community-based economic development project.
The information obtained from the surveys will be analyzed during the next fewmonths, and followup assistance will be provided to many local businesses.Recommendations based on the survey results will be developed for use in localeconomic development strategies. A Public Meeting will be held in the next fewmonths to announce the survey results and recommendations. I look forward toseeing you there.
Again, thank you for your time and co-operation.
Sincerely,
[name of Visitation Co-ordinator]
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"Red-flag" Worksheet Appendix 22
Note: Before using this worksheet, fill in the page and question numbers thatrefer to each issue.
Business ID: ________________ Date of Review: _______________________
What is the problem?How urgent is it?What is your suggestion forhandling it?
Which official or agencyshould look into it?Which BR+E Task Forcemember should take charge ofthis issue?*
MOVING/CLOSING
Is the business moving or closing? When?Why?
Can anything be done to change this?
See page ____, question___
EXPANSION
Can the Task Force remove any localbottlenecks?
See page ____, question___
PUBLIC SERVICES
Can the Task Force help improveweaknesses?
See page ____, question___
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INFORMATION REQUESTS
Can the Task Force steer the business tothe relevant agency or official?
See page ____, question___
LABOUR CONCERNS
Who can assist on labour concerns?
See page ____, question___
OTHER CONCERNS
Review entire survey for “red flags” thatneed urgent attention.
* While one Task Force member may make the initial contacts and monitor the assistance provided by other agencies and officials,the BR+E Task Force members do not need to do all the followup on their own. The most successful groups take full advantage offederal, provincial, and local agencies in their community.
What is the problem?How urgent is it?What is your suggestion forhandling it?
Which official or agencyshould look into it?Which BR+E Task Forcemember should take charge ofthis issue?*
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"Red-flag" Followup Activity Appendix 23
Business ID:___________________________ Date of Review: _________________________________
Followup Date Completed Person Responsible
Information sent to the business
Telephone call to the business to either supplyinformation or to discuss concerns
Problem cited during interview is conveyed to local orprovincial agency
Referral made to:______________________
Visit/consultation with the business
Additional Followup
Type of Followup Date Person Responsible
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Letter to Businesses Appendix 24
Manager/Owner/CEOBusiness NameAddress
Dear [name of business owner]:
The economic well-being of our community is based upon our existingbusinesses. In recognition of this, positive action is being taken to identify andmeet the needs of these businesses. The community of [name of community] issponsoring such an economic development project in co-operation with thesupport of [list sponsoring agencies].
The [community name] Business Retention and Expansion project is acommunity-wide effort that emphasizes personal business visits as a way toidentify the needs of our existing businesses. Specifically, the objectives of theproject are to:
1. Identify the needs, concerns, and opportunities of existing local businesses inorder that, where appropriate, local action can be taken to respond to thebusinesses’ needs or development opportunities.
2. Learn of the future plans of the area’s local businesses with respect toexpansion, relocation, and/or retention and assess where assistance can beprovided.
3. Demonstrate the community’s pro-business attitude and develop an effectivemeans of communication with local businesses.
4. Have the community actively involved in economic development.
The BR+E survey will indicate the future plans/needs of local businesses andhow businesses view the community as a place to do business. In turn, this surveyinformation will be used to plan future economic development activities.
The Volunteer Visitors and I will review the completed surveys for any “red-flag” issues or requests for information. “Red-flag” issues are areas where BR+Eteam members may assist you with a concern or opportunity.
I respectfully invite you to participate in the BR+E survey. Your input will be avalued addition to the project, and your responses to the survey questions will bekept confidential. All BR+E Volunteer Visitors and the entire Leadership Teamsign a “Confidentiality Contract” and are committed to this principle. Asummary of the survey results and recommendations for future developmentefforts will be announced at a Public Meeting at the end of the project. Nobusiness will be identified individually.
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Enclosed is a copy of the survey that will be used by the Volunteer Visitors duringthe business visit. The Volunteer Visitors, [name] and [name] have been assignedto survey your business. Should you have any concerns about them, pleasecontact me by [date]. The volunteers will be contacting you in the next week toschedule an appointment for the BR+E visit. The interviews usually lastapproximately 1 to 1¼ hours.
I would greatly appreciate your co-operation with this community effort. If youhave any questions about this project, or are not comfortable with the volunteerschosen, please feel free to call me. I can be reached at [day-time phone number]
during the day and [night-time phone number] during the evening.
Sincerely,
[name of Visitation Co-ordinator]
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Business Thank-you letter Appendix 25
Owner/Manager/CEOCompanyAddress
Dear [name of business owner]:
Thank you for meeting with the Volunteer Visitors for the [community name]
Business Retention and Expansion project. Your participation has beeninstrumental to the success of this economic development project.
