Thank You!

The end of 2016 marks the first nine years of Dowell Management. We started the company at the end of 2007 and it has been a wild ride ever since. 2016 will mark our most successful year yet, both economically and through the products, services and solutions provided to our clients.

Our company has changed as well throughout the years. I remember early on in our history we were eager to list as many of different products and services as possible that we could provide, thinking that this would help demonstrate our value to prospective clients. Then in 2012 I heard a presentation on “less is more” at a conference we were producing for one of our clients. It resonated with me and as a result today we only market those things that clearly are in our wheelhouse - association management, strategic planning, executive search, and fund development. People still don't totally comprehend what we do at our company, but here is a brief description of these four cornerstones:Click Below to view the full story.

Dowell Management Four Cornerstones

Association Management: We provide full or partial association management for nine different 501© sixes or C-3 organizations. In other words we supply the talent necessary to accomplish the day-in day-out activities for those clients.

Strategic Planning: The second-largest portion of our business, is providing strategic planning services to nonprofit 501© six and 501© three entities. Most often this takes the form of our 3-D strategic planning model which focuses on both in an internal and external discovery process in order to develop meaningful growth oriented high impact strategic objectives.

Executive Search: Another service provided to our core clients, business-based trade, charitable, and economic development associations. Our aggressive outreach and recruitment effort is intended to supply just the right talent based on key leadership attributes required by our clients.

Fund Development: More recently we've developed greater expertise and capital campaign management, case study development, feasibility studies, and strategic consulting in order to assist our clients in developing new and innovative fund sources.

Larry Dowell
President, Dowell Management
651-221-0852 |


Click the stories below to read the latest organizaton news...

Eau Claire Chamber President Search

Dowell Management is proud to be the official search firm for the Eau Claire Area Chamber of Commerce as they seek their next President & CEO. Longtime chamber professional Bob McCoy is retiring in  2017 after serving 36 years in the industry in four different markets. Bob has been the chief executive officer in Eau Claire for the past 23 years and we wish him well as he approaches retirement.

A nine member search committee has been named and is chaired by Mark Faanes of Wpfli, former Chamber board chair and current Chamber Foundation President. The Eau Claire Area Chamber is a well regarded and respected chamber with over 1,200 members and is an influence on most every aspect of the Eau Claire regional marketplace.

Interested parties should submit resumes, cover letter, etc. no later than February 3, 2017. Detailed instructions for the submission can be found in the position profile, click here.

Candidate interviews will take place in March 2017, with the successful candidate taking office in April or May 2017. For more information about the position please contact Larry Dowell at 651-221-0852 or email



Capitol City Education Fund

New Client: The Capitol City Education Fund (CCEF)

The Capitol City Education Fund (CCEF), formerly known as Support Our Schools, Inc., recently became re-organized and energized by a group of volunteer Board members. The CCEF is committed to placing a grant in each school within the Saint Paul Public School community in the 2017-2018 school year and these grants will recognize inspirational and innovative learning strategies at the classroom level. The goal is to connect the educator and the learners through new channels that enhance their experiences within school and in the greater world.
Dowell Management brings its association management and operations expertise to create a sustainable infrastructure for accountability and organization growth. CCEF’s Executive Director, Anne Dresen, is responsible for organizing and implementing an aggressive fund development plan and creating a system for getting grant funds directly to educators working in St. Paul classrooms.
The CCEF formally launched during its first fundraising event on November 10, with over 100 individuals in attendance. It was a great kick off for this important St. Paul organization.
For more information on the Capitol City Education Fund, visit


Minnesota Recruiting and Staffing Association

MNRSA Revs Up Its Public Policy Efforts

The Minnesota Recruiting and Staffing Association (MNRSA) is not a novice when it comes to defending the interests of their members. The organization has had a presence at the Minnesota Legislature since the late 1990’s. However, during the past year in particular, decisions made by local, state and national regulators and elected officials have made the staffing industry even more vulnerable to disruption.  

