2025 ACCE COY Application

2025 ACCE CHAMBER OF THE YEAR APPLICATION

SECTION ONE CONTACT INFORMATION

CHAMBER INFORMATION

Staff Size

Chamber Name Hilton Head Island & Bluffton Chamber of Commerce

24

Person Submitting Entry/Contact Person Hallie Martin-Hanlin hmartin@hiltonheadisland.org

Board Size 24

Address 1 Chamber of Commerce Drive, Hilton Head Island, SC 29928

LEADERSHIP

PAYMENT

President

Name

William G. Miles bmiles@hiltonheadisland.org

Kelly McCallister kmccallister@hiltonheadisland.org

CFO

Organization

Raymond Deal rdeal@hiltonheadisland.org

Hilton Head Island-Bluffton Chamber of Commerce

Board Chairman

Title

Susana Cook, General Manager Hilton Garden Inn susana.cook@hilton.com 843-837-8111 1575 Fording Island Rd, Hilton Head Island, SC 29926

Assistant Controller

INFORMATION

INFORMATION

Address PO Box 5647, Hilton Head Island SC 29938

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION TWO ORGANIZATIONAL EXCELLENCE & RESOURCE ALIGNMENT

SECTION TWO, PART ONE

1. Does your chamber comply with annual federal, state and local income tax filing requirements?

YES 2. Is your chamber audited annually? If so, in what month?

YES, in July / early August. We’ve received a “Clean” audit report for the past 25 Years.

CLICK HERE FOR AUDIT

3. Is your chamber’s annual budget approved by your board? If so, in what month?

YES, in May. The budget takes effect July 1. The 2025-2026 budget will be approved at the end of May 2025.

CLICK HERE FOR 2024-25 BUDGET

4. Does your chamber have a strategic plan? If so, please include a copy.

YES CLICK HERE FOR STRATEGIC PLAN 2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION TWO, PART TWO MANAGEMENT LETTER FROM THE MOST RECENT FINANCIAL AUDIT

990 TAX FORMS 2024

990 TAX FORMS 2023

ANNUAL BUDGET

FINANCIAL STATEMENT

MEMBER RETENTION PLAN

MEMBER RECRUITMENT PLAN

MARKETING PLAN A. HILTON HEAD ISLAND DESTINATION MARKETING B. BLUFFTON DESTINATION MARKETING C. CHAMBER OF COMMERCE

EMPLOYEE MANUAL OR STAFF HANDBOOK

2024 ANNUAL REPORT

2024 ANNUAL REPORT VIDEO

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SECTION TWO, PART THREE

does your most recent strategic plan or business 1. How plan align with the biggest challenge(s) your community faces?

CHALLENGE

Environmental Stewardship Our belief is simple: when you protect the environment, you protect the economy—and the legacy of the Lowcountry itself.

leadership. That’s why environmental stewardship is deeply embedded in our Chamber’s strategic plan.

With 2.8 million visitors each year and a global reputation for strict zoning and protected green space, Hilton Head Island is a destination built on conservation as the first eco-planned destination in the nation.

But sustaining that balance takes ongoing

Here’s how we’re putting that commitment into action for residents and visitors: We launched Fill It Forward—a smarter way to reduce single-use plastics.

• Aluminum bottles with QR codes are available for purchase at events and local businesses.

• Each scan donates $1 to Sea Turtle Patrol, supporting wildlife protection and beach preservation. $35,000 has been raised by the chamber with the business community to support the effort.

• New this year: Our partnership with the The Quench Buggy—a mobile refill station bringing cold, clean water to beachgoers thus cutting down on additional bottles.

SECTION TWO, PART THREE

We help protect what makes us iconic.

Our Sea Turtle Toolkit gives members and property managers easy-to-use signage and materials to reduce light pollution and promote nesting safety for our Loggerheads.

We’ve been recognized nationally.

• Our CEO recently spoke on an industrywide panel with Conde Nast Traveler about destinations “getting it right” when it comes to balancing tourism with environmental leadership; a hot topic in today’s antitourism environment.

