Category: Economic Development

Advocacy that Bolsters the Community with Michael Guymon

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Brandon Burton 0:00
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Our guest for this episode is Michael Guymon and native tucsonan The new word for me. Michael’s 25 year professional career has primarily centered on political strategy, business development and advocacy and organizational management. As president and CEO for the Tucson Metro Chamber, Michael is responsible for developing and implementing the goals and vision for the chamber to fulfill the Chamber’s mission and champion and to champion an environment where your business thrives and our community prospers. Michael’s previous positions include vice president of regional partnerships for sun corridor Inc, the executive director of Metropolitan Pima Alliance, chief to staff to Tucson city council member Fred Ron Stan, Assistant Vice President for governmental affairs for the Tucson Metropolitan Chamber of Commerce and political consultant to the bridges, a 360 acre mixed use, mixed use infill development that includes tech parks Arizona, Geico regional headquarters, housing and 111 acre commercial development. Michael holds a bachelor’s degree in Political Science from the University of Arizona. On a personal note, his passion is baseball, and he was named the official score for the Tucson Padres triple A baseball club from 2011 to 2013 the team moved to El Paso in in 2014 But Michael, I’m excited to have you with us today here on chamber chat podcast. I’d love to give you an opportunity to say hello to all the chamber champions who are out there listening, and to share something interesting about yourself so we can all get to know you a little better.

Michael Guymon 2:48
Yeah, absolutely. Brandon, thank you so much for that, that great introduction, and I’m happy to be here to talk to all of our team chamber champions that are out there. I guess one other little fun fact is, as much as my passion is baseball, I actually play ice hockey. So a lot of people ask me, Wow, a native tucsonan That plays ice hockey. How the heck did that happen? And when I was in college, my buddies and I were just kind of bored playing too much hockey on Sega, so we decided to buy some stick, a puck, and some roller blades, taught ourselves how to play, and that ultimately morphed into playing ice hockey. So So yeah, I am also an ice hockey player, and I still play in the adult league here in Tucson and and it’s a lot of fun. It keeps me, keeps me busy and and it helps me get, you know, some of that pent up nerve that some chamber CEOs can can experience out on the ice.

Brandon Burton 3:46
That’s right, that’s a I would not have guessed that, you know, baseball and hockey. I would not have guessed, you know, but yeah, that that’s awesome. Glad it keeps you active, keeps you involved,

Michael Guymon 3:56
absolutely.

Brandon Burton 3:58
Well, tell us a little bit about the Tucson Metro Chamber, just to kind of set the stage for our discussion today, give us an idea of the size of the chamber staff, budget, scope of work and all that, just to kind of give us your perspective.

Michael Guymon 4:10
Yeah, you bet. Thank you, Brandon. So our chamber has been around since 1896 and we have been the voice of business in a variety of forms for those 100 and now 28 years. So we are a staff of 11, budget of about 1.8 million, and we have 1400 members, and those members are everything from restaurants to Raytheon. Raytheon is our largest private employer here in the Tucson region. Aerospace and Defense is our biggest, not only employer, but also just from a economic impact part of the economy, our biggest player, between Raytheon, with its 14,000 employees and 200 companies that make up our airspace and defense. Sector here in in the Tucson region. So so that’s that’s a big component, but so are a lot of our small businesses here. And of course, the chamber is the main organization that helps to advocate and be the voice for those small businesses. So So it ranges, really good range, but that that’s kind of what makes up our chamber?

Brandon Burton 5:21
Very good. And I know Raytheon is a great company to have in your backyard there. We’ve got a campus probably about 15 miles from our house here in Texas, and they’re great employer and great community player and just a great one to have have on your team there in Tucson, absolutely well, as we try to hone in on what our focus for our conversation is going to be, today, we decided to focus our the majority of our discussion around advocacy, but more specifically, advocacy that bolsters the competitiveness of your community. And we’ll dive in much deeper on this topic as soon as we get back from this quick break.

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All right, Michael, we’re back. As I mentioned before the break, we’re talking about how advocacy can bolster your community’s competitiveness as we take that approach, what does that mean to you as far as advocacy and keeping the maybe the relevance in your community and staying on the cutting edge? Just tell us what that means from you and your approach to advocacy in this with this focus. Sure.

Michael Guymon 8:19
So you know, advocacy really is it really is our main value proposition for the chamber. We, as I mentioned before, we are the voice of business, and part of being the voice of business is making sure that we are that bold advocate for a lot of things that relate to the business community and really try to push pro business policies through our city and county, and actually, when I became CEO of the chamber about three years ago, I shifted our focus to purely local, local advocacy, because we did have staff member, various staff members who would go up to Phoenix to lobby positions at the legislature. But I felt it was there. There’s plenty of work to do within the city of Tucson and Pima County that we really needed to focus our efforts locally and address the pro business policies that would help bolster our business community here locally and partner with those organizations like the greater Phoenix chamber and the Arizona chamber that has a stronger presence of the Capitol. And if there are ways that we can, that we can partner with them on state legislation that addresses pro business policy, then we’ll do that. But the chamber is really going to take the lead here locally and and we’ve been very successful at doing that. So, so when it comes to competitiveness now, it really dry there, there are, there are main components to that. Competitiveness. It it comes down to workforce and talent. It comes down to transportation and. Infrastructure comes down to public safety, comes down to housing affordability and quality of life. Those are, those are the five sort of pillars that we look at when we are talking about our competitiveness. As a former employee of our economic development organization, the big thing that I learned there is that talent and workforce and labor drives 99% of the relocation expansion decisions, and it also helps drive whether companies decide to stay within a community so as the retainer of business now at the Chamber I when I was at our economic development organization. I was it was my job to help companies expand to relocate to Tucson now at the Chamber, it’s my job to make sure that they stay here. Talent drives a lot of those decisions, and so working on workforce development and making sure that our educational institutions, our post secondary educational institutions and our K 12 system, quite frankly, are laddering up to the skills and positions that are needed within our companies. Is critically important to make sure that those connections are made. So we do a lot of that work. We have collaboratives in healthcare. We have collaboratives in mining. We have collaboratives in that are focused on construct the construction industry, and then we partner with those organizations that address the issues in and around some of our other targeted sectors and industries. But but addressing workforce development is a big component of making sure that we are competitive, not only for companies that are looking to expand, to relocate, but also those companies that are here and want to expand here in our region

Brandon Burton 11:45
that is so important, and it’s kind of the chicken or the egg, right? Like you want the big business there, you want the companies to relocate, but they need to have the workforce. And at the same time, you’re trying to build the workforce, and kind of think, if you build it, they will come kind of a sense, you know, if there’s your baseball tie in, right? Very good. But I’m curious with the approach, with this, the schools, the, you know, school system, the secondary education, what, what approach is the chamber able to do from that advocacy effort to make sure that these students are being prepared to enter the workforce, and specifically in these key we’ll say categories, these key industries you’re looking to have workforce for. What’s that approach look like?

Michael Guymon 12:34
So Brandon, really, it’s our job as a chamber to make sure that the industries and the companies are engaged. You know, I’m not. I’m not here to tell our community college system or our university who do incredible work in our community and our true are truly our economic drivers of the community. I’m not here to tell them what to do. But what I can do is bring, come more, more and more companies to the table, for them to say, here are the positions that are open. Here are the skills that I need. Here are the skills that I think are lacking in our community, to have those conversations so that our post secondary education institutions understand what the needs are, in hopes that they will help address them. So it’s my job as a chamber to encourage those companies to be a part of those conversations, and we’ve been successful in that we have a lot of companies that are at the table. Could I use more? Absolutely, it’s imperative that I have more and more industries at those tables so that they can express the types of challenges that are they are facing from a workforce standpoint. But outside of that, you know, a lot of the issues that we hear, especially at the retail level, are related to public safety, they’re related to transportation they’re related to housing affordability these days. I mean, boy, you know, this is a topic that is certainly not unique to Tucson, but it is something I am hearing more and more chambers talk about how we need to make sure that we address our housing affordability. And the recent term I’ve heard is income. I don’t think it was income based, but basically, you know, income based housing, so making sure that we’re that we’re addressing the various aspects of housing, because it is diverse, we want to make sure that our housing options are diverse, but but those are, those are issues that our communities are facing, and we as a chamber, making sure that companies are at The table to be a part of those conversations and dialogs. Yeah,

Brandon Burton 14:44
I imagine having the companies at the table specifically with workforce and talent, is trying to keep some of that talent in the community. For whatever reason, it seems like a lot of maybe high school students see that they’re the. Horizons are somewhere else, right where they need to go away, leave the community, to go to school or to find a job and to be able to show them the opportunities that are right there in Tucson, I think is key in what you guys are after with this approach, absolutely,

Michael Guymon 15:13
and it’s, I’m glad you mentioned that, because we’re having conversations right now, particularly with our university, about that, whether it’s, you know, seen as a brain drain or a brain gain, and the ways that we can address that we used to actually host an event called the career crawl, and this was getting local companies and students connected. Because a lot of the jobs fairs that occur on college campuses are companies that are from outside coming into our community and saying, Hey, we got a great job for you the Bay Area, or we got a great job for you in Chicago. And they and those students leave because of that. Well, we wanted to create a local job fair so that students could have a better understanding of what that local job opportunity looks like. And the U of A the University of Arizona actually picked that up. They now have a have an annual and actually sometimes twice a year, Job Fair called Tucson jobs now. So they took our idea and they created their own job fair that focuses on local job opportunities. And what we’re seeing now, we’ve actually seen some of those statistics shift. It used to be that that a quarter of our of our graduates stayed here in Tucson, which is a really low number, because in some communities, it could be upwards to 50 and 60% that is now inching up. We’re now seeing that number is now 35% of our graduates staying here in Tucson. And so from a statistical standpoint, we’re actually seeing a brain gain over the last three to four years as a poor as opposed to a brain drain. Could we do better? Obviously, we could, but we’re at least sitting seeing those those graduates, stay here more than they have in the past, and and we’re hopeful it’s because of things like that, where we’re opening more doors to local opportunities.

Brandon Burton 17:14
It’s trending the right way, for sure,

Michael Guymon 17:18
absolutely.

Brandon Burton 17:19
I love the approach of local advocacy and in these areas that you talked about with transportation and quality of life and public safety and housing, and can you talk to us a little bit more about some of the different approaches? Maybe in these other categories, we spent some good time on the workforce and talent development, but talk to us a little bit about the transportation or quality of life and things of that nature? Yeah,

Michael Guymon 17:43
absolutely. So I’ll start with public safety. So couple, two and a half years ago, I created our coalition against retail theft. It was small businesses, even, oddly enough, one of our one of our mortuaries, as well as you know, places like CVS and Walgreens were a part of this coalition because they were experiencing retail theft today, more than they have, like, extremely, more more than they have in the past. And so we created this coalition to address a lot of those challenges that those companies were facing, and we brought in local law enforcement, we brought in our city and county attorneys. We brought in a lot of the individuals to be a part of those conversations, direct conversations, so that we could come up with with solutions. One of the solutions that we did come up with, we were the recipients of a local grant that awarded small businesses micro loans, or actually, sorry, micro grants. It wasn’t a loan a micro grant to put in new lighting, to put in new vegetation, to put do things with on their own property, to discourage retail theft and and vandalism and things that would happen, you know, private property vandalism. So so we were successful in that, and we want to do more of that. And so now our conversations have grown outside of retail theft and are really focused on public safety and things that we could do to to make sure that we are addressing public safety, and a lot of that comes down to making sure that we’re hiring more police officers and other things to to address public safety in our community. As it comes to trans transportation, we have a reauthorization that’s going to be on the ballot next year of our Regional Transportation Authority. This is a 20 year half cent sales tax that was approved back in 2006 it will sunset in 2026 so next year we’re placing on the ballot an extension of a 20 year extension to that half cent sales tax. And that, again, is just Pivotal, especially in a state where we’re seeing. Fewer and fewer state shared revenues coming toward transportation. If we don’t reauthorize that we locally are going to be in a world of hurt, and we know how important transportation is to our economy, to deliver the goods and services that companies and small businesses depend on, it is absolutely critical that we maintain a robust transportation network. And so that’s that’s some that’s a huge, going to be a huge focus of ours going into next year. And

Brandon Burton 20:31
I’ve seen chambers, you know, in other areas, have a lot of success with taking on initiatives like that transportation to get it on the ballot. And this is a renewal. So hopefully it’s a little easier to tell that story. But for the person that says, Well, I don’t take you know public transportation well, but a lot of the people that are you know, serving you your dinner at the restaurant, they do, and if you are not participating in this, you’re going to pay a lot higher or not have a wait staff, or whatever it is. I mean, there’s all different industries that have employees that rely on public transportation, and you see that across the board, for quality of life within a community, if you don’t have a strong, you know, transportation, says public transit system, then you suffer. So hopefully that’ll, you know, get that momentum you need, get it across the finish line and renew that and keep your community thriving. Are there other areas you touched a little bit about housing? What are some of the the approaches that you guys are taking on with housing?

Michael Guymon 21:35
So when it comes to housing, we are working with mainly our our county. So Pima County is the county that serves our region, and our Pima County, believe it or not, is the same size as the state of Connecticut. So counties in Arizona are quite large. We only have 15 we’re the sixth largest state, but we only have 15 counties. So our counties here are pretty big, but so Pima County does a lot of work. In fact, it does a lot of work that counties typically a lot of urban work that counties typically don’t do to counties typically provide rural services, but our county does a lot of urban services. So they’re pretty big player in terms of making sure that we continue to to establish a pro business environment here in the region. But when it comes to housing, they have established a Housing Commission, and we are looking at various proposals and initiatives that would that would help address that some of it, quite frankly, Brandon is going to come down to to public support, but we can also look at ways in which we lessen some of the regulation. So regulation is a big, big issue when it comes to being able to provide the housing supply. And as we all know in the chamber world, supply and demand, economics is a real thing, and understanding that is pivotal for communities as they’re trying to address some of these issues. And so the better we can lessen regulation, or at least address regulation in the right way that provides the ability for developers to build housing stock is going to help address the supply and demand issue, and if they’re able to build more supply that meets the demand, then those housing prices are going to come down. It is just basic economics. So So our focus has been and will continue to be on the regular regulation side of things. And there are some great examples out there. We’ve learned some examples in the Minneapolis area. There are some examples that are going on in California that really address that, that supply issue, and so we want to enact some of those things outside of sort of public support for for housing.

Brandon Burton 23:54
Yeah, no, that’s that’s great, and it really gives some ideas about how housing can be approached. Again, the local approach to advocacy, I think, is so important. And like you said at the beginning, it’s normal for chambers to have staff that are tasked with going to the state capitol or going to Washington, and there’s a place for that, absolutely, but be able to turn the advocacy internally within the community, to build that that place making really within your community, to have it be a place where businesses want to be, where people want to live, where you have that quality of life, is so key. Yeah. So I wanted to ask on behalf of listeners who are wanting to take their chamber up to the next level, kind of tip or action item might you share with them as they try to get after that goal?

Michael Guymon 24:46
Yeah, I would say just make sure that you are providing the right kind of value proposition, whether it’s serving your members on a regular basis or, you know, one of the one of the actions that we took was. So knowing that our advocacy was a primary driver for companies, small, medium and large to join the chamber, we actually embedded our Public Policy Council into our bylaws. So you know the normal committees that you would find in bylaws of it, like the Finance Committee and the Governance Committee, but we actually put our public policy council committee in our bylaws because we knew how important that was to our members, and by putting in the bylaws, that means that a board member of ours has to chair the public policy committee. So it’s that direct link between Board activity and our what we consider our number one value proposition for our members, and to demonstrate how important that is, our community, our connections important. Of course, they’re important. We’re going to continue to provide events. We’re going to continue to provide mixers and breakfasts and ways in which our businesses can connect and connect, whether that means connecting with leaders so that they can share their thoughts or connecting with each other so they can do business with each other. We want to make sure that we’re continuing to do that, but we are also putting together our next three year strategic plan, and as it stands right now, it has yet to be approved by the board, but we’re we are having conversations with all of our committees, our board, our high level investors, and at the end of the three years, we’re looking to have 80% of our funding go toward our advocacy efforts. That that’s a big percentage, that’s that’s certainly more than most chambers would be comfortable with accepting, but again, that is something that our members are telling us is important to them, and they’re willing to shift and maybe even grow dollars on the advocacy side of the of the of the staffing coin, so that we can be that stronger advocate for for the region and and part of that is because of what we are up against in Tucson, maybe different from and unique from other communities. We have a a government that doesn’t see the value in in business, thoughts and opinions, and so we have to push harder than some other chambers have to when it comes to our local governments, to say, This is why the business voice is important. This is why you need to include the business community in a lot of your conversations as you develop your ordinances or your initiatives. And so because of that push, because of that added push, we’re going to have to add resources on that side of the ledger, and our board seems to be comfortable in moving that direction.

Brandon Burton 27:51
That’s great. Just between the board and your members recognizing the impact and seeing you guys move the needle with your advocacy efforts to want to lean into it even more. I think is huge. So yep, Well, Michael, I like asking everyone I have on the show, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?

Michael Guymon 28:14
Well, it’s interesting. You say that because we are in a due diligence process right now to potentially merge with our economic development organization, the very same one that I used to work for, and I was there for seven and a half years. I’ve been to the chamber now here for for six years. And so I’ve seen both sides, and what I truly feel is and I and in my conversations with chambers across the country who have got who have actually successfully merged with their economic development organization to have the expansion slash attraction and retention arms under one roof, I think, is powerful. So I see, and again, based on a lot of the conversations and a lot of the trends that we are seeing in the chamber environment across the country, I see more of that happening. And so I think the trend to answer your question is moving in that direction, to to establish a merged relationship with economic development organizations, I think, is going to be the future of chambers. To be, not only that advocate for a pro business environment, but also, like we’ve talked about, be that advocate for their community’s competitiveness, because it is a much more competitive world out there. Companies are moving and relocating more today than they have in the past. And so for chambers and economic development organizations to be aligned in their messaging, be aligned in their content, I think is going to be not only the trend for chambers moving forward, but also to establish a more powerful organization. That can bring all of those services to bear and be that advocate for pro business policy and for competitiveness in their respective communities. So

Brandon Burton 30:13
out of curiosity, and I know it’ll look a little different in each community, but how does a conversation like that begin when you talk about a possible merger with the chamber and Economic Development Authority, yeah,

Michael Guymon 30:26
based on a lot of the conversations that I’ve had, some of them are like, like us. It’s come down to there are too many business organizations in your region, and sometimes it’s hard for that collective, unified voice to exist, and the more dispersed voices that you have in a region, sometimes can dilute that voice as you’re trying to advocate and lobby for a pro business environment. So sometimes it starts there, other times it starts with and I’ve had these conversations with other communities as well. It started with an exiting of of a senior official, like a CEO of either a chamber or an economic development organization, where, when that person exits the community, kind of takes a step back and says, Okay, well, that person’s exiting maybe now, maybe the timing is right now for us to take a look at whether or not these two organizations should should be under one roof.

Brandon Burton 31:27
Yeah, I think that’s helpful, just to be able to keep minds open and perspectives open, to see when that opportunity, when it makes sense. I would argue in a lot of cases, it does make sense, but to see when that timing matches up and how to start those conversations. Yeah, well, Michael, I wanted to give you a chance to share any contact information you’d like to put out there for listeners who may want to reach out and connect and learn more about how you guys are doing things there in Tucson. What would be the best way for them to reach out and connect with you? Yeah, happy

Michael Guymon 31:58
to do that. So our website is TucsonChamber.org and my email address, should anyone want to email me, is mguymon@tucsonchamber.org happy to love answering emails. I’m definitely one of those individuals that gets back to folks within 24 hours. So love to communicate, love to learn, love to share ideas. Love to share best practices. And just love to communicate, like I said earlier, with other chamber executives. Because my way is not always the right way, but I can share what works for us, but I can also learn what works for others. So happy to do that absolutely

Brandon Burton 32:48
well. We’ll get that in our show notes to make it easy to find you and for listeners to connect with you, but I do appreciate you spending time with us today on chamber chat podcasts and sharing what is working for you guys there in Tucson, and thank you for being with us and sharing your perspective with us today.

Michael Guymon 33:06
Thank you so much. Brandon. I appreciate it.

Brandon Burton 33:08
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Bend Chamber-2024 Chamber of the Year Finalist with Katy Brooks

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Brandon Burton 0:00
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You’re joining us for a special episode in our 2024 ACCE chamber the year finalist series. Our guest for this episode is Katy Brooks. She is the president and CEO of the Bend Chamber of Commerce in Oregon. Her vision for the chamber is to catalyze and environment where businesses and employees and the community thrive. The chamber supports a collaborative business environment and leads efforts to resolve tough issues like affordable housing and childcare shortage, assisting businesses with resources and advocating for businesses at the local and state level. Katy’s background and economic development coalition building and government relations enables her to understand public policies and issues in order to advocate for the businesses of band as well as forming partnerships and alliances that support a growing business community. Her career has included over 20 years working in public affairs and economic development for the ports of Portland, Oregon and Vancouver, Washington. She has been a public affairs and strategic planning consultant for public and private organizations in Oregon, Washington and Alaska and manage Community Relations for the Oregon Department of Tourism. Katy is a member of the Oregon State Early Learning Council and has served on numerous regional, state and city boards and committees. Prior to coming to bend, Katy served on the Public Affairs Committee for the Greater Vancouver Chamber of Commerce, and the board of directors for the Washington State Business Association. Katy received her BS at Southern Oregon University with and graduate studies at Portland State University. She’s received extensive training and facilitating public issues and resolving conflict her and her family reside in Bend. But Katy, I am excited to have you with us today on chamber tap podcast. And first of all, congratulations to you and your team for being selected as a 2024 chamber, the year finals. That’s a huge accomplishment. But please take a minute to say hello to all the chamber champions that are out there listening and share something interesting about yourself so we can all get to know you a little better.

Katy Brooks 3:25
Well, thanks. I’m really, really honored to be here. It’s just so terrific. Being a finalist. And in this fabulous industry that we’re all in. I have been in the chamber world for about eight years since I moved from the coast and port world working for port authorities for a long, long time. And it’s been a great transition. I live here with my family, we do a lot of mountain biking enjoy a bit of a higher elevation than what I was previously at. And for those of you haven’t been to this part of the world is quite beautiful. And it’s full of great things to do outside, which is what we’re all about.

Brandon Burton 4:09
That’s right. It is a beautiful part of the country for sure. Well, please take a few moments and tell us a little bit about the Bend Chamber of Commerce. What makes you guys so special, what’s your your chamber look like the work you’re involved with? Size staff budget, that sort of thing to kind of give us some perspective as we get into our discussion?

Katy Brooks 4:33
Sure. Well, we’ve had quite a bit of population growth. So the business sector has grown as well. We are population of about 110,000. We are on the east side of the caste range. So we are a little bit removed from where most of the population of the state is. So bend is kind of a it’s a mountain community but it’s really a self sufficient ecosystem here. That’s really unique. And it’s something that we take into consideration. Anytime we put any of our strategies together. We have great networking programs. Here we have a really strong advocacy program because our state capitol is in the valley. And to lift up our voice from Central Oregon, we align with a lot of partners here. We build our leaders, we concentrate quite a bit on how we support a system of of leadership and workforce development that can sustain our growth, not just in population, but our business growth and several industry sectors that have taken off here. And we look for our niche initiatives, we look for ways to take on things that we see and our members see as obstacles and impediments or opportunities. And really try to capitalize those and bring up solutions. And I’ll get into that here in a little bit of what that actually looks like.

