Business Alliance: Planning for Business and Community Partnerships Monograph. MENU TITLE: Business Alliance: Planning for Business and Community Partnerships Monograph Series: BJA Monograph Published: August 1994 72 pages 136,469 bytes Business Alliance: Planning for Business and Community Partnerships Monograph Table of Contents Introduction Chapter 1: Getting Started Chapter 2: Assessing Economic Needs Chapter 3: Building Economic Consensus Chapter 4: Executing the Action Plan Chapter 5: Considering A World of Ideas Chapter 6: Considering Profiles of Success Appendix A: Resources and Contacts Appendix B: Sample Bylaws for Business Alliances Appendix C: Winter Park Chamber of Commerce Business Alliance Program Appendix D: Sample Adopt-A-Business Application Appendix E: Minority Access Partnership Program (MAPP) Appendix F: Recreated Text of Winter Park MAPP Sponsor Invitation Letter Appendix G: Recreated Text of Cocoa Area Business Alliance Fact Sheet Appendix H: Recreated Text of Cocoa Area Business Alliance Membership Form Appendix I: Recreated Text of Cocoa Area Business Alliance Action Report I Appendix J: Recreated Text of Cocoa Area Business Alliance Report to Members Appendix K: Recreated Text of Cocoa Area Business Alliance Action Report II The Business Alliance program was started in late 1992 to help disadvantaged communities improve economic self-sufficiency and stimulate entrepreneurship. A Business Alliance is a voluntary organization of individuals and businesses that band together to promote the commercial, financial, economic, and civic interests of a community. Formed by the Florida Chamber of Commerce, the original Business Alliance pilot programs were developed as part of Operation Weed and Seed, under grants from the U.S. Department of Justice. Provided that each community would match the grants, five Florida communities were awarded $10,000 each to test the Business Alliance concept as an element of the neighborhood restoration component of Weed and Seed. Since late 1991, Operation Weed and Seed has offered a comprehensive approach to urban revitalization in the United States. The goal of Weed and Seed is to "weed out" violent crime, drug use, and gang activity from inner-city neighborhoods and to prevent crime from returning by "seeding in" a variety of public and private efforts to strengthen a community. Neighborhood restoration under the Weed and Seed strategy contains two basic components: o To stabilize target neighborhoods by eliminating or reducing crime, drug trafficking, vacant buildings, and other factors that hurt the quality of life. o To promote revitalization strategies designed to (1) attract more businesses and reduce unemployment through increased job opportunities, (2) improve a community's physical condition and appearance, (3) improve housing conditions and demand, and (4) develop job training and business assistance programs. Operation Weed and Seed has succeeded in stabilizing neighborhoods as well as fighting crime and drugs in communities because residents have cared and banded together with community leaders and law enforcement officials to reclaim their neighborhoods. The Business Alliance program, which has grown out of Weed and Seed, offers communities a framework on which to rebuild the economic fabrics of their neighborhoods through community-based efforts to improve living and working conditions. Any community involved in planning for revitalization can benefit from the Business Alliance concept without implementing the full Weed and Seed strategy; however, such planning must ensure that neighborhoods provide safe environments in which businesses can be reestablished. Community policing is essential for attracting economic enterprises through which the community, law enforcement, and business can support revitalization efforts. Business Alliances are designed to help existing businesses grow, help communities attract new jobs, and provide increased training opportunities for business owners and residents. The Business Alliance program takes advantage of the flexibility of the private sector and provides a way for the business community to develop mutually beneficial partnerships. These partnerships reflect the unique characteristics of a business community and the perspectives of business owners who are most directly affected by revitalization efforts and whose participation and cooperation are critical. The Business Alliance brings together public and private groups and individuals who are enthusiastic about fostering real economic change in their communities. Among other things, it is a civic clearinghouse, a representative voice at the local levels of government, an information bureau, and a research and promotional organization. This monograph draws upon the experiences of the Business Alliance pilot programs as well as strategies for traditional economic development activities. It is a guide for communities that want to develop economic plans of action based on their capacities, skills, and assets. Organization of This Monograph The foregoing overview of Business Alliances sets the stage for the rest of Business Alliance: Planning for Business and Community Partnerships. Chapter 1, "Getting Started," covers the desired qualities of prospective members and leaders, the characteristics of projects that can be undertaken successfully, and identification of local power magnates as sources of support. Chapter 2, "Assessing Economic Needs," outlines general practices as well as 12 specific steps that, if followed, should help produce an accurate and useful assessment of a neighborhood's economic needs. Chapter 3, "Building Economic Consensus," focuses on using the results of the aforementioned assessment to reach Business Alliance goals. Chapter 4, "Executing the Plan of Action," discusses goals, objectives, and the importance of actively publicizing Business Alliance functions and achievements. Chapter 5, "Considering a World of Ideas," describes six tactics that could each be used to stimulate a neighborhood's economic revival. Chapter 6, "Considering Profiles of Success," details the strategies used in five Florida communities to begin the arduous process of rescuing neighborhoods in decline. Appendix A contains lists of publications and organizations that can provide more information about the topic of Business Alliance programs. Appendix B contains sample text for a Business Alliance bylaws document. Appendixes C through F flesh out the discussion of the Winter Park (Florida) Business Alliance, as appendixes G through K do for the Cocoa Beach (Florida) Area Business Alliance. ------------------------------ Chapter 1: Getting Started The Business Alliance program helps community leaders and business owners design and implement an action plan to meet community needs. The overall goal of the program is to harness existing and outside resources to revitalize stagnant or deteriorating neighborhoods that have already adopted the Weed and Seed strategy. Each Alliance should tailor its objectives to meet the needs, abilities, and concerns of the residents and businesses it serves. Generally, these objectives include creating jobs, increasing the availability of capital, assisting small businesses and young entrepreneurs, and attracting new businesses. Considering the Basics Forming Action Groups The backbone of a Business Alliance is the action group, which may be called a council, a task force, or a committee. An action group has clearly defined tasks designed to accomplish the program's goals and objectives. The needs of the neighborhood and policies of the Business Alliance determine the number of action groups, which may include any of the following: o Coordinating or steering group. Acting as an informal board of directors only during the formative stage of the program, the steering group establishes and guides other work groups, sets timetables and goals, and holds elections of permanent directors and officers at the earliest opportunity. The elected board interviews and hires necessary employees and completes the work started by the steering group. o Bylaws group. The bylaws group drafts the bylaws, the articles of incorporation, and the charter of a Business Alliance, receiving input from other work groups as needed. The steering group also applies for an Internal Revenue Service letter of exemption. o Finance and budget group. Establishing the amount of initial seed money needed, the financial group sets up money-handling procedures, reporting forms, budgets, and accounts. The group puts the budget together from the advice of other groups. o Program and objectives planning group. Outlining initial work plans, projects, and programs, the planning group estimates how much money will be needed to finance a Business Alliance program. o Membership recruitment group. The recruitment group publicizes and promotes the advantages of an Alliance as well as specific programs to attract new members. o Administrative group. The administrative group establishes written personnel procedures, job descriptions, salary needs, and employee benefits. This group also selects office sites and furnishings, coordinates with the finance and budget group on bookkeeping and money-handling procedures, and estimates how much money will be needed for overhead. Membership in an Alliance Any business or individual sharing a common interest in community improvement is eligible for membership in an Alliance. Eligibility requirements are usually spelled out in the Alliance bylaws. Fees, subscription rates, or dues, if determined to be necessary, are set by the Alliance board of directors. Financing an Alliance Financed on a voluntary basis, the Business Alliance apportions its expenses among its members, who consist of businesses and individuals. An Alliance should also, however, develop the ability to obtain grants from Federal and State sources to help administer a program. In most cases, a Business Alliance will first need to be organized and financially sponsored by a Weed and Seed Steering Committee, by an economic development organization (i.e., a local Chamber of Commerce), or by both. Because these organizations are stakeholders in the future of an Alliance, it would be advisable to ensure that key staff within these organizations are kept informed of any and all major decisions and initiatives undertaken by the Alliance. Hierarchy of an Alliance Business Alliances are run by a board of directors elected by its members. The board, which serves without being paid, sets the policies of the organization. When the Alliance can afford the salary of a staff position, the board may hire an executive director--who may also be referred to as the manager or president--at a salary set by the board; the executive director, in turn, hires other employees. In smaller neighborhood Business Alliances, the executive director may be either a volunteer or a part-time employee. Executive Director The executive director is the chief executive and administrative officer of a Business Alliance and may report to more than one other person. The executive director is also responsible to the board of directors for activities that include, but are not limited to, the following: o Selecting a committee that will best identify the economic needs of a neighborhood and develop programs to meet those needs. o Ensuring that the internal structure of the Alliance can effectively anticipate, identify, and solve the economic problems of a community. o Motivating and inspiring volunteers to creative and fruitful action. o Developing, through the proper committee, a budget for the Alliance and relating that budget to program goals. o Maintaining membership at a level that will allow an Alliance to successfully complete its initiatives. o Hiring, supervising, and training staff so that the operations of the Alliance are maintained at top efficiency. o Ensuring that policies established by the Alliance board are properly recorded in meeting minutes; assisting volunteers in preparation of statements on positions concerning public issues. o Locating, designing, and maintaining office space that presents an attractive "front door" for the use of Alliance members, the community, and visitors. o Addressing, continuously and consistently, the economic needs of a community. Careful Consideration of Projects A Business Alliance designs its activities to meet community needs; projects are undertaken only after being thoroughly analyzed for value and importance. Such analysis might consist of answering questions like the following: o Does the project regard the community as an independent economic unit? Economic development efforts can be dissipated easily unless the community is dealt with as a self-contained unit. o Does the project increase the flow of money into the community? Developing economies require outside money and credit to "prime the pump" of economic growth. o Does the project retain funds in the community as long as possible? Self-sufficiency depends on community residents investing cash locally. o Does the project circulate funds rapidly and continuously? The more often money turns over within a community, the better the cash flow and the better the opportunity to invest more in the community. o Does the project function in accordance with external economic realities? Even at the local level, a balance of trade among the economic realities of community, nation, and world must be maintained. Business Alliances can become involved in activities from the areas of economic development, community development, human resource development, and public affairs and legislation. Economic development projects may include retail activities, area planning, wholesale activities, industrial development, and services for existing industries. Community development projects may include education, housing, cultural needs assessment, downtown redevelopment, crime prevention, public relations, transportation, and urban planning. Human resource development projects may include job training, recreation, human relations, and health care. Public affairs projects and legislative activities may include political effectiveness courses, economic understanding programs, tax studies, business-consumer relations, and high school and college business symposiums. Making It Happen As described in the previous subsection, the key to starting a Business Alliance is organizing a group of community leaders who will serve as its driving force. Potential leaders of a Business Alliance can be found in communities with Weed and Seed steering committees. Once established, a Business Alliance must coordinate its work with those steering committees. The specific activities of a Business Alliance depend on local needs and abilities, and its mission is determined by the goals or action plans developed by Alliance members. A Business Alliance can establish its action plan through an informal goal-setting program agreed upon by its members or through a formal needs assessment survey conducted in a targeted community. The Florida Prototype The Cocoa Beach, Winter Park, Clearwater, Manatee County, and Fort Myers, Florida, Chambers of Commerce served as sponsoring organizations for the Business Alliance pilot programs. Each Chamber designated either a full-time or a part-time employee to organize and manage the Business Alliance pilot program and work with business owners, community leaders, and residents to launch the programs. (See chapter 5 for more indepth discussions of these five programs.) The membership of the Cocoa Beach Business Alliance grew to nearly 100 businesses and individuals in less than a year. In that time, members of the Business Alliance identified problems in a specific downtown neighborhood believed to need immediate attention. Members agreed that relations between business owners and local police needed improvement along with street conditions in the business district. Business Alliance members worked with law enforcement officials to fight repeated burglaries and other property-related crimes in the business district and to lobby city officials to hire more police officers. Alliance members also worked with city officials to initiate a major street beautification project for the business district scheduled to begin in 1994. As word about its activities spread, the Cocoa Beach Area Business Alliance encountered more