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					Chamber of Commerce
Resource Guide

An Executive’s Guide to Running a Chamber

www.wyomingchambers.com




                 Wyoming Chamber Partnership-1
                                                                Table of Contents

What is a Chamber of Commerce? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

IRS Guidelines and Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Composition of Membership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Business League Organizations 501 (c)6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Tax Payroll & Deduction Guidelines and FAQ’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Exemptions, Standard Deductions & Filing Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Policies and Guiding Principals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

W.A.C.E. Core Competencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Creating a Strong Local Economy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Promoting the Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Providing Networking Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Representing the Interests of Business With Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Political Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Board and Staff Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Board Versus Staff Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Why Boards Flounder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Conflict of Interest Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Board Functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Elevator Speech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Wyoming New Hiring & W-9 Forms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Employee Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Grant Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Grant Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Writing a Grant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Media/Press Kits & Lobbying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Lobbying. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42

Chamber Contact Guide. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50



                                                      Wyoming Chamber Partnership-2
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Bylaws/Employee Manuals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Wyoming Chamber Partners Bylaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Buffalo Chamber of Commerce Bylaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Star Valley Chamber of Commerce Bylaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Evanston Chamber of Commerce Bylaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69

Rock Springs Employee Manuals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Employment Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Saratoga/Platte Valley Chamber of Commerce Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . 96

Employee Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .105

Employee Rate Card . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .124

Finance and Budgets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127

Finance & Budget Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127

Profit & Loss Budget vs. Actual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127

Balance Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129

Profit & Loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .130

Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132

CEO/Employee Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132

Memorandum of Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134

Memorandum of Obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .136

Business &Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138

Strategic Plan Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138

Saratoga/Platte Valley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138

Rock Springs-Annual Progress Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153




                                                      Wyoming Chamber Partnership-3
Introduction


        This guide is intended to be used by WCP members. It is an accumulation of information from
many Wyoming based Chambers of Commerce. Along with some additional resources gathered from
best practices from around the nation. While this guide is specific to the operations of local chambers it
is applicable to most non-profit organizations. The guide is a basic guide to running a professional,
sustainable and profitable Chamber of Commerce.

        The co-authors of this edition would like to thank all of the Wyoming Chambers who contributed
to the creation of this Chamber Guide. We would also like to thank the many other contributors who
have provided valuable information to making this project successful.

       Please use this information as needed and also feel free to copy or share as you see fit.




                                     Wyoming Chamber Partnership-4
                                                 What is a Chamber of Commerce?

It is the front door to your community!
A Chamber of Commerce is a one stop information and resource center for visitors, locals, businesses
and those outside of the area seeking information and assistance.

Is the Chamber of Commerce a division of the City, County, or Lodging Tax Board?

No, but we do work as partners.

What are the major funding sources for the Chamber of Commerce?

The majority of funding comes from businesses, organizations and individual memberships who believe
in paying their fair share to an organization that promotes the area. Additional funding is derived from
contracts for services and some of the projects we put on.

What does a membership pay for?

With the Chamber acting as the front door to your community, we direct inquiries and resources to
businesses, organizations and individuals. It’s an investment in your Community!

We’re in business for business! We create opportunities for businesses to grow and prosper. We
provide a multitude of networking opportunities, resources and services.

It’s all about supporting those who support you! Any function that gives a business or organization an
opportunity to meet others and refer those they meet to other members creates a healthy community
that will grow and prosper.

The Chamber of Commerce is involved with leadership development, volunteerism, educational
development, regional cooperation, economic development, member services, maintaining alliances at
the local, state and federal levels, communicating current issues, candidate forums, workforce issues,
housing issues, and quality of life issues that impact our wonderful community!

The Chamber of Commerce is an organization of business and professional men & women who have
joined together for the purpose of promoting civic, commercial and economic progress in our
community.

What is the funding used for?

Salaries – The staff provides information on a daily basis to those seeking information about your
community. We attend a multitude of functions and then share information with our members providing
additional opportunities to help your business succeed. We also share that information with other
committees & organizations that have an interest in your area and your business community.




                                    Wyoming Chamber Partnership-5
Telephone, Internet Service, Office Supplies & Equipment, Printing Costs, Repairs & Maintenance,
Insurance, etc. – We need all the above to communicate and run our organization to help your
business.

Travel, Education & Training – Investing in staff keeps turnover at a minimum and allows individuals to
expand their knowledge; Learning new skills and techniques add value and expertise to their job
experience. The outcome provides a confident well informed Chamber staff that easily assists those
seeking information about the area through our office.

The Chamber attends: Conferences, summits, expositions, trade shows, and numerous meetings and
events. We represent the Chamber of Commerce membership. Not only do we promote the community
to the outside world, we promote and assist your businesses. Attending events, meetings and
conferences allows the Chamber staff to share the wealth of knowledge we have about your community
and learn what other organizations are doing in their communities!

How can I get involved?

Call your local Chamber of Commerce and ask to join. They coordinate and assist several volunteer
Committees’, luncheons and other events.

Attend Chamber events, it is a cost effective way to increase your business by being involved and
networking.

Read the area happenings. Chambers distribute information that include upcoming local events,
trainings, trade show opportunities, columns and information from the Wyoming Business Council,
Wyoming Entrepreneur, Department of Workforce Services, legislative issues, sponsorships and
member to member offers.

Is there anything else?

Chamber offices want to promote your organization: They can display brochures, business cards and
coupons.

Your business or organization will be listed on marketing efforts that your local Chamber of Commerce
is involved with. Examples include websites and relocation packets for potential businesses and those
seeking to move to your area. Chambers refer inquiries to your business!

Chambers work with many organizations & committees representing Chamber Membership and
keeping members apprised of current issues and events.

Who benefits by having a strong local Chamber of Commerce?

Everyone! The Chamber of Commerce is the eyes and ears of the community. They have a passion to
sell your community to visitors and locals allowing communities to grow and prosper. This “can do”
attitude leaves visitors with a sense that “the front door” enjoys sharing the wealth of knowledge about
the Community with others! It’s all part of “supporting those who support you”.

Chambers receive phone calls and visitors daily asking about your local community.

                                    Wyoming Chamber Partnership-6
Questions and information provided include: Area Demographic Information, Directions, Maps, Phone
Numbers, Local Business and Event Information, Listings of Lodging and Restaurants, Schools, Health
Care Facilities, Employment Opportunities, Resources and information to open and/ or relocate a
business, Relocation information for individuals and families considering moving to the area, Tours of
the area, City, County, State and National Contacts….

We do all of this and more!




                                    Wyoming Chamber Partnership-7
                                                           IRS Guideline and Status


Composition of Membership – Section 501 (c) 6

Please go to www.irs.gov/charities/nonprofits/article/0,,id=169371,00.html to access this information.

A section 501(c)(6) organization is a membership organization characteristically supported by dues.
Although an organization may receive a substantial portion or even the primary part of its income from
nonmember sources, membership support, either in the form of dues paid to or involvement in the
organization's activities must be meaningful.

For this purpose, membership support includes the following items:

     • Amounts derived from performing the organization's exempt functions or from substantially
         related activities
     • Contributions or gifts from the general public

Unrelated income is excluded in measuring the extent of membership support. Thus, for example, dues
from associate members are generally not considered.

Business League Organizations 501 (c) 6

Contributions are not deductible as charitable contributions on the donor’s federal income tax return.
However, they may be deducted as trade or business expenses if ordinary and necessary in the
conduct of the taxpayer’s business.

Tax Payroll and Deduction Guidelines and FAQ’s

Please go to http://www.irs.gov/businesses/small/article/0,,id=220748,00.html for frequently asked
questions and for access to necessary forms and other information regarding payroll taxes and
deductions.

Exemptions, Standard Deductions and Filing Information

Please go to http://www.irs.gov/publications/p501/index.html for access to forms, status, requirements,
and additional information.




                                     Wyoming Chamber Partnership-8
                                                  Policies and Guiding Principals


W.A.C.E. Core Competencies
Please see the Western Association of Chamber Executive’s (W.A.C.E.) website for more information
or to become a member of their organization at www.waceonline.com.

W.A.C.E.’s Core Competencies are:
   • Creating a Strong Local Economy
   • Promoting the Community
   • Providing Networking Opportunities to Build Business Relationships
   • Representing the Interests of Business with Government
   • Political Action



Creating a Strong Local Economy

“The Tool Kit is the best new idea generated by W.A.C.E. in the past 10 years. We have found that the
Tool Kit helps us to focus on what really matters in Chamber work and to communicate value to our
members.”


                                    ~ Leron Gubler, President & CEO
                                    Hollywood Chamber of Commerce


The Economy is Job #1
Job creation ranks #1 on national agendas. It is considered to be the Chamber’s most important
function by business leaders that have been surveyed over the last 10 years (during both strong and
weak economic cycles). It is also the core competency that Chambers think they need to improve on
the most. In most communities, business leaders formed their local Chambers of commerce to create a
strong local economy. Then, through the clout of the Chamber, business leaders also helped establish
other infrastructure that businesses needed such as their local governments.

In a recent W.A.C.E. survey conducted by Charlton Research, business leaders were asked what they
want most from their Chamber. The #1 answer (given by 92% of respondents) is for their Chamber to
assist in creating a strong local economy. Less than half (49%) of these same respondents said
Chambers were doing an acceptable job. With such an overwhelming response, it is clear that
Chambers must focus on the local economy.

All of our communities may be different, but one core component we have in common is the need for a
vibrant business community. Creating a strong local economy boils down to cultivating the atmosphere,
policies, programs and culture where members can grow their businesses. It’s all about selling your
community as the place that can help grow and attract jobs.

The term economic development gets mixed reviews depending on where you are located. Using the
phrase creating a strong local economy gains a stronger, more positive reaction. Articulate the role


                                   Wyoming Chamber Partnership-9
your Chamber plays in job retention, expansion and attraction, and how you are marketing your
community as a business place of choice.

What Chambers Need to Do
Successful Chambers focus their top priority on creating a strong local economy. They use this as the
over-arching umbrella that defines all of their other core areas and the filter for which they analyze,
review, add, modify or eliminate programs, services and offerings. Chambers should test community
events, programs and all activities against whether those activities help create a strong local economy.

Most Chambers do events well, in fact many have been perceived as a “Chamber of Events.” Your
challenge is to treat building a strong local economy as a multi-faceted event. Develop an integrated
plan that includes how you communicate to your members and the community at large how your
Chamber has been a leader in helping build a strong local economy. Even if your community has an
economic development organization or City department focused on these efforts, there are plenty of
ways your Chamber can strategically align with these organizations and also specialize in providing
programs/policies that retain, grow and attract jobs.

Chambers must communicate in such a way as to reinforce what they are doing to create a strong local
economy. Lobbying activities, events, membership communications, newsletters, solicitations,
speeches, promotional materials, tweets and posts - anything that comes from the Chamber - should
reflect back on this theme: that Chambers exist to create a strong local economy. That is the core
message that will resonate with your members and position your Chamber as a leader in your
community.

Understand that uncertainty in the economy is the new norm and the pace of change continues to
accelerate. The average product life cycle is under four years – which means there will always be
business churn (start-ups and closures). By creating an atmosphere that embraces entrepreneurial suc-
cess – you are always promoting and attracting the next life cycle of businesses to your community.
Supporting entrepreneurs and small business is a core competency of Chambers of commerce and the
economic backbone of healthy communities. Small businesses created two-thirds of the net new jobs
over the past century, and innovative entrepreneurs have created more than half of all new inventions.
Creating a strong local economy means providing a climate that attracts and retains jobs. Challenge
your team to be creative and innovative in how your community can help create and communicate an
environment that grows and nurtures jobs.

Myth: It costs a lot of money to implement economic development programs.
Fact: Chambers can make an impact on their local economy on a shoestring budget. It doesn’t take a
lot of money, but it does take focus and coordination.

Creating a Strong Local Economy

Strategic Objectives
• Retain, expand and attract businesses
• Resource for economic information
• Communicate value and benefit of business
• Expand opportunities for small, minority and women-owned enterprises
• Attract visitors/tourists




                                   Wyoming Chamber Partnership-10
Why We Do It

• Retain, expand & attract businesses
• Develop a qualified, knowledge-based workforce
• Serve as the marketing arm for economic development
• Be the resource for information
• Capture the talent in the global marketplace
• Connect community partners
• Promote business competitive assets (talent & infrastructure)
• Increase member engagement
• Attract Corporate HQ and larger companies
• Improve member retention

Success Measurements
• More jobs
• Competitive data matrix
• Business promotion & recognition
• Streamlined regulatory process
• Reduced cost of doing business
• Where employees want to be
• Increased member participation
• Improved retention rate

Putting it into Practice
Below are some ideas of programs and resources Chambers are using to promote a strong local
economy in their communities. They all start with an important base of doing your homework. The key
question to ask is what problem or opportunities are you trying to solve.
Inform
• Be the go to resource; collect fact and data – survey members and keep up on community trends
• Provide current demographic information in your trade area that is relevant to business needs: traffic
   counts; retail sales; hotel occupancy and supply; labor force information, commercial property
   information (occupancy/rates)
• Look at the big picture: know your community and the value a strong business base means and how it
   enhances the amenities and the quality of life in your community.
• Watch for industry trends to see areas of growth/shrinkage and assess opportunities/threats
• Communicate why your community is the best place to attract investments or that talent wants to live
• Offer lunch and learn programs with experts on key subjects that help companies grow their
   businesses or take advantage of trends
• Tell your story: articulate your message over and over and over again until it is ingrained into the
   culture of your community
Connect
• Shop local campaigns
• Support ordinance that encourages local governments to select/do business with local companies first
• Offer relevant business development seminars and programs


                                     Wyoming Chamber Partnership-11
• Coordinate efforts with other programs i.e. SBDC, colleges, universities, SBA, Workforce Boards
• Connect entrepreneurs to available franchises for sale
• Business Trade Shows
• Member discount Programs
• Economic Forecast Summits/Breakfasts
• Tourism Bureau Services/events that bring visitors to your community
• Job Fairs
Enable
• Business Boot Camps
• Leads Groups
• Provide new business start-up information and counseling
• Offer business mentor or roundtable programs
• Incubators/accelerators – providing pooled space for start-up companies
• Clean Tech and/or Green Tech programs
• Economic Gardening Programs that help the small companies grow. Littleton Colorado coined the
   term and there are many successful programs across the country.
Influence
• Advocate for state and local policies that support development
• Promote and support a small business climate. Integrate into all of your core areas and use as an
   overriding theme that tie into issue advocacy efforts.
• Serve as an ombudsman for business issues at local governments (i.e. permitting)
• Expand the Chamber’s sphere of influence via partnerships and collaborations to create a consistent
   message across a broader group of stakeholders
• Support business-friendly candidates and initiatives
• Leadership programs

Promoting the Community
“The Bakersfield Chamber of Commerce implements the W.A.C.E. Tool Kit throughout our marketing
plan, starting with the core competency bullets on the front page of every monthly newsletter and the
home page of our website...In speeches to community groups I always talk in Tool Kit terms.”
                                     ~ Debra Moreno, President
                                     Bakersfield Chamber of Commerce

From where we’ve been…
Chambers of Commerce have always had their fingers on the pulse of the community. The level and
type of community involvement has changed and grown over the years as communities have
developed. Originally, a community effort of business owners formed your Chamber of commerce. The
Chamber was the community hub and had its finger on the pulse of everything that was happening.
Thus, the calls from the community asking for business phone numbers or the letters from schools
asking about your town for their school report. Chambers have always been perceived as the source of
information for our communities. This connectivity has created a great amount of community pride.

To where we’re going…
While our fast-paced world has transformed the way people receive information and do business,
Chamber still need to focus on the core areas of promoting the community. As Chambers have seen
the needs of their business communities change, the delivery and types of products and services that

                                   Wyoming Chamber Partnership-12
connect Chambers to the community has transformed. Originally, Chambers did a lot of parades,
pancake breakfasts and beauty pageants. Today, while the majority of Chambers may not host these
types of events, other programs geared toward education and scholarships, community visioning and
leadership programs have taken their place.


New trends to consider
Some may ask are these types of programs relevant in today’s marketplace? The overwhelming
response from large companies, corporate headquarters and Generation Y would be a resounding yes!

In fact, W.A.C.E. did a survey that found this trend: Corporate Headquarter and larger companies want
the community connection piece over the other aspects of membership. Individual or corporate
commitment to community engagement is the most important reason these companies join local
Chambers. Another trend: community connection is a key piece for Millennials (Gen-Y). Many of this
generation (ages 11-32) are invested in the idea of making a difference in their community and
workplace, and have a very collaborate style.
Incorporating elements of promoting the community are a critical component of a Chamber’s work plan,
and needs to be balanced and integrated with the other core areas.


Promoting the Community

Strategic Objectives
• Forging strategic alliances with the education community
    • Develop a qualified, knowledge-based workforce
    • Retain good teachers
    • Connect education communities to business
    • Promote quality education systems
    • Recognize outstanding achievement
• Identify and develop community leaders
• Identify issues that negatively impact quality of life to develop programs/partnerships to tackle these
   issues

Why We Do It
• Increase number of visitors to community
• Improve quality of life/education to attract top talent
• Future leader development
• Increase member engagement
• Connect Corporate HQ and larger companies
• Improve member retention



Success Measurements
• Community recognition (Best Place ratings, etc.)
• Where employees want to be/tight job market?
• # of community stakeholders/partners
• # headlines from press coverage

                                      Wyoming Chamber Partnership-13
• Measurement of moving the needle towards solving the issue
    • Graduation rates
    • Reduction in gangs/crime
    • Increased test scores
    • National recognition/Best Places
• Increased number of visitors to community
• Increased member participation
• Improved retention rate



Putting it into Practice

Sample Programs
Below are some ideas of programs and resources Chambers are using to promote the community.
They all start with an important base of doing your homework. The key questions to ask are what
opportunity are you trying to capitalize on? Or, what problem are you trying to solve?

Education
• Scholarships
• Teacher grants
• Legislative Advocacy (Charter Schools/Technology/Race to the Top)
• Teacher recognition
• New Teacher welcome program
• Student mentorship program
• Student internships/job shadowing
• Business/teacher exchange

Community Impact
• #1 place
• Citizen of the Year
• Community visioning
• Alliance and stakeholder building
• Community marketing program
• Community foundations
• Visitor services
• Beautification/recognition program
• Holiday lights program
• Adopt a park/clean-up program
• Water resources program
• Emergency preparedness program
• Community medical awareness program
• Safe driving program

Business Development
• Shop local programs
• Entrepreneurship programs


                                  Wyoming Chamber Partnership-14
• Business mentor programs
• New CEO programs
• Young Executives programs
• Green initiatives
• New business/employee welcome event/coupons


Networking Opportunities
To Build Business Relationships
“The survey data in the W.A.C.E Tool Kit, as it relates to function of providing networking and business
contact opportunities, speaks clearly. Chambers must continue to provide and strengthen all aspects of
this networking function, including face-to-face, social media networking and development of referral
opportunities.”

                                     ~ Matt Bott, CEO
                                     Issaquah Chamber of Commerce

Connecting Face-to-Face = Business Success
Networking is one of the oldest ways to make connections and Chambers of Commerce are pros at
creating programs and opportunities that connect people, communities and businesses for success.
Networking is all about providing valuable member connections and access to other business leaders.
It is a low cost way to build business relationships, generate leads, and learn valuable information.
Relationships are built around trust and connections. Chambers provide high-quality, value-added
opportunities for members to interact and foster profitable business relationships. These programs and
activities create connection points for like-minded business people to recognize, learn, create or act
upon business opportunities. Forums both face-to face and virtually allow business people to build new
business relationships and generate business opportunities. Such programs provide a risk free easy
way for leaders to connect with each other and open doors. Many business leaders prefer face-to-face
networking opportunities because of the potential for higher quality relationships. People tend to prefer
actually knowing and meeting who they intend to do business with and trust. In addition, running a
business can be isolating and Chambers create opportunities for business owners/CEOs to connect
and find answers/solutions to common business challenges specific to their stage of business.

The availability of networking opportunities is usually cited by business leaders as the top reason for
joining local Chambers. Members are mixed on whether the networking opportunities provided by their
Chamber met their expectations for business growth, but many of those most satisfied with their Cham-
ber say they joined for the networking but continued their membership because they discovered other
benefits. Those who see value in networking with other business leaders to share ideas, stay informed,
or for advocacy are much more positive toward their Chamber than those who are only interested in
immediate business leads.

Chambers provide great ROI since networking is a cost-effective method to generate new business
over traditional advertising or public relations efforts. Business networking is a low-cost activity that
involves more personal commitment than company out of pocket investment.




                                    Wyoming Chamber Partnership-15
Chambers of Commerce are the only entities in their communities that represent businesses of all sizes
across all industry spectrums. Depending on the maturity and size of the company, networking needs
may vary. Larger companies like the clout and advocacy that comes with connecting with other
business leaders.


Networking 2.0 and Beyond
Chambers need to develop networking strategies, not just provide programs. Strategies need to
incorporate all different modes of networking: face-to-face, social media, and online tools. Also, within
the strategies look at innovative products and services to meet the needs of an ever-changing business
environment. Many Chambers have made major changes in their program and product mix over the
last several years with an increased emphasis on a menu of services designed to help businesses
survive in tough times.

Innovative Chambers keep pace with (or ahead of) their members and the technologies and methods
they are using (or beginning to incorporate) in their own businesses to connect with their customers.
These Chambers are incorporating social networking opportunities to connect consumers/tourists and
businesses to each other. Think of how you communicate with members and increase their
opportunities to connect and leverage their membership in the Chamber group through an advanced
web portal linking them to helpful member solutions, mobile apps, online registration enhancements,
group benefits, bulletin boards, discussion groups, and online trade shows, with the ability to receive
info and give feedback 24/7. These online networking opportunities help business promote themselves
within the clout of the Chamber.

While networking is intangible, successful Chambers have worked to quantify their networking and
referral programs in terms of value and connection opportunity. Chambers should develop ways to
track the number of times they create networking opportunities - and the number of people who
network.

For example, a Chamber may want to track the number of people who attend meetings and events and
show a running total of networking contacts in the newsletter. These numbers will result in some terrific
statistics that can be great sales tools. Having members incorporate your networking and business
building programs and opportunities into their corporate strategy helps drive retention and new member
relationships.

Quantify Outcomes via Member Testimonials:
“Not long after our company joined the Chamber, I met two other members at the Business After Hours,
both from different companies. Those two encounters that evening resulted in some substantial
business for my company - we were able to strike a $10,000 deal!”

“We just did an event this past Saturday, and the event came to me as a result of the Chamber
Breakfast!”

“I especially enjoyed today’s meeting. The energy was high! It was great. A couple of us hi-tech
companies are going to get together to share ideas for generating business.”




                                    Wyoming Chamber Partnership-16
“The relationships I’ve built through the Chamber are so valuable, and it was fun and easy to make
them at Chamber events, on committees and through other leadership opportunities.”

“Our team takes part in so many valuable programs the Chamber has to offer, and the results speak for
themselves: new clients, deeper relationships and increased brand recognition.”




Delivering Programs to Help Businesses Grow
Providing businesses information and resources may mean different things to different Chambers, in
the 2010 W.A.C.E. Survey several respondents mentioned getting invaluable information from their
Chamber on regulatory and legislative issues. Often mentioned together with advocacy efforts, those
Chambers, who do an excellent job of keeping members informed of public policy issues that impact
business, generally received the highest ratings.

Some Chambers also do an excellent job of providing information that is useful to members such as tax
help or grants listings. Seminars or workshops focused on the issues that can be difficult for local
businesses are most useful, while few find value in seminars prepared by members designed primarily
as a sales pitch. In light of the economic downturn, some Chambers have been able to present
speakers who address how to best navigate the current business climate. Others have offered
information geared toward entrepreneurs who have lost jobs and are seeking to establish new small
businesses.

Providing Networking Opportunities to Build Business Relationships

Strategic Objectives
• Make member businesses more competitive and profitable
• Achieve higher levels of customer satisfaction and loyalty
• Utilize new technologies and tools to enhance member connections
• Leverage membership group to help businesses lower overhead
• Position the Chamber as the Go To organization for business resources

Why We Do It
• Help member businesses to be more competitive and profitable
• Stay informed on key business issues
• Business growth through relationships
• Provide access to group buying power by increasing
• Help businesses save money – group buying power
• Professional development for a smarter business
• Attract the multi generations that are working in our companies
• Attract the next generation of business leaders
• Help businesses gain insights, solutions, training, and connections
• Gain hands-on participation from leaders (Board/Ambassadors)
• Organization of choice
• Increase member engagement
• Increase membership
• Improve member retention

                                    Wyoming Chamber Partnership-17
Success Measurements
• Testimonials marketing
• Increased event attendance
• Increased member participation
• Improved retention rate
• Increased participation in group buying programs
• Sell-out sponsorship
• Number of new services implemented
• Increased website hits


Putting it into Practice

Sample Programs
Below are some ideas of programs and resources Chambers are using to provide networking
opportunities and information face-to-face and virtually to help businesses grow. Use these ideas to
strategize how you can redesign your Chamber’s programs to give a return on investment and be the
go-to organization for business resources.


Face-to-Face Networking and Resources
• Networking events (breakfast, lunch, after hours)
• Connect @ Lunch programs
• Lunch and Learn programs
• Business Expos/Trade Shows
• Seminars: Networking 101, Social Media Networking, Surviving & Thriving, Marketing, Time
   Management, Sales, etc.
• Roundtables: CEO; Entrepreneurial; Sales/Marketing, etc.
• Young Executives programs
• Customer Service programs
• Ambassadors
• Board of Directors
• Committee Meeting

Virtual Networking and Resources
• Bulletin boards
• Discussion groups and forums
• Online trade shows
• Online member business directory
• Virtual magazine/directory
• Newsletters
• Mobile App [feature]
• Websites
• Social media (Facebook, Twitter, LinkedIn, etc.)
• Referral websites
• Online scavenger hunts
• Group buying power/affinity programs (office supplies, health plans, etc.)


                                    Wyoming Chamber Partnership-18
Representing the Interests of Business with Government

“Success is measured by the participation of members in events as well as the Chamber’s public policy
stands being adopted by local government. It’s attempting to be a leader in showing the business
community new ways of doing business and having many businesses adopting those ideas.”
                                    ~ Steven Rose, CEO
                                    Culver City Chamber of Commerce



The Voice of Business in Your Community
The way the world does business is changing – what doesn’t change is the need to represent the
interests of business with government. Advocacy was one of the first things the Founding Fathers of
our nation sought to protect. The first amendment to the Constitution makes very clear that petitioning
the government is an important right that should not be taken away. Democracy is not a spectator
sport. Businesses must play to make sure they are in the game and influencing the outcome. With our
broad base of members and the resources we are equipped with, Chambers are the perfect conduits to
serve and represent the Voice of Business to key decision makers in their community.

Connecting leaders and influencing decisions is a natural role for Chambers of Commerce. We are the
only entity in our community that represents business of all sizes, industries, and stages. This gives
Chambers a unique market niche to be the leading voice on public policy. Chambers are able to
harness the collective power or their membership and join them together as one voice to influence
outcomes in government. There probably is no more important function for Chambers than to be the
voice for business in their community.

The bottom-line is our members want to be profitable and stay competitive. Who better to be on their
side than the Chamber? Our organizations have strategic political insight, timely knowledge of business
issues, know all the players, and can be a positive force to promote business interests with
government. A Chamber’s collective clout helps keep business taxes and regulations in line. When
Chambers focus on politics and policy, members can take care of running their companies.


“We must all hang together, or most assuredly we shall all hang separately.”

                             ~Ben Franklin at the signing of the Declaration of Independence.


Working Together to Create a Pro-Business Climate
Supporting and promoting a pro-business climate should be a major component in representing
business interests with Government. It is the reason many mature companies and major employers
participate in a Chamber. There are many different ways you can integrate this into your work
programs. It is not about money, but about connections, building relationships, communication and trust
to ensure elected officials and decision-makers are educated about the impacts of their actions on
business and the economy.

Chambers play a critical role in creating an opportunity for dialogue. Look for opportunities to be a
facilitator of business and government connection and collaboration, creating understanding that

                                   Wyoming Chamber Partnership-19
crosses both sides of the issue, and political spectrum. At a Chamber “eggs over issues” meeting, one
senator from the minority party commented “it was nice to have a venue outside of their formal political
process so he could interact and hear comments, concerns, and ideas voiced by the majority party and
also representatives from the other branch of government.” Through forums like these, we are
connecting elected officials in ways they may not normally relate, and therefore assist in the policy
process.

Businesses need to help government find solutions to economic challenges: businesses have cut back,
changed their business models, created new partnerships and learned how to do more with less, and
as a result they have become more effective and competitive. By sharing our wisdom and experiences
with government, we can partner in helping them limit the burden on business communities.

Leading the Business Agenda
Chambers are the leaders of the business agenda. Due to the diversity of our membership: from large
companies to small, from mature to start-ups, a Chamber can include an incredibly broad membership.
While there can be many competing interests among this diverse collection, we have the opportunity to
channel those common interests among our members into a unified, effective voice. This voice
becomes even more effective when it is used to encourage our members and their employees to get
involved in the process and help shape the decisions being made by their government.

Some Chambers have improved their ability to advocate for business interests by forming alliances with
other regional Chambers to strengthen that voice. Join together with other Chambers in your area to
create a coalition or alliance. Doing so can provide more resources for common causes and you can
amplify the power of your various memberships to push for a pro-business agenda. Developing these
partnerships can greatly enhance your region’s ability to influence an issue when you can all come
together to agree on something.

Creating a Dialogue
In order to truly make the most of their role in shaping the decisions of government, Chambers must do
a good job of communicating what they are doing in the advocacy arena. By communicating what the
impacts are of legislation, rules, and regulations we can help our members better understand what it
means to them in terms of jobs and investments. It may also give members an idea about how to save
more money or avoid unnecessary regulation. They may discover that simply being aware of a new tax
provision that was recently passed can provide them a high return on investment on their Chamber
membership.

We must effectively communicate in order to help our members fully understand what challenges or
opportunities may await them in the public arena. Turn the communication into a dialogue
and see if your city council would be willing to hear from a local business once a month. The
government-business relationship will be more beneficial if both sides are sharing information and
talking to each other.

Benchmarking for Success
Quantifying results is always important to the business community. It is how success is measured.
Translating the actions of government to a quantifiable result for a business can sometimes be difficult
but you need to know where to look. Did your Chamber advocate to prevent a sales tax rate increase in
your city? If the council heeded your suggestion, you have a quantifiable win on your hands. You can
measure this by the amount of money you saved consumers therefore giving them more money to
spend at your members’ stores. Did your Chamber advocate for a streamlined permitting process that


                                   Wyoming Chamber Partnership-20
was implemented? If you work with the city, you can come up with something quantifiable to
communicate to your members such as reducing the amount of time of the permitting process fromeight
weeks to two weeks. Look for headlines where your Chamber is included and has helped shape the
dialogue. Your members should be made aware of these tangible results.

“At the governmental affairs level we use a scorecard for measuring how effective we are at getting our
elected officials to see our point and vote accordingly. It gets their attention that we are indeed paying
attention to how they respond to business issues. The results are then forwarded to our Candidate
Evaluation Committee to use during that process. An 80% score or higher gets the elected official an
automatic endorsement in their race.”
                                      ~ Jack Camper, CCE, President & CEO
                                     Tucson Metropolitan Chamber of Commerce



Representing the Interests of Business with Government

Strategic Objectives
• Drive public policy for the business community
• Lead critical business issues and make a lasting impact
• Actively communicate on issues and be the 24/7 source of information for business
• Position the Chamber as the progressive and effective force in the community
• Give creative solutions that protect taxpayers, provide essential services and improve economic
   conditions

Why We Do It
• Advocate for solutions on key business issues
• Educate policy makers on business priorities
• Promote interests of free market economy
• Leverage clout for a unified voice
• Hold government accountable
• Simplify government regulations
• Minimize taxes
• Increase contact and access with elected officials
• Build leaders for tomorrow’s future
• Increase membership
• Increase member engagement
• Increase retention

Success Measurements
• Number of meetings with legislators
• $ saved in support of issues
• Number of legislative proposals tracked
• Businesses retained
• Businesses recruited

Putting it into Practice

                                     Wyoming Chamber Partnership-21
Below are some ideas of programs Chambers are using to represent the interests of business with
government. Through these programs and activities it is key the Chamber gain strategic political insight,
have timely knowledge of business issues, and know all the players to be an effective voice for
business.

Inform
• Legislative email alerts during session
• Legislative action highlights in Chamber publications
• Issue forums
• Legislative breakfast focusing on top business issues
• Legislative report card
• Legislative agenda booklet

Connect
• Candidate forums
• Chamber Day at the State Capital
• Elected officials reception
• Public Affairs Committee
• Transportation Committee

Influence
• Establish policy decision-making framework and guiding principles
• Direct Dialogue calls with legislators
• Feature a company once a quarter at a City Council meeting and highlight what the company and
   their employees do for the community

Impact
• Identify and understand the elements that can be job busters and hinder growth
• Work strategically with key decision makers to stop/change/overturn or create opportunities, i.e. auto
   zones; revenue niches – i.e. sales tax ---- dedicate to local infrastructure; speed – concurrency;
   inspector consistency
• Permitting issues – predictability and consistency
• Regulatory Consistency
• Keep cost to do business low
• Transportation/ability to move people and freight
• Other issues important to your own business community?

Political Action
“Since joining the San Benito County Chamber of Commerce as its President/CEO, I found the
W.A.C.E. Tool Kit to be a huge resource. We have used the Tool Kit survey the past three years to
discover the needs of our members. We found that a huge percentage of members wanted us to be
more politically active, so we put together a Government Relations Committee and have since
endorsed projects and recently a candidate for our County Board of Supervisors. We have also used
the Tool Kit examples on how to better communicate our message to our membership through our
newsletter, new member application and other marketing materials.”

                                             ~ Jessica French, President & CEO
                                             San Benito County Chamber of Commerce


                                     Wyoming Chamber Partnership-22
Supporting Pro-Business Candidates for Office
It should not surprise anyone that every level of government is looking for resources and the following
are now on the table: new fees, taxes and regulations that impact the cost of doing business in your
community and State. This inclination, combined with W.A.C.E. research, shows that having an
advocacy program is a “must do” core competency. Effective Chambers have a political action
program. The good news: the number of Chambers endorsing candidates and forming political action
committees is on the rise. Having this core competency in place strengthens the clout of your
messaging on the other core areas of building a strong local economy and representing business
issues with government.

One way to promote a pro-business agenda is to support and encourage pro-business candidates for
office. Elected officials that understand business are key in the areas of governmental accountability
and fiscal responsibility. These leaders make a difference on budget priorities, keeping the cost of
doing business low; they also understand the need for consistent regulation and what is needed to
grow jobs in your communities.

Pro-business elected officials realize that businesses don’t have an endless supply of money and don’t
need endless and costly regulations. They also understand that business owners value people.
Successful business owners know that their most important asset is the people they employ. Their
business future depends on the ability to attract and retain good people.