Brandon Burton 6:04
Yeah, well that’s the crux of the Chamber’s to solve those problems, right that face the community. So very good. Well, as we focus on these chamber, the year finalist episodes who really like to dive in, in more detail on the programs that were submitted on your chamber that your application, I think those are a really good indicator of the type of work you’re involved with and, and where you’re seeing those levels of importance to be able to make an impact in your community. So I’m excited to dive into what those programs are and all those details as soon as they get back from this quick break.

Visit ChamberNation.com to learn more.

All right, Katy, we’re back. As we dive into the meat of this episode and talking about the programs that were submitted on your chamber, that your application, please share with us what what the first program was? And we’ll dive into that and save the good stuff on second program for for a few minutes.

Katy Brooks 8:52
Yeah, it’s always hard. I’m sure everybody else who submitted an application feels this way, it was hard to choose in some respect. Because we just do so much. And as with all chambers, we have changed so much over the last several years. So when you look at at our programs, it looks like like today rather than yesterday. And it looks like what the key issues are that we’re struggling with here, rather than some of the more traditional things you think about in chamber world. But I’ll I’ll talk a little bit about Ben 101. So Ben 101 was established in collaboration with a bunch of folks from the community from several industry sectors, who said essentially, you know, we are growing faster than any other city in our state we have the more more jobs per capita than any other city in our state and we’re losing touch with the culture we worked really hard to establish we’re very bootstrap kind of a community here. We were lumber mill industry, which declined dramatically in the 80s, we reinvented ourselves. Now we’re biotech, health care sciences, outdoor industry, product development, high tech, all sorts of things are happening here that frankly, didn’t exist 10 years ago. And what happens when you bring that many new people and new industries together, you kind of lose touch with everyone, you go from a small little town to, you’re actually a small city. And that’s got a different dynamic. So Bend 101 brings in key leaders from our community to tell the story of our history, tell the story of our culture, which is be nice, you’re invent, and we’re collaborative, we’re dolphins, we’re not sharks. And we have a lot of ways for people to plug in. So it’s like getting a turbo charge in everything you would want to know if you move to a new place. And not only do you get the information, but we match you up with people from the community in various industries, from the workforce. So it’s not like insta friend, but it’s close to it. It’s it’s hard introductions of folks that you might find really interesting and want to have coffee with later. And then we work with the human resources, folks to really make sure that we follow up. How do your folks feel about this? Did they meet somebody there that they didn’t get to connect with that they want to and really make those connections meaningful? So you have the background information, you know, where we’ve been where we’re going to, and you have access to the people who made it that way? Yeah.

Brandon Burton 11:45
So I think it’s interesting to to inform newcomers on the culture of Bend. And I imagine that’s a tough task to try to infuse culture. But what is it? What does it look like this with Bend 101? What’s the format? How do you? How do you structure I love the overall the, you know, the high level view of making those connections and welcoming those newcomers. But when you get down to the nuts and bolts of it, what what is the structure of it look like? Well,

Katy Brooks 12:15
we use a lot of humor, because we have some idiosyncrasies and little things about them, like every community does that are pretty funny. And one of ours is our claim to fame is roundabouts. They’re everywhere. And anybody who’s new to bend goes what is going on. You can’t get anywhere without going in a circle. So we kind of poke fun at ourselves, we have a really great welcoming video, where we talk about how friendly we are and kind of help people navigate the why of things and kind of laugh at ourselves a little bit. But then we we give the overall here’s how the city operates. And here’s some information for about 1015 minutes. And then every time we hold a one on one, we do it three times a year we fish feature a different part of bend. For example, last time we did this, we featured our healthcare system, educating folks on what that looks like, how do you access it? Who are the leaders there? Who should you know, what should you know, this month, we are, in fact, this week, we’re holding one that features our park system. Our Park system is amazing. It’s very robust, very well funded. There’s mountain bike trails, literally hundreds of miles you can ride and it connects different communities in Central Oregon. So we’ll share all that information. And then talk a little bit about, hey, this is everybody’s chance right now to reach out to somebody you don’t know, unless make those connections happen. So it’s kind of infusing that cultural welcome as much as we can. It changes a little bit every time we hold the event, depending on the information we share, but the outcome is the same. Right?

Brandon Burton 13:57
So does anybody come to multiple sessions have been one on one? How does that like if you want to learn about the parks? And you didn’t get that in your session? How does that work? Oh,

Katy Brooks 14:07
totally. We have repeat offenders. And because it’s really fun. And we are beer town, we have 14 breweries. And so that’s some fun, people just enjoy showing up and interacting folks that have been here for a really long time. They like to show up. In fact, we reach out to them. We want them there. Because how else are newcomers going to meet the establishment? Right? And so you need some of those people to come multiple times. And really mix it up with the old the new the the in between. And if folks are new, and they think hey, that was great. I want to learn about a different sector because I’m thinking about getting involved, then that’s great.

Brandon Burton 14:49
Yeah, that is that’s fantastic. I love that. The idea of it. I love the execution of it and making all the connections and really welcoming people to a community that really sets them up to thrive from the beginning. And I’m sure there’s success stories that you can share with people that have come in and been able to make those connections and, and be able to get their feet on the ground much quicker so to speak. Absolutely. So as we, as we move along, let’s let’s shift gears into what the second program is it was submitted on your chamber the your application. Yeah,

Katy Brooks 15:26
our workforce housing initiative. So I’m co chairing the ACC II horizon initiative that Sheri Ann is, is heading up. And I was so intrigued by this, and I’ll tell you why it matters to the workforce housing issue, asking people about what is the most pressing issue and opportunity in front of you right now? And then saying, Alright, so in 10 years from now, what would that look like? And how do we get from point A to point B, I think is a really useful thing to do. And we’ve essentially been doing this for a few years. And every year, both in the front windshield and 10 years down the line, people are worried about housing, a little bit of background about bend, it’s, it’s quite lovely here, and I’m sure everybody’s community is. But we we experienced something in Cote COVID that a lot of us didn’t see coming. Obviously, nobody saw the pandemic coming. And that is a lot of folks who are professionals who could work from anywhere, say, why not live in Bend, and they came in during COVID, much of the housing stock has been occupied, and it drove prices up 75% In about two or three years, wow, it’s kind of ridiculous. And we looked around and said, Holy smokes, this is not, we knew it was bad. But now we’re 5000 units behind in a community of 100,000 110,000. That’s, that’s significant. So we hear this from our, our business partners and members all the time, we can’t hire biggest thing that’s deterring us is folks can’t afford to live here. So we started out about three years ago with research. And the research was alright, how do we assess how ready Ben dites are to address this population issue in this housing issue, and we ask questions around density. Because this is, everybody has a little yard and your little house and or it’s a cabin or whatever, and started that conversation about so we’re gonna have to go up, we’re gonna have to get more dense, people are going to be living closer together in certain parts of town. And we’ve tested that. We tested what made everybody accept it and feel better about it. And we use that information to form our platform. And one of the things that we ask that I think is really important is who should be leading this effort. And in that public poll, business sector came out at the top, as did the bend Chamber of Commerce, more than government and more than Housing Authority, nonprofits, etc. So we decided to take this on. So we developed several, several, I guess, strategies from they’re all based on research. And one strategy was alright, what we learned from the initial poll is, folks are hesitant to really talk about densification of a community that was an old mill town. But when we talk about what you get in exchange for that, they’re really willing to do it. So we launched a social media program called I Am bent, trying to educate folks on what this is, we’re not talking about everywhere, we’re talking about places in Bend, that are designed for people for community for Makerspace for art, and also here are the people we want to live in this. It’s a full range. And we would feature nurses and firefighters and massage therapists and artists and restaurant managers, the folks who could not afford to get a place here, rent or to own definitely not own. So we started that education process about two or three years ago, and it’s been going really well. So that’s one piece. The other piece was, what is the go fast button? And how In other words, how do you get more inventory out there as quickly as possible? accessory dwelling units. ADUs are one of those ways. If you have extra property, which a lot of people do here in Bend. If you put a small living unit back there, you can create some income for yourself and help solve the workforce housing issue. So we put together a website on how to build an adu. How do you finance it? How do you permit How do you manage it over time? And it’s just an easy step by step process and then we’ve partnered with the city of Bend to have pre approved plans. And we’re going to be starting to populate that here in the next couple of months of choose your style. And you go through a streamlining process streamlined process. So you’re permitted and ready to go much, much faster and much more less expensive. So the adu is another strategy. The other strategy really dovetailed with our advocacy program. How do we raise our voice as a region, the state level and at the federal level, on the need for affordable and attainable housing. So we met with the Tri County leaders in our area, it’s a pretty big area, and came up with one platform that we went to our legislature with, and it was very effective housing was top of mind with Governor Tina Kotek, this session, and a lot of great programs came out of that. And then finally, we brought in expertise from across the country to really take a look at our zoning, and look at our methodology of getting homes on the ground that are affordable and quickly, and use that person and those methods to inform policy at the local level too. So that was pretty successful. And during this time, we also wanted to do the thing, not just talk about it. And so we raised money, we raised a couple 100,000, and just did an initial investment in a nonprofit Land Trust, who was doing an experiment and the experiment was getting some subsidized housing and a cottage style. So for a lot that’s like 6000 feet by 3000 feet, which is typical city a lot you could put in maybe three to four cottage style homes in there. And so they built these, put it on deed restricted property, but lowered the price enough. So folks in in a below area median income could actually afford the downpayment and to purchase that house, and own the house, not the land, but the house. So we bought down that cost, those homes are net zero, they’re worth about, probably about 600,000. Here, we got it under 200,000. Wow. And all of those homes are now occupied by people who work invent. But the real unique thing about this was we decided we wanted to take a risk. And we wanted to demonstrate how employers can actually participate in solving this problem. So what happens is when you donate money for a certain amount per house, you get extra points preferential points in a lottery. And that lottery is alright, if I own Katy’s ice cream shop, and I give X amount of money to one of those houses, I know one of my employees is going to get that house as long as they qualify. And those qualifications included, you have to earn under 80, ami, you have to have had a job and bend for a year, you have preferential points if you’re a minority, and so on, and you have to be pre approved, you’ve got to be able to buy this house and pay pay the mortgage, that

Brandon Burton 23:13
I was gonna ask about that about the qualifications to purchase that house because I could see somebody say, Oh, what a great deal, like get a $600,000 house for 200,000. But the criteria and the application process for that. And I imagine so the the businesses that help pay into that fund, kind of get first dibs, so to speak as far as their employees being able to apply for that routing, is that correct?

Katy Brooks 23:37
That’s absolutely right. And it’s deed restricted for 99 years. So if the house ever sells the same restrictions apply to the next buyer. The great thing is that shit, that preferential chick comes back to you as an employer. So another one of your employees get a shot at qualifying to buy the house. So we bought down four houses. And instead of using it for my employees at the Chamber, we pushed it out to do a demonstration project with any business event. So if you agreed as a business at Brandon’s candy shop, if you said okay, I’m going to pay $2,500 down to help my employee with the closing costs. And here are my five employees that qualify, you would have had a shot and those employees would have had a shot and that’s what we did. And so, folks all throughout the city, radiology technicians, manager, Windows Store, folks who you think of when you think of middle class or or entry, you know, mid level that had access to this home these homes and it was so successful, that they built 50 more this year. They’re in the process of it, and almost all those 50 homes have been subsidized by employers. They built another 100 You In the adjacent neighborhood, to the west, and another 100 plus to the north of us in another community, and they’re doing the same methodology. So in one year, we went from let’s experiment with four houses and just put these these opportunities out as an employer subsidized formula, and proved a concept that is now over 200, or over 100, no 200 homes that will be occupied and subsidized by employers in the area for 99 years. That

Brandon Burton 25:32
is awesome. I can see it being a template, even that some of these bigger employers might might do their own system, right, where they do housing for their own employees, and almost like a military base used to see you know, military housing, but you could you could do something similar with some of these big

Katy Brooks 25:50
kids so that that people earn equity, the whole point to home ownership. Is that generational wealth, yeah. And so that has to be a part of this and doing it with a partner who’s a nonprofit on deed restricted property was the way to go. And we’re just now rolling out our next investment. We raised about a half a million so far, we’re trying to get over the million for a revolving loan to help nonprofits and builders just put more mid market product out there on deed restricted land. So we’re doing our next experiment. Yeah. Which is what chambers should do.

Brandon Burton 26:34
I love these creative solutions. I mean, starting with the the adu website and encouraging people to build the smaller dwellings on their existing land. I mean, that’s, I think any community would rather see that than a big high rise apartment complex or something, you know, it fits in the community a little better. And then, you know, this path with housing and being able to help people own it own a house is amazing. So kudos to you guys for thinking outside the box and really taking ownership of this and finding a solution. I love this. It’s a it’s a great model that can be followed in other areas, as well. So yeah, as we begin to wrap things up here, these chamber the year finalist episodes, I think are special because you guys are top of the game at the moment, right? So for those listening, who are interested in taking their chamber up to the next level, what can a tip or or action item might you suggest for them to employ to try to accomplish that goal?

Katy Brooks 27:38
Be willing to take risks, have a have a board? That is you bring along, work with your board? And identify, ask the hard questions identify what the issues are, that’s preventing folks from growing or the opportunities that would help businesses grow, and go for the ones that are gnarly and tough to do that require convening. And a lot of work to bring partnerships online. That is what we are made to do. And get people on board, do your research and make it happen. Because I think there aren’t very many organizations like chambers, who are built for this. And that’s how we’ve all changed right over the many of us went through COVID. And that changed a lot. But I think it’s much, much bigger than that, over the last 10 plus 20 years, something like that. I think that as businesses change, we have to be the first ones to we have to see it, identify it, predict it and do it.

Brandon Burton 28:46
Yeah. On those gnarly goals. That’s what people can get behind. Right? If it’s just something that’s barely going to move the needle, it’s hard to get get their interest and getting behind it. But yeah, there’s big hairy audacious goals, right, that that’s what people can get behind and and get some ownership in. I love that. So I like asking everyone I have on the show as we look to the future. And I understand you’re working on the horizons report as well. So you might have some additional insight. But as we look to the future of chambers, how do you see their future and purpose going forward?

Katy Brooks 29:22
So I think chambers are the leading edge. I think that we have an intrinsic design of who we are, to convene, to go beyond partisanship, to ask the harder deeper questions and take things on that don’t have an apparent immediate answer. There aren’t any other types of organizations who can do that in the private sector is a huge responsibility and it’s super fun, by the way. And so I think that is our Our future is asking that what’s 10 year out? Question? If it’s 10 years out, what are the signs? Read it? If you don’t know, ask somebody. That’s the other thing that we do is ask a lot of folks with great expertise. We don’t have to have the answers. We just need to know who to ask. And we have to have the the fortitude to identify things that make sense for us to take on that really requires collective effort, and foresight, and a little bit of risk. Yeah.

Brandon Burton 30:32
I love that chambers being the leading edge and taking on those things that don’t have an apparent answer. And that is the the DNA of what a chamber is, though. And especially when you think of AI and advancements in technology, like there’s there needs to be that continuing purpose of a chamber. And that’s it right there. I love it. So Katy, you mentioned asking if you don’t know as somebody so I’d like to see for people listening who might want to reach out and connect with you and learn a little bit more about how you guys are doing things, doing things in band, what would be the best way for them to reach out and connect with you?

Katy Brooks 31:11
Well, anybody can give me a buzz but my email address is katy@bendchamber.org.

Brandon Burton 31:22
Easy, we will get that in our show notes for this episode as well to to make it easy to look up and connect with you. But Katy, this has been great having you on chamber chat podcast and again, huge congratulations to you and your team being selected. As a finalist. It really is a indicator of the impact you guys are making in your community as as indicated through our discussion today. So you guys are are moving that needle and big. Congratulations to you guys.

Katy Brooks 31:49
Thanks so much. We’re so thrilled.

Brandon Burton 31:52
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Paducah Chamber-2024 Chamber of the Year Finalist with Sandra Wilson

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Brandon Burton 0:00
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You’re joining us for a special episode in our 2024 chamber of the year final the series and our guests for this episode is Sandra Wilson. Sandra is the president and CEO of the Paducah Area Chamber of Commerce. She joined the chamber in 2013 and before that she was a community volunteer she was the first woman to serve as Chairman of the Board for the Paducah Area Chamber of Commerce in 1996 and later also as the first woman chair of the greater Paducah Economic Development Board. on a statewide level, she served as chairman of the Kentucky Manufacturers Association and on the board of the Kentucky Chamber of Commerce and leadership, Kentucky. She is a past board member of ACCE and serves on the local chamber advisory board for the Kentucky Chamber of Commerce and as chair of the board for the Carson center Performing Arts Center in Paducah. She is the ambassador for Kentucky for the Association of leadership programs. She’s a graduate of Murray State University and leadership Kentucky and leadership Paducah and 2017 that Paducah chamber was named as chamber the year and category two from ACC. They’re also a five star accredited chamber by the US Chamber of Commerce. Sandra holds IMF IOM certification from the US Chamber of Commerce that Sandra, it’s great to have you back with us on chamber chat podcast. It’s always good to get past guests back on the show. But first congratulations to you and your team for being selected as a chamber the year finalist again, what an accomplishment. wanted to give you a chance to say hello to all the listeners and to share something interesting about yourself so we can all get to know you a little better. Oh

Sandra Wilson 2:53
my goodness, Brandon. Well, thank you so much for hosting us and inviting me to be on the show today. I consider it quite an honor. And we are thrilled to be a finalist in 2024 is chamber of the year in Category Two. And we know who the other chambers are. And we look forward to seeing them at the ACC conference and visiting with them we have in the past about sharing ideas. And I think that’s really what chambers are so good at is doing is sharing ideas of what’s working in each other’s community so we can all be the best that we can possibly be for our community.

Brandon Burton 3:29
Absolutely, yes, that category two really all the categories this year, great chambers, great programs, but I’m looking at category two specifically I know them as well. And it’s a good competition all around. So whoever whoever wins, this is going to earn it for sure.

Sandra Wilson 3:48
Not be in the category with with those other chambers. So we’re thrilled about it. Absolutely.

Brandon Burton 3:54
Well tell us a little bit about the Paducah chamber Puducherry chamber and give us some perspective of the size of the chamber staff budget scope of work just to kind of prepare us for our discussion today.

Sandra Wilson 4:06
We are located in Paducah, Kentucky, and it’s in the western part of the state of Kentucky. So it’s kind of a rural area. But we’re located in the city of the rural part of Western Kentucky. And we’re the largest chamber in this area. We’re about 950 members always pushing to get to 1000 staying around that area. We have been at five staff members until the first of June, and the first of June we finally had the opportunity to hire a sixth employee. We during the last couple of years we raised money to launch a leadership center within our chamber of commerce. So we’ve hired a full time Executive Director for that will be staffing that portion of our chamber and he started June 1 So it’s been different having six here. You know you are so excited to be able to grow and add more staff. We are truly the chamber. We, our economic development involvement is we own our building we just bought our building within the last year and the greater paddock economic development is here with us are one of our tenants, we work very closely with them and helping to recruit economic development, but we’re the chamber and we work on behalf of our community, we lead the advocacy efforts for our region. We’re a hub for small business development programs. We’re the convener of people, and we love that part. You know, what we really want to do is just continually work to improve this community. So others that come here and visit it love it as much as we do. Yeah,

Brandon Burton 5:45
absolutely. What a great time to join the chamber though for the new staff member I mean, chamber the year year. Yeah. Great timing. So on these chamber, the or finalist episodes, I’d like to spend the majority of our time discussing the two programs of work that you guys submitted on your chamber the your application. I think there’s a lot there that other chambers listening can learn from and be able to scale and adapt and maybe apply something similar into their communities. So we’ll focus the majority of our time on those programs as soon as they get back from this quick break.

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All right, Sandra, we are back. As I mentioned before the break, we’re going to focus on the two programs that are submitted on your chamber the your application. If you would please introduce the first program that you’d like to address this today on the show and we’ll we’ll dive into the details of that. As

Sandra Wilson 8:34
a chamber, I think it’s really important that you look at what is going on in your community and what is the most important program or something that you need to take on and tackle. And for us, it it’s been the Department of Energy site here in Paducah for many years. But it took a different perspective in the last year and a half that planet that they announced in 2013, that they were ceasing operations and they would go into in what’s called Legacy environmental management. It was for cleanup of the site, which meant that they were still going to be there for probably 30 to 40 years and the cleanup stage. But it’s it’s it’s different than when it was operating. And it was different for us is the way our community needed to embrace the Department of Energy. So we’ve been in that phase for over 10 years now. And it became apparent to us because we got very involved with the national trade association for communities that have a department of energy side that’s in this phase of cleaning up the energy communities Alliance. We started going to their meetings we started meeting you know, we’ve always been the advocacy organization asking for money, but we for the for the cleanup, but we started looking at what needs to be done out there for the future. We really didn’t have a plan for beyond the cleanup phase, where there’s all He’s an opportunity for development, economic development to continue. So we applied for a grant with the Department of Energy to lead the reindustrialization study for that site to really map out the future. Because there there could be a parallel path for this site, you can have it the cleanup going on that we’re working with. Now, again, on our advocacy side, for the chamber, we are fighting for funding, we have fight for long term contracts, those are the things that we’re representing there. On the second side of it, the parallel path would be looking at how we could get the land that has been dedicated and managed, owned by the department of energy transferred back to our community so that we can begin to do economic development project programs, and overall economic development of that site. So we developed a grant request, and we’re very successful to get that, and we’ll be we’re about a year into it now. And we’ll be, you know, continuing throughout the next six months to a year as well on it. So with that, I have grant request had some major pillars in it, of course, that we have to accomplish. And one of those is identifying and infrastructure needs for the land that would be transferred back to the community. And in step one of that also, you had to, we had to do the official formal request from our community, for the very first parcel of land to be transferred back to the community. So that has been accomplished. And so now we’re looking at what the infrastructures would would need water, roads, all of that, to make that successful economic development. And then we will continue with working on prospects for economic development. We’ve been to national conferences to meet with companies that are interested in locating and an economic in a on a Department of Energy site, a joint adjacent to it or nearby. We’re working on the workforce. And really, we’re looking on the workforce for now and for the future. So that’s part of our grant that is really overlapping from what’s happening now, and going into the future for the next few years. And so those were the main things, those were really a little bit unusual for our chamber, because we’re not the economic development organization for our community. But we work with economic development very closely. And we have worked with the Department of Energy for so many years that we know knew that they have a lot of trust in our chamber, that we have built a relationship with them for the year. So they knew that we would take this very seriously, and that we would make sure it’s done correctly.

Brandon Burton 12:50
So what kinds of things were maybe surprising as you went through the study of trying to revitalize this this land? Was there anything that came to light that you didn’t expect? That has kind of course the direction that you’re going going forward?

Sandra Wilson 13:07
I think that identifying the companies that might be interested to come here has been a very interesting prospect. I mean, that we can’t really, you know, we’ve just put in the land transfer request, that had to be step number one, and then we’ll begin to identify who would be interested in coming here. So there’s a lot of opportunity there. The Department of Energy has a lot of funding available for developing new companies. But there’s just a lot of things that will come to light as we begin to work through this process. Yeah.

Brandon Burton 13:43
All right. Is there any specific industry or type of business you feel like would be an ideal candidate for what’s on a former Department of Energy? Land?

