ASBDC Membership Meeting February 12, 2018 Helping Businesses Grow - - PowerPoint PPT Presentation

ASBDC Membership Meeting

February 12, 2018

Helping Businesses Grow & Succeed

Roll Call

Linda Rossi State Director Vermont SBDC ASBDC Board Secretary

(1st Term)

New Members

Membership Meeting Agenda

8:30 AM - CONVENE MEETING

• Convene Meeting & Welcome (Myhre)
• Roll Call (Rossi)
• Recognition of New Members (Myhre)
• Agenda and Meeting Overview (Myhre)

9:00 AM – PRESENTATION OF CONSENT AGENDA

• Officer Reports

– Secretary Report (Rossi) – President’s Report (Rowe) – Chairman’s Report (Myhre) – Treasurer’s Report (Shimkat)

• Committee and Interest Section Reports

10:00 AM – SPECIAL PRESENTATION Field Alignment: Draft Plan for District Offices (Conroy) 10:15 AM – BREAK 10:30 AM – ASBDC BUSINESS

• Special Election Results (Myhre)
• SBA Host Summit Update (Abrham)
• ASBDC SBA Goals Recommendations (Myhre)
• ASBDC National Economic Impact Assessment (Rowe)

12:00 PM – MEMBERSHIP LUNCHEON 1:00 PM – SBA LEADERSHIP ENGAGEMENT Allen Gutierrez, AA, OED Adriana Menchaca-Gendron, AA, OSBDC Vicky Mundt, Deputy AA, OSBDC 2:00 PM – BREAK 2:15 PM – ASBDC LEGISLATIVE STRATEGY TOWNHALL Tee Rowe, President & CEO, America’s SBDC Omar Franco, Managing Director, Becker & Poliakoff Michael Myhre, Board Chair, America’s SBDC Brian Goldstein, Chair, ASBDC Legislative Committee 4:00 PM – ADJOURN MEETING 5:30 PM – WELCOME RECEPTION

America’s SBDC Legislative Meeting

Tuesday, February 13, 2018

Government Contracting and PTAC Interest Section Meeting 9:00 AM – 11:00 AM Rural Interest Section Meeting 2:00 PM – 3:00 PM ASBDC Client Showcase & Reception 5:00 PM – 8:00 PM Rayburn Office Bldg. Cafeteria

Wednesday, February 14, 2018 Thursday, February 15, 2018

Charge the Hill

Secretary’s Report

Approval of Minutes

– September 5, 2017

• Packet Posted on

Intranet

Linda Rossi Secretary

President’s Report

• General Business
• Legislative
• Conference
• Other

Tee Rowe President & CEO

Chairman’s Report

• ASD Chair

– Special Election Results

• Vision 2020 Update:

– Grow Funding

• Other

– National News – ASBDC Election Committee Appointments

Michael Myhre Board Chairman

ASD Working Group Chair Vacancy

• The Board of Directors shall include the Chairperson of the

Associate Directors’ Working Group. [Section 4.02.(b)]

• The Associate Directors’ Working Group members shall

elect from among them one Individual to serve as the committee’s Chairperson. [Section 4.04.(a)]

• Whenever the position of Chairperson of the Associate

Directors’ Working Group shall for any reason become vacant, the Associate Directors’ Working Group may convene to elect a new Chairperson who is not from the same Host Grantee as any elected Director. The elected directors may then vote to accept, by majority vote, the Chairperson of the Associate Director’s Working Group, as a voting Director. [Section 4.10.(b)]

Helping Businesses Grow & Succeed

Special Election Results

Jennifer Deamud

Associate State Director Michigan SBDC O: (616) 331-7482 C: (616) 295-6232 deamudj@gvsu.edu

ASD Working Group Chair

Our Strategic Priorities

• Grow Funding
• Cultivate

Leadership

• Enhance

Capacity and Capability

Legislative Strategy: Grow Funding

Position America’s SBDCs to Support and Obtain Growth in National Funding

Strategies:

• Grow core program (Small Business Act) funding, at a

minimum, to our authorized level of $135 million through a step request strategy.

– 2016 - $117 million (success) – 2017 - $125 million (success) – 2018 - $130 million (current request) – 2019 - $135 million (goal)

• Diversify federal program funding by identifying agencies that

shared the SBDC mission and align and position the SBDC program as an agency resource to achieve its strategic

• bjectives.

