Strategic plan 2014 2019 - Sandy Springs Perimeter Chamber

Strategic plan 2014 2019 - Sandy Springs Perimeter Chamber

STRATEGIC PLAN 2014 – 2019 2016 UPDATE SANDY SPRINGS/PERIMETER CHAMBER

Strategic plan 2014 2019 - Sandy Springs Perimeter Chamber

Page | 2 TABLE OF CONTENTS A MESSAGE FROM THE LEADERSHIP 3 MAKING OF THE PLAN 4 THE STRATEGIC PLAN IN BRIEF 6 OUR MISSION, VISION, AND VALUES 7 PRIORITY 1: DELIVERING GREATER VALUE TO MEMBERS 10 PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL EFFECTIVENESS 11 PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION 12 PRIORITY 4: INFLUENCE PUBLIC POLICY 13 PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS 14 PROGRAMS & INITIATIVES ROADMAP 16 30/60/90 DAY PLAN 17 APPENDIX 18

Strategic plan 2014 2019 - Sandy Springs Perimeter Chamber

Page | 3 A MESSAGE FROM THE LEADERSHIP The Sandy Springs/Perimeter Chamber (SSPC) five year strategic plan will guide the Chamber's work in effectively developing our roles and responsibilities aimed at advancing our business community.

Creating a shared vision and working to accomplish a common mission moves us forward together – beyond simply the sum of what any one of us can accomplish alone. The development of this plan has reinforced our belief in both the strength that each staff and board member brings to the Chamber and the critical role of partnership and collaboration. It is in those internal and external relationships that our defined values are most critical. Our core values echo what we as individuals embrace when working together and with the public. This strategic plan provides a broad roadmap for SSPC and is intended to be a dynamic and integrated effort.

The overarching goals, which our Chamber staff and board members will help achieve, provide a balanced framework of what needs to be done by us to reach our vision and fulfill our mission. The plan contains objectives and strategies committing us to delivering greater value to our members, maximizing the Chamber’s organizational skills, supporting economic development in the region, influencing public policy, and promoting regional partnerships.

To achieve the full potential of this plan, every board member, staff member, and volunteer must use this plan to help guide their work. We look forward to working together to implement our plan and approach for our vision for the Sandy Springs/Perimeter Chamber through 2019. Tom Mahaffey President/CEO Dan DiLuzio 2017 Chairman Lever Stewart 2016 Chairman

Strategic plan 2014 2019 - Sandy Springs Perimeter Chamber

Page | 4 MAKING OF THE PLAN - APPROACH September 11, 2013 -- Strategic Planning Kick-Off Jabian Consulting engaged for Strategic Planning and presented to the SSPC Board regarding approach and expectations.

October 18, 2013 – Completed Environmental Scan, Focus Groups & Interviews Jabian Consulting, supported by the SSPC Strategic Planning Committee, conducted an environmental scan by collecting member and non-member feedback via focus groups, interviews and a membership survey. November 22, 2013 – Completed Strategy Definition Phase Jabian Consulting facilitated sessions with the SSPC Strategic Planning Committee over five weeks to define the holistic strategy inclusive of Mission, Vision, Values, Priorities, Goals and Metrics, and Initiatives. August 22, 2013 – Engaged Jabian Consulting for Strategic Planning The Sandy Springs/Perimeter Chamber (SSPC) Leadership engaged Jabian Consulting to support the 2014 – 2019 strategic planning process.

December 11, 2013 – Communicated Strategic Plan SSPC Leadership, supported by Jabian Consulting, delivered and communicated the Strategic Plan and transitioned to plan execution. THE APPROACH IN NUMBERS Desk Research conducted on 4 Metropolitan Regional Chambers 5 City Economic Development Plans In-Person Interviews and/or Focus Groups with 20+ Participants including Board Members and Current and Prospective Members Survey Responses collected from 82 Current Members (out of 355 Total Members) 23% Response Rate Input for the strategic plan requested from 355+ Chamber Stakeholders

Strategic plan 2014 2019 - Sandy Springs Perimeter Chamber

Page | 5 THE STRATEGIC PLAN IN BRIEF The Sandy Springs/Perimeter Chamber (SSPC) developed this strategic blueprint based on feedback from our leadership, our board, our members, our region’s businesses, and our city’s leadership. The blueprint describes our strategic priorities for the next five years (2014 – 2019) and serves as the guide for all Chamber stakeholders. While the Chamber’s primary and long term focus is always economic development, this blueprint places a stronger emphasis on delivering greater value to members and enhancing the efficacy of the Chamber’s operations – allowing the Chamber to build a strong and lasting foundation to positively impact the region.

The SSPC’s mission remains clear – to serve as the champion for a prosperous economic environment that enriches our businesses and communities. Guided by this mission, the SSPC’s vision is for Sandy Springs/Perimeter to become the leading community to live, work, learn and play in the Southeast, by 2020. This strategic blueprint outlines the following five strategic priorities. Each priority is further described in Figure 1. 1. Deliver greater value to members 2. Maximize the Chamber’s organizational effectiveness 3. Support economic development efforts in the region 4. Influence public policy 5.

Promote regional partnerships PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS Strive to consistently deliver a high-quality member experience and greater value to members through innovative programming.

PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL EFFECTIVENESS Enhance the efficacy of the Chamber’s operations to better serve the needs of the region’s businesses and communities. PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION Partner with the City of Sandy Springs and other relevant organizations to support economic development efforts. PRIORITY 4: INFLUENCE PUBLIC POLICY Influence the region’s public policies and programs that will help member businesses grow and constituents thrive.

PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS Seek and promote opportunities for strategic partnerships with neighboring Chambers, city governments, and community improvement organizations.

Figure 1: SSPC Strategic Priorities for 2014 – 2019

Page | 6 OUR MISSION, VISION, AND VALUES The SSPC’s mission remains clear – to serve as the champion for a prosperous economic environment that enriches our businesses and communities. THE MISSION The SSPC’s vision is for Sandy Springs/Perimeter to become the leading community to live, work, learn and play in the Southeast, by 2020. THE VISION THE VALUES Have Clarity of Purpose Simple, precise, and clear alignment of activity to the Chamber Mission and Vision Act With Integrity Adhere to the highest ethical standards in everything we do Be Transparent No hidden agendas and effectively communicate our positions and services to all of our stakeholders Be Value Driven Pursue only what creates added value for our members and community Focus on Members Be committed to responding to the needs of our members Be Innovative Invest in, guide and support innovation that matters to our members and our community

Page | 7 STRATEGIC PRIORITY TIMELINE By initially focusing on Member Value and Organizational Effectiveness, the Chamber provides a platform that enables and supports strong and effective Partnering, effective Public Policy advocacy and successful Economic Development efforts. Short Term Medium Term 18 Months 36 Months 54 Months Long Term SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION PROMOTE REGIONAL PARTNERSHIPS INFLUENCE PUBLIC POLICY BY 2020, WE ARE THE LEADING COMMUNITY TO LIVE, WORK, LEARN AND PLAY IN THE SOUTHEAST.

1 2 3 5 4 MAXIMIZE THE CHAMBER'S ORGANIZATIONAL EFFECTIVENESS DELIVER GREATER VALUE TO MEMBERS 3 4 5 BY 2020, WE ARE THE LEADING COMMUNITY TO LIVE, WORK, LEARN AND PLAY IN THE SOUTHEAST.

SANDY SPRINGS/PERIMETER CHAMBER OF COMMERCE STRATEGIC PLAN 2014 - 2019 STRATEGIC PRIORITIES

Page | 9 PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS The ability to consistently engage members, provide a positive experience, and provide them value that meets their needs and expectations is crucial to building the basic foundation of the Chamber. This basic building block supports the ability to grow membership and rise above the competition. HOW WE WILL MEASURE SUCCESS* 1a. Create new business opportunities through high-quality programming 1b. Innovative programs published through highly respected avenues (either an organization or journal/magazine) 2a.

Spotlight opportunities provided to new businesses 3a. Participation rates overall and ration of members/to non-members OBJECTIVES 1. Consistently deliver a portfolio of value-based, innovative programming Programming is the most visible aspect of member participation and involvement. To consistently provide value, the program portfolio requires a rigorous and disciplined evaluation process during ideation, development, and operations. Additionally, member involvement is crucial to generating fresh and innovative ideas.

2. Increase focus on recognizing and celebrating member businesses Structures opportunities that enable networking, brand promotion, and general business promotion to provide a very tangible benefit to current and prospective members. 3. Ensure a positive experience and drive stronger engagement from member and non-member businesses Builds and systemically embeds a culture that actively strives for strong and positive chamber experiences across the membership lifecycle. Provides a basis for member satisfaction and recruiting prospective members.. *Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

  • Page | 10 PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS The ability to consistently engage members, provide a positive experience, and provide them value that meets their needs and expectations is crucial to building the basic foundation of the Chamber. This basic building block supports the ability to grow membership and rise above the competition. ACTIONS TO CONSIDER
  • Re-evaluate lowest membership tier
  • Consider reducing price for members at luncheons
  • Enhance our ability match businesses with workforce initiatives ACCOMPLISHMENTS
  • Restaurant Council
  • Expanded value of top leadership level with small group/personal access to local, state and federal leaders
  • Executive roundtable
  • Improved website
  • Incorporated online small business education tools into the website
  • Made it easier for members to promote their products and services on the website
  • Additional tiers of corporate membership
  • Established the SSPC Gala as an annual event
  • New member orientation and training
  • Dramatic improvement to retention of members
  • Increased attendance at events
  • Ramped up Business Bridge (e.g., mentorship, workplace learning) and “Principal for a Day” to help businesses get involved with schools

Page | 11 PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL EFFECTIVENESS Fundamental and critical in delivering greater value to Chamber members is an operationally effective and financially stable organization. The Chamber strives to maximize it’s organizational effectiveness by focusing on expanding its membership base, creating systems for stronger engagement from all Chamber stakeholders, and addressing operational resource needs. HOW WE MEASURE SUCCESS* 1a. Growth in Chamber membership 2a. Board member attendance rate to invited events (e.g., board meetings and events) 2b. Member involvement in programs as volunteers 2c.

Annual survey and event survey responses that specify “Significantly favorable” rating 3a. Balance resources and work week hours of chamber staff 4a. Growth in membership renewal rate 4d. Total event attendance OBJECTIVES 1. Expand the member base The outward sign of the Chamber’s effectiveness is driven by a strong membership strategy that incorporates a broad evaluation of prospective members and drives strong member lifecycle management.

2. Drive stronger engagement and accountability from Chamber leadership, staff and volunteers Implement a governance and accountability system that drives a culture of collaboration, collegiality, desire to serve, and ultimately supports effective operations. 3. Address ongoing support and resource needs as the Chamber grows Assess, plan, and implement initiatives to address people, process, and technology needs to support current and future operations. 4. Expand communication and awareness of the Chamber’s value Establish a marketing communications plan.

Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

  • Page | 12 PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL EFFECTIVENESS Fundamental and critical in delivering greater value to Chamber members is an operationally effective and financially stable organization. The Chamber strives to maximize it’s organizational effectiveness by focusing on expanding its membership base, creating systems for stronger engagement from all Chamber stakeholders, and addressing operational resource needs. ACCOMPLISHMENTS ACTIONS TO CONSIDER
  • Event surveys
  • Role clarity for chamber staff
  • Work entry and prioritization process/empowerment for staff
  • Continue to build the Chamber’s ability to support committees
  • 48% increase in memberships (from 328 to 485)
  • Ambassador involvement - 25 Ambassadors providing volunteer assistance.
  • Small Business Academy
  • Virtual Small Business Video Library
  • Restaurant Council Events – Food that Rocks, Restaurant Week, Kick-off Cookout
  • Health and Wellness Council
  • Sandy Springs Under 40
  • Fashion Show Charity Event for The Drake House
  • Scholarship Fund for Sandy Springs students

Page | 13 PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION Once the foundation for an effective organization is built and on a positive trajectory, the Chamber will be able launch more robust and involved economic development activities.

The Chamber will hone in on areas that plug into and enhance the activity of current economic development organizations. Key opportunities exist within the small & mid-sized business (SMB) segment, key regional industries, and promotion of the region to support attraction and retention efforts.

HOW WE MEASURE SUCCESS* 1a. Growth in local jobs available 1b. Growth of local business via new business licenses and offices opened 2a. Industry promotion by establishing and supporting targeted industry councils 3a. Growth in per capita income (a macro measure of economic prosperity) 3b. Growth of credentialed and employable workforce available to employers 3c. Growth in local open job positions filled with regional talent OBJECTIVES 1. Drive small and mid-sized business (SMB) retention, recruitment and job-creation efforts SMB is a target growth area for SSPC and has been identified as a significant focus area by the City of Sandy Springs.

2. Create and promote key industry councils Several key industries important to direct and indirect economic health of the region sit within the SSPC area. Care and feeding of these industries creates a virtuous circle of industry ecosystem development. 3. Promote the Sandy Springs / Perimeter region as the best place to live, work, learn, and play The promotion of the SSPC region reinforces the message that the Chamber is focused on a prosperous business environment and quality of life for the whole community.

Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

Page | 14 HOW WE WILL MEASURE SUCCESS* 1a/2a/3a. Number of government officials actively engaged with board and or committee seats 2b/3b. Targeted government official participation rate in events 2c/3c. Passing rate for legislation and motions supported by the Chamber OBJECTIVES 1. Coordinate bilateral communications between government and businesses Serve as the liaison between government and businesses within the region and constantly bridge the communication gap between the two bodies. 2. Strengthen relationships at the local and state level Build stronger relationships at both the local and state levels of government – these influential relationships greatly benefit members and would provide a channel to address their public policy needs.

3. Advocate for policy development at the local and state level Find ways to represent their member community for new policies and regulations being developed that could affect the regions they serve. PRIORITY 4: INFLUENCE PUBLIC POLICY To support strong economic development, the Chamber will be the preeminent advocate for public policies that foster a pro-business environment.

Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

  • Page | 15 ACTIONS TO CONSIDER
  • Powers Ferry Business Alliance ACCOMPLISHMENTS FOR PRIORITIES 3 AND 4
  • Providing members guidance with zoning and support for Mercedes rezoning request
  • Opposition of the Religious Freedom Act
  • Promotion of T-SPLOST
  • Sandy Springs Technology and Innovation Center
  • Support of the Governor’s proposed Opportunity School District
  • Workforce Development improvements
  • Culinary Arts program feeding the Restaurant Council at Riverwood HS
  • Health Sciences Initiative with North Springs HS and Sandy Springs Middle with Kaiser Permanente and Northside Hospital
  • Skilled Trades Initiative with ACE and local businesses
  • “CEO for a Day Program” for school administrators and teachers
  • Working with SSEF to ensure all high school seniors have plans and achievable goals for post-secondary opportunities
  • Advocating for strong academic programs and specialized tracks that meet the workforce demands in our community (e.g., culinary arts, film, health sciences, IT, and engineering)
  • Promoting City Springs
  • Working to finalize the creation of a CEO Council PRIORITY 4: INFLUENCE PUBLIC POLICY To support strong economic development, the Chamber will be the preeminent advocate for public policies that foster a pro-business environment.

Page | 16 PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS Partnerships will play a key role in delivering on the longer term vision of one community in the Perimeter region. Strong partnerships drive an expansion of membership value and therefore net new membership. Additionally, the partnerships support a consolidated block of voices to represent businesses across community lines. This single voice enables a stronger and more effective influence to public policy and economic development across the region. HOW WE WILL MEASURE SUCCESS* 2a. SSPC plays a leadership role in key regional issues (e.g., TSPLOST) 1a/3a.

Nurture partnerships by maintaining and expanding formal relationships with regional professional organizations 1a/3a. Seek out and participate (i.e., board seats) in influential regional organizations OBJECTIVES 1. Foster collaboration and coordination The first step in achieving positive partnership momentum is through identification and development of those relationships that drive the most value. 2. Identify regional issues and set priorities The proactive engagement of partners and members to identify, prioritize and drive key issues will bring consistency of public policy and economic development across the region.