interest in the program by businesses outside the targeted neighborhood; as a result, the Alliance was designated a citywide organization. The Business Alliance is laying the groundwork for a long-term economic action plan by conducting small-business assistance seminars and developing a program to encourage local businesses to hire more people who live in the surrounding neighborhoods. Organizing Checklists for Business Alliances The essential elements of a successful Business Alliance program include sound organizational structure, definitive objectives, participating members, adequate finances, responsible leadership, and skilled administrative staff. It is also recommended that a Business Alliance produce and maintain documents that detail the following: o Bylaws (see appendix B for a model). o Job descriptions (officers, directors, and committee heads). o Organizational structure. o Program of work that includes plans of action, data on active projects, objectives, and goals. o Annual reports, including summaries of yearly accomplishments distributed to Alliance members and the public. o Financial reports, including detailed budgets, monthly financial reports, and yearly audits. o Meeting minutes, including records of the decisions and positions of the board and committees. Tapping Into a Community's Power Structure Although a Business Alliance is designed primarily to work in conjunction with an ongoing Weed and Seed initiative, an Alliance can also be a stand-alone operation. In either circumstance, organizing a Business Alliance requires that a steering committee identify true community leaders to approach as sources of support and commitment. If a Weed and Seed program is already under way, then that steering committee can perform this task. Communities lacking the benefit of Operation Weed and Seed may wish to review the process for locating power figures described below before they organize a steering committee. This method of determining a community's power structure is part of a larger community evaluation process developed by Kip Lilly of Lilly Foresight Dynamics, Inc., St. Paul, Minnesota. Creating a new initiative like a Business Alliance requires determination of the persons and organizations that wield power; Lilly's method outlines how true community power is defined by four elements. o Position. A person's title is the clue (for example, president or chief executive officer). o Information. A specialized profession is the clue (for example, doctor, attorney, certified public accountant, or professor). o Institution. Size, exclusivity, or prestige are the indicators; the largest of any entity is important (for example, the Young Presidents' Organization is exclusive; or The Brookings Institution and the Hudson Institute are prestigious). o Charisma or personality. Leaders are neither always great orators nor always in high positions. Leaders can simply be well-respected and balanced individuals who have been instrumental in community initiatives or individuals with track records of success and achievements. Generally, anyone referred by the Weed and Seed Steering Committee and the local Chamber of Commerce can be considered suitable. The community evaluation process also involves identifying key institutions within a community and asking advisers for the names of community leaders. The best information can be obtained by completing the following exercise. o Step 1: List the three most significant community projects--and the key organizations involved in each of them--that were completed in the last 5 years. o Step 2: List three major community projects that have failed, along with reasons for the failures, and the key organizations that were involved in these projects. o Step 3: List the nine most influential groups in a community. o Step 4: Made up of the following eight substeps: o List five people who could be recommended to help build support for a Business Alliance. o List a community's five most successful business owners. o List five people with the most political influence in a community. o List one recognized leader in each of the following professions: finance, law, medicine, accounting, and academia. o List one person recognized for a background in each of the following areas: public relations, fundraising, charitable activities, and support of the arts. o List five people (or organizations) who could stop a Business Alliance. o List the five most wealthy families in a community. o List the five most often mentioned young leaders. The object of this exercise is to identify individuals most involved with activities that will affect the future of a community. For example, step 2 asks for a list of major projects that have failed because that information will help determine which organizations in the community are willing to accept risk. The organizations and individuals whose names appear frequently in the answers to the exercise questions would be likely candidates for the initial steering group that will establish a Business Alliance. Once steering group membership has been determined, consideration might also be given to how long each individual should serve. Even the most careful selection process cannot foresee conflict among personalities. Should the initial group not work well together, short terms in office would allow earlier review of the leadership and discussions of alternatives. It may then be helpful to doublecheck the composition of the group to ensure that it is balanced--an important task that must be completed before anyone is asked to serve in a leadership position. The members of one steering committee may be categorized according to social and professional relationships, areas of expertise, geography, fields of professional endeavor(s), ethnicity, age, gender, and lengths of term in office. Such a breakdown could prove a useful tool in obtaining an accurate overview of the group. This task may also need to be repeated once it is known who has accepted and what additional positions must be filled. ---------------------------------- Chapter 2: Assessing Economic Needs One of the more important functions of a Business Alliance is to help the community focus on economic development needs. Although an overall community needs assessment may have been conducted as part of the Weed and Seed strategy, another assessment that is specific to economic development can be extremely helpful in identifying business concerns. An economic needs assessment can also communicate economic development needs from the Business Alliance to other companies or organizations that make up the overall business community within a city. Although conducting an economic needs assessment may appear somewhat involved and time consuming, there are good reasons to conduct the assessment: o The local business community will have a clearer picture of its specific problems and will be aware of the obstacles that must be removed before economic development issues can be addressed. o Existing resources that can support a business strategy will be more easily identified. o Detailed information about a neighborhood's economic makeup and businesses will usually be required before any money can be awarded, should the Business Alliance approach potential funding sources. o Individuals who participate in the economic needs assessment often tend to be more committed and involved in developing solutions for the problems identified in the assessment. An economic needs assessment can be broken down into the 12 components detailed in the following pages. Step 1: Forming a Task Force The task force, with as few as 3 members or as many as 10, will be made up of the "movers and shakers" of the process for assessing economic needs. Task force participants should be aware of the diversity that exists in the local business community, including economic, racial, ethnic, and sexual diversity. Individuals who volunteer to join the task force should understand that the needs assessment process will be time consuming. Those who are already too busy to take on another task should not be allowed to volunteer because a limited commitment on their part could hamper the effectiveness of the entire process. Step 2: Developing a Basic Strategy A basic strategy should cover the who, what, where, when, and how of the economic needs assessment. If the information gathered is to be representative, then a minimum of 10 percent of the local business community should be surveyed. The task force will also want to identify any concerns that they suspect local businesses may already have. Visits with a few key business leaders should provide previews of some of these concerns, which could include items such as: o Sufficient space and security lighting in parking areas around retail shops. o Appropriate city landscaping and beautification of public shopping areas. o Promotion of local businesses in the greater community. Such a list of concerns may prove very helpful during a public meeting on the assessment. Step 3: Planning a Public Meeting After developing a basic list of questions for the economic needs assessment, the task force should conduct a public meeting to explain the economic needs assessment procedure to the community. A range of individuals should be invited to this meeting to reflect the diversity of the community and to ensure that all concerns are addressed. It will be important to explain during this meeting that although this assessment process may appear similar to the needs assessment conducted for Operation Weed and Seed, the economic needs assessment will be specifically focused on the business concerns of the community (residents might otherwise think that they are being over-evaluated, with few results to show for their input). A typical list of participants in a public meeting might also include: o Neighborhood association representatives. o Representatives of neighborhood watch groups. o Parent and youth group representatives. o Local media representatives. o Law enforcement representatives. o City, county, and State officials. o School administrators, teachers, or other individuals in the school system. o Religious leaders. o Representatives of civic and service groups. o Representatives of other nonprofit organizations. It is also important to publicize the meeting through inserts in local company payroll checks, fliers distributed to various civic clubs, and newspaper advertisements. An agenda for the public meeting might include the following items: o A welcome and introductions of key community leaders in attendance. o An explanation of the economic needs assessment process. o Requests for volunteer help. o A discussion, led by a panel of experts, about resident and business owner concerns and issues they would like to have examined. o The recording of solutions suggested to address concerns in the business community. o Designation of community members to be surveyed. o Identification of any noncommunity businesses or individuals with a stake in the neighborhood's economic future and who should also be surveyed. o General questions that residents want answered. The main reason for holding a public meeting is to stress to the community that something is about to happen--i.e., an economic needs assessment. It is crucial that participants feel at ease and understand that the information being gathered will not be used to point blame at anyone and that their responses to questions will remain confidential. Participants should also, however, be informed that results of the assessment will be available to all interested parties--including the news media. Finally, the public meeting should encourage business owners in attendance to become more involved with the Business Alliance itself. Step 4: Identifying Effective Techniques Using the input provided by participants at the public meeting, the task force can begin drafting the questionnaires that will be used to gather information. If the survey is to address as many concerns and questions as possible, then the questions should be broad and open-ended. For example, instead of asking specifically about all the elements of the local economy, a single question can be asked about the local economy in general: "What is the best thing about business in our community?" or "What is the worst thing about business in our community?" Open-ended questions elicit a variety of responses about the major economic concerns of a community. Respondents will also tend to feel better about being asked open-ended questions because such questions do not seem to violate their privacy or put words in their mouths. Additional guidelines to bear in mind include the following: o The interview in which the survey is conducted should be as short as possible. o Demographic information such as age, race, and gender, which is important in determining whether two distinct groups feel differently about the same questions, should be recorded. o Individuals who can affect the community (i.e., nonresidents) should not be excluded from the survey. As pointed out in "Step 2: Developing a Basic Strategy," surveying 10 percent of any one group is generally sufficient to achieve a representative sampling of an overall group. o An outside consultant who is familiar with needs assessments should be used to review the assessment interview process. The objective of the assessment interview is to get an accurate picture of the business community and its specific needs; surveyors who are too close to the situation may be biased. Outside help can often be obtained at minimum cost through a nearby college or university interested in gathering data. The following are a few possible questions to be asked of local businesses: o What type of business do you operate in (specific name of the neighborhood)? o How long have you had a business in this neighborhood? o Where did you move your business from? o How long do you plan to stay in the neighborhood? o How do you feel about conducting business here? o What neighborhood improvements that would help your business would you like to see made? o What is the biggest business problem you face in this neighborhood? o What percentage of your clients come from this neighborhood? o How do you think your clients feel about your business being located here? o Do you have any other comments? The task force may wish to design a different set of questions for individuals who own real estate in the neighborhood but who are not involved in retailing. A few questions that might be asked include the following: o What is the address of your building? o How long have you owned a building in (specific name of the neighborhood)? o How long do you plan to own a building there? o How do you feel about owning a building in that neighborhood? o What improvements that would help your property would you like to see made in that neighborhood? o What is the biggest problem you face as a building owner there? o How do you think your tenants feel about living/working there? o Do you have any other comments? Finally, it is important to survey any nonresidents who may be stakeholders in the economic future of the neighborhood. This group may include potential investors or employers as well as new graduates seeking employment in the community. A few questions that might be asked of nonresidents include the following: o Do you know where (specific name of the neighborhood) is located? o Do you ever go to this neighborhood? If so, for what purpose? o If and when you go there, do you have any concerns about being in the area? If so, why? o What do you know about the neighborhood? o What have you heard about the neighborhood? o How would you describe this neighborhood to others? o What do you think are the major challenges facing this neighborhood? o Do you have any other comments? Step 5: Devising a Method and a Plan Once the task force members have determined what type of questions should be asked, they will be able to focus on the best way to ask the questions. Influencing the survey method will be how specific the questions are, how the answers must be rendered (i.e., multi- or bilingually), the importance of the respondent's profile to the assessment, how much time the respondent has to participate, and how much time the task force has to gather the data. Following are three suggested methods for gathering survey information. Telephone Interviews The telephone interview is useful in