Sandra Wilson 13:56
There are some that are, you know, Newt, mislaid, nuclear clean energy potential for small modular reactor. I mean, right now we’re identifying those and who would consider coming here, there are a lot of fuel fabrication, a lot of things that are really all new to us, as a as a chamber, that we’ve been able to work with the context that we built through the many years that we’ve been involved with the Department of Energy to know who they may be. Right.

Brandon Burton 14:24
Now, as I think of a chamber of the year finalists, we’re really looking at chambers that are making a big impact on their community. And what you guys are focused on here with this Department of Energy land, this can be a huge impact to the economy in the Paducah area and just a change of atmosphere, if you will, depending on how that goes forward. So that I see it being a huge impact in the community.

Sandra Wilson 14:51
Thank you. I would totally agree. The decisions we are making today and that we are identifying for the future really are Setting our community for the futures for the next 50 years and beyond. Because it’s so critical that we diversify our economy here, we’ve had this Department of Energy site for 60, year of 5060 years, it was a great employer of some of the best jobs in our community they employed, you know, way over 1000, they still do that. But it’s sometimes in the peaks, I’ve been up to 1800 to 2000. And so we became really reliant on that, because we had such a good base. But it’s important that we continue to diversify all of that economy, you know, community, our size is not a huge geographical large county. So that is available land that we need to focus on for economic development for the future. We have said before, when we’re meeting with the Department of Energy, we don’t want to be part of just their history, we want to be a part of their future. And they have a lot of programs available for working with companies that are looking at the future of energy projects. Our state, for example, we had in our advocacy efforts for 2024, with the state priorities was all quite a bit about nuclear energy. And our state has a set aside, established a new nuclear Working Group advisory board that will be run out of the University of Kentucky. And you know, there’s identifying criteria for making a community nuclear ready. Prior to that our community had already identified and adopted resolutions by our city government or county government, our chamber economic development, our community reuse organization, stating that we are a community that’s a nuclear ready. And by that we meant we’ve been in this arena for many years. We understand it, we know it, our workforce knows that we’re ready to go for the next step. Yeah,

Brandon Burton 16:59
that’s great. I love what you said about, you don’t want to just be a part of the their history but a part of the future as well. So I love being forward thinking like that.

Sandra Wilson 17:11
Girl is also I’ll just say what he’s really put me out in the and a national forefront. I was able to speak at a waste management symposium earlier this year, and was on a panel out there where there were I think 3000 People now wasn’t I didn’t speak to that hopeful 3000, I spoke to a panel on a panel specific about cleanup of the Department of Energy side. But it’s put me in a whole new arena, really talking about that. And I also believe that it is putting a chamber chambers of commerce across the country in a new arena where you can show that you adjust to what your community needs are. And we saw this as a really strong need, we embraced it, we were very intentional on how we would move forward with it. And we are going to deliver the best product that we can for the Ark communities path forward, we call it our roadmap for the community. So that whoever picks it up at the end, knows exactly the next steps for land transfer, who the economic development prospects are and has their contacts and knows what they would want for infrastructure needs, and knows what the workforce would need to be. So we’re preparing our future at the community now.

Brandon Burton 18:24
That’s great. I love it. Love it, love it. Let’s shift gears a little bit into the second program that was submitted on your chamber that your application if you introduce that to us and kind of the the origins and how that’s developed?

Sandra Wilson 18:40
Well, when I talk about economic development, let me just say we say it all the time, it happens one job at a time. It’s great when you have a new company come in and they’re announcing three to 400 500. But you have so many small businesses in Riyadh in reality Chamber of Commerce for us. In located where we are about three fourths of our members are considered small businesses. And they’re reliant on the big employers around them for the customers and the you know, the activity that comes in for them. But they are truly what we would call economic development at its finest. And we have a small business cohort that had we’ve graduated 40 from the program, and we see how they are hiring people. They’re expanding. They’re opening new locations, because of the programs that they have seen that can be successful, how they can develop it and make their own business more successful through what they’ve learned in our small business cohort. We have all kinds of seminars, we have a lot of programs that go on, we get calls every day that how do you do a business plan? How do you get this will central to that was our Small Business Development Center, that chamber How does it how’s that but we have a close relationship in partnership with the Small Business Development Center. The way it is structured in our state is that I have to raise it was it was restricted a little bit where they had to raise the funding locally to keep their program open. When you have somebody that’s supposed to be advising small business owners, I didn’t, we didn’t want them to have to spend their time or decided that the chamber. And we went out in the community and the chamber, first of all, and we went to our economic development, our city or county and our local organizations that benefit from having small business development center in our community. And we were able to raise the money that was needed to keep that program open, and that you’re continuing to be a close partner with us and everything that we do for our small businesses.

Brandon Burton 20:42
So I’m curious and how you went about raising the money? Was it about just getting the the awareness out about what the need was and making strategic assets? or was there some kind of event or fundraiser I had, what was the approach to raising those funds?

Sandra Wilson 20:57
First of all, our Small Business Development Center had a great track record, so they could show the businesses that they had helped, and what it involved with jobs and with economic development, so when you go and talk to a mayor, or a county judge, and you can show them the benefits and the success that they’ve been having, it really helps a lot. And we were able to do that. So it was strategic meetings, and some phone calls. But we did go to a lot of meetings in person. Most all of them were our members, primarily, we did work with an adjoining county that had some support as well. But we that adjoining county is a really close partner with our own county and with our chamber, they’ve been very involved with us through the years. So we had built those relationships. I think everyone that we asked knew that they could trust us as well, that we wouldn’t be behind it if we didn’t know that it was going to be a very successful program. And so that that’s what we did, we mostly, I would say, went one on one with meetings. But it wasn’t an impossible sale, where it was more of an education. And let’s face it, everything at the end comes down to making the ask closing the deal. Yeah.

Brandon Burton 22:11
So you didn’t do like a mass email and say we’re collecting funds, it was more strategic and gave some intention behind that. So

Sandra Wilson 22:22
we knew that their partners were, we knew who the small businesses that they were helping with we’re working with, we knew that overall, no one wanted to lose this resource that we had in our community. I think that was someone the number one thing that we all agreed on. It was just how do we make sure that we’re doing the steps that we need to and somebody has to take the lead on anything that you’re going to do somebody has to take the lead to make sure that it’s being done, it’s being done in a timely way it’s being reported, and that everything that needs to be done, when you’re looking at raising funds, it was going to the University of Kentucky, that everything that needed to be done was was completed the way it should be. So

Brandon Burton 23:09
the raising of the funds, is that something that needs to be done on an annual basis for the Small Business Development Center? Or is it what what kind of interval was that where they need to come up with the funds to justify staying open, we

Sandra Wilson 23:21
set it up on a two year program. So everyone committed for two years, I believe at the end of those two years, we will not have any trouble continuing with that, because he’s already met his goals for the year right now, you know, and halfway through the year, so he’s got the rest of the year to continue. You know, just to build up on that and expand, the one thing that he probably needed to do was be able to expand into other counties. A lot of his work was being done in our immediate area in Paducah and the immediate surrounding area. But there are other counties in our community that did step in our West Kentucky Regional Chamber Alliance stepped in and made a nice contribution to help with them. And they represent 14 counties in West Kentucky. So it was a really opportunity to allow that this service to be expanded as well. Yeah,

Brandon Burton 24:11
that’s fantastic. Guys came in as heroes.

Sandra Wilson 24:17
So I mean, in regionalism, and how important it is that if our county is successful, it’s overflowing into other counties. And if our county next door has businesses opening, more than likely, you know, we’re going to benefit from that in some way. And so, really show the strength I think of working together to support something in your region that you know, is vital and is very important. What was

Brandon Burton 24:43
key to me is how you mentioned it was it was all built upon the relationships that you guys have built over the years to be able to go make those asked to make those connections build lean upon the county next door and to be able to make this happen and it is it’s what chambers do is convening and building those relationships and That’s, uh, you guys executed well on that. So great job.

Sandra Wilson 25:06
It was really fun, because it actually put us out in the community back meeting with our own members. But you know, the underlying factor too is we knew we really couldn’t continue our own small business development programs that we have, if we didn’t have that resource. It was critical for us to have that. So it was a great investment. Right? And resources.

Brandon Burton 25:29
Yes, yeah. So I like asking, especially as we have you on as a chamber, the year finalist for chambers that are out there listening, what kind of tip or action item might you share for a listener who’s interested in taking their chamber up to the next level?

Sandra Wilson 25:46
There are a lot of resources out there that are very beneficial. And I think you have to look at your own region to see how what what’s needed the most. And then you can rely on for us, we rely on our State Chamber, the Kentucky Chamber of Commerce a lot. I mean, we work very closely with them, we rely on the US Chamber of Commerce and rely on them. And as a chamber executive, we rely on the association of Chamber of Commerce executives, there are great resources available, that if you just will take the time, that and I’m just gonna say that’s probably some of the hardest thing. That’s the hardest that you have to find. Because as a chamber, executive, chamber staff person, you’re managing a lot of different tasks, no day is ever the same. No crisis is ever the same. No, celebration is ever the same. And so you have to really be always looking to see what someone else is doing. And then the chamber rolled, you know, I think we call it r&d, the RIP and duplicate, and you make it your own. And we do that, and we’re honored when another chamber does that from something that we’re doing, if they can, if we can help them to be more successful. That’s awesome. Because that’s helping more communities to be successful, more Chambers of Commerce. So identify what’s needed in your community, look around and see how you what would be the best organization for you to align yourself with on any particular issue. And it’s going to vary from issue to issue.

Brandon Burton 27:21
I love that fact, as I introduce what chamber chat podcast is all about to chamber professionals, I’ll use the tagline that it’s your weekly r&d resource, right? So every week, you get new ideas that you can rip off and duplicate. So I love that learning from others. As we look to the future of chambers, how do you see the future chambers and their purpose going forward?

Sandra Wilson 27:47
I’m gonna go back to the fact that I think you have to identify what’s important in your community, because we’re all different. We all have different challenges and different opportunities, and identify what is going to help your community and I didn’t make a determination if that’s something your chamber should be the lead on, should maybe be the second play the second roll in and pushing, sometimes you just have to push, who maybe it’s a different organization, or maybe it’s the government that should be in the lead, and you’re the one pushing them to help them better understand that there are times that you’re going to need to be in the lead and look to others to help you with that. But you’re going to have to stay relevant in your own community.

Brandon Burton 28:32
I like that trying to figure out what your role should be and what your community needs. I think a lot of chambers just jumped to the conclusion oh, we need to be the lead. And like he said, oftentimes be in that second role and helping to push it along and explain why things are important is very helpful. You’re still leading but you don’t have to take that that main charge and carry that that weight that comes with it as well. So great, great piece of advice with that as well. Well, Sandra, before we let you go, I wanted to give you an opportunity to share any contact information for listeners who’d like to reach out and learn more about how you guys are doing things there in Paducah, what would be the best way for them to reach out and connect with you. Okay,

Sandra Wilson 29:11
that’s great. I always appreciate sharing information and I can tell you that I call others all the time to ask for their advice. So you can reach us at PaducahChamber.org And my direct email is swilson@paducahchamber.org. And let me spell Paducah, Pa d u c h Paducah. And wire info if you can’t remember as well send info@PaducahChamber.org. We’ll get you through to ours and we’ll answer you.

Brandon Burton 29:41
That’s perfect. And I’ll get it in our show notes for this episode as well. So somebody can pull that up and find your email and website and all that good stuff. But Sandra, this has been great to have you back on chamber chat podcast and again, big congratulations to you and your team for being selected as a finalist for the great work you guys are doing. Under the Paducah area, and I wish you and your team Best of luck as chamber the year. Thank

Sandra Wilson 30:05
you, Brandon. Thank you for all you do for the chamber profession. We really do appreciate it. Thank you.

Brandon Burton 30:10
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Vail Valley Partnership-2024 Chamber of the Year Finalist with Chris Romer

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Brandon Burton 0:00
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You’re joining us for a special episode and our 2024 ACCE Chamber the Year Finalist Series and our guests for this episode is Chris Romer. Chris serves as the President and CEO of Vail Valley Partnership or the VVP. Vail Valley Partnership is a Regional Chamber of Commerce, destination sales organization and economic development organization representing Eagle County, Colorado and was named Chamber the Year by ACCE in 2016 and 2020. As CEO of the Vail Valley Partnership, he brings a wealth of experience in strategic planning, business development and partnership building to the organization. With a deep understanding of the unique challenges and opportunities facing Colorado’s mountain region. Chris is dedicated to driving innovation and collaboration to ensure the continued success and sustainability of local businesses and communities. Chris is a macroscopic thinker who believes in tackling big issues through localized solutions. He is a graduate of the US Chamber Foundation’s IOM program and is CCE certified chamber executive. He’s also been named a top 25 Mind in hospitality sales, marketing and revenue management by hospitality Sales and Marketing Association International Chamber Executive of the Year by the Colorado Association Chamber of Commerce and Industry Colorado chamber executives, and was named a PEDDIT award winner by the Western Association of Chamber Executives. Chris is a respected voice in the chamber and economic development fields and is known for his ability to bring stakeholders together to achieve common goals. Chris has a is committed to making positive impact within the Vail Valley and on a broader scale, serving on advisory boards and participating in initiatives aimed at advancing community prosperity and enhancing quality of life. Chris, first of all, congratulations to you and your team on this great accomplishment of being named a ACCE Chamber the Year Finalist again, that’s a huge feat, but uh, welcome to the show, I’ll give you a chance to say hello to all the listeners out there and and I love to have you share something interesting about yourself as well as we kick this off.

Chris Romer 3:32
Yeah, Brandon, thank you so much. And you know, it is such a such an honor to be recognized by ACCE as a finalist for chamber of the year. It’s such a testament to the people and the board and the community that we represent. And it’s something that we never, ever take for for granted. You know, we really try to keep our foot on the proverbial gas pedal, to move things forward and to represent the interests of our business community. So, such a great opportunity to share a little bit of our story with you and to be recognized by ACCE for those community programs and community impact that we that we strive to make so thank you so much. I also certainly realized that an interesting thing about me is probably the fact that I can’t write a short bio, that bio was awfully long and awkward. So I would I would love to have a second crack at that and just keep it a whole lot shorter. So we could talk about the fun stuff because talking about me not so much fun talking about our chamber and our community and our programs. A whole lot more interesting to people.

Brandon Burton 4:49
I could agree with that it talking about the the great work you guys are doing is much more impactful and meaningful anyway but it is fun to get to know the background on yet and you I’ll share a fun fact I think you are the first three Pete chamber chat podcast so there should be I feel like there should be a trophy or something for you for being I’ll take a trophy

Chris Romer 5:14
I would love to take a trophy for being the first three time visitor or three time guests on the on the chamber chat podcast.

Brandon Burton 5:22
Yes, yes, you You deserve it. So well tell us about your great team, their the Vail Valley Partnership, the the work you guys are involved with the size of your staff budget, scope of work all that as we get into our discussion today.

Chris Romer 5:37
Yeah, we have. We’re really fortunate I have a great team. We have a team of eight full time and two part time. Employees We are located in Edwards, Colorado. That’s Eagle County, Vail and Beaver Creek ski resorts, home to Vail, Beaver Creek ski resorts for those who might not know what Edward’s are or know where Eagle county might be. But we’re right in the heart of, of the Rocky Mountains in Colorado. We have you had asked about our budget and membership size, we have just under 800 members. And our community is about 55,000 people. And that represents nine nine towns and we’re a countywide regional organization, our annual budget is about $1.3 million per year. You know, and I think the last part of what you had asked for in regards to giving people a perspective, we are a we’re a program driven chamber. We are a program driven chamber we have we have multiple 501 C sixes, we have c threes. And we have these different initiatives and we branch them off. And we’ll talk a little bit about more more about this, I think as we go through the podcast, but very program driven. And it reflects in in how we approach problems. And if that leads to some of our retention and other components that we may or may not touch on but we are we are very program driven group and you know, we’re not afraid to take big swings we take we take some really big swings within our community and in sometimes we strike out and sometimes we hit a double and occasionally we hit a homerun Yeah,

Brandon Burton 7:29
I think chamber works should be about those big swings make an impact. If you’re not if you’re not swinging big, what kind of impact are you making right? So I am excited to dive into this. So on these chamber the are finalists series for those who may not be familiar with the format, I’d like to really focus on the two programs and being program driven will focus on the two programs that were submitted on your chamber the your application and dive into some detail around those and why they worked for Vail Valley and we’ll dive into this as soon as we get back from this quick break.

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Alright Chris, we’re back. So let’s let’s dive into these programs you submitted on the chamber the your application, I know. It can be tough sometimes to kind of narrow down the focus and what you want to put on the application and really highlight the work that you guys are doing. But how did you land on these on these two programs? And what are they?

Chris Romer 10:08
Yeah, it’s, you know, how we landed on them is a little bit what I talked about earlier in the podcast, around taking big swings. And recognizing that big ideas require big solutions. Both of our both of our Synopsys, both of our case studies are around that idea that big ideas require big solutions. So our first Synopsys is the Eagle Valley Transportation Authority, where we lead the yes for transit ballot campaign to create a transportation authority, which is something that had been lacking in our community. Our second synopsis is the eagle county Collaborative for career pathways. That is a talent pipeline, Workforce Initiative, in partnership with our K to 12 school system to identify and train young people into the jobs that our community needs. Yeah.

Brandon Burton 11:12
So just from our background, and having on the show a couple times before, I guess I have a little bit of maybe added perspective, I think about your community and and why these, these two programs specifically would be of importance. But let’s dive in a little bit more on the Regional Transit Authority. Why? Why was that a hot topic? Why Why was that a big swing in your community? What was the need? And and how did you guys go about addressing that?

Chris Romer 11:41
Yeah, it’s so it’s so important for us. So we started this process. Actually, before the before the pandemic we had brought together, we recognized our population is growing, our ski resorts need to be world class destinations, our visitors are continuing to come. And yet our community growth, strained our housing and transportation systems, and our ability to move our workforce from one side of our valley to the other. We’re about a 40 mile wide, 40 mile long valley, and about a mile and a half wide, right, you’re surrounded by mountains and national forest on two sides. So we’re along linear Valley, and our housing prices, our median housing price is $1.3 million. So we really needed a transportation system that could effectively and efficiently move our workforce, up and down our valley or housing is a little bit less expensive, on the western end. So our basic premise is that improved transit supports workforce that helps our residents get to work home and school, it allows our visitors to better enjoy their experience. And this is a regional issue that required a regional solution. So we initiated the business community, we brought together our local municipalities and county, some of them run their own transit authorities. But there was nothing collaborative and nothing that was truly Valley wide. So we did focus groups, we did phone surveys of voters, we looked at what different models exist for funding transportation. We looked at 18 different models and governance structures, and landed on the Regional Transportation Authority as our best bet forward. Then we looked at how do you fund this thing. And we could have done property tax or a sales tax. And we made the decision. To move forward, we made the call in June of 2022, to go to the ballot in November. At the time for it’s hard to think about now. At the time, inflation was at 9.2%. So when we talk about having having courage and taking big swings, we said we’re gonna go to the ballot, and we’re going to ask people for a sales tax to fund this. And by the way, knowing inflation was over 9%. And we made that call, unfortunately, inflation dropped a little bit by the time we had the election. But we passed. We passed in November of 2022. Pretty overwhelmingly, I think, because we really helped to tell the story and identify the need and what this would create. As we sit here today. We have a complimentary free bus system that runs the length of our valley. Ridership for this past winter season was up 164% over the previous model, and it’s saving people time and money.

Brandon Burton 14:58
That’s amazing. It just it to be able to see it through to. So a lot of times when we’re talking about these programs and maybe leading a ballot initiative, you haven’t seen it all the way through to this point, but being that you’ve been able to lead that been able to collect the data, you know, have a successful ballot measure, and then to be able to see the results, the fruit of it right now happening throughout your Valley. That’s, that’s amazing. And I’m sure you’re seeing economic tickers, you know, the different indicators that you can measure to see the impact throughout the community as well. We are

Chris Romer 15:36
we’re able to see the increase in ridership, we’re able to see how many routes are are scheduled, how they’re completed. We did include funding for air service development in our ballot initiative. That’s a program that we’ve run for years at the chamber. And we always fundraised for. So we actually baked that into the ballot question to fund that. And we have two new flights this summer that we’re able to use that that funding to support two new Air Service flights. So we’re seeing the benefits on a local level, from a workforce standpoint, from a visitor standpoint. And we have long term enhancements that are baked into this as well, which included affordable workforce housing for transit employees, and included zero admissions, conversion, to help meet our climate goals for our region. So we’re really we’re really excited about not just the bus transportation, which is a big part of it. But the secondary components that were able to be part of that ballot initiative and more part of our storytelling around air service development and increasing opportunities for visitors to get here and locals to go on vacation. And to help achieve our climate goals. So we’re really, this one’s a was a big swing. For all the reasons we talked about, and a really nice success story that is helping make people’s lives easier. Yeah.

Brandon Burton 17:07
So with the bus system, it’s a it’s a free transit, right? So is there a way to track when people get on how long they’re on? Or is it just kind of hop on hop off as you go. And now there’s

Chris Romer 17:20
bus counters, there’s counters to know what the ridership is and how it increased. You know, in January, for example, of 2024, we had over 218,000 unique riders on the bus. And that’s an increase from 167,000, the year before, in the same timeframe in January. So we’re huge ridership increases. And we’re, we’re paying for it through the sales tax instead of having people pay a fare. And we have new routes because of the new authority and able to bridge a lot of what the individual communities were already doing to provide that connectivity.

Brandon Burton 18:01
Yeah. So as far as bringing workforce into the valley, is that are you able to see that direct tie in where they’re coming from the west side of the valley? Like you’d mentioned?

Chris Romer 18:10
Yeah, we are a route. Again, we saw a 64% increase in in transit ridership from the lower part of our Valley. So we can track that. The new authority tracks it, they share it with us, our work is kind of done on this one. But yes, it’s a it’s a huge success. And the community recognizes the role that the Chamber played in initiating leading and passing this ballot initiative to create the new authority.

Brandon Burton 18:42
That’s great. And it’s always nice when you can hand it off when it’s done. And you don’t have to keep ownership of it ongoing. Right.

Chris Romer 18:47
You know, we we at the chamber at the partnership, we might be experts on our community. And we’re certainly experts on on convening leaders in order to get things done. We’re certainly an expert on being a catalyst for for business growth. We are not an expert on how to run a transportation authority. Right. So we’re happy to have this one off.