3. Catalyze formal partnership In order to successfully develop partnerships, perform an honest assessment of the Chamber needs, map those against possible partnerships to drive the most value, and develop a strategy to engage targeted partners. *Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

  • Page | 17 PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS Partnerships will play a key role in delivering on the longer term vision of one community in the Perimeter region. Strong partnerships drive an expansion of membership value and therefore net new membership. Additionally, the partnerships support a consolidated block of voices to represent businesses across community lines. This single voice enables a stronger and more effective influence to public policy and economic development across the region. ACCOMPLISHMENTS FOR PRIORITY 5
  • Conducted in-depth discussions on consolidation with the Dunwoody Chamber of Commerce, Brookhaven Chamber of Commerce, and the Perimeter Business Alliance. The outcome was that Dunwoody, Brookhaven and PBA chose to stay independent. SSPC will focus on leading by example.

Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

SANDY SPRINGS/PERIMETER CHAMBER OF COMMERCE STRATEGIC PLAN 2014 - 2019 PROGRAM & INITIATIVE ROADMAP

Page | 19 Short Term 18 Months Medium Term 36 Months Long Term 54+ Months Vision By 2020, Sandy Springs is the best place to work, live, learn and play in the Southeast Assess progress against strategy Membership strategy and implementation New and in-flight program assessment Formalize Project Management IT Strategy Volunteer and support pipeline Develop and nurture economic development relationships Brand Sandy Springs Membership Benchmarking Educate members on legislation Develop and manage partnerships Board Effectiveness PROGRAM & INITIATIVE ROADMAP The following roadmap illustrates the major strategic programs aligned to each priority and their execution timeframe (short, medium, to long-term) – this allows the Chamber Leadership to focus and align resources to major programs identified in the strategic plan.

Legend Member Value Effectiveness Economic Development Public Policy Partnerships Develop and manage public policy relationships and advocacy plans

  • Page | 20 First 30 days 30-60 Days Out 60-90 Days Out
  • Recruit volunteer members passionate about particular initiatives
  • The more volunteer help, the more initiatives that can be tackled
  • Develop a plan for quick wins*
  • Determine resource needs for highpriority, quick-win initiatives – needs includes the skills and relationships
  • Estimate number of hours required for each initiative
  • Determine capacity (hours available) from key staff resources and volunteers who will do the work
  • Build a high-level workplan with milestones and schedule targets for each project
  • Assign an initiative lead and sponsor for each project
  • Develop a process to govern the initiatives
  • Establish a weekly status call to review progress against each initiative
  • Identify areas that will require help from leadership to break down barriers or make connections
  • Continue to run weekly status meetings to ensure projects are completing and initiative leaders feel that they are being held accountable
  • Begin to estimate and plan medium and longterm initiatives
  • Communicate successes and wins from shortterm initiatives
  • Build on the momentum being generated and recruit additional volunteers to help with medium and long-term initiatives
  • Begin to add new initiatives that come in through suggestions from implementation teams and member
  • Prioritize the new initiatives against the criteria in the same way
  • Look at new rankings and adjust which projects start when as necessary
  • Begin work on medium and long-term initiatives
  • Revisit initiative dependency maps and adjust if required
  • Set a date for a 180-day progress report against initiatives to provide a firm milestone for initiatives owners to hit
  • Be careful not to over-commit. Focus on successfully completing and communicating a few key quick wins before trying to take on bigger, longer term initiatives 30/60/90 DAY PLAN *Note: See Appendix for Initiative maps of effort vs. benefit

SANDY SPRINGS/PERIMETER CHAMBER OF COMMERCE STRATEGIC PLAN 2014 - 2019 APPENDIX

Page | 22 APPENDIX -- TABLE OF CONTENTS KEY PRIORITY AND METRICS 20 PRIORITY 1: INITIATIVE DETAIL VIEW 21 PRIORITY 2: INITIATIVE DETAIL VIEW 24 PRIORITY 3: INITIATIVE DETAIL VIEW 28 PRIORITY 4: INITIATIVE DETAIL VIEW 31 PRIORITY 5: INITIATIVE DETAIL VIEW 34 PROGRAM & INITIATIVE DETAILED ROAD MAP 37 MONITORING KEY PERFORMANCE METRICS 41 INITIATIVE DEPENDENCY MAP 38

Page | 23 KEY PRIORITY METRICS & TARGETS Metric Target Financial Profitability of the Chamber 25% increase in the Chamber’s revenue Y/Y Board Satisfaction 100% of the board marks “Satisfied” or above in the satisfaction survey NPS Score for Membership Satisfaction Would you recommend the chamber? Maintain 85% NPS Score Number of ChamberDriven Economic Development Projects Drive or support 7 economic development projects Number of Regional Partnerships Maintain 5 Partnerships with regional professional organizations PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL EFFECTIVENESS

Page | 24 PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS The ability to consistently engage members, provide a positive experience, and provide them value that meets their needs and expectations is crucial to building the basic foundation of the Chamber. This basic building block supports the ability to grow membership and rise above the competition. HOW WE WILL MEASURE SUCCESS* 1a. Programming creates at least one (1) new business opportunity per member per quarter 2a. Publish one (1) or more programs through two (2) highly respected avenues (either organization or journal/magazine) 2b. Member recognition program executes at least 15 spotlight opportunities for new businesses 3a.

