Delaware County Chamber of Commerce Work Plan

Transcription

1 Delaware County Chamber of Commerce 2017 Work Plan The Chamber s Plan of Work is its one-year document outlining the work of its committees and the priorities for staff as approved by the Board of Directors. As with all businesses, having a road map for the year keeps everyone focused with programs and initiatives that are congruent with the Chamber s mission. Our Core Values Our vision is to be the premier voice of business as we work with regional partners toward locally-appropriate and forward-looking economic prosperity. The mission of the Delaware County Chamber of Commerce is to help businesses succeed so our communities in Delaware County and the surrounding region may prosper. Toward that end, we support our entrepreneurs by advocating for public policies that create a regulatory environment in which private enterprise may thrive, promote our region as a great place to visit, live, learn, work and play, and create programs that develop our communities and improve our quality of life. We believe that our image in the community with our stakeholders--our members, elected officials, future members, regional partners, and the general public--is paramount to our success. We incorporate our values into our messages and actions. We adhere to these values as a means to establish trust and ensure a positive reputation as an organization that is working to help our members and our communities be successful: Member-centric We appreciate and value that our members are our core existence. Our every decision and action is driven by a desire to contribute to our members success. Collaborative We welcome all opportunities for cooperation and inclusion in meeting community goals. We seek partnerships in developing a common community vision. Integrity We ensure alignment of our actions and beliefs, engage in honest selfscrutiny, develop measurable goals, seek continuous improvement, and do what is right for the broader good. We are consistent and keep our commitments. Leadership We are true to our role as the business leader in our region and a model to others in our community. We use our influence and exhibit the skills of leaders to ensure the success of our organization and our region. 1

2 Advocating for a Stronger Business Environment Strategic Vision: We will build our influence and visibility in Delaware County and the Catskill Mountain region. Educate members on federal, state, and county issues that affect business. Communicate Chamber positions on these issues to public officials. Through our Governmental Affairs Committee, we will create strategic alliances with Industrial Development Agency, members of county board, and department heads to advance county-based issues. Cultivate professional and personal relationships with elected officials and their staffs, regional non-governmental organizations, and state and federal agencies. Increase our influence with regional groups to ensure that the perspectives and priorities of the business community are represented in advocacy efforts for the region. Influence changes to federal health care insurance to restore chambers of commerce as small groups. Creating Connections and Value for Members Strategic Vision: Bring measurable value to a Chamber membership through high-quality core services, responsive new services, and networking events. Increase net membership by 100 by the end of Create measurable value in membership through a robust menu of member benefits and services. Create opportunities for members to network outside of a traditional business setting. Create a Chamber Ambassador group to assist at events, attend grand openings, and volunteer at events or projects as needed. Engage local chambers and business groups to better align our combined efforts and support our joint membership efforts. Seek new benefit offerings that will result in measurable savings to members. Celebrate significant events in the life of member businesses--grand opening ribboncutting ceremonies, anniversaries, milestones, accomplishments, etc., and promote 2

3 these events through the Chamber Facebook page, Instagram, newsletter and news releases. Produce an Annual Meeting event (Awards Gala) to review accomplishments of the past year and preview program for Recognize retiring board members and introduce new Chamber directors. Increase the frequency and variety of membership networking events. Host monthly membership meetings at locations throughout the county. Produce social events during summer and winter seasons. Continue to host a golf tournament to allow members to network in a non-business setting. Increase levels of sponsorship and participation. Create a new annual event to celebrate the contributions our members make to their communities. Present Outstanding Service Award to a Chamber member. Continue to host quarterly Boast and Toast receptions for tourism-impacted business owners and staff. Produce a weekly digital newsletter, highlighting Chamber activities and events, relevant news, committee reports, and member services. Seek sponsorship advertising. Evaluate producing a quarterly printed newsletter. Publication could be distributed to a broader (non-member) audience, including elected officials and the general public. Seek a major sponsor and/or a collaborative publisher partner. Engaging our Communities Strategic Vision: As an agent of change in our communities, we develop programs and initiatives that improve the quality of life through positive engagements. Build positive relationships with local business organizations. Establish the ecenter as a nexus for new business development and entrepreneurship. Support agricultural enterprises through educational, social, and legislative support. Build positive relationships with local chambers and business organizations. Continue to host quarterly luncheons for local chamber leaders to facilitate crosscommunity sharing of ideas, promotion efforts and member growth strategies. Lead a county-wide effort to encourage shopping locally through such events as Small Business Saturday following Thanksgiving. Enlist the participation of local business groups. Work with appropriate partners to promote local agricultural careers to students, parents, and guidance counselors. Continue to present a Young Farmer Award to a local farm family. Highlight the opportunities in agriculture. Partner with local educational groups to create a visitor-ready farm training program. 3

4 Develop a promotional program for Delaware County as a place to live, develop careers, grow roots, and enjoy. Create targeted messages for non-resident homeowners, local school students, guidance counselors, college students, young professionals, and other local residents. Promote availability of local jobs. Work with DCMO BOCES to promote Career Development and Occupational Studies (CDOS) entry-level employment certified credential to local employers. Assist in identifying possible intern placements. Continue working with Industrial Development Agency to host semi-annual Industrial Roundtables to solicit comments from local manufacturers. Launch our Leadership Delaware program which highlights our communities, profiles economic segments, and teaches practical leadership skills. Create a Young Professionals group to develop support mechanisms, foster crosscommunity networking, and demonstrate that career opportunities are present. Provide staff support for programs and services provided by Small Business Development Center and SCORE. Offer other seminars, workshops, and classes directed toward business owners and the general public. Topics may include social media, business software, retirement planning, direct mail practices, and others. Providers may include financial institutions and other members, DCMO BOCES, and others. Telling our Story Strategic Vision: We effectively communicate the initiatives, positions, programs and accomplishments of the Chamber to our members, public officials, local media, and the greater Delaware County community. Raise awareness of the Chamber and our programs. Build our credibility as an advocate for business in the Catskill Mountain region. Increase Chamber membership and attendance at events. Continue Catskills Commerce radio program on WIOX. Continue sending a weekly newsletter to members and area officials. Continue using Facebook and Instagram to promote Chamber events, share relevant news, and celebrate member accomplishments. Evaluate producing a quarterly printed newsletter. Publication could be distributed to a broader (non-member) audience, including elected officials and the general public. 4

5 Investigate opportunities to have satellite offices in other locations in the county. Redesign the Chamber website ( Allow for better integration of our membership management program to allow greater member interaction, including directory, online payment for events and dues, and a source of area business information. Consider placing a monthly opinion column in area newspapers. Seek ways to increase visits to the Chamber office by members, area residents, and visitors. Building our Ability to Serve Strategic Vision: Strengthen our financial and organizational performance through best practices, innovation, and continuous improvement. Establish reliable non-dues revenue to support Chamber programs. Clear policies and procedures will ensure accountability to members, funding sources, and the public. Chamber directors remain engaged with Chamber staff to maintain an efficient and professional organization. Convene, as necessary, groups to address such issues as bylaws, director nominations, personnel, or governance-related issues. Grow the Chamber s non-dues revenue through sponsorships, grants, advertising, and profit-sharing derived from affinity programs. Strengthen role of Finance Committee to prepare budget, review payroll expenditures, and assess financial position through the year. Determine a short- and long-term plan for the maintenance of the ecenter building and grounds. Review financial reporting process to ensure accuracy and ease of use. Create a reserve fund for future special projects. Review current software and office equipment to identify cost savings. Adopted December 16,