BUSINESS PREMISES
FOR ITEMS IN PLAN REQUIRING FUNDING
Information Office
· Staffing for 2 years – junior-level information specialist to work with Tamara
· Staffing long-term by developing that information specialist
· IO will serve all areas, including public policy and economic & community development professionals
· Modifications to website functionality to increase accessibility of everything in the “samples” section – add “rankings & reviews” features to specific sections of the www.acce.org website
· Information tracking, cataloguing, access software - Create sustainable system to ensure perpetual orderly flow of new information into the Chamber IO
· Modifications to current operations & compensation survey tools as requested by chamber CFOs
· Create an “experts & practitioners” database to ensure ease of referral to solve all chamber issues – include speakers’ directories
· Link into all appropriate database directories for our members – World Chambers, IEDC, US Chamber, state & local exec associations, government agency contacts
· Build templates for 990 information “mining” and sharing -- populate using intern
· Link to sources of regional/local economic & jobs data
· Create and constantly modify database of government and foundation funding support for chambers
· Chamber profession “qualitative” research/profiling – utilize TalentQuest barter/sponsor. Also eventually drives logical education program direction & provides greater HR counseling capacity from FBI staff.
· Build accessible databases of link and document resources related to:
o chamber management & organization leadership
o volunteer leadership & governance (including CEO succession)
o regionalism & sustainability
o public policy
o econ development
Investment to include:
Ø Cover salaries of IO Senior staff for 2 years (30% of senior staff and 90% of junior staff for 2 years) $100,000 per year for 2 years – ongoing expense of $60K per year.
Ø training of all staff and activist members $10,000
Ø System & web enhancements and revisions to current research model
Modest direct revenue (elite info access fees, affinity revenue from profiles, custom research) and strong impact on future membership revenue
Sophisticated, Contemporary Network Management
· Gradually convert all groups to more contemporary social media network technology, adapting and promoting these tools to serve as “communities of practice platforms
· Staff training in networking connectivity of individual members
· Implement video teleconference and other new technologies, including proprietary social media site if deemed useful for network interaction
· Expand networks to include international chambers, site location specialists, federal agency contacts
Investment to include:
Ø Software & platform modification costs, including video
Ø Network enhancement consultant
Ø “Paid” networking with site location professionals (see below)
Increased ACCE Marketing/Communications
We must represent ACCE effectively with all of our publics, customer bases, leadership and investors. We are currently significantly understaffed in the COM, writing, image-building and sales areas. Reorganization and talent recruitment can help with some elements of messaging, but the strategic plan input cries out for some investment:
ACCE has not updated its “look,” image, or organization marketing materials in years. The logo and related branding has not been changed in 11 years. While we have become more sophisticated and effective at program/product marketing, the way we present ourselves needs work and modest investment ($15,000). No direct ROI on this investment.
Over the next three years, we expect to embark on a series of membership sales initiatives – in part to replace members lost during the recession, but also to take advantage of the powerful messages and services anticipated in the Plan. These initiatives will appeal to both US and global prospects. Some exceptional campaign revenue will be needed to properly compensate and motivate sales. ($60,000 / $20k per year) We anticipated an additional 120 members from these initiatives, yielding an additional $20,000 in sustained annual dues income (after attrition).
In order to ensure that ACCE and, more importantly, member chambers and your communities, secure the attention and support we deserve from Federal agencies, we wish to enter into an agreement with a consulting firm to make our case. Baker Daniels is eager to work with us at both the agency and congressional levels. We will be signing an agreement to work with them for a trial period, which must be subsidized by campaign investment. The decision to move forward for a longer, deeper relationship (ongoing retainer) will be based on rigorous evaluation of the likelihood of funding. ($90,000 initial commitment). If this representation is successful in even one instance, the gross and net revenue for ACCE will be in the hundreds of thousands of dollars.
