STRATEGIC PLAN 2014 2019 - 2016 UPDATE SANDY SPRINGS/PERIMETER CHAMBER - Sandy Springs Perimeter Chamber
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SANDY SPRINGS/PERIMETER CHAMBER
STRATEGIC PLAN 2014 – 2019
2016 UPDATE
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
Page | 2
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
Tom Mahaffey relationships that our defined values are most critical. Our core values echo what we as
President/CEO
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
Lever Stewart policy, and promoting regional partnerships.
2016 Chairman
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.
Dan DiLuzio
2017 Chairman
Page | 3
MAKING OF THE PLAN - APPROACH
THE APPROACH IN NUMBERS
Input for the
August 22, 2013 – Engaged Jabian Consulting for Strategic
Planning
strategic plan 355+ Chamber Stakeholders
The Sandy Springs/Perimeter Chamber (SSPC) Leadership engaged Jabian requested from
Consulting to support the 2014 – 2019 strategic planning process.
September 11, 2013 -- Strategic Planning Kick-Off
Jabian Consulting engaged for Strategic Planning and presented to the SSPC In-Person 20+ Participants including
Board regarding approach and expectations. Interviews and/or Board Members and
Focus Groups with Current and Prospective
Members
October 18, 2013 – Completed Environmental Scan, Focus Groups
& Interviews Survey 82 Current Members
Jabian Consulting, supported by the SSPC Strategic Planning Committee, Responses (out of 355 Total Members)
conducted an environmental scan by collecting member and non-member
feedback via focus groups, interviews and a membership survey. collected from
23% Response Rate
November 22, 2013 – Completed Strategy Definition Phase Desk Research 4 Metropolitan Regional
Jabian Consulting facilitated sessions with the SSPC Strategic Planning
Committee over five weeks to define the holistic strategy inclusive of Mission, conducted on Chambers
Vision, Values, Priorities, Goals and Metrics, and Initiatives.
5 City Economic Development
December 11, 2013 – Communicated Strategic Plan Plans
SSPC Leadership, supported by Jabian Consulting, delivered and
communicated the Strategic Plan and transitioned to plan execution.
Page | 4
THE STRATEGIC PLAN IN BRIEF Figure 1: SSPC Strategic Priorities for 2014 – 2019
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 PRIORITY 1: DELIVER GREATER VALUE TO MEMBERS
for a prosperous economic environment that enriches our Strive to consistently deliver a high-quality member experience and greater
businesses and communities. value to members through innovative programming.
PRIORITY 2: MAXIMIZE THE CHAMBER’S ORGANIZATIONAL
Guided by this mission, the SSPC’s vision is for Sandy EFFECTIVENESS
Springs/Perimeter to become the leading community to live, Enhance the efficacy of the Chamber’s operations to better serve the needs of
work, learn and play in the Southeast, by 2020. the region’s businesses and communities.
This strategic blueprint outlines the following five strategic PRIORITY 3: SUPPORT ECONOMIC DEVELOPMENT EFFORTS IN THE
REGION
priorities. Each priority is further described in Figure 1. Partner with the City of Sandy Springs and other relevant organizations to
support economic development efforts.
1. Deliver greater value to members
2. Maximize the Chamber’s organizational effectiveness PRIORITY 4: INFLUENCE PUBLIC POLICY
3. Support economic development efforts in the region Influence the region’s public policies and programs that will help member
4. Influence public policy businesses grow and constituents thrive.
5. Promote regional partnerships
PRIORITY 5: PROMOTE REGIONAL PARTNERSHIPS
Seek and promote opportunities for strategic partnerships with neighboring
Chambers, city governments, and community improvement organizations.
Page | 5OUR MISSION, VISION, AND VALUES
THE MISSION The SSPC’s mission remains clear – to serve as the champion for a
prosperous economic environment that enriches our businesses and
communities.