Your Chamber can impact the elections process in a variety of ways: from encouraging enthusiastic
business leaders to run for office to setting up a Political Action Committee (PAC) that can raise and
spend money on behalf of candidates. W.A.C.E. provides resources and information on how to form a
PAC. Chambers can offer candidate training schools to ensure they are prepared for what a campaign
actually entails. Spend time getting to know candidates either by sitting down over coffee or setting up a
candidate’s forum to give them and your members the opportunity to hear where they stand on the
issues.

“More often than not, politicians don’t see the light until they feel the heat.”

                                               ~ Dave Kilby
                                               CalChamber


Creating a Political Action Committee
Leadership comes with risks! Establishing a Chamber Political Action Committee (PAC) and getting it
properly funded will earn your Chamber the attention and respect of the public employee PACs and
other groups who have ruled the political roost unchallenged for decades. This leadership will also
attract others to join your organization. Candidates who receive your Chamber PAC contributions
and/or endorsements will remain your friends for years to come. A little contribution goes a long way in
local politics.

There are a lot of myths around political action:
   • It costs a lot of money


                                      Wyoming Chamber Partnership-23
   • You receive government money so can’t endorse candidates
   • Your Chamber will lose credibility if your candidate doesn’t get elected

These are all just myths. Creating a PAC is not difficult, nor expensive. Establishing a PAC provides
your Chamber with the legal means to collect and disburse money to candidates for office who
understand the importance of a healthy business climate and will vote to keep your community moving
in the right direction.

PACs are easy to set up and there are a lot of resources available from W.A.C.E. to help with this
process. Using these resources can help you learn from best practices to have a clear and organized
process. In terms of fundraising, local races don’t cost a lot of money. Many Chambers have an added
line on their invoices for members to contribute at the thresholds established by state lobbying laws. In
terms of what happens if your candidate doesn’t get elected, you have this issue whether your
Chamber is involved with advocacy or not. Successful Chambers after elections have receptions and
one-on-one meetings with all elected officials. This helps keep the communication channels open and
allows for establishing some potential building blocks of commonality.

If your Chamber receives money from local government and would like to overcome this hurdle you
have several options. One, you can do like the El Centro Chamber and have a strategic plan to wean
yourself over a period of time from the dependence on government resources. Two, you can make sure
that your resources are a dedicated contract for service i.e. Tourism or Economic Development. Three,
the challenging market economy has governments with less money to spend, so brainstorm creative
ways that the Chamber can provide the core service without government funds. It should also be noted
that if your Chamber receives government funding, you can still be politically active and it doesn’t mean
you have to go so far as endorsing candidates. Those who oppose Chambers taking political action
such as supporting specific candidates or measures feel that Chambers can still provide a valuable role
of giving business a voice with local government.

Political Action
Strategic Objectives
• Identify pro-business leaders as potential candidates for elected office
• Impact the elections process by encouraging pro-business candidates
• Ensure elected officials and decision-makers are educated about the impacts of their actions on
   business and the economy
• Position the Chamber as the progressive and effective force in the community

Why We Do It
• Educate policy makers on business priorities
• Promote interests of free market economy
• Leverage clout for a unified voice
• Hold government accountable
• Increase contact and access with elected officials
• Build leaders for the future
• Increase membership
• Increase member engagement
• Increase retention



                                    Wyoming Chamber Partnership-24
Success Measurements
• # of pro-business candidates elected
• $ raised for PAC
• Businesses retained
• Businesses recruited

Putting it into Practice
Below are some programs Chambers are using in the core area of political action. Through these
programs and activities it is key the Chamber make and impact through political action – without this
ingredient, advocacy and lobbying carry little influence and don’t leverage clout.

Impact
• Political Action Committee
• Facilitate region-wide coordination
• Help build pro-business councils and executive offices
• Introduce business issues into campaigns
• Recruit candidates and help them win
• Provide strategic advice to candidates that helps them message to the constituents

Inform
• Election alerts during session
• Candidate forums
• Candidate training schools
• Q&A with candidates and add to Chamber publications/website

Connect
• Coffee/interviews with candidates
• Partner with other like-minded organizations to host candidate forums
• Elected officials reception
• Create venues or opportunities to give candidates visibility to voters

“We had a 100% win rate with our local city council races this last November, and at the first council
meeting, the business-minded decision-makers voted against a $7.5 million dollar tax increase.”

                                     ~ Betty Nokes

                                      Bellevue Chamber of Commerce




                                    Wyoming Chamber Partnership-25
                                                    Board & Staff Relationships

BOARD VERSUS STAFF ROLES AND RESPONSIBLITIES

Mission and Purpose

   •   Determined by Board of Directors
   •   Staff and Board should wholeheartedly support and define mission and purpose

Organizational Planning

   •   Goal Setting involves Board, Staff and Volunteers
   •   Board is ultimately responsible for long range plan
   •   Goals must fit within the scope of the mission
   •   Goals must be reviewed and updated constantly (every 6 months is standard)

Governance

Board sets the ends; the staff determines the means. The Board is interested in results, not day-to-day
operations.

POLICIES

   •   Board develops policies designed to protect the organization, funding and staff
              Policy Areas:
                     Bylaws
                     Conflict of Interest Policies
                     Financial Controls
                     Personnel Policies
                     Board Policies
                     Volunteer Policies
                     Property
                     Grievance

              Defining Policy:*

                      1.  A governing principle
                      2.  A framework for carrying out work
                      3.  A way for the Board to delegate authority and still maintain control
                      4.  A guide for the staff to solve problems and attain objectives
                      5.  A way to ensure uniformity and consistency of action throughout the
                          organization.
                      6. A way to specify service priorities
                      7. A way to speed up decisions
                      8. A definition of What is to be done and where the effects are to go
                      9. Not a planning or program decision
                      10. Policies are broad precepts or principles designed to influence and control
                          future decisions, directions and actions

From: Board Sense: Common Sense for Non-Profit Board Members. By Andrew Swanson


                                    Wyoming Chamber Partnership-26
Programs

   •   Programs and services must be consistent with the organization’s mission and purpose
   •   Board must monitor programs and goals

Employment

   •   Board is ultimate employer – responsible to assure correct, fair and equitable Personnel Policies
       and Procedures and Practices
   •   Board hires, fires and supervises Executive Director
   •   Executive Director hires, fires and supervises all other staff
   •   Communication goes through clear chain of command
          o Board member to President to Executive Director
          o Executive Director to Board
          o Executive Director to Staff
   •   Board evaluates Executive Director according to Board Goals

Manage Resources
Board is final legal and fiduciary authority for the organization

FINANCIAL OVERSIGHT
   • Board determines and approves annual budget. (Can be developed by Executive Director and
     committee and then recommended to the Board.)
   • Fiscally responsible service: Board assures funds are prudently managed and expended.

FUNDRAISING
  • Board assures adequate resources
  • Board instructs Executive Director in fundraising activities, but all done by approval of, and in
     name of Board of Directors

PROPERTY HOLDINGS
  • Board assures proper care and protection of property, including maintenance, security and
     safety
  • Staff implementation

LEGAL & FIDUCIARY POLICY AREAS
  • Tax Exemption Status
  • Federal and State Income and Social Security Taxes
  • Unemployment Insurance
  • Health and Safety
  • State Laws re: Worker’s Compensation, Disability Wages and Employment Policies

Public Relations
   • Shared responsibility of Board and Staff
   • Individual Board members cannot speak for the organization unless authorized to do so
   • Individual Staff members represent the organization at all times



                                      Wyoming Chamber Partnership-27
Board Nominating Process
   • Recruitment for the Board comes from the Board. (Often the Executive Director has input).
   • Should have nominating process that looks at the needs of the Board and who would best meet
      these needs. May recruit from a specific community sector.
   • Potential members should be interviewed to assure belief and support in the mission and
      willingness to commit to Board responsibilities. Interview may be joint function of a Board
      Member and the Executive Director.
   • No Nepotism. Board members should not be related to staff or even closely aligned (good
      friend).

WHY BOARDS FLOUNDER


                  “Non-profit agencies can be very efficient at doing the wrong things.”

                                                       -Peter Drucker

             1. Inadequate planning.
             2. Inappropriate attention to issues other than those requiring Board action.
                        Board should act as an adjunct to management, not as a co-manager.
                               i. To protect member interests
                               ii. To serve in a quasi-auditing capacity
           3. Ineffective use of Board committees.
           4. Unproductive and boring Board meetings
           5. Failure to be informed regarding the agency’s work.
           6. Making uninformed decisions, without important data.
               (Need to table the decision.)
           7. No clear-cut policies, objectives, or priorities
           8. Poor selection of Board members
           9. No self-evaluation or willingness to receive training.
           10. Lack of professionalism.
               Gossip; individuals speaking for the Board as a whole; poor public relations image
           11. Not letting the manager manage.

Top two problems of Boards
   1. Too complacent, under-involved. Even with good confidence in the Executive Director, the
      Board needs to be informed, involved and questioning.
   2. Micromanagement or the interference with the daily operations of the agency.

To be most effective, Boards must find a “happy medium” between the two.


Conflict of Interest Statement

It is now resolved that the following Conflict of Interest Policy is adopted:



                                      Wyoming Chamber Partnership-28
       Any duality of interest or possible conflict of interest on the part of any board member should be
       disclosed to other board members and made a matter of record, either through an annual
       procedure or when the interest becomes a matter of board action.

       Any board member having a duality of interest or possible conflict of interest on any matter
       should not vote or use his/her personal influence on the matter, and he/she should not be
       counted in the issue for the meeting, even where permitted by law. The minutes of the meeting
       should reflect that a disclosure was made, the abstention from voting and the quorum situation.

       The foregoing requirements should not be construed as preventing the board member from
       briefly stating his/her position in the matter, nor from answering pertinent questions of other
       board members since his/her knowledge may be of great assistance.

It is further resolved that this policy be reviewed annually for the information and guidance of board
members, and that any new board member be advised of the policy upon entering the duties of his/her
office. The board chairperson and secretary are authorized and directed to see that this policy is
followed.

I have read and am familiar with this organization’s policy concerning conflicts of interest, and I have
initialized each paragraph below.

       During the year ____, neither I nor to the best of my knowledge, any member of my family has
       had an interest or taken any action which would contravene this policy.
       During the year ____, neither I nor, to the best of my knowledge, any member of my family has
       had any interest in or taken any action which would contradict this policy, except such interest or
       action which is fully disclosed below.

_______________________         ______________________          _________________

Signature                      Position                       Date




                                     Wyoming Chamber Partnership-29
Board Functions

Qualifications
        The Board of Directors is the policy body of the Rock Springs Chamber of Commerce. Its
members represent a broad cross section of the business and professional leadership of the city. It is a
high honor to serve on the Board. The first basic requirement for the Board member is his or her proven
genuine, unselfish interest in the Rock Springs Chamber and its objectives.
        Other qualifications include:
        1. A willingness to spend the time and effort necessary to give the proper attention to Board
            responsibilities.
        2. Ability to work constructively and harmoniously with the staff, the committee members and
            Board members in accordance with policies established by the Board.
        3. Business and work experience that enables exercise of sound judgment when considering
            the problems of the committees related to the overall program.
        4. Courage and ability to have an objective opinion and willingness to face community
            problems even though the issue may be controversial.
        5. Ability to inspire others to respond to worthwhile causes sponsored by the Chamber and to
            motivate others to help on community problems.
        6. Demonstrated ability through task force service and community service.

        The proper performance and responsibilities of directors and officers is vital to the sound and
efficient operation of the Chamber of Commerce. Members of the Board are selected because of their
standing in the community, their experience and ability in civic affairs, and their interest in the Chamber.
The Board members approve the budget, receive and pass on committee reports and
recommendations, and direct the general activities of the organization.

Chamber Policy
         Board members have no authority to commit the Chamber to any action or policy. Board
member status is of an individual action in a legislative capacity, and he or she only has a right to exert
their influence with the Board for approval of such actions and policies as they favor. Their authority
does not go beyond their vote. Members of the Board should be willing to abide by the decisions of the
Board in accordance with the Bylaws governing such decisions.

The Public
        Board members are the representation of all the membership officially, and unofficially of the
entire public. They should be ready at all times to defend the Chamber of Commerce against criticism,
and/or where the criticism is justified, they should take the necessary steps to remedy the condition by
bringing it to the attention of the Board for action.

The Staff
        While the Board is the legislative and frequently the judicial arm of the Chamber, the
administration of the policy is delegated to the Chamber staff. The Board employs an Executive
Director whom the Board holds responsible for administrative matters of the office. This includes the
hiring, and the smooth functioning of the Chamber staff. The staff consists of professionals able to carry
out the Chamber program as approved by the Board. The relationship of the Board member to the
Chamber executive is advisory as it relates to the other members of the staff. The relation of the Board
member is legislative as it affects the organization as a whole. Individual Board members and officers
should not assume executive responsibilities more properly performed by the staff members. At the
same time, staff members should not in any way decide matters of policy which can rest only with the
board.


                                     Wyoming Chamber Partnership-30
Councils, Committees and Task Forces
Another responsibility as a Board member is a commitment of overall responsibility to all committees,
task forces and other Chamber sponsored groups. Members of the Board should also: stay informed of
their activities, help keep the group in its proper relationship to the overall operation of the organization,
and to study, and pass upon recommendations which are submitted to the Board. All Chamber
members engaged in activities involving policies or expenditures not budgeted must bring their program
to the Executive Committee. These should be in the form of a recommendation for final approval and
instructions before definite action can be taken.


Elevator Speech

Imagine yourself in an elevator with the chief executive of the largest business in the community that is
not a member. Your task is to pitch that person on the main benefit of joining your chamber-in the time
it takes to ride the elevator. All Chamber staff and board should be able to share this with others.

Here are some ideas:

OPTION ONE:

        I know I have just a minute of your time, so let me tell you why our community depends on the
Rock Springs Chamber of Commerce—and why you should too. Simply put, we are the organization
that cares about the future of our local economy—and the one that does something about it. From
representing you-- and the business voice on countless issues—to focusing on promoting our
community and building a strong economy, we are there for you every day of the year. And, through
our networking opportunities, we can help you grow your business. I can give you many specifics—and
would like to do so when we meet—but for now, think of the Rock Springs Chamber of Commerce as
your partner in building a better economy—and a better community.

OPTION TWO:

       At the Rock Springs Chamber of Commerce, through the strong voice of more than 600
businesses, we work together to strengthen our local economy and promote the community. The Rock
Springs Chamber of Commerce also offers numerous networking opportunities to introduce your
company to potential clients or customers and gain access to ideas or products that save you money or
increase your bottom line.

Simply put, the Rock Springs Chamber of Commerce is dedicated to helping local companies grow
their businesses so that the economy will grow for all businesses.

“Bringing Businesses and Community Together”




Wyoming New Hiring and W-9 Forms



                                      Wyoming Chamber Partnership-31
Federal and State Laws require employers to report newly hired and re-hired employees in Wyoming to
the Wyoming New Hire Reporting Center. This site will provide you with information about reporting
new hires including reporting online and other reporting options! Please see the following website to
sign up for online reporting at: http://newhire-reporting.com/WY-Newhire/default.aspx

To access all needed forms for hiring please go to the following websites:

       -Wyoming New Hire Reporting Form: http://newhire-reporting.com/Downloads/WYForm.pdf
       -W-4: http://www.irs.gov/pub/irs-pdf/fw4.pdf
       -I-9: http://www.uscis.gov/files/form/i-9.pdf

For additional hiring resources please go to:
http://newhire-reporting.com/WY-Newhire/Resources.aspx


Employee Application

Rock Springs Chamber Employment Application (See Appendix)

Rock Springs Chamber is an equal opportunity employment company. We are dedicated to a policy of
non-discrimination of employment on any basis including race, creed, color, age, sex, religion, national
origin or physical defects.




                                    Wyoming Chamber Partnership-32
                                                                 Grant Information

Grant Resources

GRANTS

Wyoming Grants Information:http://will.state.wy.us/sis/grants/

Wyoming Business Council: http://www.wyomingbusiness.org/

Wyoming Community Foundation: http://www.wycf.org/

Wyoming Department of Workforce Services: http://wyomingworkforce.org/

Catalog of Federal and Domestic Assistance: https://www.cfda.gov/

Foundation Center: http://foundationcenter.org/

Grants.gov: http://www.grants.gov/

The Daniels Fund: http://www.danielsfund.org/index.asp

Grant Writing USA:http://grantwritingusa.com/



Writing a Grant

                                        Writing a Grant Proposal
                    Craig White and Paul Castelloe, Center for Participatory Change
Writing a grant proposal – like any big project – is easier when you break it down into steps.
GETTING STARTED
Read the whole grant application carefully. Highlight all of the questions you have to answer and
materials you have to include. Underline key words or phrases you might want to use. Before you start
writing – brainstorm. What are the strong points of your organization? Your program? What are your
best arguments and examples? These ideas give you a place to start writing.
Start by writing a one paragraph (3 or 4 sentences) description of your request. It should include:
   •   Who you are
   •   What your project is
   •   How much you’re asking for
This summary lets you start with the big picture – the rest is filling in the details. You may be able to use
this summary in the proposal, or as the first paragraph of your narrative.
Most grant applications ask for the same information, but they often have different formats. Some will
have a list of questions. Others will ask for a “narrative” – the story of your project.
Start by writing a draft – don’t worry about making it look good, just get the ideas down and polish them
later. Look at the ideas you brainstormed before, and start with the questions that you have the most
answers for. If you get stuck on one question, work on another one for a while.

                                     Wyoming Chamber Partnership-33
Talk most about the parts of your project that they’ll like best – use their guidelines for clues.
When you’re done with the draft, go through and polish it up. Make sure the ideas are clear. Read it out
loud to see how it flows. You may need to rewrite a lot – that’s okay.
You can use the key words and phrases you underlined in the application. But don’t worry about getting
fancy – just say what you have to say, briefly and clearly.
When you’re done with the writing, go back and look at the summary. Make sure it exactly reflects your
proposal – your ideas might have changed!
Proofread everything!! Reading the whole thing out loud is a good way to catch mistakes. Have
someone else proofread it too.


ADDITIONAL MATERIALS
Finally, add all the other required materials, which may include:
Project budget. Be specific and realistic on what you will need to spend. Show you’ll use their money
wisely. Don’t always ask for the maximum amount – a budget for $19,870 looks more precise (and is
less likely to get cut) than a request for the $20,000 maximum.
The organization budget shows how this project fits into your whole organization, and allows the grant
maker to see how much you spend on administration compared to programs.
Letters of support and newspaper articles document your success and your partnerships with other
organizations.
Other documents may be requested for financial and organizational reasons: the 501 (c)(3) letter of tax
exemption; an audit or financial report, and a list of the board of directors. Make a file with several
copies of each, so you have them ready whenever you write a proposal.
Make sure the fit is good. Your project should closely match their guidelines. Otherwise, you’re wasting
their time – and your own.
Follow the instructions exactly. They have to read lots of proposals. When one is exactly right, they’ll
appreciate it – and remember it.
Convince them that funding you is a smart investment – you’ll use their money carefully, you’ll get a lot
done, and you’ll help them achieve their goals.
Show them that you will give them what they need. That may be strong evaluations, good publicity, or
knowing that they are really making a difference.
Make connections and build relationships with foundation staff and board members whenever you can.
People give money to people they know.
Sometimes it’s hard to just sit down and write a particular section of a proposal. So instead, talk it out.
Have one or two people talk through the section while somebody else writes down their exact words.
Then, see if you can use that as a start for your written answer – make whole sentences, move things
around, make it flow together. Finally, when you’re done with the writing, read it out loud again to see
how it sounds.
Add a cover letter that includes a summary of your request.
   •   Proofread everything . . . again.
   •   Double check to make sure you answered all the questions and are sending all the required
       materials.
   •   Make a copy for your files.

                                      Wyoming Chamber Partnership-34
    •   Make sure you mail or deliver it in time to meet the deadline.
After you’ve sent it in:
    •   About a week after mailing, call to make sure it arrived and is complete (this is also an
        opportunity to talk a bit with the grant maker).
    •   During the review period, if you have major successes, send a letter and let them know. If you
        get an article in the paper, send them a copy.
    •   Be patient. The review process can take a long time.




                                     Wyoming Chamber Partnership-35
                                                       Media, Press Kits & Lobbying

Media


Media Interviews: Speaking the Tool Kit Way
When you are being interviewed by the local newspaper, radio or TV station, make sure that you use
the language that sends the clear message of what your Chamber does. Use the Tool Kit terminology.

“The Chamber is delighted to be able to promote the community through our annual business expo. It
not only provides networking opportunities for our participating members, but it helps to build a
strong local economy.”

Tips for Talking to the Media

At one time or another, all Chamber executives will talk to the media. It may be because the Chamber
has something to promote, because you have a position on a public issue to espouse or because you
are under fire. Remember that your attitude with a reporter often can be as important as what you say.
The more you know about his/her job, the more comfortable you will feel with what is happening. The
more you understand your position in an interview, the more you will feel in control. The more second
nature the mechanics of an interview situation become, the more you can concentrate on getting your
point across.

Following are some basic rules about dealing with the news media, how various media operate and
how to deal with reporters.

General Points to Remember
The news media is not the enemy. Reporters will ask tough questions - it’s their job. It’s easy to feel
defensive. Don’t be.

This is your chance to be heard. Thank the reporter for making the effort to get your side of the issue.
Be friendly, helpful and sensitive to the time constraints and deadlines some reporters will be under. If
there is time, sit down with a broadcast reporter to provide background information on the issue before
the tape is rolling.

If there is a microphone or camera, ALWAYS consider it on.

A reporter’s responsibilities. Conflict of opinion is one of the main ingredients of news. If you are
criticized in a story, you should be given the chance to respond. Likewise, you must expect critics to
respond to your points. Make sure a reporter knows how to get in touch with you after the interview in
case he/she needs more information or a response to a new development.

Never assume your comment is “off the record.” Consider everything you say to be eligible for the front
page of tomorrow’s newspaper. Don’t say anything you wouldn’t want to see there. Don’t assume a
reporter will understand your joke. Do not make cracks about opponents or even self-deprecating
remarks about your company or organization. A well-meaning reporter could misinterpret you; a mean-
spirited reporter could make you look horrible. Assume that everything you say will be used in the story.
Remain professional.


                                    Wyoming Chamber Partnership-36
Nice people ask tough questions. Do not be surprised if a reporter’s demeanor changes drastically
once discussion turns to the subject at hand. Radio and television reporters may want to use their
question as part of the story and so they want it to sound confrontational and cynical. Concentrate on
the question and your answer and remain measured and calm in your response.

You are in control. This is the most important point to remember. If you don’t say something, it can’t be
used. If you are asked a question about something irrelevant to the issue, answer politely that that was
not what you understood the interview was about and indicate the subject matter you were told you
would be discussing.

Never say “no comment.” If you do not know an answer to a question, say so. Let the reporter know
you will try to find the answer and get back to him/her. Then do it. You have agreed to be interviewed
on a certain subject. If you refuse to answer questions, you will appear to be stonewalling.

About the Media

Newspapers

Dailies - Morning
Most large metropolitan daily newspapers are delivered in the morning. Their readership can generally
be regarded as the most sophisticated, most educated and most likely to be active in the community
among all news media outlets. Deadlines for news stories run from mid-afternoon until late evening.

Dailies - Afternoon
Many local newspapers are delivered in the afternoon. They cater to an interest in local issues, and
readership is much the same as morning newspapers. Deadlines for afternoon dailies are early in the
morning.

Weeklies
Weekly newspapers have a variety of missions. Some cover geographic areas, others cover ethnic,
racial, religious or sexual communities. Many California cities have weekly newspapers with large
circulations that cater to local entertainment and have a liberal perspective. Typically a weekly paper is
delivered on Thursday with a deadline on Tuesday. However, there are many variations on this
schedule and it is best to check on each paper’s deadline.

Newspapers Online
Most community newspapers now have an online presence. News deadlines vary, and updates may be
made throughout the day.

Newspaper Reporters
It is common for newspaper reporters to conduct interviews over the phone. It is also common for them
to call back three, four or five times to make sure they have the details straight. Encourage this. Make
the reporter feel welcome to get back in touch with you if he/she has any questions. If you are going to
be away from the office, let him/her know how you can be contacted. The interview might be quite
lengthy. Remember, everything you say is quotable.




                                    Wyoming Chamber Partnership-37
Radio

News
Many radio news interviews are conducted over the phone and reporters are required to tell you they
want to record you on tape for airplay later. This is called an “actuality.” Have one or two of the key
points ready and stick to them. A long radio story is 45 seconds. Your answers must be short and to the
point. You may also be asked to do your interview live, on-air.

Talk Shows
Talk is consistently among the highest-rated formats in radio. It also is one of the rare times in dealing
with the news media where you will not be edited. Listeners will hear everything you say, good and bad.
Also, this format often pits one side against the other and callers often can add wild card questions. Go
to the studio, if at all possible. You will sound better.

Sound
Radio reporters love to be able to use sound in their stories. Think about the key points you want to
make and your organization or company and figure out what sounds, if any, are associated with them. If
a reporter uses a sound on the air, it must be explained. Feel free to suggest certain sounds a reporter
may want to record, but don’t be pushy about it.

Television
Most people get their news from television. It is immediate and visual, which can make it dramatic and
powerful. To be part of a television story, you must be on camera. Giving someone information over the
phone is not enough.

Expect a television news crew to travel to you and to want to take pictures of anything that goes with
the story. Think of ways to visualize your key points. If there is another location that would be better,
suggest meeting the crew there. Explain the pictures that will be available and you’ll seldom hear a
“no.”

Cable TV
Local cable news is of increasing importance. Local versions of CNN are springing up around the
country. Your local cable channel may also have a community highlight show, which could offer a good
opportunity to tell the Chamber story. Treat all news media representatives with respect. Organizing
responses by reporters’ deadlines can help you make sure you meet all their needs.

Foreign Language Media
Every major market in California, and most of the smaller ones, have Spanish language newspapers,
radio and television stations. Other languages, primarily Asian, also are represented in the news media.
These are important outlets and should be treated as such. Reporters from foreign language outlets
usually are bilingual and will interview you in English and translate your remarks into the foreign
language. If you have someone who speaks the language in question and can be briefed, it is valuable
to offer him/her for the interview.




                                    Wyoming Chamber Partnership-38
Different Media, Different Needs

Print
Newspaper or news magazine reporters have more time and more space to report a story. They will
want greater detail and will be able to spend more time with you getting the facts about the story. As
with electronic press, witty, concise sound bites are important in print. Every reporter wants a good
quote for his/her story. Interviews can be conducted by phone or in person. For a complex story,
spending 30-40 minutes on the phone with the reporter is not unusual. Remember during this time that
nothing is “off the record.”

Television
Most television news segments are about 45-60 seconds long. Make sure your main message is
concise and can be delivered in about 10-12 seconds. Keep in mind that even if the interview lasts 10
minutes (which is long for a TV interview), you will be on the air only for 10 seconds, and that’s only IF
you deliver a good sound bite. Television interviews must be conducted in person. Keep in mind that
the camera is always on. Don’t say or do anything you wouldn’t want to see on TV.


Radio
Most radio news segments are even shorter than TV, about 30 seconds. Again, it is critical to keep your
main message concise. Radio interviews can be done in person or over the phone. Most radio
reporters tape interviews over the phone; they’re called “phoners.”

When Pitching a Story
Know the reporter and the media you’re pitching. Make sure the reporter to whom you’re pitching a
story will be interested in the story you are calling about. An education reporter will NOT be interested
in a story about a new business coming to town. Likewise, you also must make sure that the specific
station or publication you are pitching has an interest and a corresponding timeline for publication.

In some markets, the local newspaper staff may not have time to do an interview and write the story
regarding a program or activity of the Chamber. A well-crafted press release can become an even more
important vehicle to use to pitch a story. In some cases, the paper may print your story right from the
press release. Quotes from the top executive or board member would also be printed verbatim from the
press release.

Be aware of the deadlines of the media. Make sure that you do not unfairly advantage one media outlet
over another, such as issuing a release the day after the deadline for a weekly publication. You do not
want to be accused of favoring one outlet over another. Also, make sure you know the daily deadlines
for reporters so they can write and file your story before their deadline. In the case of electronic media,
that means mid-morning releases for the noon news, and midafternoon for the evening news.

Be concise and make your story relevant to the reporter. When you call, boil your pitch down to a few
sentences. Develop a tease, a one-sentence way to frame the issue. You also need to tell the reporter
why he or she will care about the story you are pitching.

For example: “Sample Chamber, along with the city, has attracted Business XX to our city. It’s expected
that Business XX will bring XX jobs to our City and contribute $XX to our economy. I’m the president of
Sample Chamber and was very involved in the negotiations. I know you cover local business issues; I
thought you’d be interested. Give me a call at (XXX) XXX-XXXX at your earliest convenience.”


                                     Wyoming Chamber Partnership-39
Follow up. If you don’t get a call back, call the reporter again. It’s possible that he/she didn’t get your
message. But, don’t deluge the reporter with messages.

When to Call a Reporter
Return calls promptly. If a reporter calls to get a comment from you, call back within 30 minutes (or
less). In most cases, the reporter wants a comment on-the-record. If you don’t call back, the reporter
will get what he/she needs from someone else and you’ve missed an opportunity to tell your story.

Don’t call when reporters are on deadline. A reporter who has a story in tomorrow’s paper or on the TV
news that evening doesn’t want to be interrupted after 2 p.m. or 3 p.m. Obviously, if they’ve called you,
return the call; it’s a good bet they need your comment for their story. If you’re not returning a call, start
the call off by asking if they’re on deadline. If yes, let them know you’ll give them a call tomorrow.

Deadlines
Print/TV: 2-3 p.m. (although this can vary depending on time of broadcast/publication)
Radio: Immediate and ongoing deadlines, especially if the station broadcasts news on the hour or half
hour.

Preparing for the Interview
Before the Media Calls
Look around your offices - if someone were to call today, where would you suggest holding the
interview? A newspaper reporter will have the fewest needs as to location. A radio reporter will want a
room with peace and quiet. A television interview conducted in a related environment is the best
possible situation. An interview conducted outside in front of a bush or a tree will look good if the sun is
in the interview subject’s face and the noise level is low. Doing the interview in your office is fine. In
front of a bookcase is a good location.

What you don’t want: Don’t sit behind your desk. You will look bureaucratic. Try not to stand in front of a
plain white wall. Do not pick a location with a lot of activity immediately behind you. The movement
could distract the viewers and keep them from listening to what you have to say. What does your office
say about you? When a reporter walks into your office, what impression will he/she get? Personal
items-pictures of family and friends, mementos, awards and indications of charity work you do will help
a reporter realize you are a human being. Don’t be afraid to have a little small talk with the reporter if
time permits. Don’t overdo it, but be friendly.

After the Media Calls
Between the time you are asked to be interviewed and when you actually are talking with the reporter,
prepare yourself. Make sure you know the main message you want to communicate to the reporter and
readers/viewers/listeners. Have your facts ready.


Get your thoughts in order.
   • Write down the key points you want to highlight.
   • Prepare for tough (or even easy) questions. Anticipate all possible questions the reporter might
       ask and prepare your answers.
   • Practice saying the key points aloud. Rehearse the questions and answers.



                                      Wyoming Chamber Partnership-40
Check the physical arrangements.
Notify the receptionist that a reporter will be arriving if the interview is to be conducted at your office.
The unannounced arrival of the news media sometimes can trigger a reaction that creates a sense of
suspicion on the part of the reporter. If you don’t want to hold the interview in your office, make sure
your preferred site is available.

Check your appearance. Do you look professional?
If this is a television interview, get to a mirror and make sure all the peripheral items - clothes, hair, tie,
makeup - are in order.
Maximize the Impact of Your Television Interview
How you look is important. If your tie looks like a test pattern or your hair is out of whack, the viewer will
concentrate on that and not on what you’re saying. The most important thing to remember: be
comfortable. If you don’t like ties, take it off, or, at least loosen it. Use your common sense. Wear what
you normally would wear to work. Trying to look like something you’re not will hurt your credibility.

Sound bites
The typical television story will run about 80 seconds. Be concise and to the point. You will be lucky to
get 10 to 15 seconds for your sound bite (that’s you talking). Keep in mind that even if you are asked 20
questions, you still will fill up only a short part of the story. Be wary of a reporter asking the same
question in different ways. He/she may be trying to elicit a different response. Stick to your guns. Keep
going back to your key points. Consider each response to be the only one that will get on the air.

Live shots
Sometimes a reporter may want to do a remote live shot with you being interviewed on the air. Usually
this will involve a reporter’s introduction to a taped piece with questions of you afterward. You should be
fitted with an earpiece that will allow you to hear the taped report. Listen to it.
If the piece contains factual errors, correct them briefly at the end of your first answer. Concentrate on
the reporter’s questions.

A live shot is especially distracting. There is the usual reporter plus camera operator, as well as a
monitor featuring you on television and a microwave or satellite van nearby. Spectators also may
gather. Ignore them. Look at and listen to the reporter.

During the Interview
Listen to the reporter. It is easy to concentrate so hard on your key points that you forget to listen to the
question. Make sure your answer is responsive to the question or it will appear you are trying to evade
it.

Talk to the reporter. If this is a television interview, face the reporter. Consider the camera a bystander
listening in. Listening to the reporter’s question and then turning your head to the camera looks rude.
(The exception is if you are interviewed on camera by someone in another location. In this situation,
look at the camera and remember not to make funny faces.)

Be flexible. If a reporter doesn’t like the location you select for the interview, try to accommodate
him/her with another spot.

Relax. If you stumble through an answer, start over again at the beginning. Broadcast reporters are
under severe time constraints when they put together a story. Even the most critical reporter can’t use
you “um”ing and “aah”ing your way through a sentence.


                                      Wyoming Chamber Partnership-41
Be friendly. Feel free to take time to talk about whatever non-related subjects arise. Remember, you
want the reporter to realize you are a human being.

Be reachable. Tell the reporter how to get in touch with you should there be new developments.
Be honest.

An interview is an effective way to reach the public. Remember, you are in control of the interview.
Don’t be afraid to show compassion. Sharing your concern about health problems, for example, can be
more effective than a long string of scientific data.
Following Up
Let the reporter know what you thought of the story. Call the reporter after the story runs to let them
know how you liked it. If he/she did a thorough job of reporting and recounting the story, tell them.
Thank him/her for doing the story.
Corrections
If there were inaccuracies in the story, politely let the reporter know. If it’s a major inaccuracy, ask the
reporter to correct the record. You also can write a letter to the editor to correct the record.



Lobbying

                              WYOMING LEGISLATIVE SERVICE OFFICE

Committee Handout Form

If you would like to provide a handout to a committee, please bring sufficient paper copies to the
meeting for all members of the committee and provide one copy of the handout and this completed
form to committee staff. Please note, copies of the handouts are available to the public upon request. If
you have any questions about this form or committee handouts, please call the Legislative Service
Office at (307) 777-7881. Thank you for taking the time to provide this information. The Wyoming
Legislature welcomes your participation in the legislative process.

