2018-2022 Strategic Plan

2018-2022 STRATEGIC PLAN VISION

The Chamber is the catalyst for business growth, community engagement and action to drive economic vitality and advance our position as a global leader in technology and innovation.

MISSION

Prepare, develop and promote our community for economic growth.

ENHANCED MEMBER VALUE Enhance member value through communication, engagement, networking, and training.

COMMUNICATIONS • Develop the capability to deliver communication products that are customized to the needs/interests of our members ■ Mid 2018 – access current CRM system to determine capabilities to customize communications ■ Mid/Late 2018 – have a plan in place to implement customized communications delivery.

■ 2019 – if required new CRM system is in place, plan is implemented

• Provide a blend of print, electronic, and social media platforms that inform members and the public about the activities and priorities of the Chamber while providing members with the opportunity to engage in exchanges with other members ■ Ongoing – Enhancements to social media platforms for members ■ Mid 2018 – complete the rebranding process to include messaging for members, potential members, partners, and public.

• Share the knowledge and insight of our governmental affairs division with our members in a manner that allows them to stay informed, share their concerns, and facilitate discussion of key local, state, and federal issues ■ Early 2018 – new periodic updates on State, Federal, DOD, NASA, and Local topics of interest

ENGAGEMENT • Provide members with the opportunity to engage with the Chamber’s leadership through regularly scheduled sessions with senior staff and volunteer leadership ■ Ongoing – periodic meetings with the President and members who are new to the Chamber or at risk due to low levels of engagement ■ Early 2018 – round tables/focus groups with segments of the membership (industry type and size)

• Identify and develop future leaders from within the Chamber’s membership to engage in taskforces, committees, and ultimately service on the Board of Directors ■ Ongoing – identify potential leaders and place them in situations where we can gauge their interest and acumen ■ Ongoing – work to develop those with potential and engage them at increasingly higher levels

NETWORKING • Build on the premise that people like doing business with people they know by providing cost effective platforms for members to get to know one another through a blend of face to face events and online platforms ■ Ongoing – evaluate the Chamber’s current platforms; refine same or develop new one to ensure that we are meeting the needs of our members.

PROFESSIONAL DEVELOPMENT • Provide cost effective and timely programing that meets the needs of our member ■ Ongoing – evaluate the effectiveness of the Chamber’s Programing and enhance same to ensure that we are meeting and exceed member needs/expectations.

• Deliver the training through a blend of in person and on demand online platforms ■ Late 2017/Early 2018 – conduct a series of focus groups and surveys to determine topics and delivery modality for future Small Business training.

■ Early 2018 – develop a plan of action based on the findings.

■ Early/Mid 2018 – implement the plan of action.

• Maintain an inventory of support assets available to the small business and entrepreneurial communities in the Tennessee Valley ■ Early 2018 – produce the Directory of Small Business Services on the Chamber’s website.

■ Ongoing after production – maintain an up-to-date Directory.

WORLD CLASS WORKFORCE Attract and aid in the development of a world class workforce for our high demand and targeted Industries SUPPORT EFFORTS TO ENSURE THERE IS ADEQUATE QUALITY OF WORKFORCE TO MEET EMPLOYER NEEDS • Assist local employers in attracting employees with needed skills ■ Ongoing – build on the experience gained from supporting employers to provide an enhanced level of service.

Work in concert with the Chamber’s Education Foundation to development and implement a strategy that grows our own talent.

• Recruitment activities targeting high demand talent ■ Ongoing – engage with employers and organizations (such as SHRM) to build awareness within target groups of employment opportunities in our region and recruit same.

■ 2018 – conduct recruitment activities with Technology Task Force at national events

• Engage colleges and alumni groups ■ Ongoing – leverage relationships with colleges and alumni groups to recruit key categories of employees to our market.

• aSmartPlace marketing campaign to include website, marketing materials, jobsite and social media ■ Ongoing – build brand awareness of aSmartPlace.com ■ Ongoing – enhance the user interface and search capabilities.

• Assess and address workforce retention issues ■ Ongoing – identify the reasons for employee separation; develop a plan of action to address them.

LEAD PROGRAMMING/PROVIDE RESOURCES WHICH ENABLE EDUCATION PARTNERS TO BUILD A TALENT PIPELINE THAT ALIGNS WITH OUR WORKFORCE NEEDS • Industry Insight programs for K12 educators ■ Ongoing – host four programs a year for educators in the Cities of Huntsville and Madison, and Madison County ■ Early 2018 – evaluate the opportunities to either engage with local organizations or sponsor the program in those counties within the labor shed

• Career Exploration resources and programming ■ Early/Mid 2018 – work in concert with our partners to determine how we can add value/engage in enhancing the effectiveness of career exploration within the school systems in the region.

• Support Experiential Learning opportunities for students (job shadowing, internships, coops, etc.)

■ Early/Mid 2018 – work in concert with our partners to identify the Chamber’s role for providing experiential learning opportunities.

■ Mid/Late 2018 – support the implementation of more experiential learning opportunities.

