WHY WE EXIST
American free enterprise has contributed to our citizens having one of the highest standards of living in the world, unsurpassed economic prosperity, and its people being the most generous in the world! Free enterprise fosters competition, which means that more companies open up, more innovation, more jobs, our quality of life increases, and our communities get stronger. Private property, economic freedom, economic incentives, competitive markets, and the limited role of government are the characteristics of a free enterprise system. Our Chamber's existence reflects our fervently-held belief that the health of the business community and the health of larger community in which it lives are inseparable. And our work – of safeguarding free enterprise and providing the tools that business need to succeed – is central to the success of the community as a whole.
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MISSION STATEMENT
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The mission of the Surprise Regional Chamber of Commerce is to champion economic prosperity, foster a pro-business climate, and to improve the quality of life in our region.
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VISION STATEMENT
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To be universally recognized for our unique and invaluable role in helping businesses prosper and helping our communities thrive.
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We are not your old school chamber: Click here for details
The Surprise Regional Chamber of Commerce is Mission-Driven
While a corporation’s success is measured by its bottom line and stock value, a nonprofit organization’s success is measured by its ability to achieve its mission. The Chamber's mission statement establishes its purpose with both passion and conviction. Our mission is aspirational and tells us why we exist. It is the foundation upon which all plans and decisions are made.
While a corporation’s success is measured by its bottom line and stock value, a nonprofit organization’s success is measured by its ability to achieve its mission. The Chamber's mission statement establishes its purpose with both passion and conviction. Our mission is aspirational and tells us why we exist. It is the foundation upon which all plans and decisions are made.
BOARD MEMBER PLEDGE
Chamber leaders are company owners, community stakeholders, and business leaders responsible for promoting the mission, providing direction, and the Chamber's financial and organizational well-being.
An established recruitment process (that includes well-defined roles and expectations and an application and screening process) ensures that all candidates are qualified and evaluated using consistent criteria and procedures.
This pledge sets of expectations for all existing and future board members.
I pledge:
- As a member of the Board of Directors, I am fully committed and dedicated to the mission of the Chamber.
- I pledge to help the Chamber carry out this mission, consistent with the functions of the office of a board member as stated in the Bylaws.
- As a board member, I have the opportunity and the obligation to appoint and evaluate the CEO, help establish strategic direction, set broad policy, and steward the assets, all supporting the organization's stated mission.
- I commit to fulfilling my board obligations with my time, talent, treasure, and relationships.
- I understand that the CEO/Executive Director is responsible, under the board's direction, for developing the long-range plan for board approval, devising acceptable short- and medium-term objectives in pursuit of that plan, and then managing the organization's resources to meet those objectives.
- I will work diligently to understand the organization's mission, purpose, goals, and programs, and I will prepare for all board and committee meetings by reviewing all related documents and materials in advance.
- Together with my fellow board members, I am responsible for the fiscal oversight of the Chamber.
- To avoid conflicts of interest between my position as a board member and my personal life. If such a conflict does arise, I will declare that conflict before the board and refrain from voting on matters and/or not be present during the discussions in which I have conflict.
- As a board member, I promise to make decisions that are always in the best interest of the Chamber.
- To support positively all actions taken by the Board of Directors, even when I am in a minority position on such actions.
- I will attend regularly scheduled board meetings and be available for consultation by phone and e-mail.
- If I miss more than four consecutive board or committee meetings without proper notice or am otherwise unable to fulfill my obligations as a board member, I will offer my resignation or request a leave of absence.
- I will make an attempt to attend major public events and fundraisers and will actively encourage support and attendance from my friends and colleagues as well.
- I know that I am a de facto ambassador for the organization. I will never offer myself as an official spokesperson for the organization without proper authority from the board or CEO.
- I will help identify and cultivate potential supporters
- I recognize the significant obligations of the staff in carrying out the work of the Chamber, and I will do my best not to interfere with the staff's operating responsibilities. While I have the right to speak with staff members about matters of mutual interest, I understand that I do not have the right to direct the actions of staff members unless appropriately authorized to do so by the board or the CEO/Executive Director.