Electronic submission: If possible, we would like an electronic copy of the handout before the
meeting. This form is available at: http://legisweb.state.wy.us/lsoweb/Participate.aspx. Please save this
form on your computer and complete the fields below (use the “tab” key to move through the form).
Once completed, please e-mail this form and your handout to legdocs@state.wy.us at least one day
before the committee meeting. In the subject line of the e-mail, please include the committee name and
meeting date (e.g. House Judiciary Committee, 2/11/2011).

Committee Name:
Committee Meeting Date:
Bill number or agenda item the handout addresses:
Document Title (please provide a short and descriptive name for the document):
Document Author (Please provide name of the ORGANIZATION and/or individual that wrote
document):
Document Provider (complete ONLY if different than author listed above):
Document Date (complete only if different than meeting date):




                                      Wyoming Chamber Partnership-42
FACT SHEET
HOW TO PARTICIPATE IN THE LEGISLATIVEPROCESS DURING LEGISLATIVE SESSIONS
The Wyoming Legislature offers a variety of services to help Wyoming residents actively participate in
legislative sessions, whether you are in the Capitol or in your hometown. The information below
explains services provided by the Wyoming Legislature to ensure your participation in the legislative
process when the Legislature is in session.

GENERAL TELEPHONE MESSAGES AND CORRESPONDENCE FOR LEGISLATORS
If you would like to contact a legislator directly during the session, call the Senate Receptionist at (307)
777-7711 or the House Receptionist at (307) 777-7852 to leave a brief message for a member. Written
mail may be directed to a designated legislator in care of the Wyoming House or Senate, State Capitol,
Cheyenne, WY, 82002. Fax messages may be sent to a designated legislator at (307) 777-5466.

CONTACTING LEGISLATORS BY E-MAIL
You may also contact members of the Wyoming Legislature via e-mail. Many legislators use e-mail to
correspond with their constituents and other members of the public. This is one of the most effective
ways to communicate with legislators, especially if you would like to provide more detailed information
than is available through the various telephone services. Legislators who can be contacted by e-mail
are listed on the Legislature’s Web site(http://legisweb.state.wy.us).

ONLINE HOTLINE & TELEPHONE HOTLINE
During the legislative session, you can recommend support for or opposition to a particular piece of
legislation by using the new Online Hotline. In addition to expressing support for or opposition to an
identified bill, you can also leave a short comment regarding the bill. This service is available on the
Legislature’s Web site at http://legisweb.state.wy.us/postcomments/onlinehotline.aspx. Comments will
be available to all legislators, but keep in mind that legislators consider a variety of factors when making
decisions on pending legislation. The Telephone Hotline is also available toll free for those without
internet access. Within Wyoming, the number is 1-866-996-8683and for local callers within the
Cheyenne area 777-8683. Callers will not be able to leave comments regarding a bill.The information
that you provide using these services is considered a public record.

BILL STATUS HOTLINE
You can call the Bill Status Information Service toll-free within Wyoming at 1-800-342-9570 to obtain
the current status of any bill in the legislative process. This is a limited service that provides information
about where the bill isin the process, but does not provide information about the details of the
legislation. In addition, callers cannot leave messages for legislators at this telephone number. This
service is available on days the Legislature is in session from 8:00 a.m. until 5:00 p.m. Out-of-state
callers should dial (307) 777-6185 for this service.

HEARING IMPAIRED SERV ICE
If you have a hearing impairment, call the toll-free Wyoming Relay Service for information on any bill.
The number is 1-800-877-9965 for TDD or Text Telephones. Ask the Wyoming Relay Service operator
to dial (307)777-6185 to obtain the status on bills. This service is available to all Wyoming residents
with hearing impairments.

INORMATION ON THE LEGISLATURE’S WEBSITE
A great deal of legislative information is available electronically through the Wyoming Legislature’s Web
site(http://legisweb.state.wy.us). This site can also be accessed through the State of Wyoming’s Web
page. During legislative sessions, the Web site will be updated daily with important legislative

                                      Wyoming Chamber Partnership-43
information, including the text of all introduced, engrossed, and enrolled bills; information about
amendments; a record of all roll call votes posted as soon as possible after each vote; record of
actions taken on bills; bill status; Senate and House daily calendars; and standing committee meeting
schedules.

STREAMING AUDIO OF LEGISLATIVE PROCEEDINGS
Live and archived audio proceedings of the Wyoming Senate and the Wyoming House of
Representatives are available on the Wyoming Legislature’s Web site. A link will be prominently
displayed on the Web site when the session begins that provides the option of listening to live
proceedings, if the House and Senate are convened, and an archive of daily legislative proceedings. If
you are having trouble hearing sound on your computer when the House or Senate are in session,
please click on the Audio Troubleshooting Guide for assistance. The system will not stream live audio
when the House and Senate are adjourned, at recess, or at ease for more than 15 minutes.

ELECTRONIC AND PAPER COPIES OF LEGISLATION (HOUSE BILLS AND SENATE FILES)
The text of each bill will be posted on the Legislature’s Web site as soon as the legislation is assigned a
bill number. Fiscal notes are also included on the Web site, which provide information about the fiscal
impact of the bill. The text of each bill that passes one house (called “engrossed bills”) and bills that are
passed by the Legislature (called “enrolled acts”) are posted on the site as they are approved. Bills can
be viewed by subject or sponsor. If you do not have Internet access to obtain copies of bills, you can
call the Legislative Service Office at (307) 777-7881 to request paper copies of legislation for a minimal
fee. The Office is open from 7:30 a.m. to 5:30 p.m. on days the Legislature is in session. If you need a
paper copy of a bill when you are in the Capitol, you can purchase copies at the Legislative Service
Office in Room 213 of the Capitol for 10 cents per page.

AMENDMENTS TO LEGISLATION
You can obtain paper copies of House and Senate amendments under consideration each day at the
Legislative Service Office in Room 213 free of charge. Amendments under consideration each day are
also listed on the legislative Web site when they are released for distribution. Amendments that have
been adopted are compiled daily and summaries are available in the Rotunda, the LSO Main Office,
and the House and Senate lobbies. Adopted House amendments are printed on yellow paper and
adopted Senate amendments are printed on green paper.

BILL STATUS INFORMATION
In addition to the Bill Status Hotline telephone service described above, the Legislature’s Web site
provides information regarding the current status of each bill under consideration, as well as previous
actions on the bill(journal digest). The journal digest includes the dates actions were taken on the bill,
all roll call votes related to the bill, and the text of all amendments offered regarding the bill. Paper
copies of bill status information are available in the Rotunda, the LSO Main Office in Room 213, and the
House and Senate lobbies. This information is printed on purple paper.

SENATE AND HOUSE SCHEDULES
Calendars for floor proceedings in the Senate and House of Representatives will be available on the
Legislature’s Web site in the late afternoon for the next day’s floor proceedings in each chamber. The
calendars include legislation under consideration and the general order of business. Paper copies of
the House and Senate calendars are available daily in the Rotunda, the LSO Main Office in Room 213,
and the House and Senate lobbies. House information is printed on yellow paper and Senate
information is printed on green paper.




                                     Wyoming Chamber Partnership-44
STANDING COMMITTEE MEETINGS
During the session, when a bill is introduced in either the Senate or the House, it is sent to a standing
committee for review and to receive public comment. You are welcome to attend standing committee
meetings and to testify for or against legislation. If you would like to provide written information to the
Committee, you will be requested to fill out a Committee Handout Form at the meeting (copies of the
form are also available on the Legislature’s Web site).You are encouraged to e-mail an electronic copy
of your handout to the LSO at: legdocs@state.wy.us, so staff can maintain an electronic archive of
committee handouts. A schedule of Standing Committee meetings and the bills that will be considered
by each committee for the next legislative working day will be posted on the Legislature’s Web site
each day in the late afternoon. Meeting notices are also posted outside the House and Senate lobbies
and on committee doors. Paper copies of the House and Senate standing committee meeting
schedules are available daily free of charge in the Rotunda, the LSO Main Office in Room 213, and the
House and Senate lobbies. House committee schedules are printed on yellow paper and Senate
committee schedules are printed on green paper.

LEGISLAT IVE PROCESS INFORMATIONAL VIDEOS
To better understand the legislative process, the Wyoming Legislature and Wyoming PBS have
produced two videos that explain legislative process and budgeting issues. The Wyoming Legislature
has provided every public library, community college library, and K-12 library in Wyoming with copies of
these informative videos. Wyoming’s Citizen Legislature: A Guide to Wyoming’s Legislative Process
explains how a bill becomes a law, while Wyoming’s Citizen Legislature: The Budget Process, explains
the State’s budgeting process.

WYOMING LEGISLATIVE SERVICE OFFICE • 213 State Capitol • Cheyenne, Wyoming 82002
TELEPHONE 307-777-7881 • FAX 307-777-5466 • EMAIL lso@state.wy.us
•WEBSITE http://legisweb.state.wy.us


                  GET INVOLVED IN THE 2011 WYOMING LEGISLATIVESESSION
                             FROM ANYWHERE IN THE WORLD

“Information moving at the speed of light.” It’s a phrase commonly used in the digital age that we live in
today including a place you may not expect, the Wyoming Legislature. Before the days of the Internet,
the public didn’t have the opportunity to participate in the legislative process from any where in the
state. Unless you were physically at the Capitol in Cheyenne, up-to-date information was hard to come
by and in most cases delayed by several hours or even several days. Now, Wyoming residents can
access legislative information from anywhere in the world by going to the Legislature’s Web site at
http://legisweb.state.wy.us. There, you will find a variety of resources and information to help you
participate in the 2011 General Session, which convenes January 11.

How do I find what bills are being considered and changes to the bill?
One of the first steps in getting involved is learning more about what bills are being considered during
this year’s session. Once the legislation is assigned a bill number, the text of each bill is posted on the
Legislature’s Web site. This information can be found by going to the homepage and clicking on
the“2011 Bill Tracking Information” link, then the “2011 Bills” link. From this page, you can sort all of the
bills by the bill number, catch title or sponsor headings. There are also drop-down menus on the top of
the page that allow you to sort through House Bills, Senate Files or both. The grid on this page will
display where each bill is in the legislative process and give the text in its latest version. If a bill has
passed one house with amendments a link will be displayed in the “Engrossed Bill” column with all of
the changes to the text from the first chamber. If a bill has been passed in both the House and Senate,
a second link will appear in the “Enrolled Acts” column with all of the changes that occurred to the bill

                                     Wyoming Chamber Partnership-45
throughout the process. Amendments that are being considered are linked in the “Has Amendments”
grid for each bill.

How do I contact my legislator on a particular bill?
The public has access to a variety of resources, including the Web site, to express opinions to
Wyoming senators and representatives about public policy. Contact information, including e-mail
address, telephone numbers and mailing address for each legislator can be found by clicking on the
“Members of the House of Representatives” or “Members of the Senate” link located on the
homepage. Most of the legislators use laptops throughout the session, so e-mail is one of the most
effective ways to communicate with legislators. Biographical information for each legislator and what
district they represent is also available in this section.

How will I know when a bill is scheduled for consideration?
To actively participate in the process, you need to know when standing committees of the Senate and
House of Representatives are meeting and when floor action on a bill is scheduled. Calendars for floor
proceedings in the Senate and House of Representatives are posted on the Legislature’s Web site in
the late afternoon for the next day’s floor proceedings in each chamber. The calendars include the
legislation under consideration and the general order of business. These calendars can be found by
clicking on the “Session Activities” link on the homepage. There you will find a variety of links including
the Tentative Schedule of Key Events, Standing Committee Schedule, and the Daily Calendar of the
House and Senate.

Get Involved in the 2011 Wyoming Legislative Session From Anywhere in the World • PAGE 2 OF 2
LSO RESEARCH AND INFORMATION SERVICES • 213 State Capitol • Cheyenne, Wyoming 82002
TELEPHONE (307)777-7881 • FAX (307)777-5466 • E-MAIL lso@state.wy.us
•WEB SITE http://legisweb.state.wy.us

Can I listen to the floor proceedings even if I’m not at the State Capitol?
Yes, both the House and Senate floor proceedings are streamed live on the Legislature’s Web site.
You can listen to the House and Senate debate whenever each body is in session by clicking on the
“Audio Broadcasts of the 2011 Session” link on the homepage. There you will find a link for both
Windows and MAC users for the House and Senate proceedings. You may also listen to archived
broadcasts from any of the previous days’ action. If you are having any trouble with the sound, you
can click on the Troubleshooting link. Keep in mind that if the bodies are adjourned, at recess, or at
ease for more than 15 minutes, that the live feed will not work.


How do I track the status of bills in the legislative process?
This information can be found by going to the homepage and clicking on the “2011 Bill Tracking
Information” link, then the “2011 Bills” link. On the bill grid, there is a column called “Journal
Digest” for each bill that provides all of the previous actions on each bill. The journal digest includes
the date actions were taken on the bill, all roll call votes related to the bill, and the text of all
amendments offered regarding the bill. You will also find a link on the “2011 Bill Information” page
titled “Bill Status Report,” that provides an aggregated listing of all bills and the latest action on each
bill.

Is information available about how legislators voted?
How quickly is that information available?
Current technology allows the Wyoming Legislature to post roll call votes almost in real time. You
can find out how legislators vote on every roll-call vote taken during this year’s session. This
information is available within several minutes after each roll-call vote. Users should click on the

                                      Wyoming Chamber Partnership-46
“2011 Bill Tracking Information” link on the homepage and then on the “Roll Call Votes on Bills and
Amendments” link. On the top of the page select Floor Votes or Committee Votes from the drop down
menu. Then, select whether you would like the votes on House Bills or Senate Files. A list of all bills will
then display below. Once you have selected the bill you want to review, the actions that were taken, as
well as the day the actions were taken will display in the main section of the page. Click on the “View
Vote Detail” link to see how each individual legislator voted. This electronic voting system has been
recognized by the National Conference of State Legislatures as one of the most robust systems in the
country providing almost real-time public access to voting information for the residents of Wyoming.

Participate!
The Wyoming Legislature represents the people of Wyoming and through the Legislature’s Web site,
you have the opportunity to participate in your government in any location in the state that has
Internet access. We invite you to get involved!

I’m Going to Appear before a Legislative Committee
How does it work?
What shall I expect?
What do I do?
A Citizen’s Guide to Attending Committee Meetings
Published by the Wyoming Legislative Service

Do I Have to Register as a Lobbyist Before I Speak?
If you are speaking on your own behalf, you do not have to register. If you are representing a group or
organization, you do. The Secretary of State handles lobbyist registrations.

What Does it Mean to “Address the Chair?”
This procedure is to ensure an orderly flow of discussion at a legislative meeting. Since the chairman
controls the meeting, all comments, questions, and responses must go through the chairman. Anyone
who wishes to speak -- committee members, witnesses or members of the public -- must be recognized
and called on by the chairman.

Once recognized, that person starts by saying, “Mr. Chairman,” and continuing with the question or
statement. The person talks to the chairman even if the question or the comment is directed to
someone else. For example, a committee member might say, “Mr. Chairman, would the sponsor of the
bill tell us if an additional appropriation will be required?” The sponsor then would reply, “Mr. Chairman,
the proposal would not require additional funding.”

Is the Procedure Similar at Interim Committee Meetings?
Between sessions, the Legislature holds meetings of the joint interim committees where the same
standing committees of both the Senate and House meet together. They are held between the regular
legislative sessions held in the Capitol building. The joint interim meetings often are held at various
communities in the state.

What is the Role of a Legislative Committee?
When a bill is introduced in either the Senate or the House, it is sent to a standing committee for study
and to receive public comment. The committee makes an initial determination if the proposal should go
forward in the Legislature. The committee can suggest amendments to the bill, approve it for further
action by the full Senate or House, or kill it.




                                     Wyoming Chamber Partnership-47
What Happens to a Bill When it is Referred to a Committee?
Once a bill has been sent to a committee, the committee chairman will set a date and time for a hearing
on the proposal. You can keep track of the committee’s schedule by reading the notices on the
committee room door, by following the daily calendar available in the Senate or House Lobby or the
Capitol rotunda, or by checking the Legislature’s website (http://legisweb.state.wy.us).

Who are the Players at the Committee Hearing?
A Senate committee has five members; a House committee has nine. The chairman presides over and
controls the meeting. A committee secretary takes notes and assists the chairman. Seats are available
for the public. Committee meetings are always open to the public.

What is the Order of Business in the Committee Hearing?
When the time comes to consider a particular bill, the chairman will announce its name and number.
The sponsor or sponsors will explain the proposal to the committee. Any member of the committee may
ask the sponsor questions. Next, other legislators may speak and can be questioned. Then the
chairman will ask if anyone in the audience wants to comment on the proposal -- either for or against.
That person also can be questioned. When everyone has spoken, the committee will “work the bill.”
This is when the committee discusses the proposal, considers amendments and decides if the bill
should go forward or be stopped.

Will I be Welcome at Any Committee Meeting?
You will always be welcome at any committee meeting. The members of the Legislature want you to be
an active participant in the legislative process. If you are interested in a particular bill, you should be in
the committee room when the hearing is scheduled.

What do I Need to do if I Want to Attend a Committee Meeting?
When you arrive at the meeting room, you will need to sign the Attendance Sheet indicating you
attended the meeting. You can observe the proceedings, present additional written information to the
committee, or tell the members how you feel about the proposal. This is where the citizen can have
direct input to the Legislature on any proposed legislation. If you would like to provide written
information to the Committee, please fill out the Committee Handout Form when you arrive at the
meeting room and give the form and a copy of your handout (including an electronic copy, if available)
to the committee staff. Filling out the form ensures that your information will be available to all members
of the Legislature. If you would like to address the committee, please stand and address the Chairman
after you have been recognized. Then, clearly state your name and the name of the organization you
represent, if any, prior to addressing the committee.

How Do I Make an Effective Presentation to the Committee?
• Stand if you want the committee chairman to call on you to speak.
• When the chairman recognizes you, give your name clearly and distinctly and the name of the group
or organization for whom you will speak, if any.
• Don’t repeat what another speaker has said. If your statement would be the same, simply state that
you agree with a previous speaker.
• Be brief.
• Consider having a handout with a summary of your points. Have enough copies for the committee, its
secretary and a few for interested members of the audience. Before you begin, hand all copies to the
chairman or committee secretary for distribution.
• Please fill out the Committee Handout Form if you are providing written information to the committee.




                                      Wyoming Chamber Partnership-48
For Additional Information Please Contact …
Wyoming Legislative Service Office
213 State Capitol Building
Cheyenne, Wyoming 82002
Telephone: 307-777-7881
Fax: 307-777-5466
E-Mail: lso@state.wy.us
Website: http://legisweb.state.wy.us




                                Wyoming Chamber Partnership-49
                                                         Chamber Contact Guide

Chamber Contact Guide

             New Director
              Contacts


Wyoming Chambers of Commerce:

Buffalo Chamber                                            307-684-5544   chamberdirector@buffalowyo.com
Campbell County Chamber                                    307-682-3673   julies@gillettechamber.com
Casper Area Chamber                                        307-234-5311   lorib@casperwyoming.org
Cody Country Chamber                                       307-587-2777   exec@codychamber.org
Douglas Area Chamber of Commerce                           307-358-2950   chamber@jackalope.org
Evanston Chamber                                           307-783-0374   director@etownchamber.com
Glenrock Chamber of Commerce                               307-436-5652   gacc@sdwinc.com
Goshen County Chamber of Commerce                          307-532-3879   goshencountychamber@yahoo.com
Greater Cheyenne Chamber                                   307-638-3388   dales@cheyennechamber.org
Green River Chamber                                        307-875-5711   jhartford@sweetwaterhsa.com

Jackson Hole Chamber                                       307-733-3316   timo@jacksonholechamber.com
Kemmerer/Diamondville C of C                               307-877-9761   chamber@hamsfork.net
Lander Chamber of Commerce                                 307-332-3892   director@landerchamber.org
Laramie Area Chamber                                       307-745-7339   gordon@laramie.org
Newcastle Area Chamber                                     307-746-2739   nacoc@rtconnect.net
Niobrara Chamber                                           307-334-2950   luskchamberofcommerce@yahoo.com
Platte County Chamber of Commerce                          307-322-2322   cheryl@plattechamber.com
Powell Valley Chamber of Commerce                          307-754-3494   director@powellchamber.org
Rawlins-Carbon County Chamber                              307-324-4111   chamberdirector@qwestoffice.net
Riverton Chamber of Commerce                               307-856-4801   director@rivertonchamber.org

Rock Springs Chamber                                       307-362-3771   rschamber@sweetwaterhsa.com
Saratoga/Platte Valley Chamber                             307-326-8855   director@saratogachamber.info
Sheridan County Chamber                                    307-672-2485   info@sheridanwyomingchamber.org
Star Valley Chamber                                        307-885-2759   svccom@silverstar.com
Sublette County Chamber                                    307-367-2242   director@sublettechamber.com
Thermopolis Hot Springs Chamber                            307-864-3192   thermopolischamber@rtconnect.net
Worland/Tensleep Chamber                                   307-347-3226   wtschamber@rtconnect.net



              State Contacts
Wyoming Business Council                                   307-777-2800
Wyoming Travel & Tourism                                   307-777-7777
Wyoming Department of Workforce
Services                                                   307-777-8728
Legislative Service Office                                 307-777-7881
Secretary of State                                         307-777-7378




                                    Wyoming Chamber Partnership-50
   Chamber of Commerce Resources:
US Chamber of Commerce               425-774-8094 Regional Office
American Chamber of Commerce
Executives                           703-998-3525
Western Association of Chamber
Executives                           916-442-2223




                               Wyoming Chamber Partnership-51
      APPENDIX




Wyoming Chamber Partnership-52
                                                        Bylaws/Employee Manuals

Wyoming Chamber Partners Bylaws


                                 BUFFALO CHAMBER OF COMMERCE

                                                BY-LAWS

                                         Revised December, 2008

                                                ARTICLE I

                                                  Offices

The principal office of the Corporation shall be at its office located at 55 North Main Street, Buffalo,
Wyoming 82834. The Corporation may have such other offices within the State of Wyoming as the
Board of Directors may designate or as the business of the corporation may require.

                                                ARTICLE II

                                            Board of Directors

Section 1. General Powers The business and affairs of the corporation shall be managed by its Board
of Directors.

Section 2. Number, Tenure and Qualifications

The number of directors of the Corporation shall be nine. Each director shall be an owner or employee
of a business or organization that is a Chamber of Commerce member in good standing and will hold
office for a term of three (3) years and until a successor shall have been elected and qualified.

Section 3. Meetings Meetings of the Board of Directors may be called by, or at the request of, the
President or a majority of Directors. The person or persons authorized to call special meetings of the
Board of Directors may affix any place for holding any meeting of the Board of Directors called by them.
Regular meetings of the Board of Directors shall be held on the third Thursday of each month, or
changing meeting date when necessary, upon decision of the Executive Committee.

Section 4. Notice Notice of any special meeting shall be given at least two (2) days previously thereto
to each director. Any director may waive notice of any meeting. The attendance of a director shall
constitute a waiver of notice of such meeting, except where a director attends a meeting for the express
purpose of objecting to the transaction of any business because the meeting is not lawfully called or
convened.

Section 5. Quorum A majority of the number of members of the Board of Directors shall constitute a
quorum for the transaction of business at any meeting of the Board of Directors, but if less than such
majority is present at a meeting, a majority of those directors present may adjourn the meeting from
time to time without further notice.



                                     Wyoming Chamber Partnership-53
Section 6. Manner of Action The act of the majority of directors present at a meeting at which a
quorum is present shall be the act of the Board of Directors.

Section 7. Action Without A Meeting Any action that may be taken by the Board of Directors at a
meeting may be taken without a meeting if consent in writing or email, setting forth the action so to be
taken, shall be signed before such action by all the directors. Consent can be given by telephone only
when Director does not have email or access to email.

At all meetings of the board of directors, any vote may be cast in person or by proxy vote. All proxies
shall be in writing and filed with an officer immediately prior to the meeting. Proxies must specifically
identify the issue to be voted upon and the intended vote. Every proxy shall be revocable and shall
automatically terminate upon the board’s voting on the issue.

Section 8. Vacancy Any vacancy occurring in the Board of Directors may be filled by the affirmative
vote of a majority of the remaining directors, though not less than a quorum of the Board of Directors,
unless otherwise provided by law. A Director elected to fill a vacancy shall be elected for the unexpired
term of his/her predecessor in office.

Section 9. Compensation All directors shall serve without compensation, except that by resolution of
the Board of Directors, the directors may be paid their expenses, if any, incurred in transacting official
Corporate business.

                                               ARTICLE III

                                                  Officers

Section 1. Number, Election and Term of Office The officers of the corporation shall be a President,
one Vice-President, a and a Secretary/Treasurer, each of who shall be elected by the Board of
Directors from the then constituted Board of Directors following the election of three new directors to
the Board. Any two or more offices may be held by the same person, except the offices of President
and Secretary/Treasurer. Each officer shall hold office until a successor shall have been duly elected,
until his/her death, or until he/she shall resign or shall have been removed in the manner provided.
Officers cannot serve over two (2) consecutive terms.

Section 2. Removal Any officer or agent may be removed by the Board of Directors whenever, in its
judgment, the best interest of the corporation will be served thereby, there appearing just and good
cause therefore. If a board member misses three (3) board meetings in a twelve month period, Board
of Directors may ask for his/her resignation expect in family or health emergencies accepted by the
Board. Board will then fill this vacancy by appointing a new director.

Section 3. Vacancies A vacancy in any office because of death, resignation, removal, disqualification
or otherwise, may be filled by the Board of Directors for the unexpired portion of the term.

Section 4. President The President shall be the principal executive officer of the corporation, and
subject to the control of the Board of directors, shall in general supervise and control all of the business
and affairs of the corporation. He/she shall, when present, preside at all meetings of the members and
of the Board of Directors. He/she may sign, with the Secretary, or any other proper officer of the


                                     Wyoming Chamber Partnership-54
corporation thereunto authorized by the Board of Directors, any deeds, mortgages, bonds, contracts or
other instruments which the Board of Directors has authorized to be executed, except in cases where
the signing and execution thereof shall be expressly delegated by the Board of Directors or by these
By-laws to some other officer or agent of the corporation, or shall be required by Law to be otherwise
signed or executed; and in general shall perform all the duties incident to the office of President and
such other duties as may be prescribed by the Board of Directors from time to time.

Section 5. Vice-President In the absence of the President, or in the event of his/her death, inability or
refusal to act, the Vice-President shall perform the duties of the President, and when so acting, shall
have all the powers and be subject to all the restrictions upon the President, and shall perform such
other duties as from time to time may be assigned to him/her by the President or by the Board of
Directors.

Section 6. Secretary The Secretary shall: (a) Keep and preserve the minutes of the proceedings of
the members and of the Board of Directors in one or more books provided for that purpose; (b) see
that all notices are duly given in accordance with the provisions of the By-laws or as required by law; (c)
be custodian of the corporate records and of the seal of the corporation and see that the seal of the
corporation is affixed to all documents, the execution of which on behalf of the corporation under the
seal is duly authorized; and (d) in general perform all duties incident to the office of secretary and such
other duties as from time to time may be assigned by the President or by the Board of Directors.

Section 7. Treasurer The treasurer shall: (a) Have charge and custody and be responsible for all the
funds and securities of the corporation from any source whatsoever, and deposit all such moneys in the
name of the corporation in such banks, trust companies or other depositories as shall be selected in
accordance with provisions of the By-laws; and (b) in general perform all duties incident to the office of
Treasurer and such other duties as from time to time may be assigned by the President or by the Board
of Directors. The Treasurer shall call for an annual independent audit of the books, from a certified
public accounting firm that is also a member of the Chamber of Commerce.

Section 8. When a full-time Director is employed, most duties of the Secretary/Treasurer will be
performed by said Director under the direction of the Secretary/Treasurer.


                                            ARTICLE IV
                       Contracts, Loans, Checks, Deposits, and Financial Audits

Section 1. Contracts The Board of Directors may authorize any officer or officers, agent or agents, to
enter into any contract or execute and deliver any instrument in the name of and on behalf of the
corporation. Any such authority may be general or confined to specific instances.

Section 2. Loans No loan shall be contracted on behalf of the corporation and no evidences of
indebtedness shall be issued in its name unless authorized by resolution of the Board of Directors.
Such authority may be general or confined to specific instances.

Section 3. Checks, Drafts, Etc. All checks, drafts or other orders for the payment of money, notes, or
other evidences of indebtedness issued in the name of the corporation shall be signed by such officer


                                     Wyoming Chamber Partnership-55
or officers, agent or agents, of the corporation and in such manner as shall from time to time be
determined by resolution of the Board of Directors.

Section 4. Deposits All funds of the corporation not otherwise employed shall be deposited from time
to time to the credit of the corporation in such banks, trust companies or other depositories as the
Board of Directors may select.

Section 5. Audit An independent accounting firm will perform an annual audit after the fiscal year end
of each year. Audit must be completed within 90 days of the year-end close.

                                              ARTICLE V

                                              Membership

Any individual, corporation, or business who is interested in the objectives of the Chamber of
Commerce may become a member thereof by the payment of one year’s assessed dues before the
closing date for membership set by the Board of Directors.

                                              ARTICLE VI

                                               Fiscal year

The fiscal year of the corporation shall begin on the first day of September, and ending on the last day
of August, in each year.

                                              ARTICLE VII

                                          Executive Committee

Section 1. There shall be an Executive Committee composed of the President, Vice-President and
Secretary/Treasurer.

Section 2. In the interim between meetings of the Board of Directors, the Executive Committee shall
have charge of the routine business, finances and property of the Corporation. It shall have
authorization to order disbursements for necessary expenses within the budget, and shall, each month
prepare and submit to the entire Board for its review and approval, a list of expenses of the corporation
for the past month.

Section 3. The Executive Committee may refer matters brought before it to a proper committee which it
shall designate, or to the Board of Directors.

Section 4. In the interim between Board meetings, the Executive Committee may, for reasons of
expedience, perform Board functions in person, by email or telephone subject to review by the entire
Board of Directors at its next meeting.




                                    Wyoming Chamber Partnership-56
                                               ARTICLE VIII

                                                Committees

The Board of Directors may appoint from time to time special committees as may be required. The
Executive Committee shall provide nominations for the Chairman of the Standing Committees.
Members for the Standing Committees shall come from the membership and/or the Board of Directors.

Any committee may select its own Chairperson and Secretary. All Standing Committees shall be
appointed for the current year and until the next regularly held election of directors. (Amendment
November 1998)

                                               ARTICLE IX

                                           Conduct of Meetings

All Board meetings will incorporate the following: 1) Approval of the minutes from previous meeting; 2)
Reports of Officers; 3) Committee Reports; 4) Unfinished Business; 5) Communications; 6) New
Business; 7) Bills and Correspondence; and 8) Adjournment.

                                                ARTICLE X

                                           Election of Directors

Section 1. The President shall appoint a Nominating Committee in the month of March. The
Committee shall seek nominations from the general membership. (Revised version, 1993) The
Committee shall then select no more than six persons and no fewer than three to stand before the
general membership for election. The Nominating Committee shall supervise the mailing of ballots to
the general membership, requesting the general membership to vote for three of the six persons on
said ballot, with space for write-in. Ballots are to be returned to the corporation’s office and forthwith,
counted and verified by the directors of the corporation not standing for election. The three persons
receiving the largest number of votes shall be declared elected to the Board of Directors. In case of a
tie, each Board of Director will cast their ballot and the person receiving the largest number of votes
shall be declared elected to the Board of Directors. A Director may not serve over two (2) consecutive
terms.

Section 2. The election of directors shall be by the general membership of the corporation, as the
same shall appear on the records of the corporation as of the first day of June immediately preceding
the election.

Section 3. Term Each year three directors shall be elected to serve a term of three (3) years.

Section 4. Outgoing Directors The outgoing directors will serve through the September meeting, with
new directors in attendance at this meeting. After election of officers, outgoing board members will
relinquish their directorship.




                                     Wyoming Chamber Partnership-57
                                           ARTICLE XI

                                           Amendment

The By-laws may be altered, amended or appealed and new by-laws may be adopted by the Board of
Directors at any regular or special meeting of the Board of Directors.

                                            Certificate

KNOW ALL MEN BY THESE PRESENT that I, the undersigned, Secretary of the Buffalo Chamber of
Commerce, do hereby certify that the above and foregoing By-laws were duly adopted by the Directors
as Amended by-laws of said corporation on the 22nd day of October, 1987, that the same do now
constitute the By-laws of said corporation.

Attest:

  s/                                             s/

  President                                      Treasurer/Secretary

Dated 11/12/87

Amended: May 1993

Amended: December 1993

Amended: November 1998

Amended: June 2007

Amended: June 2008

Amended: December 2008




                                  Wyoming Chamber Partnership-58
                              Star Valley Chamber of Commerce By-Laws

                                     Amended: November 9, 2010

ARTICLE I

NAME AND LOCATION

SECTION 1

The name of this organization shall be the Star Valley Chamber of Commerce, located in Star Valley,
Wyoming, and organized under the laws of the State of Wyoming.

ARTICLE II

GOALS, OBJECTIVES, AND LIMITATIONS

SECTION 1 – GOAL

The ultimate goal of the Star Valley Chamber of Commerce is to build and sustain a better community
in which to live and a better business climate for the area. Mandated in this dual purpose goal is the
necessity for sustaining and improving the economic health of the area. While other values are
important, it is fundamental that each individual in the area is entitled to a reasonable degree of
economic security which can only be assured through preserving the economic health of the entire
area.

SECTION 2-OBJECTIVES

The Star Valley Chamber of Commerce is organized to achieve the objectives of:

       A. Retaining the competitive enterprise system of business by creating:

            1. A better understanding and appreciation of the importance of the business person, and a
               concern for their challenges.

            2. A more informed membership in areas of town, county, state and national legislative and
               political affairs and the actions governmental bodies contemplate which would impair the
               functioning of the private enterprise system.

            3. A business climate which will resolve controversies detrimental to expansion and growth
                of business in the Chamber’s area.

            4. A better membership and community appreciation for the value of the Chamber of
               Commerce and a greater investment of substance and self on behalf of the interests of
               private enterprise.

            5. An atmosphere which will promote maximum economic freedom for individuals and
               business firms consistent with the common good of the community.

        B. Promoting business and quality growth and development by:

                                    Wyoming Chamber Partnership-59
           1. Promoting programs of an economic nature designed to strengthen and expand the
           income of all classifications of business in the Chamber’s area.

           2. Promoting programs of a civic nature which are designed to improve or sustain the
           physical characteristics and aesthetic values of the Chamber’s area.

           3. Promoting programs of a social nature which are designed to retain the cultural values of
           the Chamber’s area.

           4.     Discovering and correcting abuses which prevent the promotion of business
                expansion, and orderly growth and development of the area.

SECTION 3 – LIMITATIONS

   A. This Chamber shall be non-partisan and non-sectarian, and shall take no part in the nomination
   or election of any candidate for office in the town, county, state, or national government. However,
   the chamber may organize a forum providing all candidates an equal opportunity to inform chamber
   members and the community of their political goals and positions on pertinent issues and
   legislation. The Chamber may take positions on any legislation in effect or pending which is
   considered by the Board of Directors to be detrimental to the goals and objectives of the Star Valley
   Chamber of Commerce and the private enterprise system or unduly restrictive or overly-regulatory
   on private business, and may convey such positions to elected officials at all levels of government
   requesting whatever action may be appropriate.