Participation rate at events is a proxy for engagement; Each event is unique in its targeting, but should meet or exceed 100% participation target; Average ratio of event attendance should be 80/20 member to non-member to ensure prospect exposure and development OBJECTIVES 1. Consistently deliver a portfolio of value-based, innovative programming Programming is the most visible aspect of member participation and involvement. To consistently provide value, the program portfolio must require evaluation rigor and discipline in ideation, development, and operations. Additionally, member involvement is crucial to bring fresh and innovative ideas.

2. Increase focus on recognizing and celebrating member businesses. Structures opportunities that enable networking, brand promotion, and general business promotion to provide a very tangible benefit to current and prospective members. 3. Ensure a positive experience and drive stronger engagement from member and non-member businesses. Builds and systemically embeds a culture that actively strives for strong and positive member experiences across the membership lifecycle. Provides a basis for member satisfaction, and non-member development. *Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

Page | 25 PRIORITY 1: INITIATIVE DETAIL VIEW PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS 1.1 Consistently deliver a portfolio of value-based, innovative programming 1.1.1: New program approval and prioritization system: Develop and implement an assessment system for all programming proposals to be scored, evaluated, and approved. 1.1.2: In-flight program assessment system: Develop and implement a system to evaluate in-flight programs. 1.1.3: Member-driven programming: Leverage the membership and community leaders to identify, build and deliver innovative programming. 1.2 Increase focus on recognizing and celebrating member businesses 1.2.1: Member recognition program: Develop and implement a formal recognition program that incorporates membership tiers, rewards programs, and incentives.

1.2.2: Member spotlights: Create opportunities at select member events (including board meetings) to spotlight new members and guests of members. 1.2.3: Member referral program: Design and implement a member referral recognition program. 1.3 Ensure a positive experience and drive stronger engagement from member and non-member businesses 1.3.1: On-boarding and exit program: Establish on-boarding and exiting programs for members. 1.3.2: Non-member participation: Identify and implement opportunities to involve non-members in programming. 1.3.3: Member feedback channels: Establish formal member feedback mechanisms.

1.3.4: Refined new member orientation: Evaluate and refine new member orientation program. Involve existing members to plan/execute/educate new members.

1.3.5: Member buddy system: Establish a member buddy system (match like-sized businesses together to ensure communications and involvement) to support the new member orientation. Reinforce the program by assigning a buddy for the new member to support the following year. 1.3.6: Membership benchmarking program: Conduct research on the Chamber’s members and its prospective members to determine what makes a company a successful Chamber member.

Page | 26 PRIORITY 1: INITIATIVE DETAIL VIEW PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS Row # ID Initiative Short Description Benefit Effort Timing Rank Dependency Owner 1 1.1.1 New program approval and prioritization system 3 - High 3 - High 1 - Short 6.72 None Program Chair 2 1.1.2 In-flight program assessment system 3 - High 3 - High 1 - Short 6.15 None Program Chair 3 1.1.3 Member-driven programming 3 - High 3 - High 2 - Medium 6.61 1.1.1 Program Chair 4 1.2.1 Member recognition program 2 - Medium 2 - Medium 1 - Short 6.75 2.1.1 Membership Chair 5 1.2.1A Member spotlights 2 - Medium 2 - Medium 1 - Short 5.34 2.1.1 Membership Chair 6 1.2.1B Member referral program 2 - Medium 2 - Medium 1 - Short 5.88 2.1.1 Membership Chair 7 1.3.1 On-boarding and exit program 3 - High 3 - High 1 - Short 6.15 2.1.1 Membership Chair 8 1.3.2 Non-member participation 1 - Low 1 - Low 1 - Short 4.47 2.1.1 Membership Chair 9 1.3.3 Member feedback channels 2 - Medium 2 - Medium 1 - Short 6.15 2.1.1 Membership Chair 10 1.3.4 Refined new member orientation 3 – High 2 - Medium 1 - Short 6.72 2.1.1 Membership Chair 11 1.3.5 Member buddy system 2 – Medium 1 - Low 1 - Short 4.77 1.3.1 Membership Chair 12 1.3.6 Membership benchmarking program 3 - High 3 - High 3 - Long 2.48 None ED Low High Medium High Medium Low Benefit Effort 6+ Rank (by Score) 12 10 11

Page | 27 PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL EFFECTIVENESS Fundamental and critical in delivering greater value to Chamber members is an operationally effective and financially stable organization. The Chamber strives to maximize it’s organizational effectiveness by focusing on expanding its membership base, creating systems for stronger engagement from all Chamber stakeholders, and addressing operational resource needs. HOW WE WILL MEASURE SUCCESS* 1a. Increase membership base to exceed 450 member target (18-month Target) 2a. Improve attendance of board members for invited events (board meetings and events) to 100% 2b.

Increase chamber member signups for volunteer needs to 15% of membership 2c. Improve annual survey and event survey responses to average a “Significantly favorable” rating 3a. Support resource balancing by maintaining 40 hour work week for chamber staff 4a. Improve membership renewal rate to 85% year over year 4b. Improve members referring prospects to 5% 4c. Target total membership increase due to referrals at 5% or more 4d. Improve total event attendance to 20% increase year over year OBJECTIVES 1. Expand the member base The outward sign of the Chamber’s effectiveness is driven by a strong membership strategy that incorporates the full member opportunity set and drives strong member lifecycle management.

2. Drive stronger engagement and accountability from Chamber leadership, staff and volunteers Implement a governance and accountability system that drives a culture of collaboration, collegiality, desire to serve, and ultimately supports effective operations. 3. Address ongoing support and resource needs as the Chamber grows Assess, plan, and implement initiatives to address people, process, and technology needs to support current and future operations. 4. Expand communication and awareness of the Chamber’s value Establish a marketing communications plan.

Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

Page | 28 PRIORITY 2: MAXIMIZE THE CHAMBER'S ORGANIZATIONAL EFFECTIVENESS PRIORITY 2: INITIATIVE DETAIL VIEW 2.1 Expand membership base 2.1.1: Membership strategy: Design and implement a membership strategy to develop and attract target members and retain current members. Take into account membership lifecycle. 2.1.2: Member input into strategy: Implement a mechanism that engages the membership to identify goals and needs. This mechanism should help drive appropriate segmentation, targeting, and positioning of Chamber services.

2.1.3: Value-driven membership pricing: Evaluate, refine, and implement a pricing model that clarifies the Chamber's value proposition.

Determine and assign a value to each aspect of a membership and consider add-on service choices. Articulate the values in membership materials. ("xxx, a $x value.") 2.2 Drive stronger engagement and accountability from Chamber leadership, staff, and volunteers 2.2.1: Committee-structured operations: Establish and maintain targeted committees and task forces to support the development and implementation of Chamber priorities.

2.2.2: Board orientation: Develop and implement an education and orientation program for board members, volunteers, and staff regarding their respective Chamber roles and responsibilities. 2.2.3: Evaluate board (governance) effectiveness: Set standards and measure board, committee and organizational effectiveness. Evaluate and, if needed, update the board and committee, bylaws, organizational structure, responsibilities/accountabilities/processes/policies (i.e., overall governance). 2.2.4: Formalize project management: Establish a project management discipline, including: management process, needs analysis, planning, prioritizing, program development, implementation, management, and evaluation.

2.2.5: Collaborative culture: Develop and foster a culture of collaboration, involvement and desire to support the Chamber.

Page | 29 PRIORITY 2: MAXIMIZE THE CHAMBER'S ORGANIZATIONAL EFFECTIVENESS PRIORITY 2: INITIATIVE DETAIL VIEW 2.3 Address ongoing support and resource needs as the Chamber grows 2.3.1: Volunteer and support pipeline: Establish and maintain an appropriate volunteer and support staff recruiting, training, recognition, and accountability system. Implement a program that partners with members to identify and develop future community leaders (i.e., nominate for executive loan program that is hooked into Leadership Sandy Springs).

2.3.2: Assess progress against strategy: Establish a strategic planning review cycle that periodically evaluates the progress of the Chamber against goals and objectives. 2.3.3: IT strategy: Identify, develop and implement a strategy to invest in information technology that supports and advances Chamber goals and initiatives. 2.4 Expand communication and awareness of the Chamber’s value. 2.4.1: Marketing communications plan: Evaluate and revise the marketing communications plan to promote key initiatives, programs, products, and services (e.g., social media, print and digital media, PR and member collaboration).

Page | 30 PRIORITY 2: INITIATIVE DETAIL VIEW Row # ID Initiative Short Description Benefit Effort Timing Rank Dependency Owner 1 2.1.1 Membership strategy 3 - High 3 - High 1 - Short 4.14 None Membership Chair 2 2.1.2 Member input into strategy 3 - High 2 - Medium 1 - Short 6.47 2.1.1 Membership Chair 3 2.1.3 Value-driven membership pricing 3 - High 1 - Low 1 - Short 7.56 2.1.1 Membership Chair 4 2.2.1 Committee-structured operations 2 - Medium 1 - Low 1 - Short 7.22 2.2.3 Board Chair 5 2.2.2 Board orientation 3 - High 3 - High 1 - Short 6.15 2.2.3 Board Chair, ED 6 2.2.3 Evaluate board (governance) effectiveness 1 - Low 2 - Medium 1 - Short 6.19 None Board Chair, ED 7 2.2.4 Formalize project management 2 - Medium 2 - Medium 2 - Medium 4.76 None ED 8 2.2.5 Collaborative culture 3 - High 3 - High 1 - Short 5.04 2.2.3 Board Chair, ED 9 2.3.1 Volunteer and support pipeline 3 - High 2 - Medium 1 - Short 6.5 None Executive Comm.

10 2.3.2 Assess progress against strategy 3 - High 2 - Medium 1 - Short 4.21 None Executive Comm. 11 2.3.3 IT strategy 2 - Medium 2 - Medium 1 - Short 6.72 None Executive Comm., ED 12 2.4.1 Marketing communications plan 3 - High 2 - Medium 1 - Short 7.91 2.1.1 and 2.1.3 ED Low High Medium High Medium Low Benefit Effort 6+ Rank (by Score) 12 10 11 PRIORITY 2: MAXIMIZE THE CHAMBER'S ORGANIZATIONAL EFFECTIVENESS

Page | 31 PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION Once the foundation for an effective organization is built and on a positive trajectory, the Chamber will be able launch more robust and involved economic development activities. The Chamber will hone in on areas that plug into and enhance the activity of current economic development organizations. Key opportunities exist within the small & mid-sized (SMB) business segment, key regional industries, and promotion of the region to support attraction and retention efforts.

HOW WE WILL MEASURE SUCCESS* 1a. Increase the number of local jobs available by 10% 1b.

Improve local business growth with 25% increase in new business licenses and 5 new offices opened 2a. Support industry growth by creating and supporting a council for each of three targeted industries 3a. Increase the macro measure of economic prosperity in the region, per capita income, by 5% 3b. Increase the credentialed and employable workforce available to employers by 10% 3c. Target an increase in local open positions filled with regional talent by 15% OBJECTIVES 1. Drive small and mid-sized business (SMB) retention, recruitment and job-creation efforts SMB is a target growth area for SSPC and has been identified as needing the most attention by the City of Sandy Springs.

