The Mix of Experience and Innovation
Perhaps the most telling statistic from this year is the balance between established leadership and the rising professionals within our ranks.

• Executive Leadership: 42% of our attendees (148 individuals) were CEOs, Presidents, or Executive Directors. This high-level presence ensured that our policy and strategy discussions were grounded in experience.
• The Next Generation: 58% of attendees (208 individuals) were staff members focused on the daily execution of chamber work—from marketing and membership to operations. This majority highlights a healthy investment in professional development and suggests that our chambers are prioritizing the growth of their internal talent.

A Curriculum for the "Whole Professional"
The 2026 programming was intentionally designed to move beyond the traditional "how-to" of chamber management. With 70 total sessions, we focused on three distinct pillars to ensure our attendees left better equipped to handle both their roles and their personal well-being.

• Ignite Your Mind: We explored the psychology of leadership, with deep dives into emotional resilience and shifting away from a "scarcity mindset" toward one of abundance and growth.
• Ignite Your Chamber: These sessions focused on the core of our work—revitalizing foundations, exploring new non-dues revenue streams, and modernizing governance.
• Ignite Your Soul: We prioritized mental and physical health through mindful movement and stress-release workshops. These experienced-based workshops gave time for industry peers to connect outside of learning, and a shared experience of trying something new.

​For decades, membership dues were the bedrock of Chamber of Commerce sustainability. However, our latest snapshot survey confirms that the "dues-first" model is officially taking a back seat to innovative, non-dues revenue streams.

​The Non-Dues Dominance
The data shows that a staggering 58% of Chambers now generate more than half of their total revenue from non-dues sources, such as events, programs, and grants. The most common bracket is the 51-75% range, occupied by nearly half of all respondents. Only a small minority (7%) still rely on dues for the vast majority (75%+) of their budget.

Non-Dues "Rising Stars" of 2026
When asked where they see the most growth potential, Chamber professionals are looking toward high-engagement public events and specialized partnerships. Public Festivals and Events led the pack, with music festivals, drone shows, and "wine walks" cited as major revenue drivers.
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Beyond events, we are seeing a "professionalization" of Chamber services. This includes intellectual property licensing—where Chambers sell their successful program models to other communities—and asset monetization, such as leasing out office space or event facilities to third parties.

Financial Stability: The 6-Month Benchmark
Diversification is clearly aiding stability. 62% of respondents reported having a "rainy day" reserve fund capable of covering at least 6 months of operating expenses. While this shows strong fiscal management across the industry, the 38% currently operating without that 6-month cushion highlights the continued need for the very "rising star" revenue streams identified in this survey.

"Stop attending every city council meeting.  Watch online to stay aware of what is happening. But only show in-person when commerce related items are on the agenda.  Being there every week, desensitizes them to your presence. When you do arrive,  everyone will want to know what item you are there for and will pay attention to your input.  This has saved me hours of my time and really does get council's attention."
​- Jill Rowland-Lagan, ACE, CEO, Boulder City Chamber of Commerce and Nevada Welcome Center

As we put the finishing touches on the W.A.C.E. annual conference, we have added three final breakout sessions to the lineup. These sessions focus on pillars of chamber work: infrastructure stability and community identity, and on an ongoing challenge:  non-dues revenue.  If you are looking for practical takeaways to help your members navigate the energy transition, better position your region for investment, or you're considering alternative revenue programs, you'll want to prioritize these additions.

All three programs are presented by Strategic Partner/Investor members of WACE.

Beyond Dues:  How Chamber Travel Strengthens Engagement & Revenue
Wednesday, Feb 4 | 2:15 PM
This session explores how Chamber-led travel programs can go beyond traditional membership dues to create meaningful engagement and reliable non-dues revenue. Discover how experiential travel strengthens member relationships, elevates the Chamber’s value proposition, and creates sustainable non-dues revenue.
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Attendees will gain strategic insights, real-world examples, and proven strategies to implement a successful Travel program. Don’t miss this opportunity to enhance member engagement and positively impact your Chamber’s bottom line through travel initiatives.
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Integrating Strategic Direction and Brand Direction
Thursday, Feb 5 | 11:00 AM
Chambers often focus heavily on traditional economic development—supporting and promoting local businesses. However, there is a significant opportunity that often gets overlooked: how your community’s identity (its brand) aligns with its growth goals.
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In this session, we’ll move beyond "marketing" and look at how an integrated strategy for economic development and community branding can accelerate your goals. Learn how to rethink how your community shares its identity to more effectively attract businesses, visitors, and new residents.

