The key is using AI responsibly. Chambers still need human oversight, relationship-building, and strategic leadership. AI tools for chambers should support staff, not replace them. When implemented thoughtfully, AI can expand staff capacity and reduce administrative strain across daily operations.
Platforms like GrowthZone AMS help chambers centralize operations while creating opportunities to adopt AI-driven workflows in a secure and practical way. Combined with resources like GrowthZone’s 2026 Chamber Trends, chambers can build a stronger digital strategy that supports long-term growth.

How Chambers Can Use AI While Maintaining Security
AI adoption doesn’t need to feel overwhelming or risky. Chambers can start by identifying repetitive tasks that consume staff time and exploring ways AI can improve efficiency while maintaining strong governance practices.
Many AI tools for chambers already support workflows such as:

• Drafting email campaigns and newsletters
• Automating event reminders
• Generating social media content
• Assisting with membership renewals
• Organizing reporting dashboards
• Segmenting member communications
• Summarizing survey responses or meeting notes

Responsible AI implementation starts with secure platforms and clear oversight. Chambers should prioritize tools that support data privacy, secure integrations, and transparency around how information is used and shared. Staff should always review AI-generated content and maintain control over communications and member interactions.
AI works best when paired with human expertise. Chamber professionals understand their communities, local business challenges, and member priorities in ways automation never can. AI simply helps teams operate more efficiently by reducing administrative work and supporting faster decision-making.
For example, chamber operations automation can help staff automatically send event reminders, track member engagement trends, or trigger renewal outreach based on activity history. Instead of spending hours on manual processes, staff can focus on strategic initiatives, advocacy efforts, sponsorship development, and relationship-building.

Benefits of AI for Chambers of Commerce
Increased Staff Capacity Without Increasing Headcount
Many chambers operate with lean teams that manage a wide range of responsibilities. AI helps staff accomplish more without adding unnecessary administrative burden.
AI-assisted workflows can automate tasks such as:

• Email drafting
• Data entry
• Event follow-up communications
• Member onboarding workflows
• Content generation
• Survey analysis

By reducing repetitive work, staff gain more time for community partnerships, economic development initiatives, advocacy efforts, and member engagement.
This is one of the biggest reasons technology trends for chambers increasingly focus on AI adoption. Small teams need practical ways to scale operations while maintaining high-quality member experiences.
Streamlined Chamber Operations
AI also supports better operational consistency across the organization.
Chamber operations automation helps simplify recurring workflows like:

• Membership renewal reminders
• Event promotion campaigns
• Sponsorship follow-ups
• Invoice notifications
• Reporting and dashboard updates
• Website content updates

Automation reduces the risk of missed tasks while helping staff stay organized and proactive. It also creates a smoother experience for members who expect timely communication and self-service digital tools.
When chamber management technology integrates multiple systems into one platform, staff spend less time switching between disconnected tools and more time delivering value.

More Personalized Member Engagement
Members expect communication that feels relevant to their interests and business goals. AI helps chambers deliver more personalized engagement without manually segmenting every audience.
AI-driven tools can analyze:

• Event attendance history
• Membership activity
• Communication engagement
• Industry interests
• Sponsorship participation
• Website interactions

This allows chambers to tailor newsletters, recommend events, promote targeted resources, and improve outreach campaigns.
Personalized engagement strengthens member relationships because communication feels timely and useful rather than generic.

Data-Driven Insights for Leadership
Many chamber leaders struggle to gather clear operational insights quickly. AI-powered dashboards can simplify reporting and help leadership teams make informed decisions.
AI tools can help chambers:

• Identify engagement trends
• Predict potential member churn
• Measure event performance
• Track revenue opportunities, including non-dues revenue
• Monitor communication effectiveness
• Support strategic planning discussions

Real-time insights also improve board reporting by giving leadership access to actionable data instead of static spreadsheets.
As technology trends for chambers continue evolving, data visibility will play a major role in strategic planning and member retention efforts.

Enhanced Content Creation and Marketing Efficiency
Content creation remains one of the most time-consuming responsibilities for many chamber teams.
AI-assisted tools help staff draft:

• Newsletters
• Event descriptions
• Press releases
• Social media posts
• Website copy
• Member announcements

This speeds up production while allowing staff to maintain editorial oversight and brand consistency. AI should support the creative process, not fully automate it. Human review ensures messaging stays accurate, authentic, and aligned with the chamber’s voice.
​
Improved Member Retention and Recruitment
Retention becomes easier when chambers can identify disengaged members before renewal season arrives.
AI-powered analytics can help chambers recognize patterns that indicate declining engagement, including:

• Reduced event attendance
• Low email interaction
• Decreased website activity
• Limited sponsorship participation

Staff can then proactively reach out with personalized communication and targeted recommendations. This type of engagement demonstrates value while strengthening long-term member relationships.

Introducing AI-Powered Newsletters
One of the most practical applications of AI for chambers of commerce is smarter communication management.
AI-Powered Newsletters help chambers simplify newsletter creation while delivering more relevant content to members. The platform is purpose-built for associations and chambers that need efficient communication tools without sacrificing quality or oversight.
AI-powered newsletters helps staff:

• Curate relevant content faster
• Create mobile-responsive newsletters
• Personalize communication for different audiences
• Streamline newsletter production workflows
• Reduce time spent formatting and organizing content

Because the platform integrates directly with GrowthZone, chambers can connect member data, communication preferences, and engagement history into one centralized workflow.
This integration creates a smoother experience for both staff and members. Teams spend less time managing disconnected systems while improving communication consistency across the organization.

How GrowthZone Helps Chambers of Commerce Responsibly Use AI
AI adoption works best when supported by reliable systems, thoughtful implementation, and tools designed specifically for chambers and associations.
GrowthZone understands that chambers need technology that improves operations without creating unnecessary complexity. That’s why the platform focuses on practical workflows, streamlined communication, and user-friendly tools that support real organizational goals.
GrowthZone helps chambers centralize membership management, event coordination, communications, reporting, and engagement tracking within a single platform. This creates a strong operational foundation for responsible AI adoption because staff can manage data, workflows, and communication more efficiently.
GrowthZone also recognizes that AI should support relationship-building rather than replace it.
The chamber industry depends on trust, advocacy, networking, and community leadership. AI can improve efficiency, but chamber staff remain the driving force behind member relationships and organizational strategy. The right technology simply gives teams more time to focus on meaningful work instead of repetitive administrative tasks.
For chambers looking to modernize operations, GrowthZone offers a practical and scalable solution designed specifically for association and chamber environments.
Whether your organization wants to streamline chamber operations automation, improve communication, or explore AI tools for chambers in a responsible way, GrowthZone provides the infrastructure and support needed to move forward confidently.

This article is sponsor-provided content from Growthzone. The full article can be found here.

Public policy decisions shape nearly every aspect of the business environment your members operate in. Local zoning decisions affect where businesses can grow. Workforce policies influence hiring challenges. Infrastructure investments determine whether customers, employees and supply chains can move efficiently. Tax structures, permitting requirements and regulatory changes all directly impact employers.
Whether chambers engage or not, those decisions are still being made. Chambers cannot afford to remain absent from the conversations shaping their local economy.

Start Small and Build Deliberately
One of the biggest mistakes chambers make is trying to build a comprehensive advocacy operation immediately. Durable government relations programs usually start with one or two high-value activities and expand over time.
For many chambers, the best starting point is relationship building.
Strong relationships with elected officials create opportunities well before a policy issue becomes urgent. A chamber executive who regularly attends city council meetings, meets periodically with legislators and stays visible in community discussions builds credibility over time. When a major issue emerges, those relationships already exist.
Consistency matters more than scale. A small chamber that reliably shows up and communicates clearly can often have more influence than a larger organization that only engages during moments of crisis.
Another effective entry point is member communication. Chambers do not need a sophisticated advocacy infrastructure to begin providing value. Adding a short “Policy Watch” section to an existing newsletter, sharing updates on local business issues or summarizing city council actions that affect employers demonstrates relevance to members.
The goal early on is not perfection. It is establishing the chamber as a credible, informed voice for the business community.

Focus on Issues That Matter Most to Members
Government relations programs lose momentum when chambers try to engage on everything.
The strongest advocacy agendas are focused, practical and grounded in member concerns. Workforce shortages, permitting delays, housing affordability, transportation infrastructure and economic competitiveness are often the issues members care about most because they directly affect business operations and growth.
A small chamber with three clearly defined priorities will usually outperform a chamber with a sprawling legislative platform that lacks strategic focus.
Member input is essential. Chambers should not assume they already know what members care about most. Short surveys, board discussions, member retention conversations and policy roundtables can all help surface the issues creating the greatest challenges for employers.
Importantly, chambers should focus on issues where their voice adds unique value. Advocacy is strongest when the chamber can speak broadly on behalf of the business community rather than advancing the interests of a single company or sector.