– Short-Term: Support for Cyber Security Initiative (DHS) – Mid-Term: Support for Rural Outreach (USDA) – Long-Term: Department of Commerce, EDA

Measures of Success:

• $200 Million of Federal Funding for SBDCs

Entrepreneurial Development Programs FY2012 % of Total FY2013 % of Total % Growth FY2014 % of Total % Growth FY2015 % of Total % Growth FY2016 % of Total % Growth Small Business Development Center (SBDC) 114,558,000 $ 59.6% 104,854,000 $ 66.8%

• 8.5%

110,514,000 $ 57.5% 5.4% 114,895,000 $ 52.9% 4.0% 121,200,000 $ 51.7% 5.5% Women's Business Centers (WBCs) 13,721,000 $ 7.1% 12,887,000 $ 8.2%

• 6.1%

13,982,000 $ 7.3% 8.5% 14,500,000 $ 6.7% 3.7% 17,335,000 $ 7.4% 19.6% SCORE 7,000,000 $ 3.6% 6,440,000 $ 4.1%

• 8.0%

7,000,000 $ 3.6% 8.7% 8,000,000 $ 3.7% 14.3% 10,500,000 $ 4.5% 31.3% 135,279,000 $ 70.4% 124,181,000 $ 79.1%

• 8.2%

131,496,000 $ 68.4% 5.9% 137,395,000 $ 63.2% 4.5% 149,035,000 $ 63.6% 8.5% Microloan Technical Assistance 19,446,000 $ 10.1% 19,985,000 $ 12.7% 2.8% 19,267,000 $ 10.0%

• 3.6%

22,247,000 $ 10.2% 15.5% 24,340,000 $ 10.4% 9.4% State Trade & Export Promotion (STEP) 0.0% 0.0% 8,000,000 $ 4.2% 17,400,000 $ 8.0% 117.5% 18,850,000 $ 8.0% 8.3% Veterans Outreach 2,500,000 $ 1.3% 2,497,000 $ 1.6%

• 0.1%

9,753,000 $ 5.1% 290.6% 10,733,000 $ 4.9% 10.0% 12,808,000 $ 5.5% 19.3% Entrepreneurial Education 0.0% 0.0% 4,953,000 $ 2.6% 6,711,000 $ 3.1% 35.5% 7,219,000 $ 3.1% 7.6% Regional Innovation Clusters 3,325,000 $ 1.7% 3,590,000 $ 2.3% 8.0% 4,995,000 $ 2.6% 39.1% 5,936,000 $ 2.7% 18.8% 5,824,000 $ 2.5%

• 1.9%

PRIME Technical Assistance 3,343,000 $ 1.7% 0.0% 3,500,000 $ 1.8% 5,000,000 $ 2.3% 42.9% 5,000,000 $ 2.1% 0.0% Growth Accelerators 0.0% 0.0% 2,500,000 $ 1.3% 3,950,000 $ 1.8% 58.0% 3,500,000 $ 1.5% -11.4% HUBZone Program 2,155,000 $ 1.1% 1,952,000 $ 1.2%

• 9.4%

2,248,000 $ 1.2% 15.2% 2,561,000 $ 1.2% 13.9% 3,184,000 $ 1.4% 24.3% 7(j) Technical Assistance Program 4,768,000 $ 2.5% 3,080,000 $ 2.0% -35.4% 2,723,000 $ 1.4% -11.6% 2,441,000 $ 1.1% -10.4% 1,407,000 $ 0.6% -42.4% Native American Outreach 1,245,000 $ 0.6% 915,000 $ 0.6% -26.5% 1,859,000 $ 1.0% 103.2% 1,924,000 $ 0.9% 3.5% 1,778,000 $ 0.8%

• 7.6%

National Women's Business Council 875,000 $ 0.5% 736,000 $ 0.5% -15.9% 980,000 $ 0.5% 33.2% 958,000 $ 0.4%

• 2.2%

1,286,000 $ 0.5% 34.2% 37,657,000 $ 19.6% 32,755,000 $ 20.9% -13.0% 60,778,000 $ 31.6% 85.6% 79,861,000 $ 36.8% 31.4% 85,196,000 $ 36.4% 6.7% Total 172,936,000 $ 89.9% 156,936,000 $ 100.0%

• 9.3%

192,274,000 $ 100.0% 22.5% 217,256,000 $ 100.0% 13.0% 234,231,000 $ 100.0% 7.8%

Who is next?

National Network News

New Louisiana Network Host

• Delta Community College

becomes new lead host partner for the Louisiana SBDC Network. Two Regions Become One

• Northern California

Regional Host Partner Humboldt University becomes new host partner for former Northeast California region.

