Strategic Plan

Chamber Strategic Plan

VALUES

The Traverse City Area Chamber of Commerce believes in earning and maintaining a strong image and reputation for all of our divisions among all our stakeholders — our members, our communities, our elected officials, and our partners. Our benefits and services will only be as good as our current and prospective members perceive them. For this reason, we will incorporate our values into messages and actions that we sincerely believe in. We will adhere to these values as a means to establish trust as we grow business and grow communities within our region

These things we believe:

Integrity
The things we do will accurately reflect what we say. We will state our positions and agendas clearly and confidently. We will be consistent and keep our commitments.

Resourcefulness
Our organizational strength is a direct reflection of how well we serve and lead. We will strive to create abundance for our members through our faithful stewardship of the resources with which we have been granted. We will continually foster awareness of the Chamber as an effective resource for business development and holistic prosperity in our communities.

Inclusiveness
We will embrace the rich diversity of our region and its businesses. By inviting and welcoming a broad spectrum of ideas, cultures, and individuals, we will embody a diverse representation of members and partners and we will be stronger.

Leadership
We will be true to our role as the business leader in our five-county region. We will strive for continuous and sustainable improvements in our region—in business, in culture, in arts and education, and in our partnerships. We will provide business leadership that maintains the natural wonders of our region that serves as a model to others in our communities, our state, and nationwide.

Advocacy
We are committed to our members and partners to be an advocate for business and for issues that reflect our values and vision as the Chamber. We will be focused in our support and will communicate our positions clearly and consistently. We will be steadfast where we believe we are right, regardless of whether our stance represents the conventional view.

Vision
We will take time to pause to envision a future for our region as it should be. We will create plans and seek collaborations that help make our vision reality. We will communicate our vision clearly, and empower others to act in order to achieve results.

MISSION

The Chamber’s mission is to serve its members and community by providing services that promote the economy and protect the environment, making this region a better place to live, work, play, and raise a family.

Strategic Plan

The Chamber will grow business and build community in its regional context.

It will be part of our mission to be looked upon by our members and our regional stakeholders as their vital partner. This will be manifest in efforts to develop business prosperity and to create collaborations with other partners that represent our values to fulfill our mission.

More specifically, we are committed to providing the leadership that ensures the following objectives become realities.

A.	A highly effective voice in advocating for our members in order to influence public policy; a partnership builder to facilitate responsible public decision-making.
	1.	Develop a regional legislative agenda for business.
		Tactics:	Invite members and other stakeholders to present issues to Chamber Government Affairs Committee. Review issues and identify key policy positions for the Chamber on those that are deemed to be priorities Identify appropriate means of communicating ongoing policy issues and initiatives to both members and legislators, with an emphasis on Chamber Web site. Create and implement an advocacy alert mechanism to engage members in active participation and response to targeted legislative issues Expand Chamber’s relationship with elected officials at state and federal levels.
	2.	Collaborate with vital partners on issues specific to the region.
		Tactics:	Evaluate potential for new community partners and convene vital partners of the Tri-Chamber Alliance to discuss regional priorities and agree on roles and responsibilities for achieving them Seek alignment of relevant stakeholders and collaborators on major issues. Provide clearing house for policy-related initiatives by maintaining and expanding where appropriate a Public Policy Roundtable Provide liaisons on other boards, possibly utilizing Leadership Grand Traverse participants. Communicate plans and outcomes to members using all communications vehicles available
	3.	Establish the Chamber as the business voice on major issues in five-county region.
		Tactics:	Develop and implement a strategy to establish Chamber’s presence and importance on local issues that relate to Chamber priorities, including governance, transportation and infrastructure, tax and regulatory issues, land use, and economic development.
	4.	Advocate for a region-wide, integrated, multi-modal transportation system accessible to all people that reflects the Chamber's transportation priorities.
		Tactics:	Fully participate in Grand Traverse County’s regional Land Use and Transportation Study Group, advocating for a citizen-driven, multi-jurisdictional plan for meeting regional transportation objectives including highways, elimination of "choke points," public transportation, railroad right-of-way preservation, and trails. Engage key transportation entities in Transportation Committee meetings, as well as in Chamber communications pieces. Periodically poll members using monthly newsletter, Web site, and other methods to determine key issues and perceived efficacy of Chamber involvement. Coordinate activities of Chamber and Chamber divisions with Government Affairs Committee for advocacy.
	5.	Establish next level of regional leadership for New Designs for Growth.
		Tactics:	Keep the Guidebook current and aggressively promote adherence to Guidebook principles on land use issues within the Chamber's five-county area. Foster community collaboration for consideration of "place" and "character" as well as project design. Monitor ongoing commitments previously made by local governments and promote appropriate amendments to master plans and ordinance in order to align with the smart growth principles of the Guidebook. Incorporate goals of NDFG into other Chamber initiatives including Government Affairs, Transportation, and Leadership Grand Traverse. Provide appropriate education and training related to state-of-the-art land use planning for planners, developers, governmental officials, etc. Re-energize and revise the Peer Site Review process through the formation of a DevelopMentor program in order to provide critical feedback to developers and advocate for NDFG and Guidebook principles. Keep Guidebook current and in print Work with local units of government in the five-county region toward the formation of a Model Corridor Overlay Zoning Ordinance.
	6.	Provide a strong and consistent voice on behalf of the region’s business community to help solve social service issues in the region that undermine its ability to compete for economic development and workforce, including the issues surrounding poverty, diversity, housing, and life-long learning.
		Tactics:	Aggressively engage in and support the work of community organizations seeking to implement recommendations and tactics that will: reduce poverty in the region by 25% by 2010, create a welcoming community for individuals from diverse ethic and cultural backgrounds, significantly increase availability of affordable housing, and develop a regional skills inventory sufficient to meet growth demands for the next five years.
	7.	Implement sustainable economic development programs that recognize the substantial inventory of skills, leadership, and wealth of the growing population of seniors in the Traverse City region, particularly those who are 50 and older.
		Tactics:	Aggressively assist in the development of a model program for "Senior Sensitive Communities" through the establishment of the Aging Institute of Michigan. Participate as a major sponsor in the Senior Summit scheduled for 2006 at the Grand Traverse Resort & Spa; broker information and strategies to member businesses throughout the region.

