CAPITOL HILLCHAMBER OF COMMERCE
Adopted by CHCC Board of Directors on December 10, 2013
Vibrant Thriving Neighborhood+ +
Strategic Plan: 2014-16
2025 First Avenue, Suite 800Seattle, WA 98121
www.berkconsulting.com
Project teamBonnie Berk
Natasha Fedo
� Michael Wells, Capitol Hill Chamber of Commerce
� Michelle Hippler, Capitol Hill Chamber of Commerce
� Jill Cronauer, Hunters Capital
� Ellen Forney, Freelance Commercial Artist
� Don Blakeney, Chinatown International Business District BIA
� Josephine Wong, Capitol Hill Housing
� Dani Cone, Fuel Coffee & High 5 Pie
� Adam Nance, Seattle Central Community College Foundation
� Jerry Traunfeld, Poppy Restaurant
� Jason Lajeunesse, Neumos, Lost Lake Cafe & Lounge, Big Mario’s, Capitol Hill Block Party
� Grace Kim, Schemata Workshop
� Phil Mocek, Software Developer and Activist
� Tracy Taylor, Elliot Bay Book Company
� Ivy Fox, Broadway Farmers Market
� Jane Hutcheson, Group Health Cooperative
� Michael Wells, Capitol Hill Chamber of Commerce
� Jill Cronauer, Hunters Capital
� Don Blakeney, Chinatown International Business District BIA
� Tracy Taylor, Elliot Bay Book Company
� Paul Dwoskin, Broadway Video
� Laura Culberg, Sweatbox Yoga, Capitol Hill Entrepreneurial Women (CHEW)
� Jeff Keever, Seattle Central Community College
� Chip Ragen, Ragen & Associates
sTAFF And BOARd OF dIRECTORs
sTRATEgIC PLAnnIng TAskFORCE
Plan development support
Capitol Hill Chamber of Commerce
Adopted by CHCC Board of Directors on 12/10/2013 1
CAPITOL HILL CHAMBER OF COMMERCE
STRATEGIC PLAN: 2014‐16
VISION
The Capitol Hill Chamber of Commerce advocates for and promotes the long‐term economic health of
the Capitol Hill neighborhood.
MISSION
The Capitol Hill Chamber of Commerce works to ensure that Capitol Hill is a vibrant, thriving
neighborhood, by connecting and partnering with businesses, local governments and community
organizations.
SUMMARY OF GOALS
Capitol Hill Chamber of Commerce will engage in:
1. NEIGHBORHOOD BUSINESS DEVELOPMENT AND ADVOCACY
2. MARKETING, COMMUNICATIONS AND EVENTS
3. FINANCIAL SUSTAINABILITY
4. BOARD AND STAFF CAPACITY BUILDING
MAJOR INITIATIVES
Develop a Capitol Hill Community Business Plan, an Update to the Economic Vitality
Agenda
Refocus the Chamber’s Governance and legal structure to align with its mission
Expand the BIA boundaries to encompass the broader Capitol Hill business district
MAJOR
INITIATIVE
MAJOR
INITIATIVE
MAJOR
INITIATIVE
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL PLAN
Adopted by CHCC Board of Directors on 12/10/2013 2
PLAN ON A PAGE: SUMMARY OF GOALS AND ACTION STRATEGIES
GOAL #1. Neighborhood Business Development and Advocacy
A. Develop a Capitol Hill Community Business Plan, an Update to the Economic Vitality Agenda
B. Serve as the Clearinghouse and Advocate‐in‐Chief for Improvement Programs and Projects
C. Develop a Capitol Hill Policy Agenda to Drive Advocacy and Information Sharing
D. Host or Co‐Sponsor Forums and Events to Generate Ideas and Discussion in Support of Economic
Development
GOAL #2. Marketing, Communications, and Events
A. Sponsor and Promote a Lineup of Signature Capitol Hill Events
B. Align and Consolidate the Chamber’s Web Presence to Expand its Impact
GOAL #3. Financial Sustainability
A. Refocus the Chamber’s Governance and Legal Structure to Align with its Mission
B. Expand the BIA Boundaries to Better Align with Capitol Hill Business Growth
C. Expand Fundraising Activities through Grants and Business Funding
GOAL #4. Board and Staff Capacity Building
A. Develop Staffing and Systems Capacity to Manage the Chamber and BIA Operations
B. Design and Implement a Board Development Plan
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL PLAN
Adopted by CHCC Board of Directors on 12/10/2013 3
GOALS & STRATEGIES
GOAL #1. Neighborhood Business Development and Advocacy
A. Develop a Capitol Hill Community Business Plan, an Update to the Economic Vitality Agenda
Identify key stakeholders and form a Capitol Hill Advisory Committee, as well as a Subcommittee
focused on the Pike/Pine Subarea
Develop strategies to address current public safety, transportation, and other economic
development related issues
Broadly engage and involve stakeholders across the Hill in the Plan’s development