2. Create and promote key industry councils Several key industries important to direct and indirect economic health of the region sit within the SSPC area. Care and feeding of these industries creates a virtuous circle of industry ecosystem development. 3. Promote the Sandy Springs / Perimeter region as the best place to live, work, learn, and play The promotion of the SSPC region reinforces the message that the chamber is focused not only on a prosperous and growing business environment, but a well balanced and vibrant quality of life for the whole community. *Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

Page | 32 PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION PRIORITY 3: INITIATIVE DETAIL VIEW 3.1 Drive small & mid-sized business retention, recruitment and job-creation efforts 3.1.2: Economic development relationships: Identify and develop relationships with key economic development players. 3.1.3: Economic development data analytics: Create and enable an economic development committee (EDC) to seek out, form, and oversee a representative business council to gather insights and intelligence on member and general business economic development issues. 3.2 Create and promote key industry councils 3.2.1: Industry councils: Develop and implement plan to create and support leading industry councils to promote industry growth and health in the region; i.e., healthcare, restaurant, and retail industries to start.

Develop initial thought on council purpose, drivers of success (CSF's), key stakeholders and influencers, cadence, and structure; ensure Chamber is integrated to support goals (committee oversight, city/state facilitation, etc.). 3.3 Promote the Sandy Springs / Perimeter region as the best place to live, work, learn, and play 3.3.1: Brand Sandy Springs: Partner with the Sandy Springs / Perimeter region government entities and membership to develop and implement a branding campaign.

Page | 33 PRIORITY 3: INITIATIVE DETAIL VIEW Row # ID Initiative Short Description Benefit Effort Timing Rank Dependency Owner 1 3.1.1 Economic development relationships 2 - Medium 2 - Medium 1 - Short 2.27 3.1.2 Economic Dev. Committee 2 3.1.2 Economic development data analytics 2 - Medium 2 - Medium 1 - Short 2.27 None Economic Dev. Committee 3 3.2.1 Industry councils 3 - High 3 - High 1 - Short 5.52 None Economic Dev. Committee 4 3.3.1 Brand Sandy Springs 3 - High 3 - High 3 - Long 4.45 None Marketing Chair Low High Medium High Medium Low Benefit Effort 6+ Rank (by Score) 1 2 3 4 PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE REGION

Page | 34 HOW WE WILL MEASURE SUCCESS 1a/2a/3a. Increase the number of government officials with board and or committee seats to at least five 2b/3b. Increase the chamber event participation rate of targeted government officials to at least 65% 2c/3c. Target a 75% passing rate for legislation and motions supported by the chamber OBJECTIVES 1. Coordinate bilateral communications between government and businesses Serve as the liaison between government and businesses within the region and constantly bridge the communication gap between the two bodies.

2. Strengthen relationships at the local and state level Build stronger relationships at both the local and state levels of government – these influential relationships greatly benefit members and would provide a channel to address their public policy needs.

3. Advocate for policy development at the local and state level Find ways to represent their member community for new policies and regulations being developed that could affect the regions they serve. PRIORITY 4: INFLUENCE PUBLIC POLICY To support strong economic development, the Chamber will be the preeminent advocate for public policies that foster a pro-business environment.

Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

Page | 35 PRIORITY 4: INITIATIVE DETAIL VIEW 4.1 Coordinate bilateral communications between government and businesses 4.1.1: Member education on legislation: Monitor local, state and federal legislation and regulations and collate/communicate key issues to membership. 4.1.2: Gather member legislation concerns: Implement a member policy issues collection mechanism to bring concerns to key public officials. 4.1.3: Voice member legislation concerns externally: Implement an awareness program for local, state, and federal representatives on Chamber membership key issues.

4.2 Strengthen relationships at the local and state level 4.2.1: Advocacy relationship plan: Develop a relationship management program that positions the Chamber to effectively lobby government officials. 4.2.2: Members' role in advocacy: Implement a grassroots membership advocacy program. 4.3 Advocate for policy development at the local and state level 4.3.1: Advocacy plan: Build and implement an advocacy program that identifies key stakeholders and key steps to advocate effectively at the local and state level.

PRIORITY 4: INFLUENCE PUBLIC POLICY

Page | 36 PRIORITY 4: INITIATIVE DETAIL VIEW Row # ID Initiative Short Description Benefit Effort Timing Rank Dependency Owner 1 4.1.1 Member education on legislation 2 - Medium 2 - Medium 3 - Long 3.64 None Government Affairs Chair 2 4.1.2 Gather member legislation concerns 2 - Medium 1 - Low 2 - Medium 3.03 None Government Affairs Chair 3 4.1.3 Voice member legislation concerns externally 2 - Medium 2 - Medium 2 - Medium 3.03 4.1.2 Government Affairs Chair 4 4.2.1 Advocacy relationship plan 3 - High 3 - High 3 - Long 2.87 4.3.2/4.1.1/4.1.2 Government Affairs Chair 5 4.2.2 Members’ role in advocacy 3 - High 3 - High 3 - Long 3.62 4.3.2 Government Affairs Chair 6 4.3.2 Advocacy plan 3 - High 3 - High 3 - Long 3.1 None Government Affairs Chair Low High Medium High Medium Low Benefit Effort 6+ Rank (by Score) PRIORITY 4: INFLUENCE PUBLIC POLICY

Page | 37 PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS Partnerships will play a key role in delivering on the longer-term vision of one community in the Perimeter region. Strong partnerships drive an expansion of membership value and therefore net new membership. Additionally, the partnerships support a consolidated block of voices to represent businesses across community lines. This single voice enables a stronger and more effective influence to public policy and economic development across the region. HOW WE WILL MEASURE SUCCESS 2a. Develop one regional issue prioritization model to drive acceptable and positive resolution to issues 1a/3a.

