2021-2022 Strategic Goals

The Northern Virginia Chamber has outlined specific growth goals for the next year. We've broken these out into the below steps.

Cool quote about the Chamber's strategic plan

First and last Name, company

Core Ideology (Timeless) 

Core Ideology describes an organization's consistent identity that transcends all changes related to its relevant environment. Core ideology consists of two elements: the Core Purpose – the organization's reason for being – and Core Values – essential and enduring principles that guide an organization's behavior. 

Core Purpose (Mission) 

Advance business growth in Northern Virginia. 

Core Values 

  • Leadership 
  • Growth 
  • Equity 
  • Integrity 
  • Community 

Long-term Envisioned Future (10+ Years) 

The envisioned future conveys a concrete yet unrealized future for the organization. It consists of a vision – a clear and compelling catalyst that serves as a focal point for effort and a vivid description, a vibrant and engaging description of what it will be like to achieve the vision. 

Vision Statement 

Indispensable to the vitality of Northern Virginia and to business growth. 

Vivid Description of the Desired Future 

The Northern Virginia Chamber convenes the business community to solve problems and accelerate growth. The Chamber and its members are at-the-table when crucial decisions impacting Northern Virginia and the Commonwealth are made. The Chamber includes all sectors of the region's business community, non-profit organizations, as well as businesses headquartered outside of the region. 

The Chamber is recognized as a regional leader advocating for and contributing to equity solutions including providing resources to its members and regional stakeholders. The Chamber attracts a diverse membership and promotes gender and racial equity and BIPOC- and women-led businesses. 

The Chamber drives workforce and economic development solutions including its annual sought-after Workforce Index, which informs regional stakeholders and the Chamber's NoVA Chamber Strategic Plan advocacy and programs. Through its workforce development roadmap, the Chamber orchestrates ties among academia, training programs, and businesses throughout the region, resulting in a robust workforce. 

The Northern Virginia Chamber is recognized as adding significant value to our members and key stakeholders in building a resilient and expanding economy. 

Goals and Objectives (3 to 5-year horizon) 

Goals represent outcome-oriented statements intended to guide and measure the organization's future success. The achievement of each goal will move the organization towards the realization of its "Envisioned Future." Supporting objectives further clarify direction and describe what the enterprise wants to have happen; in other words, a descriptive statement of what constitutes success. 

Goal #1: Regional Leadership 

The NoVA Chamber is the leadership forum to develop strategic and actionable solutions for businesses in the Northern Virginia region. 

Objectives: 

  1. Increase Chamber involvement by diverse business, academic and government executives in critical business issues. 
  2. Increase alignment of the Chamber’s services to meet our members needs for business growth. 
  3. Enhance recognition of Chamber successes. 
  4. Ensure the diversity of members – industry and leadership – reflects the region’s diversity. 

Objective #1 (I) 

Strategies (Activities) 

  • Identify Businesses (target market). 
  • Identify execs in businesses. 
  • Hold topic-specific c-level roundtable events. 
  • Resume policy luncheons. 
  • Review BOD Member Requirements for NC. 
  • Review Board responsibilities (governance review). 

Objective #2 

Strategies (Activities) 

  • Conduct member survey. 
  • Poll members on business challenges, periodically and post events. 

    Objective #3 

    Strategies (Activities) 

    • Review and align ongoing communications channels and products to align to strategic plan. 
    • Hire communications staff member. 
    • Evaluate and monitor impact of communications to members/lists. 

    Objective #4 

    Strategies (Activities) 

    • Determine member industry mix. 
    • Obtain business lists from EDAs. 
    • Implement member self-reporting tools. 
    • Modify database fields to measure industry mix. 

    Goal Metrics: 

    Expected Results (Metric) 

    • Grow membership revenue. 
    • Increase members by business segment. 
    • Measure member sentiment. 

    Goal #2: Diversity, Equity, & Inclusion 

    The NoVA Chamber is recognized as a champion of DEI such that member companies and the business community reflect the diversity of the region. 

    Objectives: 

    1. Increase value to BIPOC and women-owned and led businesses. 
    2. Increase the diversity of the Chamber's leadership board. 
    3. Enhance the Chamber's influence in advocating for and contributing to equity solutions. 
    4. Increase outreach to diverse groups within the community. 
    5. Increase coordination of resources to promote equity in the region. 

    Objective #1 

    Strategies (Activities) NoVA Chamber Strategic Plan 

    • Recognize BIPOC leaders in Chamber programs and activities. 
    • Engage advisors to seek input on the value of membership in the Chamber for BIPOC led and owned businesses. 
    • Develop a member ambassador program for BIPOC owned and led members that serves as a resource to support members’ growth and connection in the community. 

    Objective #2 

    Strategies (Activities) 

    • Annually review the diversity of the BoD and additional Chamber leadership roles. 
    • Extend ex-officers BoD invitations to diverse CoC in region. 
    • Develop a data resource of diverse board candidates for Chamber leadership businesses, community opps. 
    • Conduct a governance review. 

