STRATEGIC PLAN Planning...Advancing...Our Future

Transcription

1 STRATEGIC PLAN Planning...Advancing...Our Future 1

2 Executive Summary Under the leadership of Chris Bowler, Daytona Beverages, the Chamber began a Strategic Planning process in June, A Strategic Planning Committee was assembled and met monthly to discuss and formulate a strategic plan for the Chamber for the next three years. Initial meetings included the development of a new mission and vision statement for the organization, along with a set of core values that would be demonstrated by staff and volunteers involved in the organization. As the mission and vision became critical to the development of the Strategic Plan, these items were presented to the Board of Directors for approval and implemented immediately for the organization. You will see these statements on page four of this document. The Committee went through a SWOT analysis and reviewed presentations on the chamber member demographics, financials and program history. It was important to truly understand who we were serving as well as establish a baseline knowledge of the workings of the Chamber. After the initial organizational meetings, the committee began to look at strategic priorities, objectives and action Items. The group broke into sub-groups so a more specific focused approach could then be given to the agreed upon strategic priorities that follow: Advance Our Community Be the Chamber of Influence Champion Our Community Demonstrate Organizational Excellence Drive Member Value These sub-groups developed the content of the priorities and objectives which expanded into a list of action items for consideration contained in the following pages of this report. We can assure you that each Strategic Planning Committee members took their role seriously and participated by giving many hours to the development of this plan, keeping in mind the diversity of our membership. This new strategic plan will provide a direction and vision for our committees and investors with the intention of strengthening our organization internally thereby allowing us to impact our community in a positive manner. Respectfully, Nancy Keefer CCE President & CEO Daytona Regional Chamber of Commerce Chris Bowler, Daytona Beverages, LLC Chairman Strategic Planning Committee Daytona Regional Chamber of Commerce 2

3 Strategic Planning Committee Members Chris Bowler, Committee Chairman Daytona Beverages, LLC Ken Gaines Alin Jacobs Tom Leek Mark Dougherty Rodney Cruise Eric Peburn Bob Williams Suzanne Forbes John Anthony Frank Molnar Evelyn Fine Phil Maroney Ann Luke Jim Weite Skip Lilly Teresa Rand Nancy Keefer Janet Kersey Advanced Fire Extinguishers & Safety Equipment Alin Jacobs & Network Cobb Cole Daytona Beach Area Association of Realtors Embry-Riddle Aeronautical University Halifax Health Halifax Health James Moore & Co., P.L., CPA's & Consultants JTA Financial Services, Inc. LPL Financial Mid-Florida Marketing & Research, Inc. Root Company SunTrust Bank, East Central Florida TD Bank Vision H.R., Inc. Volusia Flagler Family YMCA Daytona Regional Chamber of Commerce Daytona Regional Chamber of Commerce 3

4 Mission-Vision-Values Mission Statement The Daytona Regional Chamber of Commerce advocates a strong economic and business environment and serves as a platform through which our members and the entire business community can thrive. Vision Statement To be a driving force in the development of commerce and to improve the quality of life in the greater Daytona Beach region. Core Values The Daytona Regional Chamber of Commerce believes that our image in the community with our stakeholders our members, elected officials, future members and partners, is paramount to the success of the organization. With this in mind, we will incorporate our values into our messages and actions. Advocacy We will advocate on behalf of our members for a fair and equitable environment that empowers business towards success. Collaboration - We will welcome opportunities for cooperation and inclusion in our community. We will work towards a common vision. Engagement We will create opportunities for involvement and listen to the needs of our members. Leadership - We will be true to our role as the business leader in our region and be a model to others in our community. We will properly use our influence to ensure the relevance of our organization and the continued success of our region. Professionalism We will exhibit attributes of highly-regarded professionals and offer our talent and expertise for the betterment of our community. 4

