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IMPACT OF CHAMBER OF COMMERCE STRENGTHEN THE CHAMBER ORGANIZATION

PROPOSED 4-YEAR STRATEGIC PLAN WORKFORCE DEVELOPMENT
4-YEAR STRATEGIC PLAN INITIATIVES EXISTING BUSINESS
QUALITY GROWTH GOVERNANCE

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BACKGROUND

The purpose of The Greater North Fulton Chamber of Commerce is to enhance the quality of life and nurture a thriving economy for all who live, work and do business here. The Chamber was initially established in 1972 as the North Fulton Chamber of Commerce, and in 1992 merged with the Sandy Springs Chamber. The Greater North Fulton Chamber now serves all of Fulton County north of the Atlanta city limits, including the communities of Alpharetta, Roswell and Sandy Springs. The Chamber currently has more than 1,360 business memberships, which include over 2,400 representatives.

• The Chamber is a proactive non-profit business advocacy and community development organization with three principal objectives:
• To promote and advance the economic, civic and social welfare of the people of the Greater North Fulton community.
• To encourage the retention and growth of existing businesses while giving all proper assistance to new firms seeking to locate in North Fulton.
• To support all those activities believed to be beneficial, and oppose those which might be detrimental to the community and area.

  The Greater North Fulton Chamber achieves results and accomplishes its objectives through an effective system of committees and action programs, including:

• GNF Community & Business Summit
• Annual membership directory
• Annual “Quality of Life” publication
• Annual business awards
• Education and Workforce Development Committee
• Quality Growth 2020
• Leadership North Fulton
• Scholarship programs
• Legislative involvement
• Small business seminars & counseling
• Business networking functions
• Internet training workshops
• Business-to-business groups
• EXPO-Business trade shows
• Legislative dinners
• Golf and tennis tournaments
• Volunteer opportunities
• Phone, healthcare, shipping discounts

Through its activities and programs, the Chamber is helping bring systematic improvement to the entire North Fulton area.

 

IMPACT OF CHAMBER OF COMMERCE

During the past five years, The Greater North Fulton Chamber has built upon its success in supporting small businesses and focused on careful community development, quality of life and growth issues, including infrastructure, roads, water and sewer and quality development. The Chamber’s recent achievements include:

• Instrumental in securing $10 million from Fulton County for road improvements, the first county capital improvement money in 19 years
• Retained Law Engineering to produce the “Resolution of Johns Creek Wastewater Treatment Facility Moratorium”, a study designed to provide solutions for the resolution of the sewer moratorium.
• Assisted in the passage of SB-57, which created the Georgia Regional Transportation Authority (GRTA).
• Developed a statistically validated case study for GRTA through the QG2020 Transportation Committee, which justified the need for northward expansion of MARTA based on ridership, environmental issues, and cost.
• Successfully lobbied the Fulton County Commission, and the Roswell and Alpharetta City Councils to endorse the extensions of MARTA north to Windward Parkway.
• Successfully facilitated the acquisition of a 15-acre site at Windward Parkway and GA 400 for use as a future MARTA station.
• Responsible for the retention of MARTA expansion plans in the Regional Transportation Plan (RTP) by the ARC.
• Instrumental in getting a new MARTA bus route between Medical Center Station and Windward Parkway.
• Enhanced the visibility of the North Fulton area through assistance with development of the Mansell Road interchange at GA 400.
• Chosen as one of only 15 Chambers nationwide to work with the U.S. Chamber on a comprehensive education plan.
• Developed a 44% increase in Chamber membership over five years.
• Awarded “Partner of the Year” by the Georgia Association of Partners in Education, Inc. (1997).
• Received the T.E.R.R.I.F.I.C. Award from the Georgia Economic Developers Association for the Fulton County BESTKIDS Program (1995)
• PROPOSED 4-YEAR STRATEGIC PLAN

In 1998 The Greater North Fulton Chamber undertook a strategic planning effort to determine how it could best meet the needs of the community over the next five years. Over twenty key business and public sector leaders participated in this aggressive planning process. The result was an energetic and innovative 5-year strategic plan for the years 2000-2004.

However, as we enter the next millennium, extraordinary steps must be taken to achieve our goals. The Chamber’s overall strategic plan has been modified to a 4-year plan. The Chamber’s primary goal during the next four years is to actively prepare the Greater North Fulton business community to prosper effectively as a region.

This plan concentrates on four strategic initiatives, with measurable outcomes, designed to meet the needs of the business community. The plan emphasizes that future growth and prosperity for the area will require a strong focus on planning on a regional level, and strong attention to issues that affect business and community success. The Chamber believes it must be an important voice in developing the area’s future.

It is clear that the Chamber must develop additional resources in order to achieve its goals and objectives. Therefore, the 4-year strategic plan will require capital of $2.5 million over the next four years, in addition to the approximately $800,000 the Chamber raises annually through membership dues and activity revenues. It is important to note that the additional funds will be sought from the private and public sectors located throughout the North Fulton area. The major investors will actively govern the plan’s implementation. It is noteworthy that this will be the first fundraising campaign ever conducted by The Greater North Fulton Chamber.

4-YEAR STRATEGIC PLAN INITIATIVES

1. QUALITY GROWTH – Governmental Action
2. STRENGTHEN THE CHAMBER ORGANIZATION – Leadership and Communications

3. WORKFORCE DEVELOPMENT – Education and Training

4. EXISTING BUSINESS - Retention and Expansion

1. QUALITY GROWTH – To promote, through governmental interaction, balanced and responsible growth for North Fulton County.