• Hilton Head Island has been named the #1 Island in the U.S. by Condé Nast Traveler readers for 8 consecutive years, in part due to our community’s deep environmental commitment.

We listened to our residents.

Our Resident Sentiment Survey, the largest resident survey done in our region showed 85% of locals believe environmental protection is mission-critical. That input shapes our communications and strategic priorities.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION TWO, PART THREE

is your strategy to ensure your Chamber has an 2. What inclusive culture and your leadership and staff make-up is reflective of the business community you serve?

Inclusion isn’t a box we check—it’s woven into how we lead, who we partner with, and how we reflect the region we serve.

Our board is intentionally built to reflect the diversity of business size, geography, and life experience across our membership. Our current board composition closely mirrors the demographics of our region, including representatives from the Hispanic and Gullah communities. From a staff perspective, we’ve gotten creative in advertising open positions with A.M.E. churches locally as well as Hispanic outreach.

But we know inclusion is about more than who’s on the board. It’s about ensuring everyone in our business community sees a place for themselves in the conversation.

It’s rooted in our values, our partnerships, and the history of the community we represent.

The Lowcountry is home to the rich and enduring Gullah culture—descendants of the first village of freed slaves in the United States, established on Hilton Head Island before the Emancipation Proclamation.

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SECTION TWO, PART THREE

That’s why we’ve created the Gullah-Geechee Business Coalition And why we collaborate closely with Historic Mitchelville Freedom Park and the Bluffton Gullah Cultural Center. These relationships ensure we’re honoring the heritage of the Lowcountry while also building a strong, connected future.

We also keep a pulse on where we’re doing well—and where we can do better.

Through member engagement, community feedback, and thoughtful partnerships, we work to ensure our programs, outreach, and leadership reflect the full spectrum of people who live, work, and invest in the Lowcountry.

We’re proud of our progress. But we know it’s ongoing work—and we’re committed to continuing it with purpose, authenticity, and respect.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION TWO, PART THREE

show a larger percentage of non-dues and non3. Trends traditional revenue streams represented in the overall

fiscal health of chambers. Explain how your Chamber is funded and how you are evolving toward this movement.

We’ve always believed in “earning our keep”. Maintaining a strong mix of non-dues revenue allows us to stay less beholden to shifting government priorities—and more responsive to the business community we serve.

Unlike many chambers that rely heavily on government funding, our largest economic engine is our destination website—a division of our Chamber that acts as the virtual front door to the region, welcoming over 3 million page views and delivering 1.6 million direct referrals to our partner businesses. It’s a measurable, high-performing tool that directly supports our private-sector members while reducing our reliance on public funding.

Membership & Program Dues 16%

State of South Carolina Matching Grant Program 10%

State of South Carolina Tourism Recovery Funds 9%

Town of Bluffton Accommodations 3.5%

Beaufort County Accommodations 3%

Private Marketing Investments/Advertising 25%

Town of Hilton Head Island Accommodations 33.5%

Our destination website delivers over a million referrals to our business partners.

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SECTION TWO, PART THREE

Other non-dues strategies include:

Chamber Restaurant Week

Now in its 17th year, with more than 170,000 page views—an attractive value proposition for sponsors.

New Programming

Like our upcoming AI Summit and expanded Chamber Wellness Week, designed to engage niche member segments while creating new sponsorship streams

Lowcountry Jobs Now

Our hyperlocal job platform, which offers built-in advertising and long-term revenue potential

Our Goal

Build programs that solve real problems for businesses and the community and offer a clear ROI. That mindset keeps our offerings relevant, our revenue diverse, and our mission member-driven.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION TWO, PART THREE

4. How does your Chamber exemplify Chamber of the Year?

We’re proud to be a three-time Chamber of the Year winner—but we don’t see that as the finish line.

For us, it’s a reflection of something deeper: a longstanding commitment to excellence, relevance, and impact.

