We are proud to work here; we are committed to creating an optimistic and balanced culture through passion, enthusiasm and dedication.
We are the trusted and dependable source. We are honest and accountable in all endeavors and do the right thing because we are guided by a set of moral principles.
We exceed expectations by providing knowledgeable, thoughtful solutions, and leading by example.
We better our community through servant leadership, encouraging compassionate relationships, and collectively working toward a common goal.
We believe that through diversity, collaboration, and teamwork we create an inspired, open, and welcoming environment that leads to the greater good.
• Serves as the regional link between business and government by defining legislative priorities that help our local economy grow.
• Ensures the voice of business is heard and represented on local, state and national legislative policy issues.
• Advocates for business-driven policy that impacts businesses of all sizes (taxation, regulation, infrastructure, etc.).
• Engages the community in the political process including registering to vote, contacting legislators, hosting educational forums and organizing Calls to Action.
• Influences long-term prosperity and quality of life for our region.
• Activates the next generation leaders with programs to prepare them for the challenges and opportunities facing our region.
• Delivers unique programming that builds a vibrant, cohesive community, that embraces togetherness and welcomes all.
• Champions Social Equity & Innovation (SEI) initiativesthat are sources of competitive advantage for business and our region.
• Engages local education and healthcare leaders to address issues affecting our quality of life.
• Convenes the minority community to listen, help bridge gaps and create a place where everybody feels safe and valued.
• Markets our vibrant area to leisure, meetings, sports and relocation markets generating tourism revenue that funds investment in building the destination’s strength and quality of place.
• Activates quality experiences for both visitors and residents.
• Champions destination stewardship by balancing responsible economic development, sustainable tourism and quality of life.
• Aligns the community by building public support around a shared destination vision and keeps the community and marketplace engagement fresh and relevant.
• Defines and promotes Rogers as an arts and entertainment destination in the region.
• Creates a pro-business, pro-growth economic environment to attract new business and help businesses of all sizes to prosper.
• Works with industries both large and small to create jobs and increase business expansion.
• Provides development resources and assistance with state tax incentives, site selection, economic data and marketing research insights.
• Develops talent pipelines by assessing skills gaps and filling them by connecting educators with industries to ensure skills taught align with the current and future workforce needs of our community.
• Drives increased sales tax collections that fund quality of place amenities that influence retention of employers and their employees in the region.
• Provides resources and support for implementing the Downtown Rogers Initiative Plan designed to prepare downtown for sustainable growth.
• Provides essential resources and just in time education to help start, run and grow small business.
• Opens the door to new connections for small business to succeed.
• Engages the Small Business Council that serves as the voice of small business to guide support and programming.
• Partners with organizations that are invaluable resources for small business and entrepreneurial startups.
• Advocates for small business and offers opportunitiesto influence civic, social and economic initiatives supporting growth.
• Offers a variety of affordable advertising and sponsorship opportunities to increase visibility and awareness.
President/CEO rburns@rogerslowell.com
Senior Vice President of Member Services ssummers@rogerslowell.com
Senior Vice President of Community Development ross@rogerslowell.com
Vice President of Downtown Development karen@rogerslowell.com
Finance Manager loretta@rogerslowell.com
Account Executive jacque@rogerslowell.com
Marketing Communications Manager justin@rogerslowell.com
Meredith Alvarez
Customer Relations Specialist meredith@rogerslowell.com
Executive Director/ Executive Vice President | Visit Rogers jr@rogerslowell.com
Senior Vice President of Economic Development steve@rogerslowell.com
Senior Vice President of Accounting & Finance vickie@rogerslowell.com
Vice President of Government Affairs sara@rogerslowell.com
Director of Sales | Visit Rogers luke@rogerslowell.com
Member Relations Manager marni@rogerslowell.com
Community Engagement & Inclusion Manager Mariana@rogerslowell.com
Vice President of Operations katie@rogerslowell.com
Senior Vice President of Marketing Communications brad@rogerslowell.com
Senior Vice President of Community Engagement & Inclusion geovanny@rogerslowell.com
Creative Services Director nick@rogerslowell.com
Special Events Coordinator Maggie@rogerslowell.com
Marketing Communications Manager skylar@rogerslowell.com
Sales & Services Coordinator | Visit Rogers dane@rogerslowell.com
Executive Committee
CHAIRMAN OF THE BOARD Mike Power First Security Bank
CHAIRMAN-ELECT
Tom Allen Cushman & Wakefield | Sage Partners
TREASURER Michael Parker Nabholz
PAST CHAIRMAN
Erin Kiefer Assembled Products Corporation
PRESIDENT/CEO Raymond Burns Rogers Lowell Chamber
MEMBER AT LARGE Josh Vasquez Encore Bank
Kristen Boozman
Portfolio Sotheby’s International Realty
Dean Fisher Glad Manufacturing Company Angela GraysonGA Precipice IP, PLLC
Mat Mozzoni Cox Business
Patrick Kerrwood Northwest Health Knight Weis* Signature Bank of Arkansas
Andrea Allen Onyx Coffee Lab
Daizy Andrade University of Arkansas
Andrew Branch NWA National Airport-XNA
Austin Bryan Hogan Taylor
Larry CooperDM Embassy Suites NW Arkansas
Brad CrainED Arvest Benton County
Ever Cuellar First Security Bank
Mike Dodge Carroll Electric Coop. Corp.
Bruce Barkley KHBS/KHOG
Eric Pianalto Mercy Hospital Northwest Arkansas
Gaven Smith J.B. Hunt Transportation, Inc. Stennett Thompkins AAA Insurance Brandy Tuft* Forvis Josh VasquezCD Encore Bank
Keri EarwoodMS Shelter Insurance
David Faulkner Pinnacle Hills Promenade
David Foster APAC - Central, Inc.
Adam Griffis George’s Inc.
Bradley Hardin AEP/SWEPCO
Mayor Greg Hines City of Rogers
Joey Msall Black Hills Energy
Tom Hopper TallChamps, LLC
Corry Hull BHC Insurance
Lane Crider Beaver Water District
Emily Ironside Crystal Bridges Museum of American Art
Peter Lane Walton Arts Center
Mayor Chris Moore City of Lowell
Barry Moehring Benton County Judge
Lulu Peredo Runway Group
Dr. Jeff Perry Rogers Public Schools
Brent Massey CEI Engineering Associates, Inc.
Brad Crain Arvest Bank Benton County
Jaclyn Henderson* Regions Bank
Carey Lingenfelter Ozark Juniors Volleyball Club Michelle Wynn Child Care Aware of NWA
Jason Adams Benchmark Group
Rafael Rios Yeyo’s Mezcaleria & Taqueria at the 1907
Dr. Dennis Rittle Northwest Arkansas Community College
Dr. Jim Rollins Northwest Technical Institute
Matt Taliaferro Boys & Girls Club of Benton County
Denise Thomas World Trade Center Arkansas
Dick Trammel Chairman Emeritus
Jeff Wood Tyson Foods
Division Chair (CD - Community Development, MS - Member Services, ED - Economic Development, GA - Government Affairs, DM - Destination Marketing)
#1: Optimize Communications with the Smart Brevity Platform to Deliver Target Audiences Engaging Content Efficiently across all Internal and External Channels.