   B. This Chamber shall not discriminate against any individual or organization on the basis of race,
      color, religion, age, sex, or national origin.

ARTICLE III

MEMBERSHIP

SECTION 1 – QUALIFICATIONS

Categories of membership and qualifications thereof shall be determined by the Board of Directors.
Any person, association, corporation, partnership, or other legal entity may subscribe to regular
membership in the Star Valley Chamber of Commerce. Distinction in public affairs shall confer
eligibility for honorary membership. Honorary membership shall include the privileges of active
membership, except that of holding office, or voting, with exemption from the payment of dues.
Election to honorary membership shall require the affirmative vote of two-thirds (2/3) of the Board of
Directors present and voting provided that they shall have been notified at least ten (10) days prior to
the date of such meeting. Honorary membership shall remain in effect indefinitely unless revoked by
the Board of Directors. Associate membership may include organizations or individuals who are not
engaged in any profit-making activities in the Chamber area. Associate members will not have voting
privileges. A paid government and non-business individual membership category is also established
which entitle said members to voting privileges. Management of the several membership categories
may be affected by prescription in policy statements.



                                   Wyoming Chamber Partnership-60
SECTION 2 – PAYMENT OF DUES

All persons, firms, associations, or corporations, who pay annual dues in accordance with the
provisions set forth in these By-Laws shall become, without further action, an active member in good
standing of the Star Valley Chamber of Commerce for the year in which such dues are fully paid. Any
member in default of payment of dues shall be suspended from all privileges of membership for the
year in which such default has occurred. Payment of arrears dues shall restore membership
privileges. Members shall pay the membership fee prescribed by the Board of Directors. The Chamber
shall not refund any dues should a membership terminate before the end of the membership year.

SECTION 3 – MULITPLE MEMBERSHIPS

 Any person, firm association, corporation, partnership, or other legal entity is eligible for membership in
the Star Valley Chamber of Commerce. A membership is not transferable from one business to
another or from one individual to another. If a person, partnership, corporation or entity owns multiple
businesses, then a separate membership may be purchased for each business. Each membership
shall be entitled to one vote.

SECTION 4 – ANNUAL DUES REVIEW

Each year, the President/CEO shall submit a schedule of dues to the Board of Directors which, upon
approval of the Board of Directors, shall become the schedule of dues for all members during the fiscal
year. Upon payment of dues, a person or entity shall be considered a member in good standing for one
year. The anniversary date for any new member will be the first day of the month that the application
and dues payment is received in house. Billing for annual dues will occur 30 days prior to the
anniversary date.

SECTION 5 – TERMINATION OF MEMBERSHIP

Any member may resign from the Chamber upon written request to the Board of Directors. Any
member may be dropped from the membership by the Board of Directors for non-payment of dues after
sixty (60) days from the date due, unless otherwise extended for good cause. Any member may be
expelled by a two-thirds (2/3) vote of the Board of Directors at a regularly scheduled or special meeting
thereof for conduct unbecoming a member or prejudicial to the aims or reputation of the Chamber, after
notice and an opportunity for a hearing are afforded the member complained against. The Chamber
shall not refund any dues should a membership terminate before the end of the membership year

ARTICILE IV

GENERAL MEMBERSHIP MEETINGS

SECTION 1 – FREQUENCY OF MEETINGS

The Board of Directors may provide for the holding of membership meetings whenever it may be
considered necessary and desirable. General membership meetings should be scheduled frequently to
keep membership advised of the Chamber’s programs and accomplishments and to assist in the
important task of membership retention.


                                     Wyoming Chamber Partnership-61
SECTION 2 – MEETINGS BY PETITION

The Board of Directors shall call a membership meeting upon petition signed by not less than ten
percent (10%) of the members.

SECTION 3 – ANNUAL MEMBERSHIP MEETING

An annual general membership meeting of the Chamber of Commerce shall be held each year at a
date decided upon by the Board of Directors. The purpose of this meeting shall be to report to the
general membership on the state of the Chamber and its plans for action for the forthcoming and
subsequent years. An annual banquet may be used to satisfy the requirements of this section.

SECTION 4 – QUORUM

At all general membership meetings five percent (5%) of the members in good standing shall constitute
a quorum.

SECTION 5 – NOTICE OF MEETINGS

Notice of both regular and special meetings shall be given to each member in person or by mailing
notice to the last known post office address, or by email notice, at least five (5) days in advance of said
meetings, or by publication of said notice in a newspaper of general circulation in Lincoln County,
Wyoming, not less than one week prior to said meeting.

ARTICLE V

BOARD OF DIRECTORS

SECTION 1 – BOARD COMPOSITION

The business and affairs of the Star Valley Chamber of Commerce shall be managed by a Board of
Directors consisting of up to twelve (12) directors representing specific categories selected by the
Board of Directors and up to five (5) directors at large. There may be a representative from the Afton
Business Association, the Thayne Business Alliance, and the Alpine Area Business Alliance invited to
participate in Board of Directors meetings, as honorary members, as long as they are active
organizations. There may be appointed members of committees to be present at Board meetings for
representation as needed.

SECTION 2 – TERMS OF OFFICE AND QUALIFICATIONS

The Board of Directors shall appoint new board members when vacancies occur with their term
beginning the month in which they are appointed. Terms are (3) years and members of the Board of
Directors may be eligible to serve up to two (2) consecutive three (3) year terms. Directors must be
paid-up active members and residents of Star Valley for more than eight months in each year. An at-
large director can, with the approval of the Board, be transferred from an at-large status to a
representative of his/her category if a vacancy occurs in that category. In that event he/she shall serve
as a representative for that category until the term for which he/she was originally elected or appointed
expires.

                                     Wyoming Chamber Partnership-62
SECTION 3 – RESPONSIBILITIES AND AUTHORITY

During June of each year the Board of Directors shall meet, qualify and elect the officers specified in
Article VI, Section 1, Chair President, Chair Elect, Treasurer, and Vice Chair from among the Board of
Directors to serve for the following fiscal year. The current Chair President will become the Past Chair
and the Chair Elect will move into the Chair President position. The Treasurer will move into the Chair
Elect position with the Vice Chair becoming the new Treasurer. A Chair Elect will be elected. The
Directors shall have the power to fill all vacancies on the Board and to adjust terms of office for selected
positions to help preserve the principle of electing one third (1/3) of the directors annually. This action
may include setting terms of office for both appointive and elective positions prior to the election or
appointment required to preserve that principle. Once elected or appointed to a position the Director’s
term shall not be shortened or terminated except for cause authorized in these By-Laws. The Board
may adopt rules for conducting the business of the Chamber. They shall meet not less frequently than
once a month, and at such regular times and places as shall be determined by the Board of Directors.
Special meetings may be called by the Chair President upon the request of five (5) directors. Notice of
such meetings shall be given no later than the second day immediately preceding the date for such
meetings. The Board may appoint non-voting directors to represent governmental bodies and may
appoint such advisors as it deems helpful to carry out the business of the Chamber. The term of office
for the executive officers will be for one (1) year, from 1 July to 30 June.

SECTION 5 – BOARD OF DIRECTORS QUORUM

A majority of the voting members of the Board shall constitute a quorum at any meeting. A meeting at
which a quorum is initially present may continue to transact business notwithstanding the withdrawal of
directors, if any action taken is approved by at least a majority of the required quorum for such a
meeting. The acts of said majority shall be the acts of the Board of Directors. A special vote of the
board of directors by email may be called for by the Chair President by email, and responded to by
email, if so necessary.

SECTION 6 – REMOVAL FROM THE BOARD

A member of the Board of Directors who shall be absent from three (3) consecutive regular meetings of
the Board of Directors without a valid written excuse may be dropped from membership on the Board
unless confined by illness.

ARTICLE VI

OFFICERS

SECTION 1 – OFFICERS

The officers of the Chamber of Commerce shall be the Past Chair, Chair President, Chair Elect,
Treasurer and Vice Chair. The Chair President and Chair Elect shall be members at large, and the
Treasurer and Chair Elect shall continue to serve as a representative of their category until their term of
office expires or until a successor is appointed. The terms of office shall be for one year, from 1 July
through 30 June. No officer shall be elected to the same office for more than two (2) consecutive
terms.

                                     Wyoming Chamber Partnership-63
SECTION 2 – DUTIES OF THE CHAIR PRESIDENT

The Chair President shall be the legislative head of the Chamber of Commerce and shall preside at all
meetings of the membership. He/she shall prepare and present an annual State of the Chamber
message at the annual General Membership Meeting. He/she shall preside at all meetings of the
Board of Directors. He/she shall be the official spokesperson for the Chamber of Commerce in all
instances and situations when such official representation is appropriate. He/she shall, with the
counsel and advice of the Executive Committee, determine the need for committees and task forces,
subject to the approval of the Board of Directors. He/she shall be an ex-officio member of all
committees. With the approval of the Board of directors, he/she may sign all deeds, contracts, and
other documents affecting the operation of the Chamber. He/she shall have custody of the bonds of
the President/CEO and Treasurer.

SECTION 3 – DUTIES OF THE CHAIR ELECT

He/she shall act in the absence of the Chair President.         He/she shall oversee certain standing
committees and task forces as designated by the Board.

SECTION 4 – DUTIES OF THE TREASURER

He/she shall serve as Treasurer of the Chamber and shall be responsible for determining ways and
means by which budget requirements are to be met. He/she shall act in the absence of the Chair Elect.
He/she shall supervise all financial operations of the Chamber during the year and shall prepare and
present a final report of financial conditions to the Board of Directors and membership at their annual
meeting. He/she shall cause an audit to be prepared when directed by the Board of Directors. He/she
shall, with the approval of the Board of Directors, designate the bank in which the funds of the Chamber
shall be deposited, and shall keep all monies of the Chamber deposited in its name. He/she may
furnish a surety bond in such amount as the Board of Directors shall deem necessary, the cost to be
paid by the Star Valley Chamber of Commerce. If there is a separate secretary appointed, they may be
responsible to keep the legal minutes of the Board meetings and make sure all directors have a chance
to approve the minutes as they will be a legal and public document, otherwise this shall be the duty of
the Executive Director.

SECTION 5 – DUTIES OF THE VICE CHAIR

He/she shall oversee certain standing committees and task forces as designated by the Board.

SECTION 6 – INDEMNIFICATION OF OFFICERS AND DIRECTORS

The Chamber may indemnify every director or officer, his/her heirs, executors and administrators,
against all claims, actions, demands and expenses reasonably incurred by him/her in connection with
any action, suit or proceeding to which he/she may be made a party by reason of his/her being or
having been a director or officer of the Chamber, except in relation to matters as to which he/she shall
be finally adjudged in action, suit or preceding to be liable for culpable negligence. The foregoing right
of indemnification shall not be exclusive of the rights to which he/she may be entitled.




                                    Wyoming Chamber Partnership-64
ARTICLE VII

ADMINISTRATION AND MANAGEMENT

SECTION 1 –PRESIDENT/CEO

The Board may hire a President/CEO to serve as the administrative head of the Chamber. His/her
compensation shall be determined by the Board of Directors.

SECTION 2 – DUTIES OF THE PRESIDENT/CEO

He/she shall serve as assistant to the Chair President and shall perform such responsibilities as may
be assigned to him/her by the Chair President and the Board of Directors. He/she shall serve as
Secretary to the Board and in this capacity he/she shall prepare agendas for and keep the minutes for
the Board, unless another director is appointed to do so. He/she shall serve as advisor to the Chair
President and the Board of Directors on any matters of proposed or established policy of the Chamber
of Commerce. He/she shall be the official administrative representative and spokesperson of the
Chamber of Commerce in all instances and situations when staff representation is appropriate. He/she
shall serve as advisor to the Chair President and the Board on organizational and management matters
and long-range program development. He/she shall be responsible for employing, training, and
supervising the administrative staff of the Chamber of Commerce and for approving the employment of
other staff members. He/she shall maintain personal liaison with the business community and civic
leaders outside the Chamber of Commerce offices throughout the Chamber’s service area. He/she
shall be responsible for the collection of membership dues. He/she shall gather data and prepare
special reports as the Chair President and Board of Directors may require. He/she shall be
accountable to the Board for the overall administration of the Chamber of Commerce. His/her surety
bond requirement shall be identical to the Treasurer’s if the bond is required or desired by the board.

SECTION 3 – COMMITTEES AND COUNCILS

       A. Executive Committee
       An Executive Committee is hereby established which shall be the principal planning and
       supervisory body of the Chamber. Its membership shall consist of the Chair President, Chair
       Elect, Treasurer, Vice Chair and immediate Past Chair as voting members. The President/CEO
       shall also serve on and attend all meetings of the Committee as an advisor. For the purpose of
       serving on this committee the immediate Past Chair’s term as a director shall be extended one
       year if his/her term as a board of director expires concurrently with his/her term of office as
       Chair President. The Executive Committee shall meet at least once each month prior to the
       working Board of Directors meeting of that month. The duties of the Executive Committee shall
       be to oversee the activities of the President/CEO and staff, develop and monitor status of
       programs and projects, monitor activities of committees and perform initial review of plans and
       programs to be submitted to the Board of Directors.

       B. Standing Committees
       Standing Committees and task forces shall be appointed by the Chair President as required to
       perform specialized functions of the Chamber.


                                   Wyoming Chamber Partnership-65
     C. Past Chair Presidents Advisory Council
     To avail itself of the experience of prior administrations, there is hereby created a Past Chair
     Presidents Advisory Council, which will consist of all Past and future Past Chair Presidents of
     the Chamber who will. They may attend any Board, Executive or Committee meeting and
     participate therein, but without vote. The current Chamber Chair President, at his/her discretion,
     may appoint a chairman of the Council or request the Council members to elect a chairman.
     The current Chair President may assign tasks or projects to the Council.

SECTION 4 – MANDATORY MANAGEMENT REQUIREMENTS

     A. Annual Membership Attitude Survey
     To insure that the officers and Board of Directors are aware of the desires and attitudes of the
     membership, an annual membership attitude survey shall be conducted. The survey shall be
     constructed by the Executive Committee with the aid and consent of the Board of Directors in
     development of annual goals and programs giving full recognition to the desires of the general
     membership. For this purpose the survey shall be completed prior to the annual Board Retreat.

     B. Annual Board Retreat
     The Board of Directors shall hold a Board Retreat each year. At this meeting the Board shall
     develop a proposed plan of action for the forthcoming year, establish goals and supporting
     projects for the year, review a preliminary budget to support the annual plan and develop a
     suggested update of the Chamber’s long-range plan. Consideration of these matters shall be
     the principal purpose of the retreat and will provide the opportunity for all board members to
     participate in the Chamber’s plans for the upcoming year. Other important matters may be
     discussed at the retreat but not to interfere with the consideration of these mandatory
     requirements. Ideally, the proposed documents should be provided to each Board member at a
     reasonable time prior to the retreat for the purpose of review and evaluation. This retreat will be
     the most important meeting each year for the Directors and they should plan accordingly to
     schedule their time to attend the entire meeting. The month, date and time will be determined
     by the Board of Directors.

     C. Chamber Plans
     The Board of Directors shall be responsible for the development of short range (1 year) and
     long range (5 or more years) plans and for updating these plans as required.

     D. Permanent Policy File

     To insure that important policy decisions of the board are set forth in writing and that
     administrative and management practices are recorded for working reference, there is hereby
     established a Chamber of Commerce Policy File. Responsibility for the development of this file
     is assigned by the Executive Committee and the President/CEO. The President/CEO shall be
     responsible for its updating and maintenance.

     E. Portfolios of Office
     To assist responsible management personnel of the Chamber in acquiring essential knowledge
     about their office, the President/CEO shall assemble and present to each office, Director,
     Associate Director and Committee Chairman, a portfolio of office. This portfolio shall contain

                                  Wyoming Chamber Partnership-66
       important information concerning the responsibility and authority of the recipient’s office and
       such other information which will enlarge his understanding of the Chamber’s functions.

       F. Staff Organization and Job Descriptions
       The President/CEO shall be responsible for the development of an organizational structure for
       the staff which shall show lines of authority and unit functional descriptions. Additionally, he/she
       shall prepare written job descriptions for each employee of the Chamber. The organizational
       structure shall require approval of the Executive Committee.

       G. Membership Education
       Education of the general membership of the Chamber of Commerce as to the organization,
       managements and programs of the Chamber are declared to be paramount importance in the
       Chamber’s function. Accordingly, the Board of Directors shall insure that maximum use is made
       of the devices available to them to keep the membership well informed on such matters. Full
       use of the news media and such devices as newsletters and email bulletins shall be employed
       in fulfilling this responsibility.

AFTICLE VIII

FISCAL YEAR

SECTION 1 FISCAL YEAR

The fiscal year shall be from 1 July through 30 June.



ARTICLE IX

FINANCIAL MANAGEMENT

SECTION 1 – BUDGET

Prior to the Annual Board Retreat, the Chair President, President/CEO and the Treasurer shall prepare
a preliminary budget of the estimated revenue and expenses for the ensuing fiscal year and submit it to
the Board of Directors prior to the commencement of the fiscal year. As passed by the Board, with or
without modification, the budget shall be the appropriation measure of the Chamber.

SECTION 2 – DISBURSEMENTS

        A. No disbursements of the funds of the Chamber of Commerce shall be made unless the
same shall have been approved. All disbursements in excess of $25.00 shall be made by check. The
check shall require one signature for an amount less than $500.00 and two authorized signatures for
any check that exceeds $500.00. A petty cash fund will not exceed a recommended amount to be
established by the Board of Directors, with records of disbursements kept at the offices of the Chamber.

       B. Upon approval of the budget, the President/CEO may be authorized to make disbursements
on an account of expenses provided for in the budget without an additional approval of the Board of
Directors.

                                    Wyoming Chamber Partnership-67
SECTION 3 – INDEPTEDNESS/LEASEHOLD OBLIGATIONS

Except as cited in the budget for lease payments to acquire or maintain a central place of business or
point of contact, the board shall not incur or otherwise obligate itself or the chamber of any debt or
lease obligation without the specific approval thereof, granted only by a 2/3 approval of the general
membership.

ARTICLE X

PARLIAMENTARY PROCEDURES, AMENDMENTS AND DISSOLUTION

SECTION 1 – RULES FOR CONDUCT OF MEETINGS

The proceedings of the Chamber meetings shall be governed and conducted according to the latest
edition of Robert’s Rules of Order.

SECTION 2 – AMENDMENT PROCEDURES

These By-Laws may be amended or altered by a two-thirds (2/3) vote of the entire Board of Directors
either in person or by written consent (within 30 days for written consent) at any regular or special
meeting of the board. Notice of the proposed changes shall have been mailed or emailed to each
Board member no later than ten (10) days prior to such meeting.

SECTION 3 – DISSOLUTION

       A. The Star Valley Chamber of Commerce may be dissolved by a vote of two-thirds
       (2/3) of all members provided that notice of such vote shall have been given thirty (30) days in
       advance by mail, email, or by notice in a newspaper of general circulation published in Lincoln
       County.

       B. Upon the dissolution of the Chamber, any remaining funds shall be distributed to one or
       more regularly organized and qualified charitable, educational, scientific, philanthropic, or
       governmental organizations or bodies selected by the Board of Directors.




                                    Wyoming Chamber Partnership-68
                               EVANSTON CHAMBER OF COMMERCE

                                               BYLAWS

                                        ARTICLE 1-GENERAL

Section 1 ~Name

This Organization is incorporated under the laws of the State of Wyoming and shall be known as the
Evanston Chamber of Commerce, Incorporated.

Section 2~Purpose

The Evanston Chamber of Commerce is organized to promote economic development in our area and
to work toward prosperity and growth of the Evanston business community.

Section 3~Area

The Evanston Area of Evanston Economic Region shall mean to include the City of Evanston and
surrounding areas, which support the Evanston Chamber of Commerce.

Section 4~Limitation of Methods

The Evanston Chamber of Commerce shall observe all local, state and federal laws, which apply to a
non-profit organization in Section 501 (c) (6) of the Internal Revenue Code.

                                        Article II - Membership

Section 1~Eligibility

Any person, association, corporation, partnership, profession or estate having an interest in the
objectives of the organization shall be eligible to apply for membership.

Section 2~ Membership

Applications for membership shall be in writing on forms provided for that purpose and signed by the
applicant. Each applicant shall become a member upon payment of the regularly - scheduled
investment as provided in Section 3 of Article II.

Section 3~Investments

Membership investments shall be payable in advance at such rate or rates, schedule or formula as may
be, from time to time, prescribed by the Board of Directors.

Section 4~Termination

Any member may resign from the Chamber upon written request to the Board of Directors.

Any member shall be expelled by a two-thirds vote of the Board of Directors for nonpayment of dues
after ninety (90) days from the date due, unless otherwise extended for good cause. Good cause


                                    Wyoming Chamber Partnership-69
includes but is not limited to pre-arrange payment plans or a trade as agreed upon by the Chamber
Office and voted upon by the Chamber Board of Directors.

Any member may be expelled by a two-thirds vote of the Board of Directors at a regularly scheduled
board meeting for conduct unbecoming a member or prejudicial to the aims or repute of the Chamber.
The member considered for expulsion must be given at least ten (10) days’ notice of the meeting and
must be afforded the opportunity to make presentation to the board before being expelled.

Section 5~Voting

In any proceeding in which members vote, each member in good standing shall be entitled to cast one
vote.

Section 6~Exercise of Privileges

Any firm, association, corporation, partnership, profession or estate holding membership may nominate
individuals whom the holder desire to exercise the privileges of membership covered by its
subscriptions and shall have the right to change its membership nomination upon written notice.

Section 7~Orientation

At regular intervals, orientation on the purposes and activities of this organization shall be conducted for
Directors, Officers and Directors, committee leaders, committees and new members. A detailed outline
for orientation of each of these groups shall be a part of this organization’s procedures manual.

                                          Article III - Meetings

Section 1~Annual Meeting

The annual meeting of the corporation, in compliance with state law, shall be held during 4th Quarter of
the Fiscal Year of each year. The time and place shall be fixed by the Board of Directors and notice
thereof mailed to each member at least ten (10) days before said meeting.

Section 2~Additional Meetings

The President may call general meetings of the Chamber of Commerce at any time, or upon petition in
writing of twenty percent (20%) of the members in good standing.

Notice of special meetings shall be mailed to each member at least five (5) days prior to such meetings.

Regular Board meetings will be conducted on a monthly basis on such days as determined by the
Board. Special Board meetings may be called by the President or by the Board of Directors upon
written application of three (3) members of the board. Notice, including the purpose of the meeting,
shall be given to each director at least two (2) days prior to said meeting.

Committee meetings may be called at any time by the President or by the committee’s leader.




                                     Wyoming Chamber Partnership-70
                                     Article IV - Board of Directors

Section 1~Composition of the Board

The Board of Directors shall be composed of seven (7) or nine (9) members, who shall be elected
annually to serve for three (3) years, or until their successors are elected and have qualified.
The governing and policy-making responsibilities of the Chamber shall be vested in the Board of
Directors, which shall control its property, be responsible for its finances and direct its affairs.

Section 2~Selection and Election of Directors

Nominating Committee. At the first regular March board meeting, the President shall appoint, subject to
approval by the Board of Directors, a nominating committee of five (5) individuals consisting of one (1)
individual from the Chamber membership at large, three (3) individuals from the Board of Directors, and
the Executive Director. The President shall designate the head of the committee.

Prior to May first of each year, the nominating committee shall present to the President a slate of at
least ten (10) candidates to serve three (3) year terms to replace the Directors whose regular terms are
expiring. Each candidate must be an active member in good standing and must have agreed to accept
the responsibility of Directorship. No board member who has served two (2) consecutive three (3) year
terms is eligible for election for a third term. A period of one (1) year must elapse before eligibility is
restored.

Instructions will be to vote for five (5) candidates only. The ballots shall be marked in accordance with
instructions printed on the ballot and returned to the Chamber office within ten (10) days. At their next
regular meeting immediately following the tabulation of the ballots, the board shall declare elected the
five (5) candidates with the greatest number of votes.

Judges. The Chamber Director shall appoint, subject to the approval of the Board of Directors, at least
Two (2), but no more than three (3) judges who are not members of the Board of Directors or
candidates for election. Such Judges shall have complete supervision of the election, including the
auditing of the ballots. They shall report the results of the election at the next regular meeting.

Section 3 – Quorums

Two-Thirds of the members of the Board of Directors shall constitute a Quorum. The majority of such a
quorum shall prevail on votes of the board.

Section 4~Seating of New Directors

All newly elected board members shall be seated as the first order of business at the first regular July
board meeting and shall be participating member thereafter.

Section 5~Vacancies

A member of the Board of Directors who shall be absent from four (4) consecutive regular meetings of
the Board of Directors may automatically be dropped from membership on the board by vote of the



                                     Wyoming Chamber Partnership-71
board, unless confined by illness or other absence approved by a majority vote of those voting at any
meeting thereof.

Vacancies on the Board of Directors, or among the Officers, shall be filled by the recommendations of
the Executive Board and confirmed by a majority vote of the Board of Directors.

Section 6~Policy

The Board of Directors is responsible for establishing procedure and formulating policy of the
organization. They are also responsible for adopting all policies of the organization. These policies
shall be maintained in a Policy Manual, to by reviewed annually and revised as necessary.

Section 7~Management

The Board of Directors will employ an Executive Director and shall fix the salary and other
considerations of employment.

Section 8~Indemnification

The Chamber may, by resolution of the Board of Directors, provide for indemnification by the Chamber
of any and all of its Directors or former Directors against expenses actually and necessarily incurred by
them in connection with the defense of any action, suit or proceeding which they or any of them are
made parties or a party by reason of having been Directors of the Chamber, except in relation to
matters as to which such director shall be adjudged in such action, suit or proceeding to be liable for
misconduct in the performance of duty and to such matters as shall be settled by agreement predicated
on the existence of such liability for misconduct with a maximum limited liability of $500,000 Dollars.


                                          Article V - Officers
Section 1~Determination of Officers

From the first board meeting in May through the last board meeting in June, the non-retiring Directors
and Directors Elect may submit their names for office to the Executive Director, with or without
endorsement, or, alternatively, may be nominated for office, with a second, at a board meeting.

The Board of Directors at its first regular meeting in July shall elect, the President, as many Vice
Presidents as is deemed necessary to conduct the activities of the Chamber, the Secretary and the
Treasurer.

Section 2~Duties of Officers

President - The President shall serve as the chief elected officer of the Chamber of Commerce and
shall preside at all meetings of the membership, Board of Directors and executive committee.

The President shall determine all committees, approve all committee leaders, and assist in the
selection of committee personnel, subject to approval of the Board of Directors.




                                    Wyoming Chamber Partnership-72
Vice President - The Vice President shall exercise the powers and authority and perform the duties of
the President in the absence or disability of the President. The Vice President shall also serve as head
of the Planning Committee of the Chamber.

The duties of the Vice President shall be such as his or her title by general usage would indicate and
such as required by law, as well as those that may be assigned by the President and Board of
Directors.

Secretary - The Secretary, or his/her designee, shall keep minutes of the discussions and resolutions of
each board meeting and shall keep records of the attendance of the Directors. The Secretary shall also
keep a record of the monthly meetings of the membership of the Chamber and shall perform all duties
normally associated with the office of Secretary or as may be assigned to the Secretary by the Board of
Directors

Treasurer - The Treasurer shall be responsible for the safeguarding of all financial reports received by
the Chamber and for their proper disbursement. Chamber funds shall be kept on deposit in financial
institutions or invested in a manner approved by the Board of Directors. Checks are to be signed by
the Treasurer and the President, or in the absence of either or both, by any two (2) Officers. The
Treasurer shall cause a monthly financial report to be made to the board.

Board of Directors - All requests made by the Board of Directors directed for the Chamber staff will be
requested through the Executive Director.

Executive Director - The Executive Director shall be the chief administrative officer, shall serve as
advisor to the President and committee leaders, shall assemble information and data and shall prepare
special reports. The Executive Director shall be a non-voting member of the Board of Directors, the
executive committee and all committees. The Executive Director shall be responsible for directing and
supervising all employees and for hiring and discharging all employees, subject to approval of the
Board of Directors. In addition, it shall be the responsibility of the Executive Director to notify all
members and Directors of regular and special meetings as may be required by these bylaws and
regulations of the Board of Directors.

With assistance of the President and the Vice President, the Executive Director shall be responsible for
administration of the program of action in accordance with the policies and regulations of the Board of
Directors.

Section 3~Executive Committee

The executive committee shall act for and on behalf of the Board of Directors when the board is not in
session, but shall be accountable to the board for its actions. Any action taken by the Executive
Committee will be immediately communicated to the remainder of the board by the Secretary. It shall
be composed of the President, Vice President(s), Secretary and Treasurer and the Immediate Past
President if still a member of the Board. The President will serve as head of the executive committee.




                                    Wyoming Chamber Partnership-73
Section 4~Indemnification

The Chamber may, by resolution of the Board of Directors, provide the indemnification by the Chamber
of any and all of its Officers or former Officers as spelled out in Article IV, Section 7 of these bylaws.

                                 Article VI - Committees and Division

Section 1~Appointment and Authority

The President, by and with the approval of the Board of Directors, shall approve all committees and
committee leaders. The President may appoint such ad hoc committees and their leaders as deemed
necessary to carry out the program of the Chamber. Committee appointments shall serve concurrent
with the term of the appointing President, unless the Board of Directors approves a different term.

It shall be the function of committees to make investigations, conduct studies and hearings, make
recommendations to the Board of Directors and to carry on such activities as may be delegated to them
by the board.

Section 2~Limitation of Authority

No action by any member, committee, division, employee, director or officer shall be binding upon or
constitute an expression of the policy of the Chamber until it shall have been approved or ratified by the
Board of Directors.

The President shall discharge committees when their work has been completed and their reports
accepted, or when, in the opinion of the Board of Directors, it is deemed wise to discontinue the
committees.

Section 3~Divisions

The Board of Directors may create such divisions, bureaus, department, councils or subsidiary
corporations, as it deems advisable to handle the work of the Chamber.

The board shall authorize and define the powers and duties of all divisions, bureaus, departments,
councils and subsidiary corporations. The board shall annually review and approve all activities and
proposed programs of such divisions, bureaus, departments, councils or subsidiary corporations,
including collection and disbursement of funds.

No action or resolution of any kind shall be taken by divisions, bureaus, departments, councils or
subsidiary corporations having bearing upon or expressive of the Chamber, unless approved by the
Board of Directors.

                                         Article VII - Finances

Section 1~Funds

All money paid to the Chamber shall be placed in a general operating fund. Funds unused from the
current year’s budget will be available as carryover funds to be used in the next year’s budget as
designated and approved by Board.

                                    Wyoming Chamber Partnership-74
Section 2~Disbursements

Upon approval of the budget, the Executive Director is authorized to make disbursements on accounts
and expenses provided for in the budget without additional approval of the Board of Directors.
Disbursement shall be by check signed by the appropriate Officers. In addition, any purchase of an item
not specifically named in the budget exceeding $500.00 will be presented to the Board for approval
prior to commitment for the purchase.

Section 3~Fiscal Year

The fiscal year of the Chamber shall close on June 30th.

Section 4~Annual Accounting Statement

The financial books and records of the Chamber of Commerce shall be submitted annually to a certified
public accountant as of the close of business on June 30th of each year for the purpose of having the
accountant prepare an annual statement of the financial condition of the Chamber. The financial
statements shall, at all times, be available to members of the organization for inspection and copy at
the office of the Chamber. A review of the Chamber’s financial condition and affairs shall be conducted
from time to time as required by the Board of Directors and always conducted upon appointment of a
new Executive Director.

                                        Article VIII - Dissolution

Section 1~Procedure

The Chamber shall use its funds only to accomplish the objectives and purposes specified in these
bylaws and no part of said funds shall inure or be distributed to the members of the Chamber. On
dissolution of the Chamber, any funds remaining shall be distributed to one or more regularly organized
and qualified charitable, educational, scientific or philanthropic organizations to be selected by the
Board of Directors as defined in IRS Section 501 (c) (6).

                                                 Article IV

Section 1~Parliamentary Authority

The current edition of Roberts Rules of Order shall be the final source of authority in all questions of
parliamentary procedure when rules are not consistent with the charter or bylaws of the Chamber.

                                        Article X - Amendments

Section 1~Revisions

These bylaws may be amended or altered by a two-thirds (2/3) vote of the Board of Directors, or by a
majority of the members at any regular or special meeting, providing the notice for the meeting includes
the proposals for amendments. Any proposed amendments or alterations shall be submitted to the
board or the members in writing at least five (5) days in advance of the meeting at which they are to be
acted upon.


                                     Wyoming Chamber Partnership-75
Adopted February 20, 2003

Amended December 17, 2009

Amended September 23, 2010

Original signed by:



President




Secretary




                             Wyoming Chamber Partnership-76
ROCK SPRINGS CHAMBER                  OF   COMMERCE




       EMPLOYEE MANUAL



          AUGUST 2009




          Wyoming Chamber Partnership-77
                                                    TABLE OF CONTENTS

PART I:              EMPLOYMENT

A. Personnel Administration .............................................................................................. 3

B. Employment Classifications .......................................................................................... 3
   1. Full Time Employees ................................................................................................... 3
   2. At Will Employment .................................................................................................... 3
   3. Business Hours ........................................................................................................... 3
   4. Confidential Information .............................................................................................. 3
   5. Driver’s License and Driving Record ........................................................................... 4
   6. Equal Employment Opportunity ................................................................................... 4
   7. Harassment Policy ...................................................................................................... 4
   8. Introductory Period ...................................................................................................... 5
   9. Outside Employment ................................................................................................... 5
   10. Proof of U.S. Citizenship and/or Right to Work ........................................................... 5
   11. Public Relations ......................................................................................................... 5

C. Standards of Conduct .................................................................................................... 6
    1. Disciplinary Actions .................................................................................................... 6
    2. Dismissal ................................................................................................................... 6

PART II:             COMPENSATION & PERFORMANCE

A. Wage & Salary Policies .................................................................................................. 6
    1. Application ............................................................................................................... 6
    2. Deductions from Paycheck (Mandatory).................................................................... 6
    3. Individual Pay........................................................................................................... 6
    4. Overtime Pay ........................................................................................................... 6
    5. Pay Period & Hours.................................................................................................. 7
    6. Termination & Severance Pay .................................................................................. 7
    7. Time Cards/Records ................................................................................................ 7

B. Performance and Compensation Reviews ................................................................... 7
    1. Performance Reviews ............................................................................................... 7
    2. Compensation Reviews............................................................................................. 7

C. Work Schedule ............................................................................................................... 8
    1. Absence or Lateness ................................................................................................ 8
    2. Attendance ................................................................................................................ 8
    3. Excessive Absenteeism or Lateness ......................................................................... 8
    4. Lunch Period ............................................................................................................. 8
    5. Record of Absence or Lateness ................................................................................ 8

PART III:            BENEFITS

A. The Benefits Package .................................................................................................... 9
   1. Eligibility for Benefits ................................................................................................... 9
   2. Holidays ...................................................................................................................... 9
   3. Vacations ..................................................................................................................... 9

                                                   Wyoming Chamber Partnership-78
     4. Other Paid Leaves ..................................................................................................... 9
     5. Pregnancy-Related Disability Leave .......................................................................... 10
     6. Military, Military Reserves, or National Guard Leave of Absence .............................. 10

B. Government Required Coverage ................................................................................. 11
   1. Workers' Compensation ............................................................................................ 11
   2. Unemployment Compensation .................................................................................. 11
   3. Social Security ......................................................................................................... 11

C. Other Benefits .............................................................................................................. 11
   1. Education Assistance ............................................................................................... 11

PART IV:              OTHER POLICIES

A. Bulletin Boards ............................................................................................................... 12
B. Community Activities ...................................................................................................... 12
C. Computer Software (Unauthorized Copying) .................................................................. 13
D. Dress Code/Personal Appearance ................................................................................. 13
E. Expense Reimbursement ............................................................................................... 13
F. Gifts ................................................................................................................................ 14
G. Life-Threatening Illnesses .............................................................................................. 14
H. Personal Phone Calls & Mail .......................................................................................... 14
I. Return of Chamber Property ........................................................................................... 14
J. Safety Rules................................................................................................................... 14
K. Smoking ......................................................................................................................... 14
L. Solicitations & Distributions ............................................................................................. 14
M. Substance Abuse............................................................................................................ 14
N. Theft ............................................................................................................................... 14

                                                             PART I: EMPLOYMENT

A. Personnel Administration
The task of handling personnel records and related personnel administration functions at the Rock
Springs Chamber of Commerce has been assigned to the CEO. Questions regarding insurance,
wages, and interpretation of policies may be directed to the CEO.

