Program of Work Business Plan 2025
WHAT’S INSIDE
Vision Statement
The center of world-class business, welcoming communities, and opportunities for all.
Mission Statement
We are influencers, catalysts and conveners; the trusted source for growing business, activating leaders, and building community.
CORE VALUES
Passion
We are proud to work here; we are committed to creating an optimistic and balanced culture through passion, enthusiasm and dedication.
Integrity
We are the trusted and dependable source. We are honest and accountable in all endeavors and do the right thing because we are guided by a set of moral principles.
Service
We exceed expectations by providing knowledgeable, thoughtful solutions, and leading by example.
Community
We better our community through servant leadership, encouraging compassionate relationships, and collectively working toward a common goal.
Togetherness
We believe that through diversity, collaboration, and teamwork we create an inspired, open, and welcoming environment that leads to the greater good.
3-Year Plan
6) Talent Acquisition, Career Pathways & Attainable Housing
7) Promote 3rd Space & Attractions/Amenities
8) Define Pathway into Chamber Leadership & Community Service, Attract & Activate
9) Increase Diverse Representation & Promote Engagement
10) Curate Content and Essential Resources for Starting, Running & Growing Business Build Trust and Engagement with Public Officials & Represent the Voice of Business
2025 Strategic Goals for Divisional Program of Work
Strategic Communications
• Consistently Promoting our new Brand Promise and Messaging in all External Communications Positions the Chamber with Business and Community Stakeholders
• Busy, Smart Professionals Expect Engaging Content Delivered Efficiently
• Brevity Helps Chamber Cut through Noise to Get People to Pay Attention to What Matters
• Optimized Communications Increases Transparency, Boosts Engagement and Builds Trust
• Telling the Chamber's Mission Stories is More Effective Despite Shrinking Attention Spans
Downtown Development
• Creating Continued Investment Increases Density for Commercial and Residential Properties
• Convening the Business Community and Elected Officials helps us Plan Better for the Future of our Community
• Third Space Experiences Redefine Downtown as a Destination
• Adequate Infrastructure Helps Downtown Grow & Prosper
Government Relations & Partnerships
• Maintain Trusting Relationships that Increase Engagement
• Gets Chamber a Seat at the Table with Decision-Makers
• Accomplishes Outcomes Benefitting Business & Community
• Helps Chamber Fulfill Mission-Work & Engage Members with Legislators
Tourism Economic Impact
• Increases Revenue for Leisure & Hospitality Industry
• Generates a Return on Investment from Destination Marketing Spend
• Drives Quality of Place Initiatives for the Destination
• Champions & Sustains Destination's Quality of Life
NextGen Outreach
• Defines Pathway to Chamber Engagement & Leadership
• Increases Activation with Chamber Programming & Events
• Ensures Chamber & Community Remain Relevant
• Builds Pipeline for Future Business & Community Leaders
Business & Community Engagement
• Spirit of Inclusivity Ensures All Voices & Opinions are Heard
• Increases Chamber Engagement with Minority-Owned Businesses
• Creates a Welcoming Community & Opportunities for All
Center for Small Business
• Vital to Helping Small Businesses & Entrepreneurs Start, Run & Grow Business
• Creates Value for Chamber Membership
• Delivers Relevant Education and Professional Development Opportunities
• Enables Small Businesses to Increase Visibility and Awareness in the Community
Chamber Funding
• New Revenue Sources Help Sustain Funding for the Chamber's Mission 5 Work
• New Membership Dues Structure Generates Incremental Revenue Growth
• Accountability for Budget Performance Helps Leadership Achieve Financial Goals
• Accurate & Transparent Financial Analysis & Reporting Ensures Fiscal Oversight
• Attracting new Investors Positions the Chamber for Long-Term Success
Workforce Development
• Trains NextGen Workforce & Builds Pipelines
• Closes Skills Gaps Between Employers & Education
• Helps Businesses Fill Open Positions Quickly to Innovate, Compete & Grow
• Creates Career Pathways
ADVOCACY & GOVERNMENT AFFAIRS
• Serves as the regional link between business and government by defining legislative priorities that help our local economy grow.
• Ensures the voice of business is heard and represented on local, state and national legislative policy issues.
• Advocates for business-driven policy that impacts businesses of all sizes (taxation, regulation, infrastructure, etc.).
• Engages the community in the political process including registering to vote, contacting legislators, hosting educational forums and organizing Calls to Action.
• Influences long-term prosperity and quality of life for our region.
COMMUNITY DEVELOPMENT
• Activates the next generation leaders with programs to prepare them for the challenges and opportunities facing our region.
• Delivers unique programming that builds a vibrant, cohesive community, that embraces togetherness and welcomes all.
• Champions Social Equity & Innovation (SEI) initiativesthat are sources of competitive advantage for business and our region.
• Engages local education and healthcare leaders to address issues affecting our quality of life.
• Convenes the minority community to listen, help bridge gaps and create a place where everybody feels safe and valued.
DESTINATION MARKETING & MANAGEMENT
• Markets our vibrant area to leisure, meetings, sports and relocation markets generating tourism revenue that funds investment in building the destination’s strength and quality of place.
• Activates quality experiences for both visitors and residents.
• Champions destination stewardship by balancing responsible economic development, sustainable tourism and quality of life.
• Aligns the community by building public support around a shared destination vision and keeps the community and marketplace engagement fresh and relevant.
• Defines and promotes Rogers as an arts and entertainment destination in the region.
ECONOMIC DEVELOPMENT
• Creates a pro-business, pro-growth economic environment to attract new business and help businesses of all sizes to prosper.
• Works with industries both large and small to create jobs and increase business expansion.
• Provides development resources and assistance with state tax incentives, site selection, economic data and marketing research insights.
• Develops talent pipelines by assessing skills gaps and filling them by connecting educators with industries to ensure skills taught align with the current and future workforce needs of our community.
• Drives increased sales tax collections that fund quality of place amenities that influence retention of employers and their employees in the region.
• Provides resources and support for implementing the Downtown Rogers Initiative Plan designed to continue downtown for sustainable growth.
SMALL BUSINESS & ENTREPRENEURIAL DEVELOPMENT
• Provides essential resources and just in time education to help start, run and grow small business.
• Opens the door to new connections for small business to succeed.
• Engages the Small Business Council that serves as the voice of small business to guide support and programming.
• Partners with organizations that are invaluable resources for small business and entrepreneurial startups.
• Advocates for small business and offers opportunitiesto influence civic, social and economic initiatives supporting growth.
• Offers a variety of affordable advertising and sponsorship opportunities to increase visibility and awareness.
