| COOPERSTOWN CHAMBER OF COMMERCE STRATEGIC PLAN |
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| AREA |
ASSETS |
CHALLENGES |
GOALS |
OBJECTIVES & ACTIONS |
COMMITTEE RESPONSIBILITY |
TIME LINE (1, 2, 3 yrs) |
PROGRESS |
| 1.Governance |
· Board of directors drawn from variety of businesses |
· Not all committees are operational |
1.1 The governing board of
the Cooperstown Chamber of Commerce will be clearly informed & assume
full responsibility to act in the best interest of the Chamber and its
membership |
1.1a. Revise and adopt mission statement |
Executive |
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· Actively engaged board |
· Effective/functioning committees |
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1.1b. Revise and adopt
by-law revisions |
Board Development |
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· Working committees |
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1.1c. Monitor board member participation and attendance |
Executive, Board Development |
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· Board committed to benefit
of organization |
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1.1d. Develop board job descriptions |
Executive, Board Development |
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1.1e.
Will monitor board member compliance with the
Code of Ethics and conflicts of interest |
Board Development |
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1.1f. Regularly assessing the composition and function of the
Board using "Grid for Achieving Board Diversity" |
Board Development |
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1.1g. Develop and propose slate of Board members and officers
as required |
Executive, Board Development |
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1.1h. Coordinate orientation for new Directors and assure the
continued development and training of the Board |
Board Development |
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1.2. An effort and focus
will be made to enable a smoot transition for Chamber leadership, including
developing a succession plan for officers and committees. |
1.2a.Identify future officers and recommend possible process
to develop them |
Executive, Board Development |
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1.2b.Develop vice-chair system to help with committee
succession. Work with strategic planning and board development. |
Executive, Board Development, Strategic
Planning |
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1.3. The Chamber board and
staff will continue to develop and support the committee system by developing
new committee protocol and committee members. |
1.3a. Create orientation and accountability for committee
members. Work with strategic planning and board development. |
Executive, Board Development, Strategic
Planning |
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1.3b. Create committee directory |
Strategic Planning |
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1.3c.
Set committee member expectations and
attendance policy, including regular committee meeting dates |
Executive, Board Development, Strategic
Planning |
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1.3d.
Create committee chair descriptions |
Strategic Planning |
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1.3e. Develop vice-chair description for committees |
Strategic Planning |
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1.3f. Examine committee charges and possible reevaluate
components because possibly too much to address for some committees (ex.
membership) |
Board Development, Strategic Planning |
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1.4. The Chamber will
continue to support, develop and monitor the strategic planning process. |
1.4a.
Focus on 2009-2010 |
Strategic Planning |
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1.4b.
Monitor and evaluate strategic plan in
cooperation with committee chairs and board |
Strategic Planning |
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1.4c. Break out plan by committees |
Strategic Planning |
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| 2. Administration |
· Staff |
· Limited resources |
2.1. Staff will provide
good customer service, and will be positioned as a resource for Chamber
membership. |
2.1a. Develop personnel and administrative policies, including
job descriptions, employee handbook and evaluations |
Executive |
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· Staff expertise |
· Staff capacity |
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2.1b. Develop methods of staff empowerment and recognition |
Executive |
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· Support of staff through membership |
· Staff development |
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2.1c. Develop cross-training between staff |
Executive |
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· Staff retention |
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2.1d. Implement annual membership evaluation |
Membership |
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2.1e.
Better connect board to membership |
Executive, Membership |
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| 3. Programs and
Benefits |
· Over 550 Members |
· “Represent” the membership |
3.1 Provide beneficial
services and resources to membership that provide savings and help them
increase business. |
3.1a. Develop a succinct description of the Chamber |
Membership, Marketing |
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· Tourism center |
· Retention of members and
program participation |
3.1b. Ascertain interest in, topics for, potential speakers and
educational seminars |
Membership |
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· Health insurance program and administration |
· Articulating membership value |
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3.1c. Stress local shopping in ads, data base, web, co-op ads,
word-of-mouth, area guide and local media |
Membership, Marketing |
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· Seasonal events |
· Measuring impact of special
events |
3.1d. Working in conjunction with other committees to develop
and implement new member benefits |
Membership, All Committees |
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3.1e. Reinstitute the Annual Dinner |
Membership |
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3.1f. Rewriting the inspection guidelines for accommodations,
policy and procedure to handle complaints.
Develop a policy to handle members who are unhappy with service, staff
etc. |
Membership |
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3.1g. Affinity marketing programs – research and recommend
action on discounted energy program, co-branded discount gas card, co-branded
Constant Contact, co-branded MOZY online backup service |
Membership, Marketing |
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3.1h. Benchmark and evaluate health insurance program |
Membership, Executive |
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3.2 Develop a clear and
understandable membership program that is attractive to new members, retains
current members, and financially successful for the Chamber. |
3.2a. Focus on: Reconnect, reinvigorate, forward motion, people
own chamber, inclusion of members, value, and the bottom line |
Membership |
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3.2b. Conduct analysis of membership fees and other Chamber
income opportunities |
Membership |
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3.2c. Redesign the membership enrollment information |
Membership |
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3.2d. Establish non-member fees for events and other
opportunities |
Membership |
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3.2e. Find more ways to make the public aware of the benefits
of belonging to the Chamber |
Membership, Marketing |
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3.2f. Answer why you should join Chamber |
Membership, Board |
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3.2g.
