ACCE STRATEGIC PLAN 2010-13 Strategic Plan.pdf · Information Office a living, growing information...

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ACCE STRATEGIC PLAN 2010-13

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THE ACCE STRATEGIC PLAN 2010-13

For nearly 100 years, the American Chamber of Commerce Executives(ACCE) has been the organization of choice for tens of thousands ofmembers of the chamber of commerce profession. As economies,

communities and societies have changed, so too has ACCE. It’s time onceagain to adjust our course to serve your future needs.

The 2010-13 Strategic Plan recognizes rapidly evolving information technologies, as well as the learning styles of a new generation of chamberand regional association leaders. It embodies the wisdom and enthusiasm ofa dedicated group of volunteers and staff. ACCE’s new direction focuses lesson avenues of delivery, which are changing almost too fast to identify, andmore on the desired outcomes for you and your chamber.

2 l Excellence Awareness Opportunity

As an ACCE member, you are the customer, the productand the owner of this enterprise. We will be counting onyou to fulfill all three roles as we make this plan a reality.

ACCE VISION – to be the organization ofchoice for chamber professionals seeking to strengthentheir organizations, lead their communities and advancetheir careers.

ACCE MISSION – to support and developchamber professionals to lead businesses and their communities.

The ACCE Strategic Plan 2010-13 l 3

In order to fulfill ACCE’s vision, so that you can fulfill yours, we will focus on threestrategic directions over the next threeyears:

EXCELLENCEAWARENESS

OPPORTUNITY

excellencePERSONAL, PROFESSIONAL AND

ORGANIZATIONAL DEVELOPMENT


In this plan, you will be encouraged to discover your own aspirationaldefinitions of excellence. ACCE will then help you work toward

embodying those ideals.

Analyzing the BestIn large part, ACCE members and staff areresponsible for defining excellence in the profession . . . at all levels. This includes recognizing those who demonstrate the best qualities of chamber professionalism. It will alsoinvolve constant refinement and broad acceptanceof the comprehensive Body of Knowledge (BOK).We will research behaviors, skills and traits of successful chamber professionals by developing a screening tool for getting and keeping the right people on the team.

Best PracticeThe creation of ACCE’s “Information Office” (IO)will be critical in helping you drive toward excellence under this plan. This new office will

build and maintain an accessible portfolio andlibrary of best practices and outside resources.The plan also calls for increasing ACCE’s offeringof interactive online courses. Ideas include a“Chamber 101” orientation for staffers new tochamber work, as well as high-demand programmingin core chamber functions like membership marketing and economic development.

Networking at its BestACCE must increase members’ knowledge abouteach other. We can do that, in part, through moresmall-group peer interaction and facilitatedmatchmaking. The annual ACCE convention willthrive as the networking event of the year, but wewill also use technology for relationship buildingand “just-in-time” referrals.

awareness

Starting the Information OfficeACCE will start FY 2010-11 with a newly appointed information officer who will build aninfrastructure for compiling and organizing ourever-expanding information resources. Using multiple knowledge sources from within ourmembership and outside, the IO will be constantlyupdated with the information you need to remainfully aware.

Tapping the MembersYou want access to a full range of best practices inyour profession. We will not only foster dialogueamong our members, but also be there to gatherthe shared wisdom. However, ACCE can onlybecome the “just-in-time” information source ifyou invest in the IO. By regularly submitting your

valuable lessons learned and success stories, the IOwill be a tremendous resource you can tap into.

Maintaining the Information OfficeA web-based “Wiki-style” platform will be developed in 2010-11 to foster member creation ofever-growing idea chains online. We will continueto bolster accessibility of extensive web content:samples, news and information about all chamberdisciplines, including economic development. We will also start mining the on-line data availablein 990 tax forms (maintaining anonymity) andshare benchmark and trend data. We may extendour research with help from a polling firm.

SITUATIONAL, INTELLECTUAL, ACTIONABLE

The need for up-to-date and reliable information on trends, policy background, human resources, economic development, and demographics

will grow as chambers find their way into the next economy. Making ACCE’sInformation Office a living, growing information resource is our most importantgoal for the immediate future.


opportunity

Organizational Opportunity Strategies ACCE wants you to be aware of all the opportunitiesrelevant to your organization’s mission, even ifACCE is not offering them directly. During YearOne of this plan, ACCE’s website will begin featuringsearchable information about non-ACCE servicesand resources deemed relevant to chambers. Wewill also offer more high-end toolkits and identifyalternative vendors for professional counsel.