Nurture partnerships by maintaining and expanding five (5) formal relationships with regional professional organizations 1a/3a. Seek out and participate (i.e., board seats) in influential regional organizations OBJECTIVES 1. Foster collaboration and coordination The first step in achieving positive partnership momentum is through identification and development of those relationships that drive the most value. 2. Identify regional issues and set priorities The proactive engagement of partners and members to identify, prioritize and drive key issues will bring consistency of public policy and economic development across the region.

3. Catalyze formal partnerships and mergers In order to successfully develop partnerships, perform an honest assessment of the chamber needs, map those against possible partnerships to drive the most value, and develop a strategy to engage targeted partners. *Note: Measures are subject to change as initiatives are evaluated, scheduled, and implemented

Page | 38 PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS PRIORITY 5: INITIATIVE DETAIL VIEW 5.1 Foster collaboration and coordination 5.1.1: Identify partners: Identify key groups that will help further the Chamber's goals.

5.1.2: Create partnership plan: Develop high level plans for collaboration and coordination with key groups. 4.2 Identify regional issues and set priorities 5.2.1: Identify regional partnerships and set priorities: Create prioritization model for regional issues to target items with the greatest impact to the community that SSPC can address.

4.3 Catalyze formal partnerships and mergers 5.3.1: Perform gap analysis and identify partnerships to address: Assess Chamber capabilities and priorities for improvement. Develop strategy and roadmap for competitor/partner organizations for build/merge/partner opportunities.

Page | 39 PRIORITY 5: INITIATIVE DETAIL VIEW Row # ID Initiative Short Description Benefit Effort Timing Rank Dependency Owner 1 5.1.1 Identify Partners N/A N/A N/A 2.56 None Executive Comm., ED 2 5.1.2 Partnership Plan N/A N/A N/A 2.56 None Executive Comm., ED 3 5.2.1 Identify regional partnerships and set priorities N/A N/A N/A 1.48 4.1.2 Executive Comm., ED 4 5.3.1 Perform gap analysis and identify partnerships to address N/A N/A N/A 2.56 None Executive Comm., ED Low High Medium High Medium Low Benefit Effort 6+ Rank (by Score) PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS

Page | 40 Short Term 18 Months Medium Term 36 Months Long Term 54+ Months Vision By 2020, Sandy Springs is the best place to work, live, learn and play in the Southeast Assess progress against strategy Membership strategy and implementation New and in-flight program assessment Formalize Project Management IT Strategy Volunteer and support pipeline Develop and nurture economic development relationships Brand Sandy Springs Membership Benchmarking Educate members on legislation Develop and manage partnerships Board Effectiveness PROGRAM & INITIATIVE ROADMAP The following roadmap illustrates the major strategic programs aligned to each priority and their execution timeframe (short, medium, to long-term) – this allows the Chamber Leadership to focus and align resources to major programs identified in the strategic plan.

Legend Member Value Effectiveness Economic Development Public Policy Partnerships Develop and manage public policy relationships and advocacy plans

Page | 41 Program Key PROGRAM & INITIATIVE DETAILED ROADMAP Short Term 18 Months Medium Term 36 Months Long Term 54+ Months Vision Sandy Springs is the best place to work, live, learn and play in the Southeast The following detailed roadmap illustrates the major strategic programs and the corresponding projects identified as part of the strategic planning process. See the following slides for the detailed Initiative Dependency Maps.

Legend Member Value Effectiveness Economic Development Public Policy Partnerships 2.3.3 2.3.1 1.1.1 1.1.3 1.1.2 2.2.3 2.2.4 2.3.2 1.3.6 2.1.1 1.2.1 1.3.3 1.2.1B 1.2.1A 1.3.2 2.4.1 2.1.3 2.1.2 1.3.1 1.3.4 1.3.5 2.2.5 2.2.1 2.2.2 4.1.1 4.1.2 4.1.3 4.2.1 4.3.2 4.2.2 12 5.1.1 5.1.2 3.1.2 3.2.1 3.1.1 5.2.1 3.3.1 10 11 5.3.1

Page | 42 INITIATIVE DEPENDENCY MAP (1 OF 3) Execution Order First Second Third Fourth 1.1.3 Member-driven programming 6.61 Mid-Term 2.2.5 Collaborative culture 5.04 Short-Term 2.2.1 Committee-structured operations 7.22 Short-Term 2.2.2 Board orientation 6.15 Long-Term 2.3.3 Information Technology strategy 6.72 Short-Term 1.1.1 New program approval and prioritization 6.72 Short-Term 1.1.2 In-flight program assessment 6.15 Short-Term 2.3.1 Volunteer and support pipeline 6.50 Short-Term 2.2.3 Evaluate board effectiveness 6.19 Short-Term 2.2.4 Formalize project management 4.76 Mid-Term 2.3.2 Assess progress against strategy 4.21 Short-Term 1.3.6 Membership benchmarking program 2.48 Long-Term Initiative Short Description Rank Time Member Value Effectiveness Economic Development Public Policy Partnerships Legend

You can also read
Next part ... Cancel