CONWAY DEVELOPMENT CORPORATION PROGRAM OF WORK
CONWAY AREA 2014 CHAMBER OF COMMERCE
Conway Development Corporation Conway Area Chamber of Commerce
COMMUNITY DEVELOPMENT
Any successful economic development program has a basis in community development. The Chamber and CDC will lead certain community development efforts in the city. The primary community development activity of the Chamber is the beautification of major thoroughfares in the city. Some young professionals are choosing to live in other cities because of a lack of downtown multi-family housing, and the market is not responding. The CDC will explore the possibility of filling the development role. Harkrider Street near Hendrix College
Create and implement a master plan to redevelop the Interstate 40 corridor through Conway, including landscaping, unified decorative bridge design, and lighting while highlighting natural features, such as Lake Conway
- Establish funding mechanisms for bridge painting
- Establish design for new Airport/Commons Bridge
- Establish design for expanded Siebenmorgen Bridge
Establish landscaping plans for major thoroughfares and roundabouts (coordinating with construction projects with City of Conway)
- Prince Street (between Donaghey Avenue and Salem Road)
- Dave Ward Drive
Redevelop Oak Street into an attractive corridor between downtown and the Interstate 40 shopping corridor
- Implement master planning process for new Oak Street Design
- Establish timeline and probable funding sources for completion of project
Page 2 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
Establish a cohesive plan to connect institutions (University of Central Arkansas, Conway Regional Health System, Conway High School, Central Baptist College, and Hendrix College) through downtown Conway with dedicated, decorative sidewalks and promenades.
- Master Plan Process
- Establish timeline and probable funding sources for completion
CONVENTION & VISITORS BUREAU
Although new, the partnership between the A&P Commission and the Chamber has grown dramatically. The establishment of a recognizable Convention and Visitors Bureau is important to the city. The Chamber will work to position Conway as a preferred destination for specific types of business travel and group sports, while working to grow the city’s place as a regional center for shopping, dining, and entertainment. Outdoor Movie at Hendrix Village
Promote Conway through television, print, and other advertising in the region to continue establishing Conway as: 1) a destination for group sporting events, 2) a regional shopping destination, and 3) a choice for small business meetings and conferences
Implement a wayfinding signage program for the City of Conway through a master planning process and determine funding mechanisms for execution (pending approval by the A&P Commission)
Create a plan for a downtown hotel/convention center/performing arts complex in downtown Conway
- Identify stakeholders/partners
- Develop conceptual plans
Page 3 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
ECONOMIC DEVELOPMENT
A successful economic development program is the cornerstone of the Conway Area Chamber of Commerce and Conway Development Corporation. The economic impact of, and our roles in, business recruitment and expansion should be well known and easily communicated by the entire staff. Connecting the program to membership in the organization should be paramount.
Southwestern Energy Regional Headquarters ESTABLISHED BUSINESS AND INDUSTRY
A strong, established business and industry program is an important piece of an overall economic development program. Understanding the local economy through company leadership is a barometer for the overall health of a community and provides opportunities to assist in growing those companies.
Execute an established business and industry visitation program and expand to include all major employers (adding retail, energy, services, etc.)
Host Executive Forum (plant managers, facility managers, etc.) at least three times
PROPERTY IDENTIFICATION
Much of the historic success of the CDC has been a large and diverse land inventory that the organization owned. Controlling property allows for quick decisions and aggressive incentive packages. The CDC should work to identify and control property for the city’s economic development needs for the next several decades. Hewlett-Packard Building in The Meadows Office and Technology Park
Page 4 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
Identify potential industrial and office sites in the City of Conway that could or should be preserved for those uses and a plan to purchase or control them
Lead the effort to redevelop the existing Conway Airport
- Develop master plan for Central Landing
- Establish plan for transportation improvements
- Lead effort to fund transportation improvements
- Explore and potentially implement TIF District
- Establish Improvement District for Utilities
MARKETING
Understanding the economic development environment and how to influence appropriate audiences is important with limited marketing resources. The Chamber and CDC will prioritize marketing resources and take advantage of partnership opportunities as they exist.
Continue participating in all cooperative, site consultant, marketing events with the Arkansas Economic Development Commission (Chicago, Dallas, and Atlanta)
Continue updating CDC website with relevant property and economic information to ensure it is a “go to” site for economic development information in Conway
ENTREPRENEURSHIP
The Conway business community has a long history of successful entrepreneurs. Several of the city’s largest employers are home grown. With three institutions of higher education, the city is perfectly situated for additional entrepreneurial opportunities.
Develop a local “Guide to Doing Business” document available in print and online
Develop a plan to grow Entrepreneurial Ecosystem in Conway
SMALL AND MINORITY BUSINESS
The majority of Chamber members are small businesses and a growing number are minority- owned. The Chamber should develop a strong small- and minority-business program to assist their growth and understand challenges facing them.
Page 5 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
Develop a robust small and minority business program
- Poll local businesses regarding local business environment
- Determine best way for dedicated assistance for small and minority businesses
EDUCATION
Higher education has been the cornerstone of the city’s economy for more than 100 years. The Chamber has been involved in recruiting and supporting higher education opportunities since 1891. The Chamber will look for innovative ways to support the educational infrastructure of the community. Academic Signing Day 2013
Examine Toad Suck Daze scholarship programs and determine if they are still the highest and best use of festival proceeds with the proliferation of lottery scholarships (PreK, STEM, etc.)
- Implement changes based on decision to move forward regarding Lifelong Learners Initiative
- Grow student recognition programs building off Academic Signing Day
FACILITIES/PROPERTY
The Conway Area Chamber of Commerce is the front door for the community. Facilities should always reflect the progressive nature of the city and business community. With strategic partnerships increasing, the need for additional staff is increasing. Chamber leadership should have a master plan to accommodate growth. These facilities should include the Earl Rogers “triangle” property at Oak and Van Ronkle Streets to create a new entrance feature and park area for downtown Conway. Conway Area Chamber of Commerce
Page 6 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
Secure funding and/or financing plan for construction of the expansion area
Develop and implement security plan for facility
GOVERNMENT AFFAIRS/ADVOCACY
The Chamber has worked to position itself as the voice of business to all levels of government. Chamber staff will develop and maintain relationships with elected officials and staff. The Chamber will develop a Federal and State Program of Work and advocate for specific project completion. The Chamber will be a resource for small business interaction with local, state, and federal government.
FAYETTEVILLE SHALE
The development of the Fayetteville Shale in north central Arkansas has propelled Arkansas into a major energy-producing state. Conway and Faulkner County have been the recipients of hundreds of natural gas related jobs and the industry has helped the local economy grow during the last recession. Natural gas and energy issues at the state and federal levels have a direct impact on the economy of the area.
Establish the Chamber as the lead community-based organization that advocates for the protection and future development of the Fayetteville Shale and natural gas/petroleum industry in Arkansas Drilling activity in the Fayetteville Shale Lead other Chambers in the state and region in opposing any legislation that is harmful to the oil/gas industry at the state or federal level
Establish the Chamber as the primary advocate for the use of Compressed Natural Gas in Arkansas
Establish, staff, and house “Chambers for Domestic Energy Production,” a national organization promoting oil and natural gas production in the United States. Membership is made up of Chambers of Commerce and the organization will act as an information clearinghouse and advocate for the energy industry.
Page 7 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
TRANSPORTATION
The Chamber and Conway Development Corporation have been integral partners with the City of Conway in the development and funding of major transportation projects. From site acquisition of the new Conway Airport to the expedited funding of the southern Conway interchange during the 2009 legislative session, both entities have had a direct impact on future transportation projects.
Establish local priorities to be included in next AHTD STP
Advocate for and monitor construction schedule/funding of southern Conway Interchange
Advocate for construction schedule/funding of Highway 25 relocation
Advocate for expansion of and construction schedule/funding of Interstate 40 to six lanes between Conway and Little Rock
Execute yearly fly-in trip to Washington, D.C. to promote unified local agenda to delegation
Study funding options for local transportation needs and recommend solution to Conway City Council
Provide leadership and fundraising support for any city or school bond/sales tax initiative endorsed by Chamber and CDC boards
2011 Fly-In Trip to Washington, D.C.
Page 8 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
LONG RANGE PLAN (CONWAY2025)
Conway has had no comprehensive long-range plan for the future. While the city has been very successful with strong leadership, Conway2025 provides the type of consolidated plan
that allows the public to participate and requires accountability from city government and other organizations. Execution of the plan is imperative for the future growth and development of the city. Community leaders should also incorporate regular benchmarking visits to peer cities across the country to identify real world “best practices” for elements of the plan.
Lead citywide effort for the implementation of Conway2025 initiatives, ensuring that goals have groups, organizations, or entities that are responsible for completion
Communicate progress to the public via Faulkner County Business Journal, social media outlets, and Conway2025 website
Identify a benchmark city and execute a trip for community leaders to learn about economic and community development best practices - Timeline: Annually
MARKETING
The Chamber and CDC created a unified Conway brand in 2007. The “Get Smart” tagline and green color scheme is one of the most recognizable community brands in the state. The Chamber and CDC incorporate the elements of the brand into a variety of marketing and promotional activities. Initially, the four partner organizations (Chamber, CDC, A&P Commission, and Downtown Partnership) felt strongly about creating different icons for each organization. Those icons were created, but the Conway “C” was developed to market the overall brand to the outside world. The “C” has become the most recognizable icon for the community and should be used as the icon for all of the organizations.
The economic vibrancy of the Little Rock–North Little Rock–Conway MSA continues to gain national exposure, and the Chamber must ensure that the community’s message is consistent and unique within the region. Conway is the youngest, most educated community in the metro area, and the Conway brand recognizes these attributes.