Some of the best partnering opportunities fororganizational advancement are in undeveloped,or under-developed, local resources. We willexpand ACCE’s collaboration initiatives with localchambers that have successful affinity opportunitiesand will make them available nationally.

In Year One of the plan, ACCE’s Benefits team willseek direct input on how chambers make benefitdecisions for their staffs. ACCE’s largest and mostsuccessful buying-power program will continue toadjust to new realities while maximizing employeebenefits for current participants.

Professional Opportunity StrategiesThe changing nature of the profession, politics, economics and organizational management (plusdemographic realities) guarantees there will alwaysbe a lively pace of turnover in the profession.ACCE will build public awareness, ensuringyour chamber board, members and communityunderstand the capacity of chambers to make a difference.

Pride in the chamber movement motivates and validates those who choose it as a profession.Already underway is a testimonial video series onthe value of chambers. Also, a history of Americanchambers of commerce, which includes powerfulexamples of chamber influence over more than two centuries, will further celebrate the impact ofchambers big and small.


ORGANIZATIONAL AND PROFESSIONAL

Business model adaptations, organizational reconstruction and mission expansion/retraction will be the norm in the future chamber world.

Finding new ways to make, save and invest resources will be critical for your community and members. By increasing the public understanding of the impactof chambers, we can further increase your opportunities.

1 Get the information you need from ACCE when you need it.We will provide information and learning opportunitiesthrough a wider and more accessible media mix.

2 Effective peer groups are essential to grow your personal andorganizational networks. ACCE will expand and diversifyopportunities for one-on-one connections.

3 Your ACCE membership connects you with opportunities. Wemust examine core investment and program pricing, expandresources and accommodate varying levels of engagement tomaximize your membership value.

4 The story of your chamber’s value and potential needs to beshared outside of chamber circles. ACCE will be in the forefront of telling that story.

5 Our collective voice and buying power carries influence.ACCE needs to leverage your critical position in your community through marketing partners and foundationsources.


Five new strategic directions to achieveACCE’s mission and vision:

MAJOR STRATEGY CHANGES

ACKNOWLEDGEMENTS:ACCE Chairmen and staff leadership express our sincere appreciation toPlanning Task Force Chairman Tom Baldrige, CCE, of Lancaster, PA. He andall of us also wish to thank the subgroup leaders Jeanne Englehart, Kellie JoKilberg, CCE, Betty Nokes, Joe Reagan, Casey Steinbacher, CCE, and consultant/facilitator Jim Kennedy and ACCE staff liaison, Tamara Philbin.We also deeply appreciate the hundreds of members from across the countrythat provided input and ideas at every stage, especially the Task Force members who devoted day-long sessions to building ACCE’s future.

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Excellence. Awareness. Opportunity.

American Chamber of Commerce Executives2010-2012 Strategic Plan

For nearly 100 years, the American Chamber of Commerce Executives has been the organization of choice for members of the chamber of commerce profession who seek to expand their personal capacity and fulfillment, while advancing their organizations. Thousands of executives, staff members and volunteer leaders have relied on ACCE for decades to provide services, programs and peer interaction. As economies, communities and societies have changed, so too have ACCE and its 1,300+ member entities. With this plan, we once again adjust our course to better serve your needs.

While ACCE undertakes initiatives that could help every chamber and all chamber professionals, we recognize that the foundation of the association is developing those professionals who are seeking to strengthen their organizations, lead their communities and advance their careers. Excellence, awareness and opportunity are the three pillars of that foundation.

The 2010-12 plan recognizes the rapidly evolving communications and information technologies, as well as the learning styles of a new generation of chamber and regional association leaders. It embodies the wisdom and enthusiasm of a dedicated group of volunteers and staff who contributed untold hours to the planning process. As a result of their recommendations and ideas from hundreds of individual members, ACCE’s new direction focuses less on avenues of delivery, which are changing almost too fast to identify, and more on the desired outcomes for you and your chambers.

ACCE’s members are different. You are a self-selected group of professionals who care about advancing yourselves, your organizations and your communities. This desire for continuous improvement causes you to seek learning and networking from sources that go beyond your region or state – you want the kind of benchmarking, resources and strength that can only be found in a national or international professional organization. That drive will ensure that you and this association thrive for decades to come.