Commission a retail analysis or other supporting work to improve retail on the Hill
‐ Work could encompass determining the current mix of businesses and where there are
gaps, opportunities for leverage and complementarity with potential new retailers
Identify key actions for the community and the City of Seattle to undertake, with specific
timelines
B. Serve as the Clearinghouse and Advocate‐in‐Chief for Improvement Programs and Projects
Connect Capitol Hill’s businesses with local governments regarding policy issues, funding,
problem solving, and new opportunities
‐ Be the central source of information for Capitol Hill businesses related to policy and
planning
‐ Develop the information hub architecture and IT systems to support these activities
Be the go‐to place for media and organizations seeking information on Capitol Hill’s business,
economic and policy issues
‐ Develop media and contact lists
‐ Create informational packet – online and on paper
Advocate for policy changes and funding to address the Hill’s challenges
‐ Advocate for infrastructure and transportation projects, such as the First Hill Streetcar
Broadway Extension
‐ Advocate for and support public safety and civility improvement efforts
Work to expand Seattle’s City Center Initiative to encompass Capitol Hill
‐ Make the case for expansion of the Initiative to Capitol Hill
‐ Identify necessary steps and actions to be taken
C. Develop a Capitol Hill Policy Agenda to Drive Advocacy and Information Sharing
In collaboration with partners, establish a common policy and advocacy platform for the Hill
Broadly engage and involve stakeholders across the Hill in the Agenda’s development
Communicate the Policy Agenda through the web and other mechanisms
Update the Policy Agenda annually
MAJOR
INITIATIVE
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL PLAN
Adopted by CHCC Board of Directors on 12/10/2013 4
D. Host or Co‐Sponsor Forums and Events to Generate Ideas and Discussion in Support of Economic
Development
Work with City staff and elected officials to develop Capitol Hill Policy Forums
Publicize the Forums to actively engage businesses and community organizations on the Hill
Key Board Responsibilities
Actively participate in the Community Business Planning project
Participate in the Policy Agenda development process
Serve as Ambassadors or liaisons with other Capitol Hill stakeholder groups in the Community
Planning and Policy Agenda development processes
GOAL #2. Marketing, Communications and Events
A. Sponsor and Promote a Lineup of Signature Capitol Hill Events
Be an active partner with the many organizations that produce events on the Hill; help develop
and support events that bring visitors and shoppers to the Hill
‐ Develop partners for annual events, with clear roles and responsibilities for each partner
‐ Develop an informational packet of resources and contacts
Expand Hilloween as Capitol Hill’s premier event
‐ Obtain sponsorships and producing partners
B. Align and Consolidate the Chamber’s Web Presence to Expand its Impact
Use the website to communicate the organization’s advocacy and policy work, and its results
‐ Use e‐news briefings to communicate current policy issues, events and opportunities for
business engagement
‐ Serve as a connector and information source to quickly convey information useful to
businesses
Use CHCC’s website and newsletter to publicize and promote events
Strengthen connections with and expand use of the Capitol Hill Blog
‐ Work as a media partner with the Blog; create postings on the weekends
Strengthen ties to other media operating on the Hill, including Seattle Gay News, the Stranger,
and the Capitol Hill Times, and others
Key Board Responsibilities
Provide support for web updates and connections to other organizations
Help connect and link the Chamber’s web presence to businesses on the Hill
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL PLAN
Adopted by CHCC Board of Directors on 12/10/2013 5
GOAL #3. Financial Sustainability
A. Refocus the Chamber’ Governance and Legal Structure to Align with its Mission
Consider transitioning the organization’s charter from a 501(c)( 6) to a 501(c)(3) agency that can
act more effectively as an economic development agency. (See Attachment A for a schematic of
key features of different organizational charters.)
