CONTENTS

Note: Under each of the four Strategies are listed Objectives/Action Items with target dates that signify when it is anticipated that specific action item will be accomplished. Under the heading “Responsibility”, we have listed those organizations we believe will be needed to successfully complete each Objective/Action Item. The organization’s listed in parentheses are organizations that are not members of the chamber network but we believe are needed to accomplish an Objective/Action Item. Under the heading “Resource Considerations”, we have listed best guess estimates on how much we will spend and what, if any other, resources will be required.

Executive Summary

There has never been a time when the work of the Williamsport/Lycoming Chamber of Commerce and its affiliated organizations has been more important to our region’s economic, cultural and social well being. The Chamber is in a unique and exciting position to assist not only the businesses in Lycoming County, but all the communities and residents as well.

We are the only county wide private organization dedicated entirely to the economic well being of the business community and the people those businesses employ. Ours is a daunting task, but one that can be achieved with great results. However, the Chamber, even with its large corps of dedicated volunteers and professional staff, cannot accomplish our goals alone. To be successful, we must call upon virtually all segments of Lycoming County. In addition to the business community, other private organizations, governmental entities and individual citizens will be needed if we are to be successful in maximizing the many benefits we have to offer in Lycoming County. Therefore, this Strategic Plan is about “partnering for the future”. As you review the many exciting initiatives, you will readily see that we want and need to partner with others if we are to achieve our goals. The Chamber should not exist in a vacuum. To guarantee the success of this plan and a bright future for Lycoming County, we must join forces with many. We are committed to doing just that and following the course that this plan charts.

The Strategic Plan outlined in this document is only part of the puzzle. The actual programs and activities that will be implemented to accomplish all that the Strategic Plan sets forth will be contained in the annual Plans of Action that will be developed over the next three years. Each individual Plan of Action will become an integral part of the longer term Strategic Plan. In addition, the Strategic Plan will be evaluated on an annual basis to accommodate changing conditions and needs.

Process: The Strategic Plan was developed over an eight-month period. During that time, the Strategic Planning Committee worked to develop a planning process that would ensure that a strong, vibrant plan would be developed. Two day long planning sessions were held with members of the Board of Directors and staff working to put the plan together. In all, some 23 individuals actively participated. In addition, the process started with a membership survey that had 28% of our member businesses participate. No idea was too small or too large, all were evaluated.

As part of the planning process, the Board of Directors adopted new mission, vision and value statements for the organization. These will play an important part in the implementation of this Strategic Plan and everything we do will be judged against the principles set down in these important statements.

We believe this plan addresses the needs of our organization and the community. We urge you to help us meet these goals by actively participating in accomplishing them.
 

Focus

The focus of this plan is the strengthening of our community through an improved business climate, the optimization of our assets and the economic well being all of who call Lycoming County home. Working with and through our members as well as the community at large, this Plan strives to raise the standard of living through an aggressive effort to improve the quantity and quality of our jobs, ensure our citizens are given the opportunity to be prepared for those jobs and to make it possible for every community, business and individual to assist in making and enjoying our collective future.

One of the recurring themes of this Plan is “partnering”. The Chamber and its affiliated organizations taking the lead role will accomplish many of the action items outlined. Others will be accomplished with the Chamber facilitating their accomplishment and, in some instances; the Chamber will take a support role.

While the Strategies and Action Items are prioritized, all are considered important. If they were not, they would not have been included. We will commit our resources to accomplishing each of them.

The Mission, Vision and Values

Mission Statement

To preserve, protect, and defend the free enterprise system through promoting a good business climate and quality of life for the businesses and people of Lycoming County.

Vision Statement

To be a region of superior economic prosperity while sustaining our excellent quality of life.

Values Statement

The Williamsport/Lycoming Chamber of Commerce is committed to excellent service, integrity, diversity and equal opportunity for all.

The Strategies

Strategy I

Economic Development

The Chamber will work towards retaining and increasing the number and quality of employment opportunities in Lycoming County and create an aggressive commerce-friendly environment that includes developing and marketing our assets, developing our workforce and increasing and improving our tourism and visitors’ programs.

Strategy II

Community Development

The Chamber will foster an enhanced quality of life and pride in our community through existing and new alliances to support economic growth throughout Lycoming County.

Strategy III

Membership Development

We will support and expand our membership by providing valued-added benefits and services that are responsive to the needs of our existing members and attractive to prospective members.

Strategy IV

Organizational Development

To be successful, we must have a strong organization. Therefore, we will assure and retain high quality staff, appropriate staffing levels, stable financial resources for its normal operating activities, and organizational structure to meet the mission of the Chamber.

