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Chamber Board of Directors Jerry Bates Oncor Rick Bidne Las Colinas Association Bill Brown Chamber Treasurer, CPA Lori Bunger Holt Cat Dirk Burghartz Four Season Resort and Club Dallas Las Colinas Dr. Bobby Burns Carrollton-Farmers Branch ISD Mike Christopher Elemental Methods Roxanne Clary Freeman+Leonard David Cole ICVB Board/i Fratelli’s Pedro Correa Verizon Ed Dolanski Aviall Mark Fenner Rise Performance Group Bob Galecke University of Dallas Maura Gast Irving Convention & Visitors Bureau Mike Goff La Cima Club/Club Corp Rich Haldeman Cancer Treatment Centers of America-Tulsa Linda Harper Brown Linda Harper Brown & Associates, Inc. Reed Hatfield Time Warner Cable Chris Hillman City of Irving Ron Holleman Pro Quality Gary Huddleston The Kroger Co. Paul Kimbel Microsoft Corporation Jacky Knox Dallas County Utility & Reclamation District Kristin Larimore GE Capital Equipment Finance - Irving David Leaverton Pioneer Natural Resources Robert Martinez Cotten Schmidt & Abbott, LLP Michael McCall NCH Corporation David McMichael Dr Pepper Snapple

Chamber Staff Kerri Miene State Farm Insurance Agency Jesus Miranda Universal Technical Institute Jesus Monroy Mexinco, LLC Ryan Ogden Jabian Consulting Amanda O'Neal Brummitt The Brummitt Group/Metropolitan Anesthesia Consultants Dr. Jose Parra Irving ISD Rakesh Patel Patel Law Group, PLLC David Pfaff Plastronics Rodney Phelps Citi Lisa Proctor Fluor Corporation Keith Rhodes Big Brothers Big Sisters Lars Rosene Flowserve Corporation Angela Ross AT&T Chuck Rudnick SCORE Cindy Schamp Baylor Scott & White Medical Center-Irving Jonathan Schneider BB&T Christa Slejko North Lake College Tracy South HMS Rick Stopfer DART Michelle Therrien Allstate Insurance Company Sandee Treptow reliant, an NRG company Tom Trotter IBM-Retired Tabitha Turner MMC Mayor Beth Van Duyne City of Irving Michael Veitenheimer Michaels Stores, Inc. Michael Wawczak BBVA Compass Cristina Young Exxon Mobil Corporation Al Zapanta U.S.-Mexico Chamber of Commerce

Marvin Bond, IOM, VP of Investor Relations Beth A. Bowman, IOM, CCE, President & CEO Nancy Brown, Executive Assistant to Economic Development Joe Chapa, Executive Director, International Trade/Irving Sister Cities Glenda Lara Davis, Executive Assistant to the President/CEO, Assistant Corporate Secretary Ashley Dixon, Manager of Programs and Operations Nicole D’Souza, Manager of Business Retention and Research Dexter Freeman, MBA, Director of Intelligence Joey Grisham, Director of Business Recruitment Maria Herrera, Office Coordinator Alejandra Herriott, Manager of Signature Programs, Graphic Design & Membership Intelligence Philip “Joe” Kaiser, Comptroller Dagmar Metzler, Manager of Membership Development Erica Mulder, VP of Governmental Affairs and Communications Tish Troutman, Director of Investor Relations Don Williams, CPA, VP of Economic Development & Operations, Corporate Secretary



A Message from the Chairman


A Message from the President & Chief Executive Officer


Our Vision Statement


Our Mission Statement


Our Five-Star Promise


Strengths & Opportunities for Irving-Las Colinas


Where We’re Going


How We’re Going to Get There 10 Summary 17




12:06 PM











elcome to the 2015-2018 Greater Irving-Las Colinas Chamber of Commerce Strategic Plan. They say the best way to predict the future is to create it, and this three-year Strategic Plan is our blueprint for guiding and creating Irving’s future. The theme of this thoughtful, critical analysis and tactical plan is Delivering Irving’s Future which aligns with our priorities to 1) strengthen the economy and community, 2) deliver value to our investors, and 3) ensure that the Chamber is sustainable and able to deliver on its mission of partnering with Irving-Las Colinas businesses and community to grow our economy and improve our community’s quality of life.

