This document provides an introduction and overview of the Business Retention and Expansion (BR+E) program. It describes BR+E as a community-based and volunteer-driven approach to business and economic development. The goals of BR+E are to help communities learn about the needs of local businesses and set priorities to address these needs in order to promote job growth. The document outlines the benefits of the BR+E approach and provides guidance on determining if a community is ready to undertake a BR+E project. It also describes the resources available to support a BR+E program.
Z Score,T Score, Percential Rank and Box Plot Graph
Business Retention and Expansion Manual
1. TA K I N G C A R E O F B U S I N E S S I N RU R A L O N TA R I O / TA K I N G C A R E O F B U S I N E S S I N RU R A L O N TA R I O
/ T A K I N G C A R E O F B U S I N E S S I N RU R A L O N T A R I O
T A K I N G C A R E O F B U S I N E S S I N RU R A L O N T A R I O /
BR+E
BR+E
Resource Manual
T A K I N G C A R E O F B U S I N E S S I N RU R A L O N T A R I O /
/ T A K I N G C A R E O F B U S I N E S S I N RU R A L O N T A R I O
TA K I N G C A R E O F B U S I N E S S I N RU R A L O N TA R I O / TA K I N G C A R E O F B U S I N E S S I N RU R A L O N TA R I O
3. ACKNOWLEDGMENTS
BR+E Ontario gratefully appreciates the assistance provided by the organizations
and individuals that contributed to the development of our Canadian resources.
Our BR+E Resource Manual is based on the series of booklets entitled
Implementing Local Business Retention and Expansion Visitation Programs
(NERCRD Publication No. 72), authored by Scott Loveridge (West Virginia
University) and George Morse (University of Minnesota) and published by the
Northeast Center for Rural Development (7 Armsby Building, The Pennsylvania
State 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 the
concepts in this series, the research to test these ideas, or workshops to disseminate
the information: North Central Regional Center for Rural Development,
Western Rural Development Center, Northeast Regional Center for Rural
Development, Southern Rural Development Center, The Ohio Cooperative
Extension Service, West Virginia University Extension Service, The Aspen
Institute for Humanistic Studies, USDA Extension Service, and Farm Foundation.
This material is based upon work supported by the Cooperative State Research,
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
Education and Extension Service, U.S. Department of Agriculture. Programs of
the regional rural development centres are available equally to all people, and
materials are provided on an at-cost or no-cost basis.
We are grateful to the Northeast Center for permission to quote and paraphrase
these materials. However, because numerous adaptations have been made from
the original booklets, the BR+E Ontario authors take responsibility for the final
edition. If you are serving as a BREI certified Consultant, we encourage you to
obtain a copy of the original booklets from the Northeast Regional Center for
Rural Development, which will serve as an excellent additional resource.
Writers and editors of the BR+E Ontario manual include:
Selena Hazlitt Chuck Bokor Clare Wastenays
Harold Flaming Stuart Budd Bea Gosselin
Susan Leuty Mary Ellen Norry Car Jane Muegge
Norman Ragetlie Brita Ball R. Jane Cunningham
Eric Lawlor Pat Parent
We would also like to acknowledge and thank Business Retention and Expansion
International (BREI) and the University of Minnesota for collaborating with us
on the development of the BR+E Consultant Certification Course copyrighted
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
4. by the University of Minnesota and certified by Business Retention and
Expansion International. For additional information on BREI, see their web site
at www.brei.org.
