Strategic Plan 2012-2014
Overview of the Process
The Defiance Area Chamber of Commerce is a nonprofit membership organization representing more than 400 businesses and individuals that encompass about two thirds of the area’s workforce. The Chamber acts as the voice for businesses in the area and will be the driving force for a vibrant Defiance Area by providing services and resources to cultivate a growing and thriving business community. The Chamber’s mission is to promote our business community by gathering and disseminating information, keeping advised of all relevant government issues, advocating for members' interests, and serving as a catalyst for growth and prosperity.
This strategic plan provides an overall framework for action during a five year span (January 2012 –December 2014) with the intent to supply flexibility through more detailed tactics within each annual program of work. Progress is measured and reported quarterly.
The plan was developed over a three month period in 2011 using the following guiding principles:
SMART
• The plan should be designed so that it delivers accountability while being easy to understand, access and report on.(Specific, Measurable, Accurate, Realistic, and Timely)
Inclusive
• It is important to ensure that a variety of voices are heard in the process, including those of leadership, staff, members, volunteers and community partners.
Clear
• The plan should reflect Chamber vision, mission and values as well as the desired direction of leadership.
Across the various stakeholder groups there was a feeling of strong positive momentum at the Chamber.
The Chamber was expected to be the driving force on important issues to business and the organization was encouraged to focus on priorities and leverage current momentum. There were reminders to better document the collaborative role the organization plays. While currently the majority of members and services provided are geared towards small business and members in general, the input suggested the organization persist in developing opportunities to further enhance the community.
As a result of this information and analysis, four areas of focus were developed which ultimately became the categories for our strategic goals:
• Business
• Growth
• Community Collaboration
• Membership & Operations
In previous Strategic Planning Sessions, our stakeholders identified areas of ongoing consideration for future uses. In reviewing these areas, we realized that we had a strong foundation to start this year’s planning sessions.
Previously Suggested Goals (2009)
- Development of ‘Team Defiance’ through the consolidation of multiple service organizations (e.g. DDVB, CIC, Defiance Foundation, United Way, Volunteer Connection, etc.), including a joint facility
- To Develop Educational and Business Development leadership programs to attract, cultivate and insure the prosperity of area business
- The Creation of Valued Programs to rationalize a new tariff structure for the entire membership base
- Enhance our Electronic Commerce and Website capabilities to cross-pollinate and improve business-to-business development
- Develop a Designated Sponsorship Program to offset the efforts of annual fundraising initiatives for DACC events
2011 Potential Considerations
- Be a driving force in continuing to develop the “Team Defiance” through collaboration with our various stakeholders
- Continue to pioneer educational and business development leadership programs to attract, cultivate and insure the prosperity of area business
- Continue to create and monitor valued programs to benefit the entire membership while enhancing our website and e-commerce capabilities to cross-pollinate and improve business-to-business development
- Lesson our dependence on our membership due structure and create programs/services to offset the efforts of annual fundraising initiatives
With these considerations in mind, we then broke down each category and further identified various goals under those categories. Those goals along with the time frame and its measureable are listed below.
Business
1. Goal: Create an educational program similar to Lunch N’ Learns or Eggs & Issues that address previously identified issues and topics from the chamber membership.
• Example: QuickBooks Training, SBA Services, etc.
• Time Frame: Quarterly Program for 2012-2014, 3-4 sessions/year
• Measure for success: Interest in event and Attendance level of the event
2. Goal: Survey membership for recommendations to programs and services, satisfaction survey
• Through Constant Contact and/or WebLink
• Time Frame: Satisfaction Survey done 1-2/year, 2012-2014
• Ideas and topics for LNL(Lunch n’ Learn) or ENI(Eggs n’ Issues) events
• Time Frame: Survey for services and programs that create value for members, Annual, 1st quarter of year
• Measurable: Rate of Return on surveys (above 30%)
3. Goal: Updates to City and County Governments
• Board of Control/Council
• Time Frame: Quarterly, 2012-2014
• Measurable: Increased communication and collaboration on projects, knowledge of community activities
• Commissioners
• Time Frame: Quarterly, 2012-2014
• Measurable: Increased Communication and collaboration on projects, knowledge of community activities
4. Goal: Increase Involvement in City Strategic Plan Process and Activities
• Over 25 projects have the chamber identified as a lead organization. Select 2-3 projects annually to be actively working on and completing
• Time Frame: Projects identified by 1st quarter of 2012
• Measurable: Completion of Projects
Growth
1. Goal: Review Policies from other Chambers on Small Business/Service/Retail/Restaurant Recruitment
• Review chambers who actively recruit businesses in above mentioned sectors and benchmark our chamber
• Time Frame: 1st quarter of 2012
• Measurable: Number of packets generated, 3-4 chambers being benchmarked
2. Goal: Create Policy for Recruitment
• Active policy in place for recruiting new business in the above mentioned sectors, and assisting CIC/Economic Development office with recruitment efforts
• Time Frame: 2nd quarter of 2012
• Measurable: Document in place
3. Goal: Continue to evaluate and administer the Defiance Area Leadership Program
• Time Frame: 2012-2014
• Measurable: Number of candidates in program, completion surveys
4. Goal: YPN (Young Professional’s Network)/Defiance 2100 YPN
• Facilitate and engage the YPN/Defiance 2100 YPN as a segment of the chamber audience
• Time Frame: 1st half of 2012 and ongoing
• Measurable: Active Meetings, one YPN Event/year
5. Goal: Decrease current dependence on membership due as main income (68%), need to lower this to 55%-60% on budget.
• Increase Non-Dues revenue, services, programs, etc.
• Time Frame: 2-3 yrs
• Measurable: Percent of Budget
Community and Collaboration
1. Goal: Organize a Summit for Community Leaders, Executive Directors of Community Organizations, non-profits to improve communication and discuss similar problems and issues
• Time Frame: Semi-Annual Event, 2012-2014
• Measurable: Attendance for Event
2. Goal: Be the one location for a Community Calendar, Resource Center
• First Education Session for WebLink
• Time Frame: Spring 2012
• Measurable: Internet Traffic, Activities on Calendar
3. Goal: Engage Board of Directors to be active liaisons between community boards/organizations and Chamber Board. Improved reporting on activities and events.
• Time Frame: 2012-2014
• Measurable: Events on Calendar, Knowledge of community activities
4. Goal: Active engagement of the Agricultural segment of community. Utilize Ohio Extension Office
• Ag Breakfast Event – Collaboration with OSU Office
• Time Frame: 2012-2014
• Measurable: Event success and engagement of that segment
Membership and Operations
1. Goal: WebLink Education to Board and Members
• Sessions to educate members about WebLink
• Time Frame: 2012-2014
• Measurable: Use of WebLink by Membership and Board
2. Goal: Benchmarking our chamber using personal visits to chambers outside region
• Time Frame: 2012-2014, 2-4 visits per year
• Measurable: number of quality visits
3. Goal: Continue review of expense side of budget for cost reduction
• Time Frame: 2012
• Measurable: Low % of overhead on budget
4. Goal: Credit Card Accepting and use with events and dues – Explore Options
• Time Frame: First half of 2012
• Measurable: Low transaction costs relative to use of feature
5. Goal: Membership Retention
• Time Frame: 2012-2014
• Measurable: Benchmark is 80%, Strive for 85%
6. Goal: New Member Recruitment
• Time Frame: 2012-2014
• Measurable: 5% growth each year