Increase membership and retention |
Membership |
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3.2h. Ideas in development: Member breakfasts, Business After
Hours, a few other small gatherings, and membership newsletter |
Membershi[ |
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3.2i. Conduct a membership evaluation on an annual basis |
Membership |
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3.3 Position the Chamber as
a marketing and tourism promotion center for Chamber services, its members
and Cooperstown. |
3.3a. Strengthen cultural tourism and create marketing plan to
reach the targeted audiences |
Marketing |
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3.3b. Create a professionally designed “Cooperstown” logo and
visual/graphic identity program |
Marketing |
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3.3c. Enhance and continually improve Chamber website |
Marketing |
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3.3d.
Develop marketing plan for the year,
addressing marketing to community and to tourists |
Marketing |
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3.3e. Continue to support Area Guide development through
committee, which will actively pursue completion on time, and on budget. |
Marketing |
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3.3f. Develop programs for : Banner ads for the Chamber’s
Website, Banner ads for Chamber on others’ websites. |
Marketing |
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3.3g. Develop a "rack" card |
Marketing |
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3.3h.
Educate and promote tourism impact to region |
Tourism, Marketing |
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3.3i.
Stop believing we are only a one season
destination. |
Tourism, Marketing |
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3.3j.
Develop a welcoming atmosphere for our
visitors. |
Tourism, Marketing |
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3.3k.
Develop materials to help promote our
businesses to the visitors. |
Tourism, Marketing |
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3.3l. Develop a reciprocal system with the attractions and
local businesses for rack cards, brochures, and/or other display materials. |
Tourism, Marketing |
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3.3m. Develop a system for window displays (at merchant
locations) to welcome the various groups (Dreams Park, conference attendees,
etc) that visit Cooperstown. |
Tourism, Marketing |
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3.4 Establish and enhance
partnership programs for the Chamber and its members. |
3.4a. Develop a strategy that positions the Cooperstown Chamber
in a leadership role in economic development for the region |
Marketing, Tourism |
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3.4b. Develop partnerships and collaborations |
Marketing, Tourism |
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3.4c.
Formalizing with Otsego County and Nancy
Friedman, some sort of official Travel Writer Hospitality Program – to
increase feature stories/write-ups on Cooperstown in media |
Marketing, Tourism |
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3.5 Support Chamber
mission-based special events with staff and committee guidance. |
3.5a. Investigate shared event coordinator position involving
Chamber, Otsego Chamber and Otsego County Tourism |
Marketing, Tourism |
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3.5b.
Form Pumpkinfest and Golf Tournament
sub-committees |
Membership |
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3.5c.
Brand all events as Chamber owned, including
PumpkinFest |
Marketing, Membership |
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| 4. Facility &
Environment |
· Building location downtown |
· Space constraint |
4.1 Chamber will maintain a
presence downtown, while providing a welcoming environment. |
4.1a. Establish a maintenance schedule and a facility fund for
repairs and ongoing maintenance |
Executive |
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· Community support |
· Historic building |
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4.1b. Evaluate alternative space if opportunity develops |
Executive |
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· Economy |
4.2 Chamber will monitor
ongoing governmental issues in Cooperstown and Otsego County. |
4.2a.
Distribute info from Otsego County government
relations committee to board |
Executive |
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4.2b. Establish contact with Police Chief and Board of Trustees. |
Executive |
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4.2c.
Monitor paid parking and provide
merchant/business feedback to committee |
Executive |
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4.2d. Continue to monitor MSG issue |
Executive |
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4.2e.
Gather information about MOSA |
Executive |
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4.2f.
Encourage membership to participate in
business advocacny events like Small Business Day. |
Executive |
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4.2g.
Work with Count Chamber to coordinate
legislative reception and other region-wide events |
Executive |
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| 5. Finances &
Resource Development |
· Active finance committee |
· Economic downturn |
5.1 Maintain and grow the
financial resources required to sustain the Cooperstown Chamber of Commerce
mission and improve Chamber services. |
5.1a. Enhance current and develop new membership services and
benefits |
Membership, Finance |
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· Partnership programs |
· Increasing costs of doing business |
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5.1b. Examine and benchmark and refocus membership levels |
Membership, Finance |
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· Revenue opportunities |
· Budget operations |
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5.1c. Ensure retention of membership is a main focus |
Membership, Finance |
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5.1d.
Develop strategies to meet a shortfall in
funding |
Finance, Strategic Planning |
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5.1e. Develop mission-related events to expand business
opportunities especially in shoulder seasons |
Membership, Finance |
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5.1f.
Evaluate events financially and economically,
including benchmarks |
Membership, Finance |
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5.1g. Explore, develop and define in-kind services |
Membership, Finance |
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5.2 Develop a fund
development plan and foundation for the Chamber to raise and expand its
resource generating activities |
5.2a.
Develop fund development plan in coordination
with finance and strategic planning committees |
Strategic Planning, Finance |
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5.2b. Identify possible connections on board to pursue |
Strategic Planning |
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5.3 Maintain and develop
the Chamber's business systems. |
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5.3a. Develop annual budget and review on an ongoing basis |
Finance |
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5.3b.
Prepare, review, and ensure adherence
to budgets for specific special events |
Finance |
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5.3c. Have board vote on approving adapted budget |
Finance |
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5.3d.
Review and discuss the need/request for any
unbudgeted expenses and recommend approval or disapproval to the board |
Finance, Executive |
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5.3e. Research and address if value in changing fiscal year to
calendar. Look at lure piece, membership dues, etc. |
Finance |
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5.3f.
Work with the audit committee to monitor and
maintain appropriate accounting standards, including required audit as
specified in by-laws |
Audit, Finance |
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