The information gathered from the estimated [number] businesses being visitedwill be analyzed, and followup assistance will be provided to many localbusinesses. In addition, the survey data will be used to develop recommendationsfor local economic development strategies. All of the participants will be invitedto a Public Meeting during which the survey results and recommendations willbe presented. I look forward to seeing you at this event.
[Optional for information requests] I have also enclosed basic information about[topic requested on survey] for your review. If you would like additionalinformation, please feel free to call me at [phone number].
Again, thank you for your co-operation and time.
Sincerely,
Visitation Co-ordinator
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BR+E Data Analysis Appendix 26
Data analysis involves processing the data that have been entered into thedatabase, reviewing printouts from the database, and interpreting the results toidentify themes, issues, or opportunities. It is important that this process be donein a systematic and thorough way, as the results of the analysis are the basis forrecommendations and the development of action plans. This section providesgeneral tips on interpreting results and examples of further followup analysis usingthe database or other available information about the community economy.
When all the data from individual surveys has been entered into the database, it ispossible to print reports showing the total results of responses. Results for eachsurvey question are presented in tables that follow the same order of questions asin the survey.
The Leadership Team and Task Force can use these reports to gain a betterunderstanding of the current characteristics and future plans of businesses thatparticipated in the survey. They can also use the reports to identify issues andneeds that are important to local businesses as a whole.
The challenge in analyzing the data from the survey is to know when a result issignificant or not. For some questions, it may be clear that most businesses areconcerned about a particular issue, are satisfied or unsatisfied with certain localservices, or have a particular need. However, you may get results showing issuesthat are not clear and for which you would need to dig deeper using the database.
Standard Report Formats
The CD-ROM included with the BR+E Tool Kit incorporates a User Guidedescribing the steps involved in entering survey data and provides instructions forhow to print out reports using the customized Access database.
There are several reporting options based on different ways of sorting the surveyresults.
• Community reports provide survey results for the respondents in a singlecommunity for a single project. If responses have been collected frombusinesses in several towns in a district, a separate report on each of thesecommunities will likely be of interest as well as the totals for the larger area or“BR+E Area,” (e.g., the “BR+E Area” could be a county, and the“community” one of several towns in the county where surveys were done).Another option is to generate comparison reports that provide results for bothgeographic areas in the same document.
• It is also possible to generate community reports that document the responsesto qualitative questions. These are of two types:
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1. Qualitative Data — a summary of the survey responses to questions thatdo not have a defined set of responses (i.e., “write-in” questions).
2. Qualitative Comments — a list of the comments entered for all surveyquestions.
• A third type of analysis is permitted by a “cross-tab” reporting option, whichinvolves sorting by selected questions/responses. For example, one could seehow many of the companies that are considering relocating (Question FP1) arealso having trouble securing sufficient capital (Question FI2). (Note: For privacyreasons this function of the database is disabled whenever there are three or fewerrespondents for a particular question/response.)
The reports show the total number of respondents (businesses that responded tothe questions), and for each question, the reports can show both the number andpercentage of respondents who gave a particular response. Note that somequestions have multiple responses (i.e., respondents are asked to check all thestatements that apply to them) so the percentage figures can add up to more than100%. Other questions have supplementary, followup questions that areresponded to only by businesses who replied positively to the first. For these typesof supplementary questions the percentage values are still presented in relation tothe total number of respondents (and not as a percentage of the sub-set).
It is always wise to keep in mind the size of your sample in relation to the totalnumber of businesses in the community. A general guideline is that wheneveryou have fewer than 30 respondents, percentage values can be misleading. In suchcases the actual count may be more meaningful. This caution becomesparticularly important for qualitative questions where usually only a sub-set ofrespondents may respond. For example, it would be better to communicateresults by saying that 4 out of 20 respondents felt that access to capital was themost significant barrier to expansion than to say 20% felt that way. When theData Analysis Co-ordinator distributes the results to BR+E Task Force members,this caution as to the low statistical validity of small samples should be pointedout. Also any graphs or slides that are prepared should be reviewed so that othercommunity members are not prone to misinterpret results.
General Questions To Guide Discussion
• In reviewing the whole report, what are the results that stand out?
• Are there any themes that emerge when you compare responses from differentsections?
• For example, questions in both the Future Plans section and the HumanResources section concern the availability of appropriately trained labour(Questions FP 5, 11, 13, and 15 and HR 6 and 9). Do the results for thesequestions consistently point in the same direction?
• Similarly, the Information Assistance section (Question IA1) and the LocalCommunity sections (LC 4 and LC 6a) both have questions related to the
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services and locational factors under the jurisdiction of the localmunicipality. Are the results comparable?
• In planning any actions related to the themes that you have identified it will benecessary to consider what other information should be gathered related to theissue. Looking to the other members of the BR+E Resource Network forsources of information will help you answer the question: is this a localizedissue? A problem also faced by other communities in the region? Is this a trendat a national or provincial level?