B.	A recognized resource for business and professional contacts, as well as the premier business improvement network.
	1.	Provide high-quality, value-added opportunities for members to interact and that foster profitable business relationships.
		Tactics:	Conduct Chamber's Annual Meeting each January with a goal of 1300 attendees. Maintain and enhance Chamber Ambassadors program to provide more personal contact points for members and prospective members. Provide a Business Expo and Economic Forecast that drives customers to member businesses and allows businesses to plan for future economy-related developments. Identify sites for and conduct monthly Business After Hours, implementing new techniques to engage members in networking that increases profitability. Conduct quarterly "Good Morning Traverse City" breakfasts that provide valuable take away content for attendees and that provide a meaningful morning networking opportunity. Continue to enhance the Home Based Entrepreneurs Network and develop a plan for the Chamber to be a model partner for assisting these entrepreneurs. Continue awards programs that include Outstanding Educators, Distinguished Service Award, and Hagerty Small Business of the Year Award.
	2.	Develop future Chamber and community leaders and networks.
		Tactics:	Grow Leadership Grand Traverse program, continually seeking ways to improve its value and effectiveness. Identify a strong program that engages and puts into service the more than 600 Leadership Grand Traverse alumni. Develop new and relevant value-added components to Leadership Grand Traverse, including additional emphasis on leadership through ongoing training and development. Explore methods to prepare people for public office and encourage their participation in the electoral process.
	3.	Provide business improvement resources to members.
		Tactics:	Provide for fully-funded, aggressive, proactive, and collaborative economic development initiatives that substantially increase the number of jobs attracted to and retained throughout the Chamber’s service region. Continue long-standing sponsorship and partnership with SCORE to provide assistance to entrepreneurs. Provide state-of-the-art resources and outstanding customer service through Chamber front desk personnel and lobby services and amenities. Publish a Chamber Directory and Business Resource Guide, improving the usability and shelf life of this publication. Pursue other collaborations that will add value to members’ investments in the Chamber and deliver outstanding return not otherwise available.