Finalize deployment of new AXIOS HQ Brevity Platform to increase eNews open rates by at least 40 percent (year over year) in 2023 for the Mission Memo, Calendar at a Glance, Go Downtown Rogers, NWA Emerging Leaders, Chamber Voice Magazine, Message from the President/CEO, and quarterly Mission 5 reports.
Increase Chamber storytelling and track number of mission stories in 2023 as a baseline. ACTIONS (STRATEGIES AND TACTICS)
• Launch new Hustle in Heels monthly eNews, re-launch Destination Rogers quarterly eNews and Government Affairs eNews.
• Integrate brevity format into internal staff communications and press releases.
• Create storytelling process for curating and publishing stories about the Chamber’s mission-work, people, and culture.
• Evolve Thought Leadership Program featuring Chamber SMEs; pitch media for OpEd placement and media interview opportunities.
2023 STRATEGIC GOAL ALIGNMENT: NEW BRAND IDENTITY
Objectives:
Deploy Marketing Communication Campaigns: Execute internal soft launch plan to complete by end of January, external launch plan to complete by end of April, and post launch integrated marketing communications plan with completion in December.
ACTIONS (STRATEGIES AND TACTICS)
• Design and produce sub-brand logos tied to new master brand identity and implement in all events, programs, and publications.
• Transition new brand identity to organization’s assets and touchpoints (membership certificates, proud partner window decals, business forms, name badges, business cards, social media properties, Voice of Business channels, sales and member engagement sales collateral, event signage, slide deck template, and internal/external building signage.
• Produce and print new Brand Book with style guide and brand strategy.
• Celebrate new brand internally with staff and board of directors.
• Execute social media drip campaign to tease and reveal brand January through April.
• Celebrate new brand at Annual Celebration of Business & Community April 6.
• Position brand with brand image campaign in Chamber’s channels and local media (advertising trade with media partners) from April through December.
• Develop content strategy to deliver brand messaging and brand stories that resonate
• with target audiences, e.g., NextGen, including videos, reels, and podcasts.
• Create a Brand Toolkit to release to brand ambassadors, partners, and media.
Objective: Support Member Services in selling affordable Suite of Advertising and Sponsorship Solutions to target audiences (customers and members) to achieve revenue goal of $66,500 in 2023. MarCom provides sale promotion, fulfills all sales, and provides metrics as needed.
ACTIONS (STRATEGIES AND TACTICS)
• Sell $5,000 in Web Banner Advertising for RogersLowell.com.
• Sell $7,500 in eNews Banner Advertising.
• Sell $2,000 in Chamber Voice of Business eMagazine Advertising.
• Sell $2,000 in Social Media Marketing (SMM) Packages.
• Sell $50,000 in The Good Life Destination Guide Advertising.
2023 STRATEGIC GOAL ALIGNMENT: STRATEGIC COMMUNICATIONS, WORKFORCE DEVELOPMENT, DOWNTOWN DEVELOPMENT, GOVERNMENT AFFAIRS & PARTNERSHIPS, TOURISM & ECONOMIC IMPACT, NEXTGEN OUTREACH, MINORITY OUTREACH, NEW BRAND LAUNCH, AND CENTER OF SMALL BUSINESS.
Objective:
Negotiate $185,000+ in Trade Media with Media Partnerships for advertising support in 2023 (Utilized $181,000 in Trade in 2022).
ACTIONS (STRATEGIES AND TACTICS)
• Create and Execute Advertising Media Plan (TV/Radio/Online/Print/Outdoor/Digital).
• In addition to Signature Events, promote New Brand and Mission 5 messaging.
2023 STRATEGIC GOAL ALIGNMENT: STRATEGIC COMMUNICATIONS, NEXTGEN OUTREACH, NEW BRAND LAUNCH AND CENTER OF SMALL BUSINESS.
Objective:
Total Chamber “One Number”: Increase Chamber’s total social media properties audience by five (5) percent in 2023 to 71,500 (68,280 in 2022); increase by four (4) percent in 2023 to 8,400,000 impressions (8,111,959 in 2022) and engagement by three (3) percent in 2023 to 298,000 (289,256 in 2022).
ACTIONS (STRATEGIES AND TACTICS)
• Utilize reels and stories and boost social media posts to increase reach and appeal to the NextGen audience better for all sub-brands of the Chamber.
• Tell more stories about how the Chamber impacts and supports the community, feature more testimonials from members and partners, and celebrate people in the community who are leading and making a difference.
• Track and report social media metrics by platform and roll up into “one number” for key metrics for all platforms of all sub-brands of the Chamber master brand.
• Extend the new #ShopNWA campaign to be year-round.
• Execute social media drip campaign in the first quarter of 2023 for the new brand.
• Promote Chamber and Member News on social platforms.
Objectives:
Plan and execute 100 percent on-time delivery of the 2023 Production Schedule.
ACTIONS (STRATEGIES AND TACTICS)
• Implement daily job/project tracking and checkpoints to ensure deadlines are met.
• Produce Annual Report to highlight accomplishments to stakeholders related to the Chamber’s Mission 5 and publish in February. Produce Business Plan and publish in March.
• Produce The Good Life Destination Guide; distribute in April; promote in monthly emails to subscribers/members to drive readership/views.
• Produce the new Chamber Voice of Business eMagazine each month. Promote in email blast to subscribers at the beginning of each month with links to content highlights.
• Produce eNews per week - Monday Memo, Go Downtown Rogers, and Calendar at a Glance delivering an average open rate between 35-40 percent.
• Re-launch and produce at least two episodes per month of the Voice of Business Podcast to build audience with NextGen target audience.
• Publish Voice of Business Blog, Chamber News and Member News articles weekly.
• Produce Voice of Business Videos to support new Brand Identity, Mission 5 Messaging, Events Promotion and Member Storytelling/ Testimonials, e.g., Mission Minute.
Audit websites (Master and Sub-Brands) quarterly to identify opportunities for evolving website copy and content that effectively communicates the Chamber’s Mission 5 work.
ACTIONS (STRATEGIES AND TACTICS)
• Produce new Mission 5 web content throughout 2023.
• Curate and add content for Small Business & Entrepreneurial Development mission including the online Small Business Toolkit.
• Assist with content development/maintenance for all Sub-Brand websites.
Integrate Mission 5 messaging into press releases; conduct media outreach to support each Division’s goals as opportunities are identified.