As an ACCE member, you are the customer, the product and the owner of this enterprise. We will be counting on you to fulfill all three roles as we seek to make this plan a reality.

Excellence. Awareness. Opportunity.ACCE Strategic Plan 2010-12

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ACCE has ONE vision – to be the organization of choice for professionals seeking to strengthen their organizations, lead their communities and advance their careers. Regardless of your specific role or title, you are helping your organization fulfill its TWO primary imperatives – leading businesses and leading communities. ACCE has the privilege to help.

In order to fulfill our organizational vision, so that you can fulfill yours, ACCE will focus on THREE strategic directions over the next three years: Excellence, Awareness & Opportunity. These three focus areas or “pillars” are directly tied to the needs you expressed to us during the strategic planning process. Members and planners called for extensive just-in-time knowledge and constantly expanding opportunities to improve yourselves and your organizations.

The only way ACCE can successfully increase your Excellence, Awareness and Opportunity is if we employ all FOUR of our available tools/resources on each pillar of the strategic areas. Those four tools are: instruction, volunteer resources (human, capital and network), information flow(s) and staff/partner knowledge. In the past, ACCE has been organized, staffed and in some ways defined by its methods of delivery. The current and future chamber world, like the rest of the business world, will seek relevant, actionable information without regard to media type or method. This new flexible model will reduce redundancy and improve access for all through networks, classes, web and yet-to-be developed media.

There are only a handful – FIVE – significant changes in the overall way we do business that will result from this change of philosophy. They are detailed at the end of the plan.

In the sections below, you will explore our ambitions and plans affecting your Excellence, Awareness and Opportunity. While we have heard and responded to your requests and requirements in this plan, we will pace the change in a fiscally responsible way, ensuring that our aspirations do not exceed our capacity.

By the Numbers: 1 – 2 – 3 – 4 – 5

ACCE Strategic Plan 2010-12

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EXCELLENCE! AWARENESS! OPPORTUNITY!The ACCE 2010-2012 Strategic Plan

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Personal, Professional & Organizational Development

ACCE staff and all of its programs are focused on helping chamber professionals and their organizations strive toward excellence in leading businesses and leading communities. In this plan ACCE will work towards helping members discover their own aspirational definitions of excellence – then help them work toward embodying those ideals. We will apply resources to ensure recognition and support for chambers and professionals that achieve progress and positive outcomes in the economies and communities of the future.

• In large part, it is the responsibility of ACCE to define excellence in the profession . . . at all levels. This can include recognizing those who demonstrate the best qualities of chamber professionalism. ACCE will explore researching behaviors, skills and personalities of those who succeed in the various disciplines of chamber work to develop a screening tool for getting the “right people on the bus.” Constant refinement and broad acceptance of a comprehensive “Body of Knowledge” (BOK) will also be part of this plan. In the future, equal emphasis will be paid in the BOK to community, business and organizational leadership. During the first 12 months of the new plan, we will institutionalize the process for expansion and constant renewal of the BOK. A full-scope version of the BOK, with associated curricula, will be available to all by the end of 2011.

• ACCE awards programs, especially Chamber of the Year, offer outstanding benchmarks for excellence. Starting in late 2011, ACCE will “harvest” the awards finalists to provide members a better understanding of best practices specific to their size and circumstances. We will also do more to display the excellence exhibited by award winners to business audiences.

• In response to the increasing need for non-traditional education and information models, ACCE must build web-based educational platforms. Due to resource limitations, this undertaking is expected to require much of the three-year span of this strategic plan, unless a powerful barter partner can be identified. Utilization of phone-based peer exchange (as a replacement for many teleseminar workshops), begun in 2009, will be even more heavily relied upon in the coming two years.

• The creation of an “information office” (IO) within ACCE’s staff/organization structure will be a critical part of helping our members drive toward excellence

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EXCELLENCE STRATEGY KEY TO SUCCESSRecognizing the need to provide multiple, “agnostic” avenues to learning – via classrooms, networks and information flow. Build an organizational culture that integrates chamber leaders and staffs to effort toward excellence more efficiently.