- Uphold confidentiality. I understand that the board must speak with one voice. Therefore I agree not to divulge board-level discussions to outsiders unless the board has adopted a different policy for a specific instance or issue.
The Secret to Building an Effective Chamber Board/CEO Relationship
Watch this 2 minute video
Watch this 2 minute video
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HORIZON INITIATIVE:
Nine Influences Shaping the Next Decade for Chambers of Commerce " A must read for all volunteer leaders" One Page Summary |
We are a "Three C" Chamber. What Does That Mean?
We Exist to Be:
- A Catalyst for business growth,
- A Convener for leaders and influencers,
- And a Champion for stronger communities.
The Surprise Regional Chamber of Commerce strives to further the collective interests of the business community, champion free-enterprise, and work to solve challenges faced by business owners. Signature programs include advocacy activities, digital/internet marketing promotions, and business retention programs (buy local/shop local campaigns). Meeting attendance is never required. Members don't need to lift a finger to receive benefits from the Chamber!
What are the basic responsibilities of nonprofit
boards?
Citation: www.BoardSource.org
1. Determine mission and purpose. It is the board’s
responsibility to create and review a statement of mission
and purpose that articulates the organization’s goals,
means, and primary constituents served.
2. Select the chief executive. Boards must reach consensus
on the chief executive’s responsibilities and undertake a
careful search to find the most qualified individual for
the position.
3. Support and evaluate the chief executive. The board
should ensure that the chief executive has the moral and
professional support he or she needs to further the goals
of the organization.
4. Ensure effective planning. Boards must actively
participate in an overall planning process and assist in
implementing and monitoring the plan’s goals.
5. Monitor, and strengthen programs and services. The
board’s responsibility is to determine which programs
are consistent with the organization’s mission and
monitor their effectiveness.
6. Ensure adequate financial resources. One of the board’s
foremost responsibilities is to secure adequate resources
for the organization to fulfill its mission.
7. Protect assets and provide proper financial oversight.
The board must assist in developing the annual budget
and ensuring that proper financial controls are in place.
8. Build a competent board. All boards have a responsibility
to articulate prerequisites for candidates, orient new
members, and periodically and comprehensively evaluate
their own performance.
9. Ensure legal and ethical integrity. The board is ultimately
responsible for adherence to legal standards and ethical
norms.
10. Enhance the organization’s public standing. The
board should clearly articulate the organization’s mission,
accomplishments, and goals to the public and garner
support from the community.
What are the legal responsibilities of nonprofit
boards?
Under well-established principles of nonprofit corporation
law, a board member must meet certain standards
of conduct and attention in carrying out his or her
responsibilities to the organization. Several states have
statutes adopting some variation of these duties which
would be used in court to determine whether a board
member acted improperly. These standards are usually
described as the duty of care, the duty of loyalty and the
duty of obedience.
Duty of Care
The duty of care describes the level of competence that is
expected of a board member, and is commonly expressed as
the duty of “care that an ordinarily prudent person would
exercise in a like position and under similar circumstances.”
This means that a board member owes the duty to exercise
reasonable care when he or she makes a decision as a
steward of the organization.
Duty of Loyalty
The duty of loyalty is a standard of faithfulness; a board
member must give undivided allegiance when making
decisions affecting the organization. This means that a
board member can never use information obtained as a
member for personal gain, but must act in the best interests
of the organization.
Duty of Obedience
The duty of obedience requires board members to be
faithful to the organization’s mission. They are not
permitted to act in a way that is inconsistent with the
central goals of the organization. A basis for this rule lies in
the public’s trust that the organization will manage donated
funds to fulfill the organization’s mission.
What are the responsibilities of individual board
members?
• Attend all board and committee meetings and functions,
such as special events.
• Be informed about the organization’s mission, services,
policies, and programs.
• Review agenda and supporting materials prior to board
and committee meetings.
• Serve on committees or task forces and offer to take on
special assignments.
• Make a personal financial contribution to the
organization.
• Inform others about the organization.
• Suggest possible nominees to the board who can make
significant contributions to the work of the board and
the organization.
• Keep up-to-date on developments in the organization’s
field.
• Follow conflict-of-interest and confidentiality policies.
• Refrain from making special requests of the staff.
• Assist the board in carrying out its fiduciary
responsibilities, such as reviewing the organization’s
annual financial statements.
Personal characteristics to consider for leadership positions
• Ability to: listen, analyze, think clearly and creatively,
work well with people individually and in a group.
• Willing to: prepare for and attend board and committee
meetings, ask questions, take responsibility and follow
through on a given assignment, contribute personal
and financial resources in a generous way according
to circumstances, open doors in the community,
evaluate oneself.
• Develop certain skills if you do not already possess
them, such as to: cultivate and solicit funds, cultivate
and recruit board members and other volunteers, read
and understand financial statements, learn more about
the substantive program area of the organization.
• Possess: honesty, sensitivity to and tolerance of differing
views, a friendly, responsive, and patient approach,
community-building skills, personal integrity, a
developed sense of values, concern for your nonprofit’s
development, a sense of humor.
What is the job description of a board chair?
• Oversees board and executive committee meetings
• Works in partnership with the chief executive to make
sure board resolutions are carried out
• Calls special meetings if necessary
• Assists chief executive in preparing agenda for board
meetings
• Assists chief executive in conducting new board member
orientation
• Oversees searches for a new chief executive
• Coordinates chief executive’s annual performance
evaluation
• Works with the governance committee to recruit new
board members
• Acts as an alternate spokesperson for the organization
• Periodically consults with board members on their roles
and help them assess their performance
What is the job description of a board chair-elect?
• Attend all board meetings
• Serve on the executive committee if one exists
• Carry out special assignments as requested by the board
chair
• Understand the responsibilities of the board chair and
be able to perform these duties in the chair’s absence
• Participate as a vital part of the board leadership
Is there a difference between a board of
governors, a board of directors, and a board of
trustees?
Legally and in practice, all of these definitions describe the
same governing body of a nonprofit. The term “trustee”
originally refers to the person who has the fiduciary duty
for a charitable trust or a foundation. By tradition, the
higher education institutions also tend to refer to their
board members as trustees.
What questions should we ask our potential
board members?
The objective of board recruitment is to find willing, able,
and committed board members. How do you know if a
candidate is going to be the right person for your board?
You can never be 100 percent sure, but if you ask direct
questions you can get pretty close. Here are some examples:
• Why are you interested in our organization?
• Why are you interested in serving on a board?
• Do you have any previous board service, leadership, or
volunteer experience? Are you presently serving on any
boards?
• What kinds of skills or expertise can you offer? How will
the organization benefit from your participation? How
do you think we could best take advantage of your
expertise?
• What do you expect us to do for you so that your
experience is satisfying?
• What kind of time and financial commitment will you
be able to make? Are you willing to serve on committees
and task forces? Can we expect you to come to board
meetings regularly? Would you be able to make a
personal contribution?
What should I know before joining a nonprofit
board?
Serving as a board member is one of the most challenging
and rewarding of volunteer assignments. While
appointment or election to a board is an honor, board
members have important legal and fiduciary responsibilities
that require a commitment of time, skill, and resources.
Prospective board members do themselves a service and
show that they are serious about the commitments they
make by asking some basic questions before joining an
organization’s board. You can find the answers from the
board member who issues the invitation to join; the chief
executive of the organization; the board chairperson; other
board members, current and former; or written materials.
Long-time board members might also benefit from an
organization review that answers these questions.
Ask questions about the organization’s programs
• What is the organization’s mission?
• How do its current programs relate to the mission?
• Does the organization have a strategic plan that is
reviewed and evaluated on a regular basis?