Sustained performance over decades isn’t easy— and we believe chambers that maintain that level of excellence over time deserve recognition not in spite of it, but because of it. This application is a snapshot, a window into the consistency, responsiveness, and ambition that drive our work year after year.

We set big goals, connect the public and private sectors, and bring together businesses of every size to solve shared challenges. Whether it’s workforce, housing, tourism, or innovation—we lead with purpose and drive meaningful outcomes.

85% of our members would recommend us to others

88% say we are a strong contributor to our region’s overall success

90% retention rate

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SECTION TWO, PART THREE

But more powerful than data are the voices of our members:

“The Chamber’s leadership on the corridor project gave the region a 40,000-foot view when no one else was thinking that big. That project wouldn’t even be on the table without them.”

“We can trace a direct line from our website listing to bookings—no other platform delivers the qualified traffic the Chamber’s site does.”

“The Chamber helped us grow from an idea into a real business.

They connected us and believed in us.”

At the end of the day, our work is about more than programs—it’s about people. We support business because we support families, livelihoods, and entreprenuership. And in a fast-changing world, we remain committed to staying relevant and helping our community rise.

SECTION THREE PROGRAM 1 SYNOPSIS ADOPT-A-POLLING PLACE

SECTION THREE, SYNOPSIS 1 Program/Initiative Name

ADOPT A POLLING

PL ACE

A Chamber Initiative Turning Gratitude into Action Thank you to The Bayshore & Heritage Library Foundation for supporting the poll workers & volunteers at this polling location!

The Impact Area Addressed EQMCD @hhibchamber

www.hiltonheadblufftonchamber.org Community & Social Impact

Giving back to the volunteers in the community PRESENTING SPONSOR and encouraging voter participation

Program/Initiative Summary

Recognized as a Best Independent Living community for 2024 by U.S. News & World Report.

On Election Day, we saw an LUNCH SPONSOR Beaufort County and supported over opportunity to be a force for unity. The 500 volunteers with help from 45+ Adopt-A-Polling Place initiative is a sponsors. grassroots chamber effort to support the people who help democracy It’s a simple idea with outsized impact— happen—our poll workers. showing appreciation, building civic pride, and reminding people we’re all Launched in 2020 and expanded in this together. The program aligns significantly since, the program with the Horizon Initiative’s focus on connects local businesses with building community trust and civic polling locations to provide meals and engagement, and has become a model refreshments to volunteers working for turning gratitude into action.

12+ hour days. In 2024, the initiative served all 50 polling sites in southern 2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Needs Identification

Beaufort County is one of the fastestgrowing counties in South Carolina, with a population that’s risen by 27% since the last presidential election in 2020. That growth brings a logistical challenge: more polling places, more volunteers needed, and more pressure on our local election infrastructure.

Poll workers, many of them retirees, put in long, demanding hours with little recognition. And businesses in our community were actively looking for meaningful ways to give back—especially during a tense election cycle where so much of the narrative felt divisive.

We saw an opportunity to connect the two.

Adopt-A-Polling Place gave businesses a way to show up for something that mattered and offered them community

visibility through signage at polling locations and social media recognition. The effort garnered local media coverage and generated tremendous goodwill, helping reinforce that civic engagement is a shared responsibility, not a political stance.

The idea came out of conversations with election officials, poll managers, and our own members. We heard firsthand how difficult it was to keep volunteer morale high—and how small gestures of appreciation went a long way.

This was about stepping up as a chamber not just to serve business, but to serve the community.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Program Objectives At its core, Adopt-A-Polling Place is about kindness and gratitude. But to grow this initiative and maximize its reach, we set clear, strategic objectives rooted in our mission to foster leadership, connection, and community engagement.

Our goals for the 2024 election cycle were:

1. Support Support 100% of polling places in southern Beaufort County with meals and refreshments for every poll volunteer on Election Day.

2. Engage Engage at least 40 local business sponsors to build stronger community-business connections and deepen civic pride.