Eliminate the individual organization icons and use the Conway “C” for each organization in any remaining marketing materials with attention to websites
Page 9 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
Educate the membership and the general population (via social media and traditional sources) on regional and national recognition regarding the economy, educational institutions, or quality of life initiatives
Continue monitoring production schedules and selection criteria for national recognition (Inc. 5000, Sperling’s Best Places, etc.) and facilitate application on behalf of the community and member businesses
Continue monitoring social media and third-party websites (Wikipedia, etc.) to correct dated or inaccurate information
Utilize social media and other electronic communication to promote Chamber activities while implementing cost savings
ORGANIZATIONAL DEVELOPMENT
The Conway Area Chamber of Commerce and the Conway Development Corporation should be nationally competitive, nationally recognized organizations in their respective fields. Strong organizations have strong administrative controls, diverse revenue sources, relevant products and services, and inspired team members. With a rapidly growing community, both organizations must constantly examine their roles within the community to ensure future relevance.
ADMINISTRATIVE
The Chamber and CDC should have strong administrative procedures in place. Employees should be equipped for success and work in an environment that sets clear expectations, allows creativity, and rewards success.
Review and update employee handbook yearly, benchmarking against peer Chambers and regional employers
Examine organizational structure and realign priorities according to needs
Develop yearly goals and objectives for each employee based on changing nature of organizational responsibilities
Offer competitive salaries and benefits packages for employees that are competitive with peer organizations and with the local market
Page 10 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
EVENTS
Events continue to provide strong revenue streams for the Chamber. A successful event should project a positive image for the Chamber, relate to the mission, and be profitable.
Toad Suck Daze Festival Review strengths and weaknesses of each event yearly and recommend and implement changes when necessary
Execute events to produce budgeted net income levels (Total $130,725) - Academic Signing Day: $3,100 - Annual Meeting: $53,875 - Bowling for Business: $6,800 - Business After Hours: $3,600 - Business Expo & Taste of Conway: $20,000 - CEO Luncheons: $5,200 - Chamber Travel: $1,000 - Leadercast: $5,000 - MED Luncheon: $4,250 - Teacher’s Breakfast & Education Fair: $16,650 - Women in Business: $11,250
Examine ways to maximize profits at each event; each event should have a profit margin of at least 50 percent
Update execution guides for each event
Examine Toad Suck Daze to ensure it is a nationally competitive festival and is relevant to the community
- Committee structure, entertainment and activities are representative of the community
- Festival layout is adequate and changes as needed with continued downtown redevelopment
- Committee looks for new ways to involve downtown business owners and restaurants
Page 11 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
- Operations and public safety measures are examined for viability
- City employees and public safety officials are honored each year at the City Employee Appreciation Event
FINANCE
The Chamber and CDC are financially stable organizations but as both entities grow, the need for additional financial support is evident.
Monitor the need for additional finance staffing
Execute audits for Chamber and CDC
Establish new target for and add $20,000 toward a reserve fund for operations
Implement a plan to fund economic development operations without depending on any land sales
Execute 200 face-to-face Blueprint visits with members in the fourth quarter to establish investment levels for the coming year
MEMBERSHIP
The Conway Area Chamber of Commerce has experienced tremendous growth in membership. The Chamber should consistently rank in the top 5 largest in the state (both by number of members and revenue). Retention should be a priority, and all programming should add value to the membership experience. The membership division will benchmark regional best practices to evaluate current offerings.
Total Membership Revenue of $396,875 - Renewals: $370,000 - New Members: $26,875
Target a retention rate of 85 percent
Evaluate programming to ensure it is relevant to members through various mechanisms (surveys, personal visits, etc.)
Continue refining member contact program so that each member has personal contact with staff at least once a year
Page 12 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
Execute Membership Programming - Ambassadors - Leads Group - Membership Maximizers - Small Business Lunch & Learns
PUBLICATIONS
The Chamber has historically outsourced all publications. Taking publications in house provides more non-dues revenue and gives the Chamber more control of the end product. Opportunities exist to expand the number of publications to communicate the Chamber’s brand within the city and region, through the creation of Conway Publications, Inc.
Create, sell, and write monthly Faulkner County Business Journal in conjunction with the Log Cabin Democrat
Create, sell and write the Conway Community Profile and Resource Guide for delivery in 4th quarter
Grow Conway Publications, Inc. revenue to Faulkner County Business Journal $200,000
Develop and sell Chamber Map
STAFF DEVELOPMENT
The Chamber and CDC Boards encourage staff to participate in continuing education opportunities and training. Professional designations are an expectation for Chamber and CDC employees as they are applicable.
Send at least five (5) employees to U.S. Chamber Institute
Send at least six (6) employees to MAKO conference
Send at least six (6) employees to ACCE Annual Conference
Page 13 of 14 2014 Program of Work
Conway Development Corporation Conway Area Chamber of Commerce
TECHNOLOGY
The Chamber should always be aware of and implement new technology to benefit its members. The city’s young, educated demographic should be reflected in the Chamber’s Web presence, utilization of social media, database, and educational opportunities for members.
Follow schedule to replace hardware and software incorporating recommendations from U.S. Chamber Accreditation process
Page 14 of 14 2014 Program of Work