C.	A sought-after regional membership organization that provides benefits through innovative programs, services, and leadership.
	1.	Launch a comprehensive, inclusive, and accessible education and training program for Chamber members.
		Tactics:	Engage and communicate effectively with vital partners including The Chamber’s Small Business Council, The Chamber’s Education Committee, Northwestern Michigan College, Northwestern Michigan College University Center, M-TEC, Northwest Michigan WORKS!, Northwest Michigan Council of Governments, Small Business Technology Development Center, and Traverse Area Human Resource Association. Implement an inaugural Business and Education Series which will be a weekly educational series of mini-workshops. The program will be designed to respond to members’ needs by matching experts and learners in sessions that benefit all. Identify member subject matter experts to provide training. Identify a marketing plan to make members aware of the education and training program. Regularly evaluate effectiveness of program and adjust accordingly, including adding partners as necessary.
	2.	Establish a Workforce and Business Development Resource Center (WFBDRC) for members that provides access to qualified employees, workforce development, human resources training and options, development of area youth, and a conduit for non-traditional workforce such as disabled workers or volunteers.
		Tactics:	Partner with the Northwest Michigan Council of Governments to assist in the development of their WFBDRC Web site in which the Chamber will have logo presence on and a seamless link. Incorporate program as integral part of Web site. Evaluate effectiveness on regular basis and adjust as necessary.
	3.	Small Business Council shall continue to evaluate and add value to the membership on the member-to-member benefit program.
		Tactics:	Improve benefits to directly affect the bottom-line of our member businesses' profitability. Create a high-impact marketing piece for the program and incorporate as an integral part of all Chamber communications. Evaluate effectiveness on regular basis and adjust as necessary.
	4.	Pursue additional affinity programs that substantially impact the members' bottom line and provide net income to the Chamber.
		Tactics:	Investigate feasibility of a discount program for both freight and packages. Investigate feasibility of discounted and improved access to employee benefit programs. Investigate feasibility of discounted local media discounts, as well as discounts related to healthy living. Work through Small Business Council to identify other potential programs. Maintain and improve as necessary the quality and effectiveness of existing programs.
	5.	Assist members as health care environment shifts to consumer-driven health care, and as national, state, and local landscapes regarding access to health care are significantly shifting.
		Tactics:	Utilize Health Care Committee and Health Care Task Force Recommendations to address member concerns regarding wellness programs, health care premiums, access to plans, and employee coverage options. Provide access for members to Blue Cross Blue Shield Executives to exchange information and concerns. Work with local insurance agents through Grotenhuis to ensure members are aware of all health care options available to them, including latest BCBSM options, and that agents understand the value-added benefit of Chamber membership for their customers seeking insurance plans. Explore collaborations with other groups and associations that would leverage the Chamber’s clout with BCBSM and provide greater benefits to Chamber members. Provide input to BCBSM as a function of representation on its Associations & Chambers Customer Advisory Council. Update BCBSM ad campaign. Evaluate effectiveness on regular basis and adjust as necessary.
	6.	Support and advocate for implementation of the Grand Traverse Region Community Cultural Plan.
	7.	Improve Chamber member retention and achieve a positive net membership growth rate each year.
		Tactics:	Develop measurement tools for appropriate retention and growth goals. Increase amount and value of communications to first year members via new member receptions, quarterly communication, personal calls from staff and Ambassadors, special promotions and benefits, coupons, invitations, etc. Implement a strategy to successfully recruit largest non-member businesses in region. See Objective D
	8.	Engage a larger percentage of members in Chamber activities.
		Tactics:	Create and maintain a comprehensive data base of member needs, interests, and expertise. Improve training for Database Manager and other staff to maximize existing Chamber database system and input necessary information. Develop procedures on tcchamber.org to receive input from members of needs and interests and transfer of this information to database. Create reports that reflect member needs and interests and then provide those reports for specific staff to follow-up.

D.	A clear and consistent communicator of the Chamber's values, mission, priorities, and actions.
	1.	*Maintain and improve established communications tools, including Your Chamber News* monthly newsletter, www.TCChamber.Org Web site, Weekly Email, and other instruments.**
	2.	Encourage feedback from and interaction with members and prospective members.
		Tactics:	Provide multiple access points for member participation and input. Update membership survey in 2007. Provide for polling on Web site.
	3.	Continue to fund and develop a Chamber branding initiative. It is imperative that existing members understand the value of their membership investment and that prospective members have the urgency to join.
		Tactics:	Continue to communicate a clear and consistent message for the Chamber and all its various business components – making it clear through the brand and the message that the work of each division is ultimately the work of the Chamber.

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