ACTIONS (STRATEGIES AND TACTICS)
• Develop Press Releases, Media Advisories, Briefing Books, and Q&As as required for Chamber programs, events, news, and strategic announcements.
“Trusted Source” by informing target audiences with timely, relevant, and essential News, Information and Resources.
2023 STRATEGIC GOAL ALIGNMENT: STRATEGIC COMMUNICATIONS
Total Chamber “One Number”: Increase the Chamber’s total website properties’ annual Total Visitors from 481,500 in 2022 to 505,500 (+5%), Total Sessions (how many times users visit website) from 448,202 in 2022 to 470,600 (+5%), and Total Page Views from 848,923 in 2022 to 891,300 (+5%).
Convert website traffic to membership sales from 76 memberships sold in 2022 to 84 in 2023 (+10%).
ACTIONS (STRATEGIES AND TACTICS)
• Evolve website content to reflect new master brand and improve navigation to sub-brands.
• Produce and promote a new FAQs section on the website with a new video about common member questions to help save staff customer service time.
• Promote links to website content in publications, social media, and online marketing.
• Continue managing the Content Management Process to refresh and update website content quarterly with content stakeholders.
• Expand Customer, Member, and Investor Testimonials web content.
Save Money for the Chamber.
2022 STRATEGIC GOAL ALIGNMENT: MISSION 5 SUPPORT.
Objective:
Deliver Creative Services 100% on time, on budget and on strategy and calculate total relative production value (RPV) for what it would have cost to outsource to an agency.
Art & Design: In 2022, produced 840 hours of Art and Design Time worth $189,000 (In-House Agency Relative Production Value) compared to 388 hours and $87,300, respectively, in 2021.
Video Production: In 2022, completed 305 hours of Video Production Time worth $61,000 (In-House Agency Relative Production Value) compared to 215 hours and $43,000, respectively, in 2021.
Total RPV: In 2022, Marketing Communications department delivered $250,000 worth of RPV in creative assets for marketing and PR purposes compared to $130,300 in 2021.
• Produce all creative design and video projects (when possible) in-house for cost savings.
• Track RPV to determine the number of creative production jobs supported and savings contributed to the Chamber by the MarCom team.
• Conduct Quarterly Audits of Sales Collateral with Member Services and Destination Rogers sales teams to ensure brand continuity and accuracy.
2023 STRATEGIC GOAL ALIGNMENT: STRATEGIC COMMUNICATIONS, NEXTGEN OUTREACH, TOURISM & ECONOMIC IMPACT, DOWNTOWN DEVELOPMENT AND CENTER OF SMALL BUSINESS.
Objectives:
Facebook: Increase audience by five (5) percent in 2023 to 8,500 (8,098 in 2022); increase reach by three (3) percent in 2023 to 145,000 (140,024 in 2022).
Instagram: Increase audience by five (5) percent in 2023 to 3,500 (3,383 in 2022); increase reach by three (3) percent in 2023 to 25,000 (24,506 in 2022).
GoDowntownRogers.com: Plan, build and launch new website in March.
Go DTR Merchant Meetups: Continuously gather feedback from merchants and implement best practices monthly to fulfill the need for a place to convene and problem-solve and educate DTR business-owners; create strong community.
• Utilize reels and stories to increase reach and appeal to the NextGen audience better.
• Tell more stories about how the Chamber impacts and supports the community and celebrate people in the community who are leading and making a difference.
• Track and report social media metrics by platform and rolling up into the Chamber’s “one number” for key metrics.
• Extend the new #ShopNWA campaign to be year-round.
• Plan and organize an effective and all-encompassing social media content strategy with consistent and quality posts, reels, and stories.
• Strategize with Karen Wagaman to plan the best website for the sub-brand; collaborate with MarCom team to create and execute Karen’s vision for the website.
• Get DTR merchants to support each other on social media and use #GoDowntownRogers.
• Continue to focus on gathering feedback from DTR merchants to make the monthly DTR Merchant Meetups of highest value of time.
2023 STRATEGIC GOAL ALIGNMENT: STRATEGIC COMMUNICATIONS AND TOURISM & ECONOMIC IMPACT.
Sales support: Produce deliverables designed to create awareness, interest, and desire for planners to bring events to Rogers.
ACTIONS (STRATEGIES & TACTICS)
• Support HB partnership with eNewsletter promotions, banner ads, and social media content targeting HB planners.
• Support ASAE partnership with online destination promotions, eNewsletter promotions, banner ads, and social media content targeting ASAE planners.
• Assist sales with upgrading presentations and collateral (print, video, etc.)
• Assist in development of Digital Marketing Kit for groups to help market the Destination.
• Develop and deploy four (4) group sales-focused eNewsletters.
• Conduct social media campaigns on LinkedIn to support destination sales by building an audience and engagement.
Work with Miles Partnership in the development and launch of a new Destination Rogers website along with the new brand identity and brand messaging for each target audience.
ACTIONS (STRATEGIES AND TACTICS)
• Collaborate with Miles Partnership to deliver a new website that communicates quality of life and place to all target audiences, ensures alignment with the Chamber’s master brand mission messaging, and integrates better with the Chamber’s branded house website content and functionality.
• Collaborate with Miles Partnership to optimize new website in WordPress and construct framework allowing MarCom to customize, manage and maintain content.
• Curate content for the new website highlighting meetings, events and sports venue and information; family friendly activities, attractions, and events; outdoor activities, attractions and events; arts and entertainment events including live performances, nightlife, festivals and music; multicultural community assets such as food, culture, festivals and heritage.
• Publish four (4) leisure market eNewsletters containing relevant, searchable, and engaging content focusing on leisure activities in Rogers.
• Assist with partnership marketing for Arkansas Tourism, CJRW, and the Northwest Arkansas Tourism Association (NATA) including co-op print and digital marketing programs and tracking visitors to the destination and website.
• Conduct social media marketing campaigns on Facebook and Instagram to expand brand awareness of the destination and its events and “things to do” activities.
• Assist with leveraging partnerships with Walmart AMP, Bikes, Blues & BBQ, and the NW Arkansas Championship with deliverables as needed.
• Create a printed destination piece needed for the Chamber’s front desk (visitor center), welcome tables at the convention center and mailers to complement the digital version of The Good Life Destination Guide.
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• Process receivables and
• Manage business insurance portfolio
• Manage business property assessments, taxes, and depreciation
• Monitor trademarks and service marks
• Manage bank accounts, certificates of deposit, and treasuries
• Administer Community Based Scholarship Program
• Administer grants, contracts, and agreements
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• Liaison With Payroll and Benefit Service Providers, Building and Maintaining Strong Relationships
• Process Payrolls, PTO, Change Updates
• Assist Staff With Service Challenges and Overcoming Benefit Barriers
• Process New Hires and Terminations
• Facilitate Internal 401(K) Retirement Plan Financial Literacy Education Opportunities
• Manage Plans for Medical, H.S.A., Life, Dental, Vision, and Additional Cafeteria Plan Options
• Partner with Local Pharmacy for the Chamber’s Annual Flu Shot Clinic
• Conduct Open Enrollment
Goal #1: Member Retention & Engagement: Research shows that members who are receiving the benefits they said they wanted (reasons for joining) will engage and remain members for longer. We will track retention rate and engagement for members. We’ll tell our stories by sharing testimonials via website, social media, and Chamber news channels.