3. Generate Generate at least 25,000 impressions across social media, email, and local media to elevate awareness and highlight sponsors’ civic involvement.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

These goals weren’t aspirational—they were fully achieved, and in some cases exceeded. More importantly, they helped: • Reinforce the Chamber’s leadership role in community betterment • Provide our members with a hands-on opportunity to give back • Boost public trust in the electoral process at a time when it’s often under strain

These objectives also directly support our strategic plan’s pillars of community leadership, advocacy, and member engagement, aligning impact with intention.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Methodology Executing Adopt-A-Polling Place at scale required more than good intentions—it took coordination, communication, and a clear system that could be replicated every election cycle.

We began by mapping all polling locations across southern Beaufort County and identifying the number of volunteers expected at each site. From there, we matched businesses to polling places based on proximity and capacity. Some sponsored one location. Others took on three or four.

Thank you to The Villas at the Bayshore & Belfair for supporting the poll workers & volunteers at this polling location!

@hhibchamber www.hiltonheadchamber.org PRESENTING SPONSOR

LUNCH SPONSOR

Recruitment happened through direct outreach, Board of Directors engagement, and email campaigns. Our messaging was simple: this is a chance to make a difference on one of the most important days of the year. That message resonated.

Sponsors received a logistics guide with delivery times, signage templates, and key reminders for polling place access and etiquette. We handled the coordination behind the scenes—confirming drop-offs, preparing printed signage for each location, and tagging each sponsor publicly in our communications.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Every member of the Chamber team pitched in. The night before Election Day, staff fanned out across the county to post signs at all 50 locations— each one a reminder that volunteers matter and that local businesses stand behind them.

Budget Snapshot: EXPENSES

REVENUE

BUSINESS CONTRIBUTIONS

$3,000 in signage and coordination

None; the program is entirely inkind supported

Over $12,000 in meals and refreshments donated by sponsors

This model, low-cost and high-impact, has proven scalable, efficient, and deeply appreciated by every stakeholder involved.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Communications From the beginning, we knew this initiative wasn’t just about delivering meals—it was about sending a message.

That message? Our poll workers matter.

Our businesses care. And our Chamber is the bridge between the two.

We built our communications strategy around three core goals: • Reinforce community during a contentious time • Recognize participants

• Recruit sponsors Sponsor recruitment started with personalized outreach. We used targeted emails, Monday Briefing callouts, and direct board engagement to secure business participation.

The tone was intentional: this wasn’t a transaction—it was a community moment.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Key communication touchpoints included:

• Email invitations and follow-ups to Chamber members • Social media posts across Facebook, Instagram, and LinkedIn, (36,000 followers) featuring day-of recognition • Sponsor shoutouts in our weekly Monday Briefing (reach 3,000+) • On-site signage and sponsor boards at all 50 polling locations Our team executed this campaign entirely in-house, with every staff member playing a role—from hanging signs to monitoring tags.

The result? A civic moment that felt personal, unified, and community-powered from start to finish.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

Evaluation Adopt-A-Polling Place began as a simple gesture. Today, it’s a cornerstone of our

Chamber’s civic engagement efforts—measurable in both reach and resonance.

In 2024, we achieved:

100% coverage of polling locations in southern Beaufort County (50 total sites) 510+ election volunteers supported Over 1,000 meals and refreshments served, including breakfast, lunch, snacks, and beverages 45+ local businesses engaged as sponsors 22,000+ social media impressions on Election Day Broadcast coverage and earned media that further amplified impact

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 1

The program generated tremendous goodwill—not only for volunteers and sponsors, but for the Chamber itself. It positioned our organization as a unifier in a time when few institutions feel neutral.

Our team became known as the group that simply wanted to say thank you—to stand in the middle of the most heated political season and offer coffee, food, and kindness.

Volunteers expressed genuine gratitude—not just for the food, but for the feeling of being appreciated.

Sponsors shared that it was one of the most rewarding things they’ve participated in through the Chamber.

The initiative deepened trust across all fronts, and our commitment didn’t go unnoticed. We are now the only organization in the region approved to distribute refreshments to voters waiting in line—a privilege not afforded to any other group and one that will further the positive image of the Chamber throughout our region.