Professional Development: Curriculum Educational Programs
1. Completion of the Body of Knowledge & related all-disciplines curriculum are high priorities of the plan. For the most part, the investment is staff time, but some consulting talent will be required, especially in making related changes in the Certified Chamber Executive program, learning tools, exam and continuous accreditation process. We estimate spending at approximately $35,000 during the campaign period, with ongoing maintenance costing about $2,000 per year.
2. The plan now calls for the development and roll-out of three comprehensive on-line education courses. These will be truly interactive and professionally designed. They will each require skilled faculty in the beginning, but it should be a part-time, temporary investment, with long-term instructors to be drawn from the membership. There are only modest revenue expectations from these programs because the annual attendance is expected to be small. The courses will cost approximately $10,000 each to launch and $2,000 per year to maintain each year. Revenue is expected to be less than $5,000 each per year (50 people x$100)
a. Chamber Basics – introduction to chamber work, with separate“tracks” for staffs & CEOs
b. Economic Development for Chambers – with “tracks” for ED pros and generalists
c. Membership Renewal Strategies & Tactics
3. Development of a stand-alone economic development retreat for chamber professionals, in conjunction with an appropriate partner. Plan would be to build the program to appeal to both broad-based economic-community development education and regional sustainable development strategies (thus appealing to ARS). The first three years of the program would require $15,000 in seed-money investment for faculty subsidy and program development. Subsequently, this retreat would be self-funding, but not profitable.
Enhance Image/Brand of Chambers
The plan calls for several strategies to bolster the image of chambers and the profession. Most will not increase costs or direct revenue for ACCE and some will be self-funding with modest up-front expense.
We plan to provide business journals with a ready-to-run op-ed series on the work and value of chambers (compose, package, distribute). This will be run as a subscription program, paid for by chambers in cooperation with business journals (and/or local newspapers). An annual subscription fee for rights, text and layouts will be charged. Investment will be required to establish a six-month bank of articles and promotional expenses. Within a year, it must be operating on a break-even basis.
A small notion raised during the strategic planning retreats has blossomed into a potentially powerful and lucrative venture. With the help of a sponsor, Administaff, ACCE will be producing a series of 1-2 minute video testimonials about chambers from VIPs. We already have commitments from Stephen Covey and Knight Kiplinger. Heads of companies, government officials and others are being approached. The sponsor revenue should exceed the staff investment and hard costs of setting up and delivering these videos to members, but staff capacity is currently too thin to handle the program. We therefore require modest funding for consulting support during initial ramp-up period – approximately $20,000.
Two other “publics” require relationship building in order to ensure increasing brand awareness and acceptance for chambers of commerce. They are mentioned above in other contexts. ACCE contact can increase the understanding of the expanded role that chambers could play in restoring local economies, as well as the possible role you could play in promoting government program goals. The reputation of chamber leaders (and your communities) will also be enhanced by the network-building and exposure opportunities we create with development site location professionals. Both of these efforts require hours of staff and consultant time, without immediate financial benefit for ACCE – thus requiring campaign support.
International Connections
To promote prosperity for their communities and success for their member companies, it is incumbent on chambers of commerce to think globally. ACCE can help by providing information and opportunities for chamber professionals to network internationally.
Since leading the United States’ bid to host the World Chambers Congress in 2007, ACCE has developed a sizable portfolio of international programs and contacts. Building international connections is an area of potential growth for the organization. With your support we can weave our current efforts into a defined international program and develop new opportunities for chamber executives to gain global exposure.
International Awareness:
§ Incorporate Global Economic Trends into educational programming and ACCE’s new Information Office
§ Identify and share best practices on Attracting Foreign Investment
§ Access Federal programs and resources to Promote Exports by small and medium enterprises
International Opportunities:
§ Promote affinity programs related to International Travel
§ Enhance the International Presence at the ACCE Annual Convention
§ Leverage representation on the World Chambers Congress to deepen international ties.
