Asheville 5X5 is a five-year, $3.5 million action agenda and public/private sector operating capital campaign to generate approximately 5,000 total new jobs and to increase employment in Buncombe County and surrounding areas of Asheville, North Carolina. This document contains a summary of the plan; goals and projected impact; definitions of areas of opportunity; action agenda/cluster strategies; governance & accountability; and a call to action.
The Brooklyn Chamber of Commerce seeks proposals from eligible and experienced firms to conduct a Centennial Strategic Plan for the Agency. This request for proposal includes an acknowledgment of receipt and intent to participate form; nondisclosure agreement; RFP process conditions; eligibility requirement; timeline; scope of services; detailed proposal requirements; description of the selection process; and evaluation criteria.
This strategic plan for the Roanoke Regional Chamber of Commerce lists the desired outcomes and the strategic steps necessary to accomplish them for the areas of advocacy, business assistance, financial stability, organizational excellence, marketing and public relations, membership development, membership engagement, and leadership development.
This report lists the goals and objectives for advocacy, business assistance, financial stability, leadership development, marketing and public relations, membership development, membership engagement, and organizational excellence. Active and completed tasks are listed, along with start and due dates, responsible parties, assignor, priority, progress, and status.
This document contains a list of the key points in the 2013 book “The End of Membership As We Know It” by Sarah Sladek. As part of the strategy process, Chamber staff members read the book to help them develop specific objectives and strategies. This book discusses the changing nature of membership organizations, and that organizations either need to change or be left behind.
This document reflects on the accomplishments of the Strategic Planning Group in preparation for and during the Strategic Planning Retreat as well as subsequent work completed by staff. It includes the Shared, Practical Vision for 2015; a list of obstacles to achieving higher levels of excellence; and a list of action areas and strategic directions to address those obstacles. Also includes feedback from meeting participants.
This communications plan was developed to effectively communicate the need for Cobb Edge to key stakeholders through proactive and reactive communication tactics; to provide key stakeholders with the information they need to understand, advocate for, and effectively answer questions about Cobb Edge; to communicate the need for greater strategic focus, emphasis, and energy around economic development in Cobb County; and to proactively address potential concerns and reservations about Cobb Edge to stakeholders. Includes a list of internal and external stakeholders, key facts about Cobb Edge, and a description of communication tactics throughout various phases of the campaign.
The Competitive Assessment provides insight into the issues that impact Cobb County’s economic competitiveness and community vitality. Includes a summary of key findings, conclusions regarding the strategic implications for Cobb’s Competitive EDGE Economic and Community Development Strategy, and recommended actions contained within one or more of Cobb County’s “Seven Seeds of Success” that will collectively support the growth and development of Cobb’s Competitive EDGE.
This document is the long-term business development plan for the Coastal Alabama Business Chamber. It contains the chamber’s mission statement and denotes chamber action items for business development (in red), chamber action items for existing business (in blue), and chamber advocacy items (in green).
This five-year strategic plan outlines the Chamber’s purpose, statement of values, vision and mission statements, major initiatives, goals, and key performance indicators for 2009-2013.