2011 Business Plan
The 2011 Business Plan was developed by the Chamber’s Board of Directors after an extensive survey of the Chamber’s members/customers. That survey pointed out the importance of the Chamber being engaged in creating a strong local economy with 40% of members indicating that it should be the main purpose of the organization and 75% indicating it was extremely important. Members also indicated by an overwhelming number, 73%, that the Chamber should be extremely involved in attracting and/or retaining jobs.
The plan is written this year in a format that shows how the Chamber, with every strategic direction, will attempt to meet the mandate of our members for our organization to be effective in promoting business growth, job growth and job retention.
Strategic Direction 1: Be a lead organization in stimulating business and job growth
Members have made it clear that they expect the Chamber to be active and effective in creating a strong local economy. The economic stimulus plan created in 2010 will be continued and strengthened in 2011 utilizing partnerships with other community agencies and organizations who share our passion for a strong, vibrant and diverse economy.
Strategic Direction 2: Increase our effectiveness as the voice of business by leveraging and growing our influence in the public policy arena to create a more favorable business climate
Often overlooked in public policy debates and actions is the direct tie between a favorable business environment and economic vitality. When the Chamber supports legislation that allows Valley wineries to sell their products nationwide or fights tax measures that can add $50,000 to $75,000 a year to the cost of producing ceramic parts created locally and sold globally it is because of the impact these laws have on Grand Valley companies and their ability to create jobs. A key ingredient in economic success is a public policy environment, both legislative and regulatory, that enhances rather than hamstrings the ability of local businesses to compete.
Strategic Direction 3: Promote the community by strengthening community assets including the future workforce and leadership of the Grand Valley
Workforce is critical for successful companies of all sizes. A well educated, skilled and engaged workforce is necessary for business prosperity which leads to job growth.
There are many opportunities for partnerships with governmental and nonprofit entities already engaged in preparing the students of today to be the workers of tomorrow.
Similarly, volunteer and elected leadership in a community equipped with
a vision and passion for investing in the community’s future enhances the Grand Valley’s attractiveness as a site for financial investment that leads to business and job growth.
Strategic Direction 4: Build business relationships through superior networking opportunities in order to promote local commerce
Grand Junction has always been a place where people prefer to do business with people that they know. But the networking venues provided by the Chamber do more than introduce business people to each other. They can serve as a rich resource for discovering new business opportunities which can lead to business and job growth. If a company is using a vendor from outside the area those dollars are lost to the economy forever. However, if a local vendor is used then those dollars continue to circulate as payroll is met and purchases are made.
Networking that leads to increased business for local firms can directly support business growth and job creation.
Strategic Direction 5: Offer businesses the tools and education they need to successfully manage their businesses
Through education about best practices in marketing, human resource management and overhead costs, businesses can more effectively manage and direct their human and financial capital to sustain and grow their businesses. Such efforts lead to business growth and job creation which strengthen the local economy.