2023 STRATEGIC GOAL ALIGNMENT: NEXTGEN OUTREACH, MINORITY OUTREACH AND CENTER OF SMALL BUSINESS
Involve staff and volunteers in all customer service initiatives to maintain 90% annual retention rate in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Educate/train staff and volunteers so they are comfortable engaging with customers, members, and investors.
• Work with internal teams on survey implementation and distribution to increase participation for more precise results.
Work with Member Engagement Committee to deliver over-the-top customer service for our member businesses
ACTIONS (STRATEGIES AND TACTICS)
• Committee will visit 240 member businesses to engage them and educate them on benefits of membership relevant to their reason for joining.
• Committee will provide supplemental support for various survey distribution and completion.
Work with Ambassador Committee to encourage meaningful member engagement in Chamber programs and promote strong continuing memberships.
ACTIONS (STRATEGIES AND TACTICS)
• Twenty-five percent of committee members will earn 50 Ambassador points quarterly to indicate a high-level of engagement with Chamber activities.
• Ambassador program will grow committee membership by 25% by the end of the year.
#2:
Financial stability allows the Chamber to sustain our mission work. New membership sales and campaign contributions will be tracked to assure budgets are met. We’ll tell our stories by sharing testimonials via website, social media, and Chamber news channels.
Objectives:
Recruit new Members to invest in the Chamber (with membership investment of $69,000)
ACTIONS (STRATEGIES AND TACTICS)
• Educate Customers and Prospective Members about mission work of the Chamber for current and future increased investment
• Engage new Members in revenue-creating programs for future sponsorship
• Identify member segments of Chamber and develop unique value proposition for each segment
• Use Central Referral Connection (CRC) as a pipeline to convert 60% of attendees to Members
Increase Member investment in the Chamber to provide financial stability for the organization ACTIONS (STRATEGIES AND TACTICS)
• Develop individual investment plans for key Members based on their desired ROI
• Identify member segments of Chamber membership and develop unique value proposition for each segment
• Encourage Members to transition to Investors through increased dues investment
• Continue strategies to decrease accounts receivables
Cultivate Investors for increased funding of mission programs through annual investment ACTIONS (STRATEGIES AND TACTICS)
• Educate Investors on the importance of long-term annual investment in the Chamber
• Engage Investors in mission work of Chamber
Objective:
ACTIONS (STRATEGIES AND TACTICS)
• Fine-tune communication with NextGen to show RLC offers access to relevant services, resources, and information
• Increase number of subscribers to RLC’s weekly e-newsletters and monthly Chamber Voice digital newsletter
• Continue to research and offer relevant and informative programming for NextGen
• Evaluate outcomes by implementing event surveys to gauge customer satisfaction
• Utilize Member Engagement Committee to reach NextGen to educate them about Chamber mission work
Goal
ACTIONS (STRATEGIES AND TACTICS)
• Request input from NextGen via NWA Emerging Leaders, Leadership Benton County, etc.
• Using that data, incorporate a variety of unique and creative programs for NextGen customers, members, and investors to engage with RLC
• Partner with NWA Emerging Leaders and Leadership Benton County to pilot new programs in 2023. If successful, move program into RLC Program of Work for 2024 and beyond.
• Increase communication about new programs and events
• Survey participants to be sure expectations are met
ACTIONS (STRATEGIES AND TACTICS)
COMMUNITY DEVELOPMENT
• Communication to the younger generations by using board of directors as an outlet
• Assisting with translations to our minority community
• Manage Community Based Scholarships for RDF
• Manage Visitor Center
• Assist with Destination Rogers website
• Distribute voting and polling information
• Connect inquirers with Government Affairs Department
• Track Job Fair attendees and statistics
• Provide community with updated information about businesses
• Connect customers with online tools
• Connect with entrepreneurs with outside resources (etc. Startup Junkie, SCORE)
• Manage Front lobby visitors, phone calls and meeting rooms
• Supporting staff with daily, weekly, and monthly task
• DCR
• Invoices
• Payments
Goal #2: Provide Customized Service for All Chamber Stakeholders.
2023
Objective:
Show 5-Star customer service to our Board of Directors ACTIONS (STRATEGIES AND TACTICS)
• Communicate meetings and events
• Plan and execute board meetings and planning retreat
• Manage and produce board minutes and books in timely manner
Show 5-Star customer service to our Scholarship Recipients and Donors ACTIONS (STRATEGIES AND TACTICS)
• Enter scholarship information into database system
• Send out communication to students and donors
• Manage student requirements
• Manage disbursement of funds between donors and schools
Show 5-Star customer service to our Membership ACTIONS (STRATEGIES AND TACTICS)
• Handle incoming phone calls and questions
• Process membership and sponsorship payments
• Manage email communication
• Approve and manage community calendar
Goal #3: Provide Customized Service for All Visitors and Residents in Our Community.
2023 STRATEGIC GOAL ALIGNMENT: MISSION SUPPORT
Objective:
Provide information through mail and email ACTIONS (STRATEGIES AND TACTICS)
• Relocation packet request
• Map & brochure request
• The Good Life Destination Guide request
• Email information links
• Activate brief survey to be mailed to customers
Provide verbal information to in-person visitors ACTIONS (STRATEGIES AND TACTICS)
• Provide accurate directions
• Provide accurate business information
• Provide restaurant and tourist recommendations
• Activate a customer service rating system in lobby
• Activate in-person survey
• Create testimonial videos with in-person visitors
2023
Objectives:
Provide connections between 40 industries and educators to address workforce needs in our area by creating a pipeline of new workers, educating children and parents of local career opportunities, and promoting workforce development programs in our area in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Host four K2J sessions touring educators and students through facilities to learn about pathways for in-demand local careers.
• Facilitate 20 connections between Rogers Public Schools and businesses to create new connections for workforce development opportunities including entrepreneurship and internship opportunities.
• Serve on the SHRM Workforce Advisory Committee representing the NWA region to provide guidance on increasing workforce development efforts for our members across the region and state.
• Facilitate five connections between Rogers High School and industry for the Mounties Mentors career pathway program.
• Partner with area organizations to host Draft Day NWA. This event will expose students to local careers and provide live interviews for graduating seniors.
• Work with Rogers New Tech High School to facilitate connections and create partnerships with local businesses to complete the transition to a School of Innovation by 2024.
• Host one task force meeting between industries and educators to address enhancing existing programs and creating new workforce development classes and certifications.