B. Employment Classifications
At the time you are hired, you are classified as a full-time, part-time, temporary, or contract employee
and are also told whether you qualify for overtime pay. Unless otherwise specified, the benefits
described in this Manual apply only to full-time employees.

     1. Full-Time Employees
     An employee who has successfully completed the Introductory Period (see the
     Employment Policies section for definition) of employment and who works at least twenty-one (21)
     hours per week is considered a full-time employee.

     2. At Will Employment
     All employment and compensation with the Chamber is "at will" which means that your employment
     can be terminated with or without cause, and with or without notice, at any time, at the option of
     either the Chamber or yourself, except as otherwise provided by law.


                                                     Wyoming Chamber Partnership-79
3. Business Hours
Our regular operating hours are 8 a.m. to 5 p.m. Monday through Friday. Your particular hours of
work and the scheduling of your lunch period will be determined and assigned by the CEO. Most
employees are assigned to work a forty (40) hour work week. You are required to take a total of one
(1) hour of break/lunch time during each day. You may not work through the break times in order to
accumulate extra wage hours.

4. Confidential Information
Your employment with the Chamber assumes an obligation to maintain confidentiality, even after
you leave our employ.

If you are questioned by someone outside the Chamber and you are concerned about the
appropriateness of giving them certain information, remember that you are not required to answer,
and that we do not wish you to do so. Instead, as politely as possible, refer the request to the CEO
or to the Chamber President.

No one is permitted to remove or make copies of any of the Chamber records, reports or
documents without prior approval by the CEO or the Chamber President.

Because of its seriousness, disclosure of confidential information will lead to dismissal.

5. Driver's License & Driving Record
Employees whose work requires operation of a motor vehicle must present and maintain a valid
driver's license and a driving record acceptable to our insurer. You may be asked to submit a copy
of your driving record to the Chamber from time to time. Any changes in your driving record must be
reported to the CEO immediately. Failure to do so may result in disciplinary action, including
possible dismissal.

6. Equal Employment Opportunity
 The Rock Springs Chamber of Commerce is an equal opportunity employer. The Rock Springs
Chamber’s policy prohibits unlawful discrimination in employment based on race, religious creed,
color, national origin, ancestry, physical disability, mental disability, medical condition, marital
status, sex, age over 40, sexual orientation, or any other consideration made unlawful by applicable
federal, state or local laws.

In accordance with applicable laws ensuring equal employment opportunities to qualified individuals
with a disability, the Rock Springs Chamber will make reasonable accommodations for the known
physical or mental limitations of an otherwise qualified individual with a disability who is an applicant
or an employee unless undue hardship would result. The individual with the disability should
specify what accommodation he or she needs to perform the job. The Rock Springs Chamber will
identify possible accommodations, if any, that will help eliminate the limitation. If the Rock Springs
Chamber identifies a reasonable accommodation that will not impose an undue hardship, the Rock
Springs Chamber will make the accommodation.

If you believe you have been subjected to any form of unlawful discrimination, provide a complaint,
written or oral, to the CEO. Your complaint should be specific and should include the names of the
persons involved and the names of any witnesses. The Rock Springs Chamber will immediately
undertake an effective, thorough and objective investigation and attempt to resolve the situation.




                                 Wyoming Chamber Partnership-80
7. Harassment Policy- Harassment of any sort - verbal, physical, visual - will not
    be tolerated.
Harassment can take many forms. It may be, but is not limited to: words, signs, jokes, pranks,
intimidation, physical contact, or violence. Harassment is not necessarily sexual in nature.

Sexually harassing conduct may include unwelcome sexual advances, requests for sexual favors,
or any other verbal or physical contact of a sexual nature that prevents an individual from effectively
performing the duties of their position or creates an intimidating, hostile or offensive working
environment, or when such conduct is made a condition of employment or compensation, either
implicitly or explicitly.

All Chamber employees have a responsibility for keeping our work environment free of harassment.
Any employee, who becomes aware of an incident of harassment, whether by witnessing the
incident or being told of it, must report it to the CEO or the Board President.

Any incidents of harassment must be immediately reported to the CEO, Board President, or Senior
Vice President.

The Chamber accepts no liability for harassment of one employee by another employee. The
individual who makes unwelcome advances, threatens or in any way harasses another employee is
personally liable for such actions and their consequences. The Chamber will not provide legal,
financial or any other assistance to an individual accused of harassment if a legal complaint is filed.

8. Introductory Period
Your first ninety (90) days of employment at the Chamber are considered an Introductory Period,
and during that period you will not accrue benefits described in this Manual unless otherwise
required by law. This Introductory Period will be a time for getting to know your fellow employees,
the CEO and the tasks involved in your job position, as well as becoming familiar with the
Chamber's philosophy and services.

At any time during this first ninety (90) days, you may resign without any detriment to your record. If,
during this period, your work habits, attitude, attendance or performance does not measure up to
our standards, we will.

At the end of the Introductory Period, the CEO will discuss your job performance with you. During
the course of the discussion, you are encouraged to give your comments and ideas as well.

Please understand that completion of the Introductory Period does not guarantee continued
employment for any specified period of time, nor does it require that an employee be discharged
only for "cause."


9. Outside Employment
Any outside activity must not interfere with your ability to properly perform your job duties at the
Chamber.

If you are thinking of taking on a second job, it would be wise to notify the CEO immediately. He or
she will thoroughly discuss this opportunity with you to make sure that it will not interfere with your
job at the Chamber nor pose a conflict of interest.



                                 Wyoming Chamber Partnership-81
   10. Proof of U.S. Citizenship and/or Right to Work
   Federal regulations require that 1) before becoming employed, all applicants must complete and
   sign Federal Form I-9, Employment Eligibility Verification Form; and 2) all applicants who are hired
   need to present documents of identity and eligibility to work in the U. S.

   11. Public Relations
   The success of the Chamber depends upon the quality of the relationships between the Chamber,
   our employees, our members, our associates and the general public. The public’s impression of the
   Chamber and their interest and willingness to use our services is greatly determined by the people
   who serve them. In a sense, regardless of your position, you are the Chamber's ambassador. The
   more goodwill you promote, the more the public will respect and appreciate you, the Chamber and
   the Chamber's services.

C. Standards of Conduct

   1. Disciplinary Actions
   This policy pertains to matters of conduct as well as the employee's competence. However, an
   employee who does not display satisfactory performance and accomplishment on the job may be
   dismissed in certain cases.

   2. Dismissal
   Employment and compensation with the Chamber is "at will" in that you can be terminated with or
   without cause, and with or without notice, at any time, at the option of either the Chamber or
   yourself, except as otherwise provided by law.

   If your performance is unsatisfactory due to lack of ability, failure to abide by the Chamber rules or
   failure to fulfill the requirements of your job, you will be notified of the problem. If satisfactory
   change does not occur, you may be dismissed. Some incidents may result in immediate dismissal.

                               Part II: Compensation and Performance

A. Wage & Salary Policies
You are employed by the Rock Springs Chamber of Commerce and will be carried directly on our
payroll. No person may be paid directly out of petty cash or any other such fund for work performed.
The only exception to this policy is where a contract relationship exists with a bona fide contractor.

   1. Application
   The Chamber applies the same principles of fairness and external comparability to all employees,
   regardless of organizational level, sex, religion, national origin, age or race.


   2. Deductions from Paycheck (Mandatory)
   The Chamber is required by law to make certain deductions from your paycheck each time one is
   prepared. Among these are your federal income taxes and your contribution to Social Security as
   required by law. These deductions will be itemized on your check stub.

   3. Individual Pay
   The overall performance rating will influence the wage/salary adjustment. Through individual
   performance and by increasing job responsibilities, you have significant impact on your pay.



                                     Wyoming Chamber Partnership-82
  4. Overtime Pay
  Scheduled overtime work is announced in advance. This type of overtime becomes part of the
  required workweek. If you need to be excused from performing scheduled overtime, please speak
  with the CEO.

  If you are a "non-exempt" employee and you perform overtime work, you will be paid one and one-
  half (1-1/2) times your regular hourly wage for any time over forty (40) hours per week that you
  work. If, during that week, you were away from the job because of a job-related injury, paid holiday,
  jury duty, vacation taken in single-day increments, or paid sick time, those hours not worked will be
  counted as hours worked for the purpose of computing eligibility for overtime pay.

  Full-time "non-exempt" employees who work on a Chamber holiday will be deemed to have worked
  overtime on that day and will be paid their overtime rate for hours worked regardless of the number
  of hours they work that workweek. If the employee has accrued compensatory time, such time will
  be exhausted prior to the overtime rate going into effect.

  5. Pay Period & Hours
  Payday is normally on the 15th and the final workday of every month. When payday falls on a
  weekend, you will be paid on the prior Friday.

  6. Termination & Severance Pay
  The Chamber does not pay severance pay. When you leave the Chamber, you will be paid for
  actual time worked, plus any accrued but unused vacation time. The Chamber does not pay for
  unused sick time.

  7. Time Cards/Records
  By law, we are obligated to keep accurate records of the time worked by "non-exempt" employees.
  This is done by the use of a time card.

B. Performance & Compensation Reviews

  1. Performance Reviews
  Performance reviews will be conducted annually on or around each employee's anniversary date.
  New employees may be reviewed more frequently. A review may also be conducted in the event of
  a promotion or change in duties and responsibilities. During formal performance reviews, the CEO
  will consider the following things, among others:

  *   Attendance, initiative and effort
  *   Knowledge of your work
  *   Attitude and willingness
  *   The quality and quantity of your work
  *   The conditions under which you work

  The primary reason for performance reviews is to identify your strengths and weaknesses in order
  to reinforce your good habits and develop ways to improve in your weaker areas.

  2. Compensation Reviews
  Wage and salary increases are based on merit alone, not length-of-service or the cost-of-living.
  Having your compensation reviewed does not necessarily mean that you will be given an increase.



                                  Wyoming Chamber Partnership-83
C. Work Schedule
The Chamber’s workweek consists of five (5) days, eight (8) hours long, Monday through Friday. Due
to the nature of the Chamber’s work, however, this schedule will vary at times in order to accomplish
necessary Chamber functions.

   1. Absence or Lateness
   If you are unable to report to work, or if you will arrive late, please contact the CEO immediately.
   Provide as much time as possible to arrange for someone else to cover your position until you
   arrive. If you know in advance that you will need to be absent, you are required to request this time
   off directly from the CEO, who will then determine when will be the most suitable time for you to be
   absent from your work.

   Absence from work for one (1) day without notifying the CEO will be considered a voluntary
   resignation.

   2. Attendance
   You are expected to be at your work station and ready to work at the beginning of your assigned
   daily work hours, and you are expected to remain at your work station until the end of your assigned
   work hours, except for approved breaks and lunch. When your work takes you away from your work
   station, please let the CEO know where you are going and how long you expect to be gone.

   3. Excessive Absenteeism or Lateness
   Be aware that excessive absenteeism, lateness or leaving early can lead to disciplinary action,
   including possible dismissal.

   4. Lunch Period
   If you work longer than four (4) hours, you will be given an unpaid lunch period. The time when
   lunch periods are scheduled may vary, depending on the needs of the Chamber. The CEO will give
   you your lunch period schedule.

   5. Record of Absence or Lateness
   If you are absent because of illness for three (3) or more successive days, the CEO may request
   that you submit written documentation from your doctor. If you are absent five (5) or more
   successive days because of illness, you may be required to provide written documentation from a
   doctor that you are able to resume normal work duties before you will be allowed to return to work.

   The CEO will make a note of any absence or lateness, and the reason, in your personnel file. Your
   attendance record will be considered when evaluating requests for promotions, transfers, leaves of
   absence, and approved time off, as well as scheduling layoffs, etc.


                                           PART III: BENEFITS

A. The Benefits Package

   1. Eligibility for Benefits
   If you are a full-time employee, you will enjoy all of the benefits described in this manual as soon as
   you meet the eligibility requirements for each particular benefit.




                                    Wyoming Chamber Partnership-84
If you are a part-time employee, you will enjoy only those benefits that are required by law to be
afforded to you, provided that you meet the minimum requirements set forth by law and in the
benefit plan(s).

No benefits are available to you during your Introductory Period, except as otherwise provided by
law. Temporary employees are not eligible for benefits.

Note: See "Introductory Period" in the "Employment" section of this Manual for further information.

2. Holidays
Only full-time employees are eligible for holiday pay.

The Chamber recognizes the following days as paid holidays:
New Year’s Day                               Martin Luther King’s Birthday
President’s Day                              Good Friday
Memorial Day                                 Independence Day
Labor Day                                    Veteran’s Day
Thanksgiving Day and Friday after            Christmas Day to New Year’s Day

3. Vacations
Full-time employees are eligible to accrue vacation for each calendar month of service from the
completion date of their Introductory Period. The vacation accrual rate is based on your length of
employment, as follows:

   Years of                       Monthly Accrual                Total Accrual
   Employment                     Rate (In Hours)                Per Year (In Days)
   Less than one (1)                    4.0                            6
   One (1) but less than five (5)       8.0                          12
   More than five (5)                 12.0                           18

4. Other Paid Leaves
You are entitled to take up to three (3) workdays with pay to attend a funeral. Only regular full-time
employees are eligible for paid funeral leave.

   Upon receiving a notice for jury duty, you must provide us with a copy of the notice as soon as
   possible. You must report for work if you are released from jury duty before the end of our work
   day or if you are temporarily released from jury duty.

   As a full-time "non-exempt" employee, and after your Introductory Period is completed, you are
   eligible to take one (1) day of paid personal leave during each calendar year.

   Personal leave may not be carried over and accumulated from year to year. Personal leave not
   used during a calendar year will be canceled out and not paid for.

   To qualify for sick leave you must be a full-time employee and have completed your Introductory
   Period. Time taken off before this will be without pay. If you must be absent from work because
   of a personal illness, you will be eligible to receive your regular straight time pay, eight (8) hours
   per day, for up to six (6) days per calendar year. You may use your sick leave in units of no less
   than two (2) hours at any one time. Please advise the CEO as soon as possible that you will be
   absent from work due to illness.

                                 Wyoming Chamber Partnership-85
   Sick days can be accumulated up to a total of eighteen (18) days. The Chamber does not pay
   for any accumulated sick time at the end of an employee’s employment.

5. Pregnancy-Related Disability Leave
The Chamber will follow all state and federal rules and regulations.

   Disability on account of pregnancy, childbirth, or related medical conditions, will be treated like
   any other medical disability that is not work-related. You may utilize accrued vacation and sick
   leave during a pregnancy disability leave.

   Any employee who intends to take pregnancy disability leave should advise the CEO in writing
   as soon as possible of the expected date of commencement and duration of any leave and
   provide a doctor’s certificate of disability. Your leave begins on the first day your doctor certifies
   you are unable to work and ends when your doctor certifies that you are able to return to work.

   Upon expiration of your leave and submission of certification by your doctor that you are able to
   return to work, you may return to your original job if it still exists or could be preserved without
   substantially undermining the Rock Springs Chamber’s ability to operate safely and efficiently.
   If the original job is unavailable, a substantially similar job will be offered unless (1) there is no
   substantially similar job available or (2) doing so would substantially undermine the Rock
   Springs Chamber’s ability to operate the business safely and efficiently.

   Our disability leave policy will be in compliance with all federal and state of Wyoming laws.

6. Military, Military Reserves, or National Guard Leave of Absence
   If you are a regular full-time employee and you leave the Rock Springs Chamber for active
   military service, you are considered to be on military service leave of absence. You are entitled
   to reinstatement upon completion of military service provided your application for reinstatement
   is made within 90 days of your discharge. Full details regarding the reinstatement are available
   from the CEO.

   An employee returning from active military service within 90 days of discharge (or released from
   hospitalization that continued following discharge) will be offered the same position held at the
   time of leaving unless the job no longer exists, or the job has been filled in order to avoid
   undermining the Rock Springs Chamber’s ability to operate safely and efficiently, or you are not
   capable of performing the job responsibilities. If your former position is not available, a
   substantially similar position will be offered unless there is no substantially similar position
   available, or your filling the available position would substantially undermine the Chamber’s
   ability to operate safely and efficiently or you are not capable of performing job responsibilities.

   B. Government Required Coverage
   1. Workers' Compensation
   The Wyoming Workers' Compensation Law is a no-fault insurance plan that is supervised by the
   state and one hundred percent (100%) paid for by the Chamber. This law was designed to
   provide you with benefits for any injury that you may suffer in connection with your employment.
   Under the provisions of the law, if you are injured while at work, you are eligible to apply for
   Workers' Compensation.

   Federal law ("OSHA") requires that we keep records of all illnesses and accidents that occur
   during the workday. The Wyoming State Workers' Compensation Act also requires that you

                                 Wyoming Chamber Partnership-86
report any illness or injury on the job, no matter how slight. If you hurt yourself or become ill,
please contact the CEO for assistance. If you fail to report an injury, you may jeopardize your
right to collect workers' compensation payments as well as health benefits. OSHA also provides
for your right to know about any health hazards that might be present on the job. Should you
have any questions or concerns, contact the CEO for more information.

2. Unemployment Compensation
The Chamber pays a percentage of its payroll to the Unemployment Compensation Fund
according to the Chamber's employment history. If you become unemployed, you may be
eligible for unemployment compensation, under certain conditions, for a limited period of time.
Unemployment compensation provides temporary income for workers who have lost their jobs.
The Chamber pays the entire cost of this insurance.

3. Social Security
The United States Government operates a system of contributory insurance known as Social
Security. As a wage earner, you are required by law to contribute a set amount of your weekly
wages to the trust fund from which benefits are paid. As your employer, the Chamber is required
to deduct this amount from each paycheck you receive. In addition, the Chamber matches your
contribution dollar for dollar, thereby paying one-half of the cost of your Social Security benefits.

C. Other Benefits

1. Education Assistance
We believe that individuals who possess a desire to continue their education, in addition to
performing their full-time jobs, demonstrate a commitment to improving themselves and their
position within the Chamber. To encourage and reward these individuals, the Chamber offers an
Education Assistance benefit.

Full-time employees may continue their education in a related field and the Chamber may
reimburse all or part of the registration and tuition costs. All courses must be pre-approved by
the CEO. Once the course is completed, submit a certified transcript of grades, with receipts for
expenses. The Chamber will reimburse you as described below for the portion of the registration
and tuition that was pre-approved. Incentives have been established to reward better than
average performance.

Reminder: If you are taking a pre-approved seminar that offers continuing education credit, be
sure to give the CEO a copy of the Continuing Education Credit Certificate (or other document)
to include in your personnel file.

In order to qualify for this Education Assistance benefit you must:
a.     Advise the CEO, prior to enrolling for the class, that you intend to take a particular
course. The CEO will advise you whether the course is of a nature that the Chamber will
approve for partial or total reimbursement of tuition and fees.
b.     The course must be job-oriented and offered by an approved educational institution.
c.     The amount of course reimbursement is based on the final grade you receive for the
course, as follows:      A = 100%       B = 80%       C = 60%        <C = 0%
d.     You must have at least one (1) full year of service with the Chamber.
e.     If your employment with the Chamber terminates for any reason within one (1) year after
completing the course, you must agree to pay the Chamber back.
f.     If you are eligible to receive educational benefits from other sources, such as the
Veterans Administration, the Chamber will not reimburse your educational expenses.

                             Wyoming Chamber Partnership-87
                                     Part IV: Other Policies

A. Bulletin Boards
Only authorized personnel are permitted to post, remove or alter any notice on the bulletin
board. If you want to have notices posted on the Chamber bulletin board, see the CEO.

B. Community Activities
The Chamber recognizes the importance of community participation. Our organization is
dependent upon the community for employees and for members, and the business community
is dependent on our organization for our services.

The Chamber encourages and supports your participation in service activities that contribute to
the community. We will reimburse up to two (2) hours per month at your regular hourly rate, and
allow you to take two (2) hours of normal work time to participate in an approved community
service activity. The time must be scheduled at least two (2) weeks in advance and approved by
the CEO.

C. Computer Software (Unauthorized Copying)
The Chamber does not condone the illegal duplication of software. The copyright law is clear.
The copyright holder is given certain exclusive rights, including the right to make and distribute
copies. Title 17 of the U.S. Code states that "it is illegal to make or distribute copies of
copyrighted material without authorization" (Section 106). The only exception is the users' right
to make a backup copy for archival purposes (Section 117).

The law protects the exclusive rights of the copyright holder and does not give users the right to
copy software unless a backup copy is not provided by the manufacturer. Unauthorized
duplication of software is a Federal crime. Penalties include fines of as much as $250,000, and
jail terms of up to five years.

Even the users of unlawful copies suffer from their own illegal actions. They receive no
documentation, no customer support and no information about product updates.

1.     The Chamber licenses the use of computer software from a variety of outside
companies. The Chamber does not own this software or its related documentation and, unless
authorized by the software manufacturer, does not have the right to reproduce it.

2.    With regard to use on local area networks or on multiple machines, the Chamber
employees shall use the software only in accordance with the license agreement.

3.      The Chamber employees learning of any misuse of software or related documentation
within the Chamber shall notify the department manager or the Chamber legal counsel.

4.      According to the U.S. Copyright Law, illegal reproduction of software can be subject to
civil damages and criminal penalties, including fines and imprisonment. Chamber employees
who make, acquire or use unauthorized copies of computer software shall be disciplined as
appropriate under the circumstances. Such discipline may include dismissal.




                             Wyoming Chamber Partnership-88
D. Dress Code/Personal Appearance
Please understand that you are expected to dress and groom yourself in accordance with
accepted social and business standards. The CEO is responsible for establishing a reasonable
dress code appropriate to the job you perform. The CEO may designate certain days as “dress
down” days in conformance with community and business standards.

E. Expense Reimbursement
You must have the CEO's written authorization (requisition/purchase order, etc.) prior to
incurring an expense on behalf of the Chamber. To be reimbursed for all authorized expenses,
you must submit an expense report/voucher accompanied by receipts and approved by the
CEO. Please submit your expense report/voucher each week, as you incur authorized
reimbursable expenses.

If you are asked to conduct Chamber business using your personal vehicle, you will be
reimbursed at federal rate. Please submit this expense on your weekly expense report/voucher.

F. Gifts
Advance approval from management is required before an employee may accept or solicit a gift
of any kind from a member, supplier or vendor representative. Employees are not permitted to
give gifts to members or suppliers, except for certain promotional "premiums" (T-shirts, coffee
mugs, pens, key chains, etc.) imprinted with the Chamber logo or sales information.

G. Life-Threatening Illnesses
Follow state and federal laws. Should contact the CEO (HIPPA law).

H. Personal Phone Calls & Mail
Please keep personal phone calls to a minimum—they must not interfere with your work. You
are permitted to make limited local area calls on Chamber telephones for essential personal
business during lunch or "break" periods only. Please do not abuse this privilege. Emergency
calls regarding illness or injury to family members, changed family plans, or calls for similar
reasons may be made at any time. Incoming urgent calls will be directed to you.

Please don't use the Chamber as a personal mailing address, and do not put personal mail in
the stacks of mail to which the Chamber’s postage will be applied. Although the amount may
seem small, it is still considered theft.

I. Return of Chamber Property
Any Chamber property issued to you, such as a cellular phone, must be returned to the
Chamber at the time of your dismissal or resignation, or whenever it is requested by the CEO.
You are responsible to pay for any lost or damaged items. The value of any property issued and
not returned may be deducted from your paycheck, and you may be required to sign a wage
deduction authorization for this purpose.

J. Safety Rules
Safety is everybody's business. Safety is to be given primary importance in every aspect of
planning and performing all the Chamber activities. We want to protect you against injury and
illness, as well as minimize the potential loss of production.

Please report all injuries (no matter how slight) to the CEO immediately, as well as anything that
needs repair or is a safety hazard. The CEO may post other safety procedures as well.


                             Wyoming Chamber Partnership-89
      K. Smoking
      We will abide by local and state laws.

      L. Solicitations & Distributions
      Persons not employed by the Chamber are prohibited from soliciting or distributing literature on
      Chamber property except as approved by the CEO.

      M. Substance Abuse
      The possession, sale or use of mood altering substances at the workplace, or coming to work
      under the influence of such substances is prohibited.

      N. Theft
      Property theft of any type will not be tolerated by the Chamber.

                                  Funeral Leave Policy Amendment

The Rock Springs Chamber of Commerce Board of Directors adopts the following Funeral Leave
Policy:

Eligible employees may be granted up to three (3) consecutive days off with pay in the event of the
death of any of the following family members:

            •   Parent or stepparent
            •   Mother-in-law, father-in-law
            •   Brother-in-law, sister-in-law
            •   Sister or stepsister, brother or stepbrother
            •   Child or stepchild
            •   Spouse
            •   Same sex domestic partner
            •   Daughter-in-law, son-in-law
            •   Grandparent, grandparent-in-law, step grandparent, or great grandparent,
            •   Grandchild, step grand-child or great grandchild


      If employees request additional time off for a person mentioned above, they may use sick,
      personal, or vacation days during this absence. If employees request time off for a person not
      mentioned above, they may use personal or vacation days. If the employee is ineligible or does
      not have any remaining paid time off benefits, the absence may be granted without pay. All
      absences require Director’s approval.

Signature                                                         Date

                Board President
                                          Adopted 7/22/2010




                                    Wyoming Chamber Partnership-90
             ROCK SPRINGS CHAMBER EMPLOYMENT APPLICATION

                                      PERSONAL

Name: ___________________________________________________________

Present Address: __________________________________________________

Telephone: _______________________________________________________

For which position are you applying? ___________________________________

Would you like to work              ___ Full-time ___Part-time?

Please indicate your schedule of availability: _____________________________

Social Security Number __ __ __-__ __-__ __ __ __

Have you ever been convicted of a crime other than a misdemeanor: __ Yes __ No

If “yes”, explain: _____________________________________________________

(A conviction will not be an absolute bar to employment)

How did you learn of this opening? ________________________________________

List any special training or skills: __________________________________________

____________________________________________________________________



                                    REFERENCES

   List below two people, NOT RELATED, you have known for more than one year.

          Do we have your permission to call these references? __ Yes __ No

Name: ______________________________ Occupation: ________________________

Address: _______________________________________________________________

Telephone (__ __ __) __ __ __ - __ __ __ __ Years acquainted: ___________________

Name: __________________________ Occupation: ____________________________

Address: _______________________________________________________________

Telephone (__ __ __) __ __ __ - __ __ __ __ Years acquainted: ___________________




                            Wyoming Chamber Partnership-91
                                        EMPLOYMENT HISTORY
  Start with most recent job held. (You are not required to provide dates further back than five years.)


Company Name: ________________________ Address: ___________________________

Supervisor: ____________________________ Job Title: ___________________________

Description of Work: ________________________________________________________

Telephone (__ __ __) __ __ __-__ __ __ __ Employed From __/__To__/__ (Month & Year)

Weekly or hourly rate of pay: Start: ____ Leave: ___

May we contact this employer? _ Yes _ No

Reason for leaving:
_____________________________________________________________________________

_____________________________________________________________________________



                       ******************************************************************

Company Name: ______________________ Address: _____________________________

Supervisor: __________________________ Job Title: _____________________________

Description of Work: ________________________________________________________

Telephone (__ __ __) __ __ __-__ __ __ __ Employed From __/__To__/__ (Month & Year)

Weekly or hourly rate of pay: Start: ____ Leave: ___ May we contact this employer? _ Yes _ No

Reason for leaving: _____________________________________________________________



              **************************************************************************

Company Name: ________________________ Address: _____________________________

Supervisor: ____________________________ Job Title: _____________________________

Description of Work: ___________________________________________________________

Telephone (__ __ __) __ __ __-__ __ __ __ Employed From __/__To__/__ (Month & Year)

Weekly or hourly rate of pay: Start: ____ Leave: ___ May we contact this employer? _ Yes _ No


                                     Wyoming Chamber Partnership-92
Reason for leaving: _____________________________________________________________



*Please explain missing employment dates. (Do not give information pertaining to disability or history of
disability.) ___________________________________________________________

                                             EDUCATION

   School          Name &          Course of       No. Years         Did You         Degree or
                   Location         Study          Completed        Graduate?        Diploma?

 Elementary

High School

   College

    Other



      I authorize investigation of all statements contained in this application. I understand that
misrepresentation or omission of facts is cause for dismissal. Further, I understand and agree
that my employment is for no definite period of time and may, regardless of the date of my
payment of my wages, be terminated at any time, without my previous notice.

____________________________________ (Signature) _________________________ (Date




                                    Wyoming Chamber Partnership-93
                                         Employment Contract

       This contract is made and entered into by and between the Rock Springs Chamber of
Commerce, hereinafter referred to as the “Chamber”, and          , hereinafter referred to as the “CEO”
(Chief Executive Office).

        Disagreements regarding the terms of this contract will be handled in accordance with the laws
of the State of Wyoming.

Responsibilities of CEO:
        The CEO agrees to perform all assignments and duties specifically including, but not limited to,
those set forth in Article VI of the Bylaws of the Chamber. The CEO shall perform all other duties as
may be assigned consistent with the Bylaws of the Chamber. The CEO shall be familiar with all the
policies and procedures of the Chamber and shall comply therewith.

Length of Contract:
        The CEO shall be employed for a term of twelve (12) months commencing January 1, 20xx, and
ending December 31, 20xx. Neither the CEO nor the Chamber shall have any obligation to continue
this employment contract beyond its expiration date. If, for any reason, the contract should be
permitted to expire without either party having indicated a desire to not renew the contract, the contract
will continue in force subject to the right of either the CEO or the Chamber to terminate the contract at
any time for any reason.

Benefits and Compensation:
        As compensation for services to the Chamber, the Chamber agrees to pay the CEO a salary
package of per $XX,XXX year, to be divided between salary and a Roth IRA, such division to be at the
discretion of the CEO. Salary is to be paid semi-monthly on the 15th and the final workday of each
month. The Board of Directors will conduct a performance appraisal at the end of every calendar year.
        Insurance coverage is provided as described in the Employee Manual (i.e., Group Term Life,
Accidental Death and Dismemberment, Major Medical and Surgical), and Disability Income Protection
Insurance. The CEO may choose whether to accept or not accept the insurance coverage. The
Chamber will pay 100% of the premiums for the CEO. The CEO will pay 100% of the premiums for
insurance coverage of eligible dependents through payroll deductions.
        The CEO is covered by Indemnification Insurance as stated in Article XIV of the Bylaws of the
Chamber.
        The CEO shall have a contractual right to receive payment upon retirement or termination of
employment.
        The CEO shall be reimbursed by the Chamber for all ordinary and necessary business
expenses approved by the Board, including meals, lodging and mileage, as stated in the Employee
Manual, shall reimburse the CEO; these expenses must be documented by receipts.
        The CEO shall receive holiday pay for all holidays recognized in the Employee Manual.
        The CEO shall be entitled to 21 days of paid vacation per year and all other benefits and
compensation as stated in the Employee Manual.
        The Rock Springs Board of Directors recognized the need for continuing education of all its
employees. The CEO is encouraged to pursue a professional development plan as specified in the
Employee Manual.



Hiring / Termination of Staff:


                                    Wyoming Chamber Partnership-94
      The CEO has authorization to hire and terminate Chamber staff as designated in the Employee
Manual.

This Employment Contract has been authorized and approved by the Board of Directors of the Rock
Springs Chamber of Commerce.

President, Board of Directors __________________________________ Date _______________

CEO (Chief Executive Officer) __________________________________ Date _______________




                                  Wyoming Chamber Partnership-95
                      SARATOGA/PLATTE VALLEY CHAMBER OF COMMERCE

                                        EXECUTIVE DIRECTOR

                                          JOB DESCRIPTION

The Executive Director shall be the chief administrative officer and assist the President of the Board in
adhering to the Chamber by-laws. The Executive Director shall perform the duties as described in this
job description.

