Hermantown Area Chamber of Commerce
Business & Community In Unity
Programs and results
What we aim to solve
Help facilitate conversations to create opportunities for businesses to grow and thrive in the Hermantown Area (surrounding communities of Proctor, Rice Lake, Duluth, and connected townships). To help position the Arrowhead region as an economic driver to benefit the communities we serve. To work with local and state officials to remove barriers to entry and expansion for businesses, and to create a business friendly economy that promotes and lifts up businesses of all sizes as we know that a healthy business community contributes greatly to the overall success of a region. A strong business community creates great communities, great schools, great philanthropy.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Members Served
Our membership is open to all businesses, but primarily serves the City of Hermantown, Rice Lake, Midway Township, the Miller Hill, Airpark and Piedmont neighborhoods of Duluth, MN.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of Facebook followers
This metric is no longer tracked.Totals By Year
Related Program
Members Served
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
I. Improve Internal Structure, Planning and Effectiveness
II. Increase Revenue Generation
III. Expand Member Outreach, Communication and Advocacy
What are the organization's key strategies for making this happen?
Strategy I: Improve Internal Structure, Planning and Effectiveness
1. Form Committees of the Board
2. Develop Policies, Procedures, and Processes
3. Increase Staff and Create a Succession Plan
Strategy II: Increase Revenue Generation
1. Start a Chamber Foundation
2. Grow Membership
3. Increase Program Revenue
Strategy III: Expand Member Outreach, Communication and Advocacy
1. Increase Communications with the Community Highlighting the Chambers Effectiveness as an Advocate
2. Community-Based Communication Leads are Established in Target Communities
3. Review the effectiveness of the Hermantown Area Chamber of Commerce brand
What are the organization's capabilities for doing this?
The Hermantown Area Chamber of Commerce was formed to provide its member's advocacy,
education resources, and networking opportunities that help businesses grow and thrive in our area.
Its mission is to:
Be the voice of business by connecting, educating, and supporting our
members’ communities.
What have they accomplished so far and what's next?
Strategy I: Improve Internal Structure, Planning and Effectiveness
1. Form Committees of the Board (DONE - 2022)
2. Develop Policies, Procedures, and Processes (IN PROGRESS)
3. Increase Staff and Create a Succession Plan (IN PROGRESS)
Strategy II: Increase Revenue Generation
1. Start a Chamber Foundation (ON HOLD)
2. Grow Membership (GROWING!!!)
3. Increase Program Revenue (GROWING!!!)
Strategy III: Expand Member Outreach, Communication and Advocacy
1. Increase Communications with the Community Highlighting the Chambers Effectiveness as an Advocate (IN PROGRESS)
2. Community-Based Communication Leads are Established in Target Communities (PART OF COMMITTEE)
3. Review the effectiveness of the Hermantown Area Chamber of Commerce brand (ONGOING)
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To strengthen relationships with the people we serve, To advocate on behalf of our members
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Hermantown Area Chamber of Commerce
Board of directorsas of 02/10/2024
Kristin Reinsch
Kolar
Term: 2024 - 2024
Bill King
Skyking Tactical
Jeramy Katchuba
YMCA
Nikki Karnowski
Metamorphosis CCT
Patrick Miner
Super One Foods; Miner's Inc.
Paul Raj
St. Luke's Hospital & Clinics
Neal Ronquist
Duluth News Tribune
Tom Werner
Duluth Airport Authority
Micki Wojtysiak
Reliable Insurance
Carol Valentini
Valentini's Restaurant
Dante Tomassoni
Cirrus
Gunnar Johnson
Overom Law
Nancy Rislov-Johnson
National Bank of Commerce
Dee Munson
Lake Superior Publishing
David Kline
Lake Superior College
Mary Neimeyer
Townsquare Media
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Not applicable -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable