Strategic Plan

 

®             To strengthen the Chamber and its member organizations

®             To create and sustain a strong network of entrepreneurs

®             To support efforts to retain and expand existing businesses and to

attract new businesses

®             To enhance the economy and the quality of life

                                in the communities we serve.

 

Table of Contents

 

Introduction

Page 3

Mission Statement

Page 4

Vision                Page 4
Core Values                Page 4
Key Strategies

Page 4

  • Membership Retention & Growth
               Page 4
  • Community Relations & Development
               Page 5
  • Advocacy
               Page 5
  • Marketing & Promotion
               Page 5
  • Financial Development & Operations
               Page 5
  • Implementation of the Plan
               Page 6
  • Sample Tactic, Targets, Responsibilities
               Page 7
  • Organization Chart
               Page 8

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

     

 


  

 

Introduction

The Bridgeton Area Chamber of Commerce has been a leader in the promotion of member businesses and organizations and the community in general in Bridgeton and surrounding communities since its formation in the late 1800ís. 

 

As opportunities for redevelopment, new development and growth in the region served by the Chamber increase, the Chamber of Commerce reviewed and revised its strategic plan to guide its growth and to ensure it is prepared to continue its leading role in enhancing the economy and the quality of life in Bridgeton, Commercial, Deerfield, Downe, Fairfield, Greenwich, Hopewell, Lawrence, Shiloh, Stow Creek and Upper Deerfield.

 

The Board of Directors formed a strategic planning committee and that committee worked with the Board of Directors, Chamber Committees and staff to create this plan.  The plan was reviewed and approved by the Board of Directors and the Chamberís members.

 

It is the responsibility of the Board of Directors, staff, committees and members to put the strategic plan into action by developing and implementing tactics to accomplish the key strategies included in the plan. The implementation section of the Plan provides more information in this regard.

 

For more information on this plan and the Chamber of Commerce:

 

Bridgeton Area Chamber of Commerce

PO Box 1063

Bridgeton, NJ 08302

 

Phone:   856-455-1312

 

Fax:       856-453-9795

 

Email:    bacc@baccnj.com

 

Web:      www.baccnj.com 

 

The Plan

 

Mission Statement:

To serve as the regionís leading business advocate, promote education, communication, cooperation and commerce among its members in order to strengthen their organizations; to create and sustain a strong entrepreneurial culture in the area; to assist in retention and expansion of existing businesses and in the attraction of new businesses; and to enhance the economy and the quality of life in the communities it serves.

 

Vision:

To be the one of the regionís recognized leaders in promoting sustainable, well-planned growth and prosperity; to serve as the hub of the business community, the link between businesses and the builder of partnerships between businesses and the community by:

®     developing a  strong, growing and active membership

®     maintaining a dedicated and energized leadership team including board, committees and staff

®     providing high-quality, value-added programs and services that meet the needs of our members

®     raising and effectively utilizing the financial resources needed to support the mission and vision

 

Core Values:

®     Service

®     Partnership

®     Integrity

®     Responsiveness

®     Stewardship

 

Key Strategies:

 

1.  Membership Retention and Growth
a. Reorganize and focus the Membership Committee on developing goals for membership retention and growth and tactics to achieve those goals.
b. Staff and committee members to work together to strengthen relations with existing members through improved communications with and involvement of members in the Chamber.
c. Develop organized periodic membership development activities.
d. Work with marketing / public relations committee to develop marketing materials to support membership development.
e. Continually review and make recommendations for additions and changes to membership products and services in order to add value to Chamber membership.   
2.  Community Relations and Community Development:
a. Become more visible in the community.
b. Regular personal contact., communication and cooperation with members, other area businesses and community leaders.
c. Sponsor economic and community development workshops and seminars.
d. Collaborate with other Chambers, business support and development organizations and education providers.  
3.  Advocacy
a. With the leadership of an active government and community relations committee, develop an advocacy platform for issues of concern to its membership and the business community and the community in general. 
b. Meet with government officials from all levels of government, community and business leaders on a regular basis to exchange information and to maintain mutually beneficial relationships.  
c. Work with other area Chambers, the State Chamber and the United States Chamber to keep members informed
d. Advocate for issues deemed to benefit the business community and the community in general.

4.  Marketing and Promotion.

a. Develop marketing and promotion plans and materials to ensure that news and information about the services, features, benefits and events of the Chamber is available to Chamber members, prospective members, the business community and the community in general. 
b. Develop marketing and promotion partnerships with the members and other organizations to promote member businesses  and the region.
 c. Review the image and positioning of the Chamber in its market area so it may better represent its service area in order to increase membership and enhance opportunities for growth and expansion.  

5.  Financial Development

a. Develop plans and goals, including tactics and timetables, to reduce the chamber's reliance on fund raising activities to support the normal operations of the Chamber.
b  Allow for limited use of surplus / invested funds to balance the budget until operating income and fund raising provides for a balanced budget.  
c Adjust membership dues structure to make it more comparable with other chambers in the region and enhance Chamber revenue without causing a decline in overall membership. Review this annually and make recommendations to the Board for periodic adjustments.  
d Review surplus funds and indicate to membership how those funds will be used to support the Chamber including possible special projects, capital improvements and other uses.
e. Continue to share office space, office expenses and administrative costs with other organizations at least until the Chamber has experienced sufficient growth in membership and revenue to allow it to support full-time or additional staffing, additional office hours and office space.
f Investigate alternatives for the Chamber's office location taking into consideration costs, the status of the current office arrangements and the pros  and cons of a location that would be more visible to members. prospective members, visitors and the general public.

6.  Implementation of the Plan 

a.

Upon approval of the Board and the Membership, the officers of the Chamber and staff will be responsible for ongoing implementation of the plan. The officers and the executive director shall serve as the Strategic Plan Committee. 

b

The Committees of the Chamber will be asked to review the Plan and develop tactics to help implement the Plan and to present them to the Strategic Plan Committee. A sample tactic is provided in addendum A. 

c.

The tactics will be presented to the board for review and approval.

d.

Chamber members will also be informed of the tactics as their participation and support is important to the success of the Plan.

e.

It is the Board's responsibility, with the cooperation of the Strategic Plan Committee, to review the plan at least two times each year as follows., in the first month the Chamber's fiscal year and in the six month of the fiscal year to assess results and to change the plan and its tactics as needed. 

f.

The Chamber's organization chart is provided in addendum B.

ADDENDUM A Ė SAMPLE TACTIC

Tactics, Targets and Responsibilities to Support Strategies

Strategic Area:___________________________________________

 

Strategy:________________________________________________

 

Tactics:

Goals/Objectives:

Responsibility:

Measures of Success:

Target dates:

 

(SAMPLE)

Strategy: Reorganize and focus the Membership Committee on developing goals for membership retention and growth and tactics to achieve those goals.

 
Tactics: Development a membership development drive
Goals/Objectives: 1.  Increase involvement of board members and members by forming teams of members and board members. 
  2.  Utilize teams from banking / financial service members who have a network of businesses and staff members to work with.
  3.  Form 5 teams with a minimum goal of three new members for each team. Membership Subcommittee Chairperson.
Responsibility:  Membership Subcommittee Chairperson
Measure of Success: 1. Active involvement of board members and committee members.
  2. Attraction of 15 or more members.
Target dates: 1. Form teams and begin planning meetings by October 1, 2006.
  2. Begin membership drive by November 1, 2006.
  3. Complete drive and report results by February 15, 2007

 

ADDENDUM  B Ė ORGANIZATION CHART