• For example, if local labour availability appears to be a concern of manybusinesses, national agencies such as Human Resources DevelopmentCanada or provincial agencies such as the Ministry of Training, Colleges,and Universities or Economic Development and Trade will likely haverelated data. The local issue may be related to lower local wage differencesor could reflect a shortfall in training/education programs at a province-wide level. Also, local organizations working on existing programs thatalready address aspects of the issue may help identify gaps or suggest newpartnerships that could lead local action planning.
• Significant results may not be self-evident on first glance. Once you havereviewed the reports for overall themes or issues it is worthwhile to reviewresponses to individual questions more thoroughly by asking such questions as:do the results differ depending on the sector the respondents are in? Do theresults show differences depending on the size range of the businesses?
• For example, if only two or three businesses out of 100 are planning torelocate (Question FP1) this may not seem significant. But if they are all inthe same sector (Question GB3) or are large employers (Question GB5A),there may be critical underlying reasons or large potential impacts on thelocal economy that need to be understood and addressed.
• Also, if respondents are divided or polarized in their responses to a particularquestion this may indicate a possible area for deeper analysis. For example, inQuestion MA7 respondents rank factors for their “importance”; half may haveranked the energy-costs factor as very important and half as not at allimportant. You may wish to do further analysis to see if the way businessesresponded to the question MA7 relates to the particular type of energy theyuse as identified in their response to question GB16a.
• In reviewing the results of individual questions it is worthwhile to continuallyask: what do we know about the local economy and businesses that wouldaccount for the results? Do the results confirm preexisting information or differfrom what we expected?
• For example, it may be well understood that sewer capacity for a particularlocal industrial park is at its limit until sewage treatment plant expansion canbe financed. The impact on local business planning of this situation may beconfirmed by the responses to Question FP 15. Thus the results of yoursurvey may have as much value for reinforcing existing priorities or for
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renewing commitment to solve such a long-standing issue as in revealingstartling new findings.
• On the other hand, if you have an unexpected result it may reflect acommon misperception in your community. There may be others in yourcommunity who would be surprised or interested by the result of the survey— sharing this result could be a potential objective of a followupcommunication action.
Comparison to Provincial Results
Provincial results will be compiled from each of the communities contributingdata to BR+E Ontario. Over time, the number of communities contributing datais expected to grow. In the future, comparison to provincial data will offer theopportunity to look at your community from another perspective — how itcompares to provincial averages. This can be a powerful way to look at your ownsituation because it can highlight differences that you may wish to explore furtheras part of the Task Force Retreat/action planning.
For example. The businesses in your survey have stated they think municipalbylaws are more of a disadvantage than businesses in other parts of Ontario(Question FP 15). The action plan might then include exploring with municipalofficials the reasons for this — are there real differences in the local bylaws thatmight be re-evaluated? Are local businesses bad actors compared to businesses inother communities — do they lack knowledge of applicable standards? Haveinspection/enforcement relationships with businesses caused dissatisfaction?
Some cautions about comparisonsIf you analyze your results using this comparative format there are several limitingfactors or possible problems to keep in mind.
1. Sectoral differences between your community and the province-wideresults.
Each of the communities participating in the program has planned its ownsurvey method—tailored to its local situation. As a result, the sectors (e.g.tourism, mining, manufacturing, telecommunication) represented in the totalprovincial data may not be the same as the sectors that were included in yourcommunity’s survey. Other surveys may not even include a particular sectorthat is very important in your community.
A common method of understanding the sectoral specialization of the localeconomy is the use of “location quotients,” which compare the proportion ofemployment in a particular sector of the local economy to the proportion ofemployment in that sector in the provincial economy. If some form of thiskind of community economic analysis has been done, the Survey and DataAnalysis Co-ordinator should be aware of it and consider how to share theinformation with the analysis team.
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2. Sample differences between your community and provincial averages.
Again, because each community contributing data plans its own surveymethod, the results must be interpreted carefully. For example, communitiesmay choose to focus their effort on small and medium-sized businesses ratherthan large employers; survey results may vary according to the size of thebusiness.
3. Provincial average.
The provincial comparison, simply because it is an average, can hide very realdifferences between communities.
Conclusion
The general tips and examples given above are meant to provide a positivestimulus for effective data analysis. Obviously this short discussion is not a coursein statistical analysis nor could it substitute for expertise in using databasesoftware. Ideally, some of the individuals on your BR+E team will have suchrelevant skills and abilities while others will contribute intimate and irreplaceablelocal knowledge.
The real value of the data analysis step is the opportunity for fruitful and creativedialogue about the meaning and significance of the survey findings. This dialogueshould not be intimidated by overly voluminous or sophisticated numbercrunching. Some of these survey findings will be relatively straightforward tofollowup, but do not be discouraged by the possibility that you will raise as manyquestions as you answer!
