Happy Friday #Chamber World! Have a GREAT weekend!
Springfield Mayor Jim Langfelder pledges support, though not money, to regional EDC
In an e-mail to aldermen sent Tuesday, Springfield Mayor Jim Langfelder said he pledged city support to an Economic Development Corporation that would focus on attracting businesses and jobs to the Springfield/Sangamon County region.
“I pledged the City’s support, without specifying a dollar amount,” Langfelder wrote.
The e-mail came after a meeting in which investors in the Greater Springfield Chamber of Commerce Q5 initiative spoke of the EDC and their concerns.
Langfelder has been resistant to the idea of the EDC in the past, saying the city should focus on promoting itself.
“We are behind a regional effort and moving forward in that direction,” Langfelder said in an interview Tuesday.
Langfelder said he was encouraged to see that the EDC would focus attracting businesses to the area that build on or support Springfield’s current industries.
He cautioned, however, “there are things that still need to be ironed out.” Details about the makeup of the EDC’s board of directors and the structure of the EDC itself is still up for conversation, he said. Concern about the lack of diversity on the EDC board have been raised, and Langfelder shares those concerns. To be considered for the board of directors, members are required to commit $25,000 to $50,000 a year.
The EDC has been the brainchild of Sangamon County Board, which recently passed a budget with $500,000 earmarked for the group. The EDC’s annual budget is estimated to be $1.5 million to $2 million, and the county board has said it would approach communities within the county to pitch in funds.
He has been skeptical of the city pitching in money for both the EDC and the Chamber, and has said that money would only be supplied for one or the other. The city gives the Chamber $100,000 annually and is facing a $11.4 million general revenue shortfall for the next fiscal year. However, aldermen passed a city budget Tuesday night that added $150,000 to the same line that goes toward the chamber.
“What I wasn’t for was putting in $500,000 carte blanche, no questions asked,” Langfelder said.
It has asked Springfield for $500,000, according to Langfelder. He said he has yet to pledge any city dollars to the project. Plus, moving forward would require support from aldermen. Read more: State Journal Register
Hospitality industry is booming in Rapid City
Visitors are learning that while Rapid City is a great place to visit ... with new hotels popping up all over town ... it's also a great place to lay your head at night.
According to the Bureau of Labor Statistics ... February of this year saw a 1.2 percent increase of employment for folks in the hospitality and leisure industries.
The Rapid City Chamber of Commerce has also seen an increase in Hotels applying for membership and say they are happy to see the industry doing so well in Rapid City.
Linda Rabe, Rapid City Chamber CEO and President says "I think it's booming because we've got so many things to share. I think it's because we have been doing some great marketing. I think it's because we are such a warm and welcoming community. I also think people are traveling regionally and so a lot of people are like 'Where can I get there in one airplane ride and where can I get there within a couple days drive?' So we're it and we've become a wonderful hub."
But with the sudden increase in room availability some might wonder if the industry will soon become over-saturated ... but Mike Aftanski, chief operating officer of Chris Bro Hospitality based in Rapid City says there is still a great need for rooms year round as Rapid City continues to grow. Read more: KEVN Black Hills FOX
Vicksburg-Warren County Chamber of Commerce’s Teacher of the Year Nominee
Virginia Peninsula Chamber Member Mention: Goodwill of Central and Coastal Virginia
Goodwill of Central and Coastal Virginia invites you to go behind the scenes on the
Goodwill Works Tour
See Goodwill’s 118,000 square-foot regional support center and brand new Community Employment Center that empower individuals through employment and produces economic impact in the community.
Learn how Goodwill refurbishes, recycles or resells everything from electronics to clothing and medical equipment – keeping more than 50 million pounds from entering local landfills annually.
To RSVP or for more information, please contact Danielle Cronin at
(757) 268-7463 or danielle.cronin@goodwillvirginia.org.
Tour Dates:
Wed., April 18, 12:00 p.m.