Identify legal and organizational issues to be addressed in refocusing the organization
Reposition and align the Chamber’s communications and key messages to focus on advocacy,
policy work and communications
B. Expand the BIA Boundaries to Better Align with Capitol Hill Business Growth
Undertake a Campaign or Program to expand the BIA’s boundaries
Search out and engage advocates in the Capitol Hill community
Engage with major property owners to build support for the expansion
Define the expanded BIA’s value proposition and service offerings
C. Expand Fundraising Activities through Grants and Business Funding
Develop a fundraising plan that identifies potential government and corporate funders and
funding levels
Define the Board’s role and activities in fundraising and grant writing
Key Board Responsibilities
Participate in evaluating the organization’s governance and legal structure, and transitioning to an
approach that is more aligned with CHCC’s mission and activities
Participate in reaching out to affected property owners to build support for the BIA boundary
expansion
Engage in fundraising efforts, including cultivation and solicitation of funding from donors
MAJOR
INITIATIVE
MAJOR
INITIATIVE
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL PLAN
Adopted by CHCC Board of Directors on 12/10/2013 6
GOAL #4. Board and Staff Capacity Building
A. Develop Staffing and Systems Capacity to Manage the Chamber and BIA Operations
Streamline the Committee structure to reduce the number of committees and staff time
required
Fund and hire administrative support for the Chamber and BIA activities and to support Plan
implementation
Develop a staffing structure to support future Chamber activities
‐ Identify targeted staff needs and capabilities in the next 2‐3 years
‐ Update the Executive Director job description
Create a staff development plan
‐ Review compensation levels; assess current compensation in comparison with other
neighborhood Chambers
‐ Identify professional development needs for Chamber staff in non‐profit management
B. Design and Implement a Board Development Plan
Identify key skills needed on the Board and recruit for future Board members
Identify and develop the next generation of Board leaders
Support ongoing education regarding best practices in Board process, structure, and decision‐
making
Key Board Responsibilities
Review current staffing structure, capacity and resources
Review Executive Director performance and compensation annually, based on the Strategic Plan
Recruit new Board members with relevant skills
Strengthen Board processes and organizational engagement
ATTACHMENT A: ORGANIZATIONAL MODELS
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL DRAFT PLAN
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014‐16
FINAL DRAFT PLAN
ATTACHMENT B: IMPLEMENTATION TIMELINE
1
CAPITOL HILL CHAMBER OF COMMERCE STRATEGIC PLAN
Implementation Timeline
GOALS AND ACTION STRATEGIES
2014 2015 2016
Q1 Q2 Q3 Q4 1st Half
2nd Half
Goal 1. NEIGHBORHOOD BUSINESS DEVELOPMENT AND ADVOCACY
A. Develop a Capitol Hill Community Business Plan, an Update to the Economic Vitality Agenda
• Identify key stakeholders and form a Capitol Hill Advisory Committee, as well as a Subcommittee focused on the Pike/Pine Subarea
• Develop strategies to address current public safety, transportation, and other economic development related issues
• Broadly engage and involve stakeholders across the Hill in the Plan’s development
• Commission a retail analysis or other supporting work to improve retail on the Hill - Work could encompass determining the current mix of businesses and
where there are gaps, opportunities for leverage and complementarity with potential new retailers
• Identify key actions for the community and the City of Seattle to undertake, with specific timelines
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014-16 ADOPTED BY CHCC BOARD OF DIRECTORS ON 12/10/2013
2
GOALS AND ACTION STRATEGIES
2014 2015 2016
Q1 Q2 Q3 Q4 1st Half
2nd Half
B. Serve as the Clearinghouse and Advocate-in-Chief for Improvement Programs and Projects
• Connect Capitol Hill’s businesses with local governments regarding policy issues, funding, problem solving, and new opportunities - Be the central source of information for Capitol Hill businesses related
to policy and planning - Develop the information hub architecture and IT systems to support
these activities
• Be the go-to place for media and organizations seeking information on Capitol Hill’s business, economic and policy issues - Develop media and contact lists - Create informational packet – online and on paper
• Advocate for policy changes and funding to address the Hill’s challenges - Advocate for infrastructure and transportation projects, such as
the First Hill Streetcar Broadway Extension - Advocate for and support public safety and civility improvement efforts
• Work to expand Seattle’s City Center Initiative to encompass Capitol Hill - Make the case for expansion of the Initiative to Capitol Hill - Identify necessary steps and actions to be taken
C. Develop a Capitol Hill Policy Agenda to Drive Advocacy and Information Sharing
• In collaboration with partners, establish a common policy and advocacy platform for the Hill
• Broadly engage and involve stakeholders across the Hill in the Agenda’s
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014-16 ADOPTED BY CHCC BOARD OF DIRECTORS ON 12/10/2013
3
GOALS AND ACTION STRATEGIES
2014 2015 2016
Q1 Q2 Q3 Q4 1st Half
2nd Half
development
• Communicate the Policy Agenda through the web and other mechanisms.