Election Committee

Section 4.05. Election Committee

The Election Committee will be comprised of three (3) members of the Board of Directors not currently candidates for re-election appointed by the Chairperson. The Election Committee shall present candidates who meet the qualifications of these bylaws for each open Director Position to the Secretary of the Association within the time designated in these bylaws.

Purpose Statement –

No less than 90 days (June 1, 2018) prior to each annual meeting, the Election Committee shall present at least one candidate for each open Director’s position to the Secretary of the Association, or his or her designate. The Secretary shall submit the names of the candidates nominated by the Election Committee to the membership no less than 45 (July 20, 2018) days prior to the annual meeting. In no circumstances shall any Common Member or the Election Committee nominate an individual who is from the same Host Grantee as the Chairman of the Associate State Directors’ Working Group who is a member of the Board of Directors.

2018 Election Committee

Allan Adams Georgia SBDC Lisa Shimkat Iowa SBDC Linda Rossi Vermont SBDC

aadams@georgiasbdc.org

706-542-6762

lshimkat@iastate.edu

515-408-6370

lrossi@vtsbdc.org

802-728-9101

Board Elections – September 2018

BOARD MEMBER TERM Michele Abraham (South Carolina) 2017-2018 Christian Conroy (Pennsylvania) 2017-2018 Bill Cummins (Alabama) 2017-2018 Mark Langford (Texas) 2017-2018 Vacant (ASD Chair) 2017-2018 Michael Myhre (Florida) * 2018-2019 Allan Adams (Georgia) 2018-2019 Greg Panichello (Kansas) 2018-2019 Linda Rossi (Vermont) 2018-2019 Lisa Shimkat (Iowa) 2018-2019 * Resigning position effective September 2018

6 Open Seats

• 5 State

Director

• 1 Associate

State Director Working Group Chair

BREAK TIME

15 MINUTES

Treasurer’s Report

• Financial Statements

– Year Ended December 31, 2017

• ASBDC Accounting

and Finance 101

Lisa Shimkat Treasurer

ASBDC Finance 101 Accounting Review for Membership

Where do our revenues originate?

ASBDC Salaries

• Sources do not

directly correlate to Time & Effort

• Will work on

getting T&E reports completed by this summer

• Looking for

additional revenue allocations

• Dues & Conference

Programs

• Boots to Business/Reboot
• Accreditation
• SBNA

Government

• Legislative

meeting

• Sponsors
• Over 100

attendees

• Professional

Fees $48,000

ASBDC Conference

• Strong

committee of volunteers

• Sponsorships
• Cost savings

being reviewed by committee

• Options of

speakers

ASBDC Reserves

Operational Reserves

• Vote of Board
• 2/3 approval needed
• Fees come out of this

account

• Balance: $1,004,040

Strategic Reserves

• Vote of membership
• 2/3 approval needed
• 52% Equities/48% Fixed

Income

• Balance: $1,589,445

Helping Businesses Grow & Succeed

Committee & Interest Section Reports

COMMITTEE COMMITTEE CHAIR BOARD LIAISON Accreditation Jody Keenan, VA Christian Conroy Conference Joel Youngs, IA Mark Langford, TX Leadership Rande Kessler, LA Linda Rossi, VT Legislative Brian Goldstein, NY Allen Adams, GA Marketing Daniel Fitzgerald, CA – Imperial Michelle Abraham, SC Operations Mary Hoffman, NY and Pam Benedon, PA Greg Panichello, KS Research Neil Lerner, WI Lisa Shimkat, IA Interest Sections Terry Chambers, WA International Jim Foley, IL Bill Cummins, AL Government Contracting Michael Brooks, AL Mike Myhre, FL

Accreditation Committee

Committee Leadership –

• Jody Keenan, Chair (VA)
• Christian Conroy, Board Liaison (PA)

Purpose Statement – To work cooperatively with the America’s SBDC Board of Directors, Board Chair, and ASBDC President and staff to develop, monitor, operate and continuously improve the ASBDC Accreditation Standards and Review processes in support of developing a unified national program committed to the delivery of qualify service, continuous improvement and performance excellence. America’s SBDC Strategic Contribution – Build Skills and Knowledge: Identify and grow competencies necessary to meet the vision

Conference Committee

Committee Leadership –

• Joel Youngs, Chair (IA)
• Mark Langford, Board Liaison (TX)

Purpose Statement – To advise America’s SBDC Board of Directors, and work cooperatively with the ASBDC President and staff, to plan, develop, and execute America’s SBDCs Annual Conference and supplementary professional development programs. America’s SBDC Strategic Contribution – Build Skills and Knowledge: Identify and grow competencies necessary to meet the vision

