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
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:
Area Chamber of Commerce
PO Box 1063
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
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
dedicated and energized leadership team including board, committees
high-quality, value-added programs and services that meet the needs
of our members
effectively utilizing the financial resources needed to support the
mission and vision
Retention and Growth
||Reorganize and focus the
Membership Committee on developing goals for membership
retention and growth and tactics to achieve those goals.
||Staff and committee members
to work together to strengthen relations with existing
members through improved communications with and involvement
of members in the Chamber.
||Develop organized periodic
membership development activities.
||Work with marketing / public
relations committee to develop marketing materials to
support membership development.
||Continually review and make
recommendations for additions and changes to membership
products and services in order to add value to Chamber
Relations and Community Development:
||Become more visible in the
||Regular personal contact.,
communication and cooperation with members, other area
businesses and community leaders.
||Sponsor economic and
community development workshops and seminars.
||Collaborate with other
Chambers, business support and development organizations
and education providers.
||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.
||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.
||Work with other area
Chambers, the State Chamber and the United States Chamber to
keep members informed
||Advocate for issues deemed
to benefit the business community and the community in
4. Marketing and
||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.
||Develop marketing and
promotion partnerships with the members and other
organizations to promote member businesses and the
||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
5. Financial Development
||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.
|| Allow for limited use
of surplus / invested funds to balance the budget until
operating income and fund raising provides for a balanced
||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.
||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.
||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.
||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
6. Implementation of the Plan
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.
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.
tactics will be presented to the board for review and
Chamber members will also be informed of the tactics as
their participation and support is important to the success
of the Plan.
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.
Chamber's organization chart is provided in addendum B.
ADDENDUM A Ė SAMPLE TACTIC
Tactics, Targets and Responsibilities
to Support Strategies
Measures of Success:
Reorganize and focus the
Membership Committee on developing goals for membership retention
and growth and tactics to achieve those goals.
Development a membership development drive
Increase involvement of board members and members by forming
teams of members and board members.
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.
|Measure of Success:
involvement of board members and committee members.
||2. Attraction of
15 or more members.
||1. Form teams
and begin planning meetings by October 1, 2006.
membership drive by November 1, 2006.
drive and report results by February 15, 2007