ECONOMICS OF CHANGEMoving to fewer classroom and more “pull” knowledge acquisition can decrease costs, but this and other improvements in professional development require modest investment in the new IO (Information Office). Body of Knowledge enhancement will only begin when volunteers are willing and available to lend time and expertise to the project. For high-end leadership development, we must proactively seek relevant partnerships or grants that can assist in furthering excellence.

under this plan. This new function – separate from the communications department – will be charged with building an accessible portfolio and library of best practices and outside resources. The work of this office will never be complete, as it will strive to predict and meet the needs members have in the future related to advancing themselves and their organizations. By providing a place for members to find and pull the information they require, ACCE will empower learning on a growing array of topics, rather than simply delivering training on a few. We expect work on this Information Office to begin in 2010. Well-defined distribution channels and full easy access to the fruits of the IO will require most of two years.

• Building our knowledge base will help with the refinement of existing professional development resources, such as the Chamber Executive magazine and convention content.

• Because ACCE can’t hope to have expertise in every management and policy area, we will recruit more willing, vetted partners as we have done in the past – partners like FutureWorks, our regional sustainable development partner, and the Center for Creative Leadership, a former leadership training partner. Our goal is to have a well-rounded partnership portfolio in place by the middle of 2011.

• For benchmarking and effective networking geared to professional development, ACCE must increase members’ knowledge about each other. We can do that in part through ensuring more small-group interaction with peers (expanded Metro Council model) and more facilitated matchmaking. A more robust and active member profiling system, with increased pre-population and user-friendly access will be built during the second year of this plan. During the first year of the plan, a partner will be sought to undertake a study of those who work in the profession and the roles they play.


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Situational, Intellectual, Actionable

The need for up-to-date and reliable information on trends, policy background, human resources, economic development, and demographics will grow as chambers find their way into the next economy. Making ACCE a living, growing, accessible resource for pertinent knowledge of all kinds is critical to the future of this organization. It is even more essential for chamber leaders and staff members, who will be making more and more complex decisions affecting their organizations, communities, members and professions. Helping members become and stay more aware of the changing environment in which they will operate – and what they and their peers can do about it – may be the most important role we play.

1. ACCE will start FY 2010-11 with a newly appointed information officer who will start building an infrastructure for gathering an ever expanding information resource center. In the past, ACCE provided information as a communications function. Under this new plan, the information office, as mentioned earlier, will build and constantly refresh of all kinds information our members need to remain fully aware. The first year’s priority will be to create the office and a process for collection, storage and dissemination. More searchable archives are anticipated by the end of Year One.

2. In the first year ACCE will conduct an information audit to catalogue the specific resources and services readily available to ACCE members. Marketing communications will be crafted to ensure members are informed of all resources intended to improve chamber awareness.

3. ACCE must take a number of steps – paced throughout the duration of this 3-year plan – to evaluate, filter and deliver information about the environmental circumstances facing chambers – i.e., economic, political, demographic, regulatory, futuristic (scenario planning). Establishing an ongoing relationship with a polling/research firm will be an objective for Year Three.

4. Members must have a trusted unbiased “chamber” source where they exchange information about policy issues affecting their organizations and communities. The already significant strength of ACCE’s Policy Clearinghouse and GR Division will be expanded.

warenessAACCE Strategic Plan 2010-12

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AWARENESS STRATEGY KEY TO SUCCESSThe most important key to success is the creation of an Information Office, with appointment of an appropriate leader, who can use technology, leverage member knowledge and invest in appropriate data acquisition.

ECONOMICS OF CHANGEPartnerships will be key to enhancement of trend and research products described above. Some exclusive and boutique information resources will be available on a fee-only basis. Creation of the IO will require investment over the course of this 3-year plan, but realignment of existing staff should help control development costs.

5. ACCE has filled a niche for those on chamber staffs who perfrom the economic development function. We will continue to do so as long as our members support this effort.

6. A web-based, “Wiki-style” platform will be developed during 2010-11 to empower members to build ever-growing idea chains accessible to all. Awareness of what works, how things are defined and other ideas will be bolstered in a low-cost, highly useful way through this technology tool. Multiple Wikis are anticipated, based on topics, issues and disciplines.

7. In the second and third years of the plan, ACCE will increase the capacity of staff members to manage and share a wider array of specific content areas. Eventually, staff performance evaluations will include the measurement of skills and success in content expansion, linkage creation, and research and idea dissemination.

8. After a full year of reporting under the new 990 forms, ACCE will begin to mine the on-line data available in chamber tax forms (maintaining anonymity) for purposes of reporting useful benchmarking and trend data.