Chamber Team
Luisa Pastor Manager of Special Events
Lanis Brown Director of Sales
Jeremy Biggs VP Economic Developement
Raymond Burns, CCE President/CEO
Ross Phillips, IOM Chief Operating Officer
JR Shaw, IOM Executive Director, Destination Rogers
Shelle Summers, IOM SVP of Member Services
Geovanny Sarmiento SVP Community Engagement
Lorraine Ducharme VP Accounting & Finance
Katie Burns SVP Operations
Karen Wagaman SVP Downtown Development
Sara Lynn Geiger VP Government Affairs
Marni Rogers, IOM VP Member Relations
Luke Wiggins, TMP SVP Director of Sales
Samantha Rojas Sales & Services Manager Hailey Buttry Customer Service Specialist
Raegan Holland Storyteller & Content Creator
Halle Fancher Art Director
Dane Clark Sales & Services Manager
Carrie Chambers VP Marketing & Communications
CHAIRMAN OF THE BOARD
Michael Parker Nabholz
Board of Directors
CHAIRMAN-ELECT
Josh Vasquez Generations Bank
MEMBER AT LARGE Mike Dodge Carroll Electric Cooperative Executive Committee
TREASURER
Jaclyn Henderson Regions Bank
PAST CHAIRMAN
Tom Allen Cushman & Wakefield | Sage Partners
2025 Directors 2026 Directors
Jason Adams Benchmark Group
Chad Evans Arvest Bank
Carey Lingenfelter Ozark Juniors Volleyball Club
Michelle Wynn Child Care Aware of NWA
Bruce Barkley KHBS/KHOG
Ron Amos Minuteman Press
Lane Crider Beaver Water District
Angela DeLille Cox Communications
David Foster APAC - Central, Inc.
Bradley Hardin AEP/SWEPCO
Greg Hines Mayor, City of Rogers
Tom Hopper TallChamps, LLC
Kaala House The Agency - NWA
Peter Lane Walton Arts Center
Barry Moehring Benton County Judge
Andrea Allen Onyx Coffee Lab
Austin Bryan HoganTaylor LLP
Ryan Dagley Signature Bank of Arkansas
Trevor Hensley Crafton Tull
John McKay Glad Manufacturing Co.
Ever Cuellar Sterling Bank
Ex-Officio Directors
Chris Moore Mayor, City of Lowell
Joey Msall Black Hills Energy
Dr. Jeff Perry Rogers Public Schools
Rick Naegler Northwest Medical Center
Eric Pianalto Mercy Northwest Arkansas
PRESIDENT/CEO
Raymond Burns Rogers Lowell Chamber
2027 Directors
Alex Martelli PepsiCo
Andrew Branch NWA National Airport | XNA
Carol Moralez Upskill NWA
David Keefauver J.B. Hunt Transportation, Inc.
Joseph Stephens Assembled Products Corporation
Kraig Pomrenke
Rogers Convention Center & Embassy Suites of NWA
Gus Reyes-Jacobo Generations Bank
Dr. Dennis Rittle Northwest Arkansas Community College
Drew Stoner First Security Bank
Natalie Tibbs Children & Family Advocacy Center
Stennett Thompkins AAA Insurance
Denise Thomas
Arkansas World Trade Center
Dick Trammel Chairman Emeritus
Jeff Wood Tyson Foods, Inc.
Mission Support Divisions
Marketing Communications
Strategic Communications
• Busy, Smart Professionals Expect Engaging Content Delivered Efficiently
• Brevity Helps Chamber Cut Through Noise to Get People to Pay Attention to What Matters
• Optimized Communications Increase Transparency, Boost Engagement, and Build Trust
• Telling the Chamber’s Mission Stories Effectively Despite Shrinking Attention Spans
• Exploring New Marketing Communications Channels and Techniques Further Reaches to NextGen Leaders
• Consistently Promoting Our Brand Promise and Messaging Positions the Chamber with Business and Community Stakeholders
Goal #1: Enhance Chamber Communications with Smart Brevity to Improve Audience Engagement
• 2025 Strategic Goal Alignment: Strategic Communications
Objectives:
• Continue to achieve high open rates for Chamber eNewsletters using the Smart Brevity platform.
• Target Open Rates for 2025:
• Mission Memo & Calendar at a Glance: 45%-50%
• Destination Rogers Insider (Quarterly): 50%-55%
• Destination Rogers Roadmap (Quarterly): 38%-40%
• Government Affairs Updates: 50%-55%
• Hustle in Heels The Leading Lady: 52%-56%
• NWA Emerging Leaders The Leading Ledger: 53%-57%
• Go Downtown Rogers What’s Happening: 58%-59%
• Chamber Voice of Business eMagazine (Monthly): 38%-42%
• Message from the President/CEO: 50%-52%
• Central Referral Connection: 48%-50%
• Expand the Smart Brevity platform to include:
• Additional sections on RogersLowell.com
• Targeted email campaigns and internal staff communications. Actions:
• Update all major website copy with brevity-focused content.
• Launch a new staff training initiative for Smart Brevity principles.
• Increase the use of brevity-style storytelling in video and social media.
Goal #2: Onboard VP Marketing and Communication and create a 90-day goal to evaluate existing plans and roles by May 1
• 2025 Strategic Goal Alignment: Chamber Funding
Actions:
• Hire VP of Marketing and Communication and onboard them to Chamber culture, mission, vision, and core values by the end of January 2025.
• Work with CEO to establish a 90-day evaluation of the Marketing and Communications department to ensure that we are running the team effectively.
• After 90 days work with team and CEO to implement changes and ensure that work produced is on brand and mission of the Chamber.
Goal #3: Monetize Chamber’s Digital Advertising Assets to Generate Incremental Revenue
• 2025 Strategic Goal Alignment: Chamber Funding
Objectives:
• Increase revenue from advertising and sponsorships by 10% compared to 2024. Actions:
• Develop new sponsorship packages tailored for digital assets.
• Expand social media marketing packages for members.
• Launch a referral incentive program to increase ad sales.
Goal #4: Promote Chamber Mission and Signature Events with Comprehensive Media Plans
• 2025 Strategic Goal Alignment: Strategic Communications, Workforce Development, Government Relations, Tourism Impact
Objectives:
• Secure $200,000+ in trade media partnerships.
• Expand promotional efforts across TV, radio, online, and print.
• Provide collateral promotion materials for all events on time.
• Post all sponsor logos on the website on time and accurately. Actions:
• Increase trade media agreements with local and regional partners.
• Allocate budget for additional digital advertising.
• Collaborate with event planners to optimize event marketing strategies.
Goal #5: Grow Social Media Engagement and NextGen Audience Reach
• 2025 Strategic Goal Alignment: Strategic Communications, NextGen Outreach
Objectives:
• Increase social media audience by 7%. (This is a stretch goal, goal would be 5%)
• Improve engagement metrics by 10%. (This is a stretch goal, goal would be 5%)
• Introduce quarterly reporting to track growth.
Actions:
• Expand use of Instagram Reels to reach younger demographics.
• Create a quarterly analysis report to track progress and engagement metrics.
• Create member testimonial campaigns to showcase success stories.
• Launch a year-long social media contest promoting #ShopNWA.
• Explore New Marketing Channels to Engage NextGen Leaders
Goal #6: Strengthen the Chamber’s “Voice of Business” Brand Identity
• 2025 Strategic Goal Alignment: Strategic Communications
Objectives:
• Deliver 100% of projects on time, on budget, and on strategy.