• Continue to work towards getting Benton County ACT Work Key certified by having six new companies complete the skills audit.
• Work with Rogers Public Schools to increase enrollment in CTE programming by 10%.
• Work with Rogers New Tech High School to host a career fair for high school seniors seeking employment after graduation and to increase interest in underclassmen for in-demand careers within NWA.
• Publish 20 articles in the Chamber Voice or on the Chamber blog promoting workforce development efforts of both Rogers Public Schools and NWACC.
• Promote workforce development efforts and resources through Mission Minute videos and Voice of Business Podcast at least quarterly throughout 2023.
Provide connections between job seekers and employers to decrease unemployment and create new career opportunities for residents.
ACTIONS (STRATEGIES AND TACTICS)
• Host the NWA Spring and Fall Job Fairs in 2023 to connect at least 300 job seekers with 100 area employers looking to hire.
• Promote Careersnwa.com to Chamber members as a free resource to employers to increase hiring and raise awareness of in-demand careers.
2023 STRATEGIC GOAL ALIGNMENT: ECONOMIC DEVELOPMENT MISSION
Objectives:
Continue the growth and development in Rogers and Lowell for Industrial, Retail, Multi-family, and Commercial sectors to grow the local economy with $150 million in capital investment and increase job growth by 5% in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Work with developers, employers, city staff, and community leaders to increase commercial growth by announcing $150 million in new development within Rogers and Lowell in 2023.
• Host four Large Industry Council meetings in 2023 focused on employee retention, workforce development, and increasing business interactions and connectivity through idea exchanges and topic-focused discussions.
• Track and monitor overall job creation, sales tax collections, business expansions, and commercial development in Rogers and Lowell.
• Serve as the point of contact for new industry inquiries for business relocations and new operations.
Engage with 85 existing industries to discuss expansion and retention plans and opportunities to foster home-grown economic growth throughout 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Conduct 85 Employer Retention and Expansion Surveys with area employers.
• Update staff quarterly on survey findings throughout 2023 for increased investment opportunities for members.
Objective:
Work in cooperation with the City of Lowell to encourage commercial, industrial, and job growth through streamlining the development process and adjusting city codes where needed to spur growth.
ACTIONS (STRATEGIES AND TACTICS)
• Meet regularly with Lowell Mayor and/or city staff to discuss projects and potential new businesses.
• Work in partnership with city staff to compile and analyze new commercial development property values within Lowell to identify trends and predict future growth areas of the city.
Goal
Invigorate Commercial Development in Lowell through business expansion and new retail opportunities through $5 million in new capital development.
Provide or partner on 12 in-person and online trainings to area small businesses.
Provide quarterly updates to the Small Business Toolkit to maintain current information.
ACTIONS (STRATEGIES AND TACTICS)
• Provide in-person member training in 2023 through six Chamber Tutorial sessions presented by the Small Business Council.
• Maintain and update the online Small Business Toolkit with relevant and up to date content quarterly in 2023.
• Expand the video resource library by recording Chamber to Community sessions discussing relevant business topics and uploading the videos to the Chamber’s YouTube page.
• Partner with area institutions and outside trainers to offer business-relevant training 12 times in 2023 to members and businesses.
• Utilize the Small Business Council to visit with 50 member businesses to fill out business questionnaires for promotion during Small Business Week and throughout 2023.
Regularly engage with small business members to receive feedback on existing Chamber programs and ideas for new ones through surveys, in-person conversations, and social media engagements.
ACTIONS (STRATEGIES AND TACTICS)
• Work in cooperation with the Member Services Team to survey and get member feedback to adjust programming throughout the year to ensure we are offering relevant trainings and information.
• Survey member businesses with the 2023 Small Business Survey during Small Business Week in May with a follow-up survey in November.
Engage the entrepreneur community through partner organizations and Chamber trainings to attract more start-ups to Rogers.
ACTIONS (STRATEGIES AND TACTICS)
• Partner with World Trade Center, UA Global Campus, Start-Up Junkie, ASBTDC, and SCORE to offer four trainings for entrepreneurs in Rogers and Lowell in 2023.
• Utilize video and podcasts to promote start-up businesses and highlight success stories quarterly in 2023.
2023 STRATEGIC GOAL ALIGNMENT: DOWNTOWN DEVELOPMENT
Objective:
Increase the number of Mixed-Use and Multi-Family residences in Downtown Rogers by 40 percent between 2019 and 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Provide developers with data and economic action items to attract new developments.
• Share available properties and introduce owners/brokers to potential investors.
• Convene stakeholders as needed to gain trust and encourage a unified direction.
2023 STRATEGIC GOAL ALIGNMENT: DOWNTOWN DEVELOPMENT AND WORKFORCE DEVELOPMENT
Objective:
Attract New Companies to Downtown Rogers to increase the number of new jobs in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Promote success stories of current and future DTR Businesses such as Ozark Beer Company, Honeycomb Kitchen Shop, Natural State Beverage, Modest Method Designs, and LoLoft.
• Connect with employers that could find benefit from locating offices in Downtown Rogers.
• Work with City of Rogers, Rogers Water Utilities, and other utility providers to identify needs to upgrade infrastructure to facilitate new developments.
• Identify and promote underutilized properties that are suitable for development and work with property owners to attract tenants/buyers.
• Work with City of Rogers and key stakeholders to make Downtown Rogers more appealing to employers.
• Develop Economic Development collateral to market Downtown to employers and developers and realtors.
• Tell our story and highlight successful projects as case studies through news releases, videos, and social media.
2023 STRATEGIC GOAL ALIGNMENT: DOWNTOWN DEVELOPMENT, STRATEGIC COMMUNICATIONS AND CENTER OF SMALL BUSINESS
Objective:
Connect with 100 percent of the Commercial Projects underway in Downtown Rogers to Develop Friends, Customers, and Investors for the Chamber.
ACTIONS (STRATEGIES AND TACTICS)
• Serve as first point of contact for developers and businesses seeking opportunities in Downtown Rogers.
• Utlilize the Go Downtown Rogers Brand as the go-to resource for promoting downtown programming, as well as merchant and development news.
• Promote economic impact made possible through Chamber efforts.
• Incorporate the Chamber mission in communications.
• Convene stakeholders as needed to gain trust and encourage a unified direction.
• Convert first contacts to established businesses and Chamber members/investors.
• Share case studies and success stories and testimonials to further economic development.
• Collaborate with the City of Rogers Arts & Culture office to promote the entertainment, nightlife and the creative economy.
2023 STRATEGIC GOAL ALIGNMENT: DOWNTOWN DEVELOPMENT AND STRATEGIC COMMUNICATIONS
Objective:
Highlight the RLC and City of Rogers implementation of the Downtown Rogers Initiative Plan at least six times per year.
ACTIONS (STRATEGIES AND TACTICS)
• Utilize weekly newsletter to infuse the mission of economic development in featured stories.