9. ACCE staff and board members currently hear about happenings within the chamber movement, including personnel changes, organizational restructuring, mergers and international connections. By the start of Year Three, we will establish a more robust process for capturing and utilizing this ever-changing news.

10. Refinement of existing information resources, such as the Annual Convention, the Chamber Executive magazine, research, extensive subgroup interaction and social media tools will continue.

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Organizational and Professional

Business model adaptations, organizational restructuring and mission expansion/retraction will be the norm in the future chamber world, just as they are in the overall economy. Finding new ways to make, save and invest resources will be found, while your community and members strive for prosperity. ACCE will use its leverage, buying power, partners and connections to open doors of all kinds for members. By increasing the public understanding of the impact of chambers, we can further increase these opportunities.

Professional Opportunity Strategies

pportunityO ACCE Strategic Plan 2010-12

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1. ACCE will create a testimonial video series on the value of chambers to be released in FY 2010-11.

2. Pride in the chamber movement motivates and validates those who choose it as a profession. ACCE’s Senior Vice President Chris Mead is completing a history of American Chambers of Commerce, which includes powerful examples of chamber impact and influence over more than two centuries. ACCE will assist in publishing and distributing this book. We will also develop a process for continuous contributions to the living history of chambers going forward.

3. Using member contacts ACCE will continue to seek national foundation support to bolster community leadership development and/or create community solutions through local chambers.

4. The changing nature of the profession, local economies, political landscapes and organizational management (plus demographic realities) ensures that there will be a lively pace of turnover in the profession indefinitely. By the start of Year Two, ACCE must systematize the efforts now undertaken solely by the CEO in facilitating positive transitions across the nation.

Organizational Opportunity StrategiesWe must build public awareness that ensures chamber boards, members and communities understand the capacity of chambers to make a difference in their communities.

OPPORTUNITY STRATEGY KEY TO SUCCESSThe key to success in maximizing opportunities for members is discernment. New ideas, avenues and potential resource pools for you and ACCE become evident nearly every day. We must determine which are worth pursuing and how.

ECONOMICS OF CHANGEMany of the opportunities we bring to the attention of members can result in revenue for ACCE as well as savings or markets for members. Partnerships with vendors and with chambers can increase opportunities for members without significant new costs.

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1. ACCE wants members to be aware of all opportunities relevant to their mission, whether or not ACCE is the one offering the opportunity. During Year One of this plan, we will start including on the ACCE website searchable information about non-ACCE services and resources deemed relevant to chambers. ACCE will also explore more high-end toolkits and professional counsel from appropriate alternative vendors. 2. Some of the best partnering opportunities for organizational advancement can be found in undeveloped, or underdeveloped, local resources. ACCE will expand its initiatives to collaborate with local chambers that have successful affinity opportunities with the potential of expanding from a local to a national scale. We will reach out more actively to chambers in order to partner on speakers, research and other appropriate projects.

3. In Year One of the plan, the ACCE Benefits team will proactively seek opinions and data on how chambers make benefit decisions for their staffs as well as survey current ACCE plan administrators on customer satisfaction. ACCE’s largest, oldest and most successful buying-power program should be maximized for the benefit of members and the organization.

Maintaining the Team Behind the Plan

The unseen future holds only one certainty – change. Resource pools will grow and shrink for ACCE as markets, products and processes change. Technology will change what we deliver and how, as well as what we charge. Many elements of ACCE’s business model have proven to be flexible and resilient. The model will inevitably be tested in the future and we must be ready to address elements of our pricing, marketing, product mix, and administration and investment decisions to ensure that we are more than sustainable.

1. In FY 2010-11 we will re-examine our pricing and marketing of products and services, followed by examination of the benefits of pay-to-play access to exclusive groups and for specific kinds of information. In the third year of the plan we will consider offering appropriate fee-for-service executive search support, high-end personalized research and other “boutique” products.

2. Starting immediately, we will begin marketing more products and services to non-members at a significant premium, always being cognizant that member dues support many elements of ACCE’s product mix.

3. Internal improvements to be started in FY 2010-11 include: (1) expand staff cross-training to help with information dissemination; (2) increase staff awareness of member concerns by empowering more staff professionals to go “on the road”; (3) require advanced training on technology for all ACCE staff; and (4) complete integration of our general ledger with our association management system.

4. We will conduct a review/analysis of Board governance issues, inclusive of opportunities for engagement, evaluation of Board size and promotion of group vitality.