Ask questions about the organization’s financial status
• Is the financial condition of the organization sound?
• Does the board discuss and approve the annual budget?
• How often do board members receive financial reports?
Ask questions about the structure of the board
• How is the board structured?
• Are there descriptions of the responsibilities of the board
as a whole and of individual board members?
• Are there descriptions of board committee functions and
responsibilities?
• Who are the other board members?
• Is there a system of checks and balances to prevent
conflicts of interest between board members and the
organization?
• Does the organization have directors and officers liability
coverage?
Ask questions about individual board members’
responsibilities
• What are the ways that you think I can contribute as a
board member?
• How much of my time will be required for meetings and
special events?
• How are committee assignments made?
• What orientation will I receive to the organization and to
the responsibilities of board service?
• Does the organization provide opportunities for board
development and education?
• What is the board’s role in fundraising and membership recruitment?
• Will I be expected to make a specific annual financial
contribution?
• What role will I play in soliciting donors?
Evaluate your interest in serving on the board
Once you are satisfied with the information you have
received, it is time to evaluate your own interest in serving
on the board. Ask yourself the following questions:
• Am I committed to the mission of the organization?
• Can I contribute the time necessary to be an effective
board member?
• Am I comfortable with the approach and tone of the
organization’s fundraising efforts?
• Can I contribute financial support consistent with the
organization’s expectations of board members and with
my own means and priorities?
• Can I place the organization’s purposes and interests
above my own professional and personal interests when
making decisions as a board member?
Here are some reasons why
people join nonprofit boards:
• They know their skills are needed.
• A nonprofit is going to improve and will benefit from
their contributions.
• There is a possibility to effect change in an organization.
• They will feel good by doing good.
• They enjoy collaborating with interesting people who
have the same interests and values.
• They want to learn new skills.
• They enjoy being recognized for their efforts.
• They want to give back to the community.
• They have found a new reason to live productively.
• They want to have an impact.
• It can be fun.
boards?
Citation: www.BoardSource.org
1. Determine mission and purpose. It is the board’s
responsibility to create and review a statement of mission
and purpose that articulates the organization’s goals,
means, and primary constituents served.
2. Select the chief executive. Boards must reach consensus
on the chief executive’s responsibilities and undertake a
careful search to find the most qualified individual for
the position.
3. Support and evaluate the chief executive. The board
should ensure that the chief executive has the moral and
professional support he or she needs to further the goals
of the organization.
4. Ensure effective planning. Boards must actively
participate in an overall planning process and assist in
implementing and monitoring the plan’s goals.
5. Monitor, and strengthen programs and services. The
board’s responsibility is to determine which programs
are consistent with the organization’s mission and
monitor their effectiveness.
6. Ensure adequate financial resources. One of the board’s
foremost responsibilities is to secure adequate resources
for the organization to fulfill its mission.
7. Protect assets and provide proper financial oversight.
The board must assist in developing the annual budget
and ensuring that proper financial controls are in place.
8. Build a competent board. All boards have a responsibility
to articulate prerequisites for candidates, orient new
members, and periodically and comprehensively evaluate
their own performance.
9. Ensure legal and ethical integrity. The board is ultimately
responsible for adherence to legal standards and ethical
norms.
10. Enhance the organization’s public standing. The
board should clearly articulate the organization’s mission,
accomplishments, and goals to the public and garner
support from the community.
What are the legal responsibilities of nonprofit
boards?
Under well-established principles of nonprofit corporation
law, a board member must meet certain standards
of conduct and attention in carrying out his or her
responsibilities to the organization. Several states have
statutes adopting some variation of these duties which
would be used in court to determine whether a board
member acted improperly. These standards are usually
described as the duty of care, the duty of loyalty and the
duty of obedience.
Duty of Care
The duty of care describes the level of competence that is
expected of a board member, and is commonly expressed as
the duty of “care that an ordinarily prudent person would
exercise in a like position and under similar circumstances.”
This means that a board member owes the duty to exercise
reasonable care when he or she makes a decision as a
steward of the organization.