§ Increase the number of International Members and connect them with existing networks
Resources Needed:
Modest additional travel, marketing and program development expenses will be required – approximately $10,000 per year for three years.
Based on prior experience, the ROI will be realized fairly quickly. Mick’s involvement with WCF has led to the recruitment of two ACCE sponsors and the free immersion trip to Dubai. Chris’ work with Citslinc pays off every day as chambers travel to China by the hundreds, providing member value and commissions for ACCE.
Economic and Community Development Goals
Since its inception in 2007, the ECD Division has grown into an active subgroup that delivers educational programming and information resources on important community advancement topics, from business attraction and retention, to entrepreneurship promotion and workforce development. Through its focus on people, place, and economic structure, the Division strives to ensure that every chamber executive understands the role his/her organization plays in economic and community development. The division has come a long way in a short time, but there is more work to do to make ACCE the resource chamber’s need to lead community advancement.
1) Enhance and Expand Economic and Community Development Programming at the Annual Convention
Over the past three years the ACCE Convention has earned a reputation for strong economic and community development programming, but it is not yet a “can’t miss” event for private sector economic development professionals.
§ Economic/Community Development Workshops: Improve topics and attract stronger faculty.
§ Site Location Consultants Appointments: Additional funding will allow us to expand that popular program for a broader audience.
§ Mock Proposal Evaluation: We can add value to the site location member experience by including a mock RFP evaluation.
2) Grow and Strengthen the Network of Chamber Economic Development Professionals
Chambers practice economic development differently from their public sector counterparts, therefore chamber economic development professionals need their own network to connect and discuss best practices:
§ Peer Networking: Connect via exclusive e-platform.
§ Roundtable Conference Calls: Quarterly open forum video conference calls focused on community advancement topics.
§ Monthly e-Newsletter: Increase the appeal and content for “Creating Prosperity,” a monthly e-newsletter already sent to 800+ ACCE members.
§ Chamber Economic Development Retreat: 24-hour (noon-to-noon), in-person, economic development forum featuring speakers, roundtables and networking.
§ Original Research: Expand ACCE’s research to include operational and programmatic information about chamber-led ED efforts.
3) Leverage our Network to Dramatically Expand Access to Information and Connections
ACCE plays well with others, and with your support we can strengthen relationships and forge new partnerships to give members more access to resources & people.
§ Cooperate with other Organizations: We’ll expand our work with groups like IEDC, the Edward Lowe Foundation, Climate Prosperity Project and the Brookings Institution, and forge new partnerships to bring members new research and information.
§ Connect with the Administration and Federal Departments: There are lots of changes underway in Washington that impact community funding. Working as a neutral intermediary, ACCE will connect members to new federal programs and funding opportunities.
§ Collaborate with the Alliance for Regional Stewardship: With ARS under the ACCE umbrella, there are myriad opportunities for cross-programming and collaboration
§ Build the ACCE Resources Library: ACCE is committed to having a comprehensive, easily accessible library of sample documents, benchmarking data and research findings covering all areas of chamber operation, especially economic and community development.
Resources
We anticipate that successful fulfillment of theses objectives will demand approximately ½ time from one director-level staff member and some additional administrative support. Estimated cost to dedicate adequate staff time to Economic and Community Development are $35,000 per year. Additionally, there are several programs with direct hard costs.
§ Enhanced Convention Workshops - fees and travel expenses for a premier speaker plus staff time to organize. These investments will build credibility for the convention among potential attendees in the development world
§ Site Location Consultants Event - Consultant fees and travel plus staff time to organize. While expense is always expected to exceed revenue for site location work, we will expect non-donors in ACCE’s new funding campaign to contribute in order to participate. Long-term pay-to-play model will be developed to ensure continuation of this program beyond 2012.
§ Mock Proposal Evaluation - Consultant fees plus staff time to organize, for 2 years. This investment is expected to produce a saleable product that ACCE can market in future years.
§ Chamber ED Forum - Subsidize registration fees for the first year.