Focus on Issues, Not Politics
One of the most common reasons chambers hesitate to engage in advocacy is fear of “getting political.”
Effective chambers remain nonpartisan while still taking clear positions on issues that affect economic growth and business competitiveness. Their role is not to support parties or candidates. Their role is to advocate for conditions that help businesses operate, hire and grow.
Smaller chambers should not be afraid to advocate. They should focus on building transparent, member-driven processes that help members understand how positions are developed and why the chamber is engaging. Clear process builds trust.

Build Structure Before Controversy Arrives
Many chambers wait until a contentious issue emerges before trying to define their advocacy process. By then, it is too late.
Establish a basic framework for how positions are developed and approved. That does not require bureaucracy. In many cases, it can begin with a small advisory group of engaged members who help review priorities and provide guidance to staff. Work with the group to establish:

• Who approves legislative priorities?
• Who can speak publicly on behalf of the chamber?
• What happens when a fast-moving issue requires immediate action?
• How does the chamber handle conflicts between member interests?

Creating a focused annual policy agenda is also important. For many smaller chambers, a one-page document outlining three to five priorities is more than sufficient. The agenda gives elected officials clarity about what matters to the business community and gives staff and volunteers a framework for consistent engagement.

Communication Is the Foundation of Engagement
Members cannot value advocacy work they never see.
One of the most important habits chambers can develop is communicating government relations activity consistently and in plain language. Members are busy. Most are not looking for lengthy policy analysis. They want to know what is happening, why it matters and how the chamber is responding.
Strong advocacy communication focuses on outcomes, not activity.
“We attended three hearings” is activity.
“We helped secure infrastructure funding that improves access to the industrial corridor” is an outcome.
That difference matters when chambers are demonstrating value to members, boards and investors.
Communication also creates participation opportunities. Members who are informed are more likely to engage in legislative visits, attend policy events or respond to action alerts when needed. Over time, that engagement strengthens both the chamber’s influence and its member retention.
Government relations can become one of the most visible demonstrations of a chamber’s value proposition because it is difficult for competitors to replicate. Networking events and sponsorships can be copied. Trusted relationships with policymakers and a credible business advocacy voice cannot.

Coalitions Expand Capacity
Partnerships with state chambers, regional business alliances, economic development organizations and other community stakeholders can significantly increase influence and capacity. Coalitions are particularly powerful on issues like workforce development, infrastructure, childcare access and housing affordability where multiple sectors share common interests.
Unexpected partnerships can also strengthen credibility. When chambers align with nonprofits, educational institutions, labor groups or community organizations around shared economic priorities, policymakers often pay closer attention.
Coalitions help chambers extend their reach without dramatically increasing staff or financial resources.

Build Influence Before You Need It
The chambers with the strongest advocacy reputations are rarely the loudest organizations in the room. They are usually the most consistent.
They build relationships before problems emerge. They communicate clearly and regularly. They focus on member priorities. They create processes people trust. They show up repeatedly and establish themselves as credible, solutions-oriented voices.
Smaller chambers are often closer to their members and local decision-makers than larger organizations. That proximity can become a major advantage in government relations work.
Launching a government relations program does not require perfection, scale or political sophistication. It requires commitment, consistency and the willingness to engage on the issues shaping the future of the business community.
Government decisions will continue affecting your members whether the chamber participates or not. Chambers that choose to engage thoughtfully and strategically position themselves not only as conveners, but as indispensable advocates for economic growth and community competitiveness.

This article originally appeared in ACCE's Spring 2026 magazine.

If you have not yet reviewed the newly published Salary & Benefits Survey report, I encourage you to make time for it. The report gives chamber leaders helpful data on compensation and benefits across common chamber positions, with results available to members by membership size. It is a useful tool for staff planning, budget conversations, and building strong, professional teams.
We also continue to offer the CEO Salary Memo service. This customized memo can be especially helpful for chief staff officers and boards that want salary comparison information based on a chamber’s budget and membership profile.
Another underused tool is the Chamber Performance Survey. It helps chambers hear directly from their members, benchmark priorities and perceptions, and use that feedback to strengthen planning and communication.
These are basic membership benefits, but they are not basic in value. They are practical resources designed to help you make better decisions and avoid having to start from scratch.
If you are not sure whether your chamber is taking full advantage of your W.A.C.E. membership investment, please reach out to us. We would be glad to help you identify the tools, reports, peer connections, and resources that can best support your chamber’s work.

While the daily operational pressures make it easy to get caught in a reactive loop, there is a definitive set of core competencies that every high-performing organization must master.
The W.A.C.E. Academy represents a multi-decade effort by our association to provide staff with the foundational knowledge and skills required to run a high-impact local Chamber. With registration now officially open for the upcoming Academy session in San Francisco, we want to look specifically at why the Year One curriculum is a critical milestone for your professional growth.