5 Strategic Priorities at a Glance Advance Our Community Our community thrives on the success of business. To ensure our business leaders are successful, we will provide a roadmap to the resources available in the community. In addition, having a place to develop relationships is vital to the advancement of business as well as the community. The Daytona Regional Chamber of Commerce must be the navigator and chart the course for developing leaders and connecting them to resources within the community. Be the Chamber of Influence The Daytona Regional Chamber of Commerce has a powerful voice that is used to influence both political and economic decisions on the local, state and federal level. It is critically important for this organization to continue to be the voice of our local businesses to ensure that our local and state policies and regulations are beneficial to business everywhere and our membership base. Champion Our Community The Daytona Regional Chamber of Commerce will be a leader in promoting the area s business attributes, as well as a catalyst for identifying and solving community challenges through collaboration with business, government and residential interests. Demonstrate Organizational Excellence A Chamber of Commerce that operates at its maximum potential provides the greatest benefit to its members and employees. The Daytona Regional Chamber of Commerce will achieve operational excellence through the implementation of best business practices, the result of which will include designation as a five star accredited chamber, enhanced financial stability and accountability to ensure future viability and an environment that promotes the engagement and professional development of its volunteers and staff. Drive Member Value The Daytona Regional Chamber will create value that will exceed member investment and ensure retention and continued growth through educational programming, networking opportunities and business advocacy, recognizing that businesses join chambers for a variety of reasons. 5

6 Strategic Objectives at a Glance by Value Advocacy Actively support the involvement of the Chamber President & CEO as a key decision maker in the community by encouraging local, regional, state and national participation ensuring the tools and resources that will allow for a strong and visible executive team. Continue to invest in dedicated staff whose responsibility it is to drive results by acting as a conduit for our members to access and communicate with elected officials and governmental agencies. Communicate the importance of the Chamber s business advocacy role, and how it relates to the various member segments by expanding our communications and outreach on chamber approved advocacy initiatives. Encourage and assist members to take on advocacy roles through participation in Chamber committees and attendance at governmental meetings. Connections Capitalize on affiliate connections to bring future leadership into the Chamber and community. Target young professionals ensuring committed and prepared leaders in the future. Enhance networking events to provide an environment that translates into quality connections. Economic Development & Jobs Work collaboratively with key stakeholders to establish an image that tells the business story focusing on why the Daytona Beach region is a great place to conduct and grow business. Establish an Economic Development Committee to focus specifically on projects and locations within the Daytona Beach city limits that will enhance the community s appeal and help drive future business success. 6

7 Educate, Train & Prepare Provide peer training programs, connections and services focused on small business development. Provide business executives resources and connections to grow and develop their business and personal leadership skills. Leverage partnerships with community-based training experts to provide relevant programs that advance business growth. Develop educational programs, shared workshops and business services that fill the void for Chamber members and their employees. Organizational Strength & Development Elevate the image of the Chamber by attracting high level speakers and presenters for key chamber programs and events. Provide a structure to ensure a strong, diverse and influential Board of Directors and active committee structure. Commit to a balanced conversation on all issues requesting chamber support by using the Policy Request Form and process. Establish and strengthen standards of excellence in leadership development, financial and operational effectiveness through best practices, innovation and continuous improvement. Achieving 5 star Accreditation with the US Chamber of Commerce will bring prestige, credibility and recognition to our chamber. Financial stability and accountability resulting in a sound financial condition is paramount to a chamber s ability to carry out its mission. Financial integrity will be assured through budget transparency and third party audit review. By establishing a sound financial basis, the Chamber will have the capacity to produce programs that deliver member value and create a capital reserve for the future. Establish a leadership and professional development platform that supports staff and volunteer development within the Chamber. The individual and group plans will encompass all areas of the Chamber to include financial performance, member growth and retention, and other strategic priorities. The plans will also leverage effective succession planning to ensure development of diverse skills as positions open within the organization. 7

8 Strategic Priorities & Action Items Advance Our Community Our community thrives on the success of business. To ensure our business leaders are successful, we will provide a roadmap to the resources available in the community. In addition, having a place to develop relationships is vital to the advancement of business as well as the community. The Daytona Regional Chamber of Commerce must be the navigator and chart the course for developing leaders and connecting them to resources within the community. Strategic Objective - Provide business executives resources and connections to grow and develop their business and personal leadership skills. Leverage partnerships with communitybased training experts to provide relevant programs that advance business growth. Develop a new CEO in a Day program to fast track business leaders linking them with important community resources and contacts. (2016) Continue to develop Leadership Daytona as a vital tool for business executives. Establish a link between Leadership Daytona and the Daytona Leadership Council to further initiatives. (2015) Develop a program to encourage and train leadership with interest in public office service. (2017) Strategic Objective - Capitalize on affiliate connections to bring future leadership into the Chamber and community. Target young professionals ensuring committed and prepared leaders in the future. Host an annual business summit to identify the needs of the diverse business community through facilitated exercises and discussion. (2016) Have annual YPG/Chamber board joint social to establish mentorships. (2016) Develop a promotional document that effectively communicates leadership opportunities within the Chamber. (2015) Develop formal affiliate guidelines that clearly define the roles of each affiliate partnership with the Daytona Chamber. (2015) 8