• Increase podcast production to two episodes per month.
• Expand blog and video content to feature quarterly Mission 5 highlights.
Actions:
• Publish a 2025 Annual Report showcasing key achievements.
• Conduct biannual audits of marketing collateral to ensure brand consistency.
• Partner with local media to increase distribution of Voice of Business messaging.
Goal #7: Increase RogersLowell.com Traffic and Membership Conversions
• 2025 Strategic Goal Alignment: Strategic Communications
Objectives:
• Grow website traffic by 8%.
• Increase online membership sales by 20%. (This is a stretch goal, goal would be 15%)
Actions:
• Redesign the RogersLowell.com homepage to improve user experience.
• Launch a new video FAQ section to address common member inquiries.
• Create a targeted Google Ads campaign to drive traffic to membership pages.
Goal #8: Deliver In-House Creative Services for Cost Savings
• 2025 Strategic Goal Alignment: Mission 5 Support
Objectives:
• Maintain high relative production value (RPV) while meeting deadlines.
• Track and report creative output quarterly.
Actions:
• Optimize internal workflows to increase efficiency.
• Expand the creative team’s capabilities with advanced software training.
Goal #9: Strengthen Go Downtown Rogers Sub-Brand
• 2025 Strategic Goal Alignment: Downtown Development, NextGen Outreach
Objectives:
• Increase social media audience by 8%.
• Launch a new monthly merchant spotlight series.
Actions:
• Host monthly merchant meetups to gather feedback and strengthen partnerships.
• Collaborate with local influencers to promote downtown events.
Goal #10: Enhance Destination Rogers Marketing Communications
• 2025 Strategic Goal Alignment: Tourism & Economic Impact
Objectives:
• Develop a digital marketing kit for group sales.
• Increase LinkedIn engagement by 15%.
Actions:
• Curate evergreen website content tailored for meeting planners.
• Conduct a targeted email campaign for key tourism segments.
• Partner with regional photographers to capture new promotional imagery.
• Collaborate with Miles, RLC and videographer to align media concepts with messaging and ad development.
• Internally produce Rogers destination video content to support meetings and destination marketing efforts.
• Publish leisure market e-newsletters containing relevant, searchable and engaging content focusing on leisure activities in Rogers.
• Partner with Arkansas Tourism, CJRW, and Northwest Arkansas Tourism Association (NATA) on co-op print and digital marketing programs, directing and tracking visitors to our website and destination.
• Conduct social media marketing campaigns on Facebook and Instagram expanding brand awareness of Rogers, our events and activities.
• Leverage partnerships with Walmart AMP, Bikes, Blues & BBQ, and Walmart NW Arkansas Championship to drive incremental visitor spend through geotargeted ads from subscriber locations and shared social posts and assets.
Accounting & Finance
Goal #1: Provide quality financial data: understandable, reliable, relevant financial analysis. Telling the Chamber’s story through numbers.
• 2025 Strategic Goal Alignment: Chamber Funding
• Consistently meeting our accounting objectives ensures quality financial data, sharing the impact of our work through numbers.
Objectives:
• Create annual Chamber Budget.
• Collaborate with Mission 5 Leaders, supporting program budget planning and monitoring across all systems and activities.
• Provide comprehensive financial statements package, monthly, quarterly, annually, and ad hoc reports to internal and external stakeholders.
• Monitor and adjust membership investments to align with approved rate schedule.
• Process all receivables and payables [RLC, RDF, RLEDC, CPI, RIDC#2, A&P], including funding for 317 W Walnut St. remodel project.
• Manage corporate insurance portfolio.
• Manage business property assessments, property taxes, and depreciation.
• Monitor trademarks and service marks on a 5-year renewal schedule.
• Manage 14 bank accounts, 9 certificates of deposit, 4 investment accounts, line of credit; and perform monthly reconciliations.
• Administer Community Based Scholarship Program (CBSP), helping graduating seniors pursue higher education.
• Administration for multiple grants supporting our work in leadership, education, programs for minority-owned business, creating third space, and building an inclusive and welcoming NWA; annual contracts and agreements supporting economic development in the NWA region.
• Ensure all tax returns, audits, financials, payables, payroll, and government reporting are on time.
• Onboard new accounting staff.
Goal #2: Chamber Audit Committee, provide detailed transparent reporting while ensuring that financial statements comply with GAAS (generally accepted auditing standards) rules for nonprofits.
• 2025 Strategic Goal Alignment: Chamber Funding
Objectives:
• Convene the Audit Committee for pre and post audit meetings.
• Achieve clean audits (“unqualified opinion”) [RLC, RDF, A&P].
• Partner with auditors for preparation of tax returns [RLC, RDF, RLEDC, CPI, RIDC#2, DTR].
• Process annual 5500-SF Annual Return of Small Employee Benefit Plan.
• File annual reports for Domestic Nonprofits [RLC, RDF, RLEDC, RIDC#2, DTR].
• File annual Arkansas Charitable Registration renewals [RDF, DTR].
• File annual Arkansas Franchise Tax Report [CPI].
• Annual Worker’s Compensation Audit.
Goal #3: Manage Health and Wellness benefits for our staff.
• 2025 Strategic Goal Alignment: Five-Star Customer Service & Missions/Division Support
Objectives:
• Maintain current knowledge of employment rules, standards, laws and regulations.
• Provide comprehensive human resource services to our staff.
• Liaise with payroll and benefit service providers, building and maintaining strong relationships.
• Assist staff with service challenges, overcoming benefit barriers.
• Process payrolls, assist with benefit inquiries, plan change updates and adjustments, manage PTO requests.
• Process new hires and terminations.
• Create opportunities for staff to connect with Mark Scarlett, Director of Education/ First Security Bank, facilitating Retirement Plan financial literacy education.
• Manage plans for medical, H.S.A., life, dental, vision, and additional Cafeteria Plan voluntary options.
• Partner with local member pharmacy for the Chamber’s Annual Flu Shot Clinic.
• Conduct RLC’s benefits open enrollment.
• Review and update Personnel Policy annually.
Member Services
Goal #1: Increase Annual Investment Revenue: Financial stability allows the Chamber to sustain our mission work. New membership sales and building contributions will be tracked to assure budgets are met.
• 2025 Strategic Goal Alignment: Chamber Funding
Objectives:
• Recruit new Members to invest in the Chamber, with membership investment of $70,000 (stretch goal: $80,000). Collaborate with Mission 5 Leaders, supporting program budget planning and monitoring across all systems and activities.
• Increase Member investment in the Chamber to provide financial stability for the organization.
Actions:
• Via Chamber events and programs, educate Customers and Prospective Members about mission work of the Chamber for current and future increased investment.
• Educate all new Members about opportunities about revenue-creating programs.
• Continue to develop individual investment plans for key Members based on their desired ROI. Goal is to convert 12 members or one a month.
• Recruit three new members from the consumer-packaged goods industry.
• Continue to develop individual investment plans for key Members based on their desired ROI.