None of the Resources for BR+E Ontario would have been possible without the
contribution of a number of partners:
Government of Ontario
Ministry of Agriculture, Food and Rural Affairs
Ministry of Training, Colleges and Universities
Ministry of Environment
Ministry of Northern Development and Mines
Government of Canada
Industry Canada/FedNor
Human Resources Development Canada
Canadian Rural Partnership
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
Microsoft is a registered trademark of Microsoft Corporation
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
5. TABLE OF CONTENTS
BR+E Introduction ............................................................... 1
Introduction To Business Retention And Expansion:
The BR+E Program ................................................................................................ 1
Is Our Community Ready For BR+E? ................................................................... 2
Getting Started ........................................................................................................ 3
Using The BR+E Resource Manual ........................................................................ 4
BR+E Process ...................................................................... 6
BR+E Four-stage Process ........................................................................................ 6
Key Players .............................................................................................................. 7
Key Players’ Roles, Responsibilities and Duties ........................................................ 9
Leadership Team Roles, Responsibilities and Duties .............................................. 11
BR+E Four-stage Process .................................................... 14
STAGE 1 — Project Planning and Business Visits .................................................. 14
STAGE 2 — Immediate Followup ........................................................................ 25
STAGE 3 — Data Analysis and Recommendations ................................................ 27
STAGE 4 — Public Meetings and Implementation ................................................ 29
BR+E Resources
Appendix 1 BR+E Volunteer Requirements................................................... 35
Appendix 2 BR+E Financial Costs.................................................................. 36
Appendix 3 Community-readiness Checklist ................................................... 37
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
Appendix 4 Trained and Certified BR+E Consultants In Ontario ................... 44
Appendix 5 Leadership Team and Task Force Members ................................... 51
Appendix 6 BR+E Work Plan ........................................................................ 52
Appendix 7a Overall Co-ordinator Job Description .......................................... 55
Appendix 7b Visitation Co-ordinator Job Description ....................................... 57
Appendix 7c Red-flag and Resource Co-ordinator Job Description .................. 59
Appendix 7d Media Co-ordinator Job Description ............................................. 61
Appendix 7e Survey and Data Analysis Co-ordinator Job Description .............. 63
Appendix 7f Task Force Member Job Description ............................................ 65
Appendix 7g Volunteer Visitor Job Description................................................. 67
Appendix 7h Data-entry Volunteer Job Description .......................................... 69
Appendix 8 Sample Media Releases................................................................. 70
Appendix 9 Confidentiality Contract............................................................... 76
Appendix 10 Guidelines for Sampling and Selecting Businesses ......................... 77
Appendix 11 Sources of Information ................................................................. 79
Appendix 12 BR+E Local Question Guidelines ................................................ 82
Appendix 13 List of Volunteer Visitors .............................................................. 84
Appendix 14 Volunteer Visitation Team Assignments........................................ 85
Appendix 15 Volunteer Visitors’ Training Invitation ......................................... 86
Appendix 16 Volunteer Visitors’ Training Agenda.............................................. 87
Appendix 17 Tips for Preparing Volunteer Visitors’ Packages ............................ 88
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL i
6. Appendix 18 Guidelines for Volunteer Visitors.................................................. 89
Appendix 19 Guidelines for Using the BR+E Survey......................................... 91
Appendix 20 Volunteer Followup Suggestions .................................................. 96
Appendix 21 Volunteer Thank-you Letter ........................................................ 97
Appendix 22 "Red-flag" Worksheet.................................................................. 98
Appendix 23 "Red-flag" Followup Activity..................................................... 100
Appendix 24 Letter to Businesses..................................................................... 101
Appendix 25 Business Thank-you Letter ......................................................... 103
Appendix 26 BR+E Data Analysis .................................................................. 104
Appendix 27 Agenda for Task Force Retreat................................................... 109
Appendix 28 BR+E Action-planning Guidelines ............................................ 110
Appendix 29 BR+E Action–planning Worksheet............................................ 115
Appendix 30 Agenda for Initial Public Meeting............................................... 116
Appendix 31 Final Report............................................................................... 117
Appendix 32 Evaluation Guide........................................................................ 118
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
ii BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
7. BR+E INTRODUCTION
INTRODUCTION TO BUSINESS RETENTION AND EXPANSION:
THE BR+E PROGRAM
Business development and job creation are key factors in developing healthy and
vibrant communities. Depending on the characteristics of your community’s
economy, anywhere from 40 to 90 per cent of new jobs come from existing
businesses.