Mastering the Core Competencies
Year One of Academy is intentionally designed to focus entirely on the practical frameworks of modern chamber operations. We want our attendees to move past the phase of learning exclusively by trial and error and instead operate with a proven operational playbook.
The curriculum focuses heavily on the essential pillars of our industry. Attendees will dive deep into membership recruitment and retention strategies, moving the organizational mindset away from simply chasing renewals and toward fostering true, long-term member loyalty. We address the structural realities of non-profit finance, board governance, and risk management. Additionally, sessions help staff re-evaluate events and programming, ensuring that every activity on your calendar serves as a measurable strategic asset for your business community.
The goal of Year One is simple: to provide a highly practical toolkit that you can implement immediately upon returning to your office.

Building a Network of Peer Lifelines
While the classroom instruction is rigorous, any Academy graduate will tell you that the long-term value of the program lies within the network you build.
When you enter the Year One track, you are joined by a cohort of peers facing similar regional challenges, budgetary constraints, and operational pressures. This program creates dedicated space for peer sharing and collaborative problem-solving. The professionals sitting next to you in San Francisco will ultimately become your lifelong industry lifelines—the exact people you call years down the road when navigating a complex board decision or a structural dues adjustment.

Shifting from Tactical to Strategic Leadership
It is incredibly easy to spend your week reacting to immediate demands—planning the next mixer, addressing a member complaint, or preparing for a committee meeting. Year One provides a necessary, structured exit from the daily grind.
By dedicating three focused days to organizational excellence, attendees gain the perspective needed to transition from tactical execution to true strategic leadership. You will return to your community not just as someone who executes chamber work, but as a leader who understands how to drive measurable value for your members.

Secure Your Placement
Investing in professional development is fundamentally an investment in the strength of your local business community. Academy is a progressive, three-year certificate program, and establishing a strong foundation in Year One is the most critical step you can take for your career trajectory.
This year's Academy program will take place August 2-6 at the Hyatt Centric Fisherman’s Wharf in San Francisco. Because track sizes are managed to maximize peer interaction and discussion, space in the Year One cohort is limited.
Registration closes July 17th; early-bird pricing - and guaranteed hotel rates - expire on July 3 - so don't put this off any longer.  Review your Chamber's staff development plans and register now to ensure your team has the foundational tools necessary for the year ahead.
Learn more and register for Academy and Academy Plus here.

​Curriculum Updates
First Year participants will have new course, Chamber Operations, which will include elements of the previous Budget Development & Financial Policies & Procedures courses, along with an emphasis on technology and operational efficiency.
Second Year participants will find three new or modified courses:

• Community Development will include content related to strategic partnerships & alliances, community initiatives, coalition development, etc.
• Policy Development will focus on both financial and operational policy development.
• Revenue & Program Development will build on the previous course  by going beyond fundraising opportunities to exploring ways to "fund the mission" by linking programming to revenue.

Third Year participants will find a more focused Economic Development Basics course exploring business retention & expansion, attraction, and workforce opportunities.

​New Faculty
W.A.C.E. is proud of the faculty who volunteer to lead courses during the Academy each year.    Many return each year to give back and help build the next generation of Chamber professionals and leaders.    However, from time to time, new faculty are introduced as we bring in new courses or as existing faculty step away for a time.
New to the faculty this year are the following:

Amy Hager, Founder & CEO, Amy Hager Solutions, LLC.
Amy Hager helps chambers, associations, and mission-driven organizations grow revenue, engagement, and visibility through better messaging and smarter sales conversations. A former Chamber staffer and Association Executive herself, Amy understands the unique challenges of wearing multiple hats and brings real-world solutions that work even with limited time and team capacity. With 20 years of experience leading strategic marketing and membership growth, she’s known for helping small teams simplify what they say, connect more deeply with members and sponsors, and increase results without relying on hustle or high-pressure tactics. Amy is faculty for the U.S. Chamber’s Institute for Organization Management and a 2017 graduate. She also co-leads the Joyful Business Revolution, where she helps service-based organizations clarify their message and grow with ease.

Candace Carnahan, ACE, President & CEO, Grand Junction Area Chamber.
Candace Carnahan is a relationship-driven, solution-oriented leader with a passion for putting strategy into action. As the President & CEO of the Grand Junction Area Chamber of Commerce, she is committed to fostering a thriving business climate in western Colorado through advocacy, innovative partnerships, and forward-thinking initiatives that benefit the 800 local businesses the Chamber serves. Candace is a Board Member of the Western Association of Chamber Executives (WACE) and a graduate of the U.S. Chamber of Commerce’s Business Leads Fellowship, which focuses on the critical connection between K-12 education and workforce development. A Grand Junction native and graduate of Central High School, Candace enjoys golfing, hiking with her dog Harlow, and spending time with her husband of 20 years.