Strategy I: Economic Development

The Chamber will work towards retaining and increasing the number and quality of employment opportunities in Lycoming County and create an aggressive commerce-friendly environment that includes developing and marketing our assets, developing our workforce and increasing and improving our tourism and visitors’ programs.


Objectives/Action Items:

1. Identify and acquire land to meet short-term, mid-range and long-range development plans.

Time Line: 3/03 – then ongoing
Responsibility: IPC Land and Building Committee and Staff.
Critical Success Factors: Updated inventory of available land and buildings. Purchase of land appropriate for economic development.
Resource Considerations: Low cost, predictable funding for land acquisition.

2. Develop strategies to make our community attractive to employees and businesses.

Time Line: 9/03
Responsibility: IPC Marketing Committee and Staff.
Critical Success Factors: Programs designed and implemented to make our region more business and community oriented.
Resource Considerations: $250,000 to $350,000 for Economic Development marketing and a corporate entity capable of accepting tax-deductible contributions.

3. Conduct an assessment of the available workforce and determine the ability of those individuals to fill the jobs being sought by the community.

Time Line: 12/03
Responsibility: IPC, Chamber Education Committee and Staff (CareerLink and area high schools and colleges).
Critical Success Factors: Annually updated Workforce Study.
Creation of a “response team” to show employers we have employees suitable to meet their needs.
Increase the number of appropriately trained employees.
Resource Considerations: Estimated $1500/year to update workforce study.

4. Plan and utilize a financial vehicle that will allow us more independence in economic development financing.

Time Line: 12/04
Responsibility: IPC/Chamber Task Force, Financial Task Force and Staff
(Lycoming County Commissioners).
Critical Success Factors: Creation of an economic development financial vehicle.
Resource Considerations: TBD

5. Recognize tourism as an integral part of economic development and promote its growth through the development of additional destinations and attractions.

Time Line: Ongoing
Responsibility: Visitors Bureau, IPC, Chamber and Staff (Lycoming County Commissioners).
Critical Success Factors: Tourism related programs developed and implemented aimed at increasing the understanding of the importance of tourism and visitors to our region and the positive impact it has on the local economy.
Resource Considerations: Estimated $25,000/year additional funds for enhanced tourism marketing.

6. Maximize the benefits of being a College Town.

Time Line: 8/03 - then ongoing
Responsibility: Chamber Community Development volunteers, Visitors Bureau and Staff (Our Towns 2010, City of Williamsport and downtown merchants).
Critical Success Factors: Improved relationship between students and local businesses.
Resource Considerations: Working group to review, implement and plan programs and projects aimed at the “College Town” concept.

7. Identify and take full advantage of additional revenue sources through government agencies and programs to promote economic development.

Time Line: Ongoing
Responsibility: Joint IPC/Chamber Committee and Staff (All levels of government).
Critical Success Factors: Inventory of all government and private resources that fund economic development and development related programs.
Resource Considerations: Staff time

8. Fully develop our business resources program.

Time Line: Ongoing
Responsibility: Small Business Committee & Staff (SBDC, SEDA-COG and City Bureau of Transportation).
Critical Success Factors: Implementation of new small business programs and increased usage of our Business Resource Center.
Resource Considerations: Additional volunteers and partners willing to commit to small business programs. Possible additional expenditures.

9. Explore the feasibility of creating a Political Action Committee.

Time Line: 12/05
Responsibility: Special Task Force and Staff.
Critical Success Factors: Willing financial contributors to PAC.
Resource Considerations: Staff time, administrative costs

Overall Strategy Critical Success Factors:

a. Increased number of economic development success factors.
b. Net increase in number of jobs created and retained.

Strategy II: Community Development

Foster an enhanced quality of life and local pride through existing and new alliances to support economic development growth.


Objectives/Action Items:

1. Lead the development of a community strategic plan.

Time Line: 12/04
Responsibility: Special Chamber Planning Task Force
Critical Success Factors: Accepted “Community Vision” encompassing economic development, quality of life, and all major aspects of living in Lycoming County.
Resource Considerations: Consultant to help organize, plan and guide the Community Visioning process. Estimated $25,000.

2. Enhance and promote education, entertainment, cultural resources, transportation, and environment to support growth and pride in our community.

Time Line: 12/03
Responsibility: Organization wide including Staff.
Critical Success Factors: Development and implementation of a multifaceted community pride campaign.
Resource Considerations: Estimated $5000 to conduct first eighteen months.

3. Enhance working relationships with governmental agencies.

Time Line: Ongoing
Responsibility: Legislative Action Committee, Chamber Board and Staff.
Critical Success Factors: Strong communications with governmental agencies.
Resource Considerations: No additional required.