Traditionally, municipal officials, economic development officers, representatives
of Chambers of Commerce or Boards of Trade, and others have visited business
people to hear their concerns, and then addressed the issues facing the business
community. Another approach some communities use is to hire Consultants to
systematically survey businesses and prepare reports based on the findings. The
BR+E approach is different.
What is BR+E?
BR+E takes the best of both approaches to create an even better one. This
approach combines the initiative of community business visits with a systematic
interview process, using community leaders and other citizens to make it work.
This combination is the real secret to effective and well-managed economic
development that leads to increased economic opportunities and improved quality
of life in a community. The combination builds wealth and human capacity.
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
Business Retention and Expansion (BR+E) is an action-oriented and
community-based approach to business and economic development. It promotes
job growth by helping communities learn about issues and concerns of, as well as
opportunities for, local businesses and set priorities for projects to address these
needs. Ultimately, communities will have greater success in attracting new
business if existing businesses are content with local economic conditions and
community support.
Community-based, Volunteer-driven
BR+E is community-based because it involves a variety of people who bring
experience from all sectors. It is a multi-stakeholder process that can build the
commitment needed from a variety of community organizations to implement
action 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 who
volunteer their time. In other instances employers allow BR+E volunteers time
during work hours to be involved in the project. Business visits are completed by
teams of community members who are trained before interviewing business people.
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL 1
8. Benefits of the BR+E Approach
The overall goal of visiting community businesses is to identify needs and
concerns that enable businesses to retain or create jobs. BR+E provides a number
of additional benefits, including
• lower direct costs for systematic business visitations due to the donation of
goods 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 economic
development issues;
• increased community capacity and enthusiasm to take on future economic
development 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
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
IS OUR COMMUNITY READY FOR BR+E?
Every community is different and will approach community economic
development with a different combination of strengths and assets. As a guide for
groups that are considering BR+E, we offer the following three “readiness
criteria” as a starting point.
Answer These Three Questions
1. 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 program
and who are willing to commit the time and energy needed to champion the
community BR+E project? (see Appendix 1 — BR+E Volunteer Requirements)
2. Do we have an established volunteer base with the ability, willingness, and
time 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)
2 BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
9. 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 the
first two questions.
NO to one or more?
Your community probably needs a bit more preparation before taking on a
project 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 Kit
The BR+E tool kit contains all the resources to guide you through a BR+E
project. The kit includes a BR+E resource manual, a video, a CD-ROM and
many other resources.
BR+E Video
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
Watch the video first! This will give you the overall picture of the BR+E process
and will make the other resources easier to use.
BR+E Resource Manual
The BR+E resource manual is the map to the BR+E process. Fifteen steps are
outlined in detail along with appropriate resources to help your community plan
and implement a successful BR+E project.
BR+E CD-ROM
The CD-ROM contains the survey and the Ontario-developed database program
with a User Guide that is critical to the collection and analysis of the data that you
will collect in your community. The CD-ROM also contains electronic versions
of the resource manual and all the resources.
Supporting Resources
A BR+E project will not work without the leadership and support of a host of
individuals in the community. Without the dedication and commitment of many
volunteers, this community initiative will not be possible. The BR+E project
relies on people—their hard work, their ability to work together, and their
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL 3
10. ingenuity in addressing business concerns together. The booklet Working with
People contains ideas, tools, and techniques to support the people involved in the
local BR+E project. This focus on the “people aspect” of the project will help
the Leadership Team, the Task Force, and the Volunteer Visitation Teams
achieve their objectives.
As the BR+E project in your community progresses, remember to stand back
and reflect upon what you have accomplished. By documenting and assessing
your work, you will be able to learn from your experience and to assess what
worked 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 your
community develop tracking and reporting systems that document your progress
with BR+E, plan a long-term results-assessment strategy, and communicate your
results to the community.
BR+E Consultants
There are over 100 BR+E Consultants in Ontario who have been trained in the
BR+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 to
a community planning a BR+E project. The BR+E Consultant is there as a
coach for you and your community. Refer to Appendix 4 for a list of Ontario
Consultants.