Duty of Loyalty
The duty of loyalty is a standard of faithfulness; a board
member must give undivided allegiance when making
decisions affecting the organization. This means that a
board member can never use information obtained as a
member for personal gain, but must act in the best interests
of the organization.
Duty of Obedience
The duty of obedience requires board members to be
faithful to the organization’s mission. They are not
permitted to act in a way that is inconsistent with the
central goals of the organization. A basis for this rule lies in
the public’s trust that the organization will manage donated
funds to fulfill the organization’s mission.
What are the responsibilities of individual board
members?
• Attend all board and committee meetings and functions,
such as special events.
• Be informed about the organization’s mission, services,
policies, and programs.
• Review agenda and supporting materials prior to board
and committee meetings.
• Serve on committees or task forces and offer to take on
special assignments.
• Make a personal financial contribution to the
organization.
• Inform others about the organization.
• Suggest possible nominees to the board who can make
significant contributions to the work of the board and
the organization.
• Keep up-to-date on developments in the organization’s
field.
• Follow conflict-of-interest and confidentiality policies.
• Refrain from making special requests of the staff.
• Assist the board in carrying out its fiduciary
responsibilities, such as reviewing the organization’s
annual financial statements.
Personal characteristics to consider for leadership positions
• Ability to: listen, analyze, think clearly and creatively,
work well with people individually and in a group.
• Willing to: prepare for and attend board and committee
meetings, ask questions, take responsibility and follow
through on a given assignment, contribute personal
and financial resources in a generous way according
to circumstances, open doors in the community,
evaluate oneself.
• Develop certain skills if you do not already possess
them, such as to: cultivate and solicit funds, cultivate
and recruit board members and other volunteers, read
and understand financial statements, learn more about
the substantive program area of the organization.
• Possess: honesty, sensitivity to and tolerance of differing
views, a friendly, responsive, and patient approach,
community-building skills, personal integrity, a
developed sense of values, concern for your nonprofit’s
development, a sense of humor.
What is the job description of a board chair?
• Oversees board and executive committee meetings
• Works in partnership with the chief executive to make
sure board resolutions are carried out
• Calls special meetings if necessary
• Assists chief executive in preparing agenda for board
meetings
• Assists chief executive in conducting new board member
orientation
• Oversees searches for a new chief executive
• Coordinates chief executive’s annual performance
evaluation
• Works with the governance committee to recruit new
board members
• Acts as an alternate spokesperson for the organization
• Periodically consults with board members on their roles
and help them assess their performance
What is the job description of a board chair-elect?
• Attend all board meetings
• Serve on the executive committee if one exists
• Carry out special assignments as requested by the board
chair
• Understand the responsibilities of the board chair and
be able to perform these duties in the chair’s absence
• Participate as a vital part of the board leadership
Is there a difference between a board of
governors, a board of directors, and a board of
trustees?
Legally and in practice, all of these definitions describe the
same governing body of a nonprofit. The term “trustee”
originally refers to the person who has the fiduciary duty
for a charitable trust or a foundation. By tradition, the
higher education institutions also tend to refer to their
board members as trustees.
What questions should we ask our potential
board members?
The objective of board recruitment is to find willing, able,
and committed board members. How do you know if a
candidate is going to be the right person for your board?
You can never be 100 percent sure, but if you ask direct
questions you can get pretty close. Here are some examples:
• Why are you interested in our organization?
• Why are you interested in serving on a board?
• Do you have any previous board service, leadership, or
volunteer experience? Are you presently serving on any
boards?
• What kinds of skills or expertise can you offer? How will
the organization benefit from your participation? How
do you think we could best take advantage of your
expertise?
• What do you expect us to do for you so that your
experience is satisfying?
• What kind of time and financial commitment will you
be able to make? Are you willing to serve on committees
and task forces? Can we expect you to come to board
meetings regularly? Would you be able to make a
personal contribution?
What should I know before joining a nonprofit
board?