• Update the Policy Agenda annually
D. Host or Co-Sponsor Forums and Events to Generate Ideas and Discussion in Support of Economic Development
• Work with City staff and elected officials to develop Capitol Hill Policy Forums
• Publicize the Forums to actively engage businesses and community organizations on the Hill
Goal 2. MARKETING, COMMUNICATIONS AND EVENTS
A. Sponsor and Promote a Lineup of Signature Capitol Hill Events
• Be an active partner with the many organizations that produce events on the Hill; help develop and support events that bring visitors and shoppers to the Hill - Develop partners for annual events, with clear roles and responsibilities
for each partner - Develop an informational packet of resources and contacts
• Expand Hilloween as Capitol Hill’s premier event - Obtain sponsorships and producing partners
B. Align and Consolidate the Chamber’s Web Presence to Expand its Impact
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014-16 ADOPTED BY CHCC BOARD OF DIRECTORS ON 12/10/2013
4
GOALS AND ACTION STRATEGIES
2014 2015 2016
Q1 Q2 Q3 Q4 1st Half
2nd Half
• Use the website to communicate the organization’s advocacy and policy work, and its results - Use e-news briefings to communicate current policy issues, events and
opportunities for business engagement - Serve as a connector and information source to quickly convey
information useful to businesses
• Use CHCC’s website and newsletter to publicize and promote events
• Strengthen connections with and expand use of the Capitol Hill Blog - Work as a media partner with the Blog; create postings on the
weekends
• Strengthen ties to other media operating on the Hill, including Seattle Gay News, the Stranger, and the Capitol Hill Times, and others
Goal 3. FINANCIAL SUSTAINABILITY
A. Refocus the Chamber’s Governance and Legal Structure to Align with its Mission
• Consider transitioning the organization’s charter from a 501(c) 6 to a 501(c)3 agency that can act more effectively as an economic development agency
• Identify legal and organizational issues to be addressed in refocusing the organization
• Reposition and align the Chamber’s communications and key messages to focus on advocacy, policy work and communications
B. Expand the BIA Boundaries to Better Align with Capitol Hill Business Growth
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014-16 ADOPTED BY CHCC BOARD OF DIRECTORS ON 12/10/2013
5
GOALS AND ACTION STRATEGIES
2014 2015 2016
Q1 Q2 Q3 Q4 1st Half
2nd Half
• Undertake a Campaign or Program to expand the BIA’s boundaries
• Search out and engage advocates in the Capitol Hill community
• Engage with major property owners to build support for the expansion
• Define the expanded BIA’s value proposition and service offerings
C. Expand Fundraising Activities through Grants and Business Funding
• Develop a fundraising plan that identifies potential government and corporate funders and funding levels
• Define the Board’s role and activities in fundraising and grant writing
Goal 4. BOARD AND STAFF CAPACITY BUILDING
A. Develop Staffing and Systems Capacity to Manage the Chamber and BIA Operations
• Streamline the Committee structure to reduce the number of committees and staff time required
• Fund and hire administrative support for the Chamber and BIA activities and to support Plan implementation
• Develop a staffing structure to support future Chamber activities - Identify targeted staff needs and capabilities in the next 2-3 years - Update the Executive Director job description
• Create a staff development plan
CAPITOL HILL CHAMBER STRATEGIC PLAN: 2014-16 ADOPTED BY CHCC BOARD OF DIRECTORS ON 12/10/2013
6
GOALS AND ACTION STRATEGIES
2014 2015 2016
Q1 Q2 Q3 Q4 1st Half
2nd Half
- Review compensation levels; assess current compensation in comparison with other neighborhood Chambers
- Identify professional development needs for Chamber staff in non-profit management
B. Design and Implement a Board Development Plan
• Identify key skills needed on the Board and recruit for future Board members
• Identify and develop the next generation of Board leaders
• Support ongoing education regarding best practices in Board process, structure, and decision-making