getting information from business owners, who can be difficult to reach. The drawback to the telephone interview is that in neighborhoods with many residents who lack telephone service, surveyors cannot obtain representative consumer samples. Focus Groups Marketing professionals learned long ago that no matter how well dog food is packaged, dogs will not eat it if they do not want it. The focus group is designed to get people to open up and discuss in detail what types of businesses are needed in their neighborhoods, what kinds of products they do not want marketed, and what specifically they would like to see changed in the businesses that are serving their neighborhoods. Scheduling a focus group, recruiting volunteers, finding special facilities (i.e., buildings having classrooms with two-way mirrors for viewing the event), recording comments, and tabulating results can form an elaborate process. In addition, professional interviewers (also known as facilitators) will probably be required to obtain accurate results from the focus group; however, such experts can often be obtained at reasonable cost through the marketing department of a local corporation or manufacturing firm or through the marketing school of a local college or university. Mailed or Hand-Delivered Questionnaires After questionnaires are mailed or hand delivered, 1 out of 10 people usually return the completed forms. Sending out questionnaires is a practical method for reaching large numbers of people, but at least 10 percent of the responses returned should be verified or followed up in telephone interviews. Solidifying the Plan Once a task force decides which data-gathering method(s) to use, a plan for carrying out the needs assessment must be developed. This plan should include the following elements: o The number of volunteers needed. o All resources required (which may include money). o The name of each task force member who will be in charge of each survey. o Where and how the surveys are to be conducted. o The estimated time needed for completing the survey. o Flow charts and planning grids that illustrate the plan. Examples of the information that might be found on a completed form designed to assess the in-person method of gathering data include the following: o Information will be collected through in-person interviews. o The target population for the survey is all businesses in the (specific name) neighborhood. o Surveys will be conducted in door-to-door canvassing of businesses in the (specific name) neighborhood. o The resources needed to begin this survey are questionnaires, volunteers, writing supplies, answer sheets, and clipboards. o The basic method to be used for this survey involves pairs of volunteers who will approach owners or managers (at their business sites) and ask whether they have a few minutes to answer some questions about business in the neighborhood. If an individual agrees, a volunteer will read aloud the questions on the questionnaire and record the answers on a separate sheet of paper. After the survey is completed, the volunteers will thank the individual for his or her time and leave behind information about the Business Alliance. Finally, it is imperative that the task force present the plan to the steering group or board of the Business Alliance for final approval. Once the plan has final approval, the task force can hold the first public meeting and explain the plan for the economic needs assessment. It is important to keep a board of directors or steering group informed because the task force will need their help to complete the assessment. Step 6: Recruiting and Training Volunteers Once the task force plan has been drafted and the assessment method approved, a volunteer coordinator should be appointed to recruit and train volunteers and to manage execution of the plan. Perhaps the best way to recruit volunteers for an assessment is by making presentations to the groups that hold regular meetings in the neighborhood. Volunteers may also be recruited at universities, community colleges, or even high schools, which often require students to perform community service. One note of caution: Students may require more supervision than do adult volunteers. The training of volunteers can generally be accomplished in one short session. It is important that the Business Alliance board of directors also supports and attends the training session. Basically, the training will explain the questionnaire, the method that will be used to complete the questionnaire, and how to record answers. Volunteers should be given ideas about how to prompt people to complete the questionnaires without influencing their answers. Some guidelines include the following: o To be friendly and courteous when asking questions. o To ask the questions as they are written on the form. o To ask the questions plainly, without suggesting or hinting at a particular response. o To ask for elaboration if a respondent's answer is vague or incomplete. o To be ready to explain the purpose behind the economic needs assessment and how the information that a respondent gives will be used. o To tell people that their responses will be anonymous, so they need not give their names. o To tell respondents who want a copy of the survey or additional information how to reach the task force member in charge of the assessment. o To always thank everyone contacted, regardless of whether they chose to participate. The volunteer coordinator should monitor the success of the volunteers in reaching the goals of the assessment plan and remind them of their deadlines. If the plan involves a large group of volunteers, the volunteer coordinator may choose to use group leaders who will, in turn, stay in contact with the volunteers conducting the survey. Finally, it is important that volunteers be recognized for their efforts by receiving T-shirts, mugs, tote bags, special parties or dinners, or other official thanks. For many volunteers, the survey may be their first experience with volunteer work in the community, and official recognition will encourage them to stay involved with the Business Alliance. Step 7: Setting a Budget An elaborate budget is generally not necessary for an economic needs assessment. Some tasks, however, will cost money--postage and mailing materials, photocopying, word processing, or computer work for tabulating the survey results. Awards or appreciation dinners for volunteers are other possible expenses to be considered. Step 8: Identifying Statistical Data Although most of the information in the assessment will come from the questionnaires or focus groups, other information should also be included. Universities, State agencies, and community organizations regularly collect a variety of useful statistical data that can be used to verify or discount the validity of a survey. Sources for this information may include the following: o Police reports and crime statistics that denote businesses victimized by a higher than normal burglary rate. o Information available locally through published reports, such as unemployment rates, business closings or relocations from the area in the past 5-7 years, and comparison of insurance rates for neighborhood businesses with those for businesses in the city overall. o Newspaper articles that can provide a historical perspective to former economic development initiatives undertaken in the community. Step 9: Conducting the Assessment At this crucial point of the assessment, it is important that task force members remember that working with volunteers is not like working with employees: Volunteers are usually committed to a project because they find some enjoyment or fulfillment in it; if they fail to enjoy the experience, they could easily abandon the project. Once the information gathering is under way, the process should be closely monitored to ensure data accuracy and consistency. It is also critical that the method and plan be as flexible as possible in order to deal with the unexpected. Here again, it is important that the volunteer coordinator remain in communication with group leaders. Step 10: Tabulating and Analyzing Results Data from a survey can be tabulated in two ways: manually or electronically. When data are tabulated manually, a highly organized system should be used for the recording of the data. Some suggested steps include: o Using a grid system to tally the answers on the questionnaire with slash marks (////). o Setting aside a response when it does not fit a category on the grid, at least until whoever is tabulating the data has gone through all the responses. Once a review has been completed, the tabulator will likely be able to accurately calculate the odd response. When data are tabulated electronically, and should the task force choose to use outside computer assistance, whoever runs the software program must have the same understanding of the assessment and survey as those who conducted it. Data should be converted from raw numbers to percentages for better understanding; the task force can then begin to interpret the information in a draft report to the Business Alliance board of directors. Step 11: Issuing Results Once the board of directors has approved the initial draft report on the assessment, a final public meeting should be held, to be set up like the first public meeting described in step 3, above. At this meeting, the task force should present the results of the assessment and make copies of the report available to everyone in attendance. Most important, this meeting should be used to recognize the volunteers for their contributions to the Business Alliance. Once the report has been presented, an appointed program leader should lead a brainstorming session on how to address the concerns that were raised by the assessment. This session should be conducted in a participatory manner much like the public meeting described above in step 3. Once again, the information and comments offered during this session should be further examined so that the Business Alliance can put together an all-inclusive plan for improving the local business community. Step 12: Developing Plans Some of the concerns identified by the assessment may be matters that the community is already struggling to resolve. For example, if area merchants are concerned about street crime, the Alliance board of directors may inform the city council that the city needs to put more resources into preventing street crime. Should the council respond that the city already has a crime watch program to deal with this problem, the Business Alliance, armed with its assessment, can counter with the following statement: "Yes, but more than 80 percent of the people who shop in our neighborhood say that the crime watch program is not the most effective way to deal with our neighborhood's particular problem. They suggest that more overhead lighting be installed in the retail areas and that uniformed security guards be posted in certain high-risk areas." Having assessment data will not get a business community everything it wants; however, a plan for dealing with the problems of the business community, backed up by comprehensive data, is much more difficult to dismiss than a vague and unsupported plea for help. ---------------------------------- Chapter 3: Building Economic Consensus Chapter 1 of this Guide presented a basic design for establishing a structured business organization. In chapter 2, an outline was provided to help assess the economic needs of the local community. This chapter will focus on the process by which an organized Business Alliance uses the results of its economic needs assessment to negotiate with other groups to reach Alliance goals. This process is known as building economic consensus. Four Models for Consensus Building It is important that a Business Alliance be flexible when organizing economic consensus programs that will vary from project to project. William Potapchuk of the Program for Community Problem-Solving found that four basic models for structuring a consensus-building process emerged from his study of hundreds of successful programs. Committees and Task Groups Committees can most often be used by organizations having 10-60 members who represent different interest groups. The committee establishes task groups to gather information on specific issues (such as those needed for the economic needs assessment, described in chapter 2), to identify related concerns, or to develop alternative strategies to solve a problem. Negotiating Teams Representatives from the Business Alliance who have expertise in a certain area can be organized into teams. Each team determines its goals and interests, functioning as a unit during problem-solving sessions. Teams work best when they have between three and five members. Team members must have time between sessions to talk among themselves about how to proceed and time to go back to their respective constituents to discuss the progress of the discussion, seeking input from those not present. Conference and Task Groups Large conferences can rally interested citizens around a community problem; task group work and additional conferences can follow. (Once again, the economic needs assessment public meeting should be remembered.) A conference is not, however, an appropriate format in which to reach consensus. Generally, conferences identify issues that become the basis for organizing working groups. Task Group and Public Input A task group with 8-15 people can identify issues and alternatives, evaluate alternatives, and make choices. It does so by actively seeking public input from interested persons and groups at every step of the process. This model is often used in addressing highly technical issues or complex legislative drafting tasks that require a small group with consistent membership. Once the Business Alliance board of directors has decided which group structure can best help them deal with a specific economic problem, it is important for them to be able to explain the process in some detail to the public at large. The following three-step process can be extremely helpful in developing a well thought-out explanation. Step 1: Identifying players and their roles. If it is premature to name participants in the economic consensus building, categories of participants must be declared because they help define political dynamics. It is also important to note who will be selecting participants. Furthermore, it is essential to convey what participants will be asked to do (which includes descriptions of role scope and depth). The decisionmaking process must also be set forth: If the board of directors expects a consensus, it must be so stated. The same is true of group authority: Failure to clarify the level of shared decision-making can doom a group if conflicts arise. The nature of the final product (e.g., a contract, development plan, zoning ordinance, vision, or strategic plan) should be announced, as should the stage of the policy process being served (e.g., framing the problem, identifying options, developing solutions, or implementing agreements). In addition, if the final product is to be delivered to the city council or city manager, then representatives of those bodies should be so informed; if possible, they should join the Business Alliance board in its announcement. Realistic, flexible, and relatively generous timelines, milestones, and deadlines will help explain the process of economic consensus building. The costs of consensus building--staff time, consulting fees for a facilitator, or costs for technical studies--should be itemized. In addition, putting ground rules in writing provides symbolic evidence of the type of process being used (see appendix B for more on bylaws) and important guidance to primary problemsolvers. Step 2: Preparing for consensus building. After the Business Alliance board of directors has completed step 1, they should step aside and allow the assigned group(s) to begin work. Working groups should first address the economic problems assigned to them by providing the following important information: o Names of parties involved in consensus building; whether representation is clear (and if not, how representation will be determined); whether the group needs an additional team to represent interests of the Business Alliance; whether the team has a joint view of interests and strategies; whether any party must communicate