BR+E Ontario
BR+E Ontario has evolved since 1998 from a public-private steering committee
that was formed to guide and support a number of BR+E pilot projects. The
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
steering committee continues to play an important role in enhancing the delivery
of BR+E projects, heightening the credibility of BR+E in Ontario, and
educating partners, their staff, and clients. See the Ontario BR+E web site hosted
by the Ontario Ministry of Agriculture, Food and Rural Affairs at http://
www.gov.on.ca/OMAFRA/english/rural/BRandE/resources.htm
BRE International
Business Retention and Expansion International (BREI) is a nonprofit,
professional association of economic development professionals who are working
for the advancement of business retention and expansion as an economic
development 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 undertaking
a BR+E project. Four stages and 15 steps are clearly outlined; however, these
stages and steps will not produce the same product every time. Every community
is different and has its own history, assets and mix of people, organizations, and
values. What works well in one community could be much less successful in
4 BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
11. another community. Your community may also have specific local concerns, e.g.,
tourism issues or downtown revitalization, which could focus your BR+E
program quite differently than in another community.
The BR+E process has been developed over time and represents a successful tool
for community economic development. BR+E has been tried and tested in many
communities. Each of the steps is important, and communities should not change
or eliminate any fundamental parts of the process—but, in keeping with
community-development principles, BR+E is designed for flexibility. If one of
the steps does not seem to fit well with what is happening in your community
right now, or if the timing of some of the events would make more sense in a
slightly different order, please make adjustments.
It would be advisable to discuss significant changes to the process with a trained
and certified BR+E Consultant.
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL 5
12. BR+E PROCESS
A BR+E project should involve the community, demonstrate a pro-business
attitude, and set priorities for community-sponsored programs that meet the
needs of local businesses. To best achieve these objectives, there are four stages to
BR+E.
This section is based on the copyrighted series of booklets entitled Implementing
Local Business Retention and Expansion Visitation Programs (NERCRD Publication
No. 72), authored by Scott Loveridge (West Virginia University) and George
Morse (University of Minnesota) and published by the Northeast Center for
Rural Development. The section cannot be reproduced outside Ontario without
written permission from the Northeast Center for Rural Development.
BR+E FOUR-STAGE PROCESS
STAGE 1 STAGE 2 STAGE 3 STAGE 4
Project Planning and Immediate Data Analysis and Public Meetings and
Business Visits Followup Recommendations Implementation
Step 1 Step 7 Step 8 Step 11
Introducing BR+E to the Immediate Action on the Data Entry Initial Public Meeting to
Community “Red-flag” Issues Present Findings and
Recommendations
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
Step 2 Step 9 Step 12
Leadership Team and Task Force Analysis of Survey Committees to Implement
Recruitment and Orientation Responses the Recommended Action
Plans
Step 3 Step 10 Step 13
Project Design Task Force Retreat Implementation of Action
Plans
Step 4 Step 14
Volunteer Visitor Recruitment Monitoring the Progress of
and Training the Implementation Strategy
Step 5 Step 15
Business Visits Followup Public Meetings
Step 6
Review Completed Surveys for
“Red-flag” Issues
6 BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
13. KEY PLAYERS
A BR+E project involves five key players or groups that work together to make
an 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+E
process. All contribute to its success.
The Leadership Team is the executive committee and has a central role in
managing the local project on a day-to-day basis. The Leadership Team members
are 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 immediate
business needs, and developing and implementing the strategic action plans.
Task Force members and other volunteers pair up to create Visitation Teams
that interview the businesses.
The Resource Network comprises people from various agencies who support the
project by providing information and assistance to address identified business
needs. Some Resource Network members may sit on the Task Force; others may
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
be Volunteer Visitors, while others may provide advice only for specific needs.
The BR+E Consultant may contract with the Leadership Team to provide
information, guidance, and training through all phases of the project.