Colin Diaz, Western Regional Director, Chambers for Innovation & Clean Energy
Colin Diaz is a seasoned chamber executive, consultant, and national thought leader on membership growth, revenue strategy, and organizational performance. As Western Regional Director for the Chambers for Innovation and Clean Energy (CICE), he works with chambers and economic development organizations across Arizona, Nevada, Utah, Colorado, New Mexico and the rest of the Western United States to navigate complex industry shifts, strengthen member value, and lead in emerging economic conversations around Clean Energy. Colin previously served as President & CEO of multiple chambers of commerce, where he led transformational growth strategies, built high-impact partnerships, and developed innovative revenue models that strengthened financial sustainability and member engagement. He is also the founder of FocusonWIN360, a consulting firm that helps chambers, associations, and business organizations increase revenue, enhance leadership effectiveness, and drive measurable outcomes. A faculty member for the U.S. Chamber of Commerce Institute for Organization Management, Colin teaches on revenue development, data-driven decision-making, and advanced economic and community development. He is known for delivering actionable, real-world strategies that help leaders move from ideas to execution. Colin holds an MBA from Duke University and an MFA from Chapman University and is an Accredited Chamber Executive (ACE), as well as an Institute for Organization Management (IOM) & WACE Academy graduate. His work is grounded in a simple philosophy: focus on what’s important now to drive meaningful, lasting impact.

These new instructors join a strong faculty team that includes:

• Patrick Ellis, ACE, President & CEO, Murrieta/Wildomar Chamber
• Michael Guymon, Chief Advocacy Officer, Chamber of Southern Arizona
• Ann Hutchison, CAE, President & CEO, Fort Collins Chamber
• Jim Johnson, CCE, IOM, President & CEO, Pearland Chamber
• Dave Kilby, President/CEO Emeritus, W.A.C.E.
• Wendy Laros, ACE, IOM, President & CEO, Kona-Kohala Chamber
• Kristen Miller, President & CEO, Santa Barbara South Coast Chamber
• Glenn Morris, ACE, President & CEO, W.A.C.E.
• Chris Romer, ACE, IOM, President & CEO, Vail Valley Partnership
• Amy Shields, Vice President/Programs, Association of Chamber of Commerce Executives
• Katie Slimko-Tuvall,IOM, President & CEO, Rancho Mirage Chamber
• T.J. Sullivan, President & CEO, Parker Chamber
• Mark Turner, Mayor, Morgan Hill (CA) (and former Chamber CEO)
• Kami Welch, ACE, IOM, President & CEO, Greater Arvada Chamber
• Gail Zurek, Attorney at Law, Lozano Smith (and former Chamber CEO)

​Details for this year’s program, and registration information, can be found here:  https://web.cvent.com/event/61839e67-a453-479a-a81a-1a3da9de6eb1/summary.
Join us and build your expertise in foundational subjects critical to Chamber career success, and become part of a cohort of peers who you can count on for support for years to come. We look forward to seeing you in San Francisco!

​

​Two years ago, W.A.C.E.’s board made the decision to become a fully independent association with dedicated staff leadership.    At that time, the board created a formal three-year strategic plan with four key imperatives and several programs and activities designed to address industry needs and increase member value.
As W.A.C.E. moves into the final year of that current Strategic Plan, we are proud of the meaningful progress made toward strengthening the Chamber profession and supporting Chamber leaders across the West. Grounded in our mission to “Lead and Promote the Development of Chamber Professionals,” the plan was designed around four strategic imperatives that continue to guide our work and priorities.

​The first imperative focused on providing Chambers with best practices in industry standards through education and resources. Over the past two years, W.A.C.E. has expanded and refined its professional development offerings in significant ways. Academy and Academy-Plus curriculum has been updated while the programs continue to receive extremely high satisfaction ratings, webinar programming expanded to six sessions with more than 240 subscriptions, and the Annual Conference exceeded attendance targets while earning exceptionally strong participant ratings. W.A.C.E. also launched new AI Learning Lab cohorts, began a review and update of the Resource Library, and continued producing benchmarking and operations surveys that provide valuable data to member Chambers.  In the coming year, additional work will focus on increasing participation in completing new and updated toolkits, and improving engagement with member communications.