• Convert five member to investors through increased annual investment.
• Continue accounts receivables reduction strategies through making 200 collection/ member touches, benefits reminder campaigns, and flexible payment options.
Goal #2: Member Retention & Engagement: Research shows that members who obtain the benefits they first expressed as their motivations for joining are more likely to stay involved and renew their membership. We will monitor member engagement and retention rates.
• 2025 Strategic Goal Alignment: NextGen Outreach, Business & Community Outreach, Center of Small Business
Objectives:
• Involve staff and volunteers in all customer service initiatives to maintain 90% annual retention rate in 2025.
• Work with Ambassadors to implement intentional member touches and encourage meaningful engagement in Chamber programs to promote member retention.
Actions:
• Educate and train staff and volunteers so they are comfortable engaging with customers, members, and investors.
• Make use of CRM and other digital tools for retention efforts and utilize data to track and report results to staff and Board.
• As part of the retention plan, Ambassador Committee and will engage with 250 member businesses through personal visits (the Ambassador personal delivery
program) to discuss Chamber benefits as part of the retention plan will be reported to the board and staff.
• Engage board and exec committee in member calls to key investors
• Twenty (20) Ambassador committee members will earn 200 points annually to indicate a high-level of engagement with Chamber activities
• The Ambassador program will net 15 new committee members for the year. Three of the 15 new Ambassador committee members will be bilingual.
Goal #3: Increase sponsorship and advertising revenue: Financial stability allows the Chamber to sustain our mission work. Event sponsorships and advertising sales will be tracked to assure budgets are met.
• 2025 Strategic Goal Alignment: Chamber Funding
Objectives:
• Contribute to the profitability of the Chamber by generating $464,670 in gross revenue for 7 signature event sponsorships (and a total of $733,270 for all Chamber programming) in 2025.
Actions:
• Continue to increase sponsorship sales by creating new and relevant sponsorship packages for Members based on their desired ROI.
• Engage all new Members in revenue-creating programs via sponsorship and advertising venues.
• Communicate avenues for promotion and sponsorship to Members who specifically join to increase visibility.
• Request input from events attendees, sponsors, and members and report that feedback to staff and board for the purpose of strategizing ways to increase event appeal and profitability.
• Support other divisions by providing event management/coordination.
Customer Service
The Customer Service division’s mission is to provide customized service for each division supporting our Mission 5 and provide services to our external customers which include our members, visitors, residents, students, and donors.
Goal #1: Provide Customized Service for each Chamber Division to Support our Mission 5.
• 2025 Strategic Goal Alignment: Mission Support
Objectives:
• Show customized support for all divisions.
Actions:
• Community Development:
• Providing information to our Board of Directors as an outlet to reach Emerging Leaders.
• Hold two new networking events designed specifically for our Board of Directors.
• Manage Community Based Scholarships for RDF increasing the number of students claiming scholarships by ten percent.
• Destination Marketing
• Manage Visitor Center providing a new elevated experience with new technology.
• Assist with Destination Rogers website by increasing and tracking the number of listings created each month.
• Government Affairs
• Provide voting and polling information for residents.
• Manage three Chamber Night events for members and residence.
• Economic Development
• Enter Job Fair attendees and statistics for data tracking purposes.
• Connect entrepreneurs with small businesses tool kit and outside resources through RLC website.
• Membership Services
• Manage Front lobby visitors, phone calls and meeting rooms logging daily results.
• Assist with email bounce reports, return mail, new member packets and ribbon cutting photos while tracking and logging monthly.
• Provide support by working at events.
• Accounting
• Stuffing and mailing invoices and statements.
• Taking payments over the phone from members.
• MarCom
• Enter Chamber events and track entries on community calendar.
• Print needed print jobs for events and mailouts.
Goal #2: Provide Customized Service for all Chamber Stakeholders.
• 2025 Strategic Goal Alignment: Mission Support
Objectives:
• Show 5-Star customer service to our Board of Directors.
• Show 5-Star customer service to our Scholarship Recipients and Donors.
• Show 5-Star customer service to our Membership Actions:
• Communicate meetings and events.
• Plan and execute board meetings and board planning retreat.
• Manage and produce board minutes and books in timely manner.
• Enter 2025-2026 school year scholarship into database system.
• Send out communication to students and donors through email and mail.
• Manage student requirements in database system.
• Manage disbursement of funds between donors and schools.
• Provide incoming membership calls with information requested
• Process membership and sponsorship payments coming in through mail or phone
• Manage email communication with members requesting information
• Approve incoming calendar request while researching and adding other events to RLC community calendar
Goal #3: Provide Customized Service for All Visitors and Residents in Our Community.
• 2025 Strategic Goal Alignment: Mission Support
Objective:
• Provide requested information through mail and email.
• Provide verbal information to in-person visitors. Actions:
• Provide relocation packets to prospective new residents requesting information in person, by mail and email.
• Provide maps and brochure to customers by mail and email.
• Provide the Good Life guides to customers requesting by mail and email.
• Email information links to customers requesting information through email.
• Provide an engaging experience for visitors using smart boards in lobby area.
• Help customers navigate business directory using smart board in lobby area.
• Provide restaurant and tourist recommendations providing correct directions.
Economic Development
Goal #1: Create Workforce Development Opportunities in Our Community.
• 2025 Strategic Goal Alignment: Workforce Development
Objectives:
• Provide connections between 30 industries and educators to address workforce needs in our area by creating a pipeline of new workers, educating children and parents of local career opportunities, and promoting workforce development programs in our area in 2025. (stretch goal would be 40).
• Provide connections between job seekers and employers to decrease unemployment and create new career opportunities for residents.
Actions:
• Host four K2J sessions touring educators and students through facilities to learn about pathways for in-demand local careers. (stretch goal is six)
• Facilitate 15 connections between Rogers Public Schools and businesses to create new connections for workforce development opportunities including entrepreneurship and internship opportunities. (stretch goal is 25)
• Partner with area organizations to host Draft Day NWA. This event will expose students to local careers and provide over 500 live interviews for graduating seniors.
• Work with Rogers New Technology High School to facilitate connections and create partnerships with local businesses to complete the transition to a School of Innovation by end of 2025/2026 school year.
• Host two task force meetings between industries and educators to address enhancing existing programs and creating new workforce development classes and certifications.
• Continue to work towards getting Benton County ACT Work Key certified by having 2 new companies complete the skills audit. (stretch goal is four)
• Work with Rogers Public Schools to increase enrollment in CTE programming by 10%.
• Work with Rogers New Technology High School to host a career fair for high school seniors seeking employment after graduation and to increase interest in underclassmen for in-demand careers within NWA.
• Publish 6 articles in the Chamber Voice or on the Chamber blog promoting workforce development efforts of both Rogers Public Schools and NWACC.
• Promote workforce development efforts and resources through Mission Memo articles, Mission Minute videos and Voice of Business Podcast at least quarterly throughout 2025.
• Serve on the Excel by eight statewide taskforce to address barriers for employment created by lack of affordable and quality early childhood education.