Leadership Team
The Leadership Team should The Leadership Team is the executive committee of the Task Force and provides
comprise individuals who will ongoing project management. The Leadership Team should comprise individuals
“champion” the project and who will “champion” the project and motivate others to take action so the project
motivate others to take action. can succeed. The Team introduces and promotes the project in the community,
contracts for the services of a BR+E Consultant, and co-ordinates volunteer
activities, Task Force meetings, and immediate followup to the survey results. The
Team should be a mix of people who are representative of the community.
Because each community is unique, Leadership Teams will differ. However, there
are 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 of
Leadership Team.
• Visitation Co-ordinator — organizes Volunteer Visitation Teams and
arranges business visits.
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL 7
14. • Red-flag and Resource Co-ordinator — organizes response to urgent
businesses concerns and requests for information.
• Media Co-ordinator — communicates the progress and results of the BR+E
project 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, local
government, financial institutions, relevant federal and provincial representatives,
area utilities, education officials, and other respected and influential community
leaders. Depending on the diversity of organizations in the community, the Task
Force should range in size from 15 to 30 members.
Volunteer Visitation Teams consist of two people per team who visit two to
four 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 must
understand and respect the confidentiality of the information gathered.
The Resource Network is a group of people from various agencies that may
provide useful information or assistance to businesses.
Prompt and effective followup is crucial to the success of BR+E. People in the
Resource Network should be able to respond to issues, concerns, and
opportunities identified in the business surveys.
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
The Resource Network must be in place before starting the business visitations. Its
main purpose is to provide people who can provide quick action and assist by
following up on “red-flag” issues. For example, a Resource Network member
specializing 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 to
participate in BR+E by being members of the Task Force.
The BR+E Consultant may The BR+E Consultant may work with the community through all stages of the
work with the community project. BR+E Consultants may be found by contacting BR+E Ontario.
through all stages of the Consultants will have completed BR+E training and understand the BR+E
project. process. The Leadership Team will want to contract with the Consultant to
identify how to best work together.
The Consultant is a coach to the team implementing the project and may play a
role in facilitating various tasks and events, depending on the needs of the
community.
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 key
players at each stage in the BR+E process.
8 BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
15. Key Players’ Roles, Responsibilities and Duties
Volunteer
Leadership Team Task Force Visitation Teams Resource Network BR+E Consultant
STAGE 1
Project Planning • Introduce and promote • Work as a team to support • Must participate in • Could consider being • Initially review BR+E concept with four
and Business Visits BR+E project in the BR+E project development volunteer training members of the Task to six key community leaders
community • Set overall scope, session before Force • Conduct a community-readiness
• Contract with BR+E objectives, design, policies interviewing businesses assessment
Consultant for project (e.g., Number of • Complete business visits • Assist Leadership Team to identify
• Recruit Task Force businesses to visit, types of as jointly determined local sponsor
members businesses to include, with Leadership Team • Assist in identification of Co-ordinator
• Co-ordinate overall number of visitation teams, • Work with partner and within Leadership Team
development of BR+E etc.) interview business people • Provide Leadership Team and Task
project • Assist in securing written • Identify "red-flag" issues Force with orientation and training
• Facilitate and manage endorsements from local and information requests
organizations • Meet with Leadership Team to discuss
BR+E work plan and • Submit completed organization and implementation of
implementation of project • May take part in volunteer surveys and followup BR+E e.g., recruitment and training,
on a day-to-day basis visitation training and forms to designated identification of business sector(s) to
• Facilitate Volunteer business interviewing person be targeted for visits
Visitor recruitment and • Advise on development of work plan
training • Assist with formation of Resource
• Ensure business visits Network
completed • Take the lead in implementing an