The second imperative centered on advancing the Chamber leadership pipeline. W.A.C.E. successfully launched a new committee structure creating broadened member engagement and additional volunteer leadership experiences. The Emerging Leaders program has seen grown in participants and has very high engagement. The association updated portions of its recognition and awards programs while continuing progress on ACE credentialing enhancements. Looking ahead, additional focus will be placed on developing new recruitment and succession-planning resources to attract and prepare the next generation of Chamber professionals.

The third imperative emphasized enhancing opportunities to foster peer relationships within the Chamber industry. Intentional networking elements added to the annual conference, along with multiple in-person local convenings generated positive feedback from attendees, reinforcing the importance of peer connection and shared learning. W.A.C.E. also strengthened new member onboarding and continued development of subject matter expert referral resources. In the final year of the plan, the organization will continue working to expand regional programming opportunities and refresh peer group engagement models.

Finally, the fourth imperative challenged W.A.C.E. to innovate its business model and strengthen long-term sustainability. Significant progress has been made through expanded staff support, growth in strategic partner memberships, and the securing of mission-supporting grants. Membership revenue increased, and operational procedures are being formalized to improve efficiency and continuity. Priorities for the coming year include strengthening membership retention, advancing communication and marketing audits, and completing work related to long-term investment and financial policies.
While several initiatives remain in progress, the momentum created through this strategic plan reflects the strength, collaboration, and commitment of W.A.C.E. members and volunteers. Together, we are building an even stronger association that is well-positioned to support Chamber professionals as they navigate the opportunities and challenges ahead.
​
Watch for information about how you can can help guide the board’s extension of the plan beyond the first three years.   Over the next couple of months, we will be reaching out to members for honest feedback, great ideas, and insight into the challenges you face that we can help improve.

 1. Alignment: Eliminating Duplicated EffortsWhen multiple local organizations duplicate services, it dilutes community impact and strains valuable chamber resources. Kira Zavala noted that duplication is typically a symptom of unclear alignment rather than a systemic failing.
To optimize community resources, Kira introduced The Clarity Filter—a five-question evaluation framework to determine the chamber's appropriate role before launching any new initiative:

• Purpose: Evaluating the primary objective of the project.
• Audience: Identifying the specific target demographic.
• Existing Resources: Documenting external organizations already addressing the need.
• Chamber's Role: Determining whether the chamber should lead, partner, promote, refer, or pause.
• ​Outcome: Defining the measurable improvements that will result.

By clearly defining when the chamber should drive a project versus when it should refer to an existing partner, leadership can preserve staff capacity and prevent operational fatigue.

2. Funding: Developing Regional Ecosystems.  Chambers are frequently called upon to address large-scale regional challenges with lean teams and limited funding. Renay Sehgal Mehta discussed how relying on traditional, isolated revenue streams can create financial instability.
To build a sustainable financial model, Renay emphasizes prioritizing regional collaboration and strategic programmatic choices over internal silos:

• Diversifying Revenue Sources: Expanding partnerships and looking beyond standard membership revenue to secure specialized funding.
• Data-Driven Adjustments: Utilizing member feedback and surveys to evaluate existing programs. Transitioning away from outdated event models allows a chamber to reallocate capacity toward higher-impact, mission-aligned regional initiatives.

3. Leadership: Structural Guardrails for OverwhelmChief executives often face professional isolation and operational overwhelm, particularly when steering an organization through community challenges. John Tayer shared strategies for establishing structural guardrails to mitigate leadership fatigue:

• Expediting Change: Managing team transitions efficiently rather than allowing legacy structures to hinder organizational progress.
• Empowering Autonomy: Distinguishing general executive alignment from final decision-making, which allows staff members to take ownership of operational choices.
• Leveraging Peer Networks: Cultivating neutral sounding boards outside of direct chamber stakeholders to maintain cognitive clarity.

4. Work-Life Integration: Longevity in ActionChamber professionals are historically prone to over-extension, yet sustained operational excellence is impossible when leadership is chronically fatigued. Kami Welch highlighted the importance of active boundaries and structured management strategies to maintain long-term organizational impact.

As part of this effort, Kami introduced the structural benefits of formalized, organization-wide leave policies—such as a scaling sabbatical framework—noting that the preparation process itself acts as an operational catalyst by forcing robust delegation and cross-training within the team.

Ultimately, maintaining perspective is essential. While chamber initiatives are highly important to local economies, creating clear task prioritization, delegating operational choices, and carving out cognitive space are foundational requirements for sustainable executive leadership.

The W.A.C.E. Webinar series (including recordings of this year's sessions) is available for purchase - visit our website to learn more. 