Leadership Committee

Committee Leadership –

• Rande Kessler, Chair (LA)
• Linda Rossi, Board Liaison (VT)

Purpose Statement – To advise America’s SBDC Board of Directors, and work cooperatively with the ASBDC President and staff, to develop and deliver SBDC network executive leadership professional development. America’s SBDC Strategic Contribution – Develop New Leaders: Deliver continuing leadership development aligned with priorities

Legislative Committee

Committee Leadership –

• Brian Goldstein, Chair (NY)
• Allen Adams, Board Liaison (GA)

Purpose Statement – To advise America’s SBDC Board of Directors and to work cooperatively with the America’s SBDC President and staff to develop the Association’s national legislative agenda, and implement the Association’s legislative and key stakeholder advocacy plan. America’s SBDC Strategic Contribution – Increase Core Funding: Secure federal funding to achieve the vision Diversify National Funding: Expand government, private, and corporate funding support

Marketing Committee

Committee Leadership –

• Daniel Fitzgerald, Chair (CA – Imperial)
• Michelle Abraham, Board Liaison (SC)

Purpose Statement – To advise the Board and to work cooperatively with America’s SBDC President and staff to develop, enhance and implement marketing strategies that enhances the brand equity of the national SBDC program. America’s SBDC Strategic Contribution – Enhance Position and Brand: Promote awareness of SBDCs as the solution to stakeholder priorities

ASBDC Marketing Committee Membership Meeting

February 12 2018

SBDC Day – Ways to Promote

• ASBDC SBDCDay Toolkit
• Social Media, #SBDCDay

– Success Stories – Advisor Highlights – Tips – Have fun! (Florida SBDC 2017)

• Proclamations (state, local)
• Open Houses for Centers
• Other (pop-up market Idaho SBDC)
• Earned Media/Live feeds

Operations Committee

Committee Leadership –

• Mary Hoffman, Co-Chair (NY) and Pam Benedon, Co-Chair (PA]
• Greg Panichello, Board Liaison (KS)

Purpose Statement – To advise America’s SBDC Board of Directors, and to work cooperatively with the ASBDC President and staff, to review, recommend and disseminate information that enhances network operations in support of high quality, effective and efficient SBDC programs. America’s SBDC Strategic Contribution – Share Expertise and Tools: Share information, expertise, and resources to improve effectiveness.

Research Committee

Committee Leadership –

• Neil Lerner, Chair (WI)
• Lisa Shimkat, Board Liaison (IA)

Purpose Statement – To advise the America’s SBDC Board, and work cooperatively with the ASBDC President and staff, to identify, collect, compile, analyze, and disseminate statistical data strategically important to achieving the strategic objectives of the Association and national SBDC program. America’s SBDC Strategic Contribution – Use Data Effectively: Collect, compile, analyze, and communicate data to tell a compelling story

Interest Sections

Interest Section Board Liaison –

• Terry Chambers, Board Coordinator (WA)

International –

• Jim Foley, Chair (IL)
• Bill Cummins, Board Liaison (AL)

Government Contracting –

• Michael Brooks, Chair (AL)
• Mike Myhre, Board Liaison (FL)

NASBITE CGBP Certification SBA Intermediate Level Certification SBA Basic Certification

Levels of Certification

Special Briefing

FIELD ALIGNMENT: SBA’S DRAFT PLAN Christian Conroy, Board Member State Director, Pennsylvania SBDC

FIELD ALIGNMENT

Office of Entrepreneurial Development and Economic Development Specialists

Administrator’s FY 18 Priorities

SBA’s Mission: Our mission is to strengthen the nation's economy and grow jobs by enabling the creation and growth of small businesses - and by assisting in the economic recovery of small businesses and communities after disasters.

Where we were What we found Where we are going

• Workaround

communication strategy

• Low/inefficient

performing partners

• Redundant oversight

processes

• Lack of

accountability to field leadership (WBC & SCORE)

• Multiple training

voices with little field coordination

• Programming for

program sake

• Help

underperforming partners

• Leverage SBA $ to

create greater impact

• Get ahead of

problems before they

• ccur
• Uniting SBA training

resources to reach more individuals

• Alignment between

Administrator’s priorities and program & field activities

• Joint development of

program strategies & activities

• Consistency in RP
• versight and

communication

• Single set of metrics

– less with more relevance

• Greater outcome

impact

OFO/OED Working Group

How we will get there

Support and Increase Impactful EDS Outreach

• Provide EDS standardized marketing materials in cooperation with OCPL
• SBA vs. Resource Partner Delivered Training to Entrepreneurs - Clarify

roles in providing entrepreneurial training to small businesses

• Develop shared marketing material targeted at rural/underserved

demographics

• Develop collaborative process to streamline special initiative

implementation

• Develop social media content and event collateral to leverage SBA's

Online Learning Center courses

• Ensure availability in multiple languages and 508 compliant
• OFO Promote SBA Learning Center via social media and at events.