appropriate volunteer training session
STAGE 2
Immediate • Ensure immediate • Participate in meetings to • Provide critical • Assist in facilitating appropriate
Followup followup on "red-flag" handle immediate concerns information and/or responses to "red-flag" issues
issues of local businesses ("red- services to address "red-
• Send requests for flag" issues) flag" issues of
information to businesses • Help in followup work businesses
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
9
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
16. TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
10
Volunteer
Leadership Team Task Force Visitation Teams Resource Network BR+E Consultant
STAGE 3
Data Analysis and • Oversee data entry and • Participate in Task Force • Provide information • Provide options for data analysis
Recommendations preparation of preliminary Retreat and/or service to • Facilitate data interpretation and
report • Review research results in businesses as required recommendations
• Arrange for interpretation preliminary report and set • Assist Leadership Team in organizing
of findings and priorities for long-term Task Force Retreat to review
development of action plans preliminary report
recommendations • May lead the • Facilitate Task Force Retreat
• Organize and participate implementation of certain • Facilitate development and
in Task Force Retreat action plans prioritization of action plans in
• Ensure development of response to findings
action plans
• Summarize outcome of
Task Force Retreat and
prepare Final Report
STAGE 4
Public Meetings • Host and present survey • Assist in planning initial • Participate in initial • Participate in initial • Assist in facilitating Public Meeting, if
and findings and Public Meeting Public Meeting Public Meeting requested to by Leadership Team
Implementation recommendations at • Participate in Public Meeting • Consider involvement in • Consider involvement in • Provide support in implementation of
initial Public Meeting • Assist, as appropriate, in implementing action implementing action identified projects
• Oversee establishment of implementation of plans plans plans • Assist Leadership Team to establish
action plan committees • Attend quarterly progress • Provide information and implement method of identifying
• Track progress of action reporting sessions for a year requested by businesses benchmarks and tracking results of
plans and implementation after adopting priority carrying out action BR+E project
strategy action plans plans • Provide options for documenting and
• Assess results of the BR+E • Participate at future Public communicating project results to
project against short-term Meetings community members and others
and long-term objectives • Identify possible links with other BR+E
of project (evaluation) communities to share information and
• Ensure followup Public documentation
Meeting held in one year
Time • Overall Co-ordinator— • Total—20–30 hrs each • Total—10–12 hrs each • Varies depending on • Varies depending on needs
Commitment 100+ hrs needs of community • 10–100 hrs
• Other Co-ordinators—45
hrs each
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
People Required • Generally four to six; • 15–30 with a broad range of • Depends on number of • Depends on community • one
enough to share experience; varies businesses to visit; can needs
responsibilities and tasks depending on community include Task Force
needs members
To ensure the integrity of the BR+E project, all BR+E volunteers and Consultants who have access to confidential business information will be asked to:
• Sign a confidentiality contract
• Maintain confidentiality
17. Leadership Team Roles, Responsibilities and Duties
Red-flag and
Visitation Resource Media Survey and Data Analysis
Overall Co-ordinator Co-ordinator Co-ordinator Co-ordinator Co-ordinator
STAGE 1
Project • Act as primary contact and • Identify and recruit Volunteer • Take lead role in • Establish contacts with the • Co-ordinate survey preparation
Planning and possibly spokesperson for Visitors establishing a Resource media and data entry
Business Visits BR+E • Identify and communicate with Network • Ensure media coverage to • Prepare local questions for survey
• Dedicated to BR+E, with businesses to be visited • Prepare and gather fact introduce BR+E to the (if needed) in consultation with
sufficient time to manage • Ensure appropriate number of sheets about local community the Task Force
and implement activities business visits occur programs and resources • Prepare background
• Co-ordinate the Leadership • Co-ordinate practice visits for for businesses information sheets to provide
Team and act as chair Leadership Team members • Prepare and gather quick responses for basic
• Organize recruitment of • Send introductory letters and BR+E information to promptly inquires about BR+E and local
Task Force members surveys to businesses assist businesses with implementation
• Co-ordinate the design/ "red-flag" issues • Prepare news releases for