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Agenda for Task Force Retreat Appendix 27
1. Introduction
2. Review local objectives for BR+E project
3. Review findings from preliminary report
4. Present Survey Results for strategy #1
• Task Force nominates options for action plans
• All project ideas are recorded
• Discuss pros and cons for each idea
5. Repeat above steps for strategy 2, 3, 4
6. Vote on all possible action plans
• Limit each person to three votes
• Discuss unclear results and let group decide on final priorities
• Encourage selection of only three or four priority projects
7. Start action-planning process
• Identify Task Force members or other qualified people to lead action planprojects
• Task Force members sign up for priority projects
• Start detailing plans for implementation (see Action-Planning Worksheet)
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BR+E Action-planning Guidelines Appendix 28
These guidelines are to assist communities in the action-planning part of theBR+E process. Action planning is a critical part of the process. Action planningwill link the information that you have gathered so far with actions that thecommunity can see and implement. The action plans, if completed successfully,will address the issues and further the goals of your community.
If you are doing the initial action planning as part of a Task Force Retreat (Step10 of the BR+E process), it will be important for you to consider how tocommunicate the action plans with the larger community. If you want thecommunity to share your commitment, the community needs to be involved inthe action-planning process. While the Task Force can do some important initialwork on proposing and priorizing strategic actions for the community, a larger,more representative group needs to be included when it comes time to acceptthose actions and determine the details, including the questions of who, when,and with what resources. As you enter the implementation stage of BR+E, yourorganization may evolve with groups and individuals taking on different rolesthan in the original Leadership Team and Task Force.
The following questions will help to guide your thinking through the action-planning process.
Before You Begin
Has the planning group had an opportunity to review the findings of thepreliminary report? Have they had a chance to analyze the report for themes andopportunities? Have those opportunities and themes been clearly stated?
Has the group reviewed the goals and objectives that were created in the earlystages of the BR+E process?
Has other information concerning the scope and nature of key issues beengathered to help explain what is known about the causes and effects of problems?
Has the group gathered sufficient information about other planning processes thatare ongoing in the community? Does the group understand how these otherprocesses relate to possible actions that might arise from BR+E?
Generating Ideas for Action Plans
Begin by generating as many ideas for actions as possible. Look at the issues,opportunities, and themes that have been generated during the data-analysis stepsand brainstorm possible actions. Do not judge the ideas at this point. Allow thegroup to be creative. Ideas that on the surface seem foolish or unrealistic can be
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the seeds for innovative solutions to the issues facing your community. Groupmembers should be encouraged to build upon ideas that are suggested by others.
Review the section on Facilitating Group Processes in the Working with Peoplebooklet for tips on brainstorming. This booklet is part of the BR+E Tool Kit.
Prioritize the IdeasYou will now probably have a list of actions that would require years of work anduntold financial and human resources to complete. The next job is to reviewthose ideas and select the ones that the community should take on first.
The following questions can help the group to make this decision:
• Which of these actions could be realistically carried out by our communitygiven existing resources (volunteers and dollars)?
• How does the cost of an action compare to the potential benefit for ourcommunity? Which of these actions would give our community the biggest“bang for the buck”?
• Are there any “big wins” that would be relatively easy to accomplish? Thesemight be good actions to start with.
• Which actions would yield a tangible product for the community? Includingsome of these would provide early, visible results of the BR+E process.
• Which actions can be accomplished quickly? Which are longer term? You maywant to have some of each.
• How would these actions impact on other projects or events or organizationsin the community? Are those impacts positive or negative?
• Which actions would take advantage of strengths or resources that have alreadybeen identified in the community?
• Which actions would require new resources to be developed in thecommunity before they could be implemented?
• Are there any actions that seem too complex or demanding to take on rightnow? Could they be broken down into smaller steps that would be lessintimidating but that would set the stage for other actions at a later date?
• Are there any actions that complement or build on other projects or processesthat are already going on in the community? Do any of the ideas lendthemselves to developing new partnerships in the community?
• Are any of these actions beyond our sphere of influence? Are there other forcesoutside our community that need to take action before these ideas could becarried out? If so, is there anything that we could do locally to influence thoseoutside forces to take action?
Using these questions as a guide, develop a list of the top-priority actions that youfeel that your community could undertake with currently available resources.Keep the full list as a reference for future action-planning stages.
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The Working with People booklet in your BR+E Tool Kit has tools that can beused in prioritizing. In the “Facilitating Group Processes” section you will findinformation on the Forcefield Analysis and Decision Grid.
Detailed Action PlanningOnce you have a manageable list of possible actions it is time to develop moredetailed plans. Refer to Appendix 29 for an Action-planning Worksheet. Use onesheet for each of the actions that you have identified on your priority list. TheAction-planning Worksheet has six parts.