Powering the West: Energy Demand, Reliability, and Advocacy
Thursday, Feb 5 | 2:15 PM
Economic competitiveness in the West is now inextricably linked to energy reliability. As demand continues to climb, Chamber leaders are being asked to step into the center of the energy conversation.
This regional briefing will cover the current state of Western energy demand and what you need to know to advocate for a reliable and competitive grid. We’ll break down the insights necessary for Chamber execs to stay ahead of infrastructure shifts and support long-term regional growth.

These breakouts round out our Thursday schedule, offering a deep dive into the macro-issues facing our communities today. Make sure to update your personal itinerary to include these sessions. Additional information on this year's conference can be found here.

Josh Cross, W.A.C.E. Conference Committee Chair
President & CEO, Atascadero Chamber of Commerce
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As Conference Chair for the 2026 W.A.C.E. Annual Conference, IGNITE Mind, Chamber, Soul, I could not be more excited to welcome our chamber community to Tucson, Arizona this February. This year’s conference is intentionally designed to spark energy, creativity, and connection in every dimension of your professional and personal life. Our theme reflects a commitment to ignite three essential elements of chamber leadership.

• Mind through powerful learning experiences that expand how we think and lead.
• Chamber by equipping you with practical tools, strategies, and insights to strengthen your organization and its impact.
• Soul by creating space for renewal, inspiration, and meaningful human connection.

​Together, these elements form the foundation of a conference experience that is both energizing and deeply relevant.

One of the elements I am most excited about is our keynote lineup. Each speaker has been carefully selected to challenge assumptions, inspire new ways of thinking, and spark ideas you can immediately apply back home. These keynote experiences are designed to leave you energized, motivated, and confident in your ability to lead through change and opportunity.

Beyond the main stage, participants can expect a wide variety of breakout sessions that address the real issues chambers are facing today. Topics range from innovative programming and membership strategies to advocacy, leadership development, and organizational sustainability. Just as important are the networking opportunities woven throughout the conference, offering space to build authentic relationships with peers who understand the unique challenges and rewards of chamber work.
True to our theme, the conference also embraces the importance of the soul. Attendees will have opportunities to recharge through creative, social, and experiential activities that encourage balance, presence, and connection. These moments are intentionally designed to remind us why we do this work and who we do it for.
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Whether you are a seasoned chamber executive or an emerging leader, IGNITE Mind, Chamber, Soul is designed to meet you where you are and send you home inspired, equipped, and re-energized for the year ahead. I cannot wait to welcome you to Tucson and experience this powerful gathering together.

In the Chamber industry, the tools we choose are more than just software—they are the engines that drive member engagement and keep our operations running smoothly. To understand how our peers are navigating the digital landscape, we recently surveyed Chamber professionals about their Technology Ecosystems. The results provide a clear picture of the industry’s current digital preferences and emerging trends.

1. The CRM Landscape: A Clear Industry Leader
The membership database (CRM) is the heart of any Chamber’s operations. Growthzone or Chambermaster  is the clear leader in this space, utilized by two-thirds (66.7%) of all respondents. This high level of adoption suggests a strong preference for industry-specific platforms designed to handle the unique needs of member-based organizations.

2. Digital Presence: Websites, Podcasts, and Texting
How Chambers show up online is evolving. Regarding web infrastructure, 56% of respondents prefer the convenience of having their website hosted and supported by their CRM provider, while 44% maintain their sites separately.
However, the survey suggests that "new media" is still in the early adoption phase:

• Podcasting: Only 20% of Chambers currently publish a podcast.
• SMS/Texting: Just 14% of Chambers utilize mass-texting to reach their members, suggesting a significant opportunity for growth in direct-to-mobile communication.

​3. Email Marketing
When it comes to staying in touch with members’ inboxes, Constant Contact is the primary choice, used by a massive 69% of respondents. Interestingly, there is a growing trend toward consolidation; 17.8% of Chambers have moved away from third-party email tools in favor of the built-in marketing functionality already included in their CRM.

4. Social Media: Manual Management Still Common
Despite the variety of scheduling tools available, social media management remains surprisingly "hands-on." While Facebook Business Suite (Meta) is the most popular management tool (34%), the second most common response was "None" (21.4%). This indicates that many Chambers are still posting natively to each platform rather than using an external scheduler. For those who do use third-party apps, Hootsuite was the most frequent selection.

5. Internal Productivity
When it comes to project management and internal communication, Chambers remain rooted in traditional productivity suites. Outlook is the primary internal communication tool for 47.6% of respondents, followed by Google Workspace at 19%. Even in the "Other" responses, the trend towards integrated environments was clear, with Microsoft Teams being the most frequently mentioned write-in.

Conclusion
The data from our December Snapshot Survey highlights a "hybrid" approach: a strong reliance on established, industry-specific giants paired with a cautious interest in utilizing new communication channels like podcasts and text messaging. 
As we look toward the future, the goal remains the same—using the right tools to provide the most value to our members.

"The W.A.C.E. Foundation is committed to fostering the next generation of chamber leaders," said Glenn Morris, President & CEO of W.A.C.E. "By investing in these talented individuals, we are ensuring a vibrant and impactful future for the chamber profession and the communities they serve. We look forward to welcoming these scholarship recipients to our 2026 conference and seeing the great things they will achieve."

The W.A.C.E. Foundation is dedicated to enhancing the professional competence of chamber of commerce executives and staff members through specialized education and tuition assistance.

Please join us in congratulating our 2026 scholarship recipients:

• Aaron Alencastre – Martinez Chamber of Commerce
• Amy Gerken – Gilbert Chamber of Commerce
• Andrea Gonzalez – Temecula Valley Chamber of Commerce
• Angelina DeCrow – Grand Junction Area Chamber of Commerce
• Eryk Nappi – Atascadero Chamber of Commerce
• Gina van Hest – Mammoth Lakes Chamber of Commerce
• Jackie Roldan – Yountville Chamber of Commerce
• Jackie Standing – Lethbridge Chamber of Commerce
• Jess Levy – Carlsbad Chamber
• Johnny Garcia – Stanislaus Latino Chamber of Commerce
• Julia Cabrera – Chino Valley Chamber of Commerce
• Julia Dix – Tulare Chamber of Commerce
• Marilynn Singer – Long Beach Area Chamber of Commerce
• Steve Bracety – Prescott Valley Chamber of Commerce
• Tom Hoffert – Salem Area Chamber of Commerce
• Vanessa Rios y Valles – Santa Fe Chamber of Commerce

We look forward to seeing these dedicated professionals and the rest of our members at the 2026 W.A.C.E. Annual Conference!

Jill Rowland-Lagan, ACE, CEO, Boulder City Chamber of Commerce and Nevada Welcome Center

​Chamber of commerce executives operate in uniquely demanding environments. They are expected to be tireless connectors, advocates, visionaries, and problem-solvers, often simultaneously. From managing member expectations and community politics to navigating economic uncertainty and limited resources, the role can feel relentless. Unsurprisingly, burnout has become a significant contributor to executive turnover across chambers nationwide. Yet within this challenge lies an opportunity: to reframe stress not as a personal failure, but as a signal to lead differently, more sustainably, and with renewed purpose.

Reconnecting to the “Why”
At the heart of chamber leadership is service. Executives make a tangible difference in the lives of business owners, employees, and entire communities every day, often without immediate recognition. One powerful antidote to burnout is intentionally reconnecting with that impact.
Service outside the boardroom can be grounding. Volunteering in roles unrelated to economic development, such as mentoring students, serving at food banks, or supporting local nonprofits, allows leaders to give without performance metrics attached. These experiences can restore perspective and remind executives that their value extends beyond deliverables and deadlines.
For some, religious or faith-based practices provide similar grounding. Worship, prayer, or spiritual reflection can offer a space for renewal, gratitude, and humility, especially helpful when leadership feels isolated. Even for those without formal religious affiliations, moments of quiet reflection or mindfulness can foster peace and resilience.

The Power of Stillness and Movement
Meditation and mindfulness practices are no longer fringe concepts in leadership development. Research consistently shows that even short, daily mindfulness routines can reduce stress, improve focus, and enhance emotional regulation. Chamber executives who spend much of their day reacting to external demands, learning to pause intentionally can be transformative.
Physical movement is equally critical. Exercise is not merely a wellness trend; it is a leadership tool. Walking meetings, early-morning workouts, yoga, or even brief midday stretching breaks can significantly improve energy levels and mental clarity. Importantly, movement also creates space, both literal and figurative, to think more creatively and strategically.

Business Tactics That Reduce Stress at the Source
While personal wellness practices are essential, burnout cannot be solved solely through self-care. Structural and operational changes are equally important.
One of the most impactful and challenging shifts is learning to say no. Chamber executives are often deeply committed to community service, which can lead to overextension. Declining initiatives that do not align with strategic priorities is not a failure of leadership; it is an act of stewardship. Clear boundaries protect both the leader and the organization.
Improved organization can also dramatically reduce daily stress. This may include revisiting workflows, clarifying staff roles, or simplifying committee structures. Executives should not hesitate to delegate more effectively or empower staff to take ownership of projects. Leadership does not require personal involvement in every detail.