4. Inventory potential partners and determine the feasibility of future relationships.

Time Line: 03/03 - then ongoing
Responsibility: All committees and Staff.
Critical Success Factors: A database of new community volunteers committed to leading the region into the future.
Resource Considerations: Volunteer database may be required ($3000 to $4000)

5. Support and/or provide leadership to those activities that help assure community development.

Time Line: Ongoing
Responsibility: Community Development volunteers and Staff.
Critical Success Factors: Increased Chamber involvement in Community Development initiatives.
Resource Considerations: TBD

6. Identify and develop new leaders to support Community Development efforts.

Time Line: Ongoing
Responsibility: Leadership Lycoming
Critical Success Factors: Increased involvement of new volunteers in the Chamber and throughout the community.
Resource Considerations: No additional resource needs anticipated.

Strategy III: Membership Development

We will support and expand our membership by providing value-added benefits and services that are responsive to our existing members and are attractive to prospective members.


Objectives/Action Items:

1. To provide the services and benefits necessary to support our members to grow and prosper.

Time Line: Ongoing
Responsibility: Member Benefits Committee and Staff.
Critical Success Factors: Average the implementation of at least one new value added benefit each year.
Resource Considerations: Cost of new brochures/flyers and marketing materials.

2. Communicate to our members and the community at large the value of the Chamber of Commerce.

Time Line: Ongoing
Responsibility: Membership Committee and Communications Department Staff.
Critical Success Factors: Improved community wide recognition of the Chamber, its affiliates and the positive impact the organization has on the community.
Resource Considerations: None anticipated

3. Market to the members what the organization provides for its members.

Time Line: Ongoing
Responsibility: Membership Committee and Staff.
Critical Success Factors: An increase in the perceived value of membership and an increase in participation in our benefits programs.
Resource Considerations: TBD by program developed.

4. Provide opportunities for member involvement at all levels of the organization.

Time Line: Ongoing
Responsibility: All Committees and all Staff.
Critical Success Factors: An increase in the number of members involved on committees and attendance at programs and activities.
Resource Considerations: No additional resource requirements anticipated.

5. Understand the true cost/benefit of providing programs and services to all levels of membership.

Time Line: 12/03
Responsibility: Member Benefits Committee
Critical Success Factors: A report outlining the actual cost of a benefit or program to the Chamber and the return on each “investment”.
Resource Considerations: No new resources anticipated.

6. Develop methods for our members to communicate with the organization what members want and need from the organization.

Time Line: 6/03 - then ongoing
Responsibility: Member Benefits Committee
Critical Success Factors: A better understanding of our members’ needs.
Resource Considerations: TBD

7. Review the dues structure of the organization.

Time Line: 9/03
Responsibility: Special Dues Structure Task Force
Critical Success Factors: A report outlining the fairness of our dues structure and a recommendation to restructure the dues levels if necessary.
Resource Considerations: No additional resources anticipated.

8. Recognize and acknowledge our members and their contribution to our organization.

Time Line: 9/03
Responsibility: Membership Committee, Board of Directors and Staff.
Critical Success Factors: Improved member recognition program.
Resource Considerations: TBD

Overall Strategy Critical Success Factor:
Increase in the number of dues paying members.

Strategy IV: Organizational Development

To be successful, we must have a strong organization. Therefore, we will assure and retain high quality staff, appropriate staffing levels, and stable financial resources for the normal operating activities, and organizational structure to meet the mission and vision of the Chamber


Objectives/Action Items:

1. Develop and implement an operating plan that will lead to positive cash flow on an annual basis.

Time Line: 01/04
Responsibility: Financial Task Force and Staff.
Critical Success Factors: Minimum of a balanced budget and create a Reserve Fund.
Resource Considerations: Income/expense considerations.

2. Provide the staff training necessary to assure the optimization of organizational competency and individual job satisfaction.

Time Line: Ongoing
Responsibility: President/CEO and Executive Committee.
Critical Success Factors: A well-trained, results oriented staff.
Resource Considerations: Availability of training funds.

3. Routinely evaluate and adjust the overall organizational structure as it relates to the mission and vision of the organization.

Time Line: Annually
Responsibility: President/CEO and Board of Directors.
Critical Success Factors: Continued effective and efficient organization.
Resource Considerations: None anticipated

4. Annually review and update the Strategic Plan.

Time Line: Annually
Responsibility: Board of Directors and Senior Management Staff.
Critical Success Factors: New, innovative approaches to programs, benefits and activities.
Resource Considerations: Budget, volunteers and business community acceptance.

STRATEGIC PLANNING PARTICIPANTS