W.A.C.E. 2025 Operations Report
Introduction
WACE is proud to present our annual Chamber Operations Survey. Our mission and strategic plan commit us to making data available to Chamber leaders to support their efforts to benchmark, adopt best practices, and identify emerging trends. While it remains true that each local Chamber looks a little different, there is a lot that we can learn from each other. Local Chambers take on the culture of the communities they serve, which is reflected in the programs they prioritize, how they deliver value elements to their members, and how they present themselves and communicate in their markets.
Behind the scenes, however, the operations of the organization are more alike than different. Chambers of all sizes and strategic priorities still engage members, manage budgets, support and empower volunteers, and ensure the long-term viability of the organization itself. This report focuses on those operational issues that are common across the majority of Chambers. The intent is to present a snapshot of our industry and to provide data for local Chambers to use in identifying operational areas they might focus on to improve overall performance. We're grateful for the nearly 50% of our member Chambers who responded to the survey behind this report and trust that the data will be useful to local Chamber leaders. We also welcome feedback or suggestions for improving future editions of this annual survey.
— Glenn Morris, ACE, President & CEO, Western Association of Chamber Executives
Accounting & Financial Management
When does your fiscal year begin?
60.39% of Chambers begin their fiscal year on January 1.Which accounting method does your Chamber follow?
*Modified Accrual refers to dues recognized when received, not accrued across the year.Financial Auditing/Review Practices
| Statement | % of Responses |
|---|---|
| We have a Financial Review (instead of an Audit) annually. | 27.92% |
| We have our finances audited annually. | 20.13% |
| We do not have our financials audited or formally reviewed on a regular basis. | 18.18% |
| We have our finances audited every 2-3 years. | 11.69% |
| We have a Financial Review (instead of an Audit) every 2-3 years. | 10.39% |
Budget
Gross Annual Budget (All Revenues)
Revenue Sources (% of Total Budget)
| Source | None | 1-25% | 25-50% | 50-75% | 75-100% |
|---|---|---|---|---|---|
| Member dues/investments | 0.00% | 23.24% | 53.52% | 21.83% | 1.41% |
| Other Member-generated revenues (e.g. event fees, sponsorships, etc.) | 0.00% | 45.39% | 43.26% | 10.64% | 0.71% |
| Government sources (e.g. local gov't allocations, grants, contracts) | 32.09% | 47.76% | 14.93% | 5.22% | 0.00% |
| Fundraising (benefit events, raffles, etc.) | 25.55% | 57.66% | 13.14% | 3.65% | 0.00% |
Reserves/Balances Retained
Membership
Dues System Used
Tiered Dues are used by 65.71% of Chambers.Dues Raised in 2025?
Average increase for 2025 was 7%, with 3% being the most common answer (mode).Plan to Raise Dues in 2026?
Average planned increase for 2026 is 5%, with 3% being the most common answer (mode).Board & Volunteers
Board Term Length
Board terms are 3 years long for 69.78% of Chambers.Limit on Consecutive Terms?
60.43% of Chambers limit consecutive terms to 2.Board Meeting Frequency (Annual)
79.00% of boards meet monthly.Election Process & CEO Role
- The board election process is primarily a Single slate (74.10%), where the number of nominees equals the number of open slots.
- The Chamber CEO serves as an active member of the Nominating Committee for 87% of Chambers.
- Most Chambers do not allow elected officials or local government staff to serve as voting board members (81.3%).
- Most Chambers do allow local non-profit representatives to serve as voting board members (87%).