Serving as a board member is one of the most challenging
and rewarding of volunteer assignments. While
appointment or election to a board is an honor, board
members have important legal and fiduciary responsibilities
that require a commitment of time, skill, and resources.
Prospective board members do themselves a service and
show that they are serious about the commitments they
make by asking some basic questions before joining an
organization’s board. You can find the answers from the
board member who issues the invitation to join; the chief
executive of the organization; the board chairperson; other
board members, current and former; or written materials.
Long-time board members might also benefit from an
organization review that answers these questions.
Ask questions about the organization’s programs
• What is the organization’s mission?
• How do its current programs relate to the mission?
• Does the organization have a strategic plan that is
reviewed and evaluated on a regular basis?
Ask questions about the organization’s financial status
• Is the financial condition of the organization sound?
• Does the board discuss and approve the annual budget?
• How often do board members receive financial reports?
Ask questions about the structure of the board
• How is the board structured?
• Are there descriptions of the responsibilities of the board
as a whole and of individual board members?
• Are there descriptions of board committee functions and
responsibilities?
• Who are the other board members?
• Is there a system of checks and balances to prevent
conflicts of interest between board members and the
organization?
• Does the organization have directors and officers liability
coverage?
Ask questions about individual board members’
responsibilities
• What are the ways that you think I can contribute as a
board member?
• How much of my time will be required for meetings and
special events?
• How are committee assignments made?
• What orientation will I receive to the organization and to
the responsibilities of board service?
• Does the organization provide opportunities for board
development and education?
• What is the board’s role in fundraising and membership recruitment?
• Will I be expected to make a specific annual financial
contribution?
• What role will I play in soliciting donors?
Evaluate your interest in serving on the board
Once you are satisfied with the information you have
received, it is time to evaluate your own interest in serving
on the board. Ask yourself the following questions:
• Am I committed to the mission of the organization?
• Can I contribute the time necessary to be an effective
board member?
• Am I comfortable with the approach and tone of the
organization’s fundraising efforts?
• Can I contribute financial support consistent with the
organization’s expectations of board members and with
my own means and priorities?
• Can I place the organization’s purposes and interests
above my own professional and personal interests when
making decisions as a board member?
Here are some reasons why
people join nonprofit boards:
• They know their skills are needed.
• A nonprofit is going to improve and will benefit from
their contributions.
• There is a possibility to effect change in an organization.
• They will feel good by doing good.
• They enjoy collaborating with interesting people who
have the same interests and values.
• They want to learn new skills.
• They enjoy being recognized for their efforts.
• They want to give back to the community.
• They have found a new reason to live productively.
• They want to have an impact.
• It can be fun.
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Goals of the Surprise Regional Chamber of Commerce |
• Helping Members grow while enhancing their image and credibility among consumers and other businesses.
• Being a catalyst for business growth, and helping all businesses prosper by being the Voice of the business community and an ardent proponent of the free enterprise system.
• Educating the Public on how they can support the current and future economic prosperity of the region built on thriving employers.
• Being a catalyst for business growth, and helping all businesses prosper by being the Voice of the business community and an ardent proponent of the free enterprise system.
• Educating the Public on how they can support the current and future economic prosperity of the region built on thriving employers.
Not All Chambers Are The Same
And Some Chambers Never Change
Chambers of commerce started as associations of business owners who promoted and protected the interests of the business community. In the 1950's many chambers morphed into civic organizations that also focused on Parades, Parties, and Pageants (AKA, 3-P chambers). During the 1960's many chambers became well known for social events, also known as mixers (networking events with adult beverages). Beginning in the 21st Century, many chambers started shifting back to their original purpose of representing the interests of the business community. Today's modern chamber is focused on advocacy and is typically referred to as a 3-C chamber in the industry. The 3-C designation in the chamber profession, is used because these chambers exist to be a Catalyst for business growth, A Convener for leaders and influencers, And a Champion for healthier communities. Today chambers fall on a broad spectrum of business models, from those that focus events and mixers, to some of the most influential business lobbying organizations in the community and the U.S.