Communication outcomes were equally impactful. Real-time social coverage recognized businesses and generated meaningful engagement. Sponsors reposted, volunteers commented, and the broader community rallied around the effort. It also drove traffic to our Chamber’s online Election Hub, which provided trusted voter information—further cementing our role as a nonpartisan civic partner.

More than anything, this initiative reminded our members—and our community—what their chamber of commerce is: a force for connection, kindness, and community leadership when it’s needed most.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE PROGRAM 2 SYNOPSIS LOWCOUNTRY JOBS NOW

SECTION THREE, SYNOPSIS 2 Program/Initiative Name

Real Jobs. Real Candidates. Real Results.

LowcountryJobsNow.org The Impact Area Addressed Building a Better Workforce

Program/Initiative Summary Lowcountry Jobs Now isn’t just another job site—it’s a local hiring solution designed for one of South Carolina’s most competitive labor markets. With unemployment rates between 2–3% and a seasonal economy driven by 2.8 million annual visitors, our members noted that traditional platforms like Indeed and others were cumbersome.

Employers were overwhelmed by bots and blanket applications that led to poor-fit candidate pools.

This platform flips the script by focusing on real, local talent and helping employers tap into underutilized workforce segments: students, veterans, individuals with disabilities, and retirees seeking part-time roles—what we call Encore Jobs.

Backed by strong collaboration with schools, veteran groups, and our Chamber Workforce Coalition, in its first six months, the site delivered: 1,070 JOBS POSTINGS

2,549 APPLICATION CLICK-THRUS

28,000+ PAGE VIEWS IN SIX MONTHS

JOB POSTINGS FROM 90+ EMPLOYERS IN THE REGION

It’s not just a job board—it’s a workforce strategy rooted in inclusion, relevance, and results.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Needs Identification Our Chamber’s annual business survey has identified workforce availability as the #1 challenge facing local employers for three years running. Southern Beaufort County has one of the lowest unemployment rates in South Carolina—often between 2–3%. While that’s good for economic headlines, it puts constant strain on businesses struggling to hire.

In hospitality, healthcare, education, and the trades, members told us national platforms like Indeed and ZipRecruiter were delivering overwhelming noise but underwhelming results—bots, blanket applications, and mismatched resumes. A local HR director summed it up: “I get 50 applications, and maybe two of them are actually relevant.”

At the same time, large pools of capable, ready-to-work people weren’t being reached effectively: Students. veterans. individuals with disabilities, and perhaps most notably, retirees looking for part-time roles—what we call our Encore Workforce. We’re a nationally-recognized retirement community.

Lowcountry Jobs Now was designed to meet both sides of the equation. It’s a platform that removes friction, builds relevance, and helps employers On Our veteran job focus: rethink what their next great hire “This is an opportunity to find somebody completely might look like. It also reflects our new... a piece of clay that you can then mold. But this is like supercharged clay—because these guys are already trained Chamber’s broader mission: to and they have the skills we need as employers: to show up serve not just as a convener of on time, to be accountable... all those things we all need.” business, but as a problem-solver - Jon Rembold, for the entire regional economy.

Hilton Head Island Airport

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Program Objectives The objectives for Lowcountry Jobs Now were both practical and aspirational: make it easy for local employers to post jobs and find talent, while opening new doors for populations that had traditionally been underleveraged.

Objectives included: Launch a mobile-friendly, frictionless hiring platform with a clean user interface

Secure job postings from 50+ employers in the region

Reach at least 20,000 website views in the first six months

Generate 2,000+ application clicks from legitimate job seekers

Actively promote inclusive hiring by featuring postings geared toward: retirees (Encore Jobs),military veterans, students and interns, individuals with disabilities 2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Hiring Our Heroes

Just as important as the goals, was the mindset shift we aimed to foster. Through messaging, outreach, and employer education, we encouraged businesses to look beyond traditional 9–5 roles and see the value of flexible hours, mentorship-based roles, and multigenerational workplaces.

