Part 1: The City
Chamber Pros need practical strategies to address territorial concerns and build stronger relationships with community stakeholders for the benefit of the chamber and the entire community. In the first part of this three-part series on collaboration and partnership, we’ll start at collaborating with city government and improving your relationship with the city.
Chamber pros are in a unique position to bring together different groups and leaders for the betterment of the community. But it is that power which often ruffles feathers. Some leaders may feel like the chamber is getting involved in their area of expertise and they can come to resent the work you are doing. When this happens, the economic growth of your community may suffer as the relationship withers.
To be successful, you must navigate the intricacies of assisting and collaborating without stepping on toes. In some communities that’s easier than in others.
However, strong partnerships with the city, coordination among regional economic development organizations, and increased collaboration with community partners are crucial for the success and growth of your chamber.
In the first part of this three-part series we’ll cover how to establish and nurture a strong relationship for collaborating with city government and leadership.
Understanding the Local Political Landscape
Whenever you try to establish and improve a relationship, it helps to understand the landscape and the history. Whenever possible, seek to understand the major players, their preferances, their dislikes, their concerns, Just as you would perform research on your target market, get to know the city leaders and department heads.
While everyone can agree on the importance of a strong business community, some elected officials or city department heads may see the chamber as competition. Gaining an understanding of the history of any conflict or the personalities can help you build and maintain a strong relationship.
If you’re new, do your best to learn the relationship history between the city and the chamber. Sit down with former Mayors, city council members or city managers to get some history, just keep in mind that there may be political axes still on the grinder. This can help you from making the same mistakes your predecessor may have made.
If you’ve been around and already know the background – or were part of that history – complete a mini SWOT analysis of the strength and weaknesses, opportunities and threats behind the personalities and the relationship as it exists today to remind yourself before reaching out.
Research the bigger picture as well to see how your city fits into the larger state geopolitics. For example, the Public Policy Institute of California provides an in-depth look at California’s Byzantine political geography. Try searching for your state name plus public policy to get wider political insight.
Some past challenges that you might want to consider before approaching city leaders to better understand their motivations include:
- Policy Differences:
City leaders and the chamber may have had differing opinions on economic policies or development strategies. If the chamber advocates for policies that the city leader disagrees with, it can create tension and lead to a strained relationship. - Power Struggles:
The chamber may have influence and connections within the business community, which can be perceived as a challenge to the city leader’s authority. If the chamber wields significant power or tries to exert undue influence over city decisions, it may threaten the city leader’s control or undermine their agenda. - Conflicting Interests:
The chamber primarily represents the interests of businesses. In some cases, the city leader may prioritize other concerns, such as environmental sustainability, social welfare, or urban planning. This misalignment of interests can create a sense of opposition between the city leader and the chamber. - Lack of Support:
If the chamber does not actively support the city leader’s initiatives or policies, it can create a perception of non-cooperation or even obstructionism. This can lead to a strained relationship if the city leader feels that the chamber is not adequately supporting the city’s goals. City leaders are often elected. In some cases, an elected official may expect the chamber to campaign for them. When the chamber voices its concern over something like making political calls, some city leaders will withhold their support from the chamber. - Political Rivalries:
Sometimes, city leaders and chamber leaders may have personal or political rivalries that extend beyond policy differences. These personal conflicts can create a hostile or strained atmosphere and hinder collaboration between the two entities.
But most of these things can be remedied by working hard to establish a vital partnership so that collaborating with city government becomes a huge asset for your community.
Establish Strong Partnerships for Collaborating with City Government
Building a strong relationship with the local government is essential for chamber professionals. But egos sometimes get in the way.
It’s essential to show city leaders how the chamber is an ally for the city, not competition. You’re helping with economic and business growth, something that is important to voters, one they’ll be measured on, and essential in any legacy of an administration.
The city and chamber of commerce in Lake Forest, California has a great working relationship.
Here’s how you can enhance collaboration between your chamber and the city.
Establish Open Lines of Communication
- Initiate regular meetings with key city officials, such as the mayor, city council members, or relevant department heads. Face-to-face time ensures they know you and what you’re working on. It also helps you understand them better. In between meetings…
- Keep communication channels open through phone calls, emails, or in-person visits. Maintain a professional and respectful tone in all interactions.
- Seek opportunities to provide updates on chamber initiatives, share success stories, and address any concerns or challenges.
Understand the City’s Priorities and Goals
- Take the time to understand the city’s vision, strategic plans, and economic development goals. Align your chamber’s objectives accordingly. You can’t be a valuable collaborator if you don’t know what they’re working on and from what angle. Every city should have their mission, core values and more posted online in a clear, easy to find format, such as the city of Rochester in Minnesota.
- Familiarize yourself with ongoing projects, policies, and regulations that impact local businesses and the community.
- Demonstrate your chamber’s commitment to supporting the city’s initiatives and find ways to collaborate with city government effectively.
- Actively engage in city programs, committees, and public forums. Offer your expertise and insights to contribute to the development of policies and projects.
Be a Resource and Problem-Solver
- Offer your expertise and resources to assist the city in tackling challenges. This could include providing data, research, or input on relevant issues. You may have member data on topics of focus to the city.
- Act as a conduit between businesses and the city by conveying their concerns, needs, and suggestions.
- Identify opportunities for collaboration on projects that benefit both the chamber and the city, such as business attraction or retention efforts. If you’re already working on something that might interest the city, invite them to collaborate or give feedback. This will show respect for their knowledge and help them extend their efforts while not using as many resources.
Build Relationships with City Officials
- Take the time to build personal relationships with key city officials. Attend social events, community gatherings, and city council meetings to interact on a more informal level. Help them get to know, like, and trust you, especially if you are new to the role or the area.
- Show appreciation for their work and efforts in serving the community. Recognize and acknowledge their achievements publicly whenever appropriate such as this event by the Orange, California Chamber.
- Be responsive and timely in addressing any requests or inquiries from city officials. Demonstrate your commitment to being a reliable and trusted partner.
Foster Collaboration Beyond City Hall
- Engage with city officials outside of formal settings. Participate in community events, volunteer initiatives, or local committees where you can interact on a more personal level. Do they have a nonprofit or area of personal interest? Help their favorite charity or passion project.
- Build relationships and collaborate with city staff across various departments, not just economic development, such as planning, tourism, or public works, to address community needs holistically. This also expands your network and understanding of the city’s operations.
- Collaborate with the city to promote local businesses, tourism, and events. Create joint marketing campaigns to showcase the unique offerings of your community. Work on projects that are wins for both of you.
Improving City Relationships Take Time
Remember, building strong relationships and better collaborations with city stakeholders takes time and effort and is an ongoing process. Stay consistently committed, maintain professionalism, and focus on collaboration and shared objectives. By establishing and nurturing strong relationships with the city, you can create a positive impact, unlocking new opportunities for growth and prosperity, not only for your chamber but for the entire community.