THE VISION 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 VALUES
Have Clarity of Purpose Be Value Driven
Simple, precise, and clear alignment of Pursue only what creates added value for our
activity to the Chamber Mission and Vision members and community
Act With Integrity Focus on Members
Adhere to the highest ethical standards in Be committed to responding to the needs of
everything we do our members
Be Transparent Be Innovative
No hidden agendas and effectively
Invest in, guide and support innovation that
communicate our positions and services to
matters to our members and our community
all of our stakeholders
Page | 6STRATEGIC 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.
DELIVER GREATER MAXIMIZE THE
VALUE TO CHAMBER'S
MEMBERS ORGANIZATIONAL
EFFECTIVENESS
1 2
1 2
BY 2020, WE ARE
BY 2020, WE ARE THE LEADING
THE LEADING COMMUNITY TO
COMMUNITY TO LIVE, WORK, LEARN
AND PLAY IN THE SUPPORT
5
LIVE, WORK, LEARN
AND PLAY IN THE 3 PROMOTE 5 SOUTHEAST.
3 ECONOMIC
SOUTHEAST. REGIONAL DEVELOPMENT
PARTNERSHIPS EFFORTS
4
4 IN THE REGION
INFLUENCE PUBLIC
POLICY
Short Term Medium Term Long Term
18 Months
36 Months
54 Months
Page | 7SANDY SPRINGS/PERIMETER CHAMBER OF COMMERCE STRATEGIC PLAN 2014 - 2019 STRATEGIC PRIORITIES
OBJECTIVES
1. Consistently deliver a portfolio of value-based, innovative
PRIORITY 1: programming
Programming is the most visible aspect of member participation and
DELIVER GREATER involvement. To consistently provide value, the program portfolio requires a
rigorous and disciplined evaluation process during ideation, development, and
VALUE TO MEMBERS 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
The ability to consistently engage Builds and systemically embeds a culture that actively strives for strong and
members, provide a positive positive chamber experiences across the membership lifecycle. Provides a
experience, and provide them value basis for member satisfaction and recruiting prospective members..
that meets their needs and
expectations is crucial to building HOW WE WILL MEASURE SUCCESS*
the basic foundation of the
1a. Create new business opportunities through high-quality programming
Chamber. This basic building block
supports the ability to grow 1b. Innovative programs published through highly respected avenues
(either an organization or journal/magazine)
membership and rise above the
competition. 2a. Spotlight opportunities provided to new businesses
3a. Participation rates overall and ration of members/to non-members
Page | 9
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedACCOMPLISHMENTS
• Restaurant Council
PRIORITY 1: • Expanded value of top leadership level with small group/personal
DELIVER GREATER access to local, state and federal leaders
• Executive roundtable
VALUE TO MEMBERS • 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
The ability to consistently engage • Additional tiers of corporate membership
members, provide a positive • Established the SSPC Gala as an annual event
experience, and provide them value
that meets their needs and • New member orientation and training
expectations is crucial to building • Dramatic improvement to retention of members
the basic foundation of the • Increased attendance at events
Chamber. This basic building block
supports the ability to grow • Ramped up Business Bridge (e.g., mentorship, workplace learning)
membership and rise above the and “Principal for a Day” to help businesses get involved with schools
competition.
ACTIONS TO CONSIDER
• Re-evaluate lowest membership tier
• Consider reducing price for members at luncheons
• Enhance our ability match businesses with workforce
initiatives
Page | 10OBJECTIVES
1. Expand the member base
PRIORITY 2: 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
MAXIMIZE THE strong member lifecycle management.
2. Drive stronger engagement and accountability from Chamber leadership,
CHAMBER’S staff and volunteers
Implement a governance and accountability system that drives a culture of
ORGANIZATIONAL collaboration, collegiality, desire to serve, and ultimately supports effective
operations.
EFFECTIVENESS 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.