Developed by our Board of Directors, Chamber committee members and Five-Star Chamber staff, the Strategic Plan is a candid assessment of our strengths, opportunities and challenges, with clear tactics for increasing our local tax base, supporting infrastructure and transportation development, and continuing to build upon Irving’s reputation as a globally competitive city. Why does this matter to you? Because this plan will help you grow your business. We have a strategy for developing, recruiting and retaining a skilled workforce. We’re going to leverage our strengths as a diverse community to make Irving a destination for visitors and businesses around the globe. We’ve developed programs for small businesses with limited resources, and so much more.

I invite you take a look at the Strategic Plan and give us your ideas and feedback. We need your engagement and support to make this Plan successful. So, feel free to call me or any of the Board members or staff directly. We look forward to hearing from you.

he future is here, Chamber investors! The many hours of analytical and creative work that went into developing our 2015-2018 Strategic Plan has reenergized our entire team at the Chamber. I wish to thank our chamber committees, staff, and the 56 members of our board for their contribution, insight and leadership in helping us develop this plan. This collaborative effort reflects the vision and guidance of some of the most successful, respected leaders in the world who all share the desire to see Irving thrive and take its place as an internationally-recognized business hub. Moreover, these leaders and our own staff see the integral link that the business community has with Irving’s residents and its quality of life.

The Plan charts an ambitious course for the Chamber over the next three years and is aligned with the City’s master economic development plan. We will be working closely with City Manager Chris Hillman, the Mayor and City Council to make the City’s goals a reality. Keep in mind that North Texas is one of the most competitive regions in the country for business development. It’s never going to be easy in this market. That’s why we have to be smarter, faster, more nimble, flexible, more creative and provide strategic services and support. Even with a lean, talented Five-Star Chamber and staff, we’re going to need your help.



Gary Huddleston Director, Consumer Affairs, The Kroger Company 2014-2015 Chairman of the Board

Beth A. Bowman, CCE, IOM, President & Chief Executive Officer Greater Irving-Las Colinas Chamber of Commerce Irving Economic Development Partnership


That’s why I look forward to meeting and talking with you over the next weeks and months for your ideas, guidance and support. Here's to Delivering Irving’s Future!

Greater Irving-Las Colinas Chamber of Commerce 3


An alliance of businesses and organizations in partnership with the community, the Chamber empowers healthy economic growth and enhances the quality of life for Irving-Las Colinas and the North Texas Region.

O U R M I S S I O N S TAT E M E N T To achieve its Vision, the Greater Irving-Las Colinas Chamber of Commerce will: • Create a favorable business environment for our current and future investors resulting in sustainable economic growth. • Advance economic growth through collaborative partnerships with organizations at a city, state, national and international level. • Promote economic growth through attracting new businesses and providing enhanced business visibility for our current investors.

O U R F I V E - S TA R P R O M I S E


Leadership Excellence • Build and maintain a positive business environment • Practice servant leadership • Accept accountability • Embrace diversity Collaborative Partnerships • Create community and regional partnerships • Trusted partner with the Convention and Visitors Bureau, Las Colinas Association and Dallas County Utility and Reclamation District • Achieve goal alignment Uncompromising Quality • Five-Star Accredited • Utilize best practices • Proactive communications • Pursuit of increasing investor value • Adaptability to an ever changing marketplace Professional Integrity • Good fiscal stewards • Ethical decision making • Transparency in all matters • Sustained professional development The Mandalay Canal provides picturesque scenery alongside businesses in the Urban Center. 4 STRATEGIC INITIATIVES & KPIS

Greater Irving-Las Colinas Chamber of Commerce 5



Our Strategic Plan's success depends on an accurate appraisal of the Irving area’s strengths and opportunities. Before moving forward, we must be candid about the areas where we are succeeding as well as obstacles in the path to sustain our strategic position.


When evaluating the economic strengths of our area and comparing them to similar communities, it is clear that we have many significant advantages that can be leveraged. • Proximity—Strategically located in the center of North Texas. • Corporate Neighbors—Home to 50 Fortune 500 companies and the global headquarters for Celanese, Commercial Metals, ExxonMobil, Fluor, Kimberly-Clark and Pioneer Natural Resources. • International—Irving has more than 65 foreign-owned companies operated subsidiaries, third-leading city in Texas for foreign business investment and is ranked Top 10 Small Cities of the Future by FDI Magazine. • Malcom Baldrige Quality Award—First city in Texas and second in the nation to earn the award. • Vibrant Employment Center—Third largest in North Texas with over 230,000 business professionals and a low unemployment rate of 3.6% (August 2015), and National average of 5.1%. • Enviable Debt Ratio—A double AAA bond rating from both Standard and Poor’s and Moody’s Investors’ Services. • Low Tax Rate—One of the lowest municipal property tax rates in the Dallas/Fort Worth area.