Wed., May 16, 12:00 p.m.
Thurs,. June 21, 12:00 p.m.
Continental breakfast or boxed-lunch provided on these one-hour tours.
Location:
Goodwill Support Center, 1911 Saville Row, Hampton, VA 23666
Directions: From Interstate 64, take exit 263 towards Hampton Coliseum. Goodwill is located behind the Hampton Chevrolet dealership across from Peninsula Town Center.
Kendallville Chamber grand opening:Flint & Walling to expand
Flint & Walling Inc. is investing more than $5 million to buy, renovate and equip a vacant factory as it moves an engine production line from Mexico to Kendallville.
The 100,000-square-foot operation at 800 W. Mitchell St. will employ almost 40, bringing the company's workforce to about 215 in the city.
Flint & Walling also builds residential well pumps at 95 N. Oak St., Kendallville.
The Noble County manufacturer is part of Louisville-based parent company Zoeller Co. The new motors, which will be a fraction of 1 horsepower, will be shipped to Louisville for use in residential sump pumps sold under the Zoeller brand name.
Eric Rimmel, Flint & Walling's president, said the decision to move production in-house will allow the company to control its destiny and improve product quality.
Zoeller had previously bought sump pump engines from General Electric, which moved its engine production to Mexico some years ago.
Flint & Walling's move has been in the works for about two years. The company bought a former Essex wire plant a year ago and has installed CNC – or computer numerical controlled – mills and lathes, motor manufacturing equipment, material handling equipment and inspection equipment in recent months.
Jobs being created are mostly production but include maintenance, supervision and shipping, Rimmel said.
Hourly wages are expected to range from $18 to $23, depending on the position and the worker's experience.
The company, which was founded in 1866, will receive more than $250,000 in tax abatements from city officials, Rimmel said, adding his appreciation for the support of Mayor SuzAnne Handshoe and the community.
Flint & Walling will host a grand opening ceremony next week for media and invited dignitaries. Lynnette Leamon, executive director of the Kendallville Area Chamber of Commerce, has extended an invitation to Gov. Eric Holcomb but hasn't received a reply.
The investment is part of a positive trend that extends well beyond Kendallville and Noble County, Leamon and Rimmel said. They hope more manufacturers follow suit and return production to the U.S. Read more: Journal Gazette
#BestChamber practices: Utilizing State Chamber Associations for Resources
Board Models (from WCCE)
There are various board governance models or styles. No one is perfect for every board. It may help a board understand their processes, outcomes, style and culture by considering the various models. (Most boards are a combination or hybrid of one or more of these.)
The executive centered model of governance recognizes the fundamental role of the executive director in guiding board performance. The executive director is the glue that holds the board together. They help recruit board members, orient them on key responsibilities, and negotiate the board’s role. Such a model flips the traditional top-down orientation and recognizes that the executive must “manage” the board to achieve optimal results (Block, 1998; Herman & Heimovics, 1991).
The policy governance model recognizes that the board must address strategic decision-making and avoid operational issues. The model suggests that the board establish policies to guide staff decision-making, but should avoid direct involvement in issues that are not strategic. Strategic issues are identified as those that are long range and critical to the success of the organization (Eadie, 1998). Such a board aggressively evaluates the executive director providing guidelines for performance and expectations for results (Carver, 1997).
Traditional board governance models recognize the top-down responsibilities of the board to oversee the operations of the organization. There is a clear distinction between the board and staff and interactions with board members are structured and controlled. Typically, the board is rather large and performs the critical function of raising funds for the organization. The board seeks prestige and influence in its membership and relies on the staff to provide guidance and direction. Committees conduct much of the work of the board with a staff member to assist the board in meeting its responsibilities. As a result, committees tend to report to the board propositions for approval (Houle, 1989).
Strategic board model, as described by ASAE, encourages the board to use the strategic plan as the primary guide for taking action and performance measurement. The staff is allowed to take all necessary actions so long as they fit within the bylaws, policies, budget and laws.