or negotiate with constituents or others not present (and if so, who the parties are); whether the group needs the help of a third party; and what the group will be working on. o What combined issues, if any, are on the table; whether the other parties have been contacted about their concerns and issues (and if not, when they will be contacted); whether there is agreement on logistics for the meeting (including meeting location, meeting time, and identity of the recordkeeper); whether meetings will be private or public (and if public, whether required notices have been posted); and who is paying expenses such as rental or meeting space, food and beverages, and lodging for invited guests. Step 3: Creating a game plan. Creating a game plan involves preparation of an agenda, delineation of the decisionmaking process, and description of a negotiating strategy. In the preparation of an agenda, consideration should be given to explaining the following points: o Whether a premeeting consultation is required. o Who proposes the ground rules. o How ground rules are adopted. The delineation of the group decisionmaking process will make use of the following information: o Possibility that the group needs a complete consensus. o Possibility that specific data are needed (and if so, who will gather the data and whether the data will be acceptable to all parties). o Possible discussion between the group and the Business Alliance board of directors about the data before negotiations begin. o Possible requirement for the group to allow time for data collection during the negotiation process. o Whether all parties will agree. Explanation of the group's negotiating strategy--a complex process--will include details on many of the following topics: o Whether all alternatives to negotiation are known. o Whether the economic problem the group is trying to solve is fully understood. o Whether the other parties share this economic problem. o Possibility that these other groups will bring other issues to the table. o Whether the working group has thought through all the interests of the Business Alliance. o Identification of the bottom line. o How the working group will assess potential solutions. o Whether the group can make its criteria explicit. o What bargaining power the Business Alliance brings to the table; how it may be used; and whether the other parties will see this use of power as helpful or coercive. o Whether the working group can also answer these questions about the other parties connected to the economic problem (and if it can, the development of a Business Alliance strategy will be enhanced). o How options will be generated. o Whether the parties have jointly created options to solve the problem (and if so, whether analysis of the options is needed). o What criteria will be used to evaluate options. o Whether every possible creative solution has been generated (and if not, the reason for it); whether the Business Alliance can assist with this process. o How the agreement will be reached. o Whether the Business Alliance needs a written agreement. o Possible need for an attorney to check the draft agreement. o Possibility of linking the agreement to a formal decisionmaking process; whether those responsible for that process are involved in the negotiations; and how they will be kept informed. o Possible requirement for feedback from the public on a draft agreement; who will handle the feedback process; and the need to reach out to the public before a decision is reached. o How the agreement will be implemented. o Identification of the party responsible for implementation of the agreement. o Definition of the timeline. o Whether the agreement needs to be monitored. o Possibility of regular meetings with all parties to ensure implementation. ------------------------------------ Chapter 4: Executing the Action Plan In conjunction with Operation Weed and Seed, the Business Alliance program is designed to help communities achieve long-term stability through economic revitalization. The most challenging and difficult part of neighborhood revitalization is implementing an action plan to deal with the problems and concerns identified by neighborhood businesses and residents. Although there is no specific formula, one ingredient is essential for the success of a Business Alliance: Businesses and residents must actively participate in developing the plan. The people who work and live in a community targeted for revitalization must decide what they hope to accomplish and how they will achieve their goals. Goals and Objectives Setting goals and objectives is necessary to focus Business Alliance members on their revitalization efforts and action plan. o Goals are broad statements that guide a Business Alliance and are not "cast in stone." Goals must be reevaluated regularly by an Alliance board of directors (usually occurring at 6-month intervals) and changed whenever necessary. o Objectives are the intended outcomes of a program; they should be specific and measurable. Any well-organized action plan should deal with unsolved problems, which is why the economic needs of a community must be determined before any goals are set. The goal of the Fort Myers, Florida, Business Alliance, for example, was to develop wide-reaching corporate support to strengthen the area's Weed and Seed initiative. That goal included the delivery of economic development services, the establishment of long-range economic recovery programs, and the building of solid economic futures within a specific neighborhood. To achieve this goal, the program set three objectives: o To develop a Business Alliance program by June 1993. o To implement a field test for an economic tracking system by July 1993. o To implement the full economic tracking system by September 1993. The Fort Myers Business Alliance decided to establish the economic tracking system to identify which businesses were needed in the neighborhood, why businesses closed, what market needs the area had, and how long businesses had operated in the area. The tracking system is part of a broader effort that includes employment and job training programs to address the economic needs of a predominantly low-income community. The Business Alliance noted in its program profile that "There is a need to attract businesses into targeted neighborhoods that have become alienated and isolated from the community as a whole." Developing the Plan The Operation Weed and Seed Implementation Guide recommends several steps to manage a neighborhood restoration plan. The same steps, delineated below, are easily adapted to an action plan developed by a Business Alliance to implement and monitor economic revitalization efforts. o The needs assessment survey and current comprehensive plans for the targeted neighborhood should be reviewed. o An action plan should be drafted. o The plan should be converted to goals, objectives, and tasks. o Monthly meetings of Business Alliance members should be conducted to review the action plan. o Tasks should be revised as needed while the action plan is being implemented. o The Business Alliance should meet regularly with residents and other interested parties, perhaps every 3 or 6 months, to review the action plan and solicit suggestions, advice, and participation. Public Relations: Spreading the Word By establishing a Business Alliance, a community shows that it is serious about working on neighborhood revitalization. A successful program should aggressively and widely promote its activities, keeping the public informed about its progress. Along these lines, a Business Alliance should develop a public relations campaign to help foster the perception of a successful program--one of the most significant elements of a neighborhood restoration plan. There are as many ways to promote a revitalization program as there are concerns and problems in a neighborhood. A public relations campaign requires the attention of a subcommittee or group of volunteers willing to promote the Business Alliance program; however, it need not be time consuming or costly. Many opportunities to promote the Business Alliance exist at the neighborhood or community level. As a starting point, local news media outlets can be identified, and a master list of daily, weekly, and biweekly newspapers; trade publications (such as a builders' association newsletter); television stations; and radio stations can be compiled. Ideally, the list would include the name of each media outlet; its address, telephone number, and fax number; and, whenever possible, the name of a contact person. Many daily newspapers have editors who oversee the community business news pages, which is a natural place for notices about Business Alliance meetings and other events. A business editor could become a regular contact for news releases about meetings, programs, or other activities. Local television news shows usually welcome story ideas about local communities. Any event with strong visual elements, such as a neighborhood cleanup day or small-business fair, usually appeals to a television news director or reporter. Many television stations also offer community programming through which a Business Alliance could publicize its efforts. Community programming usually consists of a talk-show format, a community calendar listing, or both. Many television stations and local cable companies accept 30-second public service announcements (PSA's) from nonprofit organizations. At several thousand dollars, the cost of a PSA may seem prohibitive; however, a local video production company or independent producer--one who operates or lives in a community targeted for revitalization--may be willing to reduce the price of or charge nothing for a nonprofit PSA. Students at a community college or high school may also produce a PSA at no charge. As shown by the extensive coverage of Operation Weed and Seed in many cities, local and national media will give air time to stories of local people banding together to improve their living conditions. When the Cocoa Beach (Florida) Area Chamber of Commerce formed its Business Alliance program, the local newspaper carried reports and an editorial lauding the idea. This publicity helped attract dozens of members and prompted the Chamber to adopt a communitywide Business Alliance because businesses across the area obviously shared the concerns of businesses in the original targeted neighborhood. The media is a powerful tool for promoting the activities and achievements of a Business Alliance program, playing a key role in creating an environment conducive to success. ---------------------------------------- Chapter 5 Considering a World of Ideas A Business Alliance program can employ an array of tactics to stimulate economic revitalization in targeted neighborhoods, helping businesses grow and prosper. Such tactics range from conducting small-business seminars and mentoring programs to establishing small-business loan programs and business incubators for entrepreneurs. Mentoring Programs A mentoring program is an effective way for business owners in targeted neighborhoods to develop close working relationships with locally established companies and entrepreneurs. Mentoring programs that target small businesses and high-school students are an excellent means for businesses to help fledgling entrepreneurs build their own businesses and, in turn, help revitalize neighborhoods. A successful mentoring program needs strong support and commitment from all participants; a sound organization; careful selection, training, monitoring, and evaluation of mentors; good communication; and input from and involvement of all partners. (For information on a proven model program, contact the Florida Chamber of Commerce for a copy of its StarMaker Mentoring Program Planning Manual; for the names of other resources, see appendix A.) The Business Alliance program of the Winter Park (Florida) Chamber of Commerce implemented an Adopt-A-Business program to establish relationships between minority-owned businesses and corporate sponsors or successful entrepreneurs. (See appendixes C and D for details on Adopt-A-Business.) The Chamber served as the catalyst for the program and adviser to the partnerships. In developing its mentoring program, Winter Park outlined specific responsibilities that each member of a partnership must agree to follow. The owner of a minority business develops a business plan, reacts to recommendations from the sponsor and adviser, meets regularly with the sponsor, is dedicated to the growth of the business and the success of the program, assists other minority businesses in their development, and encourages business dealings between supporting businesses and other minority-owned businesses. The sponsor assists the owner of a minority business in developing an aggressive action plan and solving problems, encourages business opportunities between sponsors and minority enterprises, and reports any concerns and recommends action to the adviser. The adviser serves as support base for both partners, assists in educating the corporate sponsor in the positive impact the program makes in the targeted neighborhood or community, ensures that the owner of a minority business follows through on recommendations made by the adopting company, encourages regular meetings between a business owner and the adopting company, reports to the Business Alliance on the progress of the partnership, and conducts periodic and final evaluations of the partnership. Small-Business Incubators Small business is the fastest growing part of the U.S. economy. In fact, 99 percent of all businesses employ fewer than 100 workers, according to the U.S. Small Business Administration. Small businesses, however, also have an alarming failure rate: Within 5 years, 62 percent go out of business. Small-business incubators are designed to help young entrepreneurs avoid the pitfalls of starting a business. Two of the Florida Business Alliances are developing plans for incubators in targeted neighborhoods as part of their economic revitalization efforts. Incubators provide small businesses with affordable office and manufacturing space; shared support services; and access to financing, marketing, management, and other business development services. Small-business incubators are designed to help new businesses survive and grow when they are most vulnerable. According to the National Business Incubation Association, more than 500 small-business incubators are operating in North America. The economic impacts of an incubator, as set forth by the association, include the following: o Creation of jobs. o Innovation in, development of, and transfer of technology. o Diversification of local economies. o Expansion of the tax base. o Creation of investment opportunities. o Creation of a market for products and professional services. Almost 40 percent of the Nation's small-business incubators are public or nonprofit organizations created for economic development purposes, according to the association. Public-private incubators that offer access to government funding and resources and to private-sector financing and business expertise make up 30 percent of the incubator. The remainder is split between private and academic facilities. Business Alliances in Winter Park and Manatee County, Florida, are developing incubators using public and private resources. The incubators will serve small businesses in their startup phases and provide a network and outreach system for minority businesses and low-income residents. State Enterprise Zones To improve economic and social conditions in blighted neighborhoods, approximately 35 States have adopted enterprise zone legislation that offers incentives to businesses to locate in these areas and hire local residents. Enterprise zones offer tax benefits and regulatory relief to businesses, although specific incentives vary regionally. In Florida, the first State to adopt enterprise zone legislation, the incentives include the following: o Corporate income tax and sales tax credits for all companies that hire residents of enterprise zones. o Property tax credits for businesses that relocate to or expand in an enterprise zone. o Refunds of sales tax on building materials and property purchases for businesses that operate within an enterprise zone. o Sales tax exemptions for electrical energy used by businesses in an enterprise zone. Local governments can offer additional incentives within enterprise zones, including property and utility tax abatements, occupational license tax exemptions, and industrial revenue bonds. Federal Empowerment Zones and Enterprise Communities The primary goal of one notable initiative is to encourage cooperation among Federal, State, and local Governments. The Empowerment Zones/Enterprise Communities (EZ/EC) program allows the Federal Government to proffer an arrangement whereby State and local governments create and propel formerly comprehensive strategic plans, with the Federal Government waiving regulations, when possible, that could interfere with those plans. Specific benefits available for federally designated empowerment zones include the following: o Eligibility for new tax-exempt facility bonds. o Special consideration in competition for funding under other Federal programs. o Special help in overcoming regulatory impediments to implementing strategic plans. o Award of substantial EZ/EC social service block grant funds of up to $100 million for each urban zone. o Employer wage credit for zone residents extended to qualified employers engaging in business in a zone. o Increased Section 179 deductions for qualified properties. The benefits available for federally designated enterprise communities include the following: o Eligibility for new tax-exempt facility bonds. o Special consideration in competition for funding under other Federal programs. o Special help in overcoming regulatory impediments to implementing strategic plans. o Receipt of approximately $3 million in EZ/EC social service block grant funds. To be considered for EZ/EC designation, an area must be nominated by its State and local governments or by a State-chartered economic development corporation. Loans for Small Businesses and Minority Businesses The lack of capital financing is one of the biggest problems faced by many small and minority businesses. Federal agencies offer a variety of special financing programs, including the following: o U.S. Small Business Administration (SBA) Microloans for young entrepreneurs in inner-city neighborhoods and rural areas to develop small, often home-based, businesses. o Direct loans and counseling services from the SBA for small businesses owned by low-income persons or located in areas with widespread unemployment or predominantly low-income residents. o SBA loans to small general contractors to help with short-term financing of residential or commercial construction or rehabilitation of property. o Fixed-asset loan programs administered by SBA-licensed certified development companies to allow new or expanding small businesses to promote economic development in specific areas. o U.S. Department of Commerce Business Development Assistance that guarantees up to 80 percent of the unpaid balances of loans made by private lenders to sustain businesses in designated areas, allowing them to create or retain jobs. o U.S. Department of Commerce grants for establishment of business incubators, renovation of industrial parks, and other improvements of the infrastructure that could create or retain jobs in severely depressed areas. Public-Private Partnerships The 1992 riots in Los Angeles spawned unique partnerships between the public and private sectors that can serve as models for other depressed inner-city communities. Business Development and Entrepreneur Center A year after the eruption of civil unrest in Los Angeles, the Business Development and Entrepreneur Center was established as a partnership between the Los Angeles Urban League and private industry. The Center, designed to provide assistance to small businesses and entrepreneurs in virtually every phase of business, was funded by $1 million from Arco and equipped with computers donated by IBM and valued at $80,000. The Business Development and Entrepreneur Center provides workshops, seminars, and one-on-one counseling and helps businesses gain access to capital for expansion. Through the Center, small businesses become more aware of opportunities to compete for government contracts through a computer linking the Center with local government purchasing departments. Financial Employment Center In another unprecedented partnership, a consortium of 17 financial institutions contributed $1 million to establish a center to train inner-city youth and guarantee them jobs at savings banks. "We have to create sustained economic growth in America," U.S. Commerce Secretary Ron Brown said at the unveiling of the Financial Employment Center in May 1993. "It's the private sector that fuels the engine that pulls the train of economic growth." ---------------------------------------- Chapter 6: Considering Profiles of Success Operation Weed and Seed has helped local communities "weed out" many drug traffickers, violent offenders, and other criminals from inner-city neighborhoods; the "seed" of long-term economic revitalization can then be planted to create an environment in which people not only want to live but also want to work and conduct business. As part of the Weed and Seed program, the Business Alliance is designed to give communities the tools to lay the foundation for reviving their neighborhoods. A Business Alliance program can bring together residents, business owners, government officials, law enforcement, and others to harness resources at the local, State, and Federal levels. Five Florida Chambers of Commerce employed the Business Alliance approach to deal with problems found in every urban neighborhood or community: alienation from the mainstream business community, high crime and unemployment, drug problems, declining or stagnating business districts, unsightly or abandoned buildings and surroundings, and lack of any organization or structure to stimulate economic renewal. Although the problems are usually the same in each community, the strategies for dealing with the problems are as varied as the imaginations and initiative of the people trying to solve them. Some of the strategies used by five Florida Chambers of Commerce are described in the following pages. Winter Park Chamber of Commerce Even before the Winter Park (Florida) Chamber of Commerce started its Business Alliance program in late 1992, it was developing ambitious plans to assist minority businesses. The Business Alliance program, however, allowed the Chamber to focus its efforts and serve as a model for other communities. According to Don Dalton, Chamber executive vice president, "It enabled us to be able to afford to do these programs. It gave us the focus for what we hoped to accomplish." Through the Business Alliance program, the Winter Park Chamber obtained a grant from the U.S. Small Business Administration to conduct an economic development survey of the city's Westside neighborhood, home to approximately 3,000 people. Among other things, the survey showed that residents considered jobs their number one need. As a result, the Chamber, the Winter Park Housing Authority, the city of Winter Park, a local minority-owned bank, a minority-owned consulting firm, and a minority-business loan program developed a small-business incubator through which entrepreneurs can find low-cost office space, reduced overhead costs, and business counseling services. Other elements of Winter Park's strategy include a mentoring program, which matches Chamber members with local business owners, and a minority-business access plan that helps defray the cost of Chamber memberships for small businesses. The Business Alliance has also sponsored a variety of small business seminars on conducting business with government agencies and corporations. The mentoring program, or Adopt-A-Business program, has linked owners of more than 20 minority businesses with representatives of established companies who provide counsel on business and other problems. "They have done all kinds of helpful things to help our business," Ernestine Mosley, founder of Hi-Tech Tutoring Center Inc., says of officials at Florida Power Corporation, who serve as her mentors. "When I need to open a door, I have someone to help me." Florida Power officials have introduced Mosley, whose nonprofit business provides after-school tutoring to 125 economically disadvantaged students, to corporate executives and other local business owners who have helped underwrite student tuition and other expenses. (For more details on the history and operation of Adopt-A-Business, see appendix C.) The plan to help minority businesses gain access to Chamber of Commerce activities is titled the Minority Business Access Partnership Program, or MAPP. Banks sponsor minority businesses for Chamber membership by paying 50 percent of their dues. More than 20 minority businesses have already joined the Chamber through MAPP. "This initiative is a self-help program that recognizes that while many minority-owned businesses are the ones who stand to gain most significantly from Chamber membership, they are also often those who can least afford the cost of joining," says Carolyn Winston, coordinator for the Chamber of Commerce Business Alliance program. According to Chamber Executive Vice President Dalton, the Business Alliance has tapped into the hidden but heavy demand from minority business owners who want to help improve the economic climates of their neighborhoods but do not know where to turn. Membership in the Chamber Minority Business Committee grew from the 6 members it had before the Business Alliance program started to nearly 130 members approximately 1 year later. The city of Orlando, Florida, is also using Winter Park's program as a model for its own minority-business program. (For more on MAPP, see appendix E.) Cocoa Beach Chamber of Commerce The intersection of State Road 520 and U.S. Route 1 in Cocoa Beach is a busy thoroughfare that serves as a gateway to this beachfront community on Florida's east coast. The neighborhood around the highway, however, has one of the area's highest crime rates and nearly 23-percent unemployment. Local police and community groups had worked together to reduce crime plaguing parts of the community, but nothing had been done to improve the business district. A needs assessment conducted for the Business Alliance showed that local business owners wanted to improve the district's appearance, increase law enforcement presence, and foster economic development. One problem that the Business Alliance resolved quickly was the lack of communication between the local police and business owners. The police increased patrols and made several burglary arrests, including one that ended a streak of break-ins at a small restaurant that was about to shut down because it had lost $7,000. Business Alliance members also support the police department's first request in 10 years to hire additional officers. Working together to improve the district's appearance, business owners persuaded the State to spend $70,000 to landscape medians along a 3-mile stretch of roadway. The Business Alliance has helped business owners pull together to try to reverse a deteriorating business environment. Of about 300 businesses in the district, almost 100 have joined the program. Manatee Chamber of Commerce The Business Alliance program started in Manatee County has taken a three-pronged approach to addressing economic renewal in three neighborhoods plagued by drug trafficking, burglaries, and other crimes. Under the sponsorship of the Manatee Chamber of Commerce, the Business Alliance has established a mentoring program for up to 30 minority business owners and has provided reduced-cost membership dues for minority-owned businesses; 22 businesses have now joined the Chamber, and many more are involved in the mentoring program. A full-time prevention specialist serves as the liaison between the target communities and the minority access program and facilitates the business group's development. Fort Myers Police Department In a strategy different from those of the other Business Alliance sites in Florida, the Fort Myers Police Department works on economic revitalization efforts with four other Chambers of Commerce and a local drug-free coalition. Business Alliance programs are aimed at the downtown Fort Myers area, particularly the high-crime, low-income community of Dunbar. The Business Alliance is establishing an economic tracking system designed to determine what type of businesses the area needs and why other businesses have closed or relocated. A new Community Enrichment Center developed by the city of Fort Myers, the local police, and the public school district includes employment and job training activities for teenagers considered at risk for drug or other crime activity. Greater Clearwater Chamber of Commerce The Business Alliance program is targeted at two Clearwater communities: a low-income, predominantly African-American neighborhood with widespread unemployment and crime, and a neighborhood in a declining downtown area. The Clearwater Business Alliance program has sponsored a community cleanup day and conducted a series of seminars to provide business advice to owners of small and minority businesses. Conclusion Activities like those of the five Florida Chambers of Commerce underscore the tremendous benefits that can result from pooling a community's resources in a Business Alliance program. The renewed economic vitality, improved physical conditions, enhanced self-esteem and productivity of the residents already helped, and general sense of having new life breathed into a neighborhood combine in a powerful model for other communities whose residents--perhaps despairing of finding their own solutions or frightened of (or angry at) having been "forgotten"--might soon be spurred to action. ------------------------------------- Appendix A: Resources and Contacts Representatives of communities interested in forming their own Business Alliance programs are encouraged to contact any of the organizations listed below for updates and further information. Florida Organizations Florida Chamber of Commerce P.O. Box 11309 136 South Bronough St. Tallahassee, FL 32302-3309 904-425-1200 Cocoa Beach Area Chamber of Commerce 400 Fortenberry Rd. Merritt Island, FL 32952 407-459-2232 Greater Clearwater Chamber of Commerce P.O. Box 2457 Clearwater, FL 34617 813-461-0011 Greater Fort Myers Chamber of Commerce P.O. Box 9289 2310 Edwards Dr. Fort Myers, FL 33902 813-332-3624 Manatee Chamber of Commerce P.O. Box 321 222 10th St. West Bradenton, FL 32306 813-748-4311 Winter Park Chamber of Commerce P.O. Box 280 Winter Park, FL 32790 407-644-8281 -------------------------------- National Organizations U.S. Small Business Administration Washington, DC 800-368-5855 or local SBA office U.S. Department of Housing and Urban Development Washington, DC 202-758-1577 U.S. Department of Labor Washington, DC 202-535-0580 National Business Incubation Association Athens, OH 614-593-4331 Bureau of Justice Assistance Response Center 633 Indiana Ave. NW. Washington, DC 800-421-6770 Bureau of Justice Assistance Clearinghouse P.O. Box 6000 Rockville, MD Washington, DC 800-688-4252 ------------------------------ Federal Programs Empowerment Zones and Enterprise Communities Office of Community Planning and Development U.S. Department of Housing and Urban Development For technical assistance call 800-998-9999 Job Training Partnership Act U.S. Department of Labor Contact State department of labor or 202-535-0580 for regional employment and training office Employment Services and Job Training Demonstration Programs U.S. Department of Labor 202-535-0677 Minority Business Development Centers U.S. Department of Commerce 202-377-8015 Economic Development Technical Assistance U.S. Department of Commerce 202-377-2127 Management and Technical Assistance for Economically Disadvantaged Businesses U.S. Small Business Administration 202-205-6423 or local SBA office ------------------------------------- Related Federal Loan and Grant Programs for Small and Minority-Owned Businesses Business Development Assistance U.S. Department of Commerce contact 202-377-4731. Grants for Public Works and Development Facilities U.S. Department of Commerce 202-377-5265 Research and Evaluation Program U.S. Department of Commerce 202-377-4085 Community Development Block Grants U.S. Department of Housing and Urban Development Contact local community development office or 202- 708-1577 for local HUD office Loans for