The Surprise Regional Chamber of Commerce is a 3-C chamber.
Board Information and Resources
Please schedule your board member orientation meeting with the CEO, prior to your first board meeting!
Overview Documents
Essential Resource in Understanding your Role and Responsibilities
(Citation: BoardSource)
Surprise Regional Chamber of Commerce
Perpetual Documents
CEO Job Description and Compensation
National Chamber Surveys (ACCE, WACE and US Chamber)
Miscellaneous
WACE LEADERSHIP PODCASTS
FINANCIAL
MARKET DATA
Please schedule your board member orientation meeting with the CEO, prior to your first board meeting!
Overview Documents
- Chambers of Commerce: The Basics
- HORIZON INITIATIVE: Nine Influences Shaping the Next Decade for Chambers of Commerce
- Defining the Promise of the Chamber of Commerce In the 21st Century
- Defining the Chamber Brand: 3-minute Video
- Annual Cumulative Chamber Survey ( Program priorities, business size, etc.)
- The Schapiro Group: Brand Recognition Study
- Four Membership Market Segments
Essential Resource in Understanding your Role and Responsibilities
(Citation: BoardSource)
- Nonprofit Essentials (sector, types of Boards, IRS, making a profit and conflicts of interest)
- Video ( 2 minutes): The Secret to Building an Effective Chamber Board/CEO Relationship
- Board and Staff Roles
- Board Responsibilities and Structures- FAQ (responsibility of board, individuals, board chair, treasurer and vice chair)
- The Role of the Board Chair
- Financial and Fundraising Issues- FAQ ( Financial questions to ask, fraud prevention, executive compensation, fundraising)
- Fiduciary Responsibilities
- Board Fundamentals: Understanding Roles in Nonprofit Governance (83 pages)
Surprise Regional Chamber of Commerce
- Board of Directors Application and Board Pledge
- Board Self Assessment Survey
- Conflict of Interest Form
Perpetual Documents
- Bylaws
- Community Chamber: C-3 Tax Exempt Letter
- Chamber of Commerce: C-6 Tax Exempt Letter
- Article of Incorporation
- Early History (1964-1992)
CEO Job Description and Compensation
- Strengthen Ties Between the Board and Executive Leader (the performance evaluation)
- CEO Job Description
- CEO Performance Review Document
- CEO Bonus Plan
National Chamber Surveys (ACCE, WACE and US Chamber)
- HORIZON INITIATIVE: Nine Influences Shaping the Next Decade for Chambers of Commerce (one pager)
- Trends in Chamber Operations
- Government Funding Survey
- Candidate Endorsement & PAC Survey
- Non -Dues Survey
- COVID IMPACT ON CHAMBERS (Economic Recovery Report)
Miscellaneous
- Small Business Regulation Study
- board_and_office_policies__2023_.pdfOffice Guidelines
- VP Marketing Job Description
- VP Marketing performance Review
- Office Manager Job Description
WACE LEADERSHIP PODCASTS
- Transitioning from Parties to Problem Solving
- Elections Matter with John Brewer
- The Chamber is Current and Credible with Glenn Morris
- How to Become a 3C Chamber
- Keith Woods Talks About Chambers and Relevancy
- Turning up the Heat on Elected Officials
- Time to Rock the Boat!
- Politics without a PAC
- Anatomy of a Successful Chamber
- Who Does What? CEO vs. Board
- The Most Important Committee at Your Chamber
FINANCIAL
- Financial and Fundraising Issues- FAQ ( Financial questions to ask, fraud prevention, executive compensation, fundraising)
- Fiduciary Responsibilities
MARKET DATA
“The Surprise Regional Chamber of Commerce is the largest business organization in the N.W. Valley representing companies of all sizes across every sector of the economy. They all share one thing: They count on the Chamber to be their voice in Washington, Arizona, and in every community.”
Additional Facts
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