Fundamental and critical in 4. Expand communication and awareness of the Chamber’s value
Establish a marketing communications plan.
delivering greater value to Chamber
members is an operationally
effective and financially stable HOW WE MEASURE SUCCESS*
organization. The Chamber strives 1a. Growth in Chamber membership
to maximize it’s organizational 2a. Board member attendance rate to invited events (e.g., board meetings and
effectiveness by focusing on events)
expanding its membership base, 2b. Member involvement in programs as volunteers
creating systems for stronger 2c. Annual survey and event survey responses that specify “Significantly
favorable” rating
engagement from all Chamber
3a. Balance resources and work week hours of chamber staff
stakeholders, and addressing
4a. Growth in membership renewal rate
operational resource needs.
4d. Total event attendance
Page | 11
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedACCOMPLISHMENTS
• 48% increase in memberships (from 328 to 485)
PRIORITY 2:
• Ambassador involvement - 25 Ambassadors providing volunteer
MAXIMIZE THE assistance.
CHAMBER’S • Small Business Academy
• Virtual Small Business Video Library
ORGANIZATIONAL
• Restaurant Council Events – Food that Rocks, Restaurant Week,
EFFECTIVENESS Kick-off Cookout
• Health and Wellness Council
• Sandy Springs Under 40
Fundamental and critical in
delivering greater value to Chamber • Fashion Show Charity Event for The Drake House
members is an operationally • Scholarship Fund for Sandy Springs students
effective and financially stable
organization. The Chamber strives
to maximize it’s organizational
effectiveness by focusing on
expanding its membership base, ACTIONS TO CONSIDER
creating systems for stronger
engagement from all Chamber • Event surveys
stakeholders, and addressing • Role clarity for chamber staff
operational resource needs. • Work entry and prioritization process/empowerment for staff
• Continue to build the Chamber’s ability to support committees
Page | 12OBJECTIVES
1. Drive small and mid-sized business (SMB) retention, recruitment and
PRIORITY 3: job-creation efforts
SMB is a target growth area for SSPC and has been identified as a significant
SUPPORT ECONOMIC focus area by the City of Sandy Springs.
2. Create and promote key industry councils
DEVELOPMENT 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
EFFORTS IN THE virtuous circle of industry ecosystem development.
REGION 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.
Once the foundation for an effective
organization is built and on a
positive trajectory, the Chamber will HOW WE MEASURE SUCCESS*
be able launch more robust and
1a. Growth in local jobs available
involved economic development
activities. The Chamber will hone in 1b. Growth of local business via new business licenses and offices opened
on areas that plug into and enhance 2a. Industry promotion by establishing and supporting targeted industry
the activity of current economic councils
development organizations. Key 3a. Growth in per capita income (a macro measure of economic
opportunities exist within the small prosperity)
& mid-sized business (SMB) 3b. Growth of credentialed and employable workforce available to
segment, key regional industries, employers
and promotion of the region to 3c. Growth in local open job positions filled with regional talent
support attraction and retention
efforts.
Page | 13
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedOBJECTIVES
1. Coordinate bilateral communications between government and
PRIORITY 4: businesses
Serve as the liaison between government and businesses within the
INFLUENCE PUBLIC region and constantly bridge the communication gap between the two
bodies.
POLICY
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
To support strong economic regulations being developed that could affect the regions they serve.
development, the Chamber will be
the preeminent advocate for public HOW WE WILL MEASURE SUCCESS*
policies that foster a pro-business
environment. 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
Page | 14
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedACCOMPLISHMENTS FOR PRIORITIES 3 AND 4
• Providing members guidance with zoning and support for Mercedes
PRIORITY 4: rezoning request
INFLUENCE PUBLIC • Opposition of the Religious Freedom Act
• Promotion of T-SPLOST
POLICY
• 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
To support strong economic Middle with Kaiser Permanente and Northside Hospital
development, the Chamber will be
the preeminent advocate for public • Skilled Trades Initiative with ACE and local businesses
policies that foster a pro-business • “CEO for a Day Program” for school administrators and teachers
environment. • 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
ACTIONS TO CONSIDER
• Powers Ferry Business Alliance
Page | 15OBJECTIVES
1. Foster collaboration and coordination
PRIORITY 5: The first step in achieving positive partnership momentum is through
identification and development of those relationships that drive the most value.
PROMOTE REGIONAL
2. Identify regional issues and set priorities
PARTNERSHIPS 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.
Partnerships will play a key role in
delivering on the longer term vision
of one community in the Perimeter
HOW WE WILL MEASURE SUCCESS*
region. Strong partnerships drive an 2a. SSPC plays a leadership role in key regional issues (e.g., TSPLOST)
expansion of membership value and 1a/3a. Nurture partnerships by maintaining and expanding formal
therefore net new membership. relationships with regional professional organizations
Additionally, the partnerships 1a/3a. Seek out and participate (i.e., board seats) in influential regional
support a consolidated block of organizations
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.
Page | 16
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedACCOMPLISHMENTS FOR PRIORITY 5
PRIORITY 5:
• Conducted in-depth discussions on consolidation with the
PROMOTE REGIONAL Dunwoody Chamber of Commerce, Brookhaven Chamber of
Commerce, and the Perimeter Business Alliance. The outcome was
PARTNERSHIPS that Dunwoody, Brookhaven and PBA chose to stay independent.
SSPC will focus on leading by example.
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.
Page | 17
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedSANDY SPRINGS/PERIMETER CHAMBER OF COMMERCE STRATEGIC PLAN 2014 - 2019 PROGRAM & INITIATIVE ROADMAP
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.
Short Term Medium Term Long Term Vision
18 Months 36 Months 54+ Months
By 2020, Sandy
Brand Sandy Springs is the best
Assess progress
Springs
against strategy place to work,
Formalize Membership live, learn and
Project Benchmarking play in the
Management Southeast
Educate
members on
Membership strategy and implementation legislation
Develop and manage
partnerships
New and in-flight program assessment
Develop and
manage public
policy
relationships and
advocacy plans
Board Effectiveness
Legend
Member Value
Volunteer and Develop and nurture economic Effectiveness
IT Strategy
support pipeline development relationships Economic Development
Public Policy
Partnerships
Page | 1930/60/90 DAY PLAN
First 30 days 30-60 Days Out 60-90 Days Out
• Recruit volunteer members passionate about • Continue to run weekly status meetings to • Begin work on medium and long-term initiatives
particular initiatives ensure projects are completing and initiative
• Revisit initiative dependency maps and adjust if
leaders feel that they are being held
• The more volunteer help, the more required
accountable
initiatives that can be tackled
• Set a date for a 180-day progress report against
• Begin to estimate and plan medium and long-
• Develop a plan for quick wins* initiatives to provide a firm milestone for
term initiatives
initiatives owners to hit
• Determine resource needs for high-
• Communicate successes and wins from short-
priority, quick-win initiatives – needs • Be careful not to over-commit. Focus on
term initiatives
includes the skills and relationships successfully completing and communicating a few
• Build on the momentum being generated and key quick wins before trying to take on bigger,
• Estimate number of hours required
recruit additional volunteers to help with longer term initiatives
for each initiative
medium and long-term initiatives
• Determine capacity (hours available)
• Begin to add new initiatives that come in
from key staff resources and
through suggestions from implementation
volunteers who will do the work
teams and member
• Build a high-level workplan with
• Prioritize the new initiatives against the
milestones and schedule targets for
criteria in the same way
each project
• Look at new rankings and adjust which
• Assign an initiative lead and sponsor
projects start when as necessary
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
Page | 20
*Note: See Appendix for Initiative maps of effort vs. benefitSANDY SPRINGS/PERIMETER CHAMBER OF COMMERCE STRATEGIC PLAN 2014 - 2019 APPENDIX
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
INITIATIVE DEPENDENCY MAP 38
MONITORING KEY PERFORMANCE METRICS 41
Page | 22KEY PRIORITY METRICS & TARGETS
Metric Target
Financial Profitability of 25% increase in the
the Chamber Chamber’s revenue Y/Y
PRIORITY 1: DELIVER GREATER
VALUE TO MEMBERS 100% of the board marks
Board Satisfaction “Satisfied” or above in the
satisfaction survey
NPS Score for Membership
PRIORITY 2: MAXIMIZE THE
CHAMBER’S ORGANIZATIONAL
Satisfaction Maintain 85% NPS Score
EFFECTIVENESS Would you recommend the
chamber?
Number of Chamber-
PRIORITY 3: SUPPORT ECONOMIC Drive or support 7 economic
DEVELOPMENT EFFORTS IN THE Driven Economic
development projects
REGION Development Projects
Number of Regional Maintain 5 Partnerships
PRIORITY 5: PROMOTE REGIONAL
with regional professional
PARTNERSHIPS Partnerships organizations
Page | 23OBJECTIVES
1. Consistently deliver a portfolio of value-based, innovative
PRIORITY 1: programming
Programming is the most visible aspect of member participation and
DELIVER GREATER involvement. To consistently provide value, the program portfolio must
require evaluation rigor and discipline in ideation, development, and
VALUE TO MEMBERS 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.
The ability to consistently engage Builds and systemically embeds a culture that actively strives for strong and
members, provide a positive positive member experiences across the membership lifecycle. Provides a
experience, and provide them value basis for member satisfaction, and non-member development.
that meets their needs and
expectations is crucial to building HOW WE WILL MEASURE SUCCESS*
the basic foundation of the
1a. Programming creates at least one (1) new business opportunity per
Chamber. This basic building block member per quarter
supports the ability to grow
2a. Publish one (1) or more programs through two (2) highly respected
membership and rise above the
avenues (either organization or journal/magazine)
competition.
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
Page | 24
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedPRIORITY 1:
PRIORITY 1: INITIATIVE DETAIL VIEW 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 | 25PRIORITY 1:
PRIORITY 1: INITIATIVE DETAIL VIEW 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
High
10 1 12
7 3 2 Rank (by Score)
L 0-3
Benefit
Medium
6 4 9
11 5 M 3-6
H 6+
8
Low
Low Medium High
Effort
Page | 26OBJECTIVES
1. Expand the member base
PRIORITY 2: 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
MAXIMIZE THE member lifecycle management.
2. Drive stronger engagement and accountability from Chamber leadership,
CHAMBER’S staff and volunteers
Implement a governance and accountability system that drives a culture of
ORGANIZATIONAL collaboration, collegiality, desire to serve, and ultimately supports effective
operations.
EFFECTIVENESS 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.
Fundamental and critical in 4. Expand communication and awareness of the Chamber’s value
Establish a marketing communications plan.
delivering greater value to Chamber
members is an operationally HOW WE WILL MEASURE SUCCESS*
effective and financially stable
1a. Increase membership base to exceed 450 member target (18-month Target)
organization. The Chamber strives
2a. Improve attendance of board members for invited events (board meetings
to maximize it’s organizational and events) to 100%
effectiveness by focusing on 2b. Increase chamber member signups for volunteer needs to 15% of
expanding its membership base, membership
creating systems for stronger 2c. Improve annual survey and event survey responses to average a
engagement from all Chamber “Significantly favorable” rating
stakeholders, and addressing 3a. Support resource balancing by maintaining 40 hour work week for chamber
operational resource needs. 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
Page | 27
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedPRIORITY 2: MAXIMIZE THE CHAMBER'S
PRIORITY 2: INITIATIVE DETAIL VIEW ORGANIZATIONAL EFFECTIVENESS
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 | 28PRIORITY 2: MAXIMIZE THE CHAMBER'S
PRIORITY 2: INITIATIVE DETAIL VIEW ORGANIZATIONAL EFFECTIVENESS
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 | 29PRIORITY 2: MAXIMIZE THE CHAMBER'S
PRIORITY 2: INITIATIVE DETAIL VIEW ORGANIZATIONAL EFFECTIVENESS
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
9
High
3 5
12 10 2 1 Rank (by Score)
8
L 0-3
Benefit
Medium
4 11 7 M 3-6
H 6+
Low
6
Low Medium High
Effort
Page | 30OBJECTIVES
1. Drive small and mid-sized business (SMB) retention, recruitment and
PRIORITY 3: job-creation efforts
SMB is a target growth area for SSPC and has been identified as needing the
SUPPORT ECONOMIC most attention by the City of Sandy Springs.
2. Create and promote key industry councils
DEVELOPMENT 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
EFFORTS IN THE virtuous circle of industry ecosystem development.
REGION 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.
Once the foundation for an effective
organization is built and on a
positive trajectory, the Chamber will HOW WE WILL MEASURE SUCCESS*
be able launch more robust and
1a. Increase the number of local jobs available by 10%
involved economic development
activities. The Chamber will hone in 1b. Improve local business growth with 25% increase in new business
licenses and 5 new offices opened
on areas that plug into and enhance
the activity of current economic 2a. Support industry growth by creating and supporting a council for each
development organizations. Key of three targeted industries
opportunities exist within the small 3a. Increase the macro measure of economic prosperity in the region, per
& mid-sized (SMB) business capita income, by 5%
segment, key regional industries, 3b. Increase the credentialed and employable workforce available to
and promotion of the region to employers by 10%
support attraction and retention 3c. Target an increase in local open positions filled with regional talent by
efforts. 15%
Page | 31
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedPRIORITY 3: SUPPORT ECONOMIC
PRIORITY 3: INITIATIVE DETAIL VIEW DEVELOPMENT EFFORTS IN THE REGION
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 | 32PRIORITY 3: SUPPORT ECONOMIC
PRIORITY 3: INITIATIVE DETAIL VIEW DEVELOPMENT EFFORTS IN THE REGION
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
High
3 4
Rank (by Score)
L 0-3
Benefit
Medium
1 2 M 3-6
H 6+
Low
Low Medium High
Effort
Page | 33OBJECTIVES
1. Coordinate bilateral communications between government and
PRIORITY 4: businesses
Serve as the liaison between government and businesses within the
INFLUENCE PUBLIC region and constantly bridge the communication gap between the two
bodies.
POLICY
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
To support strong economic regulations being developed that could affect the regions they serve.
development, the Chamber will be
the preeminent advocate for public HOW WE WILL MEASURE SUCCESS
policies that foster a pro-business
environment. 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
Page | 34
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedPRIORITY 4:
PRIORITY 4: INITIATIVE DETAIL VIEW INFLUENCE PUBLIC POLICY
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.
Page | 35PRIORITY 4:
PRIORITY 4: INITIATIVE DETAIL VIEW INFLUENCE PUBLIC POLICY
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
Voice member legislation concerns
3 4.1.3 2 - Medium 2 - Medium 2 - Medium 3.03 4.1.2 Government Affairs Chair
externally
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
High
4 6 5
Rank (by Score)
L 0-3
Benefit
Medium
2 3 1 M 3-6
H 6+
Low
Low Medium High
Effort
Page | 36OBJECTIVES
1. Foster collaboration and coordination
PRIORITY 5: The first step in achieving positive partnership momentum is through
identification and development of those relationships that drive the most value.
PROMOTE REGIONAL
2. Identify regional issues and set priorities
PARTNERSHIPS 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.
Partnerships will play a key role in
delivering on the longer-term vision HOW WE WILL MEASURE SUCCESS
of one community in the Perimeter 2a. Develop one regional issue prioritization model to drive acceptable
region. Strong partnerships drive an and positive resolution to issues
expansion of membership value and
1a/3a. Nurture partnerships by maintaining and expanding five (5) formal
therefore net new membership. relationships with regional professional organizations
Additionally, the partnerships
1a/3a. Seek out and participate (i.e., board seats) in influential regional
support a consolidated block of organizations
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.
Page | 37
*Note: Measures are subject to change as initiatives are evaluated, scheduled, and implementedPRIORITY 5: PROMOTE
PRIORITY 5: INITIATIVE DETAIL VIEW REGIONAL PARTNERSHIPS
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 | 38PRIORITY 5: PROMOTE
PRIORITY 5: INITIATIVE DETAIL VIEW REGIONAL PARTNERSHIPS
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
Identify regional partnerships and set
3 5.2.1 N/A N/A N/A 1.48 4.1.2 Executive Comm., ED
priorities
Perform gap analysis and identify
4 5.3.1 N/A N/A N/A 2.56 None Executive Comm., ED
partnerships to address
High
Rank (by Score)
L 0-3
Benefit
Medium
M 3-6
H 6+
Low
Low Medium High
Effort
Page | 39PROGRAM & 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.
Short Term Medium Term Long Term Vision
18 Months 36 Months 54+ Months
By 2020, Sandy
Brand Sandy Springs is the best
Assess progress
Springs
against strategy place to work,
Formalize Membership live, learn and
Project Benchmarking play in the
Management Southeast
Educate
members on
Membership strategy and implementation legislation
Develop and manage
partnerships
New and in-flight program assessment
Develop and
manage public
policy
relationships and
advocacy plans
Board Effectiveness
Legend
Member Value
Volunteer and Develop and nurture economic Effectiveness
IT Strategy
support pipeline development relationships Economic Development
Public Policy
Partnerships
Page | 40PROGRAM & INITIATIVE DETAILED ROADMAP
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.
Short Term Medium Term Long Term Vision
18 Months 36 Months 54+ Months
0 2.3.2 Sandy Springs is
9 3.3.1 11
7 the best place to
2.4.1 1.3.6
work, live, learn Program Key
1.3.4
2.2.4
and play in the
2.1.1 2.1.3 1.3.1 Southeast
1.3.5 12 5.3.1
1 2.1.2
10 4.1.1
1.2.1 5.1.1
1.3.3 5.1.2
1.2.1B 5.2.1
1.2.1A
2.2.2
1.3.2 1.1.3 4.2.2
4.2.1
1.1.1 4.3.2
2
1.1.2
3 2.2.3 2.2.5 2.2.1
8 4.1.2 4.1.3
Legend
Member Value
3.1.1
Effectiveness
4 2.3.3 5 2.3.1 Economic Development
6 3.1.2 3.2.1 Public Policy
Partnerships
Page | 41INITIATIVE DEPENDENCY MAP (1 OF 3)
Execution Order
First Second Third Fourth
2.3.3 Information
Technology strategy
6.72 Short-Term
1.1.1 New program
approval and prioritization
6.72 Short-Term 1.1.3 Member-driven
programming
1.1.2 In-flight program 6.61 Mid-Term
assessment
6.15 Short-Term
2.3.1 Volunteer and support
pipeline
6.50 Short-Term 2.2.1 Committee-structured
operations
2.2.3 Evaluate board 7.22 Short-Term
2.2.5 Collaborative culture
effectiveness
6.19 Short-Term 5.04 Short-Term 2.2.2 Board orientation
2.2.4 Formalize project 6.15 Long-Term
management
4.76 Mid-Term
2.3.2 Assess progress
against strategy
4.21 Short-Term
Legend
1.3.6 Membership Member Value
benchmarking program Initiative Short Effectiveness
2.48 Long-Term Description Economic Development
Rank Time Public Policy
Partnerships
Page | 42INITIATIVE DEPENDENCY MAP (2 OF 3)
Execution Order
First Second Third Fourth
1.2.1 Member recognition
program
6.75 Short-Term
1.3.3 Member feedback
channels
6.15 Short-Term
1.2.1B Member referral
program
5.88 Mid-Term
1.2.1A Member spotlights
2.1.1 Membership strategy 5.34 Mid-Term
4.14 Short-Term 1.3.2 Non-member
participation
4.47 Short-Term
1.3.4 Refined new member
orientation
2.4.1 Marketing 1.3.1 On-boarding and exit X.XX X-Term
communications plan program
7.91 Short-Term 6.15 Short-Term 1.3.5 Member buddy system
2.1.3 Value-driven X.XX X-Term
membership pricing
7.56 Short-Term Legend
Member Value
2.1.2 Member input into Initiative Short Effectiveness
strategy Description Economic Development
6.47 Short-Term Rank Time Public Policy
Partnerships
Page | 43INITIATIVE DEPENDENCY MAP (3 OF 3)
Execution Order
First Second Third Fourth
3.3.1 Brand Sandy Springs
4.45 Long-Term
4.1.3 Voice member
legislation concerns
externally
4.1.1 Member education on 3.03 Mid-Term
legislation
3.64 Long-Term 4.2.1 Advocacy relationship
plan
2.87 Long-Term
4.1.2 Gather member 4.2.2 Members’ role in
4.3.2 Advocacy plan
legislation concerns advocacy
3.03 Mid-Term 3.10 Long-Term 3.62 Long-Term
5.3.1 Perform gap analysis
5.1.1 Identify partners 5.1.2 Partnership plan
and identify partnerships
NA NA NA NA NA NA
3.1.2 Economic 5.2.1 Identify regional issues
3.2.1 Industry councils
development data analytics and set priorities
2.27 Short-Term 5.52 Short-Term NA NA
Legend
3.1.1 Economic Member Value
development relationships Initiative Short Effectiveness
2.27 Short-Term Description Economic Development
Rank Time Public Policy
Partnerships
Page | 44MONITORING KEY PERFORMANCE METRICS
In order to assess the Chamber’s performance against the targets set for each objective, key performance
indicators (“measures”) should be measured according to the appropriate frequency, baselined from historical
records, and tracked against the baseline as well as the target set in order to assess the Chamber’s progress in
delivery against the strategic plan.
To measure achievement of the Chamber’s vision for Sandy Springs/Perimeter to become the leading community
to live, work, learn and play in the Southeast, by 2020, a dashboard or tracker should be used to baseline,
measure, and monitor progress on the vision at a granular level.
The following are considerations for the baselining, measuring, and monitoring of KPIs:
• Frequency of Collection and Monitoring: how often is the metric measured for evaluation?
• Metric Collection (measurement) Method: how is the Chamber staff gathering each metric’s point-in-time
data?
• Collection (measurement) Level of Effort: how substantial is the effort to collect the required data based on
the number of metrics and frequency of collection?
• Corrective Action – Metric Response Plans: what is the response for each metric depending on the progress
made towards the target?
• Monitoring Method & Format: what software, platform, or mechanism is the Chamber using?
• Validity, Availability, and Reliability of Metric Data Source(s): where is the Chamber sourcing it’s performance
data for each metric?
• Accessibility of KPI Performance: who has access to the performance data for the Chamber, and how to they
access it?
Page | 45SAMPLE METRICS DASHBOARD
The overall priority indicator
Key Metric Overview
boxes could summarize the
Panel could identify the
performance of each priority
overall performance of
by factoring in all measures
key metrics along with
and targets at the objective
the respective measures
and initiative level
and status indicators
Performance graphs could be used
The objective overview control for each selected objective and/or
panel would list all objectives key metric to display trend analysis
by priority along with the over time and showcase the overall
respective measure and status increase or decrease in progress
Page | 46You can also read