GENERAL DUTIES AND RESPONSIBILITIES:

Goals, Activities, Programs and procedures

   o   Identify Chamber and Community needs, and with Board approval, recommend goals,
       programs and activities designed to meet these needs
   o   Create a system of measuring progress toward attainment of Chamber goals
   o   Continually evaluate Chamber goals, programs and activities and recommend changes to the
       Board as needed
   o   Insure that the organization functions with the maximum efficiency in the anticipation,
       identification and solution of Chamber/Community problems.
   o   Under a constantly evolving Board of Directors and annual change of officers, the Executive
       Director is responsible for maintaining continuity and consistency in goals, programs and
       activities
   o   Keep close contact with Chamber members and committees and keep the Board informed of
       their activities and attitudes

Interaction with Board and Chamber Members, Implementation of Board Policy

   o   Maintain the respect and confidence of the Board, individually and collectively
   o   Be responsible for preparation of Board agenda, maintenance of Board minutes and records,
       attend scheduled Chamber meetings and give reports
   o   Carry out plans and programs of the Board in accordance with established policies
   o   Promote member businesses and motivate members to support, personally and financially, the
       Chamber programs
   o   Take suggestions, proposals, and requests from the members and present them to the Board
   o   Develop a better public understanding of the purpose and function of the Chamber with the
       community
   o   Insure that Chamber policy is properly recorded in the minutes and indexed in the Policy Manual
   o   Assist the officers and/or Board in preparation of statements of Chamber position on public
       issues
   o   With the approval of the Board, be responsible for the location, design, and maintenance of
       Chamber offices to provide an efficient operation and present an “attractive front door” to
       Chamber members, the community and visitors


Finances

   o   Coordinate with the Treasurer on all monthly financial reports, and the annual budget
   o   Prepare, submit, and account for all grant funding
   o   As directed by the Board, insure that financial records of the Chamber are audited annually

                                    Wyoming Chamber Partnership-96
   o     Assist the Board in maintaining the membership at a level to insure necessary income for the
         operation of the program

Personnel

   o     Be responsible for all personnel including assignment of duties, supervision of work and the
         establishment, within the framework of the approved budget, the terms of their employment
   o     Develop and conduct continuing on-the-job training programs and insure participation in
         professional conferences and seminars as needed and as the budget permits
   o     Motivate volunteers to creative action
   o     Implement a work schedule to assure the chamber office is open during business hours

And such other responsibilities as may be assigned by the Board

SPECIFIC DUTIES AND RESPONSIBILITIES:

Events

                    o   Disseminate preliminary project details via website links and postings
                    o   Create financial budget and submit grants
                    o   Create preliminary marketing plan and designs for ads and posters
                    o   Make preliminary arrangements for the event such as venue
                    o   Disseminate final marketing tools (ads, press releases, posters)
                    o   Begin preliminary solicitation of door prizes, donations, volunteers
                    o   Make final arrangements for event
                    o   Collect solicitations previously arranged
                    o   Attend and help at event
                    o   Pay all bills and create final financials such as P&L statements
                    o   Follow up marketing with press releases, tear sheets, thank you ad
                    o   Follow up event with thank you notes to participants and notes for next year
                    o   Submit final grant reports

Membership

                    o   Maintain all financial records for members and invoice accordingly
                    o   Make “first dollar” presentations
                    o   Develop and recruit prospective members
                    o   Present member plaques and year tags
                    o   Maintain member database, and Business Directory on website
                    o   Assemble and mail monthly newsletter
                    o   Create monthly inquiries report for newsletter
                    o   Create monthly membership report for Board meeting
                    o   Maintain Community Calendar on website




Finance


                                     Wyoming Chamber Partnership-97
                o     Administer all payroll records including employee paychecks, payroll liabilities,
                      federal and state taxes, workers compensation and unemployment taxes and file
                      reports accordingly
                o     Administer and file all federal tax returns
                o     Maintain all accounts receivable and accounts payable
                o     Handle all cash and checks and make bank deposits
                o     Generate financial reports as needed, such as Balance Statements and Profit
                      and Loss Statements
                o     Ensure all member accounts are accurate
                o     Administer all grant funding
                o     Prepare budget requests for local, county, or state funding

Marketing

                o     Create marketing plan annually
                o     Maintain media rate data base
                o     Establish and maintain relationships with media sales associates
                o     Create and design ads and posters
                o     Maintain and design website

Tourism

                o     Produce and implement strategic plan
                o     Make updates to travel publications
                o     Order and maintain inventory of travel guides and brochures
                o     Request brochures from members
                o     Maintain brochure racks
                o     Prepare and mail relocation and visitor packets
                o     Prepare conference packets
                o     Maintain packet data and information
                o     Create and maintain inquiry data base

Economic Development

                o     Associate with other economic development organizations on a local, county and
                      state level
                o     Associate with other business development organizations on a local, county,
                      state and federal level
                o     Follow up on all business relocation or expansion leads
                o     Maintain the Business Resource Center’s brochures and materials
                o     Establish packet of information for entrepreneurs and new business owners

Community Relations

                o     Attend community meetings as necessary and willing
                o     Represent the Chamber at public functions and events
                o     Schedule and complete marquee requests for use
                o     Maintain kiosk and marquee in good repair

                o     Maintain organization database
                o     Maintain Community Calendar on website

                                   Wyoming Chamber Partnership-98
Administrative

                  o   Supervise and direct all employees as needed according to the Administrative
                      Assistant’s job description and/or upon Board approval
                  o   Schedule and complete regular performance reviews of staff and volunteers
                  o   Establish and maintain personnel files of staff
                  o   Purchase all supplies and equipment needed to efficiently operate office
                  o   Establish equipment maintenance schedule
                  o   Maintain all permanent files and records of the Chamber

TERMS OF EMPLOYMENT:

       The work week begins on Sunday and ends on Saturday. The Executive Director may be
required to work any day of the week including Saturday and Sunday.

        Salary and work schedule, and performance shall be reviewed annually by the Board. After one
year from anniversary date of first being employed, the Executive Director shall have five (5) days of
paid personal leave annually, based on current daily work schedule, not accruable, as approved by the
Board.

       Mileage for use of personal vehicle for Chamber business shall be paid at the same rate as
allowed for regular State of Wyoming employees.

AT WILL EMPLOYMENT:

        By signing below the employee recognizes that the position of Executive Director described
herein is At-Will employment. The employee may be dismissed at any time for any reason or for no
reason at all. If possible, the employee agrees to give the Chamber fifteen days’ notice if he or she
intends to leave the employ of the Chamber.

____________________________________________________________________________
Employee Signature                                          date




Board President Signature                                   date


__________________________
Date of first day of employment




                                    Wyoming Chamber Partnership-99
                       SARATOGA/PLATTE VALLEY CHAMBER OF COMMERCE

                                     ADMINISTRATIVE ASSISTANT

                                           JOB DESCRIPTION

The Administrative Assistant shall assist the Executive Director and the Board in providing assistance
and information to all business representatives, tourists/visitors, chamber members and the general
public in person, by phone or by mail, as needed. She/he shall perform secretarial and general duties
as directed by the Executive Director and/or the Board of Directors.

GENERAL DUTIES AND RESPONSIBILITIES:

•   Promote member businesses
•   Direction to various attractions and accommodations
•   Handle phone calls, pick up daily mail
•   Assemble all mailings
•   Word process all documents for the Executive Director and Board as directed
•   Attend scheduled Chamber meetings
•   Respond to all inquiries of tourists, visitors and relocation prospects, and keep a database for future
    use
•   Help with all Chamber functions, as directed by the Executive Director
•   Maintain the respect and confidentiality of Chamber members, the Board and the Executive
    Director, individually and collectively
•   And such other duties as may be assigned by the Executive Director or Board

SPECIFIC DUTIES AND RESPONSIBILITIES:

EVENTS

                   o   Disseminate preliminary project details via website links and postings
                   o   Create preliminary marketing designs for ads and posters
                   o   Make preliminary arrangements for the event such as venue
                   o   Disseminate final marketing tools (ads, press releases, posters)
                   o   Begin preliminary solicitation of door prizes, donations, volunteers
                   o   Help make final arrangements for event, as directed
                   o   Collect solicitations previously arranged
                   o   Attend and help at event
                   o   Follow up marketing with press releases, collect tear sheets
                   o   Follow up event with thank you notes to participants

MEMBERSHIP

                   o   Make “first dollar” presentations
                   o   Develop and recruit prospective members
                   o   Present member plaques and year tags
                   o   Maintain member database, and Business Directory on website
                   o   Assemble and mail monthly newsletter
                   o   Create monthly inquiries report for newsletter
                   o   Create monthly membership report for Board meeting

                                    Wyoming Chamber Partnership-100
                  o   Maintain Community Calendar on website

MARKETING

                  o   Maintain media rate data base
                  o   Create and maintain relationships with media sales associates
                  o   Help create and design ads and posters
                  o   Maintain website

TOURISM

                  o   Make updates to travel publications
                  o   Help with special projects, as directed
                  o   Order and maintain inventory of travel guides and brochures
                  o   Request brochures from members
                  o   Maintain brochure racks
                  o   Prepare and mail relocation and visitor packets
                  o   Prepare conference packets
                  o   Maintain packet data and information
                  o   Create and maintain inquiry data base

COMMUNITY RELATIONS

                  o   Schedule marquee use
                  o   Complete marquee requests
                  o   Maintain kiosk and marquee in good repair
                  o   Maintain organization database
                  o   Maintain Community Calendar on website

TERMS OF EMPLOYMENT:

The work week begins on Sunday and ends on Saturday. The Administrative Assistant may be
required to work any day of the week including Saturday and Sunday. The Assistant shall cover
Chamber office hours as directed by the Executive Director and approved by the Board. She/he shall
submit a time card for payment on the 1st and 15th of each month.

Salary and work schedule, and performance shall be reviewed after a six month probation period and
annually thereafter by the Board and/or Executive Director.

AT WILL EMPLOYMENT:

By signing below the employee recognizes that the position of Administrative Assistant described
herein is At-Will employment. The employee may be dismissed at any time for any reason or for no
reason at all. If possible, the employee agrees to give the Chamber fifteen days’ notice if he or she
intends to leave the employ of the Chamber.




                                   Wyoming Chamber Partnership-101
                                           Job Description

ROLE: Executive Assistant

DESIGNATION: Exempt per the FLSA

WRITTEN/REVISED BY: Chamber board

REPORTS TO: Executive Director                                              WRITTEN DATE: 04/01/2010


The statements herein are intended to describe the general nature and level of work being performed by
employees, and are not to be construed as an exhaustive list of responsibilities, duties and skills required of
personnel so classified. Furthermore, they do not establish acontract for employment and are subject to
change at the discretion of the board.

GENERAL SUMMARY:

Provide secretarial and administrative support for the Executive Director as well as Chamber Board personnel
by conducting research, handling information requests, taking notes, bookkeeping/payroll and performing
clerical functions such as preparing correspondence, newsletters, calendars, receiving visitors, arranging
conference calls, scheduling meetings and ordering/tracking office supplies.

ESSENTIAL FUNCTIONS:

   •   Prepare invoices, reports, memos, letters, financial statements and other documents, using word
       processing, spreadsheet, database, or presentation software.
   •   Assists with planning and preparation for Board, operational, and industry meetings. Prepares
       presentation materials, agendas, and coordinates meeting times, locations and other details. Takes
       Board and staff minutes during meetings. Transcribes and disseminates information appropriately.
   •   Answers incoming calls and forwards to executive or handles questions and requests as appropriate.
       Maintains Chamber calendar, newsletter and board directory. Petty cash custodian. Arranges travel
       plans including airline/hotel/rental car reservations and seminar or meeting enrollment for employees.
   •   Performs general office duties such as ordering supplies, maintaining records management systems
       and performing bookkeeping/payroll work.
   •   Opening Company mail, determining who should respond to requests, and forwards information as
       appropriate. Prepares out-going Company mail as well as customer information materials for
       promotional campaigns.
   •   May assist other departments or affiliated organizations with clerical type functions as needed.
   •   Performs all other related duties as assigned by the Executive Director.*

*These tasks do not meet the American with Disabilities Act definition of essential job functions and are
usually less than 5% of time spent. However, these tasks still constitute important performance aspects of the
job.

REQUIRED KNOWLEDGE. SKILLS AND ABILITIES

   •   Knowledge of office and secretarial practices and procedures.
   •   Knowledge of Chamber procedures and policies.


                                   Wyoming Chamber Partnership-102
   •   Knowledge of Chamber products and services.
   •   Knowledge of written communication practices, procedures, and formats.
   •   Skill in operating various office equipment such as personal computer, copier, scanner, various
       software programs, and telephone systems.
   •   Skill in planning and organizing.
   •   Skill in oral and written communication.
   •   Ability to communicate with customers, employees, and various business contacts in a professional
       and courteous manner.
   •   Ability to organize and prioritize multiple work assignments.
   •   Ability to work independently and make sound decisions using information at hand.
   •   Ability to pay close attention to detail.
   •   Ability to effectively function as a team player.

EDUCATION and EXPERIENCE

High School diploma or equivalent PLUS three to five years of office support experience.

PHYSICAL REQUIREMENTS:

PHYSICAL REQUIREMENTS              0-24%            25-49%       50-74%         75-100%

Seeing:

Must be able to read computer screen and various reports.                           X

Hearing:

Must be able to hear well enough to communicate with members                        X

and community contacts.

Standing/Walking:                          X

Climbing/Stooping/Kneeling:                X

Lifting/Pulling/Pushing:                   X

Fingering/Grasping/Feeling:

Must be able to write, type, and use phone system                               X




                                  Wyoming Chamber Partnership-103
WORKING CONDITIONS:

The factor measures the surrounding or physical conditions under which a job must be done and the extent to
which those conditions make the job disagreeable. Consider the presence and relative amount of exposure to
dust, dirt, heat, fumes, contaminants, cold, noise, vibration, wetness, etc.

      Good working conditions with the absence of disagreeable conditions.

ACKNOWLEDGEMENT

I, ___________________________________________, hereby acknowledge that I have read, received and
understand the above job description of the Worland-Ten Sleep Chamber of Commerce, which outlines the
Chamber position as Executive Assistant.

_____________________________________________                   ________________________________

Employee Signature                                              Date

_____________________________________________                   ________________________________

Supervisor’s Signature                                          Date




                                 Wyoming Chamber Partnership-104
Employee Evaluations


Below are examples of Employee Reviews, including Director Evaluations.

             EMPLOYEE NAME                          OFFICE _Worland-Ten Sleep
             ______________________                 Chamber of Commerce__

             EMPLOYEE JOB TITLE                     DATE HIRED
             __Executive Director_____              ______________________

             PRESIDENT’S SIGNATURE                  DATE
             ______________________                 ______________________

             VP’S SIGNATURE                         DATE
             ______________________                 ______________________

             EMPLOYEE'S SIGNATURE                   DATE
             ______________________                 ______________________

             HR INITIAL REVIEW BY                   DATE
             ______________________                 ______________________
                                                    EDITS: Y [ ] N [ ]



                                     DEFINITION OF RATINGS

             EXCEPTIONAL (5): Consistently meets and often exceeds all relevant
             performance standards. Provides leadership, fosters teamwork, is highly
             productive, innovative, responsive and generates top quality work. Active in
             industry-related professional and/or community groups.

             EXCEEDS EXPECTATIONS (4): Consistently meets and sometimes
             exceeds all relevant performance standards. Shows initiative and versatility,
             works collaboratively, has strong technical & interpersonal skills or has
             achieved significant improvement in these areas.

             MEETS EXPECTATIONS (3): Meets all relevant performance standards.
             Seldom exceeds or falls short of desired results. Lacks appropriate level of
             skills or is inexperienced/still learning the scope of the job.

             BELOW EXPECTATIONS (2): Sometimes meets the performance
             standards. Seldom exceeds and often falls short of desired results.
             Performance has declined significantly, or employee has not sustained
             adequate improvement, as required, since the last performance review or
             PIP.

             NEEDS IMPROVEMENT (1): Consistently falls short of performance
             standards.


                                   Wyoming Chamber Partnership-105
Final Draft & Rating Approved by Executive Board of
Directors__________________________ Date___________




                            Exceeds         Meets           Below              Needs
              Exceptional
                            Expectations    Expectations    Expectations       Improvement




Describe the employee's contributions and professional strengths or
weaknesses in each of the six performance categories below. Illustrate
specific, detailed examples of goals, results and job related behavior since
the last review. Rate each category according to the scale. Ratings must
support and be substantiated by narrative comments. Continue
comments on a separate sheet if needed.

CRITERIA AND PERFORMANCE ELEMENTS
             QUALITY OF WORK                                        N/A 1 2 3 4 5 AVG
             Demonstrates competence in required job skills and
                                                                                        X
             knowledge
             Attendance, punctuality, time management                                   X
             Accuracy, clarity, consistency and thoroughness of
                                                                                    X
             work
             Gives feedback for continuous improvement of
                                                                                X
             work product
             Understanding and mastery of process, methods,
                                                                                    X
             systems and procedures
             Measures business decisions with board and
                                                                                X
             members satisfaction in mind
             Exhibits good interpersonal skills                                     X
             Works within a budget                                                      X


             Comments: Overall more than satisfied with the quality of work Employee
             X brings to the Chamber. Employee X consistently brings a lot of ideas to
             the table and has proven in many situations as being a valuable asset in
             getting things done. Would caution working independently of the board.
             General observation that at times Employee X may forget what is spoken
             about or said in certain situations.




                                    Wyoming Chamber Partnership-106
PRODUCTIVITY                                           N/A 1 2 3 4 5 AVG
Work is accomplished quickly and accurately                          X
Productivity standards are met                                       X
Work assignments are planned, organized and
                                                                     X
analyzed for optimum results
Implements appropriate cost-saving measures                      X
Exceeds customers' and members expectations                      X
Accomplished previously established goals and
                                                                 X
objectives



Comments: We see Employee X as a highly motivated person that makes
things happen. He is a goal oriented/task oriented person that sees
projects and ideas through to fruition. He sets high standards for himself
and is meticulous when it comes to his work. Since Employee X is
somewhat of a perfectionist, sometimes he can come off as being
overassertive and controlling.



INITIATIVE                                             N/A 1 2 3 4 5 AVG
Volunteers readily                                                   X
Undertakes self-development activities                               X
Seeks increased responsibilities                                     X
Develops project alternatives and presents
                                                                     X
recommendations
Looks for and takes advantage of opportunities                       X
Keeps required technical skills up to date and looks
                                                                     X
for ways to be more productive

Comments: Employee X is chalk full of initiative. He belongs to many
boards and brings a lot of knowledge, experience, and a record of
implementation of his ideas. His task oriented approach helps assure and
give him confidence that those things will be accomplished. Remember to
work within the parameters the board establishes and be open to their
feedback.


COMMUNICATION & TEAMWORK                               N/A 1 2 3 4 5 AVG
Open to constructive critiques on how to improve             X
Team player                                                  X
Pays attention to the needs of the customer                      X

                     Wyoming Chamber Partnership-107
Gets involved and goes beyond their assigned role                        X
Anticipates needs and does not wait to be told                           X
Effectiveness of expression in individual or group
                                                                     X
situation



Comments: At times Employee X becomes defensive of his positions as he
likes to see his agenda pushed forward and knows his abilities. A few times
has taken feedback personally and become abrupt and has made it feel like
it is Employee X against the board. Remember that we are operating with a
diverse board with different levels of progressiveness and conservatism. To
Employee X’s benefit this doesn’t happen very often and there has been
continual control and improvement in this area.




LEADERSHIP & PROJECT MANAGEMENT
                                                       N/A 1 2 3 4 5 AVG
SKILLS
Develops short-term goals and alternatives for
                                                                     X
accomplishing tasks
Assists staff in meeting their professional
                                                                 X
development goals
Participates in long range plan development                          X
Assigns specific decision-making responsibilities                    X
Responds to concerns from employees or co-
                                                                 X
workers
Delegates work appropriately                                         X



Comments: Continue to recognize the asset that you have in Employee X.
Give assignments and trust that Employee X will be able to accomplish
them given her level of experience. Delegate responsibilities and then
allow employee do the task without further supervision or control. Avoid
being over controlling of all tasks and be careful of harsh critiques of work.




SIGNIFICANT ACHIEVEMENT: We believe Employee X has
accomplished much in the short time that he has been the Executive
Director. Two of the biggest accomplishments to recognized are: 1) the
new and improved Hunter Fest in Ten Sleep and all the work that he has
done there with the Mayor, City Council, and local businesses and; 2) the
Community Market and continuing to work with the County, City, and


                      Wyoming Chamber Partnership-108
different organizations in continuing to develop this wonderful project. We
also consider it to be a significant achievement in regards to Employee X’s
very active involvement in economic development here in Washakie
County and also in the Wyoming Chamber. We give Employee X
accolades for helping make the Chamber more of a center of influence in
our community by making his voice heard in the County, City, WDA, and
other various venues.




                                                 Overall Average Score


       CORPORATE/OPERATION EMPLOYEE'S PROFESSIONAL
           DEVELOPMENT AND PERFORMANCE PLAN


Identify a combined total of two - three measurable Professional
Development, Performance or Project related objectives that the employee
has agreed to accomplish over the coming year. Outline goals for degrees,
licenses or certification, task mastery or improved behavior. Define
applicability of goal to job function. Specify method of learning and time
frame for achievement.

Professional Development Objectives focus on the employee's career
growth. Examples include: attending classes, seminars, or workshops or
participating in on-the-job-training or self-study programs (i.e. books,
cassette tapes, videos, CBT or web-based training).

Performance Objectives are intended to help the employee improve
personal aspects of their performance or behavior/conduct. Examples of
task oriented Performance goals are improving computer proficiency, time
management or writing skills. Or the employee can focus on correcting
behavioral problems that negatively impact group morale, job performance
or job satisfaction. Examples of such goals are developing conflict
resolution or stress reduction techniques, building collaborative co-worker
relationships, or reducing incidents of absenteeism or chronic tardiness. As
with Professional Development goals, effective Performance Objectives are
well defined, measurable and clearly linked to specific job related
outcomes.

Project Objectives are specific assignments to participate in or manage
ongoing or future projects. When setting project oriented goals, outline the
scope of the role the employee is to play, lists resources and completion
time frame and define the desired result.




                     Wyoming Chamber Partnership-109
Objective 1. Continue to develop and look for new ways of increasing
revenue from non-traditional sources that don’t increasingly tax our
membership, but help free time up for more membership development.
This will drive the Chamber to being more viable and a greater center of
influence for economic development and growth in this community. Access
resources such as the Wyoming Chamber and other various entities which
you are involved in to capture ideas and be an active voice for business.
Great examples thus far in helping the Chamber have been AFLAC, Hunter
Fest, and the Community Market.


Objective 2. Executive Director is responsible for all Chamber sponsored
activities, securing volunteers, oversight, planning and development. All
Chamber sponsored events are a priority to be attended by Executive
Director as Employee X is the face of the Chamber. Chamber board acts
in a supervisory role overseeing these events and the administration of
public funds. They can be a valuable resource because of different skill
sets and positions in the community. Help foster these relationships and
rely on them for support, but remember they aren’t serving just as a pool of
labor. If there are activities or events that Executive Director doesn’t feel
like support the Chamber agenda, address the board and find ways to
supplement those events and their income with new ideas while handing
off these events to possibly other boards or groups.




Objective 3. Be open to negative/constructive feedback from the board.
It is challenging working for a board, but remember not to work
independently of the board. Truly take the time to understand other
perspectives and be open to changing position or giving a little while at the
same time maintaining progressive position of fostering Chamber growth
and objectives.




                     Wyoming Chamber Partnership-110
      Performance Factors                           Ratings                  Supervisor/Employee
                                                                                  Comments
                                        Employee's            Supervisor's   Job-related examples
                                        feedback              feedback

1. Quality of Customer Service
Meets chamber's mission in
providing excellent service as
perceived by our members and
visitors. Professional and
courteous in all contact with
members and visitors.

2. Interpersonal Skills

Consider employee's ability and
willingness to work well with co-
workers, supervisors, volunteers,
and members. Maintain positive
working relationships with people.

3. Job Knowledge

Knows and understands all
aspects of current job, to include
policies, procedures, safety rules.
Stays current on technology and
industry changes.

4. Productivity
Consider employee's ability to
perform their job in an efficient,
thorough, and accurate manner.
The quality of the employee's work
in terms of volume and
accomplishments.

5. Reliability
The employee's dependability in
reporting for work daily. Consider
absences and lateness. Also
consider the ability to count on the
employee to get the job done on
time.




                                       Wyoming Chamber Partnership-111
Performance Factors                  Ratings                             Supervisor/Employee
                                                                         Comments
                                     Employee's           Supervisor's   Job-related examples
                                     feedback             feedback

6. Initiative
Exercises personal initiative to
recognize and perform work that
needs to be done. Uses common
sense and independent thinking to
make decisions and creatively
solve problems. Exhibits
willingness to assume greater
responsibility.

7. Safety
Consider employee's observance
of rules and practices to protect
the safety of self and others.

                                     FEEDBACK ON
                                     SUPERVISORS


8. Development
Evaluate how well the supervisor
trains, develops and motivates
employees, members, and
volunteers.



9. Supervision
Evaluate how effectively the
supervisor organizes and directs
work, establishes priorities, and
appropriately delegates.

10. Communication

Consider how well the supervisor
communicates pertinent
information, keeps subordinates
informed, and encourages their
input.




                                    Wyoming Chamber Partnership-112
Supervisors' Comments: Include employee's strengths, weaknesses, any action taken to improve job
performance, and/or goals for next review period.




Employee Comments (Optional): The employee is encouraged to make comments (including
agreement or disagreement), concerning this performance review or any other aspects of his/her
employment.




Employee's Signature

(Employee's signature
acknowledges receiving a copy
of this and does not necessarily
imply with this
Performance feedback).


Supervisor's Signature                                                       Date




                                   Wyoming Chamber Partnership-113
Star Valley                                                                      Completed by:
Chamber                                                                             President
                                                                                    Employee

                             EMPLOYEE PERFORMANCE EVALUATION

EMPLOYEE
NAME:                                         TITLE:
EVALUATION
PERIOD:                                       DUE DATE: 30 Days
EVALUATOR:                                    NEXT EVALUATION DATE:




                                                         PERFORMANC
                                                         E LEVELS
                                                         1 – Grounds For Dismissal
      Check the level that best describes the            2 – Less Than Acceptable
            employee’s performance.
                                                         3 – Satisfactory
                                                         4 – More Than Acceptable
                                                         5 – Excellent
SECTION I – EVALUATION CRITERIA                                                 CHECK ONE
1. PROFESSIONALISM – Presents self well when
dealing with co-workers and board members.
Maintains poise and adjusts to changes or to difficult
situations.



2. DEPENDABILITY – Consistently reports to work in
accordance with scheduled work hours and/or can be
relied upon to accomplish goals under varying
conditions.



3. ORGANIZATION AND UTILIZATION OF TIME –
Plans and organizes work and carries out
assignments effectively. Capable of originating or
improving methods to get things done. Uses work
time efficiently.




                                    Wyoming Chamber Partnership-114
4. QUALITY OF WORK – Completes
tasks/assignments in an accurate and thorough
manner.


5. QUANTITY OF WORK – Completes
tasks/assignments in a timely and consistent manner.
Accomplishes the volume of work expected.



6. COOPERATION/TEAMWORK – Ability to work
well with others. Considers views of others.




7. RESPONSIBILITY – Accepts responsibility,
exercises good judgment, makes sound and effective
decisions.



8. COMMUNICATION SKILLS – Communicates
effectively with others, both orally and in writing.




9. INITIATIVE – Demonstrates job interest, dedication
and willingness to extend oneself to complete
assigned tasks.



10. KNOWLEDGE OF JOB – Clearly understands
scope of responsibilities. Ability to grasp new ideas
and methods.



11. TRAINING & DEVELOPMENT – Takes
advantage of training opportunities (participates in
mandatory and other voluntary training); obtains
applicable certifications, re-certifications, and/or
degrees, etc.




                                     Wyoming Chamber Partnership-115
SECTION III – DEVELOPMENT PLAN

1. Provide specific examples of
employee’s strengths in job
performance.




                                          SIGNATURES


           Employee’s Signature               Date
           (Employee’s signature
           only indicates a
           performance
           discussion took place on
           date noted.)




           Executive Director
           Signature                          Date


           President Signature                Date

I have reviewed the job description
and essential functions for this                                    Yes
position with the
employee.

Are revisions required in the
employee’s job description?                                         Yes
(If yes, revisions must be attached
for review or incorporation into the
employee’s job
description)


Employee: ___________________________________________________________

Job Title:_____________________________________________________________

Date:________________________________________________________________

Purposes of this Employee Evaluation:


                                  Wyoming Chamber Partnership-116
To take an inventory, pinpoint strengths and weaknesses, to review past objectives and corresponding
accomplishments. To identify areas where performance should be commended and to acknowledge
areas which can be improved for the benefit of both the employee and the company and to formulate
and agree upon a practical improvement program of specific challenges.

Instructions:

Listed on the following pages are a number of traits, abilities and characteristics that are important for
success in business. Place an “X” mark on each rating scale, over the descriptive phrase, which most
nearly describes the person being rated. Provide comments in the space provided for ratings.

The performance of the employee will be evaluated using the following rates. Each category may
display a description of performance expectations for that particular category, however, please
remember to use the scale provided below when measuring their performance.

        Exceptional (performance consistently is exceptional)

Exceeds Expectations (performance often exceeds expectations)

        Meets Expectations (performance fully meets expectations)

        Fair but Needs Improvement (performance needs improvement to fully meet
        expectations of position)

       Does Not Meet Minimum Expectations (needs immediate improvement.

Employee may be re-evaluated in three months. If overall performance does not reach the level of
“Fair but Needs Improvement” or higher, the employee may be separated from this position.

Job Duty Performance: as defined by the employee’s current job description - Please list job duties
individual but rate collectively.

1.     Basic bookkeeping and secretarial skills

2.     Ability to work well with public

3.     Possess office equipment and computer skills

4.     Plan and/or assist with meetings, fund-raisers and events.

Planning/Analytical skill/decision making. The extent to which the employee demonstrates the skills
to analyze and solve problems. This refers to the gathering of information, anticipation of problems,
investigation of the validity of information, weighting of consequences, and soundness of decisions.




____________          ___________            ____________           ____________      __________



                                     Wyoming Chamber Partnership-117
Does not meet          Fair but needs               Meets                 Exceeds           Consistently

minimum expectations   improvement                  Expectations          Expectations       Exceptional

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Adaptability: The ability to withstand pressure and to remain calm in crisis situations.

____________            ___________                 ____________          ____________           __________

Cannot handle          Does not handle      Has average tolerance         Tolerates most         Handles pressure

pressure               pressure well            for crisis, usually       pressure; good         well, accomplished

                       becomes easily           remains calm              tolerance for crisis   at solving crisis

                       irritated or emotional

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Dependability: The ability to do required jobs well with a minimum of supervision

____________            ___________                 ____________          ____________           __________

Requires close         Sometimes requires         Usually takes care      Requires little   Requires absolute

Supervision            prompting                  of necessary tasks      supervision       minimum of

                                                  and complete with                         supervision

                                                  reasonable promptness

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________




                                       Wyoming Chamber Partnership-118
Initiative: recommends new ideas for finding more effective and efficient ways of doing things.



____________           ___________           ____________          ____________         __________

Rarely                Occasionally           Recommends            Frequently suggests Continually seeks

communicates          comes up with          reasonable            new ways of doing    new and better

new ideas             a new idea             number of new         things; is very      ways of doing

                                             ideas                 resourceful          things; extremely

                                                                                        resourceful


Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Leadership: the ability to effectively guide, direct, or motivate people toward common objectives.

____________           ___________           ____________          ____________         __________

Ineffective           Needs to Improve       Average ability       Effective -         Exceptional

tends to be           perceived as no        to lead people        Frequently asked    “Natural” Leader

inconsistent in       being able to make                           to assume lead       who is well

dealing with          a decision                                   positions             regarded - has

people                                                                                   the ability to

                                                                                         mentor

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Employee Supervision: Training and Development: the overall effectiveness as a supervisor to
manage and develop staff. Also include the use of coaching and timely communication (i.e.
performance evaluations).

                                     Wyoming Chamber Partnership-119
____________             ___________            ____________          ____________          __________

Does not communicate     Needs to improve       Meets expectations    Effective             Exceptional

well or in a timely      must increase           supervising          Supervisor -          always

manner, limited         cross-training and      satisfactorily        Keeps employees        cross-training

cross-training          timely communication                           informed and is       & developing

                                                                      usually cross-        Very effective &

                                                                      training               timely
                                                                                             communication

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Effectiveness: the overall results the department achieves under guidance and direction.



____________             ___________            ____________          ____________          __________

Ineffective -            Needs                  Meets Expectations   Exceeds Expectations    Exceptional

tends to become          Improvement                                 Gets results by         gets great

overwhelmed with         tends to get                                concentrating on        results by

daily issues-reactionary inconsistent                                long range results      being pro-

vs. Proactive            results                                                             active and

                                                                                             assertive

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

Teamwork/Interpersonal relations/communication/professionalism: The extent to which the
employee established effective working relationships when dealing with supervisors, co-workers, clients
and/or customers.



                                        Wyoming Chamber Partnership-120
____________          ___________          ____________         ____________            __________

Does not meet        Fair but needs        Meets                Exceeds               Consistently

minimum              improvement           expectations         expectations          exceptional

expectations

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Attendance: comes to work daily and conforms to work hours.

____________          ___________          ____________         ____________            __________

Often absent         Lax in attendance     Usually present      Prompt:          Always regular and

without good         and/or reporting      and on time          regular in      prompt; volunteers

excuse and/or        for work on time                           attendance            for overtime when

frequently reports                                                              needed

for work late

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

Overall Evaluation: must be consistent with comments and ratings made on previous pages.

____________          ___________          ____________         ____________            __________

Does not meet        Fair but needs        Meets                Excellent - exceeds      Consistently

minimum              improvement            expectations        expectations             exceptional

expectations

Comments:_________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________


                                   Wyoming Chamber Partnership-121
                               The following sections must be completed.

Past Objectives and Accomplishments (The specific major challenges that were set with the
employee for the past evaluation period and the corresponding accomplishments. Indicate any factors
outside the employee’s control that affected accomplishments.)



Objectives:



Accomplishments:



Future Objectives - Development Plan and Suggestions (The major challenges and suggestions for
training that have been agreed on with the employee for the next review period).



Major Areas of Concern: Describe how these areas can be strengthened.



Major Strengths Are: Describe how these can be used more effectively.



Employee Comments:



Employee Acknowledgment:

My signature affirms only that I have discussed this appraisal with my supervisor, and not that I
necessarily agree with it.

__________________________________                   __________________

Employee Signature                                   Date

__________________________________                   __________________

Supervisor                                           Date

                                         Self-Evaluation Form



Submitted by: ___________________Date: __________________


                                    Wyoming Chamber Partnership-122
Major Areas of Concern: Describe how these areas can be strengthened.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Major Strengths Are: Describe how these can be used more effectively.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________



Employee Comments:

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
_________________________________________________________________________________



Suggestions for improving the Chamber as a whole:

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________




                               Wyoming Chamber Partnership-123
                                               Employee Rate Card
                                            Report of Performance
Name:                           Position: Executive Assistant

                      __Full-Time             __   Part-Time            __     Temporary/Special              Rating Period
                                                                                                              (mm/dd/yyyy)
Evaluation Type
                      _ Probationary        __ Quarterly       __ Annual                                      From:

(-) Not Rated      (1) Not Satisfactory (2) Marginal (3) Satisfactory                 (4) Outstanding           (5) Superior

Section A – Performance Ratings
                                                   -   1   2    3   4   5                                             -   1   2   3   4   5




Work Practices                                                               Personal Skills
1. Professional Presentation of Chamber and                                  1. Accepts Responsibility
Self

 2. Observance of Work Hours                                                 2. Accepts Direction

 3. Attendance & Punctuality                                                 3. Accepts Change

 4. Appearance of Work Area                                                  4. Effectiveness Under Stress

 5. Operation & Care of Property                                             5. Initiative

                                                                             6. Adaptability & Learning New
                                                                             Areas
Average Work Practice Score
                                                                             7. Overall Attitude

                                                                             Average Personal Skills Score
Work Skills
 1. Knowledge of Work




                                                                             For Supervisors Only
 2. Job Skill Level (use of knowledge)

                                                                             1. Planning of Department
 3. Work Judgments (situational response)



 4. Quality of Work                                                          2. Scheduling & Coordinating
 5. Volume of Acceptable Work                                                3. Training & Instructing

 6. Planning & Organizing

                                                                             4. Team Productivity


                                                Wyoming Chamber Partnership-124
 7. Meeting Deadlines                                                     5. Evaluating Subordinates

 8. Work Coordination                                                     6. Leadership

 9. Written Communication                                                 7. Delegation

10. Oral Communication                                                    8. Operational Economy

11. Working Effectively with other Employees                              9. Supervisory Control

12. Working Effectively with the Public                                   10. Recruitment & Staffing

13. Continuing Education                                                  11. Diversity Practices

Average Work Skills Score                                                 Average Supervisory Score



                        Summary Evaluation – Overall Performance Rating



Comment on job strengths & superior performance along with improvements in specific work performance or job
behavior areas.