Brandon Burton 19:11
Absolutely. Well, let’s switch gears to the second program that was submitted on the application around that building that talent pipeline and kind of again, the the origins of it and how it developed and in the impact that it’s making in the community. Yeah,

Chris Romer 19:27
so the second is synopsis was the eagle county Collaborative for career pathways. And that was a program that had had grown and morphed. We’ve been running a youth apprenticeship programs for a number of years. We have a very successful youth apprenticeship model. We’re involved with career exploration, in partnership with another local nonprofit in our school system. And this we really recognize that There are a handful of us doing great work. And there is still an opportunity gap at the end. So we work in sync to create viable, affordable alternative pathways to get people into high quality careers, with the idea that those need to be transparent about the outcomes and the cost, help young people obtain their relevant job skills, and ensure that employers value recognize and hire from the kids that we put through this pathway. So in Eagle County, specifically, Brandon, our businesses show an average 10% gap in securing and retaining young professionals across industry sector, with health care and education, are rising to near 30% levels of that gap. So working with our business community, our school district, youth serving nonprofit agencies, were able to target those key sectors and build the collaborative, we’re very fortunate to receive a million dollar grant by which to do this work with the idea to strengthen the systems that already support the career pathways, increase student readiness to pursue pathways and increase students exploration and experience in career exploration, and exploring those career opportunities. So it’s a really nice partnership. It’s a really meaningful program with very tangible results. Yeah,

Brandon Burton 21:43
I think that’s a struggle that a lot of chambers have is trying to retain the workforce that you put them through K through 12. And, and for whatever reason, it’s like these students graduate high school, and they want to move on to the bigger and brighter things outside of the community they grew up in, right? And, you know, what can we do to try to keep them local, show them how great this community is, and, and maybe they go away to school somewhere and you’re, you know, get some kind of education, but bring them back is such a key to be able to entice them, show them what there is in the community to bring them back why it’s a place for them. So having a program like this, I think really hits on those points of need. And I could see being something that and I know a lot of chambers have some sort of a workforce development, you know, pipeline or program with the school districts and whatnot. But to be able to draw that attention and keep them, keep them in the community is so key. So I think this is great work that you guys are involved with this program specifically. There’s anything else stand out to you with this program? As far as trying to retain this workforce here? Is there any any kind of secret sauce that you’re seeing that’s really been the AHA kind of moment, or they just with how the partnership has developed that is really made a big, big impact? I

Chris Romer 23:13
think so I think the secret sauce or the the aha moment is that this needs to be a program that is business centric, right? It can’t be a program that is just a feel good or a do good for the kids. It has to benefit the business. And it has to strengthen the systems that support not only the career pathways for students, but solves problems for the businesses. And I think that’s a that’s a big component that sometimes when we think about workforce, even in the chamber business, inherently, to serve the needs of our businesses. When we ask businesses to donate their time, we ask businesses to donate their expertise, instead of flipping that equation and saying, we’re going to do this for the business. And it happens to help the kids. We do it for the business. We do everything we do to build a stronger community and stronger businesses, the kids and the career pathway is a way to build stronger businesses. It’s not asking the businesses to help kids.

Brandon Burton 24:23
Yeah, I think that is that is a key. I’m glad you made that point, that distinction, because I think it’s easy to look at the kids and they Oh, we want to help give them a good career. And that’s noble. That’s

Chris Romer 24:35
Yes. But but that’s a that’s a that’s a secondary outcome. That’s not the primary purpose. Exactly.

Brandon Burton 24:40
Yeah. So you get the businesses on board by letting them know this is about you. This is about strengthening your business and providing good talent, you know, to keep the strong. I’m glad you made that distinction. That’s great. So I like it, especially as a as a chamber the year finalists? I think chambers can can look at you as kind of the top of the game right now, you know, as a chamber, they are finalists, and for a chamber listening who’s trying to elevate their chamber up to the next level, what kind of tips or strategies might you offer for listeners to try to accomplish that goal and to try to give that their organization that boost they’re looking for?

Chris Romer 25:24
Yeah, it’s it’s such a great if thought challenge for for chambers of commerce, to think, how do we what is that? What is that one tip? What’s the one thing you would share? And I’m going to answer that by suggesting and challenging chambers, to move away from thinking that what we do have it fixes technical challenges in our community. We don’t have technical challenges. Technical challenges are things that can be fixed by engineers, they can be fixed by surgeons and people with specific training. There’s not too many of us that came into this business, trained to run a chamber of commerce, right, we’re trained in a more of an adaptive way. So that’s my takeaway. Recognize that you have adaptive challenges, not technical challenges. And let me expand on that a little bit. Because I expect that doesn’t make much sense. Without context. When we think of adaptive challenges, the things that we face in our community, maybe it’s early childhood, transportation or workforce, maybe it’s homelessness, it could be any number of different things. We have the white. So then the question is, so what? Right, so what right that that’s a problem. And then it’s now what? How are we going to do that? So the framework, and the challenge to listeners thinking about adaptive challenges? is learning learning the what? Listening, taking action, I think we collectively do a great job of listening. Every chamber listening to this listens to their businesses listens to their community does surveys, they listen. It’s the question of taking action, how do we take action? How do I identify the steps to take action. The two last parts I’ll add on this is adaptive challenges have long term implications. They’re not transactional, they’re not, we’re going to do this, they have long term, community benefit, long term benefit to the chamber to the, to the community, to the businesses. And we’re really never ever going to fix quote, unquote, fix, and adaptive challenge. All the things I listed early childhood, workforce, housing, workforce development, talent pipeline. It’s homelessness, when we say fix what we mean is make better chambers have a very unique positioning and a position of trust within their communities, to tackle these adaptive challenges that are hard, they’re long term, and fixing the endzone always moves. So fixing these challenges really means making it better. And that that changes year after year, initiative after initiative, it never really goes away. And that creates stability. And that should hopefully create fundraising opportunities and grant funding and membership retention, and all the things. So that’s my one takeaway, and it was a really long answer. But I really want to share that if we can do that. And we can shift our thinking away from technical into adaptive, that chambers are going to fly, we’re going to thrive, because we’re going to be so uniquely positioned that no one can do what we do.

Brandon Burton 29:01
Yeah. So I like the idea that that adaptive challenges have long term implications. And I know you mentioned at the beginning of the episode about retention, and that kind of plays into here. Is there. Is there more you wanted to touch on with the aspect of retention before we wrap things up? Um,

Chris Romer 29:22
no, I don’t think so. I mean, I think that if anything, it’s really just when we talk about retention, there’s so many ways to spin that as retention of employees retention of people in our communities retention of business, retention of membership. I think if we as chambers, have had this mind frame of tackling big problems in our community and approaching it in an adaptive relationship driven manner. Then our work becomes central to the success of the community. And if we become central to the success of the community, we have solved retention at each of those levels that I talked about.

Brandon Burton 30:06
Yeah, absolutely. I love that. So the question I asked everyone as they haven’t on the show is about the future of chambers, which I think you kind of touched on with your your tip there. But how do you see the future of chambers in their purpose going forward?

Chris Romer 30:21
Yeah, I did lead into this a little bit or leak into this, if you will. But the I think the future of chambers is really, really bright, with a caveat. And that caveat is if we roll up our sleeves and tackle the big problems, our purpose, our purpose needs to be around that, that problem solving. And again, when I say problem solving, I mean, making things better versus versus traditionally fixing things. But we can make things better. I think all the finalists that you’re going to be talking to throughout this series, probably have one, if not both of their synopsis, focusing on how they made their community better. And I think that’s a lesson for everybody within the chamber of business. And if we can focus on our purpose being problem solving, and how we do that, knowing that it’s really hard, knowing that it’s long term, knowing that it causes some sleepless nights, knowing that it’s probably not going to go over well with everybody in our community. And we’re going to have the courage to do those things. Boy, the future of chambers is so bright.

Brandon Burton 31:31
Yeah. encouraged as important in that, as you mentioned, so absolutely. Swing big and have courage. Chris, this has been fun to have you back on chamber chat podcast. I love the pieces of advice you share the experiences you have, and especially the impact you guys are making. They’re there in the Vail Valley. I’d like to give you an opportunity to share any contact information for listeners who’d like to reach out and connect with you and learn more about what you guys are doing there at the VVP we’re what would be the best way to connect with you. Yeah,

Chris Romer 32:06
you can find all of my contact information on our website at VailValleyPartnership.com. That’s VailValleyPartnership.com. I can be reached at cromer@VailValleyPartnership.com. And you can find me on most of the social channels and my phone numbers on the website as well and all of that, but VailValleyPartnership.com is your best place to go.

Brandon Burton 32:31
Very good. So back from Episode 21, I think was your first appearance and we’re at episode 285 Now, but this has been a blast, Chris. Thanks for being with us. Again. Here. You’re on chamber chat podcast today and wish you and your team the best of luck.

Chris Romer 32:48
Thanks so much, Brandon.

Brandon Burton 32:51
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Co-Workspace Initiative with Moe Belliveau

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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.

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Our guest for this episode is Moe Belliveau. Moe has more than 22 years of experience in small business and entrepreneurial management experience including five years in retail management. Two years leading a privately owned nonprofit organization and nearly 20 years as a small business owner mode joined the chamber in 2014, bringing a unique set of skills in administration financial management, community relations, business development, grant program development and administration, economic development and collaboration with other organizations and municipalities. She embodies big picture thinking without losing sight of the details. She is currently the past president of the Massachusetts Association of Chamber of Commerce executives. After rising in the ranks of leadership. She has been a commissioner of the city of East Hampton economic development and industry commissioned since 2015, and advisor to the Hampshire County Regional tourism Advisory Council since 2014. And as served as a member of various boards across the region. She and her husband Mike live in East Hampton with their dog Pearl, and spend their free time working on the land and their farm stead, Hendricks Harvests. Moe, I’m excited to have you with us today. Here on Chamber Chat Podcast, I’d love to give you an opportunity to say hello to all the Chamber Champions who are out there listening and to share something interesting about yourself so we can all get to know you a little better.

Moe Belliveau 2:41
Well, hello, Chamber Champions. I’m delighted to be here. Thank you for the invitation, Brandon. And something interesting about myself. I don’t know if this is interesting. But I am a fiddle player.

Brandon Burton 2:55
All right, fiddle player, you don’t run into fiddle player every day, you might you might run in those circles that don’t run in those circles that fiddle player. So yeah, that’s awesome. Yeah, very good. I should have mentioned as I went through your bio, that you are the Executive Director for the chamber, the Chamber of East Hampton in Massachusetts. So that should help give some context as well. Yes. But tell us a little bit about your chamber just to give us an idea of size, staff budget, scope of work, all those nitty gritty details so we can kind of get our mind shaped around what you present to us today. Sure.

Moe Belliveau 3:33
So we are the Chamber of Greater East Hampton, located in East Hampton, Massachusetts. I our membership hovers around 151 75 200 kind of bounces around. And our budget is about 175 180. there abouts. What else do we need to know we are an office. So we’re tiny, right? So it’s, it’s myself and a part time admin person. But I like to say we’re tiny but mighty.

Brandon Burton 4:07
I love it lean and mean tiny and? Yeah. That’s right. Yes. Yeah, no, oftentimes, it’s chambers, I have to run lean and mean like that, that often will lead to some of these innovative things that are of interest to be able to share here on the podcast. So

Moe Belliveau 4:26
I like how I like to think of myself as being agile, you know, we’re not yes, so big that it gives us flexibility to try a lot of things. You know, not everything always works out. But I’m happy to say most of the time it does and get to be we can turn on a dime if something’s not working out or doesn’t serve our membership or the community or whatever. So that’s the plus side of being tiny. Yeah,

Brandon Burton 4:50
being agile and that also goes to your board trusting you and being able to work well with the board. You get too big of chamber. I don’t wanna say too big but some of the have really large chambers where they might have 60 or more board members. And that becomes tough to make quick decisions or to pivot. Yeah. There’s value there, but it’s different for sure. Yeah. Yep, for sure. So for our topic of conversation today, and you guys have been behind an initiative of creating a co workspace, their communities. So I know this is something that some chambers here and there have kind of dabbled in. And I see it as a way of really building a sense of community, usually among other small business owners and people looking to get stuff done and looking to collaborate. So I’m excited to dive into this conversation as soon as I get back from this quick break.

Visit ChamberNation.com to learn more.

Alright, Moe, we’re back. So let’s dive into this. I want to hear all about this co working space that you guys have this initiative that your chamber is behind tell us where it got its origins, what it’s about who it serves, all of the good details, the

Moe Belliveau 7:50
nitty and the gritty. So we started talking about the work hub on Union, the CO workspace before COVID hit. Yeah, we own our building here in East Hampton, which is kind of unique also, I think amongst chambers. But in in this area anyway. And so we were tossing around, you know, this isn’t really the best use of this space, you know, it’s 1100 square feet, and it’s just myself and a part time person in that space. And essentially, it was two desks in a gigantic conference room, you know, not driving an awful lot of traffic. And we just wanted to have add more life and you know, serve a broader purpose. And so we were lucky, so COVID to, to kind of propelled us into this direction in the direction of economic development. So we’ve evolved our mission also around economic development, professional development and leadership, education, technical support, entrepreneurialism, all that sort of thing. And so this kind of falls underneath that umbrella. And we consider this to be a program under the Chamber’s umbrella. And we were kicking this idea around, and we were lucky enough to we applied for a massdevelopment grants a seed grant to help us with market feasibility and design feasibility. Once upon a lifetime ago, I used to be a corporate interior designer, space planner and project manager person. And I kind of figured that we could probably maybe fit maybe 10 people in that space, various situations. And as it turns out, we can fit up to 18. At any given moment, we have a conference room, and a little phone booth so that if you need to make a private phone call, you can do that. But we ended up so we had the seed grant, and that kind of got us started. It was the information that came back from the marketing feasibility study. He was yes, this is the program, this is the project that this chamber needs to be involved with, do it do not pass go run. So the board said, Okay, let’s take the next steps. And so we were also very fortunate enough to receive another grant from massdevelopment to help us get started along with some state funding, through an earmark through our legislative team. And that kind of got us on our way. So that’s kind of a little bit of a background. But you know, when people think of CO workspace in this area, I think maybe in particular, because that’s what we have around they’re very large. And I don’t compare us to that it’s we’re only 1100 square feet, it’s again, tiny bit mighty. And it also is, in conjunction with a an entrepreneurial program, which is, we just signed on to the I don’t know if you’ve ever heard of CO starters, but it’s a entrepreneurial program, nine weeks as a licensed program, we just purchased the license. So it says they’re going in, they’re working in conjunction with each other hand in hand in entrepreneurial support. Our focus with the CO workspace will for both programs really is those folks who are in the shadow economy, those folks who are working out of their basement at the kitchen tables, and trying to give them support so they can move from informal businesses to formal businesses. Yeah,

Brandon Burton 11:33
and I think there’s in every community, there’s a, there’s a lot that are shadow businesses, as he called them, they’re operating at home, or maybe don’t feel like like they’re doing some business or bringing in some revenue, but maybe they don’t see themselves as a, quote unquote, real business because they don’t have a staff or they don’t have a building, or they don’t have a meeting space, or any of these kinds of things that might hold them back from really excelling and growing to that next level. So being able to create a workspace like this, really, I can see where it pulls them out and helps them leverage what they already have with other other people other skills, but the chamber just really adds fuel to the fire. Yeah.

Moe Belliveau 12:15
And it’s, it’s exciting. So you know, it’s we’re really working on, you know, creating an innovative co working space where local professionals, they can converge foster collaboration to meet the needs of solopreneurs, freelancers, home based businesses and entrepreneurs and creating small businesses that think job growth while addressing downtown revitalization, because we’re also experiencing a piece of that going on on our street. So yeah, you mean it’s perfect,

Brandon Burton 12:48
right? So is, what’s the what’s the model look like with the coerce space? Is it? Do people pay a monthly fee to kind of use the space? Do they get it in a lot of desk? Like, what access do they have.

Moe Belliveau 13:03
So this is really exciting, because it also gives an opportunity for the chamber to offer opportunities for members as well as non member. So the membership, if that’s what you want to call it, I haven’t even really nail that down and when you want to call it out, but the membership structure is around. If you’re a member, it’s one you can have one pricing, if you’re a non member, you have another pricing, and we hope that you decide to become a member, but you don’t have to, you still have opportunity to participate and engage. And yeah, it will be more of a like a like a like a gym membership, sort of like you know, you get a key cat card, you can come and go. It will be like I think it’s I don’t know how to say this, but three days at a time. So you can be three days for 24 hours. So that’ll break it up. So that’s kind of how it’s looking so far. Okay. Yeah. And I think it’s a good opportunity to give a give a an insight look to what we’re up to what the chamber is thinking about how we’re planning for the future, because the chamber will also continue to operate out of that space. Yeah. So there will be chamber Access for All right. Yeah. So

Brandon Burton 14:28
and no, you had mentioned there’s that private phone booth in their effort of some chambers even doing like a podcast studio where they can rent that out and maybe model are there other other perks that you guys have to offer with the CO workspace or

Moe Belliveau 14:43
no, there will be there’ll be coffee, there’ll be snacks they’ll be you know, we’ll have photocopying that sort of thing. I hope I believe once I get this piece settle down, there will be a virtual office opportunity as well. So if you need an address or that sort of thing, you Yeah, we’re looking to figure that out. So lots of opportunity. Lots of opportunity. Yeah,

Brandon Burton 15:06
that virtual address I think could be a huge that could be kind of a game changer with the whole structure. So

Moe Belliveau 15:12
yeah, yeah, there’s a lot of things that I need a little details that I need to iron out at this point, because we’re looking at wrapping up construction probably within the next two weeks or so. And then furniture will be moving in. So it’s, it’s speeding up. Yeah.

Brandon Burton 15:29
So you had mentioned about the the entrepreneurial programming, the licensee has purchased. Talk to us a little bit more about that. And what the program is, he said, it’s a was a nine weeks, six weeks? Yeah, nine week program. So

Moe Belliveau 15:43
yeah, it’s the CO starters program. It’s a national program. There. I believe they’re based in Texas, I think, I think it’d based in Texas or Tennessee, I think it’s Texas. So um, and it’s a curriculum of over the course of nine weeks, which gives the participants which, which they’re called co starters, because we’re starting something together. Yeah. gives them the basics, you know, and it’s a progressive program. So, you know, so you’ve decided that you want to start a business? So what does that mean? What does that look like? Who is your customer? Who is what is your market? What is? Why is it important to have legal representation? Why do you want to talk to a payroll company, perhaps, you know, an accountant. So all of those little details, you know, cost of goods? And how do you figure that out? And what does that mean for you. And so it’s really very exciting. This is our very first cohort, and it’s moving right along, we have two more weeks left, and then we’ll have a big celebration in May to celebrate them, and they get to share with our guests what they’re up to, and what they plan on doing, and we get to celebrate them.

Brandon Burton 17:04
So I’m always curious, because for a chamber, it’s easy to focus, the businesses that are on Main Street Are those your new businesses that open their doors, and you’re welcome and do the ribbon cutting and the whole thing, but to find those entrepreneurs that really need the support that a chamber can offer, that are working out of their home that are working in the shadows, like he had mentioned before? How, what’s the secret sauce to to finding these shadow businesses, those people that could benefit from this CO starter program? And from this co working space? How do you find them? How do you attract them? What? What’s that look like? Well, that’s

Moe Belliveau 17:46
the challenge. And we have a marketing partner here. The daily handshake is that they’re going to be helping us work on that and helping to get us helping us to get the word out. But it’s a it’s an it’s a lot of excitement that’s being that’s organically arising from the community. Our board is excited and chatting about this and sharing why it’s important. Why is it important for those who, who may not even use the word cup? Right? Or, or who might not even use the customer’s program? Why is that important? Well, economic development in our city is very important in our region, it’s very important, right? It helps to stabilize a lot of things like, you know, food insecurity, you know, if you if you don’t have steady income, that, you know, a lot of things become unstable, you know, your family will family’s well being job security is also contributes with job, you know, providing jobs as these folks grow and continue to what’s the word I’m thinking of expands, but there’s another entrepreneurial word there. So the scale. So all of that’s important because of those things and the life that’s going to be driven that’s going to be participating in the light. I mean, in the work Hall, you know, it adds to the economy to the economy around us right now, utilizing services, restaurants, you know, there’s cleaners, there’s, you know, folks can just conveniently dropped in they come to work. And so all of that just ripples, ripples, ripples. And the most beautiful thing is, is that it’s not only for the here and now. It’s it’s ripples out for, you know, potentially decades. Right, right. I’m explode. It’s so incredibly excited about the CO starters program because we’ve also coalesced a team of we regional local resource. So supporters or resource team. So like the Small Business Association, the SBA, and other other local regional partners, and they’ve all come in support of that program and the work hub, so that we can be. So all everybody kind of does their own little bit of programming. And we’re not looking to recreate any of those wheels, what we want to do is try is to highlight into raise up, all of us together all of our resource partners. And so as they go through the post orders, the participants go through the program, they’re being introduced to these folks, they can put faces to names, you know, they can participate in these other programs. And then, at the end, when they’re done with all of these things, they’re not just standing there going now what? Right, because the now what team is ready for them? Yeah, who they are. And so

Brandon Burton 20:58
now what team have?

Moe Belliveau 21:02
Yes. So you know, now they know who they are. And maybe they connect and give a call to our friend, Roberto Nieves from common capital here in the area. And if, you know, maybe he doesn’t have the answer, or isn’t. They’re not ready for him at that moment. But he knows who they can connect them to. Because we have an ongoing monthly meeting and roundtable that we get together so that we can learn more about each other. That’s awesome. That’s support.

Brandon Burton 21:32
Yeah. So with this, you mentioned, you’re kind of wrapping up this first cohort. I’m curious if you don’t mind sharing, but how many business owners you have in this first round. And we have maybe some examples of where they came from how you found them. I’m just saying I get the the thoughts going with those listening of where they might be able to find some of these businesses that are operating in the shadows.

Moe Belliveau 22:00
Sure, sure. So we have six participants within our, our cohort, my goal was to have 10 We have two facilitators who are just incredible. I’m delighted to be working with both of them. And I’m a super excited for our participants, because they get to be led by these two incredible women. And and we put it out through social media, we had, you know, it was mostly social media that we put that out to, and we had, you know, quite a bit of, of applicants come in, but through that A, we ended up with six was very excited about that. And they vary, they vary. There’s a couple who have been in business for, you know, maybe a year or so. So they’ve started their venture, but realized, you know, what, I need a little bit of focus, I need a little bit more of a foundation, and then the others are in various stages we’re at in various stages of ideation. Okay, so at this point, they’ve become more clear and more more focused as to what it is that they’re trying to do and how they’re going to do it. Yeah.

Brandon Burton 23:15
So can you share with us a little bit about the facilitator aspect of it and where you find the facilitators? Do they need to go through certain training to be able to operate under the license? How does that work?

Moe Belliveau 23:27
Yep, so our facilitators, they’re both local. We have Cynthia West, who is a small business owner here. She is the owner of sonnet and Sparrow, right here in the center of East Hampton. And then we also have Angie Montalvo Greene, who is the regional director for the LGBT chamber here, who is also located there. Western Mass office is also located here in Massachusetts. So she’s on our team. And it’s amazing. So as part of the program, they are, they get a stipend for their time and their dedication. And it’s in they go through training. Yep, they’re trained by CO starters. They’re certified by CO starters. And it’s it’s the real deal. It’s, yeah, it’s not just Mo, like, oh, well, let’s just let’s, let’s build a business plan. I’m really excited about the program. It’s really amazing. I

Brandon Burton 24:29
love that that creates a team effort to in it’s not like you said, it’s not just mo reach into these businesses. This is so right. There’s curriculum, and it’s a it’s a real deal.

Moe Belliveau 24:41
Yeah. And it’s a method and it’s a logical progression, and it’s building and building and building. So that’s

Brandon Burton 24:47
right. Now, I will say at the beginning of this recording, you had mentioned the revitalization of downtown and I had a little vision that you know, maybe the chamber occupies one of those For bigger co workspace as he continued to grow and develop this thing, I could just see it snowball. So well, I

Moe Belliveau 25:06
have to say, and I’m very excited about this. But the woman who worked with us on the marketing feasibility study, she said, you know, my biggest fear for you is that you’re going to fill up so fast that you’re going to wish you had more space. Yeah. I said, Well, that’s a problem I’ll deal with when I get there. Yeah. cross

Brandon Burton 25:25
that bridge. Yeah, we’ll see. Yeah, yeah. Well, I would like to ask for chambers listening, who are interested in taking their chamber up to the next level, what kind of tip or action item might you share with them and trying to accomplish that goal?