The volunteer centered model places the board in the position of being more involved in the direct operations of the organization. Often such a board is present in young organizations with none or few paid staff. The board members are service providers, program coordinators, and administrators. They understand the intricacies of the organization because they are intimately involved in the fulfillment of its mission. They are deeply dedicated to the cause and often reflect a grassroots and collective orientation to solving community problems. Yet such board members can be troubled by the contradictory roles of being a board member and a volunteer service provider (Duca, 1996; Widmer, 1996).
A corporate model of board governance is dedicated to outcomes and performance results. They emphasize the business of the organization and seek to ensure efficiency in the provision of services and programs. They are often bottom-line oriented which can distract from long-term missions and broader community needs. The culture of efficiency and performance drive the meetings, which are pragmatic and decision oriented. Often such boards are smaller and committees meet to solve specific strategic issues and then are disbanded until the next issue is identified (Alexander & Weiner, 1998; Bradshaw, Stoops, Hayday, Armstrong, & Rykert, 1998). Source: Wisconsin Chamber of Commerce Executives
The Prairie du Chien Community Guide
The Prairie du Chien Chamberr of Commerce Community Guide is available today at the Chamber of Commerce! Thank you to Bob Moses and the Chamber team for their help and direction putting this together!
Town Square Publications (www.townsquarepublications.com) can help you accomplish your chamber's gloss map, directory, community profile or publication needs at no expense to the chamber. Please email John Dussman at jdussman@tspubs.com or call (847)-427-4633.
New official Royal Oak mascot is the biggest dog in town
There’s a new dog in town in Royal Oak -- Romi, the city’s first mascot.
The large, white, costumed canine has made only a couple of appearances so far, but he will be out and about soon with the weather warming up, said Judy Davids, the city’s community engagement specialist.
“His appearances started with him going to story times at the public library,” she said. “Some people might think it’s silly, but if you were at the events we’ve done so far, you’d see it’s pretty amazing.”
Many children can’t wait to touch the mascot and a few others cry, possibly in stunned admiration or child fear because Romi is bigger than any other dog that has walked around the city.
“Kids can’t take their eyes off of him,” Davids said. “Romi loves getting hugs from the kids if he’s warned.”
And the pooch is no mooch at the public trough. According to City Manager Don Johnson, no taxpayer money is used, either for the large dog costume or the volunteer who wears it.
Romi gets his name from the abbreviation for Royal Oak, Mich. The genesis of the mascot started after someone noticed that the map of the city looked like a blunt profile of a short terrier with a cropped tail. Viewers can check it out on Romi’s page on the city website at romi.gov/romi. The mascot’s page includes information on the dog’s beginnings and his future.
Davids said Romi will play an ambassadorial role in the city at events and can also be an icon of sorts for an upcoming new interactive function on the city website.
“We’re introducing a series of interactive maps that will tell residents who type in their address what day their garbage pickup is, snow plowing status, polling locations and things like that,” she said. “We see Romi as an opportunity to create goodwill.”
The mascot is expected to be at events that promote safety, recycling, beautification, city parks and the Royal Oak Animal Shelter.
Romi’s first big public appearance is set for the Royal Oak in Bloom event on Mother’s Day, an annual garden and flower show the Royal Oak Chamber of Commerce does that attracts thousands of people. Read more: Daily Tribune
The large, white, costumed canine has made only a couple of appearances so far, but he will be out and about soon with the weather warming up, said Judy Davids, the city’s community engagement specialist.
“His appearances started with him going to story times at the public library,” she said. “Some people might think it’s silly, but if you were at the events we’ve done so far, you’d see it’s pretty amazing.”
Many children can’t wait to touch the mascot and a few others cry, possibly in stunned admiration or child fear because Romi is bigger than any other dog that has walked around the city.
“Kids can’t take their eyes off of him,” Davids said. “Romi loves getting hugs from the kids if he’s warned.”