• Develop Case Studies to showcase successes.
• Issue news releases relating newsworthy information to goals of the master plan.
• Collaborate with the City of Rogers Office of Community Development to develop and promote Downtown Economic Development
• Utilize Chamber Voice of Business and Go Downtown Rogers Newsletters to relay economic development successes.
• Produce videos and social media shares to reinforce the implementation of the DTR Initiative Plan.
Objective:
Develop six case studies utilizing news releases, videos or podcasts plus social media.
ACTIONS (STRATEGIES AND TACTICS)
• Develop press releases and social media posts or videos each month highlighting the excellent quality of life and amenities while highlighting Downtown Rogers as a welcoming Third Space.
• Present programs about DTR to community civic clubs.
• Using photography, video, storytelling, and social media shares, as well as news releases and Go DTR newsletter to create a buzz that showcases DTR as a vibrant community to work, live and play.
Ensure creative stakeholders view Downtown Rogers as the premier NWA community to invest in art and music and support the creative economy.
• Serve as Downtown’s first point of contact and facilitate requests to invest and engage in Downtown Rogers.
• Partner with 10 existing and new organizations to elevate the quality of indoor and outdoor pop-up activities that attract and welcome diverse populations while cultivating regional partnerships.
• Facilitate development of two public art installations that are reflective of our community and provide opportunities for people to explore Downtown Rogers while connecting and engaging with one another.
• Generate a consistent buzz about the creative economy including visual and performing arts and entertainment in Downtown through social media, videos, and chamber newsletters and online platforms.
• Incorporate art demonstrations or interactive experiences four times per year.
• Incorporate live performances of music, art, or dance in the Railyard Park or other downtown Rogers venues 6 times per year.
• Promote Downtown Rogers experiences and grow subscribers to the Go Downtown Rogers Newsletter and social media platforms.
• Partner with downtown businesses and events to tie in economic development and quality of life messages while promoting the sense of an authentic, cohesive, and welcoming community.
• Promote popular DTR characteristics like “Third Space,” “welcoming,” “walkable,” “diverse,” “vibrant nightlife,” and “dog friendly,” through media and social media in collaboration with businesses and other organizations.
• Facilitate art, music, theatre, and dance to activate underutilized properties, sidewalks, alleys, and parks of DTR during the art walk and beyond to enhance quality of life and attract patrons.
• Provide opportunities for creatives to exhibit and or sell their art
• Highlight art as it relates to socially significant themes including: Black History Month, Hispanic Heritage Month, Indigenous Peoples Day, Autism Acceptance Month, etc.
• Partner with Rogers schools to introduce students to DTR history, businesses, career opportunities, quality of life and interactive experiences.
• Generate monthly news releases, case studies, blogs or podcasts.
• Connect with community while promoting Downtown Rogers as a primary Third Space and premier NWA Destination Location with unique culinary, arts, shopping, and entertainment experiences.
•
• Promote
• Convene meetings with City officials and stakeholders
• Share data and
2023 STRATEGIC GOAL ALIGNMENT: GOVERNMENT RELATIONS & PARTNERSHIPS
Engage with our local, state, and federal delegation to provide opportunities for businesses and legislative leaders to come to the table to discuss issues that affect our community – host at least five tours/opportunities for legislators and businesses to meet.
Create a Legislative Agenda that promotes growth for the region alongside other regional priorities.
Host A Legislative Wrap Up Breakfast to give our Legislators a Platform to Discuss what they were able to accomplish for the business community during session.
2023 STRATEGIC GOAL ALIGNMENT: GOVERNMENT RELATIONS & PARTNERSHIPS
Objectives:
Work with our Federal and State Delegation to identify policies that affect the business community (large and small).
Push out content that reflects positive interactions between government and business – outside of session send out an email blast at least once per month during session one per week.
Build a platform for businesses to host legislators to inform them of what they do, and how they benefit our community.
2023 STRATEGIC GOAL ALIGNMENT: GOVERNMENT RELATIONS & PARTNERSHIPS, AND STRATEGIC COMMUNICATIONS
Work with the Community Engagement and Community Affairs Divisions (Ross and Geo) to incorporate voter registration and civic engagement into their programs by hosting government sessions and inform of ways to register to vote.
Create more opportunities to educate our membership on the political process.
2023 STRATEGIC GOAL ALIGNMENT: NEXTGEN OUTREACH
In 2023, Educate 30 leaders on the inner workings of our community and region through Leadership Benton County.
ACTIONS (STRATEGIES AND TACTICS)
• Work with Greater Bentonville Area Chamber to form the sessions and provide relevant content for each.
• Ensure that SEI Training is incorporated into the program.
• Participants will develop a class project that impacts the Benton County/NWA Region.
• Send out surveys to ensure the program and content is relevant to the participant.
Connect 20 student to the First Leadership program to promote growth and leadership opportunities in the 2023-2024 school year.
ACTIONS (STRATEGIES AND TACTICS)
• Work with Arvest to form all session and provide relevant content for each.
• Ensure that SEI Training is incorporated into the program.
• The class will finish four volunteer projects for a total of eight community service hours for each participant.
• Send out surveys to ensure the program and content is relevant to the participant.
Increase the number of Board Service Certification Participants, serving on Nonprofits Boards by 15% in 2023 and to ensure that the content and programming is relevant.
ACTIONS (STRATEGIES AND TACTICS)
• Continue the relationship with Arkansas NOP Alliance and Arkansas Community Foundation to learn of current Board Openings to inform participants of openings.
• Host Networking with A Purpose event and invite all participants to meet and network with NOP.
• Survey participants to see if the content is relevant.
• Create partnerships with organizations such as BoardSource, to ensure that we are offering top quality programming.
• Send out survey six months after program to find out if participants are serving, and if not, what can we do to help facilitate a connection.
• Connect 20 BSC participants to nonprofit board service
In 2023, Coordinate seven professional and personal development activities for current and future leaders.
ACTIONS (STRATEGIES AND TACTICS)
• Work with Northwest Arkansas Emerging Leaders’ Steering Committee to offer programming and relevant training for Members.
• Create partnerships with local content experts to offer development opportunities to Northwest Arkansas Emerging Leaders Members
• Survey Members to learn what training and program they would feel relevant for them.
Increase Minority Participation in all Leadership Programs by 20 percent in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Partner with EngageNWA to increase awareness and access to leadership programs to minority communities.
• Increase awareness about programs through inclusive outreach and engagement.
• Connect 10 minority participants to leadership roles within the community.
ACTIONS (STRATEGIES AND TACTICS)
• Provide six trainings for Chamber Members on EDI issues, problems, and solutions topics will include Diversity in the Workplace, Diversity in NWA; Creating Cross-Cultural Dialogue, Building Inclusive Teams, Unconscious Bias, Creating More Effective & Diverse Boards and Councils, Choosing Respect in the Workplace.