Employee works well with the visitors. She tries to answer their questions to the best of her ability. If appropriate,
she will research on line or make calls to help the visitor. She is engaging and personable without being prying or
annoying.

She learned about membership enrollment and assisted potential members. She made suggestions and took
initiative to contact potential members on behalf of the director. She is professional in her dealings with members
and potential members as well as her interactions with board members. Employee was not given job description
due to the fact that position would be modified based on her skill level. Current employee has a professional
background and expectations are different due to her skill level. New job description will be provided with this
evaluation,

Suggested improvements include being mindful of tone of voice and attitude. Members and visitors have
mentioned that employee has been short and unfriendly and employee is reminded to keep a positive attitude
regardless of frustrations. Additional suggested improvement is to review work for accuracy prior to submitting to
supervisor or publishing in brochure. Issues in employee’s personal like can on occasion impact attitude at work.
Encourage employee to be more mindful of this and try to keep personal issues out of the office.




Section B – Record progress achieved in attaining previously set goals for chamber or self-initiated projects.

1. Employee took initiative in learning the day to day operations of the chamber. Insured front area information
   was stocked appropriately and ordered materials when needed.
2. Revised method of recording events to be used in multiple publications. Employee began using Excel in a
   database format to categorize the events. Employee used mail merge tools to add to visitor information
   brochures and weekly emails.




                                               Wyoming Chamber Partnership-125
Section C – Record measurable goals to be undertaken during next evaluation period.




Reviewer: __ I agree           __ I disagree            Reviewer:   __ I agree           __ I disagree




(Reviewer Signature) (Title)                   (Date)   (Reviewer Signature) (Title)                  (Date)

Reviewer:      __ I agree           __ I disagree       Employee:     __ I agree           __ I disagree



(Reviewer Signature) (Title)                   (Date)   (Employee Signature) (Title)                  (Date)




        Not Rated – parameter does not apply to employee. This is seldom used.

        Superior – total performance is far above normal standards for the position. Employee is
        making a superior contribution to the Company. Superior or excellent performance
        should be noted in Section A comments. Only a few employees would normally qualify
        for this rating.

        Outstanding – Consistently competent performance exceeding standards in all critical
        factors for the position.

        Satisfactory – Meets the requirements of the position in a competent manner.

        Marginal – total performance periodically or regularly falls short of normal standards.
        Specific deficiencies should be noted in the Section A comments.

        Not Satisfactory – Performance clearly inadequate in one or more critical factors.
        Employee has demonstrated inability to improve or to meeting standards. Performance
        is not acceptable for the position held. Specific deficiencies should be noted in Section A
        comments or in a dated and signed comment page.




                                      Wyoming Chamber Partnership-126
                                                                                 Finance & Budget
Financial & Budget Statements

                                   Profit & Loss Budget vs. Actual
Accrual Basis                               January through May 2011

                                            Jan - May 11           Budget $         Over Budget                   % of Budget
Income
City Wide Cleanup-2011                      3,000.00
Communities Protecting the GR               225.00
Contract - SW Travel & Tourism              11,000.00           11,000.00                        0.00             100.0%
Contract - City of Rock Springs             23,100.00           23,100.00                        0.00             100.0%
Contract - Flaming Gorge Days               0.00         500.00                   -500.00                 0.0%
Contract - SW Events Complex                8,500.00 9,750.00                   -1,250.00                87.2%
Convention Recruitment Committe             5,000.00 5,000.00                        0.00               100.0%
Counter Sales                               24.64        175.00                   -150.36                14.1%
Enterprise Committee                        29,138.00           28,000.00                  1,138.00              104.1%
Farmers Market                              0.00         150.00                    -150.00                0.0%
Gift Certificate S/C                        146.50       125.00                      21.50              117.2%
Images Magazine                             5,599.15 6,412.00                      -812.85               87.3%
Interest Income                             76.21            210.00                     -133.79              36.3%
Interest Income-3%                          804.14       900.00                     -95.86               89.3%
LEAD Luncheon                               500.00     1,500.00                 -1,000.00                33.3%
Marquee Income                              2,222.00 1,250.00                       972.00              177.8%
Mem. luncheons                              2,840.00 3,125.00                      -285.00               90.9%
New Members                                 6,180.00 5,500.00                       680.00              112.4%
Newsletter Sponsorships                     4,050.00 4,050.00                         0.00              100.0%
Relocation Packets                          41.00         62.50                     -21.50               65.6%
Renewing Members                   119,505.50        115,000.00                  4,505.50               103.9%
Retreat Income                              600.00       600.00                       0.00              100.0%
Scenic Byways                               1,000.00 1,000.00                         0.00              100.0%
Seminars                                    4,815.00 3,000.00                    1,815.00               160.5%
Training Income                             1,118.84 1,500.00                     -381.16                74.6%
Website Income                              175.00       420.00                   -245.00                41.7%

Total Income                       229,660.98        222,329.50                 7,331.48                103.3%

Expense
Accounting                                  395.00                   400.00                    -5.00               98.8%
Advertising                                 -392.00       300.00                -692.00                 -130.7%
Building Cleaning                           950.00        950.00                   0.00                  100.0%
Building Insurance                          1,256.92    1,261.00                  -4.08                   99.7%
Building Maintenance               164.11 300.00         -135.89                                          54.7%
City Wide Cleanup                           351.65
Communities Protecting the Green            5.20
Convention Recruitment                      2,997.55    3,360.00                -362.45                  89.2%
Copier Maintenance                          1,300.11    1,220.00                  80.11                 106.6%
Counter Goods                               275.92         75.00                 200.92                 367.9%
D & O Insurance                             1,149.00    1,149.00                    0.00                100.0%
Dues and Subscriptions                      1,711.97    1,500.00                 211.97                 114.1%
Enterprise Committee E                      10,605.95              11,000.00                 -394.05               96.4%
Health Insurance                            5,262.70    5,380.00                 -117.30                 97.8%
Interest Expense                            44.00
Interest Expense-3%                         1,603.58    1,100.00                  503.58                 145.8%
Internet Expense                            99.75         100.00                    -0.25                 99.8%
LEAD Luncheon-                              560.00      1,800.00               -1,240.00                  31.1%
Marquee Expense                             92.40         210.00                 -117.60                  44.0%
Meetings                                    1,284.48                1,250.00                  34.48                102.8%
Membership Luncheons                        2,862.00    3,000.00                -138.00                   95.4%
Misc. Expense                               -35.00
Newsletter                                  1,600.00    2,000.00                -400.00                   80.0%
Office Supplies                             2,330.29    2,100.00                 230.29                  111.0%
Payroll Expenses                            77,198.93              75,600.00                1,598.93               102.1%
Postage                                     2,199.44                2,000.00                  199.44                110.0%

                                          Wyoming Chamber Partnership-127
Relocation Packets Sent            29.70                  42.00              -12.30              70.7%
Retreat                            733.36                600.00              133.36             122.2%
Sales Tax                          1.88                    8.00               -6.12              23.5%
Scenic Byway (E)                   530.00                600.00              -70.00              88.3%
Seminar                            3,053.92            3,800.00             -746.08              80.4%
Spend At Home                      248.10
Technology, Equipment              1,044.95            1,000.00                44.95            104.5%
Technology, Service                0.00                  500.00              -500.00              0.0%
Technology, Software               38.49               1,000.00              -961.51              3.8%
Telephone                          1,257.30            1,220.00                37.30            103.1%
Training                           2,852.14            1,500.00             1,352.14            190.1%
Travel                             1,804.72            1,250.00               554.72            144.4%
Utilities                          1,208.98            1,060.00               148.98            114.1%
Website Maintenance                748.50     472.50               276.00              158.4%

Total Expense             129,425.99              129,107.50                 318.49             100.2%


Net Income                       100,234.99            93,222.00            7,012.99            107.5%




                                Wyoming Chamber Partnership-128
                                                       Balance Sheet
Accrual Basis                                As of May 31, 2011

                                                                              May 31, 11
                ASSETS
                Current Assets
                    Checking/Savings
                          Checking - 314733                                2,000.00
                          RS National Savings - 4014079           144,978.68
                    Total Checking/Savings                        146,978.68
                Accounts Receivable
                          Accounts Receivable                     12,350.58
                          Total Accounts Receivable                           12,350.58
                    Other Current Assets
                          1st Bank-North Side Branch-CD                    7,632.23
                          Commerce Bank CD                                 5,081.25
                          Rocky Mountain Bank CD                           5,093.86
                          Trona Valley CD                                  5,088.94
                          Wells Fargo CD                                   5,162.46
                    Total Other Current Assets                             28,058.74
                Total Current Assets                              187,388.00
                Fixed Assets
                Land                                                          70,000.00
                Total Fixed Assets                                            70,000.00
                Other Assets
                          Accum Dep Furn, Fix, Equip                        -41,573.48
                          Accum. Dep Building                     -141,798.52
                          Building                                156,411.04
                          Furniture, Fixtures, Equipment                    41,573.48
                Total Other Assets                                          14,612.52

                TOTAL ASSETS                                              272,000.52

                LIABILITIES & EQUITY
                Liabilities
                     Current Liabilities
                           Accounts Payable                                   4,206.50
                     Total Accounts Payable                                               4,206.50
                     Other Current Liabilities
                           Payroll Liabilities                                457.04
                     Total Other Current Liabilities                          457.04
                Total Current Liabilities                                     4,663.54
                Total Liabilities                                             4,663.54
                     Equity
                           Opening Bal Equity                               83,720.17
                           Retained Earnings                                83,381.82
                           Net Income                             100,234.99
                     Total Equity                                 267,336.98
                TOTAL LIABILITIES & EQUITY                                 272,000.52




                                           Wyoming Chamber Partnership-129
                                                Profit & Loss
Accrual Basis                            January through May 2011

                                                           Jan - May 11
                Income
                    City Wide Cleanup-2011                     3,000.00
                    Communities Protecting the GR              225.00
                    Contract - SW Travel & Tourism        11,000.00
                    Contract - City of Rock Springs       23,100.00
                    Contract - SW Events Complex          8,500.00
                    Convention Recruitment Committee      5,000.00
                    Counter Sales                              24.64
                    Enterprise Committee                  29,138.00
                    Gift Certificate S/C                       146.50
                    Images Magazine                            5,599.15
                    Interest Income                            76.21
                    Interest Income-3%                         804.14
                    LEAD Luncheon                              500.00
                    Marquee Income                             2,222.00
                    Mem. Luncheons                             2,840.00
                    New Members                                6,180.00
                    Newsletter Sponsorships                    4,050.00
                    Relocation Packets                         41.00
                    Renewing Members                      119,505.50
                    Retreat Income                             600.00
                    Scenic Byways                              1,000.00
                    Seminars                                   4,815.00
                    Training Income                            1,118.84
                    Website Income                             175.00
                Total Income                              229,660.98

                Expense
                    Accounting                                 395.00
                    Advertising                                -392.00
                    Building Cleaning                          950.00
                    Building Insurance                         1,256.92
                    Building Maintenance                  164.11
                    City Wide Cleanup                          351.65
                    Communities Protecting the Green           5.20
                    Convention Recruitment                     2,997.55
                    Copier Maintenance                         1,300.11
                    Counter Goods                              275.92
                    D & O Insurance                       1,149.00
                    Dues and Subscriptions                     1,711.97
                    Enterprise Committee E                10,605.95
                    Health Insurance                      5,262.70
                    Interest Expense                           44.00
                    Interest Expense-3%                   1,603.58
                    Internet Expense                           99.75
                    LEAD Luncheon-                             560.00
                    Marquee Expense                            92.40
                    Meetings                                   1,284.48
                    Membership Luncheons                       2,862.00
                    Misc. Expense                              -35.00
                    Newsletter                                 1,600.00
                    Office Supplies                            2,330.29
                    Payroll Expenses                      77,198.93
                    Postage                                    2,199.44
                    Relocation Packets Sent                    29.70
                    Retreat                                    733.36
                    Sales Tax                                  1.88
                    Scenic Byway (E)                           530.00
                    Seminar                                    3,053.92
                    Spend At Home                              248.10
                    Technology, Equipment                      1,044.95
                    Technology, Software                       38.49
                    Telephone                                  1,257.30
                    Training                                   2,852.14
                    Travel                                     1,804.72

                                       Wyoming Chamber Partnership-130
    Utilities                                    1,208.98
    Website Maintenance                          748.50
Total Expense                               129,425.99


Net Income                                     100,234.99




                          Wyoming Chamber Partnership-131
                                                                        Contracts


CEO/Employee Contract

                                        Employment Contract
This contract is made and entered into by and between the Rock Springs Chamber of Commerce,
hereinafter referred to as the “Chamber”, and              , hereinafter referred to as the “CEO” (Chief
Executive Office).
        Disagreements regarding the terms of this contract will be handled in accordance with the laws
of the State of Wyoming.

Responsibilities of CEO:
        The CEO agrees to perform all assignments and duties specifically including, but not limited to,
those set forth in Article VI of the Bylaws of the Chamber. The CEO shall perform all other duties as
may be assigned consistent with the Bylaws of the Chamber. The CEO shall be familiar with all the
policies and procedures of the Chamber and shall comply therewith.

Length of Contract:
        The CEO shall be employed for a term of twelve (12) months commencing January 1, , and
ending December 31, . Neither the CEO nor the Chamber shall have any obligation to continue this
employment contract beyond its expiration date. If, for any reason, the contract should be permitted to
expire without either party having indicated a desire to not renew the contract, the contract will continue
in force subject to the right of either the CEO or the Chamber to terminate the contract at any time for
any reason.

Benefits and Compensation:
        As compensation for services to the Chamber, the Chamber agrees to pay the CEO a salary
package of per $00,000 year, to be divided between salary and a Roth IRA, such division to be at the
discretion of the CEO. Salary is to be paid semi-monthly on the 15th and the final workday of each
month. The Board of Directors will conduct a performance appraisal at the end of every calendar year.
        Insurance coverage is provided as described in the Employee Manual (i.e., Group Term Life,
Accidental Death and Dismemberment, Major Medical and Surgical), and Disability Income Protection
Insurance. The CEO may choose whether to accept or not accept the insurance coverage. The
Chamber will pay 100% of the premiums for the CEO. The CEO will pay 100% of the premiums for
insurance coverage of eligible dependents through payroll deductions.
        The CEO is covered by Indemnification Insurance as stated in Article XIV of the Bylaws of the
Chamber.
        The CEO shall have a contractual right to receive payment upon retirement or termination of
employment.
        The CEO shall be reimbursed by the Chamber for all ordinary and necessary business
expenses approved by the Board, including meals, lodging and mileage, as stated in the Employee
Manual, shall reimburse the CEO; these expenses must be documented by receipts.
        The CEO shall receive holiday pay for all holidays recognized in the Employee Manual.
        The CEO shall be entitled to 21 days of paid vacation per year and all other benefits and
compensation as stated in the Employee Manual.
        The Rock Springs Board of Directors recognized the need for continuing education of all its
employees. The CEO is encouraged to pursue a professional development plan as specified in the
Employee Manual.



                                    Wyoming Chamber Partnership-132
Page Two

Hiring / Termination of Staff:
       The CEO has authorization to hire and terminate Chamber staff as designated in the Employee
Manual.

This Employment Contract has been authorized and approved by the Board of Directors of the Rock
Springs Chamber of Commerce.

President, Board of Directors __________________________________ Date _______________

CEO (Chief Executive Officer) __________________________________ Date _______________




                                 Wyoming Chamber Partnership-133
Memorandum of Agreement

City of Rock Springs & Rock Springs Chamber of Commerce

                                 MEMORANDUM OF AGREEMENT

THIS AGREEMENT entered into this 1st day of July, 20xx between the CITY OF ROCK SPRINGS, a
municipal corporation of the State of Wyoming, herein referred to as “City” and the ROCK SPRINGS
CHAMBER OF COMMERCE, a corporation herein referred to as “Chamber” witnesseth:

WHEREAS, the Chamber has in the past, and will in the future provide a unique function to the City by
promoting the City, providing assistance in attracting new business, assisting business people in
obtaining information regarding the Rock Springs, area; and

WHEREAS, the City desires to have the Chamber continue such activities, and the Chamber desires to
do so, but requires financial assistance in order to carry out its activities.

NOW THEREFORE, IT IS DULY AGREED THAT for and in consideration of the amount of Forty-Six
Thousand Two Hundred Dollars and No Cents ($46,200.00) from the City, payable in quarterly
installments of Eleven Thousand Five Hundred and Fifty Dollars and No Cents ($11,550.00) on
September 30, 20xx; December 31, 20xx; March 31, 2011; June 30, 2011; or as close hereto as is
convenient for the City, the Chamber hereby agrees to:

   A. Maintain a Chamber of Commerce office within corporate city limits.
   B. Provide promotional material and general information in answer to both national and
      international inquiries regarding the Rock Springs area and Wyoming.
   C. Answer inquiries concerning the establishment of new business and/or industry in the Rock
      Spring area and assist business people who visit Rock Springs in determining the business and
      industrial potential of the City and surrounding area.
   D. Maintain tourist information and assist with conventions: Distribute brochures and community
      material to promote the City and surrounding areas as a good place to both live and vacation:
      And to generally promote the City’s attributes in a manner as the Chamber, in its best judgment
      shall determine.
   E. Assist in the development and promotion of events and activities designed to attract tourists to
      our areas as a destination.
   F. The Rock Springs Chamber will provide written updates to the City Council on a quarterly basis.
      The director will also meet monthly with the City of Rock Springs Mayor.
   G. The Chamber will be responsible for gathering, updating and posting daily information on the
      City’s electronic marquee. The Chamber will work closely with all organizations and agencies to
      provide accurate and timely information to the citizens of Rock Springs.




                                  Wyoming Chamber Partnership-134
20xx

PASSED AND APPROVED THIS ______of______________,

                     ________________________________

              President of the Council

                     ________________________________

                     Mayor

Attest:

____________________________             ___________________________________

City Clerk                               Rock Springs Chamber Board President




                               Wyoming Chamber Partnership-135
Memorandum of Obligation

City of Rock Springs and Rock Springs Chamber of Commerce

                Actions Undertaken to Address Memorandum Obligation by the

                            Rock Springs Chamber of Commerce 20xx

                    Memorandum of Agreement with the City of Rock Springs

   A. Chamber of Commerce office located at 1897 Dewar Drive. Hours of operation are Monday –
      Friday, 8 a.m.-5 p.m. Twenty-four hour access area open 365 days a year.
   B. Answered more than 8,000 phone calls for information. Responded to 500 calls on our 800
      number. We have mailed more than 200 tourist packets both domestic and international, and
      responded to 250 relocation requests. There were 1.5 million hits to our website from 38,000
      unique individuals searching for information on Rock Springs.
   C. We have had 49 new businesses inquire at our office the past 12 months. We supply them with
      demographics, traffic counts, permitting contacts, overview of the local economy, and refer them
      to additional agencies for assistance. We work closely with SWEDA to recruit new workforce to
      the area from the Midwest and surrounding states. We also provide packets and personal tours
      to upper level management for our larger companies. Another successful program is our
      Support Your Own Spend at Home campaign. More than $400,000 worth of Chamber gift
      certificates were purchased in 2009. These dollars all go directly back into our local
      businesses. This year we also produced the second edition of Images magazine that is being
      used for workforce recruitment and business development. The website went live in December,
      2009, featuring content from the magazine plus interactive links. This publication showcases the
      best of the Rock Springs area through its people, places and progressive business climate.
   D. There were 26,600 visitors to our office over the past year. The Chamber distributed more than
      120,000 brochures to tourists in our town. During the summer we continually stocked the local
      hotels with brochures for tourists. We provided 2,300 convention bags for conventions held in
      Rock Springs in 2009. The Rock Springs Chamber also assisted with more than 90 separate
      events or activities in the past year. We also sold $150,000 worth of tickets to events and
      activities held in Sweetwater County.
   E. The Chamber works closely with the Sweetwater County Joint Travel and Tourism Board. We
      assist in the placement of ads nationally, website development, brochure development,
      fulfillment of requests, and the promotion of activities and events in Rock Springs. The
      Chamber monitors editorial printings of information on Rock Springs, making corrections when
      needed to put our City’s best foot forward. The Chamber has been instrumental in the success
      of the City-Wide Cleanup Up and Planter Program. Forty-six organizations participated in the
      Rock Springs Chamber of Commerce Annual Lighted Holiday Parade this year. The parade
      brought 5,000 people to downtown Rock Springs to watch the floats and shop at downtown
      businesses. Over the duration of the Farmer’s Market, which lasted eight weeks, there were a
      total of 74 different vendors participating. The Farmer’s Market was a social event bringing 800-
      1,000 locals and tourists to downtown Rock Springs every Thursday afternoon, encouraging
      downtown businesses to stay open late to cater to the public.

      The Chamber has also spearheaded the effort to build the “High Desert Interpretive Center.”
      This year we have secured 501c3 status and are in the process of acquiring land on Gateway
      Blvd. Destination Development has also been a major project to be implemented. This 5-10
      year plan will change the face of Rock Springs and has been a major focus of our organization


                                  Wyoming Chamber Partnership-136
   for the past two years. The Chamber is leading in developing our Wayfinding, Signage and
   Kiosk Program. In partnership with the City, this program will be implemented in 20xx. Another
   major project moving forward is the All-American Road Application for Flaming Gorge National
   Recreation Area. This designation can bring millions of dollars of Federal Highway Funds to our
   area for turnout and interpretation development. It also has the potential to increase tourism
   expenditures by more than 10% to our local economy.

F. Written updates are provided quarterly addressing the activities of the Chamber Committees
   working on projects for the City. The Director also meets with the Mayor numerous times each
   month to discuss special and additional projects to assist the City of Rock Springs. The
   Chamber participates with the City annually in meeting with legislators to secure funding for our
   City. This year the Chamber hosted forums, attended organizational meetings, and also went to
   Cheyenne three times to address the needs of our community. Numerous e-mails and personal
   contacts were also made in an effort to secure funding for Rock Springs.

G. The Chamber staff gathers and posts information on the City marquee and works closely with all
   organizations and agencies to provide accurate and timely information to the citizens of Rock
   Springs. Staff also aids paid advertisers in creating their ad as well as posting it, which takes 7-
   10 minutes each; 40-50 ads run on the marquee each month. This has been very well-received
   by nonprofits that have a difficult time running standard advertising for their events.

   The Chamber was also instrumental in securing the 5th Penny as a permanent revenue stream
   for the City of Rock Springs. We have worked closely with the City to make sure everyone is
   counted for this year’s Census, a project that will impact funding for the next 10 years. The Rock
   Springs Chamber has also acted as host for several important monthly meetings, such as
   Mayor’s Luncheon, Federal Land Agencies meeting, Communities Protecting the Green and the
   newly formed “Enterprise Committee”, that works on issues related to Federal lands issues and
   how they impact economic development.




                                Wyoming Chamber Partnership-137
                                                       Business & Strategic Plan


Strategic Plan Examples


Examples from Saratoga/Platte Valley and Rock Springs

2010 GOALS and YEAR-END RESULTS

                          SARATOGA/ PLATTE VALLEY CHAMBER OF
                             COMMERCE BOARD OF DIRECTORS

                                    Russell Waldner-President
                                  Alyson Sneddon-Vice President
                                    D’Ron Campbell-Treasurer
                                        Jennifer Archibald
                                          Sarah Lincoln
                                       Lee Ann Stephenson
                                         Margaret Weber
                                          Stacy Willford
                                        Karen Youngberg

                                Stacy Crimmins-Executive Director
                                 Mary Joe Best-Admin. Assistant

The Mission and Purpose of the Saratoga/Platte Valley Chamber of Commerce
Promote a community where its business members can grow and succeed. Bring together all of the
people in its communities who have an interest in the welfare of the communities it serves.
Provide a forum for open communication and cooperation among its members and citizens; and
Promote the Valley’s western heritage, appealing natural surroundings and quality of life.




                                 Wyoming Chamber Partnership-138
MEMBERSHIP

GOALS                                       MEASURE OF SUCCESS
-Annual membership income $36,000           -$32,210 (was increased from 2009 actual
-20 new memberships,                        -7 new memberships
180 renewal memberships                     165 renewal memberships (91% retention
                                            rate)
-Implement ―Synchronistǁ surveys and
membership interviews. Conduct two
surveys per month.
-Continue to sponsor the ―Spring Success    -4 workshops planned
Series-- workshops for members to           24 people attended
encourage growth
-Continue ―doing it right recognition       -17 recipients
program
―Hometown Heroes sponsorships
2 Champion Level                            -2 Champion Level
1 Winner Level                              1 Winner Level
1 Victor Level                              1 Victor Level
8 Star Level                                9 Star Level
                                            1 Host

                                            Added new ―host level to tiered
                                            membership
                                            3 new Hometown Hero investors
-Nominate one member or organization for    -Submitted application of the Platte Valley to
an award presented by another agency        True West magazine for ―Top Ten True
                                            West Townsǁ—resulted in Encampment
                                            named ―Town to Watchǁ




                               Wyoming Chamber Partnership-139
EVENTS
GOALS                                         MEASURE OF SUCCESS
-Streamline events to ensure net profits of   -$22,895.49 (20% over budget)
$17,900
-Increase net profits of existing events      -Added craft show to Steinley Cup
with value- added activities
-Create one new event
Continue event sponsorship of
   • Saratoga Lake Ice Fishing Derby          -Fishing Derby-594 registered (best since
   • Chariot Races Banquet                    2001)
   • Platte Valley Pool Tournament            -Race banquet-150 attendees
   • Steinley Cup Brewfest & Toga Trot        -Steinley Cup– 604 attendees (best since
   • Halloween Walk                           2007)
   • Christmas ―Festival of Trees and         -Halloween Walk-over 50 businesses
       Reverse Drawing                        participated
                                              -Festival of Trees-grossed $9600 from
                                              auction

Became certified with TiPS On Premise Program


 ADMINISTRATIVE
 GOALS
                                               MEASURE OF SUCCESS
 -Continue to attend at least four staff       -Attended three Wyoming Chamber of
 training, in-dustry conferences and           Commerce Executives
 seminars per year                             meetings/conferences and two Wy
                                               Hospitality & Tourism conferences
                                               Participated in several webinars of various
                                               professional development topics
                                               Attended grant writing training

 -Utilize on-line surveys for gathering        -Sent 5 surveys with great participation
 information                                   from members
                                               Results included in monthly newsletter
 -Annual Inquiries:
 289 Visitor & Relocation packets
 (10% increase)
 5,783 Telephone, walk-in and email
 (54% increase)
 87 Electronic Message Center messages




                                   Wyoming Chamber Partnership-140
                                    2011 Board Retreat-Agenda

                                            April 1, 2011

                                        Red Canyon Lodge

9:00 am        Arrive at Red Canyon Lodge

9:15 am        Snacks

9:30am         Introduction & Welcomes- President

9:45 am -      Facilitator – Dr. C. – The focus today will be refining existing action plans. We can’t
and shouldn’t do everything. We need to find out where we, as the Chamber, fit.

       A. Review Mission Statement

       B. Review Core Values

       •   Creating a Strong Local Economy
       •   Promoting the Community
       •   Creating networking opportunities and business contacts
       •   Representing Business to Government
       •   Political Action

10:00 am       Review Last Year’s Progress

       A. Support Your Own, Spend at Home – Alexie

       B. Images Magazine – Alexie

       C. Wayfinding – Jenissa

       D. Scenic Byway – Jenissa- Mark – Map

       E. High Desert Interpretive Visitor Center – Dave K.

       F. Farmer’s Market – Amy

       G. City-Wide Cleanup – Tina – Alexie

       H. Social Media – Alexie

       I. Education – Beth

       J. Enterprise Committee – Don H.

10:45am        2010 Goals

       A. Census – Lisa T.



                                  Wyoming Chamber Partnership-141
       B. 6th Penny Process – Mayor Demshar

           1. Buy In of the Smaller Communities –

           2. County Commissioners – How do we move forward with their involvement?

       C. Communities Protecting the Green – Don H.

       D. Passing of 2% Lodging Tax – Pat R.

       E. New Members 2010 – Packet Review – Meg

       F. Newsletter Update – Amy

11:05 am      2011 Projects

       A. Affinity Tours “Chamber to Chamber Networking the Rock Springs Chamber
Invites You to China!” – Laurie W. and Alexie – this is an opportunity to take a tour to another
country with other Chambers. This brings in non-dues revenue streams for our Chamber based on
the numbers of people going on the trip.

              a. When – Times and Dates

              b. Itinerary

              c. Cost – Non-dues Revenue

              d. Promotions – After Hours

11:30 am      Lunch

12:15 pm      New Projects 2011

       II. Building Renovation, Photos – Committee Members –

              A. Background and Current Layout – Dave

              B. Vision for Current Location

              C. Action Plan to Move Forward

1:00 pm

       II. Board Composition

              A. Changing Dynamics of the Population

              B. More Diverse Business

              C. Young Professionals Group



                                Wyoming Chamber Partnership-142
             D. Action Plan to Move Forward

1:45 pm      III. Economic Development Strategies

      A. Review DDI – Chamber Role

             a. #5 Signage, Wayfinding, Gateways, visitor Kiosks

             b. #6 Improve Signs Along I-80

             c. #11 Develop performance events on Broadway

             d. #14 Create a permanent outdoor market venue

             e. #19 Recruit Destination Development Retail

             f. # 22 Concentrate on large regional markets

             g. #23 Build the Brand (ATV)

             h. #25 Develop Internet Market Strategy

             i. # 26 Develop an Activities Guide

             j. # 27 Create online facilities event marketing kit

             k. #28 Online press room and photo library

             l. # 29 Recruit events to Rock Springs

      B. Focus and goals of URA Economic Restructuring Committee – Lisa M.

      C. City Master Plan for Economic Development – Review Goal

      D. Action Plan to Move Forward

      a. Proactive vs. Reactive

3:00pm       IV. Wrap-up and Brainstorming




                               Wyoming Chamber Partnership-143
                                 2011 Board Retreat-Minutes

                                          April 1, 2011

                                      Red Canyon Lodge

9:00 am       Arrive at Red Canyon Lodge

9:15 am       Snacks

9:30am        Introduction & Welcomes- Craig Nelson

       •   Craig Nelson, Ron Hughes, Jason Bartlett, Jenissa Bartlett, Janet Hartford, Pat
           Robbins, Eric Schillie, Russ Kirlin, Ricky Tabuchi, Debbie Orr, Tina Linkenauger,
           Lisa Mueller, Dave Kathka, Andy Seiller, Laurie Watkins, Mayor Demshar, Ryan
           Scott, Christina Magagna, Don Hartley, Mark Wilson, Bob Nelson, Lisa Tarufelli,
           Lance Porter, Cindy Bailey, Becky Costantino, Beth Whitman,
       •   Facilitator – Dr. Bernadine Craft
       •   Staff – Dave Hanks, Sue Caudell, Meg Torgersen, Alexie Pitsch and Amy Romero-
           Griffin

9:45 am - Facilitator – Dr. Bernadine Craft – The focus today will be refining existing action
plans. We can’t and shouldn’t do everything. We need to find out where we, as the Chamber, fit.


       A. Review Mission Statement


       B. Review Core Values

       •   Creating a Strong Local Economy
       •   Promoting the Community
       •   Creating networking opportunities and business contacts
       •   Representing Business to Government
       •   Political Action
       •   These have been refined over the years. The Chamber is a living, breathing viable
           organization. Changes happen as they are needed. Everything on the agenda ties
           back to these core values.


10:00 am      Review Last Year’s Progress

       A. Support Your Own, Spend at Home – Alexie

       •   Received $3K from City and Counties which turned into $42,000 in advertising.
           Mascots were used for the first time advertising on the City streets during peak travel
           hours. Sales increased in November and December 2010. A new group will be
           getting together for a quarterly push.

       B. Images Magazine – Alexie


                                Wyoming Chamber Partnership-144
•   Several return advertisers. The company has been good to work with on any issues
    we had with the magazine. The photos focused on the Flaming Gorge areas which
    can be used for other advertising or needs.

C. Wayfinding – Jenissa

•   The Wayfinding project was a result of Destination Development. The Chamber
    formed the committee with T&T and the City. A contractor was hired to do the
    creative work. There were 24 locations chosen for directional signage. There are
    several different types of signs. At first the bids came back very high. Mark Lyon then
    did some value engineering to get the signs to look the way they were wanted but
    save some money. The unveiling of the first sign was in December. The rest of the
    signs (300) are ready to be installed. This is an investment, not an expense.

D. Scenic Byway – Jenissa- Mark – Map

•   This project has been going on for over 10 years. This project is working to connect
    the roads around Flaming Gorge into one complete national scenic byway. When the
    first application was compiled it became clear that the CMP was out of date. We are
    now working with Corridor Solutions to make both the CMP’s for Utah and Wyoming.
    From a tourist perspective, having a byway only on the Utah side is not good. Both
    groups are now talking and working together to get this designation and process
    completed. Funding from the Federal government may be limited, but other funding
    sources do exist. This will greatly enhance the visitor experience around the gorge.
    This will take some massive partnerships to accomplish, and it is a slow process.

E. High Desert Interpretive Visitor Center – Dave K.

•   The HDIC process has also been going for over 10 years. Feasibility studies have
    been done, and concepts for the building have been drawn up. This organization has
    501c3 status. There is now a formal agreement with WWCC in negotiation. The
    college is open to value for goods and services versus paying for the land. Some
    possibilities have been explored, including educational programs, advertising,
    Rhodes Scholar, among others. Meetings with the attorneys have been taking place.
•   Federal funding for the center cratered. The committee is looking at some diversity of
    funding. Corridor Solutions is working on doing a feasibility study for funding. Much
    hinges on the outcome of the feasibility study.

F. Farmer’s Market – Amy


G. City-Wide Cleanup – Tina – Alexie

•   The Chamber and City work in conjunction to put on this program. This is the
    seventh official year of the program. Over 1,000 people volunteered and 46 tons of
    trash was collected. There is a lunch for the volunteers on the day of the cleanup as
    a thank you. This project is a huge undertaking. The map will be changed this year.
    Different ideas for gift certificate rewards are also being explored this year. Mark
    from the city will be working with us on putting signs up identifying who cleaned
    which area. There is a possibility of planting wild flowers along the highway


                        Wyoming Chamber Partnership-145
          entrances and exits to help deter trash collecting in these areas. The Senior Center
          might be the venue for the lunch.

     H. Social Media – Alexie

     •    The Chamber is now on Facebook and You Tube. The videos are all lined to both
          sites to promote events, information and Chamber activities. This year the website
          will be revamped to keep things more current. We are starting to see a return on the
          social media activities. We are working on getting a payment method onto the
          Chamber website for luncheons, events, etc. This speaks well to the younger
          Chamber members.