Moe Belliveau 25:43
Oh, dear, well, you know, ah, these times in chamber, we have, I think, really worked hard. to, to, you know, what, let me back up a minute, you know, we’re living in a time, right, where they change, constant change, we had a major disruption in 2020. And, and ever since then, change has been in our face, and it’s not going to stop, it’s just going to keep on going and keep on accelerating. And chambers all over the country really rose to the occasion, and really stepped into a void, I think, which was really pretty amazing. But I also think as we move on, and move further away from 2020. Being open, and and moving forward with curiosity, and learning, where it’s just going to be constant. Learn, do learn do as opposed to once upon a time you could learn, do the thing, and then you retire. Right? But now it’s going to be now I, in my opinion, learn do learn, do learn do, and if we don’t keep doing that, so you know, learning from our, our, our membership, you know, what is it that they need, be willing to change and let go of what maybe it’s not working and take a risk to see what might right now like, this is all scary stuff. I’m like, Oh, I’ve never done this. Yeah.

Brandon Burton 27:20
Well, and the halls learn, do learn do for a chamber? Yes. So you’re going to learn, do learn, do. But also keep in mind that your members are doing the same thing, like that environment is constantly changing. And we’re in a world where the education the learning is I like to think of it as just in time learning. Yeah, you need to learn how to do a podcast, because that’s the thing. Now there’s courses, there’s ways to do that right now. Yeah, if you need to learn how to do XYZ, there’s YouTube videos, there’s trainings, there’s people, you know, mentors that you can learn from, there’s all these different resources where it used to be the hand to go and get the formal education, you learn, you do and you retire, like, like you said, now it’s learn, do learn do, and you need to constantly be able to find those resources. And hopefully, the chamber is one of those resources to keep these business members up to date on latest trends and to help them learn on demand when they need that, I

Moe Belliveau 28:19
think to being a role model, right? Leading by example. Yeah. Yeah, model it. Right.

Brandon Burton 28:28
So and that that may be leaning into the next question I have is, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?

Moe Belliveau 28:39
Oh, my goodness. What do I yay, how do I see that? I think it just goes back to the learned, learn, do and we need to be aware, and listen and hear. And if we can do that, I think we can’t be afraid of changing. Yeah. And I like to say that, you know, the East Hampton chamber is not your grandmother’s grandfather’s chamber anymore. You know, and I think, once upon it, you know, how we have been in the past served those times well, but I also think, too, that we get to a point that it’s, it’s can be nerve wracking to let go right. And

Brandon Burton 29:24
things didn’t move as fast. You know, years ago, 60 years ago, things did not move as fast. Now, today, when you mentioned the further we get away from 2020. I mean, here we are for over four years from when the pandemic started, and it’s starting to become a memory and now what we are in the throes of right now, but I think, you know, my son, my oldest son was he was ending I guess he was in his last year in middle school, getting ready to start high school when the pandemic started and now he’s graduating. And so like there’s, there’s time that’s passed. And we’ve learned a lot through the pandemic, after the pandemic, and just that changes constantly there. So we can’t be our grandmother, grandfather’s chamber, because we need to stay current and stay up to see that the times. Yeah.

Moe Belliveau 30:19
And there’s going to be, you know, there’s going to be disruption. Again. Yeah, you just don’t know when and so I think, you know, yeah, I think that, you know, and it’s just going to accelerate, you know, I’m also discovering, too, as I move along, you know, not only is the change, you know, accelerating, it’s the rules that were attached to what was right are changing as fast as the change is happening. If that makes any sense at all.

Brandon Burton 30:48
It? It does. And who writes the rules is changing, too. It’s all upside down now. So

Moe Belliveau 30:56
I think to what I’ve learned is that, you know, 2022 took the extra step, just sketch. Yep. Right. But now we get to do whatever. Right, each chamber is different, although, basic, in some ways, the same, but different per per their community. Yeah.

Brandon Burton 31:16
Yeah. But no, this has been a fun conversation. I love the the innovative work that you guys are doing with it around entrepreneurs and creating this CO workspace and training these businesses that are operating in the shadows, help them pull them out, make them legitimate, make them make them be the real businesses that have that confidence to go out there and mix and mingle with others and scale and, and there’s that word scale, scale their business. But thank you for spending time with us today, sharing your example sharing some of these trends that you guys are setting right now. And, and I can see where other chambers are gonna hop on this this type of model in the very near future if they’re not already. So.

Moe Belliveau 32:04
Thank you for inviting me.

Brandon Burton 32:05
I wanted to ask you if there’s any contact information you’d like to share for listeners who might want to reach out and connect and learn more from you? Sure.

Moe Belliveau 32:13
So you know, our website is EastHamptonChamber.org. You can always connect with me. I’m happy to chat with anyone regarding any of this. I’m at moe@easthamptonchamber.org. Um, yeah,

Brandon Burton 32:30
very good. I will get that in our show notes for this episode, so people can find that and reach out and connect with you. Thank you. This has been great.

Moe Belliveau 32:40
No, I appreciate it was fun.

Brandon Burton 32:42
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Next Level of Chamber with Donny Jones

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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.

Hello, Chamber Champions. Welcome to Chamber Chat Podcast. I’m your hosts Brandon Burton. And it’s my goal here on the podcast to introduce you to people and ideas to better help you serve your Chamber members and your community. You’re joining us for a special episode as part of our 2023 ACCE Chamber the Year Finalist Series.

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

Becki Womble 1:03
I’ve been using Community Matters for probably six or seven years now. And in a previous life, I sold commercial printing so I can highly recommend Community Matters because it’s a complete turnkey job for any busy chamber exec and it’s a wonderful, beautiful printed product whenever you’re finished. And I just I’m very sold on Community Matters. And with a printing background I just big endorsement from me.

Brandon Burton 1:44
To learn how Community Matters can support your chamber with your next publication. Please visit communitymattersinc.com/podcast To request your free media kit and request a proposal to find out what kind of non-dues revenue you can generate.

Learn how you can partner with Community Matters, Inc. to produce your next Chamber Directory, Community Guide or Map.

Our guest for this episode is Donny Jones. Donny is the Executive Vice President for The Chamber of Commerce of West Alabama and the chief Workforce Development Officer for West Alabama Works. He’s responsible for the daily operations of the chamber including financial management and information technology and manages a contractual relationships with vendors and professional service providers. Donny is instrumental in ensuring that the regional workforce systems leverage federal state resources to develop and grow the necessary K through 12 and adult training pipelines to support the current and future workforce. He is a former appointed Member of the governor’s workforce Council, and is currently an appointed Member of the Alabama Workforce Board where he serves on the executive committee and Policy Committee and appointed Member of the governor’s Career Technical Education Task Force to enhance the CTE curriculum and appointed Officer the Alabama committee of credentialing and career pathways and appointed member of the committee for Grade Level Reading. The Governor’s Committee on Employment of People with Disabilities awarded Donny the Public Service Award for West Alabama and 2019 and 2022. He received his accreditation as a CCE a distinction that less than 4% of leaders in the chamber profession hold. He serves on the board of directors for the Public Affairs Research Council of Alabama, Tuscaloosa Educational Foundation, ACC foundation board, as well as other committees and ACCE boards. He also worships and teaches at five points Baptist Church reserves as Deacon he’s most known as a husband of Clara is a 29 year educator and father to Carson and Carter, the dining Welcome to chamber tap Podcast. I’m excited to have you with us today on the show and love to give you an opportunity to say hello to all the chamber champions and share something interesting about yourself.

Donny Jones 3:53
Absolutely. Well, as you can see, I don’t do much but chamber work and work in the community. So but I am a one of the things that I tell people is very interested in the in the chamber world, I don’t play golf. And so I’m one of the only chamber execs you’ll ever made that has never played golf. But I do have four animals that are in the record books that I’ve killed with my bow across the country. So with that being said, most of my board members never mess with me. So anyway, a lot of really cool things are happening in our area. Of course, if you guys have seen the NFL another cool tidbit about our chamber is you probably saw the number one pick with the NFL last night. Jalen is actually right down the street from us or has been his career at the University of Alabama where our chamber is actually just right on the edge of the campus. So a couple of interesting things about us and myself.

Brandon Burton 4:56
That’s right and as we record this, that’s end of April 2020 Three. And then to add on to that this morning, my son is getting ready for school and he tells me yeah, this is the first time that an Alabama players been taken number one overall in the draft. And he’s a big history buff of any sort. So you know, little tidbits like that just really geek him out. So plastic? Well, why don’t you tell us a little bit more about the Alabama Regional Chamber and just kind of how you guys are structured scope of work, you guys are involved with size of the chamber staff budget, that sort of thing to kind of set the stage?

Donny Jones 5:33
Absolutely, we’re, uh, we’re sometimes a little cold, a little different as a chamber, we’re actually the West Alabama Chamber of Commerce, we serve as nine counties on the western part of the state of Alabama around seven counties. So square foot mileage is about 7500 square miles, our chamber has around 1300 members, and those are all business members, we don’t do individual memberships, representing about 65,000 employees. One of the things that is a little different is we’re the Regional Chamber of Commerce. So today, you’re talking to the executive vice president. Also, we’re the regional workforce Council, Alabama has seven regional councils across the state of Alabama, which is really a sounding board for workforce for industry. We are housed within the chamber, there were the fiscal and managing agents for that. And we’re also the regional workforce board, if you’re familiar with WIOA, and the federal dollars, so and I’m the Executive Director for both of those organizations. So we really have two large boards that work together, our Workforce Board, which is called the West Alabama Works Board, and then our chamber of commerce board. And so simultaneously, we’re always working together and actually who we are, as an organization is one of the largest collaboratives, when it comes to meeting the needs of businesses through that our budget on the chamber side is roughly about two and a half million dollars. And then on the workforce side, which is in combination, it would be close to $4 million organization. So we’re at right now 24 employees, 15 of those employees actually are full time workforce specialists. So as you can see, workforce is the largest portion of our organization. And really, we focus on that as one of our primary objectives to deliver services to our business community, because as you know, workforce is the largest issue that a lot of our businesses are facing. So that’s a little bit about our chamber. And in our services, yeah,

Brandon Burton 7:48
that workforce is always important, but right now is definitely you know, cuts the workout for you with the workforce shortages and just, you know, shifting in the economy in that in that front. But as we focus in on our topic for our discussion today, we settled on the idea of talking about next level of chambers and and this topic intrigues me because chambers are constantly looking to see what’s the next thing that we need to do to be relevant, right? How do we as we look to the future, how are we being relevant? How are we making an impact in our communities, and I feel like we’re going to be touching a lot on that and our conversation today so we will dive in deep on this as soon as we get back from this quick break.

Visit ChamberNation.com to learn more.

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Siobhan Kenney 10:25

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Brandon Burton 11:09
All right, Donny, we’re back. So as I mentioned before the break, we’re talking about next level of chamber. So tell me what does that mean for you guys there, West Alabama. And as you guys have looked at this scenario, as just, you know, staying relevant and and keeping the chamber in the forefront of the community there. What’s the approach that you guys are taking?

Donny Jones 11:30
Well, let me maybe the best way to tell you this is is the tail of an opportunity that I had this past week to have dinner with one of New York, New York Times bestselling author, Andy Andrews. I don’t know if you know that in traveller. Yeah, absolutely. And the butterfly effect and all that. So, so we were having dinner, he was speaking to a group and, and he said this, he said, you know, the difference, you know, and a lot of people are reading the book, Good to Great. And he said nothing against that book. But everybody is using that now as the Bible of you know, How to Win Friends and Influence People, as 20 years ago. And he said, you know, the problem is, is many of us are trying to go from good to great doing the things that we do, and have always done but doing better and doing better than our competitor. He said, What happens if an organization actually actually looked at doing things completely, in a different way, and looking at it a completely different way of doing business? And he said, That’s really where he’s coming from, as he was saying that I was like, wow, that is exactly what our chamber of commerce, and our focus has been, for so many years, you know, it was, you know, go to chamber Institute and learn more about what other chambers are doing and best practices. But if you really look at that 90% of the time is the best practices of the same things that you’re doing, just trying to find a better way of doing it. And so what we looked at is we said, you know, what, what is our number one key issue for our members out of our 1300? Members? What is the number one issue? And as I’m speaking to different groups across the country? That’s one of the things I asked that question. And I’ll be in a group and I’ll say, How many of you guys as chamber professionals, and your chamber? How many of you do a capital campaign? In a majority of, you know, middle, middle sized or larger chambers do some type of capital campaign, they’ll raise their hand? And then I’ll say, How many of you, in this room did a survey of your business community as you were doing a capital campaign? Well, everybody raises their hand, right? And then I asked the question, how many of you was workforce? One of the key components and an underlying issue that none of them could solve? And had an answer for? A No, everybody kind of look around, look at each other. And then, you know, you’d see hands go up really slow, but most of the hands came up. And then I asked the simple question. How many of you, if that is the number one issue in your community, or one of the top three, have the majority of your staff focused on meeting that need? Not one chamber, except our president that’s in the room, usually, when I’m speaking raises their hand. Because when we look at we’re talking all the time to our small businesses and our industries that we we help and we say, listen to what your customer says, and then meet that need. But yeah, as chambers, we try to get our members to do what we think they need to do as engaging into our organization instead of going out and doing what they need and actually being the voice of business. Now, I’ll be honest with you, Brandon, one of the things as I’m talking about that, it raises the hair on a lot of chamber execs Next, because they’re like, well, by God, what so that’s what we’ve always done. And that’s how we’re gonna do it. I’m like, That’s great. That’s why dinosaurs died. That’s right. So if you look at membership organizations, not just chambers, but when you look at, you know, trade organizations and everything, everyone is struggling with membership, and the digression, I guess, of membership. And then also, you know, we also have best practices don’t know if anybody’s been to their state organizations, or ACCE or US Chamber. And you know, they’ll have a session that says, best 30 ideas, and 30 seconds, or whatever it is. And so they’ll go in there. And there’ll be 100,000 ideas of how to do the same thing the same way, but just put a different makeup on a pig and make it look different. But it’s the same deliverable. And, you know, there are some ideas, and I don’t mean to cut that short, because you can get great ideas, I love those sessions. But at the end of the day, when you look at your structure of the chamber, you know, are you still doing the same things? And so as you see these national trends of of less sponsorship dollars, of being more innovated, how do you, you know, I had somebody one time, say, you know, what, if, if I could sponsor my toilet paper, I put a business’s logo on there, we’re just trying to find more ways that our golf tournaments at our chamber and sessions at this than the other to do those kinds of things. And what it’s doing is, you can only do so much with a product. And then what happens is you degrade it so much that people aren’t really wanting to buy, right. And so what we’re looking at, and what we have done is said, You know what, we’re gonna focus on the number one issue. And in our region, it was workforce development. And so we still do the bread and butter place, don’t get me wrong, we still block and tackle, we still do the networking events, we still do the chamber and sessions, we still do the directories, we do all those things. But our focus really is on helping our businesses grow. And one of their biggest issues in a community where our unemployment rate right now is 1.8%. You know, and our companies are growing, and they’re bleeding at the same time. And so we’re really focused on that. So 15 of our staff members, or really 17 of our staff members are focused every day waking up, meeting that one need. And education and workforce development is where we really focus on, right.

Brandon Burton 17:32
So as you’re explaining all this, to me, it makes perfect sense. And as I think of chambers across the country, I think sometimes they get a little constrained when they think everything we have to do has to be mission focused. And then they go back and look at their mission statement. And well, our mission statement doesn’t say anything about workforce necessarily, you know, so maybe they’ve pigeon holed themselves too much by defining their mission statement. Rather than being that voice of business, and constantly just looking to see what the, what the next thing is they need to do to help businesses be successful and to build a stronger community. So I guess it may be a word of warning, I guess, as you as you drafted your next mission statement to, to look at that what what’s going to leave you that flexibility to be able to pivot and to be able to listen to the needs of your members. And what’s their number one, number two, number three needs that they’re facing? And how can you as a voice of business, step in to help them solve those issues.

Donny Jones 18:32
That’s exactly right. And, you know, we just, we just finished our five year capital campaign, which is, we don’t do a yearly business plan. We have a five year strategy that we implement every day, and we wake up and that’s, that’s our focus. But this year, we did something different this this next five years. And so when you look at and I’m going to be around a while I’m gonna beat the dead horse right here. But I want to say this. When you look at most business plans, for chambers, you have your vision, you have your objectives, you have, you know, your strategies, and they do their SWOT analysis and everything. And, you know, what we’re doing is we’re changing our entire organization to be here’s our vision. And here’s the deliverables period. Because I’d say at most businesses don’t really care about your strategy. They want to know that you’re gonna get things done. And so people are so tired of plans that sit on the shelf and nobody visits them. And we’ve got a plan and we send it out to all of our members and nobody reads it. They put it in file 13 Because they know it’s the same Oh, say Mo. So what we did was we said we’re going to take and we’re going to create a vision of where we want to go for example, in this category is lead business driven workforce and talent development. The vision is specific. It’s two sentences, and then boom, the deliverables. How many people were going to put to work? How many how many outreach events, we’re going to do all those kinds of things. And when you look at a conversation that I don’t know about other chambers, but we have is that our patriarchs are dying out in our communities. And the new leaders that are coming on board are not Civic, rent minded. You know, it’s not, I’m going to invest, because it’s the right thing to do. They are business minded, and they want to know that they’re getting a return on their investment. And so many times chambers make the excuse, well, we’re not really a chamber that makes your cash register ring, we grow the pie for everybody. And, you know, you say things like, rising tide floats, all boats, and we have all this thing, and this new generation of business leaders are looking at you and saying, You’re full of crap. It’s just all smoke and mirrors, and you would sell blind man glasses. And so they, they think that way. And so what we’re doing as a chamber is we’re saying, look, here’s the deal, we’re hearing what you’re saying, and we’re going to focus on delivering those policies, we’re still going to be an advocacy organization in the voice of business. But here’s what we hear you saying, and and that’s what we’re going to work on. And quality of life is one of those things. So what does that mean? I mean, quality of life for every community is different. Does that mean? Well, that’s like saying, random world peace, we’re gonna solve world peace. And so chambers are out there. And that’s what we’re doing. We’re telling everybody, we’re solving world peace, and everybody’s going, whatever. And so what we’re doing there is saying, this is our vision for what quality of life looks like, for our community. And these are the specific things that we’re going to do for you, as a partner in our community. And so that’s where we’re going is really changing this and changing the topics, instead of trying to sell everybody something that they really don’t want. Because people I think respect chambers, I think people you know, intuitively know that they’re important. But when it comes to, am I gonna pay my employees $2 More than hours so that I can actually keep my employees and keep my lights on? Or am I going to pay a membership fee, because it’s the right thing to do. chambers are beginning to lose that battle. So we have to really become a chamber that is consultant driven information and knowledge based, and actually somebody that’s helping companies grow and meet their needs. And so our niche was workforce developmental now.

Brandon Burton 22:32
Yeah. And I think depending on the community, depending on the chamber, the niche may look different. Absolutely. Workforce definitely is a niche where you can have some, you know, absolute deliverables, and you can have data to back up the work that you’ve done to say, here’s the results of the efforts that we put forth on your behalf. And when you look at the your chamber in general, you guys really are larger on the workforce side, budget wise, staff wise, I mean, the attention is going to workforce, because that’s where you hit while I assume that’s where you have those key indicators, you can go back to to measure success, and where you can go back to investors and say, this is where you’re getting your return. So I’m curious as you as you put that focus on workforce. I know we can talk for hours on this, because it’s something passionate that you’re passionate about. But what are what are those areas and workforce? In your bio had mentioned the K through 12? Programs? You know, I’m sure retention, is there education with employee or with employers? What are those those key areas that you’re focusing on with regard to workforce? Sure,

Donny Jones 23:41
absolutely. I’ll give you a prime example. On the K 12 system. We do large regional events, for example, worlds of work that we do, it’s what we call Disney World, steroids for workforce development. So we bring, we shut one of our community colleges down for three days, we bring every ninth grader in the entire region, over 5,009th graders up and they experience all the different job opportunities that we have. And it’s all hands on. And it is a big event. People come from all over the country to actually look at the event and say, how do you all model this? And so we’re in our schools, we’re touching our kids, we’re really all the way down into pre K. We have an educated workforce Academy, where we train all of our superintendents and principals and key leaders in our 12 school systems. We’ve graduated over 470. And they spent an entire year with us learning workforce development in changing the landscape of how educators think about this big topic. Then we’re also involved in our adopted school program, getting industries involved, and ensuring up our education system which is not the best in the country. And so we’ve got a lot of work to do and it’s going to take the into Park community, particularly the business and industry, community to really help shore up our education system. And then another example is bringing those resources. For example, we have this past year, we put over a million dollars in the hands of our industries through our workforce board, and through one grant alone, and we trained over 1100 workers and upskill those workers just in our small region, through our community college system, and being able to fund those kinds of things. We place over 3000 individuals in jobs over the last year, just in one sector. That’s the automotive industry. And then a lot of things into Brandon, here’s another way, and I’m going to chase a rabbit real quick. But how many chambers talk about diversity, equity inclusion, right? Let me give you what real diversity, equity inclusion looks like the 3000 employees that we placed in the automotive industry, because we had Mercedes Benz here, 78% of them were African American, of the 78% 51% were male and 49% were female. So when you begin to talk about what we’re doing for communities, and how we’re trying to be an inclusive community, instead of just having events, which we had our development, diversity, equity inclusion event for the chamber last week, so we still do that. But now we’re having discussions about how we’re really impacting those communities that feel like they haven’t been included. And we’re saying, Look, we’re focusing on your entire community, we’re not talking about these topics, we’re doing something about these topics, we’re making a difference when you look at the difference we’re making on the disposable income and the average, you know, family income for our minority communities, that is growing because of our workforce side. So you know, at the end of the day, I think our society is changing. From a perspective of less, don’t just talk about things, let’s get something done. And it’s time to move the needle. And that’s what our organization is really focused on in our communication is focus on that side of it, you know, not just, hey, look what we’re doing. We’ve done 10 events, this this month, what we’re really focusing on is we’re changing lives every single day. You know, last week alone, we put 100, high school students ninth 10th 11th graders into summer jobs, they’ll actually start in in three weeks, with 20 different employers. And we’re, you know, we’re modeling that out when we’re talking about it. And people are saying, We’ve got people every day that’s calling us and saying, how do we get involved in the work of the chamber because of what you’re doing. So those are the kinds of topics that we’re really focused on.

Brandon Burton 27:56
I love that you can just off top your head, you have these numbers, right? He can tell, you can say, we’ve helped 3000 people and jobs in the automotive sector and then go on to the diversity equity inclusion side, you can say, you know, your percentages of, you know, different races and genders. And those are numbers you can point to and say, here’s how we’re moving the needle. versus you know, we had a networking event, and we had 50 people show up. What came of that I’m sure something good happened. But how do you measure that? Exactly.