Small Businesses--7(a)(11) Loans U.S. Small Business Administration Contact local SBA office Minority Business Development--Section 8(a) U.S. Small Business Administration Contact local SBA office Local Development Company Loans (502) U.S. Small Business Administration Call 202-205-6485 for local SBA contact ------------------------------------ Additional Reading Resources Starting and Managing a Small Business On Your Own, Wendell O. Metcalf, U.S. Small Business Administration, Office of Business Development, 1982. Available at no cost from local SBA offices or small business development centers. Economic Development Manual, Kenneth C. Wagner, 1978. University of Mississippi Press, 3825 Ridgewood Rd., Jackson, MS 39211 ($9.95). Community Development as a Process, Lee J. Carey, editor, 1989. University of Missouri Press, 2910 LeMone Blvd., Columbia, MO 65201 ($14.50). StarMaker Mentoring Program Planning Manual, Florida Chamber of Commerce and Florida Education and Industry Coalition, September 1991. Florida Chamber of Commerce, P.O. Box 11309, Tallahassee, FL 32302-3309; 904-222-2831; available at no cost. 1993 Florida New Business Guide & Checklist, Florida Department of Commerce, Division of Economic Development, 107 West Gaines St., Tallahassee, FL 32399-2000; 904-488-9357; available at no cost. Economic Development Services, 1991, Florida Department of Commerce, Division of Economic Development, 107 West Gaines St., Tallahassee, FL 32302-2000; 904-222-2831; available at no cost. Drug-Free Work Place, 1990, Florida Chamber of Commerce, P.O. Box 11309, Tallahassee, FL 32302- 3309; 904-222-2831 ($10). Implementation Tools for Comprehensive Planning, Georgia Department of Community Affairs, 1993. Office of Coordinated Planning, 1200 Equitable Bldg., 100 Peachtree St., Atlanta, GA 30303 ($3). --------------------------------------- Appendix B: Sample Bylaws for Business Alliances The following guidelines should provide accurate and authoritative information about what to include in the bylaws for a Business Alliance program. The information is provided with the understanding that the Bureau of Justice Assistance is not engaged in rendering legal, accounting, or other professional services. If legal advice or other expert assistance is required, the services of a competent professional should be sought. Introduction The following sample bylaws should help guide Business Alliances that are either preparing bylaws for the first time or revising existing bylaws. Culled from a wide range of formats currently used by business associations, the model includes provisions that are essential for workable bylaws. The wording and format are suggestions that Business Alliances can include, exclude, or adapt to their individual needs. Blanks in the text allow organizations to insert their own information, most of which relates to dates for election and orientation of officers and directors. Because the timing of these procedures is vitally important to the success of an Alliance, a sample timetable has been included at the end of this appendix. Article I: General Section 1: _____________ (Name) This organization is incorporated under the laws of the State of _________________________ and shall be known as the _______________ Business Alliance, Incorporated. Section 2: Purpose (Include enough detail and specifics to reflect the purposes of the organization.) The __________________ Business Alliance is organized to achieve the objectives of: o Preserving the competitive enterprise system of business by creating a better understanding and appreciation of the importance of business people and a concern for their problems; educating the business community and representing them in city, county, State and national legislative and political affairs; preventing or addressing controversies, when they arise, that are detrimental to expansion and growth of business and the community; and creating a greater appreciation of the value of a more liberal investment of substance and self on behalf of the interests of competitive business. o Promoting business and community growth and development by promoting economic programs designed to strengthen and expand the income potential of all business within the trade area; promoting civic, social, and cultural programs that are designed to increase the functional and aesthetic values of the community; and discovering and correcting abuses that prevent the promotion of business expansion and community growth. or The _____________ Business Alliance is organized to advance the general welfare and prosperity of the _____________ Neighborhood so that its citizens and all areas of its business community shall prosper. All necessary means of promotion shall be provided and particular attention and emphasis shall be given to the economic, civic, commercial, cultural, industrial, and educational interests of the area. Section 3: Area (Identify the area served.) The ________________ Area or _____________ economic region shall mean to include the neighborhoods of: __________, _______________, and _______________, in the county of ___________. Section 4: Limitation of Methods The _________________ Business Alliance shall observe all local, State, and Federal laws that apply to a nonprofit organization as defined in Section 501(c)(6) of the Internal Revenue Code. Article II: Membership Section 1: Eligibility Any person, association, corporation, partnership, or estate having an interest in the objectives of the organization shall be eligible to apply for membership. Section 2: Election (how application is made, received, and approved) Applications for membership shall be submitted in writing on forms provided for that purpose and shall be signed by the applicant. Election of members shall be by the board of directors at any meeting thereof. Any applicant so elected shall become a member upon payment of the regularly scheduled investment as provided in Section 3 of Article II. Section 3: Investments Membership investments shall be payable in advance at such rate or rates, schedule, or formula as may be, from time to time, prescribed by the board of directors. Section 4: Termination (resignation, expulsion, and delinquency) o Any member may resign from the Business Alliance upon written request to the board of directors. o Any member shall be expelled by the board of directors by a two-thirds vote for nonpayment of dues after 90 days from the due date, unless otherwise extended for good cause. o Any member may be expelled by a two-thirds vote of the board of directors, at a regularly scheduled meeting thereof, for conduct unbecoming a member or prejudicial to the aims or repute of the Business Alliance, after notice and opportunity for a hearing are afforded the member complained against. Section 5: Voting In any proceeding in which voting by members is called for, each member in good standing shall be entitled to cast one vote. or In any proceeding in which voting by members is called for, each member shall be entitled to 1 vote; and each member firm, association, or corporation shall be entitled to a number of votes determined by the amount of investment paid, not to exceed 10 votes. Section 6: Exercise of Privileges (assignment of membership within subscription and any limitations) Any firm, association, corporation, partnership, or estate holding membership may nominate individuals whom the holder desires to exercise the privileges of membership covered by its subscriptions and shall have the right to change its membership nomination upon written notice. Section 7: Orientation (Areas of complete orientation should be indicated; detailed outlines of each group should be part of the Business Alliance procedures manual.) At regular intervals, orientation on the purposes and activities of this organization shall be conducted for the following groups: new directors, officers and directors, committee heads, committees, and new members. A detailed outline for the orientation of each of these groups shall be a part of this organization's procedures manual (or orientation handbook). Section 8: Honorary Membership Distinction in public affairs shall confer eligibility to honorary membership. Except for the right to vote, honorary members shall have all the privileges of members and shall be exempt from payment of dues. The board of directors shall confer or revoke honorary membership by a majority vote. Article III: Meetings Section 1: Annual Meeting The annual meeting of the corporation, in compliance with State law, shall be held during (month) of each year. The time and place shall be fixed by the board of directors and notice thereof mailed to each member at least 10 days before said meeting. Section 2: Additional Meetings (general membership, board, and committee meetings) General meetings of the Business Alliance may be called by the chairperson of the board at any time, or upon petition in writing of any (number or percent of) members in good standing: Notice of special meetings shall be mailed to each member at least 5 days before such meetings, board meetings may be called by the chairperson of the board or by the board of directors upon written application of three members of the board (notice, including the purpose of the meeting, shall be given to each director at least 1 day before said meeting), and committee meetings may be called at any time by the chairperson of the board, respective department vice chairperson, or by the committee chairperson. Section 3: Quorums At any duly called general meeting of the Business Alliance, (number or percent of) members shall constitute a quorum; at a board meeting, a majority of directors present shall constitute a quorum; at committee meetings, a majority shall constitute a quorum except when a committee consists of more than nine members. In that case, five shall constitute a quorum. Section 4: Notices, Agendas, Minutes Written notice of all Business Alliance meetings must be given at least _________ days in advance unless otherwise stated. An advance agenda and minutes must be prepared for all meetings; a detailed outline for preparation of both documents shall be part of this organization's procedures manual. Article IV: Board of Directors Section 1: Composition of the Board The board of directors shall be composed of (number) members, (one-third) of whom shall be elected annually to serve for 3 years or until their successors are elected and have qualified. The incoming chairperson of the board may appoint, subject to the approval of the board, between (number) and (number) members to the board to serve 1-year terms. The past chairperson and the president shall serve as members of the board. The government and policymaking responsibilities of the Business Alliance shall be vested in the board of directors, which shall control its property, be responsible for its finances, and direct its affairs. Section 2: Selection and Election of Directors (See last page for sample timetable.) A. Nominating Committee. At the regular (month) board meeting, the chairperson of the board shall appoint, subject to approval by the board of directors, a nominating committee of (number) members of the Business Alliance. The chairperson of the board shall designate the chairperson of the committee. Before (date), the nominating committee shall present to the president a slate of (number of vacancies) candidates to serve 3-year terms to replace the directors whose regular terms are expiring. Each candidate must be an active member in good standing and must have agreed to accept the responsibility of a directorship. No board member who has served two consecutive 3-year terms is eligible for election for a third term. A period of 1 year must elapse before eligibility is restored. B. Publicity of Nominations. Upon receipt of the report of the nominating committee, the president shall immediately notify the membership by mail of the names of persons nominated as candidates for directors and the right of petition. C. Nominations by Petition. Additional names of candidates for directors can be nominated by petition bearing the genuine signatures of at least (number) qualified members of the Business Alliance. Such petition shall be filed with the nominating committee no more than 10 days after notice has been given of the names of those nominated. The determination of the nominating committee as to the legality of the petition(s) shall be final. D. Determination. If no petition is filed within the designated period, the nominations shall be closed and the nominated slate of (number of vacancies) candidates shall be declared elected by the board of directors at their regular (month) board meeting. If a legal petition shall present additional candidates, the names of all candidates shall be arranged on a ballot in alphabetical order. Instructions will be to vote for (number of vacancies) candidates only. The president shall mail this ballot to all active members at least 15 days before the regular (month) board meeting. The ballots shall be marked in accordance with instructions printed on the ballot and returned to the Business Alliance office within 10 days. The board of directors shall, at its regular (month) board meeting, declare the (number) candidates with the greatest number of votes elected. E. Judges. The chairperson of the board shall appoint, subject to the approval of the board of directors, at least three but not more than five judges who are not members of the board of directors or candidates for election; one will be designated chairperson. Such judges shall have complete supervision of the election, including the auditing of the ballots, and shall report the results of the election to the board of directors. Section 3: Seating of New Directors All newly elected and appointed board members shall be seated at the regular (month) board meeting and shall be participating members thereafter. Retiring directors shall continue to serve until the end of the program year. Section 4: Vacancies A member of the board of directors who shall be absent from three consecutive regular meetings of the board of directors shall automatically be dropped from membership on the board unless confined by illness or other absence approved by a majority vote of those voting at any meeting thereof. Vacancies on the board of directors, or among the officers, shall be filled by the board of directors by a majority vote. Section 5: Policy (statements of position on issues) The board of directors is responsible for establishing procedure and formulating policy of the organization. It is also responsible for adopting all policies of the organization. These policies shall be maintained in a policy manual, to be reviewed annually and revised as necessary. Section 6: Management The board of directors shall employ a president (or appropriate title) and shall fix the salary and other considerations of employment. Section 7: Indemnification The Business Alliance may, by resolution of the board of directors, provide for indemnification by the Alliance of any and all current or former officers, directors, and employees against expenses actually and necessarily incurred by them in connection with the defense of any action, suit, or proceeding in which they or any of them are made parties, or a party, by reason of having been officers, directors, or employees of the Alliance, except in relation to matters as to which such individuals shall be adjudged in such action, suit, or proceeding to be liable for negligence or misconduct in the performance of duty and to such matters as shall be settled by agreement predicated on the existence of such liability for negligence or misconduct. Article V: Officers Section 1: Determination of Officers The board of directors (new and retiring) at its regular (month) meeting, shall reorganize for the coming year. The nominating committee for directors shall also nominate officers each year. At this meeting, the board shall elect the chairperson of the board, chairperson-elect, as many vice chairpersons as are deemed necessary to conduct the activities of the Alliance, and the treasurer. Officers will be elected from members1 of the new board. All electees shall take office on the first day of the new fiscal year and serve for a term of 1 year or until their successors assume the duties of office. They shall be voting members of the board of directors. Section 