5. While ACCE’s revenue stream is relatively diverse, with fully 2/3 of revenue coming from non-dues sources, all income lines have been reduced in recent years. All revenue sources require extensive attention by senior staff and active volunteers over the next coming years.

a. The 401(k) program is stable and we must nurture and expand this source of income by reducing the administrative burden on the sales-effective team leader in FBI.

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CAPACITY STRATEGY KEY TO SUCCESSThe key to success in the capacity area is balance. We must maintain an entrepreneurial, ambitious agenda on behalf of our members, but work at a pace and scale in line with available – and potentially available – revenue.

b. In 2010, there will be an increased reliance upon volunteers and outside sales consultants to build new membership. Modest growth in member count is expected in 2010, but revenue is not expected to grow.

c. ACCE is finalizing a contractual relationship with a firm that can represent our interests in pursuing Federal grant funding. While government sources seem promising, funding opportunities via foundations have been reduced and we do not expect growth in ACCE’s 501(c)(3) entities until 2011.

d. Convention marketing, as well as event management for cost control, remain high priorities in light of continued economic hardship for many chambers.

e. Sponsor and affinity activity is expected to remain high, but turn over of funding partners is inevitable. We hope for true net growth in this arena in late 2010.

f. In 2009, the unexpected revenue opportunities were related to international travel. While we expect continued interest in this new line of business, it is unlikely to produce revenue in 2010 as significant as we experienced in 2009.

g. New revenue opportunities are always under review.


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Many programs and services will be added, eliminated or changed as a result of this plan. At the same time, the planning task force and members recommended only a few completely new or dramatically changed strategies for achieving our vision and mission:

1. We will move toward providing information and opportunities to learn through a variety of media. We can increase efficiency and better meet the needs of members if we recognize that members don’t care whether they get what they need from a classroom or a web site or a magazine . . . they just want it. With this in mind, we must build a “information office” within ACCE to serve members’ craving for knowledge on trends, best practices and ideas.

2. To enhance personal and organizational networks, we must move beyond simply forming/serving cool subgroups and “communities.” Good peer groups are essential, but we must find multiple ways to foster direct personal connections between members.

3. In order to increase fairness, expand resources and recognize levels of engagement, we must reexamine investment and program pricing.

4. We must take responsibility for telling the chamber value story outside chamber circles.

5. It is essential that we leverage the ACCE “audience,” as well as our collective voice and buying power, with marketing partners and grantors for the benefit of members and the profession.

5 Major Strategy Changes ACCE Strategic Plan 2010-12

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ACCE Chairmen and staff leadership during the strategic planning process expresses its sincere appreciation to Planning Task Force Chairman Tom Baldrige, CCE, of Lancaster, PA. He and all of us also wish to thank the subgroup leaders Jeanne Englehart, Kellie Jo Kilberg, IOM, CCE, Betty Nokes, Joe Reagan, Casey Steinbacher, CCE, consultant/facilitator Jim Kennedy and ACCE staff liaison, Tamara Philbin. We also deeply appreciate the hundreds of members from across the country who provided input and ideas at every stage, especially the Task Force members who devoted day-long sessions to building ACCE’s future.

cknowledgementsA ACCE Strategic Plan 2010-12

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Potential Partners Behind the Plan ACCE Strategic Plan 2010-12

Accirsoft Administaff ASAE and The Center for Association Leadership Association of Small Business Development Centers Blasingame BoardSource Braddock Communications Center for Creative Leadership CEOs for Cities Citistates Partners Citslinc* Climate Prosperity Project, Inc. Community Link* Cortera Council of Competitiveness Ford Foundation Ford Motor Co.* Spreading the word via the sign “Join Your Local Chamber of Commerce”

Franklin - Covey Fremont* Future Business Leaders of America

FutureWorks Gallup Polling Hight ICC World Chambers Federation Institute for Sustainable Development Langley Associates Market Street Services* NationJob* NCDS* Partners for Livable Communities Principal Financial Group Rockefeller Brothers Foundation Sprint* State Executive Association Network TalentQuest Triple Creed Enterprise Mentoring Systems U.S. Chamber WalMart Waverly Partners Zogby Polling

* Sponsors who are also providing advice and information and/or affinity program to members.

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ACCE STRATEGIC PLAN 2010-13 Strategic Plan.pdf · Information Office a living, growing information...

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