Chambers of Commerce across the country are facing a major challenge: membership retention. In our latest WACE webinar, "Keeping the Ones We’ve Got," industry experts Doug and Bill Holman from Holman Brothers Membership Sales Solutions, alongside Brooke Nunn and Jessica Guerrero from the Temecula Valley Chamber, dove deep into the strategies that move a chamber from "chasing renewals" to "fostering loyalty."
Here are the key takeaways from the session to help your chamber thrive.

1. Re-evaluating the "Dreaded Drop List"
Most chambers view their drop list with a sense of dread, but Doug Holman suggests a shift in perspective. Instead of viewing it as a failure of collection, view it as a data goldmine.
Common reasons members drop—such as "no value," "no budget," or "no time"—are often symptoms of a connection problem. For example:

• "No Budget" usually means the member didn't figure out how to extract value.
• "No Time" often stems from a perception that they "must be present to win" (i.e., attend events to get value).

The Fix: Use this data to identify where your onboarding or communication fell short and adjust your strategy "upstream" to prevent future losses.

2. The Four Phases of the Member Journey
Retention doesn't happen at month 12; it happens during months 1 through 9. The webinar outlined four distinct phases that define a successful member experience:

• Phase 1: Selective Recruiting
  • Who you recruit matters. Brooke Nunn shared that the Temecula Valley Chamber saw a "game-changer" when they realized the Chamber isn't a good fit for every business.
  • Best Practice: Define which businesses best fit your culture. Aim for businesses that have been active for at least two years and have employees, rather than focusing solely on "micropreneurs."
• Phase 2: The Action Phase (First 90 Days)
  
  • This phase is about securing "quick wins."
  • Activation Calls: Instead of sending an automated welcome email, conduct a personal activation call.
    
  • Tailored Success: Ask what is most important to the member right now and help them activate one or two specific benefits immediately.
    
• Phase 3: Nurturing and "Stickiness"
  
  • Consistent outreach prevents members from feeling like the chamber is "out of touch."
    
  • Bite-Sized Benefits: Don't overwhelm new members with everything at once. Introduce additional benefits in small pieces throughout the year to increase "stickiness."
    
  • Top of Mind: Even leaving a well-thought-out voicemail lets the member know they are on your mind and creates loyalty.
    
• Phase 4: Renewal as Confirmation
  
  • When the first three phases are executed well, renewal becomes a confirmation phase rather than a "convincing" scramble. You are simply confirming the value they have already experienced.
    
    

3. Real-World Results
Brooke and Jessica shared that by implementing a structured Retention Playbook, the Temecula Valley Chamber increased its retention rate from the 70% range to the 80% range consistently over the last two years.
"A structured plan isn't about more work; it's about smarter work. When the plan is clear and repeatable, your team can execute consistently without second-guessing." — Brooke Nunn, CEO, Temecula Valley Chamber

Final Advice: Start Upstream
If your team is currently stuck in the "saving phase" (spending all your time on members who are already 90+ days past due), it’s time to draw a line in the sand. Shift your focus to Phase 1 (Recruiting) and Phase 2 (Action) to stop the cycle of disengagement before it starts.

Watch the full recording of this webinar to learn more about developing your own retention playbook and calculating the "math" of member outreach for your team size. Learn more about how to access W.A.C.E. webinars and be sure to sign up for our May webinar at https://www.waceonline.com/webinars.html. 

​The final webinar for the 2025-2026 season has been updated to ensure that we’re addressing real issues that impact local chambers today. Initially envisioned as a preview of sabbatical and similar strategies to give Chamber professionals a chance to reset or recharge, the program now has been broadened to look at the root causes of the stress and pressure that leads to the need for the recharge. 

The program will feature four Chamber professionals sharing strategies to overcome four specific challenges facing local Chambers, including:

• Alignment:  opportunities to stop duplication and optimize resources
• Funding:  strategies to grow your pie to overcome financial overwhelm
• Leadership:  capacity building, peer networks, and professional development
• Work-Life Integration

Presenters will share actionable strategies and concrete resources that help Chambers overcome these challenges and create working environments that are productive and impactful, but also sustainable from both a financial and human perspective.
For details and to register, visit https://www.waceonline.com/webinars.html. 

This year’s report, based on responses from nearly 500 chamber professionals across the United States and Canada, highlights insights across areas such as:

• The biggest challenges chambers are facing
• What motivates members to join and renew
• How member engagement and value impact growth
• How technology is influencing connection and increasing chamber impact

This year’s research provides valuable insights for chambers of commerce looking to benchmark performance, pinpoint opportunities, and more confidently navigate challenges. Here, we’ll share some of the top takeaways to help chambers prepare for a successful year ahead.