$_ 485,000 Over 4 Years

• Provide leadership in the implementation of the recommendation from the QG2020 Environmental Services Committee as it relates to water and waste water treatment. (Note: See report: “Resolution of Johns Creek Wastewater Treatment Facility Moratorium”)
• Continue to expand the regional approach to problem-solving by taking an active, visible leadership role with the Atlanta Regional Commission, Regional Business Coalition, Georgia Regional Transportation Authority, Georgia Department of Transportation, and other Chambers in the development of a model regional economic force.
• In 2000, revise the Chamber’s transportation plan to include the coordination of all transportation plans for North Fulton.
• Coordinate, communicate and collaborate on regional issues facing North Fulton, including air quality, ground transportation, water supply, and wastewater and solid waste disposal, and take positions on relevant issues.
• Promote the “20% Green Space Concept” for North Fulton.
• Pursue a transportation strategy to extend MARTA north to Windward Parkway, and work to improve the area’s overall transportation infrastructure to decrease travel time throughout the area.
• Provide leadership in the development and implementation of a Community Improvement District (CID) for North Fulton.

2. STRENGTHEN THE CHAMBER ORGANIZATION – To ensure that the Chamber remains the leading business advocate promoting a thriving economy in Greater North Fulton.

$__1,070,000 Over 4 Years

• In early 2000, begin the transition to a staff-driven organization from a volunteer-driven organization.
• Complete the selection process and name a new Chamber president by June, 2000.
• Increase staff and technical support in such critical areas as public relations; marketing; communications; comprehensive land use planning; and environmental compliance planning.
• Strengthen and expand internal and external communications efforts, with emphasis on the use of technological means, to ensure that the Greater North Fulton business community’s voice is heard throughout the Metro area.
• Serve as “the information resource” for North Fulton through enhancement of a “planning information” database, and partnering with State and local research and economic development organizations.
• Expand the “Leadership North Fulton” program to identify and develop future leaders for the business community and Chamber who possess the “skills” to address current and future issues facing North Fulton.
• Publish an annual report highlighting achievements, successes and accomplishments.
• Improve the General membership and Board membership ratio of mid to large corporations over 1999 numbers.

3. WORKFORCE DEVELOPMENT – To ensure that effective education and training programs are available for the benefit of businesses in North Fulton.

$___370,000 Over 4 Years

• Create a Workforce Readiness Council to improve relationships between the business community and educational organizations, and to enhance the development of training programs for workforce readiness.
• Collaborate with local school systems to provide a quality workforce by developing comprehensive “school-to-work” programs.
• Expand partnerships with local school systems and the private sector, including programs such as Partners in Education, mentoring, and internships.
• Improve awareness of projected in-demand careers and career paths among students, parents and the business community.
• Lobby for continued integration of technology into the curriculum and adequate budgeting for technology needs.
• Develop a guide for employers on “training and education processes”.
• Develop a Human Resources Directors Roundtable.

4. EXISTING BUSINESS – To promote retention and expansion of existing businesses in North Fulton County.

$___575,000 Over 4 Years

• Work to strengthen existing businesses in North Fulton by identifying and addressing critical issues.
• Expand the Chamber’s comprehensive program to address existing business needs and provide information on public incentives and support programs for business.
• Act as the Business Advocacy to Fulton County, local municipalities, and other governmental entities.
• Vigorously represent the business community in essential local, regional, state, and federal legislative and regulatory processes.

MEASURABLE OUTCOMES

Although it will take time to see significant changes brought about by efforts of The Greater North Fulton Chamber of Commerce, the Chamber plans to measure its effectiveness by standards such as:

• Increase the Chamber’s influence in developing solutions to regional problems by pursuing and increasing board membership of Chamber officials on the Atlanta Regional Commission, the Fulton County Development Authority, the Regional Business Coalition and the Georgia Regional Transportation Authority, as well as other key economic development organizations.

Work to improve overall transportation systems in North Fulton based on the 25-year Regional Transportation Plan:

• Advocate to retain the expansion of MARTA in the Regional Transportation Plan, and to include at least three new MARTA stations in the RTP for North Fulton.
• other?
• Work to end the sewer moratorium by implementation of the recommendations outlined by the Environmental Services Committee Report on Water and Waste-Water Alleviation for North Fulton (see the report entitled “Resolution of Johns Creek Wastewater Treatment Facility Moratorium”).
• Ensure the completion and development of the Community Improvement District (CID) by March 2000.
• Conduct a Business Retention Survey to identify and prioritize business issues.
• Develop a business “hotline” and a proactive, volunteer supported company-to-company consulting program to be used to identify and address business needs.
• Develop a Human Resources Roundtable by the end of the 2nd quarter, 2000.
• Complete the selection process for the new President of the Chamber by June 2000.
• Increase the general Chamber membership 20% over the next four years (to 1500).
• Improve Chamber membership retention ratio at least 14% over 1999 (to 80%).

Increase the general membership* in 2000 according to the following schedule:

21 – 50 employee members: 20

51 – 75 employee members: 3

76 – 99 employee members: 1

100+ employee members: 2

Total: 26

*(Based on the 2000 membership fee schedule)

• Increase the Board membership ratio of mid to large corporations at least 20% over 1999 (11 of 44 positions to 20 of 44).
• Publish an annual Chamber Achievement Report by April 30 of each year.

GOVERNANCE

To further underscore the accountability of the Chamber for the goals and objectives outlined in the four-year Plan, the Chamber will enlist a “Governance Council” which will consist of the top investors in the Plan. The Governance Council will have the opportunity and responsibility to act in an advisory capacity to the Chamber’s Board of Directors. The Governance Council will serve for the course of the four-year Plan, and will meet at least semi-annually to review the progress of the Chamber. In addition, semi-annual “Investor Updates” will be sent to all investors.

TOTAL PROPOSED 4-YEAR GOAL = $2,500,000

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