• Integrate EDI-related professional development and expectations in leadership positions and programs.
• Engagement in local community to create a more inclusive, welcoming community.
• Increase outreach to minority community.
ACTIONS (STRATEGIES AND TACTICS)
• Identify five Emerging Leaders or LBC participants who have an interest in serving
• Identify five current Rogers Lowell Chamber Board members who have an interest in mentoring future leaders.
• Pair mentor and mentee and ensure that they meet at least four times a year.
• Upon completion, invite them to serve on Rogers Lowell Chamber Board, or find another board that fits their interest.
ACTIONS (STRATEGIES AND TACTICS)
• Host four focus groups to identify Chamber’s Strength, Weakness, Threats, and Opportunities and how to attract NextGen to Chamber events, programming, and Leadership Development opportunities.
• Create action plan for Chamber’s pathway to future and ways to stay relevant and top of mind for customers, members, and investors.
Widen Appeal to NextGen by Developing New Programs and Events
ACTIONS (STRATEGIES AND TACTICS)
• Request input from NextGen Taskforce, NWAEL Steering Committee, Membership Service team to develop new programs and events for 2023.
• Launch two new programs/events in 2023
• Relaunch the NWA Young Professionals Summit in 2023 with a goal of 150 attendees
• Work with Government Affairs Division of the Chamber to Launch one new program centered around Government Affairs and Advocacy.
Increase social media audience by 20 percent in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Track results and identify priorities for content.
• Implement new content tactics that are more relevant to young professionals.
• Increase interactions with social media users.
Increase the number of email subscribers by 10 percent in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Produce monthly eNews.
• Promote eNews on social media outlets.
• Track results and identify priorities for content.
Increase attendance of NWAEL events, programs, and volunteerism by 15 percent in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• More intentional with the marketing of events and programs.
• Continue to grow partnerships with local businesses and universities.
• Create and execute Advertising Media Plan for Northwest Arkansas Emerging Leaders.
• Work closer with MarCom Team to promote Northwest Arkansas Emerging Leaders events.
Increase website visitors by 10 percent in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Promote the site on social media outlets.
• Include a link to the site and promote in eNews.
• Provide relevant content on site, i.e., inbound marketing.
• Work to rebrand website and provide relevant content to be more inclusive.
• Increase Membership of NWAEL to 1,150 by end of 2023.
2023 STRATEGIC GOAL ALIGNMENT: MINORITY OUTREACH
Objective:
Sell affordable Sponsorship Solutions to target Spanish speaking audiences (members and community at large) to achieve revenue goal of $4,000 in 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Sell $1,000 for Exclusive Annual Event Presenting Sponsor.
• Sell $3,000.00 in Event Sponsorship
2023 STRATEGIC GOAL ALIGNMENT: MINORITY OUTREACH
Objectives:
Increase Chamber Minority Membership by 20% in 2023. ACTIONS (STRATEGIES AND TACTICS)
• Sign up 25 new minority-owned businesses to our Chamber membership.
In 2023 offer programs to recruit and retain minority-led businesses.
ACTIONS (STRATEGIES AND TACTICS)
• Continue providing the How to Start a Business in Arkansas training. Provide minority business mentors and coaches to minority entrepreneurs.
• Have at least 150 minority entrepreneurs attend programs in 2023.
Address barriers to and access for minority-owned businesses.
ACTIONS (STRATEGIES AND TACTICS)
• Join forces with our financial services partners as well as legal and accounting member organizations to provide Financial Literacy 101 and Access to Capital basic training for minority entrepreneurs.
• Have 100 people participate in these trainings in 2023.
Launch/Offer Chamber Tutorial in Spanish
ACTIONS (STRATEGIES AND TACTICS)
• Host two Chamber Tutorials in Spanish
• Have 50 people participate in 2023.
Work with Rogers Public Schools to Coordinate and Facilitate the L.E.A.D. project to reach 150 minority students, in the 2023-2024 school year ACTIONS (STRATEGIES AND TACTICS)
• Recruit 30 minority community mentors to pair with students.
• Host six lunch and learns for minority students.
• Pair students with mentor of his/her choice.
• Each student is required to meet at least five times with their mentor throughout the school year.
• Host one leadership retreat
• 1,000+ Volunteer Hours
• Three University/Trade School Campus Visits
• Increase graduation rate within at-risk students by 10%
• 100 students will participate in the program
Partner with Spanish media to raise awareness
programming in 2023 ACTIONS (STRATEGIES AND TACTICS)
• Appear on Spanish language media six time to promote and advertise Chamber events and programs.
• Create and send Press Release in Spanish to local media
In 2023, Serve as the Community liaison to public service and community issues for the City of Rogers by convening four community meetings and connecting minorities to public service officials. ACTIONS (STRATEGIES AND TACTICS)
• Continue our efforts to include more racial, ethnic and gender diversity in law enforcement. Implement SEI training for police officers. Prepare, coordinate, and lead safe and secure meetings between the Rogers Police Department and minority community members. Provide opportunities for law enforcement officers and minority citizens to work together in partnership to solve specific problems and build report to strengthen relationship and reduce bias and animosity on both sides.
• Assist in recruiting minority Police Officers. Help recruit five applicants to serve in the force in 2023.
• Work with the Rogers Police Department to build trust in the minority community to ensure all crimes are properly reported including crimes against people and property:
· Work with Fire, EMS, and Healthcare to build trust so health services are sought when needed: Help build trust with the minority community and help solving miscommunication issues.
• Create one community gathering event in 2023 with the participation of members of the minority community and all public services organizations to build trust.
Help recruit five applicants to serve in the Fire Department. We will host four meetings in 2023.
Represent the community on SEI boards and commissions such as EngageNWA, TRU NWA, University of Arkansas, Endeavor Foundation, NWA Council, and many others.
ACTIONS (STRATEGIES AND TACTICS)
• Participate in all local and regional SEI initiatives representing the City or Rogers.
Recruit five new people from diverse backgrounds to serve the City of Rogers 2023.
ACTIONS (STRATEGIES AND TACTICS)
• Recruit, train and retain five new diverse candidates with the skills and capabilities to serve the City of Rogers in Boards and Commissions.
• Submit their resumes to the appropriate departments for consideration when appointing individuals to those positions as they come available.
Target group meeting and event planners likely to have interest in conducting future events in Rogers.
ACTIONS (STRATEGIES AND TACTICS)
• Prospect for qualified new business through Simpleview CRM, CVENT lead generator, Google search, and MINT.
• Cultivate relationships with state and regional meeting planners through regular participation in ASAE and PCMA Heartland Chapter events and prospecting reach outs.
• Conduct face to face sales calls with planners at tradeshows including HelmsBriscoe Annual Business Conference, Connect Marketplace, Southwest Showcase, Travel South International and TEAMS Conference.