How we will measure our impact

Outcomes Outputs

• Number of jobs created by

small business by resource partners

• Impact on the economy
• Growth in underserved

demographic participation

• Number of Partnership visits
• Number of small businesses

counseled and trained

• Number of compliance reviews

BREAK TIME

15 MINUTES

SBA Host Summit*

Cancelled doesn’t really mean cancelled. To be rescheduled for ASBDC National Conference in DC.

Status Report

ASBDC SBA Goal Recommendations

U.S. SBA Congressional Budget Justification (CBJ) Report

• Above

– FY2014 CBJ Report & FY2012 Annual Performance Report

• Right
• FY2018 CBJ Report

& FY2016 Annual Performance Report

$4.0 $4.0 $4.0 $4.0 $4.7 $5.1 $5.6 $3.5 $3.8 $4.0 117% 129% 139% 132% 135% 139%

0% 20% 40% 60% 80% 100% 120% 140% 160%

$0 $1 $2 $3 $4 $5 $6 $7 2015 2016 2017 2018

Billions

SBA DEFINED POPULATION- BASED GOALS SBDC NETWORK ACTUAL PERFORMANCE (EDMIS) SBDC NETWORK NEGOTIATED GOALS % of Goal Achieved

Capital Accessed

CBJ Report SBA Performance

ASBDC SBA GOAL RECOMMENDATIONS

Dramatically improve the value of the national SBDC program by defining performance goals and an equitable method for allocation that ensures all networks achieve high performance measured by a credible, trusted and stakeholder accepted national economic assessment process.

• - 2018 ASBDC Board of Directors

Unified Strategic Objective

The U.S. Small Business Administration is seeking to establish open dialogue to examine our existing unified KPIs, i.e. Long-Term Clients (aka LTCs), New Business Starts and Capital Infusion. Our goal:

1. examine if existing KPIs are still appropriate and relevant, and, if not, identify new or additional KPIs that are appropriate and relevant to the long-term success of the national SBDC program, and 2. establish appropriate baselines that are and have an equitable allocation model for identified and goaled KPIs, and 3. develop clear and understandable definitions that result in a unified methodology for goal measurement and reporting.

ASBDC KPI Survey – Purpose

What are your the most important leading, lagging and efficiency key performance indicators?

Leading KPIs

1. Consulting Hours 2. Capital Accessed 3. Clients Served

Lagging KPIs

1. Jobs Impact 2. Capital Accessed 3. Sales Impact 4. New Business Starts Efficiency KPIs 1. Cost per Job 2. Cost per Hour

ASBDC GOAL

• define appropriate SBDC program performance

metrics that are aligned to defined strategic

• bjectives;
• establish an equitable method for determining,

negotiating and allocating performance goals that will ensure all SBDC networks are appropriately motivated and driven to achieve high performance;

• develop a system for data collection and analysis

that is satisfactory to both the agency and its partner resource programs, and

• concur on a credible, trusted and multi-stakeholder

accepted national economic assessment model that measures program results and impact.

Helping Businesses Grow & Succeed

Recommendations

1. IDENTIFY PERFORMANCE GOAL METRICS THAT ALIGN AND CONTRIBUTE TO THE ACHIEVEMENT OF SBA DEFINED STRATEGIC GOALS AND OBJECTIVES

• Long-term Clients (leading KPI)
• Consulting Hours (leading KPI)
• Capital Accessed (lagging KPI)
• New Business Starts (lagging KPI)  Conditional
• Client Recommendation Rate
• “effectiveness” ratio

We recommend selection and implementation of any combination of the above five metrics, preferably no more than three unless the hybrid approach is implemented, to serve as performance goal metrics for

• 2019. Further, we recommend that the metrics selected be mutually

reviewed annually thereafter by OED/OSBDC and America’s SBDC for their effectiveness and continued relevance.

New Business Starts - Defined

CONDITION – New Businesses Created should be defined as substantive counseling attributed to assisting an individual(s) explore the establishment of a new business, not the expansion of an existing business, who achieved

• ne or more of the following verified results:
• Has documented a transaction from the sale of a product or

professional or personal service for the purpose of gain or profit OR

• Has contracted for or compensated an employee(s), or independent

contractor(s) to perform essential business functions OR

• Has acquired debt or equity capital to pursue business operations

(e.g., to purchase inventory, equipment, building, business, etc.) OR

• Has incurred business expenses in the operation of a business.