Donny Jones 28:26
And that’s, that’s what people want to hear. And what we’ve seen as, like I said, we just finished our capital campaign, the majority of people who increased in some doubled their investment over the next five years in our organization, the majority of those said, we’re investing because of what you’re doing and workforce development because that is key. We’re a huge manufacturing area, even though we have the University of Alabama and a huge healthcare sector. Industry is our big, I guess you’d say employment sector. And so individuals know, you know, that if we don’t solve that problem, because Alabama doesn’t have the largest population. I mean, as I was telling you, 1.8% unemployment is almost like zero. Unemployment, right? So how do we get more people in the participation rate? So we’re doing outreach events every single week. In two weeks, we’ve got what we call our signing day. So all the students that we’ve heard in all these events, you know, our apprenticeship programs and everything is going to look catalogue. Now, it’s not going to have 100,000 People like it did last night on the NFL signing, but we’re going to have a huge signing day and make a big deal that work is valuable. And you know what that resonates with our our, our members or our membership and the businesses and they’re saying you know what the chamber is bringing value back to our community and that is essential, soft skills. It is work is valuable, and we need everybody to be a part of growing In our community. And so it really is, if any of you think about what we’re doing is we’re really doing exactly what everybody else is saying they’re doing, right. But it’s turning that value into, you know, something tangible. And it’s not, Hey, did we do 10 referrals from our website to your community or your business? That’s not what we do. We’re, you know, and so we’re all the time as chamber, folks, we’re like, we gotta tell people about the value of our organization, and we say all these things, but nobody really knows how to do it, besides, create a new flyer with great pictures and people at a networking event and somebody with a governor and a mayor and all this. And so the, it’s the same old, same old. And so that’s why I said, we’re really taking it to the next level. So I’ll give you a kind of a, an analogy of we do things in a real systematic way. So our first five year campaign was called working as one, because we wanted our community to learn that we’re never going to take it to the next level unless we begin to work as one. So guess what the title of our next capital campaign was working.

Brandon Burton 31:17
One’s got to be in there. So working

Donny Jones 31:18
this one. Now, this campaign was actually called all in, because once you get everybody at the table, once everybody is working this one, now everybody has got to be only in to move us to the next level. And so that is really what we’re seeing in our community as people are coming to our chamber and really saying, how do we engage? How do we involve Coulson, you are an organization that’s making a difference. And, you know, I had somebody come to me, actually yesterday and say, I was at church the other day, and I had this family member come, or this church member come to me and say that my kid went to our well 2.0, which it was for graduating seniors, which was four weeks ago, or three weeks ago. And we put 200 kids, and they had 600 job offers, or 200 kids at major industries. And so when you look at that, you know, they were talking about this change this kids laugh. And so now they’re like, how do I get involved? So we’re creating whole new opportunities, where people do engage at a whole different level, because now they’re passionate about what we’re doing. Not just that we’re the chamber. That’s

Brandon Burton 32:31
right. So that leads up very well into my next question, as we start to wrap things up here. I like asking as we frag is for chambers that are listening, who are interested in taking their chamber up to the next level, what tip or action item would you suggest for them to, to consider implementing at their organization?

Donny Jones 32:50
Well, I’m the worst person to say this. But one thing I’ve think that I would suggest, is like the old saying that my mother used to say this all the time to me, which as you can tell, I talk a lot and are very passionate. And sometimes I don’t stop and listen enough, because I think I have all the answers. You know, God gave you two ears and one mouth for a reason, son. And chambers forget that sometimes. And so what I would say is if you’re going to check your chamber to the next level, is listen with an open and honest mind and hear what they’re really saying. And see what what the real eco ecosystem around your community is. For us, the struggle was workforce. For some communities, it could be loss of population growth, for some, it could be a need for a new strategy and economic development. Whatever that is. I would say that you listen to that, and then look at how you can become the very best at that. So you become the source of that for your community. But then you look at how do I deliver that if it’s economic development? What am I going to do? What am I going to create? How am I going to sell it? And how am I going to let people know that we’re the ones who do it? We hear all the time chambers say this. And Brandon, I don’t know if you’ve had speakers on here that say we don’t toot our own horn enough. Well, the reason you don’t toot your horn enough is because you really probably aren’t doing anything that’s a really of subsequent, you know, need. We every week. We are on the news every week. And we have four stations and usually it’s at least two of those stations. And that’s one of our goals. But if you look at 90% of those newsfeeds, it’s because of what we’re doing in the lives of people because their interest stories, right? So, you know, focusing on making a key difference and what is ain’t going to do and looking at things totally different. Like I said, you’ve still got to do the bread and butter plays. But if you want to grow your organization, I can say this from, you know, what we’ve seen where we went from, you know, seven staff members to 24. And it was all focused on those deliverables. So every new position that we have hired at the Chamber has been to give outcomes and deliverables not to do programmatic work. And so really look at how do you change in that direction? Yeah,

Brandon Burton 35:30
I love a said that to not only listen more, we hear that sort of tip a lot. But the caveat there of listening with an open and honest mind, because it’s so easy as you hear the needs of of your members or the struggles that they have to become a little defensive, maybe we do that for you, and you try to explain and rather than just listening and realizing maybe we’re not doing it well enough, maybe they don’t know about these things, because we’re not executing in the way that we need to. And

Donny Jones 36:01
I have to confess I was that guy. That’s why I said a lot of times, there’s people that are probably hearing us discuss this today that are actually getting frustrated at hearing me say, because they are so sad. And this is how we’ve always done chamber work. And this is what we’ve been told. And it’s not that you’re wrong. It’s just, you can be good to great all day long. And I would encourage you if that’s what you want to be be that. But what we’re talking about today is going from good to the best. Yeah. And that’s a way of thinking about it.

Brandon Burton 36:36
Yeah, that’s great. So as we look to the future of chambers, we’ve been at it feel like we’ve been talking about this all all interview here, but how do you see the future of chambers and their purpose going forward?

Donny Jones 36:50
Wow, that’s a loaded question. For me, particularly when what we’re talking about is a seat chambers that are going to be successful. Um, you know, I think there’s a place for for every chamber, but I think you’re going to see more chambers becoming more like merchants associations, or actually becoming more like a Deloitte deliverable organization, where their staffs are more like consultants that are actually doing incredible things and working with industry to raise the bar. In those sectors, I think you’ll see a lot of chambers becoming more sector driven, where they’re, you know, what they’re doing for manufacturing might look different than what they’re doing for technology, what looks different than what they’re doing, or healthcare. And they’ll probably have specialists that that focus on those key areas. The other thing is, is, once again, I think you’ll see more of a contractual organization that’s doing real contractual top work. For example, like we’re doing in workforce development, where you know, millions of dollars of our organizations actually to deliver services for the state of Alabama, or for a particular entity or a county or a city. You’ll see more of that. And I think you’ll see chambers being more innovative when it comes to those traditional chamber programs, and have they delivered in different ways. But I think you are going to see the larger chambers actually turn into more of more of that focused. This is our sweet spot. And that’s what we’re going to do, because once you try to become all things to all people, amount one HD, is very difficult for for you to actually have a core focus of your organization.

Brandon Burton 38:44
Absolutely. So as we wrap that, wrap it up here, I wanted to give you an opportunity to share any contact information for listeners who want to reach out and learn more. Hey, you guys are doing there at the West Alabama chamber, what’s the best way for someone to reach out and connect?

Donny Jones 39:00
Yeah, absolutely. If you want to reach out to us, our number here is 205-758-7588 websites that I’ll give you is WestAlabamaChamber.com and WestAlabamaWorks.com. We have hosted, I think 20 or so in the last 18 months, communities that have come in and flown in and done benchmarking trails, particularly on our workforce side. So we’re always open to that because we always learn as much from other Chambers as they learned from us. So it’s a great time to exchange. So if you know chambers are interested in that. We have a staff member that actually focuses on working all the details out and helping chambers, create their benchmarking trips on workforce development and flying in and actually doing that. So appreciate all the time, Brandon, thank you for having us here too. But yes, love to talk to anybody that might have questions. Yeah,

Brandon Burton 39:56
that’s been fantastic having you on the show today. And I think the perspective you bring and the insights the the work you guys are doing is really going from good to best and that best looks different every community. So I hope everyone listening is taking notes on those, those action items they can do to really survey and listen and have that honest heart in mind as they listen to their members to see how you can become the best. So thank you, Donny, for being with us today. I really appreciate it

Thank you enjoyed it.

Brandon Burton
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Destination Master Plan with Cheryl Kilday

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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

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Our guest for this episode is Cheryl Kilday. And Cheryl is the President and CEO of Destination North Myrtle Beach, formerly known as in North Myrtle Beach Chamber. Cheryl is an expert in destination marketing and management and has spent nearly her entire career working with membership based organizations pursuing economic development. Prior to joining the team in North Myrtle Beach, Cheryl has worked in a similar capacity at organizations in Oregon, Vermont and Washington State. Cheryl has earned the prestigious credential of certified destination management executive and has led three of the organization she has worked with to earn certifications as Destination Management accredited. In North Myrtle Beach they are in the accreditation with distinction. Destination North Myrtle Beach also successfully maintained their five star accreditation through the US Chamber of Commerce. Cheryl and her husband Tim are enjoying living in North Myrtle Beach and adjusting to being empty nesters. But Cheryl, I’m excited to have you with us today on Chamber Chat Podcast, I’d love to give you an opportunity to say hello to all the Chamber Champions that are out there listening and share something interesting about yourself so we can all get to know you a little better.

Cheryl Kilday 3:06
Yeah, thank you. It’s a pleasure to be here. It’s funny, when I saw that you were going to ask me to tell you something interesting about myself. I don’t think I’m very interesting. Nobody does. Say it was funny because my husband and I have zigzag the country twice. So we started in the northwest and went to Virginia. And then we went back to the northwest. And now we’re here in South Carolina. And one of the things that all four of the communities that I’ve worked in, in the destination work that we’ve done, they’re all very different, but they all have something in common. And that is they all have wine. And we were in the Willamette Valley before Oregon Pinot was really known for, you know, had the reputation it has today. So we started collecting wine many years ago now. And my coworker Aaron said, tell them that that’s where you rest your me. So I have we have a little wine collection. And that’s where I rest my me. Nice.

Brandon Burton 4:09
You may need to tell us a little bit more about that about your me. You know,

Cheryl Kilday 4:14
I guess it’s been a while but we we worked in Northern Virginia and Loudoun County and we put together a series of heritage videos. And they aired on television. It was the first year that tourism related videos was something that the Emmys include in any category, but we were up against PBS stations and all sorts of other you know, really great opportunities and we actually won an Emmy for our series of, of heritage videos that we did.

Brandon Burton 4:46
That is awesome. So that is something interesting.

Cheryl Kilday 4:52
Like right, is it still relevant?

Brandon Burton 4:54
Right, right. Well tell us a little bit about destination North Myrtle Beach just to give us some An idea of the scope of work the size, your organization, budget staff, that sort of thing to kind of set the table for our discussion.

Cheryl Kilday 5:07
So it really starts with our community. You know, we have 22,000 households in North Myrtle Beach, and less than 10,000 of those are permanent residents. So we are absolutely a tourism destination on any given day, visitors outnumber our residents, probably two to one on this load time is of the year and really, significantly over the peak season on Memorial Day to Labor Day. So we are both the tourism organization as well as the Chamber of Commerce. And in South Carolina. That’s a pretty common model. We have seven full time employees and one part time. And we have a contract with our city for the majority of our funding, which is tourism promotion. And then we have about 650 members that our dues paying and we have a budget overall of about 3.2 to 3.5 million All right, he described ourselves as small and mighty.

Brandon Burton 6:06
Yeah, yeah, yeah cuz you guys that you see a lot of traffic there’s through North Myrtle Beach and then with the team this size, and you guys are doing a lot of work carrying a big load so well, for our topic for today, we’ve settled around the idea of talking about destination master plans. So we’ll we’ll get into that conversation what that means how you guys are approaching that work and everything as soon as you get back from this quick break.

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Christine Langenfeld

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Brandon Burton 9:17
All right, Cheryl, we’re back. So as I mentioned before the break we’re talking today about destination master plans. So talk to us about what is what do you see is it a destination master planned and kind of the melding between a destination organization and chamber organization how that fits together?

Cheryl Kilday 9:36
You know, destination master plans are becoming more common. And it really is the combination of looking at how all the different organizations in a community can intersect and share a purpose and vision for a long term plan for the community. So you know it’s different from a marketing plan or a strategic plan. is different from a comprehensive plan that community municipality may be required to have, but they do leverage off of each other. And so what we’ve been working to do is really concentrate with four guiding principles, and to look at what we wanted to do as a community. And we’ve used a quote from Warren Buffett quite a bit, where he talks about how somebody is sitting in the shade today, because somebody a long time ago, planted the tree. And, and so we use that as part of the starting point, because we weren’t really focused on aligning what the residents care about and what they see, for long term. We’ve been a rapidly growing community over the last few years. And there’s some pushback on that. What does the business community need? How do we make sure that we’ve got a thriving and sustainable economy? What are we doing to help the environment and the place that we live as things are changing, and then looking at the visitor experience, because we are built on a tourism economy, so we have to also look at that part of our community. So using those guiding principles, we’ve come up with some areas where we really feel like we can connect, and align all of those interested organizations and individuals to share in how to make a destination Master Plan come to fruition, right.

Brandon Burton 11:23
So you had mentioned how it’s different than a strategic plan or a community vision. And I see destination master plan can be a component of those things, as you have a greater community vision, or as a chamber, if you’ve got tourism responsibilities, having that be part of that strategic plan, that having that specific focus on on the destination and, and being able to align some of those resources and see where that crossover is to really, you know, make it a win win all across the community.

Cheryl Kilday 11:55
And part of that is defining roles, right? Because, you know, you’ve got to chambers in many communities, the there might be a Sports Commission and a tourism and see that separate, you’ve got regional governments, you’ve got local governments, you’ve got so many different places to intersect. And I think it’s really helps when you have a destination master plan, because it does, it defines who leads, and what the role of our organization is, because sometimes we’re an advocate, sometimes we’re a partner, sometimes where support, and sometimes we’re the leader. And so the destination Master Plan and the implementation strategy, we’re putting together a workforce to really look at that and make sure that we’re defining and an and have agreement on who are those leaders conveners, you know, advocates, that sort of thing, so that we aren’t stepping on each other. But we’re also, you know, agreeing that yes, this is in our wheelhouse, and we’ll take the lead on this. So. So that’s one of the first steps. We just got our master plan, literally last week, oh, consulting team. So we’re just in that good timing of looking at that implementation strategy and how to make it work. All right.

Brandon Burton 13:05
So I think that’s an important aspect to consider is the defining of roles. And as you mentioned, sometimes there’s, you know, individuals at the city level or within the chamber, or maybe the tourism is different than the chamber. whose role is it to divine the roles? And how do you say, this is what we’ll do? This is what you do. And I’m sure it’s a convening of mines and being able to hash through some of that, but how did it work for you guys?

Cheryl Kilday 13:33
Right, we had a very inclusive process and developing our master plan. We did twelves subject matter expert groups up there, like focus groups, where they met with the consulting team, we had 25 community leaders, both elected officials, public officials, and business leaders, with an resident HOA type leaders as well. So it’s we had 25 interviews, we had a community town halls twice, we had a resident survey, and we ran that twice. And for a community with, you know, less than 20,000 permanent residents. We had about 4000 people respond to our residents survey. And our consulting team gave us a comparison that when la did a similar study, they had 1000 and thought it was a great response. So I mean, we really had overwhelming participation throughout our development. And because it was so inclusive, we really feel like we we’ve got a good sense of the pulse of where the enthusiasm that concerns the shared opportunities are.

Brandon Burton 14:43
Right. So I’m always curious when I hear a chamber organization talking about reaching out to residents and citizens. First of all, a lot of the common people in in a community have no idea what a Chamber of Commerce does. So how do you go about soliciting? Those, those surveys and responses in a way that that warranted such a great outcome such a great return. Well, we

Cheryl Kilday 15:08
we literally talked about that we were going to do this destination master plan every chance we got. And we have reached out to the HOAs to try to get them involved. And we actually had a steering committee that still exists and one of the bigger HOAs is involved in it, which then also gives her access to work the network of HOA leaders. So that was, I think that was really valuable. I also we use social media and there are a lot of a lot of Facebook groups that I you know, I love Cherry Grove, I love Ocean Drive, you know, we’ve got four different very distinct features here. And so those, you know, each one has a group and there’s a lot of different Face Face Book opportunities. So we use boosted posts to really advertise the, the idea of this, we actually did some billboards, and we did radio and TV, and just really trying to let people know that we were doing it and that we cared about their, that their opinions, we really share those guiding principles and the importance of aligning with residents, because resident quality of life is really important to us. And, you know, we’re doing it in our community is becoming overrun with visitors that doesn’t help the visitor experience or the resident experience. And so to be honest about that, and invite that as part of the conversation, I think matter. Right?

Brandon Burton 16:29
So the for this next question, I’m not going to pretend that you’re the expert on the topic, necessarily. I’d love to get your perspective, although not an expert, you do have an Emmy. So I think it carries some weight. But as chambers listening, what would from your perspective, having gone through this, you know, creating a destination master plan, when would be the right time for a community to consider or to really explore the idea of creating a specific destination master plan. For us, we actually

Cheryl Kilday 17:01
started exploring the idea of doing it. In our last strategic plan, Eddie, Eddie merged, and we’re about a year behind on working on it because of COVID. So I know a lot of communities use COVID to sort of regroup and think about what they wanted to do. And so for some of them as they’re emerging from COVID, that might be a really good time. For us. It was we were crazy busy during COVID, and really didn’t have the same experience as all other communities. Because people wanted to go to the beach, we have so many second homeowners, if you’re going to be shut down, would you rather be shut down in a condo in an urban setting or at the beach? So we actually saw really busy COVID period which had a whole different set of issues, but I think every community has to kind of think about when is this opportunity right for us? How do we gain that trust and access to the residents to be to be really thoughtful about the inclusive factions and and how to bring them together to build trust. So we worked on, we worked on a resident campaign during COVID, because they were really upset with how busy we were. And so we really worked on saying, you know, we understand, we hear you, we are being accountable to you. And this is what we are doing because we were not advertising to for people to come during COVID, we were actually advertising on how to travel safely, because we wanted them to know we cared about people bringing things here and creating other issues. So we actually worked really closely with our residents and use that timeframe to help build trust, and that they knew that we heard them and felt the same way that we were not just about a bottom line, and we’re about people. And and so then the timing worked for us to go ahead and and develop the destination master plan after that. And but I think if we had tried to do it during when that was originally the timeframe, and because we were open we could have but it was the wrong time. So I think that if you look around and say, okay, is this the right time? What else is our community addressing? Is that supported by the development of a master plan? Or is it better to to wait and do it at another time? Another factor for us is that our city is required in South Carolina to do a comprehensive planning are so many years and every five years, they have to refresh it. And 2023 is the year they have to refresh it. And so our master plan becomes a tool for them because they’ve been very involved in this. And so it actually has an opportunity to utilize some of that and have fewer surveys or their own public meetings. It’s kind of shorten some of the things that they need to do that are already addressed in a destination master plan.

Brandon Burton 19:58
Right? I didn’t even think Got that with North Myrtle Beach being a drivable destination for a lot of people during COVID, when it was a little sketchy to get on an airplane or to do certain types of travel that they could hop in their car and still have that vacation experience and be at the beach and everything and outdoors and be safe. That really is a key for being able to drive, you know, success through co essay success in terms of, you know, high traffic with visitors

Cheryl Kilday 20:28
with the Wall Street Journal journal. Journalism, ask us, so, you know, aren’t you worried everybody’s, you know, coming to the beach? And I said, okay, so have you been to our beach, because we have nine miles and wide open beaches. So even if we have 100,000 people here, they’re not all going to be crowded up together, and they’re not all going to be at the beach at the same time. They were living here working remotely their students, you know, in their households were learning remotely. And they were being careful. I mean, we really, we really, as a community didn’t have, you know, these some of the crisis that some communities had, but we were able because, you know, golf and the beach, or to the big outdoor activities here, people, we’re able to do that safely. Yeah.

Brandon Burton 21:16
So I’m curious as far as so now you have this destination master plan together? What do the action items look at it? Or how do you go about executing on the this master plan?

Cheryl Kilday 21:29
Yeah, that’s now we’re at that stage of wow, we’ve got this plan. So you know, our goals identified in the plan, there’s four key areas, and then those guiding principles that sustainably sustainability, quality of of life, the visitor experience, and all of that those are all in each of these goals, like one of them, I’m just going to take one is to improve accessibility and connectivity. So that’s trails that’s, you know, becoming an autism friendly community and making sure that our hospitality and public amenities have been trained on what that means and are ready for that, that were accessible to all types of travelers, we’ve got some great adaptive surfing here that does that. But what else? You know, what’s, what’s consumer facing? And how can we make sure that that not just for visitors, but for residents is connected and accessible? And all the things that that looks like? So now we’re looking at that implementation plan and looking at what are those specific projects? And what short term midterm and long term because we’re really, this is a 10 year plan. It’s not something we have to knock off in three years. Otherwise, it would be very overwhelming. But we’re really just putting that workforce that cross functional work group together to to address the timing of those are the is as realistic as this, how are we going to fund it? How does the queue work? What’s ready? What’s the most ready? You know, I think it’s great when you receive a plan from a consulting team, they don’t live here. And they, you know, they can go home. But now we live here. And we’re like, Okay, what do we do? And I think there’s a certain value of adding in sort of a readiness model is, what are these that are the most ready? And are they the right ones at the at the right time? And if we queue things up, so we’re not competing against ourselves to try to get things done. How does that work? So at our executive committee meeting yesterday, we agreed that we’re going to reorganize that implementation plan that they gave us and give us some different colors and add in a couple of columns about some of those kinds of likelihood types of things is funding available. And I mean, that’s really important, because it may be aspirational, to have some of those things shorter term that they might be more appropriate mid term, if there’s some funding mechanisms that need to be secured first.

Brandon Burton 23:51
Right. So I think it’s important to mention that or to reiterate maybe that you’d said this is a 10 year plan. So it’s not like things are happening overnight. Like it gives you time and runway to get some of these things done. But along that tenure timeline, how often do you guys reconvene? And kind of, you know, check the pulse on the progress. And it may be correct course where needed and to be able to keep you on that target?

Cheryl Kilday 24:17
Well, I think that we’re planning to keep it top of mind in our organization with a separate budget item, as well as a reporting mechanism. So we’ve got a communications plan that we’re putting together to be accountable for being the shepherds of this plan, so to speak. And, and we will actually include some community campaigning going along as we go and make sure that they stay engaged with this. And so having said that, we are just like I said, we just got this plan last week and implementation strategy. We’re going to start meeting I believe, shortly with the city and our cross functional group. And then I anticipate that at the beginning, they’ll meet monthly and then probably get to a quarterly. And then we’ll probably have a separate reporting out every year. So that there’s a shared annual report on what we, we’ve the collective of who’s got specific roles in the plan, have some sort of shared output, that would be on our website, and ideally, the city would find a place to put on their website and some of the other partners as well. Right.

Brandon Burton 25:27
That’s, that’s good. So before we start wrapping up here, I wanted to see is there anything that we’re missing as far as going through the process of creating a destination marketing plan that should be considered that maybe we haven’t touched on yet in our conversation?

Cheryl Kilday 25:43
Yeah, I think I mean, one of the things that I know that we’re dealing with, since you’ve seen this implementation strategies, really making sure that you’re, that we’re all positioned for success, right? Because there are some things that we’re going to be able to knock off pretty easily and making sure that those are the things that are in the short term part of your plan. But you have to make sure that you have a dose of realism. And so funding is one of the first things that we’re going to be talking about, is making sure that we’ve got the right kind of funding mechanism, our dollars are very restricted for the tourism use. And there’s things that we need to do that we can’t do with the existing funding mechanism. And so how do we tackle that? And so, and I would say that for all of us, it’s not about money. It’s about programming and results that we want. And when you define what that is, then you figure out how the how the funding supports it. But if you start by saying I need x number of dollars, then people are like, well, what are you going to do with those dollars? So if you start by answering that question, first, we think that that will help that funding conversation, not be about, oh, we need money. It’s like we need to figure out how to make these things possible. Right.