• Support opportunities for industry to provide insight into curriculum development and needs ■ Ongoing - engage with employers and educators to identify opportunities to enhance awareness of career paths and the skill sets that lead to success in those fields

SUPPORT COMMUNITY EFFORTS TO ENSURE HIGH QUALITY PUBLIC EDUCATION SYSTEMS • Keep the business community focused on public K12 education ■ Ongoing – through communication and engagement ensure that the private sector is both aware of and engaged in the challenges facing education and ensuring that those challenges are addressed.

■ 2017/18 – develop public education dashboard to track and report key metrics for our three public systems

• Support efforts to increase post-secondary attainment/completion in high demand fields (certificate, credential or degree) ■ Ongoing – engage with students, parents, educators, and administrators to encourage young people to identify a vocation or career path and then select an education path.

ECONOMIC VITALITY Advance and nurture the economic development of the region, engaging partner stakeholders, leveraging our strengths and capitalizing on emerging opportunities.

GROW AND PRESERVE THE HUNTSVILLE REGION’S EXISTING ECONOMIC BASE, BUSINESS CLIMATE AND CULTURE • Support expansion of local industry ■ Ongoing – work in concert with our economic development partners to maintain open lines of communication with local business/industry, ensure that we are meeting their needs, and provide the support they require to expand.

■ Late 2017 – reestablish the existing industry/business visitation program; target 180 visits annually.

• Work in partnership with local, state, and federal officials to enhance and promote existing business development ■ Ongoing – maintain a strong working relationship with our strategic partners to ensure that the team is effective in facilitating business growth and development in the region.

• Enhance the culture and encourage collaboration in CRP, other public business and industrial parks, and the small business, start-up and entrepreneurial communities ■ Ongoing – identify and support park associations and business groups in a manner that supports the growth and development of those areas/segments within the region.

• Create industry working groups to share needs and best practices for targeted sectors ■ Early/Mid 2018 – identify industry clusters that would benefit from the formation of an industry working group and establish same.

RECRUIT NEW TARGETED BUSINESSES TO STRENGTHEN AND DIVERSIFY OUR ECONOMIC BASE • Support recruitment of new primary employers to the region ■ Ongoing – serve as the primary economic development agency for Huntsville, Madison, and Madison County ■ Ongoing – serve as the facilitator of the “local economic development team”, ensuring that the resources needed to be competitive are engaged in the process.

• Work in partnership with local, state and federal officials to attract new business and industry ■ Ongoing – ensure that a strong relationship exists between with our strategic partners at the local, state, and federal levels

■ Ongoing – coordinate the exchange of information needed to ensure that projects are worked effectively

PROMOTE HUNTSVILLE/MADISON COUNTY REGION TO A BROAD AUDIENCE OF POTENTIAL EMPLOYERS AND EMPLOYEES • Communicate our successes to community and global audience ■ Ongoing – local; communicate the strategy and success of the community’s economic development efforts.

■ Annual, 1st Quarter – host a meeting of HREGI investors and key economic development partners to release the impact of prior year projects.

■ Mid 2018 – develop a strategy for sharing the unique value proposition of the Huntsville/Madison market and the success our companies are having here.

• Promote defining technologies/assets globally ■ Ongoing through 2019 – sponsor an international competition that highlights the space science capabilities of the region ■ Ongoing annually – participate in global conferences and trade shows that provide a platform for sharing regional technologies/assets (Paris, Farnborough, Bremen)

IDENTIFY AND ADDRESS EMERGING STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS TO ECONOMIC DEVELOPMENT/VITALITY ■ Early 2018 – conduct a SWOT analysis to be used during the ED Summit in Mid-2018.

ENGAGE WITH REGIONAL PARTNERS AND STAKEHOLDERS TO ADVANCE THE ECONOMIC INTERESTS OF THE COMMUNITY/REGION • Convene partners and stakeholders for meetings, summit, events ■ Mid-2018 – host an offsite summit with regional community and business leaders to review and update targeted industries

• Catalyze formal partnerships ■ Ongoing – engage with our partners to ensure that roles are defined and expectations are agreed upon.

PURSUE OPPORTUNITIES TO ATTRACT ADDITIONAL MISSIONS, OPERATIONS, AGENCIES AND ACTIVITIES TO REDSTONE ARSENAL • Work with the FBI on the relocation of activities to Redstone ■ Ongoing – conduct monthly meetings with FBI personnel ■ Ongoing – assist FBI relocation efforts as needed

• Develop and update a list of potential targets for relocation to Redstone should a future BRAC round be scheduled ■ Ongoing support for TVBRAC efforts

• Mature and socialize BRAC targets with appropriate military personnel ■ Ongoing – work in concert with local leadership and TVBRAC to refine the targets and socialize

• Grow and protect the roles and missions of existing Redstone tenants ■ Ongoing – support/work in concert with local leadership and TVBRAC to identify opportunities to strengthen our support of Redstone and pursue new missions.

IMPROVE AIRPORT SERVICE • Grow commercial air cargo service and assist in the development of new export markets ■ Ongoing – support the Port of Huntsville as they work to increase the amount of air cargo handled at HSV.

• Increase commercial air passenger service for improved connectivity and reduced cost ■ Early/Mid 2018 – establish an Air Service Committee whose purpose will be to support the enhancement of commercial air passenger service