Helping Businesses Grow & Succeed

Recommendations

2. ESTABLISH AN EQUITABLE METHOD FOR DETERMINING, NEGOTIATING AND ALLOCATING PERFORMANCE GOALS THAT WILL ENSURE ALL SBDC NETWORKS ARE APPROPRIATELY MOTIVATED AND DRIVEN TO ACHIEVE HIGH PERFORMANCE We recommend OED/OSBDC leadership work with the ASBDC Board to determine appropriate performance goals levels for the national program; establish an equitable method of performance goal allocation and negotiation process for individual networks, and clearly define and delineate policies and evaluation of performance. AND We recommend and request that the following scale be used to assess program performance toward individual performance goals:

Rank Description Achievement 1 Much Less Than Expected < 80% Goal Achieved 2 Less Than Expected 80% - 95% Goal Achieved 3 Met Expectations 95% - 105% 4 Exceeded Expectations 105% - 120% 5 Significantly Exceeded Expectations > 120%

Helping Businesses Grow & Succeed

Recommendations

3. DEVELOP A SYSTEM FOR DATA COLLECTION AND ANALYSIS THAT IS SATISFACTORY TO BOTH THE AGENCY AND ITS PARTNER RESOURCE PROGRAMS We recommend SBA assess its current system for data collection and analysis (i.e. EDMIS) to determine if it accurately, reliably, and consistently provides the Office of Entrepreneurial Development with the data necessary to properly assess and measure the effectiveness and efficiency of its partner resource programs. If not, we urge the development of a system that achieves these

• bjectives.

Helping Businesses Grow & Succeed

Recommendations

4. CONCUR ON A CREDIBLE, TRUSTED AND MULTI- STAKEHOLDER ACCEPTED NATIONAL ECONOMIC ASSESSMENT MODEL THAT MEASURES PROGRAM RESULTS AND IMPACT We recommend OED/OSBDC leadership work with the ASBDC Board to establish a credible, trusted and multistakeholder accepted national economic assessment model conducted by a third-party resource. Further, we recommend that such economic

• utcomes for the national SBDC program should be reported by

SBA in the Congressional Budget Justification Report to demonstrate the economic contributions the SBDC program contributes to the national economy.

SBA’s Response

Next Steps

• SBA OED Leadership to Review and Summit

with Mike, Michele and Tee

Helping Businesses Grow & Succeed

ASBDC National Impact Study

Use Data Effectively Collect, compile, analyze, and communicate data to tell a compelling story

– America’s SBDC Vision 2020 Strategic Objective

Dramatically improve the value of the national SBDC program by defining performance goals and an equitable method for allocation that ensures all networks achieve high performance measured by a credible, trusted and stakeholder accepted national economic assessment process.

– ASBDC Board of Directors Unified Strategic Objective for 2018

Recommend OED/OSBDC leadership work with the ASBDC Board to establish a credible, trusted and multistakeholder accepted national economic assessment model conducted by a third-party resource. Further, we recommend that such economic outcomes for the national SBDC program should be reported by SBA in the Congressional Budget Justification Report to demonstrate the economic contributions the SBDC program contributes to the national economy.

– ASBDC Goal Recommendation to SBA OED Leadership

Helping Businesses Grow & Succeed

ASBDC National Impact Study

PURPOSE: Contract with a credible and reputable economic research firm to examine effect America SBDC professional business consulting services attribute to business and economic outcomes of all consulting clients served over the previous two program years. Research firm shall conduct economic analysis that measures common economic and business development program outcomes, such as but not limited to business revenue, personal wages, and employment.

FAQs

Who will be surveyed? 100% of the clients for 2016 and 2017 will be surveyed. By that we mean all clients with one hour or more hours of consulting. Why all of them and not just LTCs? We want to see if we are leaving any impact on the table. If we find we aren’t we’ll go back to LTC only in the future. How much will this cost? You, nothing. ASBDC, $97,000. What questions will be asked? The same questions we always ask in the survey. My network adds some custom questions, can we still do that?

• Yes. There will be an ability to add a few custom questions.

FAQs

I’ve already contracted with Dr. Chrisman for my state survey, should I cancel?