9 Strategic Objective - Provide peer training programs, connections and services focused on small business development. Provide a CEO forum for exchange of information relative to small business operations and challenges. (2016) Conduct quarterly small business workshops to reflect the current business climate. (2015) Regularly reach out to small business members to identify needs and develop relevant programs through focus groups and/or surveys. (2015) Be the Chamber of Influence The Daytona Regional Chamber of Commerce has a powerful voice that is used to influence both political and economic decisions on the local, state and federal level. It is critically important for this organization to continue to be the voice of our local businesses to ensure that our local and state policies and regulations are beneficial to business everywhere and our membership base. Strategic Objective - Actively support the involvement of the Chamber s President & CEO as a key decision maker in the community by encouraging local, regional, state and national participation and ensure the tools and resources that will allow for a strong and visible executive team. Develop an annual list of key visits with community leaders and influencers that represent the demographics of the Chamber and the community. Where appropriate encourage Board involvement in selecting visits to further develop relationships. (2015) Strategic Objective - Continue to invest in dedicated staff whose responsibility it is to drive results by acting as a conduit for our members to access and communicate with elected officials and governmental agencies. Provide time sensitive strategic communications to update our membership on important legislation and the effects on local business. (2016) Review the various Volusia City Commission and Volusia County Council meeting agenda to determine involvement and attendance at meetings with items selected by the Chamber board as focus issues for the business community. (2015) Develop a scorecard of public official s votes on key issues as approved by the Chamber s Board and distribute to the membership. (2017) 9

10 Strategic Objective - Elevate the image of the Chamber by attracting high level speakers and presenters for key chamber programs and events. Action Steps Conduct a formal planning process for key chamber events and programs through the committee structure in anticipation of the development of the annual business plan. (2015) Strategic Objective - Provide a structure to ensure a strong and influential Board of Directors and active committee structure. Commit to a balanced conversation on all issues requesting chamber support by using the Policy Request Form and process. Distribute a Board self-evaluation form intended to leverage the talent of the Board of Directors to further the organization. (2016) Schedule a minimum of four Executive level speakers annually to address the Board on specific industry trends and issues impacting the community (2015) Clearly articulate the responsibilities of the Board of Directors and present annually through a Board of Directors handbook and orientation. (2016) Encourage and assist members to take on advocacy roles through participation in Chamber committees and attendance at governmental meetings. (2016) Champion Our Community The Daytona Regional Chamber of Commerce will be a leader in promoting the area s business attributes, as well as a catalyst for identifying and solving community challenges through collaboration with business, government and residential interests. Strategic Objective - Work collaboratively with key stakeholders to establish an image that tells the business story focusing on why the Daytona Beach region is a great place to conduct and grow business. Develop a list of positive counter statements to actively promote the region as needed. (2016) Produce a video series under the theme of We are Daytona with positive testimonials that are industry based. (2017) Tell the positives of why and how to be successful in business in our region. Select key attributes to form the basis of the stories (e.g. education, quality of life) (2016) 10

11 Strategic Objective - Establish a Chamber Economic Development Committee to focus specifically on projects and locations within the Daytona Beach city limits that will enhance the community s appeal and help drive future business success. Hold monthly meetings to discuss the identified need and/or issues that impact development growth within our community. Select an area(s) of focus resulting in action. (2015) Meet quarterly with key stakeholders impacting the economic demographics of our area. (2016) Demonstrate Organizational Excellence A Chamber of Commerce that operates at its maximum potential provides the greatest benefit to its members and employees. The Daytona Regional Chamber will achieve operational excellence through the implementation of best business practices, the result of which will include designation as a 5 star accredited chamber, enhanced financial stability and accountability to ensure future viability and an environment that promotes the engagement and professional development of its volunteers and staff. Strategic Objective - Establish and strengthen standards of excellence in leadership development, financial and operational effectiveness through best practices, innovation and continuous improvement. Achieving 5 star Accreditation with the US Chamber of Commerce will bring prestige, credibility and recognition to our chamber. Develop an exploratory task force to pursue the necessary steps to begin the Accreditation process. Assign a timeline and determine resources needed to successfully complete the plan. (2015) Review and evaluate all documents that are mandatory requirements for Accreditation. Examples: Bylaws, Employee Policy Manual, Board Orientation Materials, Financial Policies, Marketing and Technology Plans, Disaster and Continuity plans.(2016) Promote and market the Chamber s successful Accreditation. (2017) 11