2: Duties of Officers A. Chairperson of the Board. The chairperson shall serve as the chief elected officer of the Business Alliance and shall preside at all meetings of the membership, board of directors, and executive committee. The chairperson of the board shall, with the advice and counsel of the president, assign vice chairperson(s) to divisional or departmental responsibility, subject to approval by the board of directors. The chairperson of the board shall, with advice and counsel of vice chairperson and the president, determine all committees, select all committee chairpersons, and assist in the selection of committee personnel, subject to approval by the board of directors. B. Chairperson-elect. The chairperson-elect shall exercise the powers and authority and perform the duties of the chairperson in the absence or disability of the chairperson. The chairperson-elect shall also serve as head of the Program of Work Committee of the Business Alliance. As such, the chairperson-elect and committee will be responsible for determining that the program activities of the Alliance are of such duration as is required, at all times being alert to assure that the activities of the Alliance are directed toward achieving business and community needs in the area served by the Alliance. C. Vice Chairperson. The duties of the vice chairperson shall be such as their titles by general usage would indicate, and such as required by law, as well as those that may be assigned by the chairperson and board of directors. They will also have under their immediate jurisdiction all committees pertaining to their general duties. D. Treasurer. The treasurer shall be responsible for the safeguarding of all funds received by the Alliance and for their proper disbursement. Such funds shall be kept on deposit in financial institutions or invested in a manner approved by the board of directors. Checks are to be signed by the treasurer and the president or, in the absence of the treasurer, the president, or both, by any two officers. The treasurer shall submit a monthly financial report to the board. E. President (or preferred title). The president shall be the chief administrative and executive officer. The president shall serve as secretary to the board of directors and shall submit notices, agendas, and minutes of board meetings to the board. The president shall serve as adviser to the chairperson of the board and Program of Work Committee on program planning, assemble information and data, and submit special reports as directed by the Alliance. The president shall be a member of the board of directors, the Executive Committee, and all committees. With assistance of the divisional vice chairperson, the president shall be responsible for administration of the program of work in accordance with the policies and regulations of the board of directors. The president shall be responsible for hiring, discharging, directing, and supervising all employees. With the cooperation of the Program of Work Committee and Budget Committee, the president shall be responsible for the preparation of an operating budget covering all activities of the Alliance, subject to approval by the board of directors. The president shall also be responsible for all expenditures with approved budget allocations. Section 3: Executive Committee The Executive Committee shall act for and on behalf of the board of directors when the board is not in session but shall be accountable to the board for its actions. It shall be composed of the chairperson of the board, past chairperson, chairperson-elect, vice chairperson, treasurer, and president. The chairperson of the board will serve as chairperson of the Executive Committee. Section 4: Indemnification The Alliance may, by resolution of the board of directors, provide for indemnification by the Alliance of any and all of its officers or former officers as spelled out in Article IV, Section 7 of these bylaws. Article VI: Committee and Divisions Section 1: Appointment and Authority The chairperson of the board, by and with the approval of the board of directors, shall appoint all committees and committee chairpersons. The chairperson of the board may also appoint such ad hoc committees (and their chairpersons) as deemed necessary to carry out the program of the Alliance. Committee appointments shall be at the will and pleasure of the chairperson of the board and shall serve concurrent with the term of the appointing chairperson of the board, unless a different term is approved by the board of directors. It shall be the function of committees to make investigations, conduct studies and hearings, make recommendations to the board of directors, and carry out other activities as delegated to them by the board. Section 2: Limitation of Authority No action by any member, committee, division, employee, director, or officer shall be binding upon or constitute an expression of the policy of the Alliance until it shall have been approved or ratified by the board of directors. Committees shall be discharged by the chairperson of the board when their work has been completed and their reports accepted or when, in the opinion of the board of directors, it is deemed wise to discontinue the committees. Section 3: Testimony Once committee action has been approved by the board of directors, it shall be incumbent upon the committee chairpersons or, in their absence, whomever they designate as familiar enough with the issue, to give testimony to or make presentations before civic and governmental agencies. Section 4: Divisions The board of directors may create such divisions, bureaus, departments, councils, or subsidiary corporations as it deems advisable to handle the work of the Alliance. The board shall authorize and define the powers and duties of all divisions, bureaus, departments, councils, and subsidiary corporations. The board shall annually review and approve all activities and proposed programs of such divisions, bureaus, departments, councils, or subsidiary corporations, including collection and disbursement of funds. Unless approved by the board of directors, no action or resolution of any kind that bears on or is expressive of the Alliance shall be taken by divisions, bureaus, departments, councils, or subsidiary corporations. Article VII: Finances Section 1: Funds All money paid to the Alliance shall be placed in a general operating fund. Funds unused from the current year's budget will be placed in a reserve account. Section 2: Disbursements Upon approval of the budget, the president is authorized to make disbursements on accounts and expenses provided for in the budget without additional approval of the board of directors. Disbursement shall be by check. Section 3: Fiscal Year The fiscal year of the Alliance shall close on (date). Section 4: Budget As soon as possible after election of the new board of directors and officers, the Executive Committee (or Budget Committee, if preferred) shall adopt the budget for the coming year and submit it to the board of directors for approval. Section 5: Annual Audit The accounts of the Business Alliance shall be audited annually as of the close of business on (date ending fiscal year) by a public accountant. The audit shall be available at all times in the offices of the Alliance to members of the organization. Section 6: Bonding The president and such officers and staff as the board of directors may designate shall be bonded by a sufficient fidelity bond in the amount set by the board and paid for by the Alliance. Article VIII: Dissolution Section 1: Procedure The Alliance shall use its funds only to accomplish the objectives and purposes specified in these bylaws, and no part of said funds shall inure or be distributed to the members of the Alliance. On dissolution of the Alliance, any funds remaining shall be distributed to one or more regularly organized and qualified charitable, educational, scientific, or philanthropic organizations to be selected by the board of directors as defined in IRS Section 501(c)(3). Article IX: Parliamentary Authority The current edition of Roberts Rules of Order shall be the final source of authority in all questions of parliamentary procedures when such rules are not inconsistent with the charter or bylaws of the Alliance. Article X: Amendments Section 1: Revisions These bylaws may be amended or altered by a two-thirds vote of the board of directors or by a majority of the members at any regular or special meeting, provided that the notice for the meeting includes the proposals for amendments. Any proposed amendments or alterations shall be submitted to the board or the members in writing at least 10 days before the meeting at which they are to be acted upon. Adopted:______________(date) Amended:_____________(date) Schedule for Single-Slate Election and Orientation of Officers and Directors The following timeline is designed for an organization with a fiscal year beginning in January and concluding in December. Times can be adapted to the requirements of any organization. If an Alliance prefers a double-slate election procedure, the same timeline can be used, with "one candidate per vacancy" replaced by the phrase "two candidates per vacancy." Lead Times 5 months Chairperson of the board appoints Nominating Committee with board's approval at regularly scheduled board meeting. (Article IV, Section 2A) 4 months Nominating Committee presents (single slate) to directors. (Article IV, Section 2A) Immediate notice of slate is given to the membership and right of petition explained. Petitions must be received within 10 days of notice. (Article IV, Section 2B and C) 3 months Elect directors at regularly scheduled board meeting. (Article IV, Section 2D) 2 months Elect officers at regularly scheduled board meeting (combination of old and new board). (Article IV, Section 3 and Article V, Section 1) 1 month Orient new officers and directors; plan new program of work; appoint and orient new committee chairperson, committee members, and other action groups; plan budget. New officers and board of directors take office; committees and other action groups begin work. ------------------------------------ Appendix C: Winter Park Chamber of Commerce Business Alliance Program Adopt-A-Business Initiated by the Minority Business Committee of the Winter Park (Florida) Chamber of Commerce, the "Adopt-A-Business" program assists in developing minority-owned businesses. Adopt-A-Business responds to concerns voiced by the Minority Business Committee and to the results of a study conducted by Hanson Taylor, an urban design company, which showed that economic development in the Winter Park minority community of Westside had not pace with development in the rest of the city. The Adopt-A-Business program has served as a model program for many other cities and Chambers of Commerce throughout the United States. It enhances the development of minority businesses by providing a unique mentor relationship between larger, well-established businesses assisting--or "adopting"--small minority-owned businesses, leading to business relationships between them. How It Works Minority business applicants participate in a year-long program with their adoptive businesses, receiving help in identifying specific areas of weakness in their business plans. This knowledge, in turn, helps the applicants form their Adopt-A-Business program objectives. Prospective entrepreneurs are then matched with sponsoring companies that will help them implement their plans. The Winter Park Chamber has outlined the following 15 steps for creating successful mentoring relationships. o Creation of an Adopt-A-Business program package to be available when requested by interested parties. o Notification, dissemination, and distribution of information to minority business owners about the Adopt-A-Business program. o Response to minority business owners who express a desire to participate in program. o If not a member of the Chamber, a minority owner should be informed of the need to become a member to participate in a program. o If a member of the Chamber, a minority owner should be recruited to join the Alliance committee on minority business. Goals and objectives of the committee should be explained. o Arrangement of a 30-minute orientation to: o Further explain the Adopt-A-Business program and provide a program package. o Confirm that adoptee and sponsor should meet at a minimum of once a month. o Discuss goals and objectives of the program and the role of participants (minority business entrepreneur, sponsor, and adviser). o Discuss the goals, objectives, and strengths of (as well as the challenges facing) the minority business entrepreneur. o Agreement of both the adviser and the minority business entrepreneur on the best type of sponsor. o Identification by the minority business owner of three companies with which they would like to be matched and that are members of the Chamber. (Choice of company sponsor should be chosen on the basis of the analysis from the 30-minute orientation described above and then ranked from first to third.) o Contact with prospective sponsors in ranking order by the Alliance (minority business) coordinator and completion of the next step when a first choice commits to the program. o Contact with a potential sponsor and reiteration of issues discussed in orientation; arrangement of appointment to meet with potential sponsor if desired by sponsor if desired by that sponsor (otherwise, mailing or faxing of the Adopt-A-Business program packages); request that a potential sponsor contact the coordinator with further questions upon receipt and review of the program package. o Informing a sponsor of the name and type (industry) of company wishing to be adopted. o To solidify sponsor commitment to participate, followup with potential sponsor within 7 days of the date of mailing and/or faxing the program package. o Contact with the minority business entrepreneur after a sponsor has been identified, suggesting contact with the sponsor to make an appointment to build rapport as well as discuss goals and objectives. o Sending of a thank-you letter to a sponsor. o Monthly monitoring of entrepreneur's success by the Alliance (minority business) coordinator. o Quarterly meeting of all program participants in an informal social setting to report on the progress of each match. o Granting of a certificate of recognition and appreciation to participants at the end of the year. Individual Roles In the Adopt-A-Business program, the minority business entrepreneur develops a business plan, reacts to recommendations made by the adviser and the sponsor, meets regularly with the sponsor, is dedicated to the growth of business and to the success of the program, assists other minority companies in their development, and encourages business dealings between involved companies and other minority companies. The sponsor in the Adopt-A-Business program assists the entrepreneurs in developing an aggressive plan of action and in overcoming identified problem areas, encourages business opportunities with sponsors and MBE's, and reports to the adviser any concerns and recommendations. The Adopt-A-Business adviser serves as a support base for sponsor and entrepreneur, assists in educating the corporate sponsor on the positive impact the program makes in the community, ensures that the minority business entrepreneur follows through on recommendations by the adopting company, encourages regular meetings between the adopting company and the minority business entrepreneur, reports on the progress of the adoption, and is responsible for periodic and final evaluations. Appendix D: Sample Adopt-A-Business Application ADOPT A BUSINESS Yes! I'm interested in becoming involved in the Adopt-A-Business program as a ___Sponsor. ___Adoptee. I would like more information. Name Company Address City State ZIP Phone FAX Appendix E: Minority Access Partnership Program (MAPP) Purpose The Minority Access Partnership Program (MAPP) is a self-help initiative for minority entrepreneurs willing to invest their own time and money to strengthen their businesses. The Winter Park (Florida) Chamber of Commerce Minority Access Program is designed to accomplish two objectives: o To challenge minority business owners to become personally involved in the Winter Park Chamber and the many programs and services it offers to emerging businesses. o To