Strategic Plan
May 2008-May 2011
Introduction
The Martin County Chamber of Commerce (MCCOC) is the only countywide private organization dedicated entirely to the economic well being of the small business community and the people who those businesses employ. In an effort to better serve our constituents, the Board of Directors and staff of the Chamber elected to engage in a strategic planningprocess.
This strategic plan will serve as a roadmap for the organization. It will provide a framework and philosophy for governing (leadership) and managing (staff) the Martin County Chamber of Commerce
The Board of Directors/local entrepreneurs and Executive Director participated in a 2-day planning session in early 2008, held in the board room of the NC Telecenter.
Bianca Gentile facilitated the meetings. Prior to the planning session Bianca met with Chamber staff in a face-to-face meeting.
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Executive Summary
Goal 1: Internal Management and Administration |
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ACTIONS / STRATEGIES |
RESPONSIBLE PARTY |
CompletE |
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Organize staff and board- job descriptions (of board, committees, personnel), personnel handbooks |
Executive Director |
January, 2009 |
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Explore options to manage finances (contract service out of house or purchase and train staff member in QuickBooks) |
Executive Director/Board of Directors |
September, 2008 |
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DMV and Chamber Dichotomy- staff meeting to understand roles and responsibilities. |
Staff and Board of Directors |
July, 2008 |
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Re-Orientation; board members and staff should be brought up to speed on their roles and responsibilities, personnel handbook policies, and strategic plan of the organization. Ideally this would be done at a meeting |
All staff |
October, 2008 |
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Create a performance review schedule for staff members |
Executive Director/ Board of Directors |
May, 2009 |
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Host a board/committee/staff retreat |
All |
January, 2009,annual |
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Goal 2: Marketing and Advertising |
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ACTIONS / STRATEGIES |
RESPONSIBLE PARTY |
Complete |
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Design new membership application |
Executive Director |
September, 2008 |
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Assess the DMV Contract |
Chair and Executive Director |
January, 2009 |
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Newspaper articles, Chamber-gram, Chamber member to member campaign, speed networking event |
Chamber staff |
Ongoing |
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Promotes existing and new businesses, establishes relationships and furthers existing ones with chamber members and staff |
Chamber staff |
Ongoing |
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Create, design, raise sponsorships for Martin County magazine |
Chamber staff |
Fall, 2009 |
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Survey chamber members |
Executive Director |
Ongoing |
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Craft a marketing plan for the organization
Increase curb appeal (bigger Chamber sign, lights, landscaping)
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Executive Director and Board of Directors |
November, 2008 |
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Assist in developing marketing tools for member businesses- consider hosting a business expo |
Marketing Committee |
January, 2009 |
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Look to increase the profile of member business events |
Executive Director |
Ongoing |
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Goal 3: Fundraising |
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ACTIONS / STRATEGIES |
RESPONSIBLE PARTY |
Complete |
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Develop a calendar of fundraising events; explore ways to maximize fundraising |
Executive Director |
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Create a fundraising and special events committee (should be open to members at large and used to enhance and expand money raising opportunities) |
Members at large/Executive Director |
ASAP |
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Potential events include: spelling bee, annual dinner, EMS dinner, shrimp-tees, membership appreciation dinner, stampede, business expo, reverse raffle) |
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Membership dues should be assessed in two years, pending the expansion of our membership benefits |
Executive Director |
May, 2010 |
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Goal 4: Organizational Structure |
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ACTIONS / STRATEGIES |
RESPONSIBLE PARTY |
Complete |
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Define the role of each committee |
Board |
Board retreat, 2008 |
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Will explore the benefit of creating a membership and business development committee and a community support committee |
Board |
Over next 3-years |
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Leadership committee (lunch and learn, leadership institute) |
Board |
Board retreat, 2008 |
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Marketing committee |
Board |
May, 2009 |
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Governmental affairs committee; based on membership polling |
Board |
May, 2009 |
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Education workforce committee |
Board |
Over next 3-years |
Duration of the Plan: 3 years
The board agreed that a strategic plan longer than 3-years would be unproductive. In order to accommodate changing conditions and needs within the local environment and organization, this Strategic Plan will be evaluated on an annual basis.
Board members will evaluate the plan in the January session of each new calendar year. In 3 years, the plan will be rewritten with facilitative assistance from a neutral, third-party group. The plan should be the primary guide for the newly elected Board of Directors. Also, a “plan-champion” may be appointed from among the board members to monitor and report on progress (often assigned to the Chair-elect).
Planning Terms
The importance of mission statements is summarized quite eloquently by Lewis Carroll through the words of the Cheshire Cat in Alice in Wonderland, “If you don’t know where you’re going, it doesn’t matter which way you go.” To this extent, a mission statement should identify the organization, whom it serves, and what it offers. It should be clear and concise and used by all to effectively lobby on behalf of the organization in order to keep partners focused on the fundamental task of the organization.
A vision statement describes how the organization envisions itself in the distant future. When developing a vision statement, it is constructive to broadly think about how one current environment can evolve into a more desirable one.
A goal is where we want to be. Goals will drive most efforts, including budgeting, staffing, and committee assignments. Organizations generally set 3-7 goals. Within each goal are a set of strategies. Strategies are suggested approaches used to achieve goals.
Vision Statement
In 10-years Martin County Chamber would like its residents to be forward thinking and proud of their hometown. There will be a diverse population (age, gender, race and religion) committed to growing the economic competitiveness of the community while maintaining its rural character. .
Chamber supported community activities
Over the next 10-years, the chamber will support activities that develop:
1. Niche markets both in big and small industries
2. Eco-tourism
3. Recreation and entertainment development/enhancement
4. A thriving business climate; resources, networks, connectivity
5. A local economy
6. Decrease drop out rate
7. Improve access to technology/resources
8. Improve teacher salaries
9. Promote spirited kids
10.Increase SAT scores
The Martin County Chamber of Commerce started thinking about their vision by creating a list of shared values. By establishing the shared values and highlighting the core principals that guide the organization, the group was able to define their ideal community and organization. Below is a list of both the community and organizational values. A vision statement and a “chamber supported activities list” was developed to represent the group’s unique aspirations for both the Chamber and Martin County.
Community values
Inclusiveness
Education
Job creation/skilled workforce
Recreation
Diversity
Friendliness
Family oriented
Safety
Appreciative of the Scenery
Respect for others
Chamber Values
Professionalism
Responsive to customers
Resourceful
Consistency in delivery of services
Momentum and forward movement
Accountability
Promotes higher standard
Community awareness
Integrity
Mission Values Chart
Teamwork
Delivery of quality information for the community (events, demographics, economic development, relocation assistance)
Leadership
Guidance (offering and receiving)
Partnerships
Building and supporting a local economy
Inclusiveness (countywide)
Financial stability
Partnerships
Quality service delivery
Fellowship
Togetherness
Small town feel
Community building
Identity
Training for board members, staff, and committees
Mission Statement
The Martin County Chamber of Commerce is committed to community building by guiding and encouraging economic growth. We serve as a gateway for county-wide information, partnerships, networking and business opportunities.
Strategic planning committee members were asked to list their values. Each member shared their responses. Next, the group worked together to fashion a mission statement that genuinely speaks to the organization’s operational principals. The above statement was the result of that conversation.
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