Vision for 2015

Our Mission

We serve our membership as a catalyst – the organization through which business and professional people work together for the common good of the community.

Our Overarching Vision

  • Our membership is growing.
  • Our members are thriving.
  • Our community is prospering.

Core Elements of Our Vision (2014 – 2017)

  • Chamber membership is coveted for the value and benefits it consistently delivers.
  • The Chamber is a valuable and easily accessible resource for the business community.
  • Strategic partnerships are in place that create opportunities for our members, the Chamber, and our partners.
  • The Chamber has the staff and membership resources in place to drive continuous improvement of member services.
  • The Chamber’s mission is visible to and valued by the community.
  • The Chamber supports philanthropic initiatives in the community.

Our Core Values

We embrace these shared values to drive our decision-making and our actions:

Membership

We focus on the needs, concerns and successes of our members.

Community

We promote Orchard Park as a great place to work, do business and reside.

Integrity

We operate with honesty, fairness, and respect in all our dealings with our members and our community.

Teamwork

We value partnerships and promote a culture of teamwork to achieve common goals.

Diversity

We strive to ensure the diversity of our organization and programming is reflective of the diversity that exists within our community.

2014 Strategic Priorities

In order to advance toward our core vision elements, the following strategic priorities have been identified for 2014.

2014 Strategic Priority

Leverage the 50th anniversary to promote membership and increase visibility in the community.

Links to the following vision element(s):

  • Chamber membership is coveted for the value and benefits it consistently delivers.
  • The Chamber’s mission is visible to and valued by the community.
Action StepWhoWhen
1.) Establish 50th Anniversary Event Committee
 A.) Identify Chair and board members
 B.) Engage broader membership, as appropriate
Board ChairDec 2013
2.) Establish and execute overall event plan, including:
 A.) Date/Venue
 B.) Budget
 C.) Event PR
 D.) Event Activities:
  i. Chamber History
  ii. Recognizing Past Leadership
  iii. Chamber Success Stories
  iv. Member Recognition
Committee
3.) Kick off 50th year by updating media to communicate
new Chamber Mission, Vision, Values
 A.) Website
 B.) Newsletter
 C.) Email Blasts
 D.) Etc.
EDJan 2014
4.) Liaise with General Events Committee, as appropriateCommitteeOn-going

2014 Strategic Priority

Review and refresh Chamber events to drive continuous improvement.

Links to the following vision element(s):

  • Chamber membership is coveted for the value and benefits it consistently delivers.
  • The Chamber’s mission is visible to and valued by the community.
Action StepWhoWhen
TBD

2014 Strategic Priority

Resolve insurance aspects of member benefits.

Links to the following vision element(s):

  • Chamber membership is coveted for the value and benefits it consistently delivers.
Action StepWhoWhen
TBD

2014 Strategic Priority

Create committees to carry out the mission.

Links to the following vision element(s):

  • The Chamber has the staff and member resources in place to drive continuous improvement of member services.
Action StepWhoWhen
1.) Review existing bi-laws to identify governance requirements
 A.) Identify and address gaps in existing practices
2.) Review and assess effectiveness of existing committees (pillars)
3.) Identify and establish go-forward committee structure
4.) Populate the committees
 A.) Board Members
 B.) Broader Membership
5.) Establish charters for each committee
 A.) Determine what is in and out of scope
 B.) Set reporting requirements

2014 Strategic Priority

Address the role of the Executive Director.

Links to the following vision element(s):

  • The Chamber has the staff and member resources in place to drive continuous improvement of member services.
Action StepWhoWhen
1.) Complete ED performance evaluation for 2013
2.) Review and revise (as needed) ED job description in light of new strategic vision
3.) Assess current ED fit (knowledge, skills, ability) against new/revised job requirements
 A.) Determine go-forward game plan
4.) Set goals and objectives for 2014
5.) Establish ED succession plan

2014 Strategic Priority

Develop a plan to address our reserve.

Links to the following vision element(s):

  • The Chamber supports philanthropic initiatives in the community.
Action StepWhoWhen
1.) Review and enact the Finance Committee PolicyBoard Chair & ED
2.) Complete 2014 budget and assess potential impact on reserveED & Finance Committee
3.) Evaluate philanthropic opportunities
 A.) Set giving parameters and structure for decision-making
 B.) Link to 50th anniversary events (where possible)

Chamber Sponsors

Constellation
great erie fcu
molden hauer associates
westherr select
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