So MNRSA doubled its efforts to implement an even stronger advocacy effort that resulted in over 370 hours of testimony at the Minnesota legislature, at the Unemployment Insurance (U.I.) table, and at the city halls of Minneapolis and Saint Paul.  Led by Board Director Kathleen Harrell-Latham and lobbyist Todd Hill, MNRSA became recognized as one of the lead organizations at the Capitol pushing back on the Senate’s so-called Family Medical Leave Act and keeping it from advancing to the House.  The statewide paid sick leave program would have created a new level of bureaucracy to administer the program and ignored the fact that 75% of Minnesota businesses have adopted, or plan to adopt, paid time off policies.  MNRSA worked closely with the Minnesota Chamber of Commerce and Minnesota Business Partnership preparing testimony and developing strategies to demonstrate how recruiting and staffing companies would be uniquely impacted because their core workforce is different and distinctive.

Much of 2016, was spent speaking on behalf of the staffing industry at the city halls of Minneapolis and Saint Paul.  Working with a coalition of business associations and chambers of commerce, MNRSA was able to defeat the Fair Scheduling Act that would have required employers to give a 14 to 21-day advance notice of work schedules. 

However, despite the concerns of employers, the cities of Minneapolis and Saint Paul passed paid sick time ordinances, each going into effect July 1, 2107.  In Minneapolis, the ordinance requires companies with six or more employees to provide paid sick and safe time to all employees who work within the city limits at least 80 hours within a year.  Companies must comply with the ordinance even if they do not have a location in the city.  The City of Saint Paul’s ordinance, while similar to the Minneapolis, requires all companies regardless of size to comply.

In October, MNRSA joined the Minnesota Chamber of Commerce’s lawsuit challenging Minneapolis’ paid sick time ordinance.  The action challenges the ordinance as unlawful on the grounds that it conflicts with existing state law.  The action also asks the judge to prevent Minneapolis from enforcing the ordinance.
The lawsuit parallels efforts by MNRSA, the Minnesota Chamber and other business associations at the Legislature to make explicit the fact that state law preempts municipal regulation of wages and benefits.  MNRSA will renew its efforts in 2017 following legislative inaction this year.

For more information about MNRSA, visit


Momentum West

Wisconsin Talent Initiative

A significant checkpoint was reached in the Momentum West regional talent initiative during the month of November.  Momentum West hosted a highly interactive final rollout of the plan of action developed by the CREC (Center for Regional Economic Competitiveness) with help from over 90 other business, education, and government leaders throughout the region. The level of importance that this topic carries was evident during the roundtable breakout session that featured eight different groups that took a deeper look at the various elements that effect that talent attraction and retention issues in the region. The findings from this event will fuel an organized effort by Momentum West to make unprecedented efforts to address the issues within their region. The workforce analysis and talent retention & attraction action plan consists of three primary components :

  • Workforce Analysis of the Momentum West ten (10) county region in West Central Wisconsin, including the development of a metric-based scorecard to be updated annually

  • Analysis of existing assets and workforce attraction or retention initiatives within the region.

  • Action Plans that outline talent attraction and retention implementation strategies and specific action activities for the Region.

A priority is the final point, the specific action activities to be implemented in the region.  Although these have not been formalized, a sneak peek has them broken out into two primary categories with four areas under each category that contain numerous specific actions.  Without drilling down into the specific actions, the categories and areas are as follows:

Expanding the Talent Pool:

  • Market quality of place to young professionals

  • Aggressively pursue alumni from higher education institutions

  • Market opportunities to outbound commuters

  • Place hard to employee adults

Improve Labor Market Efficiency:

  • Enhanced description and dissemination of information on career pathways and requirements

  • Enhanced career planning support

  • Additional business lead career learning opportunities

  • Connect the gap between job seekers and employers

Implementation of these items will require a significant regional collaboration, but promises to impact the region if orchestrated to their fullest.

See the CREC Website for more information.

Copyright © 2013. Dowell Management