• Work with Groundwork to continue to promote the need for increased workforce housing through cross promotion on social media and potential podcast/spotlight series.
• Host the NWA Spring and Fall Job Fairs in 2025 to connect at least 300 job seekers
with 100 area employers looking to hire. (stretch goal is 400 and 150).
• Promote partner programs such as CareersNWA.com, Upskill NWA, UA Global Campus, and Apprenticely to Chamber members as free resources to employers and employees to increase hiring and raise awareness of in-demand careers. We achieve this by writing 2 Mission Memo articles highlighting partners.
Goal #2: Be a Business-friendly Community focused on Business Growth and Commercial Development in Rogers and Lowell.
• 2025 Strategic Goal Alignment: Economic Development Mission
Objectives:
• Continue the growth and development in Rogers and Lowell for Industrial, Retail, Multi-family, and Commercial sectors to grow the local economy with $300 million in capital investment and increase job growth by 3% or 2,000 new jobs in 2025. (stretch goal is 5%).
• Engage with 60 existing industries to discuss expansion and retention plans and opportunities to foster home-grown economic growth throughout 2025. (stretch goal is 75).
Actions:
• Work with developers, employers, city staff, and community leaders to increase commercial growth by announcing $300 million in new development within Rogers and Lowell in 2025.
• Help city of Rogers reach a City Sales Tax Revenue of 30 Million and a Property Tax Collection of 4.3 Million (stretch goal).
• Host four Workforce Council meetings in 2025 focused on employee retention, workforce development, and increasing business interactions and connectivity through idea exchanges and topic-focused discussions.
• Track and monitor overall job creation, sales tax collections, business expansions, and commercial development in Rogers and Lowell.
• Serve as the point of contact for new industry inquiries for business relocations and new operations.
• Provide up-to-date information and resources to support the updated Rogers Unified Development Code to the developer community.
• Conduct 75 Employer Retention and Expansion Surveys with area employers.
• Update staff quarterly on survey findings throughout 2025 for increased investment opportunities for members.
Goal #3: Invigorate Commercial Development in Lowell through business expansion and new retail opportunities through $5 million in new capital development.
• 2025 Strategic Goal Alignment: Economic Development Mission
Objective:
• Work in cooperation with the City of Lowell to encourage commercial, industrial, and job growth through streamlining the development process and adjusting city codes where needed to spur growth.
• At all staff meetings inform staff of new developments that are happening in Rogers
and Lowell.
• Attend Rogers Planning Commission meetings.
Actions:
• Meet regularly with Lowell Mayor and/or city staff to discuss projects and potential new businesses.
• Assist where needed to help update city building and zoning codes.
• Work in partnership with city staff to compile and analyze new commercial development property values within Lowell to identify trends and predict future growth areas of the city.
Goal #4: Engage the Small Business Community
• 2025 Strategic Goal Alignment: Center of Small Business and Strategic Communications
Objectives:
• Provide or partner on 4 in-person and online trainings to area small businesses. (stretch goal is 6).
• Provide quarterly updates to the Small Business Toolkit to maintain current information.
• Regularly engage with small business members to receive feedback on existing Chamber programs and ideas for new ones through surveys, in-person conversations, and social media engagements.
• Engage the entrepreneur community through partner organizations and Chamber programs to attract more start-ups to Rogers.
Actions:
• Provide in-person member training in 2025 through six Chamber Tutorial sessions presented by the Small Business Council.
• Maintain and update the online Small Business Toolkit with relevant and up to date content quarterly in 2025.
• Include Amazon Small Business and Amazon Seller University to Small Business Toolkit.
• Expand the video resource library by recording Chamber Voice of Business Podcast discussing relevant business topics and uploading the videos to the Chamber’s YouTube page.
• Partner with area institutions and outside trainers to offer business-relevant training 6 times in 2025 to members and businesses.
• Utilize the Small Business Council to visit with 30 member businesses to fill out business questionnaires for promotion during Small Business Week and throughout 2025.
• Work in cooperation with the Member Services Team to survey and get member feedback to adjust programming throughout the year to ensure we are offering relevant trainings and information.
• Survey member businesses with the 2025 Small Business Survey in the 3rd quarter.
• Partner with World Trade Center, UA Global Campus,Startup Junkie, ASBTDC, and SCORE to offer two trainings for entrepreneurs in Rogers and Lowell in 2025.
Downtown Development
Goal #1: Increase Multi-Family/Mixed-Use Residential Development
• 2025 Strategic Goal Alignment: Downtown Development
Objective:
• Construction/completion of 150 new multifamily residences by Q4 2025. (Stretch Goal is 200)
Actions:
• Provide developers with data and economic tools to encourage development.
• Introduce property owners/brokers to potential investors.
• Convene stakeholders to ensure alignment and collaboration.
Goal #2: Attract Employers and Jobs to Downtown Rogers
• 2025 Strategic Goal Alignment: Downtown Development and Workforce Development
Objectives:
• Attract 5 new supplier/professional services/light manufacturing industries to Downtown Rogers.
• Create 60 new jobs in these sectors by Q4 2025. (Stretch Goal is 70).
Actions:
• Highlight success stories of businesses thriving in Downtown Rogers to inspire and attract new employers.
• Build connections with potential employers who would benefit from relocating their operations to Downtown Rogers.
• Partner with the City of Rogers and utility providers to identify and address infrastructure needs to support new developments.
• Identify properties with untapped potential and actively market them to attract prospective businesses.
• Create compelling marketing materials, including case studies, to position Downtown Rogers as an attractive location for employers and investors.
Goal #3: Establish the Chamber as the Primary Point-of-Contact
• 2025 Strategic Goal Alignment: Downtown Development, Strategic Communications and Center of Small Business
Objective:
• Engage with 100% of commercial projects in Downtown Rogers to build relationships with stakeholders.
Actions:
• Serve as the first point of contact for developers and businesses.
• Use the “Go Downtown Rogers” brand for promotions.
• Highlight Chamber-driven economic impacts and share success stories.
• Convene stakeholders to gain trust and encourage unified direction.
• Partner with the City of Rogers to promote creative economic initiatives.
Goal #4: Connect Activities to Economic Development Mission
• 2025 Strategic Goal Alignment: Downtown Development and Strategic Communications
Objective:
• Announce progress on the Downtown Rogers Initiative Plan at least six times annually.
Actions:
• Feature economic development stories in 52 weekly newsletters and 12 monthly press releases.
• Develop case studies and success stories.
• Collaborate with the City of Rogers to promote the Downtown Master Plan.
Goal #5: Showcase Downtown Rogers as a Quality of life Destination
• 2025 Strategic Goal Alignment: Downtown Development and Strategic Communications
Objective:
• Develop six case studies showcasing quality of life and business advantages in Downtown Rogers.
Actions:
• Share stories through press releases, videos, podcasts, and social media.
• Present programs to civic clubs and community organizations.
• Use media to highlight Downtown Rogers as a vibrant place to live, work, and play.