Strategy (What?)This is the idea from your priority list. What is the thing that will happen orthe product that will be developed when you have completed this action?What issue or opportunity or theme does it address? How does it further theobjectives and goals that you developed in the early stages of the BR+Eprocess?
Steps — Actions to be taken (How?)What are the small tasks or activities that will be needed to carry out thestrategy? Try to visualize the various things that will need to be done to getfrom where you are today to the completion of the action plan. List the stepsin logical sequence as much as possible. Provide as much detail as you can here;it will make the rest of the task easier.
Responsibility (Who?)Identify specific people or organizations that will take responsibility for each ofthe steps. Make sure that the workload is evenly distributed and that no oneperson is overloaded.
Share the load. Are there others outside your group who could or should beinvolved? Who else has an interest in the completion of this action? Are thereopportunities to collaborate with new groups here?
Make sure that the people who are assigned the steps have the resources andthe ability to carry them out. If training or fundraising is needed, build theminto your steps.
Resources (With What?)What is the cost of completing each step? Resources could be in dollars or in-kind contributions, e.g., donated paper, envelopes, building materials,photocopies, word processing services, delivery services, etc.
Share the load—people or groups who do not wish to be involved in carryingout the action might be able to help with resourcing some of the steps. Thinkbroadly! Data gathered during the BR+E visits may point to some resources inthe community that have not been tapped before.
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Time (When?)Be sure to set timelines that are realistic but challenging and that will keep theidea moving forward. Many people find that deadlines help motivate them.Timelines provide an easy way to check on the progress of an action plan.
Keep in mind other events and activities that are happening in yourcommunity. Make sure that you are not planning major events that willdirectly compete with other well-established community events. Talk to otherorganizations to learn about their plans for the upcoming time period.
Evaluation Method (How Will You Know that It Worked?)This part of the action plan is often overlooked but is important to help thecommunity measure its success. It is important to consider the followingquestions:
• How will you know if a particular action or project has been successful?(What would success look like?)
• What information will you need to collect in order to determine whetherthe goals and objectives have been reached?
You will need to decide the methods to use and the type of information tocollect. Evaluation activities might include some or all of the following:
• Measuring the resources (dollars, equipment, time) used to carry out theproject.
• Assessing the levels of participation and roles of people involved in carryingout the action plan.
• Polling individuals on the benefit that the action has had for them.
• Assessing the impact that the action/project has had on your community(e.g., what changes have resulted from the project?).
Some of these are much easier to accomplish than others, but all will be easierto measure if, beforehand, you think about them and plan how and when youwill collect the necessary information.
The BR+E Evaluation Guidelines booklet in your BR+E Tool Kit has moreinformation that can help you to evaluate actions.
Co-ordination of Action PlansAt some point, someone will need to step back and look at the big picture. If youhave six proposed action plans, how do they mesh with one another? Are thesame groups of people taking the lead on each? Are the resources all coming fromone or two places? Are most of the actions concentrated into one or two months,or are they spread out over a longer period of time? Are there places where theplans could be co-ordinated?
Is the total picture realistic? From a financial point of view? From a volunteertime commitment? Should the total time frame be extended, or should one of theactions be postponed? Have you involved everyone that needs to be involved?
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How can you widen the circle and include more groups or individuals? The moreinvolved the community is in the actions, the more committed the communitywill be to the outcomes.
Communication of Action PlansCommunication beyond the Task Force Retreat is vital to the success of actionplans. Initial communication will happen during Step 11 of the BR+E process(Public meeting to present findings and recommendations), but this must not bethe only place where communication about the action plans occurs. Withoutcommunication to the community and involvement of the community in somepart of the action-planning process, the chances of successful implementation willbe greatly reduced. Communicate with as many people in as many different waysand at as many different times and places as you can. It is nearly impossible tocommunicate too much at this part of the process!
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BR+E Action–planning Worksheet Appendix 29
Action-planning WorksheetStrategy (What?)
Steps/Actions to be taken (How?)Responsibility(Who?)
Resources(With What?)
Time(When?)
Evaluation Method (How and when will you get the information you need to track the progress and assess the results of your actions?)
Note: See BR+E Evaluation Guidelines Booklet
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Agenda for Initial Public Meeting Appendix 30
1. Introduce BR+E project(Overall Co-ordinator — 10 minutes)
2. Review the project’s purpose and history(Leadership Team — 5 minutes)
3. Give testimonials and/or project accomplishments*(Business representatives and/or Overall Co-ordinator — 10 minutes)
4. Present Action Plan One(Task Force member)
5. Present Action Plan Two(Task Force member)
6. Present Action Plan Three(Task Force member)
7. Invite community members to join a committee to implement the actionplans(Task Force Member Lead for each Action)
8. Closing remarks(Overall Co-ordinator)
*BR+E communities are encouraged to celebrate their successes and torecognize their volunteers. This section of the Public Meeting could be expandedinto a special celebration. BR+E project accomplishments could be highlighted,and the volunteers who have contributed to the success of BR+E could bethanked (e.g., at a wine and cheese party).
