Scottsdale Chamber: VISION 2020 Scottsdale Area Chamber of Commerce June 28, 2016
Agenda Strategic Planning Process Vision 2020 SWOT Analysis Strategic Initiatives: 2016-2020 Voice of the Business Community Redefining the Value Proposition Younger Demographic City Leadership Alignment Raise the Bar on Education Regional Transportation Advocacy 2
Strategic Planning Process 2 Strategic Planning 3 3 1 Strategic Thinking Hypothesis Driven Future of economy Strategic intent Competitive advantage Vulnerabilities Customer expectations Market gaps Financial position Access to capital External Analysis Market landscape assessment (population, key employers, competitors, usage) External influences (political landscape, community, economy, adjacent cities) Client/Member (what do they want, what brings them to us) Internal Analysis Operations (Organizational structure, culture, human resources, marketing) Facilities Assessment (Location, Technology resources) Financial opportunity assessment (Revenue sources, budget, what is the financial impact of our work) Market Strategies Operating Plan H.R. requirements and organizational structure to achieve our goals Future operating strategy Facility requirements to satisfy customer expectations Financial impact
Strategic Planning Process 1. Client/Membership Assessment 175 Participants Market Overview: What s good about Scottsdale? vs. What you would change? Local Issues & Concerns: Transportation City Leadership Education Impact of Big Ideas (i.e., Desert Discovery Center) Client/Membership Benefits Ideas: What Should We Do To Enhance the Chamber/Scottsdale s Economic Growth? 2. Planning Sessions/Focus Groups 35 Participants Chamber Overview: What s working? vs. What s not? Scottsdale Trends: What s influencing market development? Key Chamber Relationships Future Strategies 3. Planning Workshop 15 Participants Business Opportunities and Challenges Future Strategic Initiatives 4
Scottsdale Chamber: Vision 2020 Leading the Way will be the slogan and driving force behind the 2020 vision for the Scottsdale Area Chamber of Commerce. It will guide and define all key initiatives over the next four years. This proposed vision is consistent with the Chamber s mission of being the leading organization dedicated to serving Scottsdale, regional businesses and community prosperity. The objective is for the Scottsdale Chamber to become the model for the 21 st century. The Scottsdale Chamber will be synonymous with business innovation, growth, and integration. In this regard, it will be organized to support key partnerships and regional business development. A new business model will be established to allow clients/members to relate and interface with the Scottsdale Chamber based on their organizational goals. Organizations will interact with the Chamber to participate in solutions that lead the way for business success and a vibrant Scottsdale community. 5
SWOT Analysis Strengths Strong Leadership/Staff Passionate Clients/Members Longevity Financial Strength Scottsdale Brand City Relationships Advocate for Change Annual Events Opportunities Facilitate Strong Business Environment o Regional Transportation Plan o Regional Partnerships o K 12 Education Attract a Younger Demographic Support a Progressive Political Structure Strengthening Scottsdale Airpark Support Big Ideas o Desert Discovery Center Attract High Impact Leaders/Talent Foster SRPMIC Relationship Silent Majority Weaknesses Client/Membership Retention Lack of Younger Clients/Members Staff Turnover Limited Space/Office Facilities Low Visibility Questionable Relevance Considered The Establishment Threats Role Confusion (Chamber vs. City) Lack of Consistent Business Leadership City-Wide Vision/Leadership Not Actively Partnering with Other Cities Lack of Multi-Modal Transportation Strong Competition for Visitors Lack of Skill/Talent for Economic Growth State Reputation in K-12 Education Resistance to Change/No Growth/Island SRPMIC Competition Vocal Minority 6
Strategic Initiatives: 2016-2020 SHORT-TERM INITIATIVES DIRECT CONTROL 1. VOICE OF THE BUSINESS COMMUNITY Act as the facilitator of the broader business leadership voice in Scottsdale and engage them directly in critical issues of economic and community development. 2. REDEFINING THE VALUE PROPOSITION Segment the market to identify key audiences now and in the future to align engagement opportunities with individual values. 3. YOUNGER DEMOGRAPHIC Actively recruit and engage younger clients/members into the Scottsdale Chamber, its board, and key committees. LONG-TERM INITIATIVES INFLUENCE ONLY 4. CITY LEADERSHIP ALIGNMENT Develop a long-term partnership with the City of Scottsdale to become a valued partner in supporting and facilitating the development of key issues and strategies. 5. RAISE THE BAR ON EDUCATION Ensure that the quality of K 12 and higher education alternatives act as a draw for potential residents and businesses. Create a skills pipeline to drive the local economic engine. 6. REGIONAL TRANSPORTATION ADVOCACY Continue to develop a regional transportation strategy for Scottsdale with local business leaders, city government, and the general public. 7
Strategic Initiatives: 2016-2020 1. VOICE OF THE BUSINESS COMMUNITY Act as the facilitator of the broader business leadership voice in Scottsdale and engage them directly in critical issues of economic and community development. Key Success Factors: Growth in Chamber Clients/Membership, Diversity, and Engagement New Client/Membership Model or Value Proposition Expanded City Involvement/Alignment Big Idea Development Positive Economic Development Potential Barriers: Client/Membership Mentality Constrained Chamber Resources Past Reputation Vocal Minority 8
Strategic Initiatives: 2016-2020 2. REDEFINING THE VALUE PROPOSITION Segment the market to identify key audiences now and in the future to align engagement opportunities with individual values. Key Success Factors: Board Commitment First Year Client/Member Retention Relevant Chamber Brand Client/Member Involvement Potential Barriers: Resistance to Change Relevance Past Reputation 9
Strategic Initiatives: 2016-2020 3. YOUNGER DEMOGRAPHIC Actively recruit and engage younger clients/members into the Scottsdale Chamber, its board, and key committees. Key Success Factors: Board Commitment Younger Demographic Involvement Relevant Value Proposition Decrease Chamber Age by 10 Years Potential Barriers: Relevance Past Reputation Role Confusion Why the Chamber vs. Other Organizations? Available Chamber Resources Vocal Minority 10
Strategic Initiatives: 2016-2020 4. CITY LEADERSHIP ALIGNMENT Develop a long-term partnership with the City of Scottsdale to become a valued partner in supporting and facilitating the development of key issues and strategies. Key Success Factors: Personal Relationships with City Officials and Key Staff Aligned Strategies/Goals Common Ground City/Chamber Partnership Potential Barriers: Past History Diverging Goals Common Ground Among City Leaders Cohesive Vision Vocal Minority 11
Strategic Initiatives: 2016-2020 5. RAISE THE BAR ON EDUCATION Ensure that the quality of K 12 and higher education alternatives act as a draw for potential residents and businesses. Key Success Factors: Personal Relationships with City Officials and Key Staff Cohesive Statewide Strategy that includes: BUSS SUSD SCC ASU Potential Barriers: Chamber s Role Unclear Strategy Many Players Political Issue 12
Strategic Initiatives: 2016-2020 6. REGIONAL TRANSPORTATION ADVOCACY Continue to develop a regional transportation strategy for Scottsdale with local business leaders, city government, and the general public. Key Success Factors: Aligned Strategy Common Ground City/Chamber Partnership Defined Community-Wide Benefits Financial Commitment Potential Barriers: City Council Relationships Past Reputation Vocal Minority Available Chamber Resources 13
Next Steps Finalize the Strategic Plan. Identify a Champion for Each Initiative. Organize a Team for Each Initiative. Prepare an Action Plan for Each Initiative: High-Level Implementation Steps Key Milestones Timeframes Responsible Parties Prioritize Action Steps for 2016. COMMUNICATE THE PLAN! 14