Goal #6: Promote Arts, Music, and Interactive Experiences
• 2025 Strategic Goal Alignment: Downtown Development and Strategic Communications
Objective:
• Position Downtown Rogers as a premier regional hub for arts and entertainment.
Actions:
• Act as a central contact for creative economy investments.
• Partner with organizations to host diverse pop-up activities and events.
• Promote Downtown Rogers’ creative economy via social media, newsletters, and blogs, highlighting its vibrant cultural scene.
• Showcase Downtown Rogers’ unique qualities, including its “Third Space” appeal, welcoming atmosphere, walkability, vibrant nightlife, authenticity, and dog-friendly environment.
• Collaborate with schools to educate students about Downtown Rogers’ rich history, career opportunities, and cultural significance.
• Foster community connections by positioning Downtown Rogers as Northwest Arkansas’ premier destination for unique culinary, arts, shopping, and entertainment experiences.
Goal #7: Activate Under-Utilized Properties
• 2025 Strategic Goal Alignment: Downtown Development
Objective:
• Incorporate the Downtown Master Plan and Third Space theme into communications at least six times annually.
Actions:
• Work with realtors and property owners to promote vacant spaces through creative initiatives.
• Convene stakeholders to advance developments and align with Vision 100 and the Master Plan.
• Share investment opportunities and data with developers for multi-family properties.
Government Affairs
Mission: To connect Business and Government – facilitating opportunities for our businesses to have a seat at the table with our decision makers.
Goal #1: Encourage engagement by the Business Community in the Political Process
• 2025 Strategic Goal Alignment: Enhance Communications & Engagement Opportunities between Government & Businesses
Objectives:
• Host 8 opportunities for interaction between businesses and elected officials.
• Host NWA Night Out at the Capitol – have at least 6 individuals from RLC attend.
• Have an opportunity for LBC and Arvest First Leadership to be in Little Rock and interact with at least 3 of our legislators/elected officials.
Actions:
• 3rd District Caucus – have at least 5 meet ups, with interaction from at least 6 legislators each time.
• Host 2 Roundtables – have at least 25 in attendance. Stretch Goal would be to have 40 in attendance
• Civics Bee
Goal #2: Facilitate Opportunities to share Business Issues and Create a Dialogue
• 2025 Strategic Goal Alignment: Government Relations & Partnerships, Communications
Objectives:
• Enhance our Newsletter for Government Affairs.
• Grow our subscriptions/following.
• Encourage at least one call to action or opportunity to engage in the political process. Actions:
• Send out 12 Once a Month – Update emails for what’s happening locally on the state level, and nationally.
• Send out a blast once a week during legislative session highlighting what’s happening in Little Rock.
• Grow our newsletter subscription by 50 people. Strech goal would be to increase by 75 people.
• Enhance our social media presence by 2%.
Goal #3: Grow more community awareness for Government Affairs at the Chamber
• 2025 Strategic Goal Alignment: Encourage community/member awareness for Government Affairs at the Chamber
Objectives:
• Speak to at least two community clubs about Government Affairs at the Chamber.
• Host at least one educational opportunity at the chamber.
• Enhance awareness of other non-direct government interactions by two events.
Actions:
• Civics Bee
• Figure out a Spin on our Candidate Training Event.
• Retool and relaunch Ready, Set, Run with a goal of 15 participants who want to run for office
Community Development
Goal #1: Monetize Chamber’s Community Engagement Division
• 2025 Strategic Goal Alignment: Business and Community Engagement, Chamber Funding
Objective:
• Taking into consideration a new Federal Government Administration is taking office in 2025 and implementing changes that will affect the way we serve the community, we will continue in this efforts and will try to sell affordable Sponsorship Solutions for events such as NWA Community Showcase, The Mixer and LEAD Rogers to target Spanish speaking audiences (members and community at large) to achieve revenue goal of $4,000 in 2025.
Actions:
• Sell $1,000 for Exclusive Annual Event Presenting Sponsor.
• Sell $3,000.00 in Event Sponsorships
Goal #2: Increase Chamber Engagement with Minority Small Businesses
• 2025 Strategic Goal Alignment: Business and Community Engagement
Objectives:
• Increase Chamber Minority Membership by 20% in 2025.
• In 2025 offer programs to recruit and retain minority led businesses.
• Address barriers to education and access to capital for minority entrepreneurs in our region.
• Offer 1x1 specialized business management and administration training, consulting and advisory services in Spanish.
Actions:
• Sign up 25 new minority-owned businesses to our Chamber membership. (Strech goal is 30).
• Continue providing the Mixer Bilingual Networking monthly events to help minority business connect and build lasting relationships with other entrepreneurs.
• Have at least 150 minority entrepreneurs attending Chamber programs in 2025.
• Join forces with our financial services partners as well as legal and accounting member organizations to provide Financial Literacy and Access to Capital training for minority entrepreneurs.
• Connect 100 minority entrepreneurs to resources and mentors.
• Provide the Chamber How to Start a Business in Arkansas guide in Spanish
• Help 24 entrepreneurs during 2025.
Goal #3: Create a Welcoming Community & Opportunities for All
• 2025 Strategic Goal Alignment: Business and Community Engagement & NextGen Outreach
Objectives:
• Work with Rogers Public Schools to Coordinate and Facilitate the L.E.A.D. Rogers Program to reach 100 minority students, in the 2024-2025 school year.
• Partner with Spanish media to raise awareness about Chamber programming in 2025.
• In 2025, Serve as the Community liaison to public service and community issues for the City of Rogers by convening four community meetings and connecting minorities to public service officials.
• Represent the community on boards and commissions such as EngageNWA, El Salvadorean Consulate, Mexican Consulate, University of Arkansas, Arkansas Northwest Community College, Excellerate Foundation, NWA Council, and many others.
• Recruit five new people from diverse backgrounds to serve the City of Rogers in 2025.
Actions:
• Activate 30 minority community mentors to pair with students.
• Host six lunch and learns for minority students.
• Pair students with mentor of his/her choice.
• Host 1 Financial literacy training session.
• Host 1 leadership retreat.
• 1,000+ Volunteer Hours
• Partner with local University/Trade Schools to provide 1X1 technical support for enrollment and counseling.
• Increase graduation rate within at-risk students by 10%
• Appear on Spanish language media six times to promote and advertise Chamber events and programs.
• Create and send Press Releases in Spanish to local media
• Continue our efforts to have the members of first responders’ teams and emergency personnel reflect the community we serve. Prepare, coordinate, and lead safe and secure meetings between the Rogers Police Department and minority community members. Provide opportunities for law enforcement officers and minority citizens to work together in partnership to solve specific problems and build rapport to strengthen relationships and reduce bias and animosity on both sides.
• Assist in recruiting minority Police Officers. Help recruit 5 applicants to serve in the force.
• Work with the Rogers Police Department to build trust in the minority community to ensure all crimes are properly reported including crimes against people and property.
• Work with Fire, EMS, and Healthcare to build trust so health services are sought when needed.
• Help build trust with the minority community and help solving
• miscommunication issues.