This wasn’t about simply checking boxes—it was about building a sustainable workforce strategy that reflects the full diversity, depth, and potential of the Lowcountry’s population.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Methodology We approached this project with two priorities: move quickly-the need was great, and make it effective. Our goal was to build a workforce pipeline that works.

Here’s how we did it: • Site development: Partnered with a platform provider to build a fastloading, mobile-optimized interface with employer-friendly tools and one-click job submissions.

• Outreach strategy: Conducted one-onone meetings with HR professionals and business owners, plus used our Business Workforce Coalition to identify initial listings and hiring pain points.

• Partner alignment: Collaborated with local high schools, technical colleges, and the university to drive youth awareness.

Our Veterans Committee and the U.S. Chamber’s Hiring our Heroes program and Beaufort County Disabilities Coalition were also instrumental in helping target job-seeking populations that are often overlooked • Promotion: Ran weekly features in Chamber communications to 8,000+ subscribers, posted on all major social platforms, (36,000+ followers on chamber social alone) and had information at Chamber networking events and workforce roundtables

Budget: Website build: $12,000 Marketing & promotion: $1,500 Total investment: $13,500 In less than 90 days from idea to launch, Lowcountry Jobs Now went live—proving that creative solutions can move quickly.

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SECTION THREE, SYNOPSIS 2

Communications Our communications strategy was built on two pillars: visibility and relevance. We didn’t just want people to know Lowcountry Jobs Now existed—we wanted them to feel like it was built for them.

Primary vehicles included: Email Marketing • Weekly features in Monday Briefing and Lowcountry Lowdown (audience 8,500 weekly) • Segmented sends to HR professionals with compelling, localized subject lines • Dedicated launch campaigns and milestone messages Social Media • Custom graphics featuring real job listings and employer success stories • Ongoing campaigns on Facebook, LinkedIn, and Instagram • Encouraged employers to repost listings for increased reach 2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Web Presence & Online Visibility • Prominent placement on the Chamber homepage • Dedicated domain: LowcountryJobsNow.org • Flyers and posters shared at Chamber events, roundtables, and through workforce partners Messages Centered Around “Cut the clutter—find local talent fast.”

“Real jobs. Real candidates. Real results.”

“Your next hire might be right around the corner.”

Chamber staff handled all communications in-house. Campaigns were adjusted in real time based on open rates, click-through data, and employer feedback, ensuring agility

High School Internships Promotion

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Evaluation From launch to impact, Lowcountry Jobs Now has delivered. It’s helped solve real hiring challenges and shown employers that great candidates aren’t far away— they’re right here, waiting to be seen.

Key Results exceeded goals (in 6 months):

1,070 jobs posted

2,549 application clicks

28,360 site visits, with heavy mobile traffic

40+ new employer accounts Strongest engagement on LinkedIn, particularly when employers reshared their job listings

“This internship puts me in front of audiences and opens doors to professional growth in the community.

It’s a chance to connect with local leaders, entrepreneurs, and innovators, building relationships that will last far beyond my internship.”

-Tyler Rice Intern

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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SECTION THREE, SYNOPSIS 2

Business Impact: • A local resort filled four seasonal roles in under two weeks.

• A restaurant owner said: “It’s the first time I didn’t have to explain the job to someone who applied.”

• A nonprofit hired two Encore Workers through targeted part-time postings.

• The site was free for members – an added member benefit.

Chamber Reputation & Reach: The success of the site boosted our standing as a proactive workforce partner. It also led to new partnership requests and increased engagement in our Chamber Workforce Coalition.

As we look ahead, planned enhancements include: A Job-Seeker Resume Upload Tool Sector-Based Filtering An Employer Dashboard With Analytics & Saved Templates

This isn’t a one-off tool—it’s a living resource, powered by collaboration, and committed to evolving alongside the needs of our business community.

2025 ACCE Chamber Of The Year Application | Hilton Head-Bluffton Chamber of Commerce

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Thank You 2025 ACCE CHAMBER OF THE YEAR APPLICATION