• No. NBRI will only be providing the results to Dr. Chrisman and

doing a national impact assessment. If you want the more detailed state survey you should get it from Dr. Chrisman. What do I have to do? You need to give permission to Colette or Brain to provide an address file download to NBRI. You will also have to provide a point of contact who will help coordinate the survey between NBRI and your clients. Their role will be to facilitate the “warm hand” off to clients. Is that safe?

• Yes. NBRI works regularly with Fortune 500 companies and follows

the highest security standards. Their security is top notch and they will use Secure FTP over SSL and PGP

FAQs

Is this alright with SBA? SBA ceased surveying but, we still need impact data. The survey is conducted by a contractor who will not distribute any client information, thus complying with the confidentiality requirements in the statute. See below –

(7) PRIVACY REQUIREMENTS.— (A) IN GENERAL.—A small business development center, consortium of small business development centers,

• r contractor or agent of a small business development center may not

disclose the name, address, or telephone number of any individual or small business concern receiving assistance under this section without the consent of such individual or small business concern.

What if we want to opt out? The point of this effort is to aid your survey efforts and provide stakeholders with a “clean hands/third party” product. If you do

• pt out it will spoil the effort but, we can’t force you.

Draft Motion for Membership Vote

Motion - I, Michel Myhre, move that up to $125,000 of America’s SBDC strategic reserves be invested for the purpose to contract with the National Business Research Institute (NBRI) to conduct research, including but not limited to distributing surveys, collecting and compiling responses, and analyzing, extrapolating and producing a report on how America’s SBDC professional business consulting services attributed to business and economic outcomes of all consulting clients served in 2016 and 2017.

ASBDC By-Laws, Section 4.16: The Association shall maintain separate Operating and Strategic Reserve funds in accordance with policies and procedures that may be established from time to time by resolution of the Board of

• Directors. The Association shall maintain

the Operating Reserve Fund. The Association may only make expenditures

• r withdrawals of amounts from the

Operating Reserve upon the approval of two-thirds (2/3) of the members of the Board of Directors for purposes related to the finances of the Association. The Association shall also maintain the Strategic Reserve funds. The Association may only make expenditures or withdrawals from the Strategic Reserve upon a two-thirds (2/3) vote of the Common Voting Members of the

• Association. Strategic Reserve shall be

use for purposes related to the general advancement and interests of the membership as determined by the membership.

LUNCH

SBA Executive Session

Allen Gutierrez

Associate Administrator SBA Office of Entrepreneurial Development

Adriana Menchaca-Gendron

Associate Administrator SBA Office of Small Business Development Centers

Vicky Mundt

Deputy Associate Administrator SBA Office of Small Business Development Centers

BREAK TIME

15 MINUTES

ASBDC Legislative Panel

Tee Rowe

President & CEO, America’s SBDC

Omar Franco

Managing Director, Becker & Poliakoff

Brian Goldstein

Chair, America’s SBDC Legislative Committee State Director, New York SBDC Network

Michael Myhre

Chair, America’s SBDC Board of Directors State Director, Florida SBDC Network

Helping Businesses Grow & Succeed

How it is suppose to work…

Helping Businesses Grow & Succeed

How it really works…

Helping Businesses Grow & Succeed

Helping Businesses Grow & Succeed

Congressional Engagement

What You Need to Know Before You Go

Be Prepared

• Know Your Audience.

– The most important thing when preparing for your meeting is know your audience. Understanding your Member and Staffer will help customize your message and ensure for a productive meeting. – Review the Members biography

• available on the web – www.senate.gov and www.house.gov

– Know their party affiliation, committee and subcommittee membership, issues that they have passion, and past record on the issues you will be discussing. It is also helpful to know their

• ccupation. Often, if the Member isn’t an attorney, they are a

small business owner. Knowing this will help guide your discussion and demonstrate that you have adequately prepared for the visit. If your meeting is with a staffer, also do your homework. The goal is to create a connection to ensure your message is received.

Be Prepared

• Master your message.

– Messaging goes beyond the simple presentation of collateral

• materials. You must be prepared to deliver a clear, concise and

consistent message that results in further education, understanding and support for the SBDC program. Remember, however, we are to inform and education, not lobby. We are simply looking to create national program champions, Role Tide.

• Be Unified.

– When preparing for your meeting it is critical that you develop and deliver a uniform message that results in your Member walking away prepared to support the SBDC program. Your message should enhance their understanding of small business needs and how your SBDC and the America’s SBDCs help respond to those needs. Your message should also define your networks work; explain why it is essential, and outline how the Member can help.

America’s SBDCs are largest small business development program in the country.

