Organizational Guidelines • Grow the organization’s effectiveness, influence and sustainability through relative collaboration and partnerships
Organizational Core Competency To hone organizational effectiveness and prioritization, all endeavors must match the organization’s unique strengths. In order for the Longview Chamber to consider a leadership position in and/ or to actively engage in an activity, it must meet the criteria of being a core competency as defined by:
• Deliver superior member value to grow our membership • Proactively communicate member value through the area’s business community
• Have a regional scope or impact • Make a significant contribution to how our members perceive the activities value • Be difficult for others to imitate
Action Criteria To ensure that the Longview Chamber does not stray from its core mission and is able to achieve its annual business objectives, it is important that all activities are continually evaluated and measured against the following: • Does it fulfill our mission of fostering economic prosperity in the Longview trade area? • Does it align with our core values? • Does it offer direct value to our members in accordance with their interests? • Does it offer an opportunity for attracting new members and retaining existing members? • Does it allow us to generate or enhance our regional influence and credibility? • Does it make a measureable net financial contribution to the organization?
Business Profile 2010 Nearly 1,200 Longview area businesses support the Longview Chamber, making it one of the largest mid-market chambers in Texas. Our membership range includes sole proprietors,
Members by Business Size
(under 25 employees): 77% • Micro (26-99 employees): 14% • Small • Large (over 100 employees): 9% small- and medium-sized businesses, and large corporations. 77% of our members are businesses with 25 employees or less, 14% are small businesses made up of 26-99 employees, and 9% are large businesses with 100 or more employees. The Longview Chamber has a significant record of accomplishment throughout the area including business and job growth, pro-business policy development collaborative problem solving, civic engagement, public-private partnerships, and delivering superior member value.
2011 Organizational Objectives The results of these specific objectives may be difficult to measure. However, specific consideration of these objectives is built into each division’s specific tactics. The achievement of these objectives is fundamental to ensuring that the Longview Chamber remains one of the most influential business organizations in the region. • Strategically execute business and job development activities that improve our area’s economy • Actively advocate on behalf of the area’s businesses on important public policy issues
• Advance and promote the competitive advantages of the Longview trade area • Elevate our leadership role in civic discussions, community engagement, volunteerism and philanthropy • Develop and cultivate the next generation of community and civic leaders
2011 Operational Objectives These objectives are measureable goals, which must be achieved in order to ensure the Longview Chamber’s operational success. • Achieve a break-even net income budget • Maintain a minimum financial reserve of $250,000 • Attract $40,000 in new membership dollars • Achieve 85% membership renewal, totaling $320,000 in membership revenue • Generate $83,250 in non-dues revenue through events such as the East Texas Boat, RV, and Camping Expo, PARBUSTERS Golf Tournament, seminars, publication sales, and contributions • Continue to contract with the City of Longview to operate the Convention & Visitors Bureau and Main Street