Leveraging Technology as a Stress Reliever
Technology, when used thoughtfully, can be a powerful ally. Customer relationship management (CRM) systems, project management tools, automated communications, and AI-assisted scheduling or content drafting can significantly reduce administrative burden. While adopting new technology requires an upfront investment of time and energy, the long-term payoff often includes reclaimed hours and reduced cognitive load.
Equally important is setting healthy digital boundaries. Turning off non-essential notifications, limiting after-hours email, and modeling these behaviors for staff can shift organizational culture toward sustainability rather than constant urgency.

Leading With Humanity
Perhaps the most crucial step in combating burnout is normalizing the conversation around mental stress. Chamber executives are not immune to exhaustion simply because they are passionate or capable. Acknowledging stress, without shame, creates space for healthier leadership practices.
By prioritizing well-being, executives do more than protect themselves; they set the tone for their organizations and communities. Sustainable leadership is not about doing more; it is about doing what matters, with intention, clarity, and compassion.
Ultimately, chamber executives truly make a difference every day. Protecting their energy, faith, focus, and joy is not a retreat from responsibility; it is a commitment to leading well, for the long haul.
At this year’s WACE Conference Ignite Ideas, Inspiration and Action in February, many tools and resources will be shared to help chamber executives combat burnout and reclaim meaning in their daily roles.  Attend and be inspired, rejuvenated, and revitalized to perform the vital work that chambers do for collective success.

Jill Rowland-Lagan, ACE,  serves as the CEO for the Boulder City Chamber of Commerce and Nevada Welcome Center.

Top Concerns: The Housing & Workforce Crisis
The data shows a clear consensus on the biggest hurdles facing our local economy. Housing affordability and availability is the #1 concern, cited by 21% of respondents. This is closely followed by Workforce challenges (16%), illustrating a direct link between the lack of housing and the difficulty of finding and retaining talent.

Other key concerns: Healthcare (8%), Homelessness (8%), and Inflation (7%) round out the top five.

To help newer Chamber executives prepare for the next cycle of volatility—whether gradual or sudden—the Western Association of Chamber Executives convened six seasoned leaders with decades of crisis-tested experience.

Our panelists included the following Chamber CEOs:

• Danielle Borja (Greater Conejo Valley)
• Kelly Hall (Longview TX)
• Robert Heidt (Sacramento Metro Chamber)
• Nancy Hoffman Vanyek (Greater San Fernando Valley)
• Kristen Miller (Santa Barbara South Coast)
• Chris Romer (Vail Valley Partnership),

Together, they have navigated recessions, wildfires, earthquakes, national disruptions, and a global pandemic—shaping Chambers that not only survive downturns but emerge stronger.
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What follows is an expanded feature capturing their insights in their own voices—frank, grounded, and deeply instructive.

Kristen Miller’s unique marker comes not from data, but from mindset: “When our President’s Circle members stop increasing their annual investment, or when people stop coming to us with big projects—that’s when I know.”

Others turn to more direct business sentiment. Chris Romer explained:
“We ask a cross-section of members, ‘What are your predictions for the next six months?’ They are amazingly accurate in foreseeing downturns.”

Collectively, these leaders see downturns not as surprises but as patterns: first detectable in behavior, then in numbers, and finally in public mood.

Economic uncertainty reshapes how businesses view Chamber value.

Danielle Borja has lived through periods when renewals became significantly harder: “Renewals get harder, requiring an increasing amount of follow-up. Sponsors reduce or hold off on commitments, and new sponsors are harder to come by.”

Nancy Hoffman Vanyek added that members scrutinize ROI more intensely: “They are not comparing us to other Chambers. They’re comparing us to free online options and asking if a paid membership feels worth it.”

Yet downturns can paradoxically increase engagement.

Kelly Hall shared: “During national uncertainty, our participation numbers often increase. Businesses look for stability, trusted information, and advocacy—and the Chamber delivers that.”

This mirrors Chris Romer’s experience during the Great Recession:
“Those who might have stayed on the sidelines realized the real value of joining. They knew they had to engage locally to survive.”

​A downturn doesn’t always mean steep declines. Sometimes simply maintaining membership levels becomes a quiet victory.

If there was a unifying message from all six panelists, it is this: do not panic, do not cut value, and do not make decisions that weaken your long-term position.
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Dues Strategy: Stay Steady, Offer Flexibility
Kelly Hall was unequivocal: “We do not adjust dues. Our costs don’t decrease during downturns—reducing dues would be poor management.”
But flexibility is fair game.
Danielle Borja explained: “Sometimes that means giving payment extensions or breaking membership into quarterly payments.”

