Mission Statement:
To empower and equip businesses to build the best community in which to live, work, and succeed.
Vision Statement:
To provide innovative leadership in developing a thriving local business community.
Overview:
In August 2019, the GCC Board of Directors began the Strategic Planning process to develop a plan and measurable goals for the next three years beginning in January 2020. Elements of the planning process included:
General Operations: Cultivate strong leadership through board and staff development.
Goal 1: Perform yearly evaluations of business lines.
Membership/Marketing: Recruit, retain and engage members and advocates to build relationships.
Goal 1: Grow membership yearly by 25 new members and 90% retention of current members.
Events: Build relationships through community involvement
Goal 1: Be the premier resource for businesses to connect with the community.
Communications: Intentional communications efforts internally with membership and externally with the Goddard Community
Goal 1: Develop overall communications plan
Young Professionals of Goddard: Develop and retain young professionals in the Goddard area
Goal 1: Engage Young Professionals in Goddard area
To empower and equip businesses to build the best community in which to live, work, and succeed.
Vision Statement:
To provide innovative leadership in developing a thriving local business community.
Overview:
In August 2019, the GCC Board of Directors began the Strategic Planning process to develop a plan and measurable goals for the next three years beginning in January 2020. Elements of the planning process included:
- GCC Member Round Tables - August Member Luncheon – 19 participants
- GCC Member Survey – August – 15 respondents
- GCC Board SWOT Analysis – 4 respondents
- GCC Board Goal Setting – September Board Meeting - 10 participants
- GCC Committee Strategy Planning – September Committee Meetings - 10 participants
- GCC Board Approval of Goals and Strategies – October Board Meeting - 8 participants
General Operations: Cultivate strong leadership through board and staff development.
Goal 1: Perform yearly evaluations of business lines.
- Strategy: Measurements of all business lines should be completed in August/September to test for impact and profitability.
- Strategy: Review strategic goals yearly and refine accordingly.
- Strategy: Make meaningful appointments to the Board of Directors.
- Strategy: Strategically target and diversify the Board of Directors.
- Strategy: Grow paid staff in identified areas of expertise.
- Strategy: Identify business concerns and advocate on majority behalf where appropriate.
Membership/Marketing: Recruit, retain and engage members and advocates to build relationships.
Goal 1: Grow membership yearly by 25 new members and 90% retention of current members.
- Strategy: Visit at least 6 members per month.
- Strategy: Visit/contact at least 6 potential members per month.
- Strategy: Provide a variety of networking opportunities
- Action Step: Track attendance at all events.
- Action Step: Evaluate member events annually for relevance.
- Strategy: Increase attendance at events
- Action Step: Partner with YPG.
- Action Step: Attend business staff meetings to present opportunities.
- Strategy: Develop Chamber advocates
- Action Step: Create a pipeline of members within businesses – more than one point of contact
- Action Step: Grow Committees.
- Strategy: Offer more digital opportunities.
- Strategy: Increase sponsorship opportunities with appropriate planning.
- Strategy: Offer group business marketing opportunities (direct mailings, KWCH ads, etc)
- Strategy: Utilize website.
- Strategy: Educate members on networking opportunities and benefits.
- Strategy: Add member to member interaction opportunities at events (ice breakers, topics, publicly recognize referrals, business speed dating, etc.)
Events: Build relationships through community involvement
Goal 1: Be the premier resource for businesses to connect with the community.
- Strategy: Coordinate at least four successful community events.
- Strategy: Provide transparent proactive planning engaging the community.
- Strategy: Host community focused events with Chamber businesses.
- Strategy: Educate members on sponsorship opportunities.
- Action Step: Develop sponsorship opportunities and have available to membership by November each year.
- Strategy: Increase funding from events by 20% each year.
- Strategy: Offer businesses opportunities to showcase services at events.
Communications: Intentional communications efforts internally with membership and externally with the Goddard Community
Goal 1: Develop overall communications plan
- Strategy: Set “themes” for communication by January of each year
- Strategy: Research market trends to determine what times (of day, days of the week, etc) we should be posting on each platform
- Strategy: Review the plan monthly at Communications Committee Meetings to ensure deadlines are being met and revise as needed
- Strategy: Report social media numbers to the Board monthly via dashboards
- Strategy: Double the number of Facebook followers to 2,232 and increase posts per month to 30
- Strategy: Double the number of Instagram followers to 250 and increase posts per month to 20
- Strategy: Increase the number of LinkedIn connections to 100 and posts per month to 20
- Strategy: Post at least 4 blogs per month (an average of 1 per week)
- Strategy: Post at least 1 video blog per month via YouTube
- Strategy: Increase member posts of events on online calendar each month to 10 posts
- Strategy: Send out 10 press releases per year
- Strategy: Invite at least 3 media outlets (e.g. newspaper, television, radio) to all Chamber events
Young Professionals of Goddard: Develop and retain young professionals in the Goddard area
Goal 1: Engage Young Professionals in Goddard area
- Strategy: Work with USD 265 to get teachers/staff engaged
- Action Step: Attend staff meetings to invite teachers/staff to monthly events
- Strategy: Attend member and potential member meetings with Chamber Executive Director
- Strategy: Host two service events each year (Spring – Neighbors United and Fall)
- Strategy: Develop three teams focused on Social, Service and Leadership Development
- Strategy: Host two leadership events annually (Spring and Fall)
- Strategy: Develop Goddard Behind the Scenes Program
- Strategy: Become pipeline for Goddard Community Boards
- Strategy: Connect YPG members with Chamber professionals.
- Strategy: Connect YPG members with USD 265 students.
- Strategy: Co-host Chamber networking events monthly.