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Final Report Appendix 31
Suggested format for Final BR+E Report
• Organization name, project name, contact name, and number
• Introductory paragraph (summary of BR+E project)
• Purpose (goals and objectives of BR+E)
• Community involvement (organizations, businesses, individuals; acknowledgecontributions)
• Project activities (summary of activities to date e.g., planning, training,interviews, followup, data analysis)
• Results achieved (provide examples of results to date e.g., red-flag followup)
• Presentation and analysis of key BR+E survey findings
• Recommendations (identify action plans for community committees)
• Work Plan (overview of plan to implement recommendations)
• Conclusion
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Eval
uati
onGu
ide
Appe
ndix
32U
seth
isfr
amew
ork
asa
guid
eto
refle
ctan
dre
port
onth
eac
tions
and
achi
evem
ents
resu
lting
from
BR
+E
.Ref
lect
and
repo
rton
succ
essf
ulan
dun
succ
essf
ulpr
ojec
ts,a
sill
ustr
ated
inth
eex
ampl
espr
ovid
ed.
Issu
eor
Prob
lem
Acti
vity
/Pro
ject
Imm
edia
teRe
sult
s/Ou
tput
sLo
ng-T
erm
Resu
lts/
Outc
omes
Achi
eved
Infl
uenc
ing
Fact
ors
Wha
tis/
wast
heis
sue
orpr
oble
m(id
entif
ied
thro
ugh
the
BR+E
surv
ey)t
hatt
heac
tivity
orpr
ojec
twas
desi
gned
toad
dres
s?
Wha
tspe
cific
actio
nsor
stra
tegi
eswe
reim
plem
ente
d?In
clud
e:
•Sc
ope/
obje
ctiv
esof
activ
ity•
Tim
efra
me
•W
howa
sin
volv
ed?
•Co
st(m
oney
and
time)
Plea
seno
teth
atyo
um
ayha
vem
ore
than
one
activ
ityor
proj
ectt
hatw
asim
plem
ente
dto
addr
ess
one
issu
eor
prob
lem
.
Fore
ach
activ
ityor
proj
ect,
wha
twe
reth
eac
tual
resu
ltsor
prod
ucts
that
wer
eac
hiev
ed?
Your
resu
ltsm
ayre
late
to:
•#
peop
letr
aine
din
part
icul
arsk
illar
eas
•ne
wpo
sitio
nscr
eate
dan
d#
peop
lehi
red
•#
and
type
ofph
ysic
al/
infra
stru
ctur
ech
ange
s(e
.g.,
sign
s,wa
ter/
sewa
ge,h
igh-
spee
dte
leco
mm
unic
atio
nlin
es,e
tc.)
•#
and
type
ofco
mm
ittee
s/gr
oups
form
ed•
#an
dty
peof
new
econ
omic
deve
lopm
enti
nitia
tives
/pro
gram
spl
anne
dan
dim
plem
ente
d•
leve
land
type
ofne
wfu
ndin
gor
serv
ices
tosu
ppor
tloc
albu
sine
ss
Fore
ach
activ
ityor
grou
pof
activ
ities
/pro
ject
s,wh
atch
ange
sha
veoc
curre
din
the
com
mun
ityas
are
sult?
Usua
lly,t
his
will
appl
yon
lyto
actio
nsor
proj
ects
that
have
been
impl
emen
ted
fora
tlea
ston
eye
ar.
Chan
ges
may
incl
ude:
•in
crea
sed
supp
lyof
skill
edla
bour
suite
dto
loca
lbus
ines
sne
eds
•ch
ange
inbu
sine
sspl
ans
tore
loca
te•
incr
ease
dco
llabo
ratio
nbe
twee
nbu
sine
ssan
dot
hers
ecto
rs•
deve
lopm
ento
fnew
orga
niza
tions
orpr
ogra
ms
•im
prov
edin
frast
ruct
ure
forb
usin
ess
•ne
wfo
cus/
goal
sfo
rthe
com
mun
ity•
unex
pect
edsp
inof
fs(e
.g.,
new
inve
stm
ent
Note
:In
the
even
ttha
tapr
ojec
tis
inpr
ogre
ssbu
thas
n’ty
etac
hiev
edan
yta
ngib
leou
tcom
es,
you
can
repo
rton
your
prog
ress
towa
rdsa
chie
ving
cert
ain
outc
omes
.
Wha
tfac
tors
cont
ribut
edto
the
succ
ess
ofth
ein
itiat
ive?