• Create one community gathering event in 2025 with the participation of members of the minority community and all public services organizations to build trust.
• Help recruit five applicants to serve in the Fire Department.
• Participate in all local and regional Equity and Belonging initiatives representing the City or Rogers.
• Recruit, train and retain five new diverse candidates with the skills and capabilities to serve the City of Rogers in Boards and Commissions.
• Submit their resumes to the appropriate departments for consideration when appointing individuals to those positions as they become available.
Goal #4: Define Pathways to Chamber and Community Engagement & Leadership for NextGen Leaders
• 2025 Strategic Goal Alignment: NextGen Outreach
Objectives:
• In 2025, Educate 30 leaders on the inner workings of our community and region through Leadership Benton County.
• Connect 20 students to the First Leadership program to promote growth and leadership opportunities in the 2024-2025 school year.
• Increase the number of Board Service Certification Participants serving on Nonprofits Boards by a stretch goal of 20% in 2025 and to ensure that the content and programming is relevant.
• In 2025, Coordinate seven professional and personal development activities for current and future leaders.
Actions:
• Work with Greater Bentonville Area Chamber of Commerce to form the sessions and provide relevant content for each.
• Participants will develop a class project that impacts the Benton County/NWA Region.
• Send out surveys to ensure the program and content is relevant to the participant.
• Work with Arvest Bank to form all session and provide relevant content for each.
• The class will finish four volunteer projects for a total of eight community service hours for each participant.
• Send out surveys to ensure the program and content is relevant to the participant.
• Continue the relationship with Arkansas NOP Alliance and Arkansas Community Foundation to learn of current Board Openings to inform participants of openings.
• Host Networking with A Purpose event and invite all participants to meet and network with NOP.
• Survey participants to see if the content is relevant.
• Create partnerships with organizations such as BoardSource, to ensure that we are offering top quality programming.
• Send out survey six months after program to find out if participants are serving, and if not, what can we do to help facilitate a connection.
• Connect 30 Board Service Certification participants to nonprofit board service (this would be a stretch goal up from 20 in 2024)
• Work with Northwest Arkansas Emerging Leaders’ Steering Committee to offer programming and relevant training for Members.
• Create partnerships with local content experts to offer development opportunities to Northwest Arkansas Emerging Leaders Members.
• Work with Walmart Foundation to host one Board Service program on the campus of Walmart and make it only for Walmart and Sam’s Club associates.
• Survey Members to learn what training and program they would feel relevant
Goal #5: Ensure Chamber & Community Remains Relevant and Inclusive
• 2025 Strategic Goal Alignment: NextGen Outreach & Minority Outreach
Objectives:
• Increase Participation in all Leadership Programs by 20 percent in 2025. (Strech Goal is an increase by 35%).
Actions:
• Increase awareness about programs through inclusive outreach and engagement.
• Connect 15 participants to leadership roles within the community.
Goal #6: Increase and Activate Next Gen Leaders with Programming through Northwest Arkansas Emerging Leaders (NWAEL)
• 2025 Strategic Goal Alignment: NextGen Outreach & Minority Outreach
Objectives:
• Widen Appeal to NextGen by Developing New Programs and Events
• Increase social media audience by 20 percent in 2025.
• Increase the number of email subscribers by 10 percent in 2025.
• Increase attendance of NWAEL events, programs, and volunteerism by 15 percent in 2025.
• Increase website visitors by 10 percent in 2025.
• Increase Membership of NWAEL to 1,250 by end of 2025.
Actions:
• Request input from NextGen Taskforce, NWAEL Steering Committee, Membership Service team to develop new programs and events for 2025.
• Launch two new programs/events in 2025
• NWA Young Professionals Summit in 2025 with a goal of 150 attendees
• Track results and identify priorities for content.
• Implement new content tactics that are more relevant to young professionals.
• Increase interactions with social media users.
• Produce monthly eNews.
• Promote eNews on social media outlets.
• Track results and identify priorities for content.
• More intentional with the marketing of events and programs.
• Continue to grow partnerships with local businesses and universities.
• Create and execute Advertising Media Plan for Northwest Arkansas Emerging Leaders.
• Work closer with MarCom Team to promote Northwest Arkansas Emerging Leaders events.
• Promote the site on social media outlets.
• Include a link to the site and promote in eNews.
• Provide relevant content on site, i.e., inbound marketing.
• Work to rebrand website and provide relevant content to be more inclusive.
• Work with Walmart and the Walmart Foundation to market NWAEL programs and
Destination Marketing & Management
Goal #1: Maintain and grow group sales efforts targeting meetings, conventions and corporate events. Diversify meetings business growth in small meetings, sports, religious, international and motorcoach markets.
• 2025 Strategic Goal Alignment: Increase Revenue for Leisure & Hospitality Industry
Objectives:
• Target group, corporate and event planners likely to have interest in conducting future events in Rogers.
• Target smaller market groups and events likely to have interest in conducting future events in Rogers.
• Support sales efforts by fulfilling service requirements for existing clients and events to encourage repeat bookings and communicate event impacts.
Actions:
• Prospect for qualified new business through Simpleview CRM, CVENT lead generator, Google search, and MINT.
• Cultivate relationships with state and regional meeting planners through regular participation in ASAE, PCMA Heartland Chapter and MPI Kansas City events and prospecting reach outs.
• Conduct face to face sales calls with planners at tradeshows including HelmsBriscoe Annual Business Conference, Connect Marketplace, HPN Global, IMEX Americas, and Conference Direct APM.
• Use event funding, as approved by A & P Commission, as bridge funding for prospective and existing groups.
• Maintain leadership position with clients and partners as the Destination Sales authority for Rogers and the region.
• Offer additional creative customer services options to groups as incentive to meet, play or tour in Rogers and as part of our retention strategy for large groups.
• Invite planners from strategic markets to a meeting planner familiarization tour in Rogers.
• Offer additional creative customer services options to groups as incentive to meet, play or tour in Rogers and as part of our retention strategy for large groups.
• Conduct face-to-face sales calls with sports events planners through Sports ETA and TEAMS databases.
• Conduct face to face sales calls with group tour planners through American Bus Association and STS Domestic Showcase databases.
• Conduct face to face sales calls with international tour operators through U. S Travel IPW and Travel South International Showcase.
• Conduct face-to-face sales calls with small market meeting planners at Small Market
Meetings Conference and religious meetings conference TBD.
• Prospect for qualified new business through Simpleview CRM, CVENT lead generator, Google search, and MINT.
• Use event funding, as approved by A & P Commission, as bridge funding for prospective and existing groups.
• Invite planners from strategic markets to a meeting planner familiarization tour in Rogers.
• Facilitate in updating all sales collateral.
• Establish relationships with local hospitality stakeholders to ensure proper delivery of services and reports.
• Assist in on-site service deliverables such as welcome tables and giveaways.
• Provide timely post event requests to include pickup reports from hotels and attendee zip codes.
• Assist in developing and delivering post event reports to clients and local stakeholders.