    Objective #3 

    Strategies (Activities) 

    • The Chamber will advocate for equitable access to opportunity for all citizens, not just because it is the right thing to do, but because it is key to economic growth. 
    • The Chamber shall advocate for specific accountability in legislation and policy that strives to advance equity. 
    • The Chamber will incorporate its values statements on equity and inclusion in the annual Legislative Agenda. 
    • The Chamber will ensure that the approved policy document is the bedrock of PAC deliberation and endorsement. 

    Objective #4 

    Strategies (Activities) 

    • Offer diverse Chambers an opportunity to come to NVCC at member rate. 
    • Engage advisors to seek input on value of membership in Chamber for BIPOC led and owned businesses. 
    • Develop a member ambassador program for BIPOC owned and led members that serve as a resource to support members’ growth and connection in the community. 

    Objective #5 

    Strategies (Activities) 

    • Urge Executive Committee to encourage staff to consider diverse candidates when called on for nominees and speakers for public forums, boards, and task forces. 
    • Recognize and highlight companies that are developing and pursuing inclusive business practices as models of good practice for all members. 
    • Evaluate and develop a supplier diversity program that offers value to members and BIPOC owned businesses including seeking partnerships to achieve this objective. 

    Goal Metrics: 

    Expected Results (Metric) 

    • Chamber member company roster reflects the diversity of the region. 
    • Board representation reflects diversity of the region. 
    • Increasing number of members engage in Chamber DEI activities. 

    Goal #3: Regional Workforce Development 

    The NoVA Chamberis leading the effort to close the regional talent gap. 

    Objectives: 

    1. Increase understanding of the workforce needs and solutions within the region. 
    2. Advance strategic collaboration to meet workforce needs. 
    3. Define and develop key strategic resources. 
    4. Maintain focus on the region's workforce issues as a top policy/advocacy priority. 
    5. Additional workforce staff resources. 

    Objective #1 

    Strategies (Activities) 

    • Convene an inclusive network/coalition for regional workforce development and collaboration. 
    • Inventory existing workforce solutions in the region. 
    • Conduct gap analysis of existing workforce solutions. 

    Objective #2 

    Strategies (Activities) 

    • Connect workforce development professionals from across the region to share information and best practices. 
    • Facilitate partnerships and collaboration between and among the workforce. 

      Objective #3 

      Strategies (Activities) 

      • Develop a regional workforce strategic plan/roadmap. 
      • Create an annual Workforce Index for the region (research project). 

      Objective #4 

      Strategies (Activities) 

      • Clayton continues 
      • Include workforce as top advocacy priority 

      Objective #5 

      Strategies (Activities) 

      Goal Metrics: 

      Expected Results (Metric) 

      • The Chamber is perceived as a leader in closing the regional talent gap 
      • Measuring annual number of companies engaging in our workplace activites/meetings/networks 
      • Measuring the number of partnerships resulting from this work. 

      Appendix A 

      Key Drivers (created: January 2021) 

      To make progress toward an envisioned future, an organization must continuously anticipate the strategic factors or key drivers likely to affect its ability to succeed and assess those factors' implications. This process of building foresight about the future will help NoVA Chamber constantly recalibrate its view of the relevant future, a basis upon which to update the plan. 

      1. Future workforce challenges and shortages (i.e., talent pipeline, affordable housing, quality of life, etc.) 
      2. The growth of virtual events, communication, and interaction 
      3. The importance of responding to diversity, equity, and inclusion, and Social justice issues 
      4. The need for unified regional business leadership 
      5. The need advocate for the entire business community 
      6. Pandemic recovery 
      7. The growth of business intelligence 
      8. The need to engage emerging/future leaders in the Chamber 
      9. Economic recovery 
      10. Preparing for future pandemics 
      11. The need to be involved in influencing Federal, state, and local government 
      12. Continued changes to the business environment 
      13. Expanding beyond government contracting 
      14. Changes in workplace settings 

      Appendix B 

      Recommendation on Infrastructure – Governance and Membership (created: February 2021) 

      Governance 

      • Create a Board of 15-21 who have the fiduciary responsibility for the association 
      • Create a smaller group that can make nimble, quick decisions on behalf of the larger board – executive committee of 4-5 leaders 
      • Develop three standing committees: Nominating, executive, and finance committees 
        • Make distinctions between what should be in policies and what should be in bylaws o Clean-up bylaws 
          • Create a separate policies document 
          • Clarify roles and responsibilities 
          • Create term-limits 
          • o Specify that a board position is not a company’s to fill 
        • Transition to a governing board or looking at a transitional Board 
        • Increase diversity of Board o Policies and procedures need to be aligned to objectives for diversity 
          • We need to make sure diversity also includes profit and not-for-profit 
          • Other than government, TI recommends everyone on Board has a vote 
        • Develop an opportunity for members to engage in issues without serving on the board such as an advisory groups (with clear roles and responsibilities, the purpose for committees/councils/advisory groups…) 
        • Develop a transition group and timeline 
        • Provide two distinct sets of volunteer opportunities: o Groups that do the Chamber’s work 
          • Groups that share like-minded interests 

      Membership 

      • Dues categories need to be redefined 
      • Update dues rates that scall and are realistic 
      • Need clarification around membership types for not-for-profits