And the pooch is no mooch at the public trough. According to City Manager Don Johnson, no taxpayer money is used, either for the large dog costume or the volunteer who wears it.
Romi gets his name from the abbreviation for Royal Oak, Mich. The genesis of the mascot started after someone noticed that the map of the city looked like a blunt profile of a short terrier with a cropped tail. Viewers can check it out on Romi’s page on the city website at romi.gov/romi. The mascot’s page includes information on the dog’s beginnings and his future.
Davids said Romi will play an ambassadorial role in the city at events and can also be an icon of sorts for an upcoming new interactive function on the city website.
“We’re introducing a series of interactive maps that will tell residents who type in their address what day their garbage pickup is, snow plowing status, polling locations and things like that,” she said. “We see Romi as an opportunity to create goodwill.”
The mascot is expected to be at events that promote safety, recycling, beautification, city parks and the Royal Oak Animal Shelter.
Romi’s first big public appearance is set for the Royal Oak in Bloom event on Mother’s Day, an annual garden and flower show the Royal Oak Chamber of Commerce does that attracts thousands of people. Read more: Daily Tribune
Kentucky chosen as one of three states to create workforce academies
As Kentucky’s employers struggle to find employees with the skills they need, the Kentucky Chamber of Commerce Workforce Center is leading initiatives to solve the state’s workforce crisis.The U.S. Chamber Foundation and W.K. Kellogg Foundation selected Kentucky, Tennessee and Michigan to host statewide Talent Pipeline Management (TPM) Academies, an initiative created by the U.S. Chamber Foundation.The Kentucky Chamber Workforce Center will hold meetings over the next two years to develop strategies to improve Kentucky’s workforce issues.Participating employers, employer-led associations and education providers will receive training and will build partnerships while using a demand-driven concept in order to connect employees and employers.
“For the economy to continue to thrive, it’s critical for local businesses to be leaders in helping develop a 21st century workforce,” said Cheryl Oldham, senior vice president of the U.S. Chamber of Commerce Foundation’s Center for Education and Workforce. “Yesterday’s education systems aren’t meeting the needs of today’s learners and tomorrow’s workers. The TPM State-Based Academy will empower state, local, and industry leaders to tackle this problem. By coming together to develop a statewide strategy for closing the skills gap, business leaders will be equipped with the tools they need to hire and develop a strong workforce.”
Beginning in May, in partnership with the Kentucky Department of Workforce Investment, the Kentucky Chamber’s Workforce Center will begin traveling the state to discuss TPM and share information about the program and how its tools and resources can support the efforts of local communities, businesses and workforce leaders.
Stakeholder meetings will include leaders from local chambers of commerce, the Kentucky Society for Human Resource Management, local Workforce Innovation Boards, and the business and workforce communities.
The Workforce Center also will identify workforce champions in communities across Kentucky to serve as TPM project managers and TPM class participants.
For more information about the Talent Pipeline Management Initiative or ways to get involved, please contact Beth Davisson, executive director of the Kentucky Chamber Workforce Center, at bdavisson@kychamber.com. Read more: The Lane Report
Logan County Chamber of Commerce 2017 Community Map
The Logan County Chamber of Commerc Community Map is available at the Chamber today! Thanks to Tammy, Dee Dee Brown, the Tourist & Convention Commission and the chamber team for their help and direction putting this together!
Logan County Community Map
Town SquarePublications (www.townsquarepublications.com) can help you accomplish your chamber's gloss map, directory, community guide or publication needs at no expense to the chamber. Please email John Dussman at jdussman@tspubs.com or call (847)-427-4633.
Friday: 157 Rules for Executive Success in Organization Management (and your Chamber of Commerce) by Patrick McGaughey (Chamber Mentor)
RULE #120 To
be special and unique, be important.
Town Square Publications Chamber Membership Directories and Community Profiles: The best in the U.S.
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