     I. Education – Beth

     •    The Education Committee works on luncheon topics and trainings for Chamber
          members. The Bill Drury Social Media classes came out of this committee. Infinity
          tours also are coming out of this committee. There will be some Sweetwater County
          tours this summer including Adobe Town and the water treatment facility. Other
          training opportunities have been discussed. The Connections Luncheons have been
          very successful and are well attended each month.

     J. Enterprise Committee – Don H.

     •    The Enterprise Committee has been successful in its two years at the Chamber. This
          committee discusses energy issues, land issues, and other issues that affect our
          larger industrial businesses. The Free Enterprise Seminar will be coming up again
          this June. This year the Gas Fields near Pinedale and the Uranium Fields will be up
          for discussion. There are quarterly meetings and monthly meetings in this group.
          This group is comprised of large employers and tax payers who pay to be part of this
          group. This committee is pro-development.


10:45am      2010 Goals

     A. Census – Lisa T.

     •    This is the third discussion on Census. The first year was planning; last year was the
          march to the mailbox and the importance of the Census. This year we have the
          numbers in and are through the process. Wyoming had its fastest growth since the
          1980 Census. The middle of the decade saw a great amount of growth. Sweetwater
          County saw a 16.5% increase in population. Rock Springs is now at 23,036 citizens.
          Rock Springs is now 52.5 % of the county population. Sweetwater County
          participation rate was around 76%. This will have a very positive impact on our
          funding for the county. There has been a major shift in the age and diversity of the
          population.

     B. 6th Penny Process – Mayor Demshar

     •    This committee was comprised of around 20 people including the original Joint
          Powers Board as well as several other people from different disciplines. This is an 8
          month process, which will be generic to each project. The first step is for the

                              Wyoming Chamber Partnership-146
    municipalities to get together and decide what projects need to be submitted. The
    Blue Ribbon committee will be comprised of a representative from each municipality
    and the county commissioners. The job of this committee is to balance the cost of
    the projects against the tolerance of the voters. Once this is determined and the list
    narrowed, the projects go to the communities for approval of their council. Next, the
    approved projects go before the County Commission for approval to go on the ballot.
    The smaller communities need to be included with infrastructure projects.
•   We have had help with the bonding process. The process has spread across the
    state of Wyoming to be the standard process for applying for 6th penny consideration.
•   This process is not complete. We need to give this project some direction.
•   Buy In of the Smaller Communities –
•   We need to make sure these communities have representation in all phases of the
    process, from step one to the Blue Ribbon Committee. This will give these
    communities a sense of ownership in the projects and process.
•   At least one project from each community needs to go before the Blue Ribbon
    Committee. Each community’s top project automatically goes forward.
•   Infrastructure projects for every community will be included as one item.
•   County Commissioners – How do we move forward with their involvement?
•   The communities seem to be on board. Dave H. and Mayor Demshar went to the
    commission in December to present this project. The last commission voted
    unanimously to approve this process. The new commission has a few members who
    feel they are left out of the process.
•   A special meeting with the commission to educate them about the process and their
    part in it may help. If the Commission requests more people on the committee that
    could work out fine. The mayors, who are the major players in this, might be the best
    people to approach the County Commission.
•   It needs to be made clear that this is not about the people involved, it is about the
    process. There needs to be a way to protect the items up for consideration from line
    item veto types of action. Some public relations wording might want to be added to
    the process proposal. Media inclusion in the consideration of each project might also
    help alleviate this issue. Infrastructure projects might have oversight by a Joint
    Powers Board. We need to make sure the commission is aware of what a large job
    that proposing a 6th penny project can be with bonding, planning, funding, etc.
•   A word of caution to this process is that there is no way to predict every problem or
    issue that may arise. Identifying a person with the proper expertise to run this
    process is imperative.
•   Meetings need to be public with the media invited so that the public is well informed
    on what is being considered, and what is going on.

C. Communities Protecting the Green – Don H.

•   The Million Conservation Group proposed taking water out of the Green River to
    waylay the water issues in Colorado. The Army Corp of Engineers bought into this
    project. The communities of Sweetwater County vehemently opposed this project
    and in response to this a committee was formed to combat these kinds of issues.
    This group collects, interprets and disseminates information on water diversion
    projects to the public. This will be a long running project. There will be much work in
    educating the public and promoting involvement in this committee. Volunteers need
    to be added. Subcommittees need to be formed and structure is in place to do this.
    Moving forward and getting those subcommittees filled is the next step. Getting

                         Wyoming Chamber Partnership-147
           community and youth buy will be important. Including Northern and Eastern Utah in
           this committee would be beneficial because they have a direct interest in the water of
           the Green River and Flaming Gorge Reservoir.
       •   When you lose your water you lose your economic future.

       D. Passing of 2% Lodging Tax – Pat R.

       •   The 2% Lodging Tax was on the ballot last November. The board relies heavily on
           the Chambers to get the word out about the benefits of the tax. It passed by an 82%
           approval rate. This will not come up for four more years.

       E. New Members 2010 – Packet Review – Meg

       F. Newsletter Update – Amy



11:05 am      2011 Projects

       A. Affinity Tours “Chamber to Chamber Networking the Rock Springs Chamber
Invites You to China!” – Laurie W. and Alexie – this is an opportunity to take a tour to another
country with other Chambers. This brings in non-dues revenue streams for our Chamber based
on the numbers of people going on the trip.

       a. When – Times and Dates

       •   Early to mid-March in 2011. This will likely be a nine day tour. There are excursions,
           guided tours and free time. Several meals are provided as part of the cost of the trip.

       b. Itinerary

These include travel to and from LAX and lodging at four and five star hotels. There are
educational components to the tours and they can be used as a business deduction.

       •   will be held with other Chambers and business entities. We do have a direct tie to
           China from our local economy.

       c. Cost – Non-dues Revenue

       •   The cost of these tours is around $2,000 per person. The cost includes sightseeing,
              lodging, and transportation. Travel to LAX from Rock Springs and visa and
              passports are not included. We will partner with the Green River Chamber and
              open up their trip to their membership.

       d. Promotions – After Hours

       •   Whichever company we go with will send a representative to Rock Springs to help
           host an after-hours to educate people on the trip and answer questions.
       •   A date needs to be set for moving forward on this. There are a lot of details to iron
           out. References on the tour companies have been checked out.

                                Wyoming Chamber Partnership-148
11:30 am      Lunch

12:15 pm      New Projects 2011

      II. Building Renovation, Photos – Committee Members – Debbie O. Becky
      C., Jana P., Christina M., City of Rock Springs, Dave H.

      A. Backgound and Current Layout – Dave

      B. Vision for Current Location

      C. Action Plan to Move Forward

1:00 pm       II. Board Composition

              A. Changing Dynamics of the Population

              B. More Diverse Business

              C. Young Professionals Group

              D. Action Plan to Move Forward

1:45 pm       III. Economic Development Strategies

      A. Review DDI – Chamber Role

      •    Many people don’t know what has been accomplished with the DDI Study. The
           following points all fit in with the Chamber Goals. These need more work.

      a. #5 Signage, Wayfinding, Gateways, visitor Kiosks

      •    Wayfinding signs are going up and gateway signs going in. This is a continuing
           project

      b. #6 Improve Signs Along I-80

      •    This is part of the Wayfinding program and is well underway.

      c. #11 Develop performance events on Broadway

      •    There are things going on with the new Theatre project and the Farmer’s Market.

      d. #14 Create a permanent outdoor market venue

      •    Depot Park is a semi-permanent location. The Bunning Transfer Depot is in the
           works

      e. #19 Recruit Destination Development Retail

                               Wyoming Chamber Partnership-149
•   Some of the buildings are being improved and the union square sign is up

f. # 22 Concentrate on large regional markets

•   T&T is penetrating larger regional travel markets and has an extensive market and
    plan.

g. #23 Build the Brand (ATV)

•   The brand has been difficult to develop; however, with the new logo and colors
    things are becoming more cohesive.

h. #25 Develop Internet Market Strategy

•   The city and Chamber are working hard on their sites. T&T is rebuilding their site as
    well. Communication needs to be kept open so that the sites work well together.

i. # 26 Develop an Activities Guide

•   The visitor guides and Images magazine work together in this function

j. # 27 Create online facilities event marketing kit

•   A guide has been developed that will be in all lodging facilities. It will go online soon.
    This is very well done.
k. #28 Online press room and photo library

•   We are developing a photo library. A press room needs more work. The tourism
    guide will be part of this.

l. # 29 Recruit events to Rock Springs

• A convention and event recruitment committee has been formed. The hotels now
  have the capacity to facilitate these types of events. The High School Speech and
  Debate tournament and the Western Regional Finals Rodeo have been recruited.
Meetings

B. Focus and goals of URA Economic Restructuring Committee – Lisa M.

•   The URA is a city department that is a certified Main Street Program. Most of their
    efforts are focused on the downtown areas. There are many volunteers who help
    with projects and solutions for the downtown.
•   The Economic Restructuring Committee working to get people into our downtown
    businesses. The committee is looking at bringing a diversity of business into
    downtown Rock Springs. Because this is a huge task, this committee is joining the
    Chamber retail committee. In April this merger will take place.
•   The URA has a main concern with the downtown businesses; the Chamber has a
    concern about the downtown businesses, but with all other businesses in the area as
    well. A direction needs to be found for the successful merger of these two
    committees.


                         Wyoming Chamber Partnership-150
•   There are certain gaps in the economy of our community, for example a “sporting
    goods” and a “body and bath” store. Recruitment for the gaps in our economy is not
    happening. The recruitment process needs to be examined.
•   We as a group need to discuss how and where businesses fit in the community. This
    is something new and different. The goals and needs of this need to be very specific
    and we need to know how this fits with the Chamber mission and core values – what
    do we vision for this. Businesses need to know what the value of being in our
    community is for them. We need to have a way to convey this message from an
    official entity.
•   How do we field calls in about our community from businesses? How do we go about
    recruiting businesses to the area? Contacts are being made but there needs to be a
    concentration on getting these calls to the people who can help. Someone from
    planning and zoning would be good to have on this committee.
•   No wrong doors concept. Directing inquiries to people/organizations who do know.
•   As the Chamber we need to look at getting the gaps filled. We need to work toward a
    plan to offer incentives for businesses to come to the community.
•   There has not been any discussion about the shared goals of the Economic
    Restructuring and Retail Committees.
•   This may have to be a taskforce that works with the Retail Committee, not one
    becoming part of the Committee.
•   Getting the plans from the URA on their plans and goals for joining with the Retail
    Committee would help. We need to solidify what this group will do.
    1. Is this going to be a City sponsored task force? (Who is going to do this?)
    Maybe someone who places the betterment of the community ahead of their own
    would be best to head up this group.

•  At this point it is not likely that an existing committee can handle the added
   responsibility.
• The City does want the involvement of the Chamber.
• There needs to be a timeline, Who, When, What – what do we need, what are we
   going to do, what is the action plan. You cannot place a timeline on a project for
   another entity.
• We may be trying to move forward with this too soon. We need to have an idea of
   where we want to go as a Chamber and how can we help and what is our role?
C. City Master Plan for Economic Development – Review Goal

•   One of the things that have come out of the Master Plan is hiring a City Economic
    Developer. These goals are not finalized. All goals and action plans must be fluid.
•   Chamber involvement in a taskforce could work for several of these.
•   How does the Chamber fit into the goals of the master plan? The board needs to
    discuss taking on another committee to recruit more retail businesses.
•   Will the Chamber have the extra time and resources to absorb another committee,
    especially one of this magnitude? Perhaps the retail committee should change its
    focus from events and shop local to a more of a recruitment focus? Where will these
    events go, will they be dropped?
•   Will the Chamber members see this as a form of competition? Do you help any
    business that needs it or only those that don’t compete with our current businesses?
    In answer, the Chamber is all inclusive.
•   Group 1 – A taskforce does need to be formed. The Chamber should be a
    resource and have a presence in the committee. It should not be run by the

                        Wyoming Chamber Partnership-151
        city either, however, they should have a main voice along with the other
        suggested members.
     • Group 2- The Vision committee of the Chamber should have a voice in what
        benefits there are to the Chamber and what their role should be. This should
        be revisited after presentation to the Vision Committee.
     • Group 3 – The Chamber plays a strong support and leadership role in many of
        the elements of this plan. This fits very well with the mission and core values.
        The economy affects both the City and Chamber and limits what can be done
        with staffing. It would be hard to add to the Board or Staff’s responsibility. This
        will need to be taken a step at a time; stay determined.
     • Group 4 – The goal of this group decided to revisit the DDI documents and
        evaluate any new goals and situations that have arisen since its creation.
        Money, resources and clear definition of the goals are the challenges. The
        Chamber could assign duties to appropriate committees by the end of May.
     • Carl said that many of the things from the DDI study need to be re-evaluated,
        because the economy now is drastically different than when this was designed.
     D. Action Plan to Move Forward

     a. Proactive vs. Reactive

     •   Group 1 & 2- The Vision Committee does work on defining the role of the Chamber.
         It may be bit early to decide the role of the Chamber. The three month timeline is
         conceptually viable. This is going to be the recommendation: The Vision Committee
         will take three months to decide the Chamber role in this DDI recommendation.
     •   Groups 3 & 4 – DDI may need to be revisited by the Board for familiarization and by
         the city to prioritize the recommendations. The board does need to be more familiar.
         This is going to be the recommendation: The board will re-familiarize themselves
         with DDI but the reprioritization and assigning of taskforces or committees will be the
         responsibility of the City of Rock Springs with cooperation of the Chamber Board.
         The DDI tasks that are already underway and have the involvement of the Chamber
         will be completed.
3:00pm        IV. Wrap-up and Brainstorming




                              Wyoming Chamber Partnership-152
                            Rock Springs Chamber of Commerce

                                 2011 Annual Progress Report

        The Rock Springs Chamber of Commerce had an exciting and busy year in 2010. Much
progress was made on different projects within the Chamber and the community. Many of
these projects are already visible in the community and many more are yet to come. The Rock
Springs Chamber of Commerce works with projects and events that fit into the five core values
that are the focus of the Chamber of Commerce. These five core values are:

                            Creating a strong local economy
                               Promoting the community
                Providing networking opportunities and business contacts
                          Representing business to government
                                     Political Action

       By working everyday within these core values the Chamber can provide the best
resources to our members. The following are activities that the Chamber promotes, sponsors,
and participates in throughout the year to support and achieve success in our five core values.
Many of these activities overlap and intertwine to support our community and our membership.

                              Creating a Strong Local Economy

        The Chamber works to create a strong local economy by promoting local businesses
and offering referrals. Offering programs such as the Shop Local and Gift Certificate programs
also gives the local economy a boost. Tourism plays a large role in the creation of a strong local
economy.

A Second Year of Success for the Support Your Own Spend at Home Program
         For the second year, the Support Your Own, Spend at Home Program has been a huge
success. This program is run throughout the year, with heavy emphasis during the holiday
season to encourage shopping locally first. The Support Your Own, Spend at Home program is
sponsored by City of Rock Springs, City of Green River and Sweetwater County. Their support
of this program came to a total of $9,000. With the help of our local media outlets, the initial
$9,000 generated $42,000 worth of advertising within the county.
         By keeping spending in Sweetwater County we help local merchants to expand and
retain sales. We will help local governments by capturing and expanding the existing tax base.
This will lead to increasing revenue streams to local businesses, enabling them to maintain and
increase their employment levels. This year several different, attention getting elements were
added to the Support Your Own, Spend at Home program. In conjunction with a massive radio,
print, and televised campaign, local mascots joined in to assist the program. On key days
throughout the holiday season, the Rock Springs Tiger, Green River Wolf, Taco Time Cactus,
Papa Murphy’s Pizza Slice, and Zoobeck’s Gecko, could be seen in high traffic areas with signs
for Support Your Own, Spend at Home. The presence of the mascots increased business and
sales in noticeable amounts on the days they were out.
         In conjunction with the Support Your Own, Spend at Home program, the Chamber has
Sweetwater County Gift Certificates available. These certificates are only accepted in
Sweetwater County, so it helps keep money in the County. Especially during the holiday
season. Last year the Chamber Gift Certificate program helped to keep approximately 351,000
additional dollars in Sweetwater County.


                                Wyoming Chamber Partnership-153
New Business Members Strengthen the Chamber and Community
        In 2010 the Rock Springs Chamber of Commerce was very fortunate to welcome 76 new
members. These members represent a very diverse set of businesses and individuals in
Sweetwater County. The Rock Springs Chamber of Commerce values the diversity of its
membership, and realizes that many businesses, though varied, have common needs from the
community and government. Also, the diversity in businesses offers more to the people of the
community and helps to make the local economy strong. The Chamber strives to offer a wide
array of benefits to our membership. From promotion and advertising opportunities, to
networking opportunities, and representation to government, the Chamber believes it is these
benefits that draw in and help to retain members. The gain in membership shows that there is a
positive trend in business within the County.


Promoting the Community
       Through programs like the Holiday Parade, Farmer’s Market and Adopt-a-Tree program,
the Chamber works to promote and beautify the community. On many of these events the
Chamber partners with other local organizations such as The City of Rock Springs, Sweetwater
County Travel and Tourism, The Rock Springs Historical Museum and the Urban Renewal
Agency.

Third Annual Images Sweetwater County Magazine Proves a Successful Tool
        The Rock Springs Chamber of Commerce announced the debut of the third edition of
Images Sweetwater County, a magazine published by Journal Communications with the support
of local advertisers in January, 20xx. Part of a complete publishing program, Images
Sweetwater County also includes an interactive Web site (imagessweetwatercounty.com) as
well as a targeted distribution network and a customer retention and acquisition program.
Highlighting Sweetwater County’s quality of place, vitality and individuality, Images Sweetwater
County is distributed by the Rock Springs Chamber of Commerce to prospective new
businesses, employees and residents. Visit the online magazine at:
imagessweetwatercounty.com and enrich your Web site instantly with engaging regional
content. Go to imagessweetwatercounty.com and click on “Link to us.” Copies of the magazine
can be picked up at any time at the Rock Springs Chamber of Commerce office. Images
Sweetwater County is published annually. This publication is used for business and resident
recruitment and as a reinforcement of a great community for locals.


Helping You Find Your Way
        The City of Rock Springs, the Sweetwater County Travel and Tourism Board, and the
Rock Springs Chamber of Commerce have partnered to implement a comprehensive city “way
finding system” and the first sign of Phase I was unveiled at the corner of Elk St. and Lionkol
Road on December 10th.
        One of the top five recommendations made by Destination Development in the city-wide
branding study in 2007 was to implement a way finding system to direct residents and visitors to
key locations around town as well as develop gateway signs and kiosks. The committee started
work on the project in 2008 and hired a contractor to design the new city logo, brand graphics
and gateway structures. As the designs were being finalized, the committee developed a list of
24 attractions in the city that were important for visitors and residents to be able to find. These
attractions range from the Sweetwater Events Complex, wild horse loop, WWCC and the
hospital to city parks, the historic district, and municipal services.
        Initially the committee had planned to implement the entire system of signs, gateways
and kiosks that had been designed. However as budget cuts were made, the plan was

                                Wyoming Chamber Partnership-154
redesigned to include the most important features (Phase I), which were the vehicular and
pedestrian directional, historic walking tour markers, as well as bike path indicators and “share
the road” signs.
       The Phase I signs will be completely installed by spring 2011 and the committee plans to
work to secure funding for the fabrication of the additional phases of the project.

Developing and Promoting Our Tourism Potential
         Rock Springs Chamber, in partnership with the City of Rock Springs, Flaming Gorge –
Uintas National Scenic Byway Group from Utah, and the Sweetwater County Joint Travel and
Tourism Board, are seeking All-American Road status to increase tourism to the Flaming Gorge
National Recreation Area and Southwest Wyoming. With this goal in mind, the City submitted an
application for a business infrastructure grant (under the community development block grant) in
the amount of $33,000. Sweetwater Travel and Tourism provided a match to make this possible.
         The grant funds are being used to hire a qualified consultant to prepare a Corridor
Management Plan (CMP) for the Flaming Gorge – Green River Basin scenic byway as a
required step in the designation application. Contract coordinator Mindi Crabb, facilitates
communication between all the entities involved. With Mindi’s help, the groups have completed
a cost sharing agreement and a Memorandum of Understanding to formalize their working
relationships. The CMP is a detailed analysis of the identified road map to future development of
facilities and infrastructure needed to enhance the visitor’s experience. The CMP requires
coordination with the Bureau of Land Management and the US Forest Service. Currently, the
two state committees are developing common mission statements, goals, visions and objectives
for the proposed byway.
         In 2009, scenic drives ranked as the second-most popular activity participated in for
visitors in Wyoming. With tourism identified as a primary goal for the City of Rock Springs, the
Sweetwater County Joint Travel and Tourism Board has compiled a marketing plan which
focuses significantly on the Flaming Gorge National Recreation Area. Being designated as an
All-American Road would put this area in a position of being a premiere destination, highlighted
in federal and private Scenic Byway publications. In turn, it would serve as a powerful marketing
tool for local and state tourism efforts.
         In August, Corridor Solutions, the team hired to update the Corridor Management Plan,
completed their first visit to the area and is in the process of gathering information and
interviewing byways visitors as they work with committee members to create a living document
that can be used to guide byway programs and enhance the traveler’s experience. Once drafts
have been completed they will be presented at public meetings in each state. The Corridor
Solutions team has many years of very strong experience with the National Scenic Byways
Program and will provide excellent suggestions for interpretation and way showing projects as
well as helping to set up a sustainable byway organizational structure to ensure that goals and
objectives are met.
         Tourism represents 2,000 jobs and a $186 million sector of the Sweetwater County
economy. The impact of this designation for the highways encircling the Flaming Gorge National
Recreation Area is far reaching. Not only could it become a premiere destination in
Southwestern Wyoming, but it will greatly add to the resources available to the state of
Wyoming for promotional efforts.
         In addition, the All-American Road designation would aid in the expansion and
diversification of the economy in Sweetwater County; a positive influence for the hospitality
industry, job creation, tax revenue, and overall retail sales, with the possibility of new
construction or expansion of facilities. Bringing travelers into the area for longer periods of time
means that more money is spent and tax revenue generated in and for the community by those
who come to visit.


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High Desert Interpretive Visitor Center Development Continues
        Going hand-in-hand with the All American Road Designation is the High Desert
Interpretive Visitor Center (HDIC). The HDIC will be used as a portal in gaining the All-American
Road status. This center will feature information and displays on the recreational, natural and
historical importance of the Rock Springs area. The location of the center will be near 1-80 exit
103 and Western Wyoming Community College.
        Many years of work have gone into the development of the HDIC. Mindi Crabb with
Western Horizons Consulting, the same coordinator that is working with the All-American Road
application process, is helping the HDIC committee to attain more funding and move the project
along. A grant proposal is being prepared to obtain funding for the construction of this facility.
The Chamber is hoping that within the next year the project will move on to the construction
phase.
        The High Desert Interpretive Center will help with tourism in Rock Springs. By offering
more and better information on what Sweetwater County has to offer, the Chamber is hoping
that the HDIC will keep travelers in the area longer, generating additional lodging tax and sales
tax revenues. Recently we have met with Western Wyoming Community College and our
attorneys to formulate a path for the land acquisition. Our plan is to have an agreement in place
by the end of March, 2011. At that time we will begin the process of acquiring funds to build the
building and develop displays. We have also looked at the needs of Sweetwater Travel and
Tourism as they pertain to office space.

Keep it Clean at the Annual City-Wide Cleanup
       The 8th Annual City-Wide Cleanup held on May 15, 2010 was a huge success. The
Rock Springs Chamber of Commerce would like to thank all of the volunteers and sponsors that
made this event possible.

Farmer’s Market Freshens Rock Springs Downtown
         The 2010 Rock Springs Farmer’s Market was a huge success with many new and
returning vendors signed up. Each week there were an average of 35 vendors, with 50 vendors
total signed up to participate. Over the course of the 10 week market more than 10,000 people
were brought into the Downtown area. A wide variety of products were available from the
vendors. From fresh bread and produce to hand crafted jewelry and bird houses there was
something for every taste and interest. Keeping the Market in Depot Park also worked very well.
There was plenty of room for vendors, and shoppers alike. The trees provided shade and
shelter that was welcomed on many of the warmer days. The larger vendors were placed on the
street facing towards Depot Park, closing half of the street, creating a corridor for shoppers and
keeping the market localized in the park. We would like to thank everyone who helped make the
Rock Springs Farmer’s Market so successful, especially the City of Rock Springs, The streets
department, the parks department, the Urban Renewal Agency, Tina Linkenauger, Susie
Sedberry and the Rock Springs Historical Museum.




Providing Networking Opportunities and Business Contacts



                                Wyoming Chamber Partnership-156
       Networking opportunities are provided often through the Chamber Monthly Connections
Luncheons, ribbon cuttings and committees. All of which provide great business contacts and
networking opportunities.


Website and Social Media Outlets Broaden the Reach of the Chamber
         The Rock Springs Chamber of Commerce is proud of its availability to our membership
through an interactive website and social media outlets. Technology has become an
indispensible tool for business around the world. In order to stay current and in touch with
members, the Chamber employs both a website and Facebook page.
         The Rock Springs Chamber of Commerce is proud of its up-to-date and interactive
website, www.rockspringschamber.com. The website has over 70 pages of information for
members, residents and visitors to the area. All of our member businesses are listed under the
different categories in the Find a Business Section. There are also pages dedicated to
relocation, housing, local weather, travel conditions, and many more including an interactive
map of the City of Rock Springs. The website also offers promotional opportunities to members
through advertising on the banner that appears at the top of each page. This banner can hold
information about a business and offers a direct link to the advertiser’s website.
         The numbers of visitors supports the success of the Rock Springs Chamber website. In
2010 there were 46,172 unique visitors and a total website visitor count of 3,258,117. This
makes the Rock Springs Chamber one of the most visited websites in Sweetwater County.
         One of the newest and fastest growing business promotional tools is social networking.
The Rock Springs Chamber of Commerce is now employing a Facebook page to help us keep
in touch with our members. The Chamber Facebook page can be accessed at
www.facebook.com/rockspringschamber. Once you become a Chamber Facebook friend, you
will receive updates on ribbon cuttings, luncheons, meetings and all sorts of Chamber activities.
         If you are interested in joining the social media craze but aren’t sure how to do it, the
Chamber is here to help. In conjunction with BOCES and WWCC the Rock Springs Chamber
will be presenting a series of classes on starting a social media page for businesses, followed
by the new Bill Drury Seminar, A Passion to Connect. The classes have several sessions
available that will cover how to get started in social networking. The Passion to Connect
seminar will be held on May 24, 2011, and will cover how to utilize and manage social media
sites. If you are interested in these classes, please contact the Rock Springs Chamber for more
information or to register.

Diversity Brings Unity on the Chamber Board
        The Rock Springs Chamber of Commerce places a great value on business diversity in
our community; as such, the Chamber also has a Board of Directors that represents a broad
range of businesses. The Chamber Board is made up of fourteen positions that include a Board
President, President Elect, Past President, Treasurer, VP of Internal Affairs and a Youth
Director. Each board member faces making decisions about the Chamber and about issues that
affect business.

                             The 2011 Board of Directors Members are:
·   President Craig Nelson - Rocky Mountain Power
·   President Elect Debbie Orr - the White Mtn. Mall
·   Past President Dr. Dave Kathka
·   Treasurer Eric Schillie - Simplot Phosphates
·   VP of Internal Affairs Becky Costantino – Brokerage Southwest
·   Youth Director Ricky Tabuchi - Rock Springs High School Director
·   Laurie Watkins - Western Wyoming Community College

                                Wyoming Chamber Partnership-157
·   Director Blaine Tate - Quiznos
·   Director Lance Porter - the BLM
·   Director Jason Bartlett - Solvay
·   Director George Stephen - Spring Creek Guest Ranch
·   Director Jana Pastor - Western Archeology
·   Director Mark Wilson - the Red Canyon Lodge
·   Director Christina Magagna – Herbergers

       For more information about our Board or if you are interested in becoming a part of our
Board of Directors please contact the Rock Springs Chamber at 307-362-3771.

Committees are Active, Involved and Visiblein Sweetwater County
       The Rock Springs Chamber of Commerce has many committees that are active in the
community in many different ways. Below is as brief synopsis of what each committee does. If
you would like to be involved in a Rock Springs Chamber of Commerce committee, please
contact us.

Education-The Education Committee initiates, promotes, implements and monitors Chamber
activities designed to inform and assist members; to serve by understanding and implementing
educational opportunities. (Rock Springs Rocks, Wellness Challenge, Monthly Luncheons,
Sweetwater County Leadership Program, Training Seminars)

Finance - The Finance Committee Prepares and annual budget for the Chamber to the Board
for approval. The Finance Committee is also in charge of reviewing all bookkeeping procedures
to assure that they are consistent with standard accounting principals

HDIC - The High Desert Interpretive Center Committee oversees and assesses progress on the
construction and implementation of the new visitor’s center on Gateway Blvd. in Rock Springs.
The HDIC will serve to house exhibits, area information and attractions, and as a base for the
Sweetwater County Joint Travel and Tourism Office.

Retail - The Retail Committee maintains an awareness of the retail environment within the area
served by the Chamber and develops activities designed to enhance the vitality of retail trade in
that area (Gift Certificate Program, Holiday Parade, Flower Planter Program, Shop Local
Program, Rock Springs City Wide Cleanup).

Vision - The Vision Committee monitors activities of the Chamber relative to the yearly goals
established at Retreat, assures that the infrastructure (by-laws, Employee Manual, Policy and
Procedure Manual, compensation schedules, etc.) of the Chamber is sound, current and in
keeping with the program and operations of the Chamber, assesses trends that may have a
future impact on the mission of the Chamber and brings the Board recommendations regarding
anticipated business, political and other needs of the Chamber’s Members.

Scenic Byways Task Force - The Scenic Byways Committee facilitates the development of
Highway 191 South and WY530 as a US Scenic Highway in conjunction with several other
agencies.



Six Month Commitment to Local Leadership


                                Wyoming Chamber Partnership-158
        The 2011 Sweetwater County Leadership Institute started up on January 13. This class
will cover many areas of life and business in Sweetwater County including industry,
government, education, recreation and health care. Registrants are required to attend one full
day session each month for six months, with a minimum of five days attended to graduate from
the program. Those who complete the Sweetwater County Leadership Institute often go on to
complete the Wyoming State Leadership program. The Sweetwater County Leadership
Program has been in place for 14 years. During those 14 years, over 180 participants have
been educated about life in Sweetwater County. Participants include lifelong residents as well
as those who are newer to the community. These participants represent a broad range of
businesses and organizations.
        The Sweetwater County Leadership Institute is already full for this year; however, if you
are interested in participating in 2012, please contact either the Rock Springs Chamber of
Commerce at 307-362-3771 or the Green River Chamber of Commerce at 307-875-5711.

Representing Business to Government and Political Action
Businesses are represented to government through the hosting of forums, meetings and
governmental topics. Political action is taken when issues arise that greatly affect the citizens
and businesses in Sweetwater County. For example, the Rock Springs Chamber is taking an
active role in discussions on any TransBasin Diversion Projects.

Industrial Business Interests are Represented through the Chamber
        The Rock Springs Chamber of Commerce Enterprise Committee was formed to focus on
local and regional issues of importance to area operators. This committee is comprised of a
paying membership and is chaired by Don Hartley. Don attends meetings such as the county
commission, city council, and others that may have a direct impact on our larger industrial
businesses. He then reports back at a monthly meeting to these business entities, so that they
may act on upcoming events or legislation.
        The Enterprise Committee takes an active approach. This is exemplified by current
ongoing projects to support wind and uranium development. Their goal is to expand the county’s
tax base. The committee is actively engaged in the proposed Green River diversions. The
committee is also concerned about punitive taxation at the county level for power lines. In
conjunction with their monthly meetings, the Enterprise committee hosts a quarterly evening
presentation that the public is welcome to attend. To date, the Enterprise committee has hosted
presentations on Wind Development with the Wyoming Power Producers, a presentation with
environmental attorney Jim Holtkamp on future carbon regulations and issues with power line
right-of-way, a Colorado Rivers update as well as others concerning CO2 sequestration and
other energy and industry related topics.
        The Enterprise Committee also sponsors a Free Enterprise Seminar in the spring for
local educators wherein they gain an understanding of the economics involved in industrial
development. Last year’s session included a day on wind development and enhanced oil
recovery. The Committee sponsors the Resource Rendezvous where operators and
organizations present information, people and equipment to middle school students. This is part
of helping the students make career decisions. Over a thousand students attend each event and
it has been made part of their curriculum

Protecting Our Water, Protecting Our Rights
         The Trans Basin Diversion Water Project or Million Water Project is a proposal by Aaron
Million, an entrepreneur out of Fort Collins, Colorado. He is proposing the transfer of several
million acre feet of water from the Green River to the Colorado Basin annually. This project
could have long lasting and detrimental effects to the Green River and Flaming Gorge, which
our communities thrive upon.

                                Wyoming Chamber Partnership-159
        In response to this project, the Rock Springs Chamber has helped organize city and
county parties to set aside $450,000 to oppose any water diversions. This committee is called
Communities Protecting the Green River. The Communities Protecting the Green River’s
Mission is to protect local interests on the Green River in Wyoming. They will collect and
organize information for the supporting entities and the public. They are vigilant and prepared to
respond to adverse activities and threats to the Green River. They are currently; primarily
concerned with the “Million” Project, although there are other proposed projects that are threats.
        Legal Representation for this committee has also been secured. Lawrence MacDonald
from the University of Wyoming who specializes in water law has been retained for legal
counsel to this committee along with Honaker Law Office locally. Also, the cities of Rock Springs
and Green River and Sweetwater County are working as cooperative agents with the Army
Corp. of Engineers. Wyoming.inc has been hired as the public relations firm to create a
brochure, talking points, and create a website for the organization. The committee is also
working with Trout Unlimited, Duchesne County, and the Western Slope of Colorado to oppose
the Million Project. A letter of recommendation has been written for regional representatives to
be appointed by the Governor to the Wyoming Water Board.
        As information is gathered it will be given to the public for viewing and comment. This
committee is open to the public and meets the third Monday of every month at noon at the Rock
Springs Chamber of Commerce. There are several meetings and seminars that have been
attended throughout the region to keep educated on the issues facing the Green River and
Colorado River, such as the Colorado River Water Users Association in Las Vegas.
With all the activities, events, committees and more that happen through the Rock
Springs Chamber of Commerce, we had a great 2010 and are well on our way to a great 2011.
Everyone can benefit by having a strong local Chamber of Commerce. As the eyes and ears of
the community, we have a passion to sell the community to locals and visitors, allowing growth
and prosperity. This “can do” attitude leaves visitors with a sense that the Chamber enjoys
sharing the wealth of knowledge about the community with others. It’s all a part of supporting
those that support you.

                      Bringing Businesses and Communities Together




                                Wyoming Chamber Partnership-160

				
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