Brandon Burton 26:54
I think that’s a really good point. So as we do start wrapping up here, I wanted to ask if you have any tip or action item that you’d like to share for any chamber champions listening who are interested in taking their chamber up to the next level? What would you offer them?

Cheryl Kilday 27:11
Yeah, I think whether it’s a destination master plan, or just making sure that you’re really well versed in what the comprehensive plan is, and what organizations are out there that have a plan, and have you ever sat down and just kind of asked everybody where you can find that way of supporting one another. You know, I worked in another community where we didn’t do a destination master plan, but we worked on a shared community vision. And we sat down with all the different organizations and understood each other and that helped prevent program creep. But it also helped them be advocates for us, and we can advocate for them. And so there’s certainly ways to accomplish some of the things that destination masterplan does with just having some of those really great opportunities for working together. And years ago, a gentleman that we worked with use the term we all need to be readily available with our coalition’s and alliances, and you develop those relationships when there’s no threat. And you build trust and awareness and appreciation so that when you need somebody, you can call on them. You don’t wait until you need something to try to develop a relationship.

Brandon Burton 28:21
I heard a quote before, and I can’t remember who said it, but I’m going to claim it as mine now, but it’s you dig your well before you’re thirsty, right? So you got to do put in the hard work ahead of time before you actually need something. So building those relationships, understanding what people you know, other organizations do. And then you know, as you need something from each other, you know where to go. And you have that trusted relationship that’s been built over time. And it’s not just coming with the need in the moment, saying I’m thirsty, you know, help me Yeah, like, I don’t know you. So that’s a that’s a great tip. So I like asking everyone I have on the show, as we look to the future of chambers of commerce, how do you see the future of chamber their chambers and their purpose going forward?

Cheryl Kilday 29:07
I think that alignment with residents is changing in our country. I think people expect to be heard and that the balance of business need and resident needs. So I know we’ve worked to personify business, instead of making it seem like we just cared about bottom care about bottom lines, that those are people. We learned that during COVID that the residents were feeling like the the city was only concerned about keeping business open and they didn’t care about the residents. And so we talked about who those businesses are not what they are, but who they are. And you know that that bartender or that accountants or whoever that person is, and the community has a face and so we really tried to give businesses a face. And I think that that is going to continue I think people found their voice residents found their Voice during some of those, you look at whether it’s civil unrest or violence or COVID, there’s been a lot of ways where people have found a voice in our country. And I think we’ve had, as chambers have to hear that, and find those areas where we can reach out and make sure that we’re building alliances with that residence so that we can align and have a successful community.

Brandon Burton 30:23
Yeah. And I think in the world today, with all the social media platforms that are out there, it makes it a lot easier to put a face on these businesses, right, instead of just looking at a list of business names that are members of your organization, you can, you know, be friends with them on Facebook, or Instagram or Tiktok, or whatever they’re on, and really get to know who they are what’s important to them, you know, what’s their family life look like? What are they doing when they’re not, you know, at, you know, styling hair or serving you dinner or whatever it may be. So, I think that’s a great way of looking to the future and really making sure that that we’re listening to the peep the the residents and the business owners in the communities. That’s right. Well, Cheryl, I wanted to give you an opportunity to share any contact information for listeners who are listening who want to maybe reach out to you and learn more about creating a destination master plan or just more how you guys are doing things here in North Myrtle Beach, what would be the best way for someone to reach out and connect with you,

Cheryl Kilday 31:25
thank you emails always the best way to reach me and that’s ckilday@destinationnmb.com.

Brandon Burton 31:38
All right, and I will get that in our show notes for this episode as well. So people can pull that up and and reach out and connect with you. But I really appreciate you coming on the show. And I know this is a new thing for you guys that are in North Myrtle Beach, but to be able to be a little bit vulnerable in the process and how you guys set it up and and how you’re looking forward on executing on this this new destination master plan. So thank you for for sharing this experience and insights with us today on chamber chat podcast.

Cheryl Kilday 32:08
Thank you very much.

Brandon Burton 32:10
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Clean Energy & Chambers with Ryan Evans

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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

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Our guest for this episode is Ryan Evans. Ryan joined the Chamber for Innovation and Clean Energy in March 2019 and serves as the executive director. Prior to being named Executive Director Ryan was a member of CICS National Advisory Board for six years. Previously, Ryan served as president of the Utah Solar Energy Association for three years, which is a trade association he co founded was an executive for 13 years with the Salt Lake Chamber, which is one of the largest chambers of commerce in the country, and served as the Executive Administrator for the Utah State Chamber of Commerce. Ryan is a recognized leader and regional speaker both locally and nationally on renewable energy policy and economic impacts of air quality community engagement and relationship building. Ryan is an IOM graduate, and now serves on the US Chambers National Board of Trustees. Ryan attended the University of Vermont and graduated with a bachelor’s degree in psychology from the University of Utah. Ryan, I’m excited to have you with us today here on Chamber Chat Podcast, love to give you an opportunity to say hello to all the Chamber Champions out there listening and share something interesting about yourself so we can all get to know you a little better.

Ryan Evans 3:12
Thank you, Brandon, appreciate the opportunity to be on the chamber chat podcast. Listen to you a bunch of times. And this is great to actually be able to speak with you and speak with the Chamber Champions listening in today. Something fun for me, I guess, in terms of interest for me, I’ve been in the chamber and association industry for just over 20 years now. It’s kind of crazy how that journey started. I was an entrepreneur. Prior to being in the chamber industry, I own my own restaurant, I was a trained chef at one point when that when I left that partnership as a lot of restaurants don’t, you know, have the tendency to fail. I was one of those. One of those cases, started looking for a job that would maybe help given or maybe work given my managerial background, but not something that actually I didn’t want to start from scratch again. So I started looking for sales positions, knowing that at least that way, if I worked hard, I could make money. And sure enough, the Salt Lake chamber was hiring at the time. And little did I know that that would lead to a 20 year career after starting they’re making $13,000 An hour plus or $13,000.

Brandon Burton 4:18
Are they still hiring? Let me sign up

Ryan Evans 4:22
1000 a year plus commissions and I made it work pretty good. But yeah, 30,000 hour would be one heck of an opportunity. That’s right. So I know that that all steamrolled into, you know getting into clean energy and eventually this role here where I get to meld both the clean energy world and the Chamber history that I have, and it’s a great relationship. So it’s been great. Absolutely. It’s

Brandon Burton 4:44
like your background has been perfect for this union to bring into the chambers for innovation to clean energy very much. So speaking to that, tell us a little bit about the chambers of the chambers for innovation, clean energy, just kind of The size, the scope of work staff, just give us some perspective of where you’re coming from, with the organization to kind of set the stage for our discussion today. Absolutely, thank

Ryan Evans 5:10
you. So chambers renovation and clean energy as we affectionately like to call it, CIC II, as you alluded to Brandon, we are a national network of about 1300 chambers and economic development associations across the country, doesn’t mean we work with every single one of those every single year. But those are the groups that we stay in touch with quite a bit that we work with. Our whole role is to help advance the clean energy economy, at chambers innovation in clean energy, we’re not an environmental group, we’re not anti anything, we are strictly clean energy experts, and help to look to educate chambers on how they can capitalize on this growing segment of our economy, how they can be better involved in promoting good clean energy policy, how they can what what they need to know, to better understand the technology that exists and how to get past a lot of the misinformation that’s out there, whether Pro or negative regarding clean energy, we do a lot of best practice sharing of what chambers are doing across the country. And then we’ll get in and we’ll even advise chambers on particular public policy issues at the state or local level that they may be experiencing. firsthand. So again, we you know, our whole role is to work with chambers. And we do that for free. We have funding in place that allows us to work with any chamber anywhere. Typically, I mentioned 1300. But typically we work with we try to work in about seven or eight priority states at one time. And he states where we spend a little extra time, given that they’ve got more opportunity for clean energy or more challenges being presented for clean energy. And so we sort of rotate that out on on any given year. But as of right now, the states where we spend most of our time are Ohio, North Carolina, Florida, Arizona, Colorado, South Carolina, Virginia, and in some work in the Northeast as

Brandon Burton 7:04
well. All right, well, that definitely helps give some perspective as to the kind of work you’re involved with and the the approach you take with some of the these chambers and 1300 chambers that you work with. As we focus our discussion today. I’m kind of halfway joking. But when I say we’re going to talk about clean energy and chambers, even if they don’t think that it matters or something that they care about at the moment, we’ll talk about why it does matter. And how your local chamber can get involved, why you should be involved, what opportunities are out there. And we’ll dive into this discussion much deeper as soon as you get back from this quick break.

Visit ChamberNation.com to learn more.

Donna Novitsky 9:33
Hi, everyone, Donna from Yiftee here with another fun fact about small businesses. Did you know that there are 77 million people working in small businesses in the US? That’s almost half of the entire civilian workforce. But I know that you already know the value of local businesses. That is why we created community cards. They bring revenue to your members’ businesses that today is leaving your community and going to national brands and e-commerce companies. In addition to consumers we see schools, hospitals, city governments and companies buying community cards in bulk instead of buying big box store and online gift cards. Community cards keep local dollars local. For more info come to a demo or email us at sales@yiftee.com. We look forward to meeting you back to you Brandon.

Brandon Burton 10:27
All right, Ryan, we’re back. So as I alluded to, before the break, today, we’re diving into how chambers can get involved with with clean energy, why they should care, maybe that’s a good starting point, as far as why chamber should care about focusing on clean energy. And then you mentioned a couple items, you know, before the break is to, you know, the economic impact and things like that. But talk to us a little bit about why chambers should have clean energy on their radar and be intentional about trying to promote clean energy in their communities.

Ryan Evans 11:02
Sure, thank you. You know, honestly, this conversation would have been pretty different five years ago. But now, I think there’s no doubt that anybody, you know, nobody has a doubt that we are in the midst of an energy transformation in the United States of America and across the across the globe, really, we are, over the last several years, clean energy speed between solar and wind have been responsible for more than 90% of new electric generation built across the country. So in other words, we still have a lot of our electricity coming from natural gas, which is the number one on the fossil fuel side. And again, we’re not anti anything, we’re all of the above, we just truly know that the Clean Energy Economics will win out in the end, as natural gas started to actually overtake coal. Many years ago, when coal was the workhorse for electricity, then it became natural gas. And it still is natural gas. But now it’s really starting to shift towards more renewable energy sources. So that’s sort of number one is that we’re looking at the future of America being very much powered, whether it’s 100%, like some people think, or at least very high into the 80s, a 90%, by some sort of cleaner energy than we have now. So that’s a significant number one. Number two, your members care about their utility bills. That’s one of the highest costs of doing business in any state. So what is your electricity and heating bills look like? And where is that source of that pain point coming from? In most states, that’s still natural gas. And for a long time, natural gas was a great lower cost option for communities. Now, however, we’ve seen, especially in the last two years, the fluctuation within the volatility of natural gas pricing. So a lot of corporations are really being attracted to the fact that solar and wind are now the cheapest form of electricity you can get. And when you enter into a contract for these corporations that again, are members of chambers all over the country, they’re locking into those price points that they sign these contracts for, for anywhere from 20 to 35 years. So there’s absolute predictability in their electrical costs going forward, at least for that segment that they’re getting from clean energy. The other factor that I’ll mention is it just brings it back to home wherever you are, there are clean energy jobs being created on a regular basis. There are more people in employed in the solar industry alone than all of fossil fuel industries combined. That’s just solar. That’s not wind, that’s not electric vehicles. That’s not batteries and energy storage, and energy efficiency. So clean energy is a job creator, like no other. And then it brings home capital investment, it brings home economic opportunities and tax revenues for communities. So there are lots of reasons why chambers should engage or at least be interested, and at the very least be willing to provide good information to their communities, because there’s just there’s a lot to it. And a lot of voices get heard. And I think it’s given the amount of opportunity and challenges there are, it’s just important to at least be a good provider of information for your members and your community as a whole.

Brandon Burton 14:32
Right. So it’s been a couple of years ago now but our electric provider, I’m in Texas in our electric provider, we’re part of a co op and each year they do a brisket dinner, you know so we can go and as a member of the Co Op, they provide the brisket dinner, they do a little dog and pony show about the work they’re doing and at this particular dinner I was at they put up on the slideshow, this solar farm that they had and like, Wait, that’s like, right around the corner from my house. And I had no idea that the solar farm was there. And sure enough, I’m pulling up the Google satellite images, and it’s, you know, probably a mile from my house, and had no idea. But if it was a natural gas plant or something else, like, other things would definitely stand out, and you would notice, but um, just the clean energy can make such an impact in a community without being, you know, super noticeable. But so I think that our Electric Co Op did a good job of explaining that. But as far as the chamber goes, he said, you know, most importantly, even if it’s just sharing, you know, accurate good information with their community with their members. Obviously, we can point them to you to your organization to get some that that good information to share. But as the chamber looks to get involved and say, Yeah, this is important that we create jobs in clean energy, because that’s where the future is going. Or it’s important for us to help lower those utility rates for our member businesses, and for just our community in general to be able to thrive more and have more discretionary income, all these different points that you touched on the job creation. If a chamber wanted to get involved, where do they start with being able to try to move the ball try to move the needle, so to speak in their community?

Ryan Evans 16:27
There’s, there’s quite a few places you can start. And actually, I want to jump back really quick if it’s okay, Brandon, and just common, Texas, just because you brought up Texas and you brought up two things that I’m pretty passionate about. One is realistically, most solar installations you don’t notice. So you’re absolutely right, there’s a lot of misinformation that they’re obstructive that they’re an eyesore. But yet, most times people have no idea that they’re within a mile or two of their home, because they have that low profile, and you can put up trees around them, you can put up shrubs and bushes around them. So I appreciate and love the fact that you didn’t even notice not necessarily. But then also just on Texas really quick. It’s Texas is one of my favorite stories to tell because even though they have been traditionally one of the the number one oil and gas state in the country, and they are known as an oil and gas state and Houston particular huge oil and gas market, right. Yet, Texas is the number two state in the nation for most solar installations in terms of size of those installations combined. And number one, as far as wind, this is a state that truly embraces the all of the above energy form, you know, mentality in an incredible way. And, you know, chambers, like the Greater Houston partnership, for example, are all in on this all of the above factor and even looking at new technologies like carbon capture, and all these other great things that we see out there. So I just want to throw my you know, throw a shout out for taxes just in terms of, you know, that typical state that has learned that they don’t have to just be dependent on that fossil fuel economy that there is this huge other opportunity out there for the state and for electrical ratepayers and whatnot.

Brandon Burton 18:07
I will say if you ever drive between Abilene and San Angelo, you will see the wind. As far as your eye can see, you will see windmills. So

Ryan Evans 18:16
yeah, there’s a lot of places around the country that are like that, where you just see them. But a lot of cases, there’s really not much else there. So they may as well, Saturday. Right, right. And you know, as far as how you get involved, there’s lots of ways number one, I guarantee that almost every single chamber in the country has some sort of clean energy industry a company within their membership, it may not be a solar installer, it may not be a manufacturer of solar or wind turbine parts. But it might be somebody who supplies workforce to that it might be a company that is a fencing company that puts up temporary fencing around renewable energy installations as they’re going up. So there’s, it’s incredible the supply chain that exists out into the clean energy world. So one, look at your own membership and see who’s there and see what the important issues are to talk to your utility. I always recommend you, you know, work with your utility on clean energy, because ultimately, they’re going to be the one that does a lot of it outside of the private companies that develop. But don’t also take the utilities word for it completely ask questions, look for what might be the best opportunities for your entire region and start a business Coalition for you know, that looks at sustainability and clean energy by starting a committee like that. It’s amazing what you’ll learn from your members in terms of what they’re doing to either procure clean energy on their own or through the utility, what they’re doing internally to improve their emissions outcomes so they’re more sustainable. It’s it’s pretty impressive to see what businesses do and it’s one great thing chambers can do is promote what their businesses are doing. Proactiv basis as well, that’s that’s just a great thing. Another thing that you can do, if you want to get involved is reach out to us, of course, I’m not going to give a sales pitch there. But that’s what we do. If there’s, you know, we’re happy to chat with any chamber anywhere all the time, just to say, hey, here’s the hotspots that we see, maybe this is a chance for you to engage. And lastly, look in your state for some sort of a state level clean energy or solar industry association. So prior to, as you mentioned, in the my introduction, I was the president and founder of the Utah solar industry association, we worked with chambers all across the state, trying to help educate them on solar policy and clean energy policy and how they can help protect the jobs that, you know, we’re being built by this industry within the state. So look to those associations and bring them as partners or ask them to be members, so they can kind of make sure your members are informed on the hot topics of the day regarding the clean energy industries. Yeah.

Brandon Burton 20:58
So I don’t mean to keep going back to stuff to this example, in Texas. So chambers are known for being conveners, right. And as I see a lot of this land, like with these wind farms that we’re talking about, not only are they wind farms, but they have their oil rigs that are going, they have their cattle that are grazing on the fields. And so they’ve got multiple streams of income using this land that’s very agricultural based. And if a chamber can see and recognize these opportunities, be that convener to make some introductions to help introduce some of these clean energy capabilities. On to that, that rancher or that person who has an oil rig set up or whatever it may be, I mean, we’re talking things that are very hyper focused in Texas, for sure. But other parts of the country, the land may be used for something else, but it could also be used, in addition to for wind or solar. So that convener make those introductions. Yeah,

Ryan Evans 21:58
no, that’s a great point number one. Yeah. So always and chamber should know this. And they do know this. And mean, chambers are conveners of the voice of business, the, you know, the, they’re the convener of the business communities, and realistically for their whole community. So there is an opportunity just to talk to people about what is possible. And yeah, in Texas, you will often see wind turbines right next to oil rigs, and maybe cattle grazing as well. In Ohio, you may see a solar installation, where, you know, maybe 5%, of a generational farm is being utilized for solar energy along with 5% of another farm nearby them and 10% of another farm nearby them. But those, that five or 10% of the farm property is actually giving annual revenue anywhere from 100,000 to $300,000. A year to those farm owners. And a lot of cases, it’s helping keep farmland in a family name and helping them not to have to sell it off, or because it’s a lease arrangement, or even turn some other land into a subdivision for homes. I mean, that’s, that’s just and once you put homes in that property’s gone with a solar installation for, you know, for example, in a rural farming community, typically those panels have been in the ground for, you know, 30 to 35 years, but at the same time, like you say, you’re farming on the rest of your property, you can still do some agriculture underneath the solar panels. And a lot of case you can still graze animals like sheep throughout an entire solar area. So yeah, there are lots of other ways that you can promote the land and utilize the land for economic or just community benefit.

Brandon Burton 23:40
Right. And from the farmer perspective, I say, you know, there’s a lot of government subsidies for farmers to either not grow a crop or to grow, you know, more, you know, mono cropping, you know, which has its own issues. So to be able to introduce another stream of income for these farmers could really help them actually farm what they need to and want to farm versus what the government’s paying them to do. And it gives them a lot more freedom. Absolutely. And

Ryan Evans 24:07
if you get farmer start on this, a lot of them are going to tell you, this is a property rights thing. If I want to put solar on my farm, I want to put solar on my farm, and they get pretty passionate about it speak out in lots of different state houses across the country on their property rights. And it’s don’t get in the middle of a farmer and their property rights. I’ll tell you that much right now.

Brandon Burton 24:25
That’s right. So for chambers that are listening, I’d like to hear maybe a an innovative example or two where you’ve seen whether it’s a chamber stepping into introduce clean energy policy or just implementation of some sort. What are some of these innovative things that you’ve seen across the country as as people try to lean more heavily into clean energy? Yeah,

Ryan Evans 24:52
there’s, I don’t know if I can go to innovative on how chambers participate, but I can give some really Good examples of how chambers have engaged. Okay. Oh. And that’s it’s just sometimes tough because chambers are generalists for the most part, right, they need to know a lot about a lot of different industries. And so sometimes it’s really hard to dig really far into one particular topic or subject matter. But you know, in the case of chambers, one thing that we are always encouraged by is when we see coalitions of chambers that stand up for clean energy. So we’ve seen it in Ohio, when Chambers as a collective whole, all stood up and spoke out against negative anti renewable energy legislation a few years ago, in the Northeast, and now in the southeast, we’re seeing a lot of rallying by chambers to support the possibility of offshore wind development, off the coast of the East Coast. And we’re beginning to see a little bit of that in the, in the south er, in the in the south, and in the West, and the Gulf Coast and off in the Pacific Ocean, off the coast of California, and Oregon and Washington. So we see a lot of this convening and working together. We’ve seen everything from electric vehicle ride and drive and demonstrations, to clean energy industry, hosted forums and conferences, all around renewable energy and sustainability. We’ve seen energy tours. So in Utah, where I used to live, the Salt Lake chamber had few years in a row had done energy tours, where they took their members out to various energy installations. And one of them was all about clean energy, taking them to wind taken to a solar farm, etc, etc. In and, you know, clean energy, sort of a broad topic, but, and even just a couple of weeks now, the St. Pete chamber in Florida is doing a sustainability and resilience tour, they’re going to take some of their members down to see how, amongst other things, clean energy benefited certain areas to keep the lights on, as well as other resilience efforts from some of the other communities that they can bring back to St. Pete to learn from so that they are a more resilient, more resilient community for future storms. So lots of different ways that chambers have been engaged, whether it’s op eds, whether it’s events, or just, you know, fighting for good policy at a state house or the federal level.

Brandon Burton 27:29
Very good. Those are all really good examples and ways that chambers can definitely get involved. So this question may be coming from left field for you. And if you don’t want to answer it, we can edit it out. How have you seen any integration with with Bitcoin miners? And no, there’s been a lot of talk about the energy consumption of Bitcoin mining. And then Bitcoin miners trying to make the argument with clean energy and using some of these resources to offset some of those carbon emissions and whatnot. I’ll be

Ryan Evans 28:09
honest, you may want to edit this out, I don’t know Brandon, I can give a little editorial on that. It’s, it’s a tough sell, because it is high high energy usage. So we, however, did see you know, in for a little bit in Miami, we started talking about it because the local government in Miami was really trying hard to attract some Bitcoin industry there. But that energy usage was really tough, because, you know, Florida can only expand so much in terms of their energy development, their energy usage, etc. And, you know, one of the selling factors was they have such a huge nuclear, new as nuclear energy is such a huge part of their overall energy resources. And, you know, the Bitcoin it was trying to sell that, but all of that energy was already being utilized for something else. So all of this would have just been, they would have had to develop new energy. And at that point, you’ve for the most part, it’s going to make sense to build solar. So I think in general, when it comes to Bitcoin, it’s great. There is an opportunity there, but it should not be done trying to sell it as utilizing existing resources. I think in a lot of ways. If you are going to law and try to get some bitcoin manufacturing and mining going on in your communities, you really do need to look at how are we going to provide new generation to, to supply that particular operation? Yeah. All right. Well,

Brandon Burton 29:40
we’ll we’ll see what we do with that. So I’d like to ask everyone I have on the show, if there’s any tips or action items that you’d be willing to share with those listening, if they wanted to maybe get involved more with clean energy in their communities or We’re maybe something totally off topic, but for these chambers who want to take their organization up to the next level, what would you offer for them?

