This article from LancasterOnline discusses the Lancaster Chamber's new model for membership, the rollout of which begun in January 2016. The chamber is also holding multiple annual meetings that are open to the public, rather than one members-only meeting. See also: Lancaster City Council approves changes for chamber's new location
The Billings Chamber's 5-year growth plan was developed after a thorough evaluation of all revenue sources. It includes key findings and action steps for dues revenue, affinity programs, events and programs, public policy, total resource campaign, partner agreements, and chamber foundation. The growth plan is based on ACCE's Chamber Revenue Model Whitepaper.
The Rockford Chamber’s strategic vision and plan includes the Chamber’s mission and vision statements, value proposition, reasons to belong, core values, and strategic vision. The strategic action plan address three main areas: leading, business, and growth.
The Alexandria Chamber’s vision through the year 2015 is to set the standard as one of the finest Chambers in the country. The goal to achieve that vision is to strengthen the Chamber’s financial position. In order to fulfill our organizational vision and goals the Alexandria Chamber will focus on four strategic directions over the next several years: Government Relations, Development & Finance, Membership & Training, and Marketing & Branding.
The Myrtle Beach Area Chamber of Commerce Strategic Plan has been developed using a “goals-based” strategic planning approach. Beginning with the Organization’s vision and mission statement, and a comprehensive SWOT analysis relating to the Organization’s principal revenue streams, key (primary) strategic goals were established to support the vision and mission statement. Strategies (operating objectives) were then formulated and implemented, aimed at achieving the primary strategic goals. Specific programs and tactical plans necessary to effectively implement and execute each strategy were identified and documented. This sample was provided as part of the 2015 Chamber of the Year application.
This survey seeks feedback from members of the Board of Directors in order to prepare for the Chamber’s upcoming Strategic Planning Meeting. Responses are critical to the construction of the Chamber’s Strategic Plan. This survey is part of the Horizon Initiative: Chambers of the Future.
The Chamber’s strategic business development plan lists the long term strategic objectives and operational deliverables for 2013-14. Also includes events, staff, executive board, and board of directors. See also Synopsis #1, “The Billings Chamber of the Future: Defining Tomorrow” - Billings Chamber of Commerce; CVB.
The Chamber’s strategic business development plan lists the long term strategic objectives along with priorities, definition, key strategies, and a timeline for goal completion for each one. Also lists operational deliverables for 2015. See also Synopsis #1, “The Billings Chamber of the Future: Defining Tomorrow” - Billings Chamber of Commerce; CVB.
ONWARD 2013-2017 is the Calgary Chamber’s five year strategic plan built upon three goals: Create exceptional member value and experience; Deliver influence and impact in our community; Re-invigorate the business of the Calgary Chamber. Each of these goals has a series of key initiatives, but most importantly, each has a variety of model transformations that are necessary to enable the fulsome transformation to occur.
The Billings Chamber of Commerce; CVB, Category 3 Winner, 2015 Chamber of the Year, Program/Initiative Summary for Synopsis #1 is: “We are a 5-Star Accredited Chamber that has never been more fiscally sound, with a record number of members. Our membership satisfaction rating has never been higher. In our prime, we refused to become stagnant and instead reach for opportunities for growth. Chambers of Commerce are old organizations, 416 years old to be exact. The general public may perceive our organizations as even older. Constant change is needed to combat this unfortunate perception. Defining our reality with an environmental scan was the first step. Next came substantive changes.”
See also Synopsis #2, “The Billings Chamber Trails and Heritage Initiative” - Billings Chamber of Commerce; CVB
See all of Billings Chamber’s pieces from their 2015 Chamber of the Year application: