Central PA Chamber Strategic Plan

Membership & Events

Strategies

Steadily grow our membership base to maintain a stable financial platform that will allow the Chamber to provide greater value to our members.

Goals

  • Increase Chamber membership to over 450 over the next 3 years and increase membership revenue to $62,500.00.
  • Increase non dues revenue (sponsorships, events, website ads, newsletters, etc.) by 25% - this number should be addresses yearly based on the current year's activity.
  • Redefine our member demographics by reviewing and revising the membership breakdown to better reflect the number of members with fewer than 50 employees (size divisions). This should be done by the Board and the Membership Committee and put into place by the year 2007.
  • Create and develop a Public Relations team for MAIDA and the Chamber to deal with the increasing need for public awareness. This should be a comprehensive plan that is multi media focused over a wide geographic area. This full plan should be expensed and implemented by July 2007.
  • By March 2007 the Ambassador Team will develop a plan to achieve the following goals by January 2008.
    • Each Ambassador Team member will conduct at least 4 visits per month on average throughout the year.
    • Ambassadors will contact at least 25% of current membership per year.
  • Increase the Chamber retention rate from 84% to 94% by 2009.
  • Review and consider membership dues structures by October of each year for Board action.

Board & Committee Leadership

Strategies

  1. Create strong leadership within the Chamber organizational structure to lead and implement our vision and mission.
  2. Build a high performing team both at the Board and Staff levels of the Chamber.

Goals

  • Document all staff, volunteer leaders', and Board members job descriptions and responsibilities and have them sign a contract each year so they know what is expected of them. This should be done by January every year to reflect commitment and job description changes.
  • Review and recommend a plan to possibly change the Board member election process from popularly elected to some members being appointed. This should be done before the 2008 Board of Director Elections.
  • Educate by documents the Board and MAIDA Committee members on important issues before each Board meeting.
  • Review and define all Chamber staff positions and implement any changes by March 2007.

Economic & Community Development

Strategies

  1. Significantly increase public awareness of our services and Chamber activity to build a solid base of support in our communities.
  2. Create ample facilities to conduct Chamber business and provide service to our vast constituent base.
  3. Increase our role and responsibilities in the communities we serve to provide greater value and quality of life in Central PA.
  4. Take a strong leadership role in economic development and make a significant contribution to existing partnerships and building new ones.

Goals

  • Work in a leadership role with the Economic Development Council in the creation of the Innovation Center within the Bucknell Keystone Innovation Zone in Lewisburg. This process has started and should be done by December 2008.
  • Define our role through strategic planning to be done by December 2007.
  • By July 2007, the Board will develop and recommend a comprehensive strategy for MAIDA's continued role in Economic Development.
  • MAIDA committee will evaluate the committee structure and functions to establish a functional meeting structure by December 2007.
  • Sell land within the Tanner Addition by July 2007.
  • Evaluate and recommend a location for the Chamber that encompasses an office, conference/board room, and possibly a conference center for events by July 1, 2007. Also evaluate and recommend the possible leasing/ sub leasing of excess office space to other entities.

Conclusion

The most important aspect of our Strategic Plan is its dynamic nature. It is meant to be a living, breathing document that may be adjusted and modified if economic and environmental changes dictate revisions to our strategic direction. Our Strategic Plan addresses both the Chamber's current and future needs through the beginning of 2010. The goals of this plan are specific, measurable and attainable within the next three (3) years. The Chamber staff and the Board of Directors will be responsible to implement the strategies and goals to move our Chamber into the future. We will measure our progress toward these goals through the Board governance process, and all activity and financial programs of the Chamber will be measured and justified against this plan.

"If we don't know what road to choose,
any one will do!" - Unknown