Wha
tfac
tors
prev
ente
dth
esu
cces
sof
othe
rini
tiativ
es?
Thes
efa
ctor
sm
ayre
late
to:
•pa
rtic
ipat
ion
•le
ader
ship
•an
alys
isof
issu
es•
plan
ning
•re
sour
ces
(fun
ding
,eq
uipm
ent,
time)
Cons
ider
what
you
have
lear
ned
from
your
expe
rienc
eth
atyo
uca
nap
ply
tofu
ture
activ
ities
/pr
ojec
ts.
Exa
mple
1
Shor
tage
oflo
cals
kille
dla
bour
fort
wolo
cal
man
ufac
ture
rs;b
usin
ess
owne
rspl
anne
dto
relo
cate
by19
99
•Es
tabl
ishm
ento
fWor
king
Grou
p(lo
calb
usin
ess,
labo
ur,H
RDC,
com
mun
ityfu
ture
s,yo
uth,
com
mun
ityco
llege
)in
June
1998
•W
Gle
dpr
oces
sto
iden
tify
loca
llab
ourn
eeds
and
deve
lop
stra
tegy
toin
crea
sesu
pply
ofla
bour
•Sp
ecifi
cla
bour
need
s(s
kills
,po
sitio
ns,t
ime)
iden
tifie
dth
roug
hco
nsul
tatio
nwi
thbu
sine
ssow
ners
;rep
ortp
rese
nted
toco
mm
unity
inNo
vem
ber1
998
•pr
opos
al/p
lan
deve
lope
din
Mar
ch19
99fo
rtwo
loca
l/sa
telli
tetr
aini
ngpr
ogra
ms
tost
arti
nSe
ptem
ber1
999;
mar
ketin
gpl
anin
itiat
ed
Two
year
sla
ter:
•Bu
sine
ssow
ners
have
com
mitt
edto
rem
aini
ngin
com
mun
ity;o
neis
expa
ndin
gop
erat
ions
•Fi
rstg
radu
ates
(18)
ofne
wtr
aini
ngpr
ogra
mha
vese
cure
dfu
ll-tim
eem
ploy
men
twith
the
two
man
ufac
ture
rs•
150
orig
inal
jobs
reta
ined
and
25ne
wjo
bscr
eate
dwi
thth
eex
pans
ion;
long
-ter
msp
inof
fjo
bsan
ticip
ated
inse
rvic
ese
ctor
•Pr
ompt
resp
onse
tosp
ecifi
cbu
sine
ssne
ed•
Wor
king
grou
pin
clud
edke
yst
akeh
olde
rs•
Wel
l-tho
ught
-out
prop
osal
/pla
nfo
rnew
trai
ning
prog
ram
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mple
2
Lack
ofec
onom
icde
velo
pmen
tfoc
us/
visi
onin
the
com
mun
ity
•Le
ader
ship
Team
deve
lope
d/pr
esen
ted
(Mar
ch19
98)
prop
osal
for
crea
ting
anec
onom
icde
velo
pmen
toffi
cer
posi
tion
tole
adde
velo
pmen
tofa
com
mun
ityst
rate
gic
plan
ning
proc
ess,
incl
udin
gfo
rmat
ion
ofec
onom
icde
velo
pmen
tco
mm
ittee
•Ap
prov
alin
July
and
job
desc
riptio
nde
velo
ped
inAu
gust
1998
•Co
st:4
two-
hour
mee
tings
forL
eade
rshi
pTe
am(5
peop
le);
$100
fora
din
pape
rs
•Fu
ll-tim
eec
onom
icde
velo
pmen
tof
ficer
posi
tion
crea
ted;
pers
onhi
red
inJa
nuar
y19
99•
12-m
embe
reco
nom
icde
velo
pmen
tcom
mitt
eefo
rmed
inM
arch
/Apr
il19
99;m
embe
rsre
pres
entl
ocal
busi
ness
(ret
ail,
agric
ultu
re,f
inan
cial
and
man
ufac
turin
g),s
ocia
lser
vice
s,Co
unci
l,yo
uth,
com
mun
ity-a
t-la
rge
•Co
mm
unity
Stra
tegi
cPl
anni
ngpr
oces
sin
itiat
edin
May
1999
Two
year
sla
ter:
•Im
prov
edco
mm
unic
atio
ns/r
elat
ions
betw
een
busi
ness
and
othe
rgro
ups
inth
eco
mm
unity
;co
ntin
uing
colla
bora
tion
thro
ugh
Econ
omic
Deve
lopm
entC
omm
ittee
•Co
mm
unity
visi
ones
tabl
ishe
dth
roug
hfo
cus
grou
psan
dan
alys
isof
com
mun
ityda
ta/i
ssue
s(e
cono
mic
,dem
ogra
phic
,env
ironm
enta
l)•
Reco
mm
enda
tions
forl
ong-
term
econ
omic
deve
lopm
ents
trat
egy
•Fo
urec
onom
icde
velo
pmen
tpro
ject
sin
itiat
ed:
tour
ism
stra
tegy
,tar
gete
din
vest
men
t,Bu
sine
ssAm
bass
ador
Prog
ram
,com
mun
ityec
onom
ican
alys
is
•Co
mm
itmen
tbyC
ounc
il•
E.D.