Expense Strategy: Protect People, Scrutinize Everything Else
Chris Romer was direct:
“Payroll is our largest expense, and we do everything possible to protect our people. All other expenses were fair game.”
Nancy Hoffman Vanyek added an important warning: Chambers must know the breakeven point for every event. “Everything must break even after staff time and overhead. Nonprofit is a tax status, not a business model.

In every downturn discussed, the winning formula was the same: proactive, personal, persistent outreach.

Chris Romer summed it up:
“Individual calls and individual outreach were our most effective measures. We worked hard to humanize the Chamber.”
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​Danielle Borja tracks every interaction so she can demonstrate value during renewal conversations:
“Website views, referrals, meetings—we record all of it. Solid metrics matter during tough times.”

During volatility, CEOs become emotional thermostats for their communities.

Robert Heidt framed the Chamber’s role succinctly:
“Chambers are uniquely positioned to help communities navigate mood shifts. When optimism turns to worry… our role is to remain calm, visible, and credible.”
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Kelly Hall reinforced the importance of authenticity:
“Consistency—not reaction—is key. This isn’t about being a Pollyanna. It’s about being real, informed, and composed."

Nancy Hoffman Vanyek takes a deeply personal approach:
“I strive for empathy and always being present. I communicate openly about what we know, what we don’t, and what we’re doing.”
Her leadership lens is shaped by decades of crises—from the Northridge Earthquake to wildfires and the pandemic. “Composure is contagious,” she explained. “If I stay steady, it stabilizes the group.”

Chris Romer added a complementary insight:
“Be candid, be visible, don’t shy from the hard things.

Our panelists agreed: you do not reinvent your Chamber during a downturn—you amplify your strengths.

Robert Heidt emphasized visibility, consistency, and advocacy.

Danielle Borja’s team doubled down on advocacy during the pandemic and hasn’t looked back.
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Kristen Miller focuses on eliminating “side quests” during difficult periods:
“Do one thing really well. Focus on your most successful product and table the rest.

Nancy Hoffman Vanyek emphasized adaptability built on a culture of readiness:
“Staying relevant isn’t something you switch on. It’s part of who we are.”
She described launching virtual networking programs within days during the pandemic—and building a multi-Chamber coalition to fight business interruption insurance issues. “Those relationships fundamentally changed how we operate,” she said.
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Tone matters too. Members need honesty and hope. As one CEO put it:
“We highlight reality and opportunity side by side.

​Chambers play a unique role in interpreting economic signals for local businesses. That means having reliable data sources and strong partners.

Kelly Hall cited universities and state agencies like the Workforce Commission and the Federal Reserve Bank as sources Chambers can partner with for reliable and credible data. Chris Romer uses regional economic data from his local Council of Governments. Others rely on EDCs, city and county updates, national think tanks, and subscription data platforms.

Crisis leadership requires supporting the people who support the Chamber.

Chris Romer stressed transparency:
“Don’t hide information. Share the good, the bad, the ‘I don’t knows.’”
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Nancy Hoffman Vanyek said the board feeds on CEO confidence:
“Confidence is contagious. My goal is to keep everyone grounded in our mission.”

Kelly Hall emphasized board composition—having C-suite leaders who understand both urgency and context.

On the staff side, Danielle Borja said:
“Acknowledge these are challenging times. Celebrate small wins. Protect weekends for your team.”
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Nancy Hoffman Vanyek mentioned a mindset she learned years ago:
“Find your trust bank—the five people you can confide in. They’ll get you through the most stressful moments.

Each panelist offered a distilled message for leaders stepping into their first serious downturn.

• Robert Heidt: “Lead with calm, clarity, and purpose.”
• Kelly Hall: “Relax. You didn’t cause the situation. Be a steward, a coach, a shepherd.”
• Chris Romer: “You’re not alone. Others are facing the exact same situation. Ask for help.”
• Danielle Borja: “The hardest moments create the biggest opportunities for your Chamber to shine.”
• Kristen Miller: “Define the fears clearly—and then give the community an alternative vision.”
• Nancy Hoffman Vanyek: “You don’t know until you know. Ask questions. Lead steadily through uncertainty.

Across every story and quote, one truth echoed: economic downturns do not create strong Chambers—they reveal them. The leaders who thrive are those who commit long before a crisis to strong relationships, mission clarity, proactive communication, and authentic leadership.
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For new Chamber Executives, the message is both strategic and comforting:
Prepare your systems. Know your people. Lean on your peers. Stay steady, stay visible, and stay human.
Because when uncertainty comes—as it always does—the Chamber can be the anchor a community needs. And as these seasoned executives demonstrate, you can lead your organization through it with confidence, clarity, and connection