• Use event funding, as approved by A & P Commission, as bridge funding for prospective and existing groups
• Maintain leadership position with clients and partners as the Destination Sales authority for Rogers and the region
• Offer additional creative customer services options to groups as incentive to meet, play or tour in Rogers and as part of our retention strategy for large groups
• Maintain memberships and communicate with sports events planners and group tour planners through Sports ETA and SPORTS databases, and American Bus Association and STS Domestic Showcase databases.
• Research, invite and host group planners on a Familiarization (FAM) Tour in Rogers in Q3 2023
• Utilize Sales & Service Coordinator position to prospect for qualified new business through Simpleview CRM, CVENT lead generator, Google search, and MINT.
• Assist in updating all sales collateral
• Establish relationships with local hospitality stakeholders to ensure proper delivery of services and reports
• Assist DOS in on-site service deliverables such as welcome tables and giveaways
• Provide timely post event requests to include pickup reports from hotels, surveys to clients, and attendee zip codes
• Assist DOS in developing and delivering post event reports to clients and local stakeholders
• Assist in optimizing HB, ASAE, and Walmart AMP partnerships for maximum ROI
• Maintain relationships with current sports and group tour customers
Support DOS in sales efforts, fulfill service requirements for existing clients and events, and deliver post event evaluations and metrics to encourage repeat bookings and communicate event impacts.
• Leads Sourced 147
• New Leads Sourced ..................................................................................... 111
• RNs Sourced 63,958
• Def RN 33,392
• New Biz Def RN ........................................................................................10,979
• 80% completion rate for post event surveys
• Update team monthly and keep convention calendar current
• Maintain AMP ticket allotments and distribution and provide year end report
• Coordinate A & P funding post master report
2022 STRATEGIC GOAL ALIGNMENT: GENERATE A RETURN ON INVESTMENT FROM DESTINATION MARKETING SPEND
Align RLC MarComm Department in support of Destination Rogers group sales efforts, generating marketing deliverables designed to create awareness, interest and desire for planners to bring events to Rogers.
ACTIONS (STRATEGIES AND TACTICS)
• Support HB partnership by developing and delivering online destination and enewsletter promotions, banner ads and social media content to HB planners
• Support ASAE partnership by developing and delivering online destination promotions, enewsletter promotions, banner ads and social media content to ASAE planners
• Support DOS in upgrading sales presentation, fulfillment and video collateral
• Support DOS in development of Digital Marketing Kit for groups to assist in marketing the destination
• Support DOS in development and deployment of four group sales focused enewsletters in 2023.
• Conduct social media campaign on LinkedIn supporting destination sales efforts
Align RLC MarComm Department and Miles Partnerships in development and launch of new DestinationRogersArkansas.com website and new brand identity Destination Rogers.
ACTIONS (STRATEGIES AND TACTICS)
• MarComm and Miles to collaborate launch of new Destination Rogers brand identity, communicating destination quality of life and place to all markets, ensuring consistent RLC mission messaging and establishing unity of RLC branded house
• Miles to conduct content audit of existing Drupal website and curate content to optimize with new WordPress site.
• Miles to construct framework of new site to allow local MarComm customization, upkeep and maintenance
• MarComm to design site to align with new Destination Rogers brand identity, curating content highlighting
Meetings, event and sports venues and information
Family friendly activities, attractions and events
· Outdoor activities, attractions and events
Arts and entertainment events including live performances, nightlife, festivals and music
Multicultural community assets such as food, culture, festivals and heritage
• Publish four leisure market e-newsletters containing relevant, searchable and engaging content focusing on leisure activities in Rogers
• Partner with Arkansas Tourism, CJRW, and Northwest Arkansas Tourism Association (NATA) on co-op print and digital marketing programs, directing and tracking visitors to our website and destination
• Conduct social media marketing campaigns on Facebook and Instagram expanding brand awareness of Rogers, our events and activities
• Leverage partnerships with Walmart AMP, Bikes, Blues & BBQ, and Walmart NW Arkansas Championship to drive incremental visitor spend through geotargeted ads from subscriber locations and shared social posts and assets
• Create printed destination piece to be used at front desk, welcome tables at convention center, and mailers as stand in for printed “The Good Life” destination guide.
• Publish 4 group focused newsletters
• Fulfill HB and ASAE marketing deliverables
• Produce meetings digital marketing kit
• Launch new Destination Rogers brand
• Publish 4 leisure focused newsletters
• Launch new Destination Rogers website
• Launch printed destination piece in Q1 2023
• Grow DR LinkedIn audience/engagement
Align Destination Rogers brand and communications with Chamber brand identity and promise.
ACTIONS (STRATEGIES AND TACTICS)
• Curate evergreen destination assets that support all brands and are functional for branded house messaging
• Create unified tone and message for evergreen posts and features, leveraging all platforms for maximum reach and engagement
• Include specific community wide RLC events Art on the Bricks, Chamber Celebration, Spotlight Series, Rogers Cycling Festival, Job Fairs, Community Showcase, YP Summit, and Taste of Rogers in Destination Rogers content plan for promotion
• Collaboratively promote “Serving Business and Community Together” and “It All Starts With A Visit” taglines to create unity of perception and purpose
• Curate profiles and testimonials of Rogers hospitality partners that tell RLC and destination story
Alignment of Destination Management and Quality of Place Efforts.
ACTIONS (STRATEGIES AND TACTICS)
• Support, align and contribute to hospitality workforce development through K2J programs, RPS Career Fairs, University of Arkansas and NWACC hospitality programs
• Promote small business and downtown development with Go Downtown Rogers
• Assist and contribute to NextGen and minority outreach where warranted
• Contribute hospitality industry issues and priorities to government relations and partnerships where warranted
• Support chamber development through membership growth and customer and visitor services.
Objectives:
Support and collaborate with Northwest Arkansas hospitality industry partners in continued post pandemic rebound.
ACTIONS (STRATEGIES AND TACTICS)
• Conduct quarterly hotelier meetings in different properties
• Engage all local tourism stakeholders to foster tourism best practices, promote the Rogers tourism brand and develop advocates for tourism development in Rogers
• Engage with Arkansas Tourism, Arkansas Hospitality Association (AHA), Northwest Arkansas Tourism Association (NATA), Northwest Arkansas Council and others to advance best practices and professionalism for the industry
Provide staff professional development opportunities through our local and national memberships and affiliations.
ACTIONS (STRATEGIES AND TACTICS)
• Attend Arkansas Governor’s Conference on Tourism with entire staff to engage statewide stakeholders and encourage collaboration
• Enroll DOS in Destinations International Certified Destination Management Executive (CDME) credential program
• Enroll Sales & Service Coordinator in Destinations International Professional in Destination Management (PDM) program
• Attend US Travel Association’s Educational Seminar for Tourism Organizations (ESTO) Conference with RLC SVP Marketing/Communications
• Attend Southeast Tourism Society Connections Conference
