This report is used with the Roanoke Regional Chamber’s Board to track their progress in a summary fashion. The strategic plan has been updated for 2016 with revised, highlighted sections related to the Chamber’s new direction toward tiered dues.
This document outlines the top 5 reasons why nonprofits waste time and money on strategic planning and offers tips for designing an effective strategic plan.
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.