12 Strategic Objective - Financial stability and accountability resulting in a sound financial condition is paramount to a chamber s ability to carry out its mission. Financial integrity will be assured through budget transparency and third party audit review. By establishing a sound financial basis, the Chamber will have the capacity to produce programs that deliver member value and create a capital reserve for the future. Define the roles of the Finance and Audit Committee and assign appropriate budgeting, finance and risk management issues to the appropriate committees. (2016) Develop evaluation tools, including an overhead formula, to be utilized for all Chamber programs, events and offerings to properly analyze the viability and success of the program. (2016) Develop and end of year report visually highlighting the activities of the chamber and its relevance to the members. (2015) Create and plan to achieve strategic reserves adequate to continue and expand operations as needed. (2016) Strategic Objective - Establish a leadership and professional development platform that supports staff and volunteer development within the Chamber. The individual and group plans will encompass all areas of the Chamber to include financial performance, member growth and retention, and other strategic priorities. The plans will also leverage effective succession planning to ensure development of diverse skills as positions open within the organization. Clearly define the organizational structure of the organization including committee and board job descriptions, roles and responsibilities. (2015) Define a staff development program for each staff position within the Chamber. (2016) Formalize and develop volunteer training exercises as it relates to serving in a Chamber leadership role. (2016) 12

13 Drive Member Value The Daytona Regional Chamber will create value that will exceed member investment and ensure retention and continued growth through educational programming, networking opportunities and business advocacy, recognizing that businesses join chambers for a variety of reasons. Strategic Objective - Develop educational programs, shared workshops and business services that fill the void for Chamber members and their employees. Create survey instruments across various platforms to gather information and identify member needs. (2016) Develop an interactive webinar programming schedule based on member s needs and topics requested. Link with those who provide this platform. (2017) Strategic Objective - Enhance networking events to provide an environment that translates into quality connections. Provide a structured networking game to assist members in meeting new clients. (2016) Review and expand the Chamber Ambassador roles as it relates to networking and the introduction of new members to the chamber activities. (2015) Strategic Objective - Communicate the importance of the Chamber s business advocacy role, and how it relates to the various member segments by expanding our communications and outreach on chamber approved advocacy initiatives. Develop key indicators on how legislation impacts various member demographics. (2017) Explore the current capabilities of the chamber s software system to target effective communications selected by member interest. (2017) Annually update What s in it for me value statement to members. (2015) 13

14 Timeline/Resource Allocation Year One 2015 Action Item Assigned To Establish Link between Leadership Daytona & Leadership Council Board Division Define Affiliate Guidelines Staff/Board Conduct Quarterly Workshops Committee Key Influencer Visits Board Division Conduct Formal Planning Process for Events Staff/Committees Schedule Expert Speakers for Board meeting Chairman of the Board Develop Visual End of Year Report Staff Define Leadership Opportunities/ Staff/Board Organizational Structure Form Accreditation Exploratory Task Force Task Force Review & Expand Ambassador Roles Committee Conduct Focus Groups Staff/Board Meet quarterly with key Economic Stakeholders Staff/Committee Review governmental agendas/align with Board Staff Board legislative priorities Year Two Action Item Assigned To Develop a CEO in a Day program Committee Leadership Opportunities Document Staff Host an Annual Business Summit Committee Small Business CEO Forum Board Division Strategic Legislative Communications Staff Develop and distribute Board Evaluation Form Staff YPG/Board Social Staff Formal Board Orientation Program Chairman of the Board/Staff Review & Evaluate all Documents Task Force Define the roles of Finance/Audit Exec Board/Staff Develop event/program evaluation tool Task Force Define a staff development program Chamber COO/CEO Formalize Volunteer Training Staff Create survey instruments Task Force Provide structured networking Staff Develop positive Counter Statements Committee Produce Tell the Story document(s) Committee Strategic Reserves Policy Board 14

15 Year Three 2017 Action Item Assigned To Public Service Training Program Committee Public Officials Scorecard Committee Promote and Market Accreditation Staff Develop interactive Webinar programing Committee Develop key legislative indicators Staff Explore targeted communications capabilities Staff/Task Force Produce a Why Daytona video series Committee Daytona Regional Chamber of Commerce 126 E. Orange Avenue Daytona Beach, FL p: f: daytonachamber.com info@daytonachamber.com 15