Chambers Are Navigating a Variety of Challenges
Anyone who’s worked for a chamber of commerce knows that the work is far from easy. But which challenges are most pressing this year?
In terms of internal challenges, member engagement and retention, a lack of time, and growing membership top the list. Generating revenue and attracting younger members are also common concerns.
At the same time, chambers are operating in an increasingly complex external environment. The external trends and pressures they expect to have the greatest impact on their operations in the coming year include inflation, more competition for member attention, the rise and evolution of artificial intelligence, and ongoing political or regulatory challenges.
Chambers face a constant balancing act. They must boost member engagement and drive growth, while continuously adapting to broader economic and technological shifts.

Many Chambers Are Growing, But It's Not Easy
As previously mentioned, growing membership is one of the top internal challenges for chambers. Despite this, many organizations are seeing measurable progress.
Half of chambers report year-over-year growth in new members, and another 38% say new membership has stayed steady. Just 12% have declined.
The future outlook is also positive. Forty-four percent predict net membership will increase, and another 44% anticipate staying flat. The remaining 11% expect net membership to decrease.
These insights are promising. However, growth doesn’t come easy.
Chambers report several challenges related to growing membership, including limited staff, no defined recruitment strategy or plan, and difficulty articulating the organization’s value to prospective members.
Chambers can’t rely on the same growth strategies and expect to achieve different results. Fortunately, 71% are actively pursuing new, innovative strategies to grow membership. Another 24% are open to new ideas, but they’re not sure where to start.
Clearly, growth is achievable. But sustaining it requires intentional effort, a willingness to innovate, and the right operational support.

Retention is an Ongoing Challenge
While attracting new members is important, so too is retaining existing ones. This is an area where many chambers struggle. In fact, only 42% expect an overall retention rate of 90% or higher.
For most chambers (59%), retention rates have stayed steady. However, nearly one in five (19%) chambers indicate their retention rate has decreased year over year.
Members choose not to renew for any number of reasons, but the most common ones include:

• Lack of time to participate
• Lack of engagement with organization
• Left the profession, industry, area, or closed business
• Lack of value
• Forget to renew

There will never be more hours in the day. However, professionals will make time for what they feel is valuable. Chambers must clearly communicate the value of membership and create ongoing opportunities for members to engage. When members are engaged and have opportunities to experience value firsthand, they’re much more likely to renew.

AI's Impact Will Continue to Grow
Artificial intelligence is taking the business world by storm. Organizations that adopt it in strategic, secure ways have an opportunity to set themselves apart and drive greater impact.
Chamber professionals are well aware of the impact of AI. Nearly all (97%) feel that AI is at least somewhat relevant to their success in the next two to three years. Six in ten see it as very relevant or critical to the organization’s future success.
But at this point, most chambers are only in the early steps of adoption. Nearly six in 10 (59%) chamber professionals are experimenting with AI tools or features, while only 16% are actively implementing AI-drive solutions.
The trend is clear. While awareness is high, maturity is still developing.
AI can help chambers increase efficiency, streamline operations, and increase impact. The most successful chambers will be the ones that embrace innovation while maintaining an unwavering focus on security, trust, and responsible use.

Community Platforms Drive Meaningful Member Engagement
A community platform gives chamber members a central hub to connect, participate, and unlock the full value of membership. Yet just over half (54%) of chambers are currently using one.
Chambers that use a community platform often see meaningful engagement. Fifty-seven percent report that at least 40% of their member base actively engages with it, with the most common activities including:

• Finding and registering for events
• Networking with other members
• Participating in forums and discussions
• Accessing industry-specific news and resources
• Seeking advice or support from other members

So why have so many chambers not yet adopted this technology? The survey revealed key themes, including a lack of staff to manage the platform, as well as budgeting and funding constraints.
Even so, the opportunity is clear. A well-designed community platform can become a powerful driver of member engagement and a key channel for delivering member value. This is powerful, given that engagement and perceived value are two of the strongest drivers of retention.

Unlock more chamber benchmarks and insights
Chambers of commerce face a variety of challenges when it comes to engaging members, driving growth, and generating revenue. But for organizations that take a more intentional approach to engagement, value delivery, and innovation, there’s also plenty of opportunity ahead.
This year’s survey findings make one thing clear: Chambers can’t rely on yesterday’s strategies to drive tomorrow’s successes. To thrive, chambers must adapt to changing member expectations and external factors while leveraging the right strategies and technology to deliver ongoing value.
Ready to explore these and other findings from GrowthZone’s 2026 Annual Chamber Survey? Check out the full report to discover additional benchmarks, trends, and opportunities for the year ahead and beyond.