challenge financial institutions to go that "extra step" to provide funds for sponsoring minority businesses on a matching basis, to make memberships in the Chamber of Commerce affordable. Background The Winter Park Chamber of Commerce recognized that many minority businesses in the community stood to gain substantial benefits from membership in the Chamber. Unfortunately, these businesses were often among the least able to afford the cost of joining the organization. MAPP was designed as a pilot program to improve access to the educational resources, business expertise, and networking activities of the Chamber for small minority-owned businesses. MAPP provides matching funds for a limited number of minority-owned businesses, individuals, or both to help underwrite the cost of membership in the Winter Park Chamber. Eligibility for participation is established through business ownership by or personal interest of any ethnic minority. The Winter Park Chamber of Commerce believes that the success of the local business community depends on full participation in the Chamber by members from all sectors of the economy. The Chamber views MAPP as a positive action that will increase opportunities for minority-owned firms to participate in Chamber activities such as Business After Hours, Good Morning Winter Park, and Minority Business Committee membership. Appendix F: Sample Invitation Letter for Winter Park MAPP Sponsors Dear Colleague: The Winter Park Chamber of Commerce has made a commitment to minority businesses in the Central Florida area by establishing a minority business committee that specifically focuses on meeting the special needs of the minority community. The Winter Park Chamber of Commerce has created an initiative called the Minority Access Partnership Program (MAPP), which enables banking institutions to fulfill the requirements of the Minority Reinvestment Act through the partial underwriting of Chamber memberships for ethnic minority businesses. Through this initiative, you will be providing educational resources, business expertise, and networking opportunities to those who have the most to gain. Your financial commitment will consist of pledging $95 per sponsorship to ethnic-owned or ethnic-managed businesses with fewer than 10 employees. The enclosed materials will further explain the Winter Park Chamber of Commerce MAPP. After you have reviewed these materials, you will certainly want to join us in sponsoring MAPP. By return letter, you can let me know how many minority businesses you wish to sponsor. For additional information, contact Minority Business Coordinator Carolyn Winston at the telephone or fax number printed on this letterhead below. Cordially, Don Dalton Executive Vice President encl. P.S. Enclosed you will also find a list of minority businesses sponsored by participating financial institutions. Appendix G: Sample Cocoa Area Business Alliance Fact Sheet Fact Sheet The main goal of the Cocoa Area Business Alliance (CABA), a committee of the Cocoa Beach Area Chamber of Commerce, is to increase business and job opportunities--vital elements of the economic health and quality of life in Cocoa. The problems that block dynamic economic growth can be overcome when those who live and work in the community become involved in the decisionmaking process. The following information should be helpful to prospective new CABA members: o Any business in the Cocoa area may join the Alliance--it need not be a member of the Chamber of Commerce. o Meetings are held on the second Tuesday of every month at 7:30 a.m. at The Dixie Restaurant, US1, Cocoa. o Upon joining CABA, some member businesses with five or fewer employees will be offered honorary 1- year Chamber memberships. (Chamber dues for a business with five employees are $224. Honorary members are subject to approval by the SBIC and Chamber boards.) As the organized voice of concerned and involved business owners in Cocoa, CABA can send strong messages to various governmental agencies-- o To increase crime prevention programs. o To clean up and landscape the streets in and around the city. o To actively help--not hinder--businesses that want to locate in the Cocoa area. The bottom line is that more businesses in the Cocoa area add to the tax base, create a thriving economic climate, and generate more jobs. More jobs, in turn, lead to fewer drugs, less crime, and an improved quality of life for the entire community. Everyone, however, must become involved: No "them" or "they" will take on this responsibility. Please join us and help us accomplish something for our community. For more information about the Cocoa Area Business Alliance, call 633-9503. Appendix H: Sample Cocoa Area Business Alliance Membership Form Cocoa Area Business Alliance Membership Form NAME: COMPANY: ADDRESS: PHONE: FAX: Check the committees on which you would like to work: o Beautification o Law Enforcement o Economic Development o Youth Education o Legislative Affairs o Junior Olympics o Publicity o Membership Mail this form to Lynn Pickett, Cocoa Area Chamber of Commerce, 400 Fortenberry Road, Merritt Island, Florida; or for meeting information, call 633-9503. Appendix I: Sample Cocoa Area Business Alliance Action Reports Action Report Business Development o The Cocoa Area Business Alliance (CABA) supports the development of the old downtown library into a Meeting/Convention Center. o CABA supports ordinances that encourage business expansion and job creation in the Cocoa area. o CABA will furnish volunteers for the AAU Junior Olympics and work with the Cocoa Beach Area Chamber to ensure the success of this international event. o CABA supports networking and cooperation among businesses in the Cocoa area. Beautification o CABA supported the acquisition of state DOT enhancement funds to beautify SR520. o CABA supports cleaning up and maintaining SR520 from I-95 through the City of Cocoa prior to the AAU Junior Olympics so our community will present a pleasing image to national and international visitors. Crime Prevention o CABA supported the addition of more patrol officers and more equipment for the Cocoa Police Department. o CABA feels that cooperation and understanding between the business community and the police department is vital and strives to maintain open communication and mutual support. o CABA is developing a Youth Education program to help keep young people off the streets and in a more positive environment. Cocoa Area Business Aliance of the Cocoa Beach Area Chamber of Commerce Action Report The Cocoa Area Business Alliance (CABA), a committee of the Cocoa Beach Area Chamber of Commerce, is an alliance of business owners who work together to promote beautification, better law enforcement, and economic development in the Cocoa Beach area. The group had its first general membership meeting on January 27, 1993. In the short time since it was formed, CABA has compiled an impressive list of achievements. Beautification The Beautification Committee, chaired by Danny Batchelor (Batchelor Fine Photography), worked with officials from the City of Cocoa Beach and Brevard County to have SR520 designated by the Metropolitan Planning Organization (MPO) a top priority for receipt of State Department of Transportation Enhancement Funds. The Business Alliance sponsored a petition drive, and members wrote letters to MPO in support of the project. Work on beautifying the median of the road is expected to start in early 1994. Law Enforcement The Crime Committee, under the leadership of John Condon (Toppertown), has established an outstanding rapport with the Cocoa Police Department, which has worked closely with CABA and with individual member businesses to reduce crime in Cocoa. The Business Alliance learned that the police were understaffed and could place only four to six patrol officers in the field on an average Saturday night. In addition, The Cocoa Police Department was the only department in Brevard County that was not on the 800-meg radio system; this meant that our officers could not talk to officers from other departments who might arrive to help in an emergency. Despite these problems, the Cocoa City Council voted to reduce the police department budget by 5 percent. CABA voted to oppose any reduction in police department funding and instead called for an increase to cover the addition of more patrol officers and the 800-meg radio system. Alliance members called council members, circulated petitions, and attended budget and council meetings to urge the council to help make the streets of Cocoa safer for residents as well as businesses. The Cocoa City Council responded to citizen concerns by rescinding the 5-percent cut, adding funds for three patrol officers and the 800-meg radio system to the budget. Economic Development Economic Development Chair Phyllis Churchill (Answerphone) has started several initiatives. The alliance has voted to support the transformation of the old city library into a meeting and convention center. Business Alliance members also have access to wide range of Chamber-sponsored activities-- including the Small Business & Industry Council, SCORE counseling, a reference library for contracts and available funding, and networking opportunities --to help promote economic development and expansion. Networking Opportunities Under the stewardship of Ed Jones (Afro City Unisex Salon), membership in CABA has increased to 90 members and continues to grow. These Cocoa area businesses have the opportunity to regularly network with each other at CABA general membership meetings and committee functions. In addition, they can network with the full Chamber membership of 1,600 at Chamber functions. Educational Opportunities The Business Alliance offers its members many opportunities to increase their knowledge of issues vital to businesses. Programs and workshops in recent months have included "Small Business Financing," "How To Prevent Crime in Your Workplace," "Managing the Multicultural Workplace," "Grant Writing," "How To Take Advantage of the State Enterprise Zone," and "Drug-Free Workplaces." How To Join Come fill out a membership form at one of our general membership meetings that take place on the second Wednesday of each month at 8:15 a.m. at The Dixie Restaurant on US1. For more information, call the CABA voice-mail system (donated by Answerphone) at 633-9503; or Lynn Pickett at the Cocoa Beach Area Chamber of Commerce, 459-2200. Appendix J: Sample Cocoa Area Business Alliance Report to Members Cocoa Area Business Alliance of the Cocoa Beach Area Chamber of Commerce Report to Members October General Membership Meeting Two Special Announcements Special membership offer from the Chamber. Bill Taylor (Barnett Bank), incoming chairman of the Cocoa Beach Area Chamber of Commerce, outlined a special membership package for new Cocoa Area Business Alliance (CABA) members at the general membership meeting held October 13 at The Dixie Restaurant in Cocoa; the plan was ratified by the Chamber board Wednesday evening: o Any business in the Cocoa area may join the Alliance--it need not be a member of the Cocoa Beach Area Chamber of Commerce. o After joining CABA, some member businesses with five or fewer employees will be offered honorary 1- year Chamber memberships. (Chamber dues for a business with five employees are $224.) o Honorary members will receive special invitations to-- o A Wednesday/Friendsday (for two) (a $10 value). o A Chamber luncheon (for two) (a $14 value). o An SBIC program (for two) (a value worth up to $40). Current or past Chamber members cannot participate unless they receive special approval from the SBIC executive board. Bill explained that the Chamber was trying to reach out to those businesses that cannot afford Chamber dues. Sue Munsey, Chamber president, said that the honorary members should be approved by the CABA board and be encouraged to attend a Chamber orientation so that they could take full advantage of the offer. Meeting date changed. Alliance members voted to change the general membership meeting to the second Tuesday of each month at 7:30 a.m. at The Dixie Restaurant. The next general meeting will be Tuesday, November 9. The executive board and committee heads will meet at 7:30 a.m. on Tuesday, November 2, at Barnett Bank. Other News Election of 1994 officers. Officers for next year will be elected at the November 9 meeting. The nominating committee is composed of Phyllis Churchill (Answerphone), Jim Mathusa (ASAP Printing), and George Vanderhall (Chocolate Honeycomb). If you wish to make nominations, please call our voice-mail, 633-9503, before October 30. Only those people who agree to serve as officers will be placed on the slate. Crime Summit. John Condon (Toppertown), chairman of the Law Enforcement Committee; Ben Serauge (Donut King); and Samuel and Irene Demps (Demps Christian Child Care) were invited by the U.S. Attorney to attend the Crime Summit in Tampa last month to express business views on how to alleviate the crime problem. John reported that the U.S. Department of Justice is stressing drug prevention as a means to reduce crime. "They said that they need community involvement to make it work," John said, "and we're the community." Legislative affairs. Vice President James Philippeaux (Barnett Bank) flew to Washington, D.C., recently to talk to members of Congress in support of "The Community Development, Credit Enhancement and Regulatory Improvement Act of 1993 (S.1275)." The bill, as reported out of committee, would allow banks to participate through their community development corporations (CDC's) and loan institutions (CDFI's), as long as the CDC's are not wholly owned by a single institution. The bill would also make it easier for small businesses to secure loans by changing the regulations on loan insurance. Cocoa City Manager. Steve Bonczek, new city manager, talked to the group about the needs of the city. "Our image needs some work," he said. "We get sympathy, but not a lot of respect." He encouraged Alliance members to begin attending City Council meetings and expressing their views. The land development regulations are under review and will come to the Council soon. Steve expressed his opinion that some of the current standards are too lax and need revision. He also feels that the city needs a new city hall and a new police station: "A new city hall on SR520 or US1 would say a lot about how we feel about our city." He added that taxes have not been raised in 5 years and that a recent 5 percent budget cut might affect the delivery of services. "Cocoa is one of the most fiscally conservative communities I've ever seen," he said, although the City of Cocoa is in outstanding financial health, with a 30-percent reserve of $3 million (the average for cities is a 5-percent reserve). Steve said investing some of the reserve money in the future of Cocoa would be a wise use of funds. He also reported on talks with the editor of Florida Today regarding better coverage of Cocoa news. John Condon has been working to get the newspaper to begin printing a section on Cocoa similar to the section on Rockledge in The Tribune weekly supplement. Members who currently advertise in Florida Today are asked to contact John to see how they can help get this Cocoa section started. Business Alliance decals. If you do not already have your Cocoa Area Business Alliance decal for display at your business, call Lynn Pickett at the Cocoa Beach Area Chamber of Commerce, 459-2200. For More Information BJA has a range of publications related to law enforcement-community partnerships, including: o Problem-Oriented Drug Enforcement: A Community-Based Approach for Effective Policing, NCJ 143710. o The Systems Approach to Crime and Drug Prevention: A Path to Community Policing, NCJ 143712. o Understanding Community Policing: A Framework for Action, NCJ 148457. o Neighborhood-Oriented Policing in Rural Communities: A Planning Guide, NCJ 143709. o A Police Guide to Surveying Citizens and Their Environment, NCJ 143711. o National Service and Public Safety: Partnerships for Safer Communities, NCJ 146842. o Working as Partners With Community Groups, NCJ 148458. o Partnerships to Prevent Youth Violence, NCJ 148459. o An Introduction to DARE: Drug Abuse Resistance Education, NCJ 129862. o An Introduction to the National DARE Parent Program, NCJ 142422. Call the BJA Clearinghouse at 800-688-4252 to order these publications.