Goals/By-Laws

Strategic Goals of the Ashland Area Chamber of Commerce

SUPPORT ECONOMIC DEVELOPMENT

Develop Market Research Department- Cost of living, Wage & Benefits, Index forecasting, Demographic Research etc.  Create funding mechanism for this department. 

Retention Plan – Grow the business prosperity within Ashland County by strengthening our existing businesses with partnership of Economic Development, timeline, plan of action for follow up visits on a quarterly or as need basis.

CVB/Tourism

Partnership: Loudonville Chamber of Commerce

Accreditation with the US Chamber of Commerce

Work closely with Economic Development; define roles with Retail, and follow ups.

Plan of Action regarding retail recruiting - planned growth for retail in county.

MEMBERSHIP SERVICES

Strengthen the image of the Ashland Area Chamber of Commerce as a business organization essential for the future prosperity of the County and worthy of membership as measured by achieving a net gain (new members less drops) of 45 quality members each year.

Create a market plan for the Chamber, CVB, and Leadership Ashland.

Analyze the Ashland County business community in a “market analysis” to better understand the needs of the investors and community.

Continue to look and research the chamber facilities for relocation with the option of purchasing.

Develop a dynamic membership approach which focuses on both an effective annual campaign process (emphasis: numbers of members and advertising dollars versus in-kind dollars) and an effective on-going membership recruitment process.  Re-evaluate the resources and tools available for contacting potential members.  This can include: 

• Continue to maintain an effective Web Site which allows for efficient information transfer and on-line Chamber application, newsletter & faxgram.
• New ways to generate leads (e.g. e-mail/phone lists, co-star, personal relationships with existing members, etc.).
• A procedure and resources for contacting each new business member(ambassadors)
• Develop other new approaches to membership throughout the year. 

Develop programs for members/investors to strengthen Commerce/Economic Development with networking opportunities for our members.  Ex: Business After Hours, First Friday Luncheons, Community Matters, Golf Outing, Annual Meeting, etc.)

Increase attendance and educational opportunities with Safety Council.

Create an increase due structure for the Chamber Members/Investors.

Continue to increase awareness and participation in Leadership Ashland.  Create a better funding stream for Leadership Ashland. 

Market a continuous effort with “Shop Local”.  Promote the Gift Certifichecks program.

Continue to refine the new member retention program and the statement of commitment that encourages immediate involvement in Chamber activities and focuses on welcoming/recognizing these businesses in the early stages of membership. Things to consider: 

• A huge emphasis on orientation for new members that would include the array of services available, the opportunities to be involved (especially in committees), and member networking/sales opportunities.
• Make contact and/or visit new members within 30 days of the time they join.
• Employ additional services important to new members such as insurance products ,safety council, and seminars (e.g. employment law, tax, “How to Network” and other “hot” topics). 

Measure Every Activity/Program: Review and define every activity/program periodically and outline those critical to the Chamber which must be in place, and those that are nice to have; fully cost out each of these activities/programs; and, calculate the break-even point for operating and supporting these activities/programs (e.g. measure everything like a business – each small business seminar, luncheon, activity, etc.).  Utilize actual customer surveys and member feedback to guide this review.   

Area Committee Structure : Build a structure with Committees that represents the Chamber’s mission and focus operating from their respected areas.  These Committees serve as a key leadership development avenue and feeder to other Chamber-wide leadership roles.  This structure would include: 

• Clear Focus/Purpose of the council stated in print. 
• Job definitions for committees members  
• Selection process for the some committee (possibly using Leadership Ashland graduates as key leaders on the group.  These leaders would then be possible candidates for leadership within the Chamber (succession planning)). 
• Corresponding Chamber liaisons (Marketing Liaison, Economic Development liaison, etc.) 
• Recruitment/membership responsibilities. 

BUSINESS ADVOCACY & EDUCATION INTIATIVE

The Legislative Committee of the Ashland Area Chamber of Commerce is committed to reviewing, developing, and supporting issues that promote a positive, pro-active business environment.  The chamber believes that laws and regulations should serve the public without acting as a detriment to business development and growth.

• Work with Ohio Chamber to review local, state, and federal issues that affect business
• Build and influence relationships/partnerships with state legislators, Ashland City Council and school board members, and county commissioners.  Events to include:
            - Organize “First Friday’s” event
            - Conduct “Meet the Candidate Night”
            - Coordinate “Election Academy”
• Communicate the recommendation of the Legislative Committee to the Chamber Board for approval.
• Upon approval of the Board, represent Chamber members at public forums and work with public leaders to create and develop pro-active legislation and policies.
• Educate and inform chamber members of relevant issues researched and positions taken if applicable. 

Create a stronger Legislative Issues Committee

Form “Interview the Governor, Congressman, Senators Night.”

Construct a Partners in Education Program, help stop the disconnect between business and educators

LEADERSHIP AND TEAMWORK ON REGIONAL ISSUES IMPACTING ASHLAND COUNTY

Establish/ Maintain a Key Relationships Inventory Management Process:  Ensure collaborative relationships are built and maintained with key organizations in the County and region (Ashland Economic Development, all local Governments, other Chambers in the region, Boards of Education, legislative delegates, etc.) by establishing a quarterly review of the Key Relationships Inventory, addressing “gaps” which exist in these relationships, and develop meaningful networking opportunities.  

VOLUNTEER ENHANCEMENT PROGRAMS

 Establish effective programs for Chamber volunteers such that each one: 

• Is adequately informed and trained
• Has a clear understanding of the specific goals and initiatives associated with the role they play
• Feels value and satisfaction is created for them by participation.
• Is motivated by the incentives associated with the role they play.
• Is recognized and appreciated for their time and contribution.

Effective Structure:  Evaluate the entire Chamber staff management structure on a yearly basis to ensure proper alignment with goals and strategies of the Chamber.  Additionally, examine the Chamber Board committee structure and process on a yearly basis to ensure we equip committees with solid leadership from the community, there is effective member involvement and ownership of annual business plans for key departments, and accountabilities are clearly established to deliver results.  


US Chamber of Commerce Accreditation & CCE:  Establish accreditation for the Ashland Area Chamber of Commerce during this timeline.  Complete the application.  Chamber of Commerce Executives finish for President.

Effective Board of Directors Process:  Continuously evaluate the by-laws and governance issues associated with the Chamber’s Board of Directors to ensure compliance with the law and good ethical business practices.  Design a Board meeting process that keeps the leadership focused on the priorities for the year, ensures Board members get appropriate updates (e.g. handouts, reports, Web links, e-mails, etc.) to understand our accomplishments, and feel energized from the process.  

Training and Retention of Chamber Personnel:  Ensure all Chamber leadership and staff are trained/educated on the Mission, Vision, Objectives, and Strategies of the Chamber and the revenues/costs of its operations, and are actively participating in their own personal developmental planning (leadership and technical skills) in concert with their supervision of President, staff, and Board.