• See that volunteers are divided into
planning of the project teams of two and assigned to visit • Accept or ensure someone media as activities are
two to four businesses is assigned to accept progressing
completed surveys from
• Co-ordinate and host Volunteer Volunteer Visitors
Visitor training
• Ensure confidentiality contracts are
signed by all volunteers and people
working on the project for pay
• Track progress of business visits
and co-ordinate rescheduling as
required
• Mail thank-you letters to Volunteer
Visitors
STAGE 2
Immediate • Assist with "red-flag" • Assist with "red-flag" followup • Ensure immediate • Assist with "red-flag" • Assist with "red-flag" followup
followup followup • Co-ordinate with Red-flag and followup on "red-flag" followup • Assist with information requests
• Assist with information Resource Co-ordinator to mail issues • Assist with information followup
requests followup thank-you letters to businesses • Organize "red-flag" review requests followup
with appropriate followup by the Task Force
information and resources • Assign a Task Force
member to handle each
immediate business
concern
• Co-ordinate with
Visitation
• Co-ordinator to mail
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
thank-you notes to
businesses with
appropriate followup
11
information and resources
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
18. TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
12
Red-flag and
Visitation Resource Media Survey and Data Analysis
Overall Co-ordinator Co-ordinator Co-ordinator Co-ordinator Co-ordinator
STAGE 3
Data Analysis • Participate in Task Force • Participate in Task Force Retreat • Participate in Task Force • Ensure media coverage of • Recruit and train Data-entry
and Recomm- Retreat Retreat progress in BR+E Volunteers
endations • Supervise preparation of • Participate in Task Force • Ensure Data-entry Volunteers sign
BR+E final report, working Retreat confidentiality contract
closely with Survey and • Ensure timely, accurate data
Data Analysis Co-ordinator entry
• Supervise preparation of
preliminary report (tabulated
survey results)
• Co-ordinate analysis of survey
responses
• If needed, identify consultant to
help summarize results, identify
themes, and suggest
recommendations
• Co-ordinate arrangements for
Task Force Retreat
• Participate in 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
STAGE 4
Public Meetings • Host Public Meetings • Participate at initial Public Meeting • Participate at initial • Ensure media coverage of • Participate at initial Public
and • Co-ordinate presentation of • Consider involvement in Public Meeting initial Public Meeting before, Meeting
Implementation survey findings and implementing action plans • Consider involvement in during, and after event • Consider involvement in
recommendations at initial • Participate in followup Public implementing action plans • Participate at initial Public implementing action plans
Public Meeting Meetings • Participate in followup Meeting • Participate in followup Public
• Track progress of action Public Meetings • Document and communicate Meetings
plans and implementation ongoing project results to
strategy the media and other target
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
• Assess results of BR+E groups (e.g., municipal
against short- and long- representative, other
term objectives of project communities etc.)
(evaluation) • Consider involvement in
• Ensure documentation of implementing action plans
project results • Participate in followup Public
• Followup after stage 4 Meetings
(e.g., quarterly meetings)
• Participate in followup
Public Meetings
19. Red-flag and
Visitation Resource Media Survey and Data Analysis
Overall Co-ordinator Co-ordinator Co-ordinator Co-ordinator Co-ordinator
Time • 100+ hrs • 45 hrs • 45 hrs • 45 hrs • 45 hrs
Commitment • More time if involved in • More time if involved in • More time if involved in • More time if involved in • More time if involved in
implementation implementation implementation implementation implementation
NOTE In Stage 1 all Leadership Team members: In Stages 1 to 4 all Leadership Team members:
• Sign a confidentiality contract • Maintain Confidentiality
• Help with recruitment of Task Force members and Volunteer • Participate in Task Force meetings
Visitors • Help other team members as required
• Complete practice business visits
• Participate in Volunteer Visitor training and visit at least two
businesses
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
13
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
20. BR+E FOUR-STAGE PROCESS
This section is based on the copyrighted series of booklets entitled Implementing
Local Business Retention and Expansion Visitation Programs (NERCRD Publication
No. 72), authored by Scott Loveridge (West Virginia University) and George
Morse (University of Minnesota) and published by the Northeast Center for
Rural Development. The section cannot be reproduced outside Ontario without
written permission from the Northeast Center for Rural Development.