• SBDC network in every state, serving urban

and rural small businesses

– Nearly 1,000 offices and 5,000 employees

• Partnered with nations leading universities

and colleges

• States principal small business agency.

The Message – Key Talking Points

America’s SBDCs set the standard for taxpayer accountability and performance.

The SBDCs are an example of the best practices needed in GAO’s analysis of 52 federal entrepreneurial assistance programs.

– http://www.gao.gov/assets/650/647267.pdf

The Message – Key Talking Points

America’s SBDCs leverage federal funding investment.

• Federal funding is leveraged with state, local

and private investment.

The Message – Key Talking Points

America’s SBDCs aid small businesses serve business needs and there at times of need.

• SBDC professionals help access new market
• pportunities

– Focus on helping grow top line (more sales, more jobs) and improve bottom line (increased profitability, more jobs and increased tax revenues) – Grow internationally, government procurement

• SBDCs are the boots on the ground to help small and

medium-sized companies recover from natural and man-made disasters.

– Disaster recovery and resiliency – Cybersecurity resiliency

The Message – Key Points

America’s SBDCs are leaders in generating verified and attributed measurable economic impacts.

• SBDCs keep the end in mind.
• High standard for attributed results.
• Commitment to continuous improvement

and performance excellence.

– Accreditation program

The Message – Key Talking Points

• Thanks for support for $130 million for FY2019

– Already passed House and Senate Financial Services Appropriations

• Support for a $135 million appropriation for

FY2019

• Make it specific

– How additional funding

• Could be leveraged
• Used to expand constituent services
• Would result in additional economic impact
• Play to your strengths

– Rural, Tech, Manufacturing, Exports, Veterans, etc.

The Ask – Key Talking Points

• Role Tide, (Hello in Alabamian), I’m Jalen Hurts from the

Alabama Small Business Development Center Network.

• Thanks again for taking the time to meet with [me/us]. First, we

want to thank you [Congressman/woman] for supporting the Defense Authorization Act this year. It contains some important language regarding the SBDC program and we wanted to make sure you were aware.

• Thanks to you and your colleagues [Congressman/woman],

SBDCs will be collaborating with the Department of Homeland Security to develop a national program to provide cybersecurity training and information to America’s small businesses. This was a legislative initiative that we supported enthusiastically because we recognized that the threat of a cyber-attack affects every small business in every district.

The Script

• We will be working with the Small Business Administration and

Department of Homeland Security to leverage our national footprint and professional expertise to educate and help protect

• ur nation’s principal job creators. We are just getting started in

those conversations but wanted to thank you and your colleagues for your support in our effort.

• We also want to thank you for your support of the FY2018

Financial Services Appropriation Bill. Both the House and Senate versions of the 2018 Bill supported a $130 million appropriation for SBDC program; an increase of $5 million over the FY2017 amount. Although we are under a Continuing Resolution right now, we would like to ask that you and your colleagues [Congressman/woman] continue to support the $130 million in the final FY 2018 budget. That level of funding is critical to us continuing to expand our assistance to small businesses in the Congressman’s/woman’s district.

The Script

• We would also like to request your continued support for our

program in upcoming FY 2019 budget discussions. The 2018 Financial Services appropriation bill included $130 million for the SBDC program. We are very grateful for that endorsement

• f support from Congress. Please know that we will put that

investment to good use and that there will be significant benefits and impact in the e.g. 4th, district.

• We know there is uncertainty over the budget. We would like to

request your continued support of funding for the SBDC program at $135 million in the upcoming FY 2019 budget

• discussions. This level of funding is critical to enabling us to

continue supporting the growth and success of many of the small businesses that are vital to the economy, particularly in rural areas. Let me share a few of the things we are doing and the difference we are making in your [Congressman/woman] district.

The Script

• Use engagement as an opportunity to take

photos

• Invite them to participate in events or

simple tweet and post on Facebook

• SBDC Day is Wednesday, March 21st

SBDC Day

• Support letter addressed to the member with a clearly articulated
• message. The association provides a template letter that can be

easily customized.

• America’s SBDC Impact Brochure
• One-page district fact/impact sheet
• One-page network fact/impact sheet
• One-page client success stories

– highlight outcomes – jobs created, capital accessed, etc.

• SBDC Network Annual Report, if developed
• State and targeted services brochures/pieces, e.g. veterans,

international trade/export, cybersecurity, rural, etc.)

• GAO Report
• District Profile & Constituent Letters
• Your business card and center contact information

Supporting Materials

Helping Businesses Grow & Succeed

Get Stuck, Call or Text Tee

Tee Rowe 703-400-7514

Questions

Meeting Adjourned