Com
mitt
eere
pres
ente
dke
yst
akeh
olde
rgro
ups
inth
eco
mm
unity
•Cl
earm
anda
tefo
rec
onom
icde
velo
pmen
tof
ficer
and
com
mitt
ee•
Broa
dco
mm
unity
part
icip
atio
nin
stra
tegi
cpl
anni
ngpr
oces
s
Exa
mple
3
Low/
decl
inin
gvi
sito
rle
vels
atto
uris
tfa
cilit
ies
inth
ear
ea
•De
velo
pmen
toft
ouris
mst
rate
gyfo
rcom
mun
ityan
dsu
rroun
ding
regi
on•
Deve
lopm
ento
fmar
ketin
gm
ater
ials
(Web
site
and
broc
hure
s)to
supp
ortt
hest
rate
gyan
dat
trac
tvi
sito
rsto
the
regi
on
•To
uris
mco
mm
ittee
form
edan
dst
arte
dde
velo
ping
ast
rate
gy,b
utst
oppe
dm
eetin
gaf
tert
hree
mon
ths
•No
mat
eria
lwas
deve
lope
d
•Co
ntin
ued
lack
ofre
gion
alto
uris
mst
rate
gy;
low
visi
torr
ates
•Lo
wre
pres
enta
tion
ofke
ype
ople
from
surro
undi
ngar
eaon
com
mitt
ee•
Inad
equa
tepl
anni
ngon
how
tode
velo
pth
est
rate
gy(e
.g.,
fund
ing,
play
ers,
task
s,pr
oces
s)•
Lack
ofth
orou
ghan
alys
isof
prob
lem
and
iden
tific
atio
nof
alte
rnat
ive
actio
ns
120 B U S I N E S S R E T E N T I O N A N D E X P A N S I O N R E S O U R C E M A N U A L
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Issu
eor
Prob
lem
Acti
vity
/Pro
ject
Imm
edia
teRe
sult
s/Ou
tput
sLo
ng-T
erm
Resu
lts/
Outc
omes
Achi
eved
Infl
uenc
ing
Fact
ors
Glossary
BR+E Consultant — a BREI-certified Consultant who is able to coach
and assist a community in the implementation of a BR+E project.
Confidentiality Contract — agreement signed by volunteers to
respect and exercise confidentiality.
Followup Public Meeting — community meeting to present results
of BR+E action plans.
Initial Public Meeting — community meeting to present BR+E
project findings and recommend action plans.
Leadership Team — executive committee of the Task Force that
provides ongoing BR+E project management.
Media Co-ordinator — Leadership Team member responsible for
communicating the progress and results of the BR+E project to the
public.
Overall Co-ordinator — Leadership Team member who oversees the
entire BR+E project and serves as chair of the Leadership Team.
Red-flag and Resource Co-ordinator — Leadership Team member
who organizes responses to urgent businesses concerns and
requests for information.
“Red-flag” Issues — urgent business issues, such as relocation,
closing, employee layoffs or problems with expansion, that require
immediate attention.
Resource Network — group of people from various agencies that
provide useful information or assistance to businesses.
Sponsoring Organization — an organization that is actively
supporting and implementing the BR+E project with a combination
of time, human and physical resources, and dollars.
Survey and Data Analysis Co-ordinator — Leadership Team member
who oversees data analysis and co-ordinates Task Force Retreat to
review survey findings.
The Task Force — broad-based group of community leaders who
play a key role in setting the overall policies for the project,
responding to the business needs, and developing and
implementing the strategic action plans.
Task Force Retreat — meeting to review survey findings and make
recommendations for action plans.
Visitation Co-ordinator — Leadership team member who organizes
Volunteer Visitation Teams and arranges business visits.
Volunteer Visitation Teams — teams of volunteers who visit two to
four businesses and interview the owners or managers.
Why You Should Volunteer for BR+E
✓BR+E demonstrates that you care about business
✓BR+E builds networks
✓BR+E is a learning experience
✓BR+E brings the community together
✓BR+E gets results
Disponible en français
For more information contact:
BR+E Ontario
c/o Ontario Ministry of Agriculture, Food and Rural Affairs
1 Stone Road West
Guelph, ON N1G 4Y2
www.gov.on.ca/OMAFRA/english/rural/BRandE/BRandE.htm
1-888-4-OMAFRA
1-888-466-2372 09/0
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