STAGE 1 — Project Planning and Business Visits
Step 1
Introducing BR+E To the community
BR+E Consultants have BR+E Consultants have received training in the theory and practice of BR+E.
received training in the theory They are available to review the BR+E concept with communities, and provide
and practice of BR+E. They are assistance to local BR+E projects. See Appendix 4 for a list of Ontario Consultants.
available to review the BR+E
A BR+E Consultant can meet with a group of four to six key community leaders
concept with communities and
and citizens who have an interest in or a responsibility for economic development in
provide assistance to local
the community. The result of this meeting will determine the next course of action.
BR+E projects.
Who Should Attend the Meeting?
• Chair of economic development committee or organization
• Mayor or local politician
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
• 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 local
business 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 the
community 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 be
successful.
14 BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
21. • 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 a
review 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 2
Leadership Team and Task Force Recruitment and Orientation
Once a group has determined there is commitment to the BR+E concept, and if
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
the assessments indicate that the community is ready to implement BR+E, it is
appropriate to proceed. Begin by forming a Leadership Team and considering the
type 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 these
people.
• The Leadership Team should comprise four to six individuals who will
“champion” the project, motivate others, and take action.
Use job descriptions to assist • Use job descriptions to assist with the Leadership Team recruitment process.
with the Leadership Team Refer to Appendices 7a, 7b, 7c, 7d, and 7e for sample job descriptions.
recruitment process.
• The Leadership Team will facilitate and manage the work plan (see
Appendix 6) and implementation of the project on a day-to-day basis.
• The Leadership Team members will also be on the Task Force.
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL 15
22. 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 throughout
the BR+E project.
• Use job descriptions to assist with the Task Force recruitment process. Refer
to 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 media
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
releases in Appendix 8.)
Step 3
Project Design
Goals and Objectives
To design your BR+E project, • Although there are standard objectives for BR+E, such as letting local
consider local conditions and businesses know how much they are valued and promoting business
identify what you would like to development and job creation, you can design your BR+E project based on
achieve in your community in the particular conditions and interests in your community
the short term and long term. • Setting goals and objectives for BR+E before starting will guide the Leadership
Team and Task Force in designing the local process. Knowing where you
want to go helps to determine which route to take.
• Identify what you would like to achieve through BR+E in your community
in 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. In
your BR+E work plan, allocate time and resources for frequent monitoring of
project activities and periodic (e.g., annual) evaluation of project results. Refer
to Appendix 32 for guidance.
16 BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL
23. Confidentiality
All BR+E workers must sign a • Everyone associated with the BR+E project must understand that the information
confidentiality contract prior collected from the businesses is to be treated as confidential and is not to be
to taking part in the BR+E disclosed to others except in the context of the work for which it was collected.
project.
• All BR+E workers must sign a confidentiality contract prior to taking part in
the 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 be
interviewed. The credibility of the survey data depends on how many businesses
are interviewed as well as how the businesses were chosen.
• Random sampling is important if the total business population size prohibits
the inclusion of all businesses in the survey.
Tax rolls or lists of business • Tax rolls or lists of business directories prepared by Chambers of Commerce or
directories prepared by other groups provide good bases for sampling. Divide the number of businesses
Chambers of Commerce or by the number to interview. The answer tells you to select every “nth”
other groups provide good business e.g., for 500 businesses and 50 interviews, select every tenth business
bases for sampling. on 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.
TAKING CARE OF BUSINESS IN RURAL ONTARIO / BR+E
• Thirty visits is the minimum; otherwise there may not be enough data to
properly analyze.
Types to visit
• Basic sector businesses (manufacturers and other exporters) might be the first
priority since they bring in “new dollars” to an area.
• Basic sector businesses bring money into a local economy by selling goods or
services outside the community or by selling to nonresident visitors. This
sector 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 Development
Bulletin. University of Waterloo, 6.
BUSINESS RETENTION AND EXPANSION RESOURCE MANUAL 17