Ryan Evans 30:07
Thank you. Yeah, I’ve got a few things. So number one, if not every chamber is engaged in advocacy. And I understand that, at the very minimum, though Chambers as the voice of business and conveners in their community should look to be a good source of reliable information. And much like a lot of other things in the world, there’s so much misinformation put out in the world about clean energy. There are so many groups that are not local, yet, they’ll bring in people from, you know, from far away to come in and fight renewable energy projects in small communities, and make it seem like this opposition is so loud, we call them NIMBY groups, so not my backyard groups. So if nothing else, I think it’s really important that chambers look to be sources of good third party reliable expert information. So that those that actually live in the community can, you know, can really look at the facts and say, We want to make a good informed decision. So that’s, that’s sort of number one. Another just sort of tip and maybe a tidbit that I want to throw out there. There is, you know, chambers by nature tend to really love bipartisan policy. That’s sort of how we work right, we bring people together so that we can find the common ground, what’s best for the business community, what’s best for an economy, an advocate for that, whether it’s coming from the AR side, or the D side, it doesn’t really matter, we try to find the best possible policy for business businesses in our state. You know, and we certainly saw a really good example of that in the bipartisan infrastructure package that was passed two years ago, phenomenal is twice something 20 years in the making, it’s something we should all be proud of in the chamber industry that we’ve all fought for it. And that’s going to lead to everything from bridges and roads, but also to transmission lines for more utilities, for more electric vehicle charging infrastructure out there in the world as we make this transition. So there’s lots of clean energy angles on that. But the tidbit that I want to share that, yeah, I built it up to get to it. There was, you know, not a lot of chambers love the fact that the inflation Reduction Act was passed on a partisan basis. And I understand that, and I completely agree, this is a tidbit that I think is really important for people to understand. If you take away all of the other aspects of the inflation Reduction Act, and only look at the clean energy provisions within that which, you know, amounted to about a $379 billion package way, way less than what that quote unquote, green New Deal was being presented as many many years ago. But that particular legislation, just the clean energy provisions, almost every single major component of that policy has a history of bipartisan support. And a and a lot of them have a proven return on investment for that type of state tax incentive. As a lot of people say that inflation Reduction Act is really carrot heavy, and very stick light, meaning it’s all about the incentives trying to you know, trying to drive innovation and spur this new aspect to our economy, rather than penalizing and putting out more regulatory efforts that none of us really like to see in the world. So again, just I think it’s really important that something that I’ve been very passionate about is saying, if you just take out those clean energy aspects, you will see that so many of them either had bipartisan support, or suggested by and promoted by Republicans versus the Democrats that voted for the package. So really just go beyond the talking points of partisan and say, Ah, actually, there’s some really great stuff in here that’s proven value, and has proven to be supported by both sides of the aisle and people across the country.

Brandon Burton 33:56
Right. I appreciate you sharing the tips and tidbits with us there. As we look to the future of chambers, and I see a lot of the work you’re doing is future leaning. But as we look to the future of chambers, how do you see the future of chambers in their purpose going forward?

Ryan Evans 34:15
I think chambers have a more important role now than they’ve ever had before. We’ve, you know, been building up the chamber industry for 100 years, you know, over the last 10 years, I think they’ve gotten more and more influential. Really, there’s so much within the industry that’s really looking to lift up chambers, whether it’s a rural chamber, a State Chamber, a Regional Chamber, whatever it may be. But I think now is maybe more important a time than ever, because there is so much that at least that I see legislation that tends to move from state to state and Statehouse to statehouse and so it’s an opportunity not only to really stand up for your business community and those things in your state or your region that you see as important to your quality of life. But it’s, you know, it’s really this chance to look and say, Hey, what’s happening over in this state? And is that going to come to my state? Because chances are these days it is. And I bring up things in my own mind when I say this, but things like dei policies, so you know, something that the Chamber world has been super passionate about, and very much engaged in terms of advocating for more dei within their communities within their businesses and building up certification programs around Dei. Yet, in a lot of states, we’re starting to see anti from various administrations and now maybe state houses of the legislature, we’re starting to see sort of pushback on that dei work. And it’s, you know, this isn’t even in the world of clean energy for me, but it’s really important to chambers, and therefore, it’s sort of just a good example of things to look for, that you can learn from other states, what they’ve already gone through and say, Hey, is there a good chance that’s going to come to my state? And how do I either fight it off or engage it depending upon what the policy might be? How do we best represent the business community, rather than being caught off guard, let’s make sure that we’ve got our best arguments upfront and ready to go to help be, you know, again, that longtime voice of business for our community and represent our members the best we can. I

Brandon Burton 36:27
love that perspective. And that’s really one of the greatest opportunities of living in the United States is you’re able to look at other states and the models that they do and, you know, be in these individual laboratories and saying, This is what worked well there. And this is didn’t you know, and as we apply it in our communities in our state, this is why it could be good, or why it would be a disaster and really be able to make a good argument based on facts and data. So I think that’s a great perspective. Well, Ryan, this has been a for me at least, it’s been a fun conversation. It’s been an eye opening conversation, I’m sure for many, but for any listeners who wanted to reach out and connect with you to learn more about what the Chamber’s been have raised innovation and clean energy can do and, and how you can maybe work with them, what would be the best way for them to reach out and connect? hit

Ryan Evans 37:16
our website, which is ChambersforInnovation.com. Feel free to email me directly my email is revans@chambersforinnovation.com. More than happy to chat with anyone, whether it’s just a question, you want to do more, you’ve got something that you’re just not sure about whatever the case, the issue may be, and again, this can be anything from electric vehicles and electric vehicle charging, to offshore wind supply chain to solar and wind, whatever it is, if we don’t know the answer within our team, we certainly can point you in the right direction to some some great experts out there in the world, that can be a really good news resource for you.

Brandon Burton 37:57
That’s awesome. I will get that in our show notes for this episode, as well. So people can pull that up and get in contact with you. But it’s been great to have you on the podcast. Ryan, I appreciate you setting aside some time and and to share some of these insights with the Chamber champions that listen and to really help sharpen their focus on why focus on clean energy in their communities is important. So thank you for being with us today.

Ryan Evans 38:22
Thank you, Brandon. I appreciate it.

Brandon Burton 38:24
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Economic Mobility with Beth Rhinehart

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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.

Let’s hear from Becky Womble, President of the Bastrop Chamber to hear about her experience with Community Matters.

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Our guest for this episode is Beth Rhinehart. Beth is the president and CEO of the Bristol Chamber of Commerce serving both Bristol Virginia and Bristol Tennessee. The Bristol Tennessee and Virginia Chamber is a five star accredited organization and has been a leader in economic advocacy since 1909. Prior to joining the chamber in 2015, Beth spent the previous 10 years as Director of Government Relations for wellmont health systems, building key relationships and oversight overseeing Virginia legislative processes as they applied to hospitals and health care. Beth currently serves on the boards for several or local organizations, also including the Virginia Association Chamber of Commerce executives. Beth is a native of Bristol, Virginia, and earned her BS degree from Mary Washington College Fredericksburg, Virginia, and Masters of Arts in Teaching and Masters of Science in Counseling degrees from John Johns Hopkins University in Baltimore, and an MBA from King’s College in Bristol, Tennessee. She’s a 2010 graduate of the Sorenson Institute political leadership program and earned her IOM certification in 2018. She is currently a fellow of the ACCE foundation economic mobility cohort. She completed a fellowship in the ACCE education and talent development division in 2019. And recently completed a business leads fellowship with the US Chamber of Commerce in 2022. She’s a member of the US Chamber of Commerce distinguished committee of 100. And she recently earned her CCE being one of only 172 nationwide out of over 7000 chambers of commerce. Beth, I’m excited to have you with us today here on chamber chat podcast, I’d love to give you an opportunity to say hello to all the chamber champions who are out there listening and share something interesting about yourself so you can get to know you a little better.

Beth Rhinehart 3:53
Good morning, Brandon, and thank you for the opportunity to be here with you today. The chamber world is an amazing world to work in and to find so many collaborative partners to work alongside. So it’s always an honor anytime we can work together. And this is a great platform to be able to do that.

Probably some that would say probably of most interest would be that have no background and what people would most often think of as a chamber leader. I don’t think any of us wake up or grow up thinking I’m gonna be president of a chamber one day, it’s not one of those sought after careers that most people even don’t always know what a chamber does. So it’s one of those evolution careers in my opinion, where I think the toolkit that you develop and the skills and relationships you build throughout your life lead you along this path and I encourage anybody who’s not a chamber employee to always consider that the the opportunities The exposure, the growth that you experience, because of all the places you touch, as a chamber organization, I highly encourage anybody to consider that.

Brandon Burton 5:09
Yeah, absolutely. So I know, you know, there’s some chamber leaders out there where you can look at him and say, Man, they were really born to be a chamber leader, you know, chamber executive or CEO. And I, and that may be the case, but usually it isn’t evolution and you kind of grow into it. So you might have been born for it, but you still have to grow into it. So good point well taken. Why don’t you share with us a little bit about the Bristol chamber. In your bio, we shared the uniqueness of you covering Bristol, Tennessee and Bristol, Virginia. So kind of having that literal border through your community. But um, tell us more about the chamber size staff budget scope of work, just to kind of give us an idea before we get into our discussion.

Beth Rhinehart 5:53
Absolutely. So we are 114 years old this year, we were established in May of 1909. We our five star credited chamber, which we’re extremely proud of. If anyone’s gone through an accreditation process, you know how challenging and grueling that can be, but it’s certainly worth every minute of time you put into it. We’re the oldest accredited chamber in Tennessee and the second oldest in Virginia, we we serve to one community, we say it’s one Bristol, but across two state lines. So our downtown historic Main Street, which is called State Street, the yellow lines that run down the center of our community, that’s the actual state line. So businesses on one side, you can be eating in a restaurant on State Street looking at folks in our restaurant or bar on the other side of the street, and they’re in a different state. So pretty unique opportunity that has its challenges for sure. You can imagine we have two local governments to fire departments, to school systems, to police stations, all of the above. So as a chamber, we often become that convener and facilitator for issues that impact the entire community, whether it’s the community at large or our business members. But we you know, that convening role, and the collaborative nature that we bring is critically important, I think, for all chambers, but especially for a community like ours. We have our budgets around one and a quarter million if you include our foundation side. So we have our chamber side of the house, we also have a foundation that owns our facility, but also houses, our leadership and education programs to name just a few. We have seven full time staff and have about 525. Members. All

Brandon Burton 7:49
right. So I’m I’m curious, I don’t know if you’ve ever looked into it to see how many cities there are across the country where there’s literally have the state line going through the middle of the city? Have you ever looked into that? Or is Bristol one of a kind? And I think

Beth Rhinehart 8:04
we’re I think we are one of a kind in the respect that our our remain thoroughfare and our historic downtown that those center lines are the state line. I know there. Are there plenty of border communities and, for example, St. Louis and others that, you know, you you have on both sides of a state line. But I think for us that downtown uniqueness is unique to us.

Brandon Burton 8:32
Yeah, absolutely. It is very unique and intriguing. Just to see how that works with like you said, having to local governments and to fire departments and police it, it just is very interesting to say the least. I would

Beth Rhinehart 8:47
if I could add one quick thing. You know, talking about how times we’re doing COVID, which I hate going back to again, but I think it speaks to the uniqueness here. We had two governors, one in Virginia, one in Tennessee, who approached those safety measures and closures very differently. And so for our downtown and our business community that was very disruptive. And so we played a large role in in helping make sure that everyone could continue to be successful and thrive. When you’re looking out your window at somebody else who’s open till two in the morning and serving customers and their cash registers are ringing when you’re shut down. So it brings about some interesting dynamics.

Brandon Burton 9:33
Yeah, well, it puts you in a tough spot as a chamber leader to at trying to advocate for those businesses with two different governors and two different approaches, but definitely some choppy waters to navigate. So as we get ready to kind of dive into our topic for conversation today, we decided to focus our discussion around economic mobility And I know you guys were recently awarded a grant from ACCE to focus work around economic mobility. And I’m excited to dive in much deeper on this topic as soon as we get back from this quick break.

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Brandon Burton 12:53
All right, Beth, we’re back. As I mentioned before the break, we’re focusing our discussion today around economic mobility. And maybe before we get too deep into the conversation, I know there’s a lot of newcomers into the chamber world and specifically chamber staff who are listening. When we talk about economic mobility, what does that mean to you? What what is that covering in that scope of work before we go down that path and the discussion

Beth Rhinehart 13:21
started laying and my you know, very high level definition of that would be it’s allowing and supporting and finding ways to promote folks to greater, greater sustainability but personally, professionally for, you know, life stability, it’s it’s, for example, if you have low income workers who by by their own situational background and current situation, need to find a better way to sustain themselves and their families. economic mobility means that you’re supporting them moving from what I’ll call, not necessarily instability, but maybe a point that’s not sustainable to a point of greater grounding and funding and sense of self to where they’re able to live in a manner that that’s the quality of life for them and their families. Right.

Brandon Burton 14:26
So maybe tell us a little bit about the the application process for this grant that I mentioned, you guys were awarded from ACCE and kind of what went into that and know the the work is specifically around low income earners in the community. But what went into that application process and ultimately qualifying you for the grant.

Beth Rhinehart 14:48
Certainly. So a lot of the work that went into this was talking about what we do here from the chamber and in partnership with some Any new work in this field, because as we know, we don’t do this alone. We are a collaborator and a convener. And so we look to really partnering with a lot of folks, especially being that we serve two different states through the bristal lens. So I think it’s really working to find the data that’s available. So we had to do a lot of data mining to find, you know, what’s the average and median salaries, what programs are currently in existence? What are we doing as a chamber to really help folks find the skills they need to maybe to build that pipeline, find opportunities for people to upskill or rescale, and move to different jobs, what jobs are currently available in your community where the skills gaps needed to be supported? So a lot of the work was research and collaboration and finding who those best partners would be to help us throughout this grant process. So writing the grant, of course, describing all the demographics of our community in our greater region, and then goal setting for, you know, are we going to get be able to get people across that finish line and how we’re going to do that? So

Brandon Burton 16:14
you had mentioned goal setting? How do you set goals around this objective of economic mobility? What are some of those key indicators and and benchmarks to show that you’re succeeding in this work?

Beth Rhinehart 16:27
Force? And you’re asking the toughest questions? That is, the toughest question to answer really is, how do you put a number on how many people you’re actually going to get across that finish line? And what defines whether you have been successful? Maybe you don’t fully cross the finish line? If that’s a benchmark, or, you know, how do you get people moving in the right direction. And I think a lot of those, those those key performance indicators for us, included, you know, how many students are we able to fully engage, and I’ll call it graduate from some cohort programs, for example, our manufacturers Excellence Program, which is a boot camp for high school students to go through in partnership with all of our manufacturers, where they end up with at the end of that program, exposure to the manufacturing jobs in this community. And also to have a toolkit of things, they might need to start on the job once they graduate, for example, steel toed shoes, protective eyewear, and ear protection, things like that. So I think that’s one of the ways we look at it and successfully completing programs, how many students have done that, for us, you know, the, the cohort that I ended up in the grant itself is broken into several subgroups, the subgroup that I am in is actually creating a community wide strategy for how our community collectively and collaboratively finds a solution and a path forward. And that was really important, I was really pleased to be able to end up in that group, because for us across that state line, that collaborative necessity, is really at the top of what we need to be working on. So

Brandon Burton 18:18
let’s talk strategy. You had mentioned working with students and exposing them to some of those manufacturing jobs. And I know that would play a part into that strategy. And you’ve mentioned these partnerships and collaboration. But as you approach this work, I mean, are you identifying the individuals that you’re going after to try to help improve quality of life? Or are you presenting the program that hopefully attracts them and draws them into it? How do you approach it? And what does it look like?

Beth Rhinehart 18:50
And great question. And, you know, if we if we go back to the foundation of the group that I’m in, it’s really to create the strategy. So we’re rather than creating specific programs, the identification of programs, and the implementation of those programs is part of this. But the most important goal of the committee or the cohort that I’m in, is truly creating a strategy for how we as a greater community and region define the pathways for folks to move through economic mobility. So the really the goal of the work we will be doing is identifying what programs currently exist. Where are the skills gaps, or the the gaps in the programming for example, for those who are all the players that need to be to the table? As I mentioned earlier, we don’t necessarily do all the work. We are often the facilitator and collaborator for those who do the frontline work, for example, community colleges and four year higher education institutions. As our K 12, our workforce investment boards, our economic developers, all the folks that that have an impact on the population that we’re trying to serve, I think our goal is to create a strategy that has a defined pathway from beginning to success.

Brandon Burton 20:19
So, at what point did you guys jump in with both feet, so to speak, in this work of economic mobility? Is it a newer venture is that something that’s been on your mind, and then you’ve got more gas to throw on the fire? How’s that developed?

Beth Rhinehart 20:38
It’s a little bit of both of those. And I will say that this grant and fellowship application, it was, it was the sweet sauce we’ve been looking for, because it really gives us a focused approach to doing that with the funding attached. And, you know, all of us are resource limited to some degree, you know, we know what work gets done is the work that’s funded. So to have this opportunity of funding by ascending through a CCS Foundation, was really, it couldn’t have come at a better time, we’ve been focusing for a long time in our community on looking at generational poverty that exists. And for our youth, you know, if you have a lot of, of youth in your community, who are third and fourth generation, poverty, situational, they may grow up in a family where they’ve never seen an adult get up and go to work during the day versus living on public assistance. So the key to that mentorship and showing students that pathway, showing our youth that there is a different way, and the value of that and then how to achieve that is critically important. So that’s one piece of it. The other piece, we work very closely with our United Way here, and and they’re very focused, as I know, United Way’s across the country, if you partner with them, they talk a lot about Alice, families, which are asset limited income constrained, employed. And that breaks down to a lot of families who are living at or below the poverty line, are in that ballpark anyway. And very often they are working two to three part time jobs, to try to pay their bills. And the stress that that creates on families, the the inability to afford childcare, that’s quality childcare, you know, access to a lot of the things health care insurance. When you live in that Alice population, there are many challenges to overcome. And the choices that those families have to make are not choices any of us would want to have to make. So that that population of folks who have a lot of those struggles are also a target for folks that we want to try to move to that at average or above salary, which for our community, means you’re able to sustain your family. So there are going to be a lot of different approaches we look at. And I have to you know, give a little disclaimer too. We just started this. So we’re literally fresh on the heels, we just got our award letter. And the last month we’ve had our first kickoff meeting, as a cohort, there’s 11 of us from around the country who were selected for this project. And so it was beautiful to be able to receive that letter and to know that we get to participate in this. So it is very fresh on the front lines of this. So we have a lot of work to do. And I don’t have a lot of the details of what this will look like at the end. But I can tell you that we’re committed and excited to get to work.

Brandon Burton 23:53
Yeah. Now I’d love the idea of helping to create a vision, especially with these youth that don’t have that example to look to of what their real potential can be in what they can do is you know, career and to be able to support a family instead of you know, living off of assistance, like you mentioned, but I see it right now in my own son, you know, he’s finishing his junior year right now, as is looking to college and everything and, and just some of the limiting factors in a vision that an individual youth has for themselves. There’s so you know, bias really on what they’ve seen. And they they’ve lived a short life up to that point. And if they haven’t been exposed to different opportunities or know that some of these opportunities exist, they’re going to be in that same rut as as some of their predecessors. It still blows me away. Sometimes when you hear somebody being a first generation college graduate and their family. I mean, it makes me smile every time I hear it, but it blows me away that you still hear it as often as you do, and helping to grow Right, that vision, I think is, is instrumental in helping people realize their potential and moving forward. So hopefully you guys have some innovative ways that you can roll that out as the program develops. I’d like to give you an opportunity for anybody out there listening who is interested in taking their chamber up to the next level, what tip or strategy might you offer for them?

Beth Rhinehart 25:27
I think you know, for us here, I can speak to my experiences here. One is, make sure that you have an extremely engaged and supportive board. I am so blessed here to have that opportunity. You know, we have that doesn’t mean we always agree 100% on everything we’re working on. But I think having your board engaged to where they understand what you’re trying to do, they can provide that fiscal oversight and that strategic vision to help you move your organization forward. So you’re creating the greatest benefit and value to those members. I think that’s a really key part. And that there’s a lot of intentionality around that it’s there’s intentionality around having diversity around the board table. There’s intentionality around how you as a director of your organization, how you engage them. And I think building a very strong trusting relationship is critically important. I over tell if there is such a thing, I always make sure that my board members know more than they need to know really, if there is such a thing, so that they’re never blindsided, but that they know the good, the bad and the ugly, because that’s how we all get better in what we’re doing. And when you feel like you have to hide something, it never leads to a good place. So I would just encourage you, if you have challenging things you’re working on, bring your board and let them help you. Right,

Brandon Burton 26:56
you’d never want your board to be surprised by anything you’re doing. Yes. Well, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?

Beth Rhinehart 27:12
I would say and it’s something we’ve worked really hard on, moving from the traditional membership model into a tiered investment model, I think is critical. And the reason it’s critical, it’s not just about those investment dollars, it’s really being very mission focused, and how you are delivering benefit and value to your members. So I encourage you, if you haven’t looked at that, please do. So there are so many folks in the chamber world who have gone through it or working on it. There are consultants that are great partners, to chambers, who can help you navigate that, but also lean on each other. There are a lot of people, as I say, who who are happy to share and really help all of us become better at the end of the day. I think that’s important. But I think, you know, another important piece is advocacy. I firmly believe that government relations, advocacy as a business leader, focused community is also one of the greatest values you can provide to your members into the larger community and region. I think folks need to know how to do that. They need to know what the pressing issues are, how to resolve those, and they need that connectivity to the elected members at your local state and federal levels to help you so I encourage you to look to those areas is really your greatest resources and I think value to membership. Absolutely,

Brandon Burton 28:40
I think those are two great. Oh, I’m gonna say tips. But it’s part of that vision of the future of chambers is to if you haven’t already explored the idea of going over to a tiered use model for your membership. There’s, there’s a lot of businesses out there who are willing to pay more than what they are being asked to with the traditional membership model, because they see the work that you’re doing in areas such as advocacy, and they see the value that you provide to the business community and really just community building in general and they want to be a part of it. So I would agree with that part of the vision and and really having a focus there. But that as we wrap up here, I wanted to give you an opportunity to share any contact information for listeners who would like to reach out and connect with you and learn more about things you’re doing in Bristol or about the discussion that we covered today with economic mobility, what would be the best way for someone to reach out and connect with you?

Beth Rhinehart 29:34
Of course and I welcome any outreach and hope that whatever we do here if it can be a value to anyone, my door is always open my phone is always available to be answered. So I’ve been blessed with a lot of people who have done that for me so my email is, brhinehart@bristolchamber.org and and my phone number is 423-989-4850 and our mailing address is 20 Volunteer Parkway, Bristol, Tennessee 37620. And more importantly, come and visit us we are door’s always open. We would love to have anyone if you’re ever traveling through our area please stop and say hello.

Brandon Burton 30:23
Absolutely and I will get that in our show notes for this episode so listeners can go and check it out and connect with you. But I appreciate you being with us today on Chamber Chat Podcast and putting out there your experience so far around economic mobility and and the the work you’re venturing into with it. I think it is such an important topic and for every community to really see those areas to really uplift and bring everybody to a higher level in their community as far as their living standards and economic status goes. So thank you for for sharing that with us and being with us on the podcast today.

Beth Rhinehart 30:59
Thank you for the opportunity. Love what you’re doing.

Brandon Burton 31:04

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