• Assist in optimizing all association and corporate partnerships including HB, HPN, ASAE, and MPIKC for maximum ROI.
Goal #1 Metrics
Leads Sourced
New Leads Sourced
Goal #2: Support Sales Efforts Through Digital and Social Media Marketing Strategies for the Meetings Market
• 2025 Strategic Goal Alignment: Elevate Awareness of Rogers As A Premier Destination
Objectives:
• Support Destination Rogers group sales efforts, generating marketing deliverables designed to create awareness, interest and desire for planners to bring events to Rogers.
• Collaborate with RLC MarCom Department in development of digital assets and campaigns to promote Rogers to planners.
Actions:
• Support all partnerships by developing and delivering online destination promotions, banner ads and social media content to planners.
• Support sales in upgrading sales presentation, fulfillment and video collateral.
• Support sales in development of digital assets for groups to assist in marketing the destination including Uptown Rogers map.
• Support sales in development and deployment of four group sales focused enewsletters in 2025.
• Conduct social media campaign on LinkedIn supporting destination sales efforts
• Internally produce Rogers destination video content to support meetings and destination marketing efforts.
• Publish leisure market e-newsletters containing relevant, searchable and engaging content focusing on leisure activities in Rogers.
• Partner with Arkansas Tourism, CJRW, and Northwest Arkansas Tourism Association (NATA) on co-op print and digital marketing programs, directing and tracking visitors to our website and destination.
• Conduct social media marketing campaigns on Facebook and Instagram expanding brand awareness of Rogers, our events and activities.
• Leverage partnerships with Walmart AMP, Bikes, Blues & BBQ, and Walmart NW Arkansas Championship to drive incremental visitor spend through geotargeted ads from subscriber locations and shared social posts and assets.
Goal #2 Metrics
• Publish 4 group focused newsletters
• Fulfill HB, ASAE, MPIKC and PCMA marketing deliverables
• Produce meetings digital marketing kit
• Publish 4 leisure focused newsletters
• Curate new meetings content on Destination Rogers website
• Conduct LinkedIn Direct Mail campaign targeting at least 100 planners and executives
Goal #3: Promote Rogers in Innovative Ways While Driving Awareness of Rogers as a Premiere Destination
• 2025 Strategic Goal Alignment: Elevate Awareness of Rogers As A Premier Destination
Objectives:
• Research and develop foundational campaigns that can be built upon for several years.
• Develop paid media strategy for extended programmatic media flights.
• Collaborate with Miles, RLC and videographer to align media concepts with messaging and ad development.
Actions:
• Conduct competitor campaigns review, stakeholder interviews, analysis, POV / campaign positioning.
• Develop campaign & brand styling, layout design, build and report on A/B testing, DEI review alongside brand/campaign messaging platform, tone of voice, copy.
• Create one set of digital ads (e.g. 6 digital ads and 3 native ads) to be leveraged across both 12 week flights.
Goal #4: Align Destination Marketing Messaging with Rogers Lowell Chamber Communications in Support of Community Driven Programming
• 2025 Strategic Goal Alignment: Drive Quality of Place Initiatives for the Destination
Objectives:
• Align Destination Rogers communications with Chamber brand identity and promise.
• Alignment of Destination Management and Quality of Place Efforts.
Actions:
• Curate evergreen destination assets that support all brands and are functional for
branded house messaging.
• Create unified tone and message for evergreen posts and features, leveraging all platforms for maximum reach and engagement.
• Include specific community wide RLC events Art on the Bricks, Chamber Celebration, Spotlight Series, Job Fairs, Community Showcase, Taste of Rogers and Sips series in Destination Rogers content plan for promotion.
• Collaboratively promote “Serving Business and Community Together” and “It All Starts With A Visit” taglines to create unity of perception and purpose.
• Curate profiles and testimonials of Rogers hospitality partners that tell RLC and destination story.
• Support, align and contribute to hospitality workforce development through K2J programs, RPS Career Fairs, University of Arkansas and NWACC hospitality programs.
• Promote small business and downtown development with Go Downtown Rogers.
• Assist and contribute to NextGen and minority outreach as warranted.
• Contribute hospitality industry issues and priorities to government relations and partnerships as warranted.
• Support chamber development through membership growth and customer and visitor services.
Goal #5: Maintain Strong Partner Relations and Assure Shared Mission of Marketing the Destination
• 2025 Strategic Goal Alignment: Drive Quality of Place Initiatives for the Destination
Objectives:
• Support and collaborate with Northwest Arkansas hospitality industry partners in continued post pandemic rebound.
• Provide staff professional development opportunities through our local and national memberships and affiliations.
• Celebrate hospitality partners and local community through award recognitions and supporting promotions. Actions:
• Conduct quarterly hotelier meetings in different properties.
• Engage all local tourism stakeholders to foster tourism best practices, promote the Rogers tourism brand and develop advocates for tourism development in Rogers.
• Engage with Arkansas Tourism, Arkansas Hospitality Association (AHA), Northwest Arkansas Tourism Association (NATA), Northwest Arkansas Council and others to advance best practices and professionalism for the industry.
• Attend Arkansas Governor’s Conference on Tourism to engage statewide stakeholders and encourage collaboration.
• Enroll Sales & Service Managers in Destinations International Sales & Services Summit.
• Enroll Sales & Service Managers in Destination International Intellectual Capital Certificate Program.
• Enroll MarComm support in STS Marketing College and Arkansas Governor’s Conference to grow Tourism IQ.
• Attend US Travel Association’s Educational Seminar for Tourism Organizations (ESTO) Conference with DOS.
• Attend Southeast Tourism Society Connections Conference.
• Create “Destination Rogers Partner of the Year” award by recognizing meetings, conventions or sports partner for significant contributions to the Rogers destination economy and industry.
• Create memorial “Mark Kruger Spirit of Hospitality Award” for Rogers front line hospitality employee that best exemplifies principles of service, professionalism, outstanding customer relations.
Goal #6: Gather Customer and Destination Research and Data to Enhance Sales, Marketing and Community Development Efforts
• 2025 Strategic Goal Alignment: Champion and Sustain Destination’s Quality of Life and Drive Quality of Place Initiatives.
Objectives:
• Gather Existing Customer Information Through Internal and External Data.
• Utilize data analytics platform to synthesize data into dashboards and reports that inform destination marketing and development decisions.
Actions:
• Utilize Destinations International Event Impact Calculator to measure signature events and selected meetings and conventions to determine actual economic impact for Rogers.
• Gather attendee data from Walmart AMP concerts, select sporting events, and select meetings and conventions to better understand attendee profile.
• Conduct intercept surveys at large events including Bikes, Blues & BBQ, NW Arkansas Championship, and select AMP Concerts to gauge visitor satisfaction and preferences.
• Utilize Tourism Economics Symphony platform with upgraded CRM integration for analysis of sales and customer behaviors.
• Aggregate all data collections from all sources into Symphony.
• Incorporate Symphony reports to monitor, analyze and predict tourism activity in Rogers.
Program of Work Business Plan 2025