• Growth Rate—Ranked as the 2nd fastest-growing city by WalletHub based on 10 criteria, which include overall population growth, working-age population growth, educational attainment growth, uninsured rate decrease, median household income growth, unemployment rate decrease, job growth, poverty rate decrease, ration of full-time to part-time jobs increasing and growth of regional gross domestic product per capita. • Abundance of Commercial Space—Irving offers 35 million square feet of office space, 13 million square feet of retail space and 37 million square feet of light industrial space. The Las Colinas development, home to more than 2,500 companies, offers 26 million square feet of office space, 6 million square feet of light industrial space and 1 million square feet of retail space. • Strong Brand—Irving is nationally recognized as one of the Best Place to Find a Job, Best Cities to Start a Career, Top Texas City for Tech Start-ups, Top 50 Places to Live, 35 Best Cities for Millennials to Live and Work, 15 Cities Driving the Future. • Well Designed Infrastructure—Irving's location offers prime access to DART, TRE, DFW airport, Dallas Love Field and great roads. • Diversity of Population— names 75038 zip code as the most diverse neighborhood in the United States with an equally divided population among asian, black, hispanic and white residents.

Innovative in its design, the Irving Convention Center at Las Colinas is indeed a departure from the traditional, institutional big box. 6 STRATEGIC INITIATIVES & KPIS

Greater Irving-Las Colinas Chamber of Commerce 7


THESE CHALLENGES ARE NOT INSURMOUNTABLE Our 2015 – 2018 Strategic Plan provides the blueprint to convert these challenges into opportunities that build upon our existing strengths. With clear objectives, realistic expectations, focused strategies and committed leadership, anything is possible.

Our area also has a number of opportunities and challenges, both real and perceived, which must be addressed to ensure our economic future.

• Media Literacy—Share information, listen to common concerns, and leverage social media and other popular communication channels for what’s going on in Irving.

• Amenities—Encourage private and public partnerships to develop attractions and cultural opportunities for residents and visitors in the Irving area.

• North-South Unity—Eliminate divisiveness and celebrate the unique attributes of community clusters to embrace all that Irving offers.

• After-5 Venues—Provide additional opportunities for residents and commuters to get together and create a vibrant urban center environment. • Annual Community Events—Capitalize on the diversity of Irving and its strategic location to hold large-scale events that bring together residents from surrounding communities, keep commuters in the City, and attract out-of-town visitors to Irving. •

Collaboration—Maintaining a strong brand for Irving requires the collaboration of the Chamber with the City, Convention and Visitors Bureau, Dallas/Fort Worth International Airport, Independent School Districts, Las Colinas Association, Valley Ranch Association and other organizations. • Increased Tourism—Showcase Irving’s assets and the diversity of its community to attract visitors and potential employers and future talent.

• Political Engagement—Create grassroots initiatives that are inclusive with Irving’s diverse community to influence positive outcomes that impact businesses and the community-at-large. • World Class Education— Our future depends upon our ability to develop highly-skilled and educated children that will someday lead our region. Strengthening our public and private schools will also have a significant impact on our ability to attract and retain companies, jobs, and capital investment.

Our big question to address in our 2015-2018 Strategic Plan: How does the Chamber continue to drive the success of Irving?

WHERE WE’RE GOING North Texas is one of the most competitive markets in the U.S. for attracting and growing businesses. To win and keep our fair share of new businesses and grow the tax base, we are launching a multi-pronged campaign to: 1) strengthen the local economy and the City as a community, 2) deliver value to our investors that helps them thrive, and 3) create a strong sustainable Chamber that will collaborate with our City, Irving Convention & Visitors Bureau, Las Colinas Association and Dallas County Utility and Reclamation District to make Irving a destination and model community in which to live, work, play, walk and visit. Some of the highlights for this three-year effort are: • Promote and grow the region through new business and job creation • Provide Chamber resources that help our investors be more competitive and successful • Be the voice for our investors on public policy issues that affect their business The following content assesses Irving’s strengths and barriers to continued success, and identifies strategies and tactics for achieving our goals. Closely aligned with the City’s Economic Development plan, the Chamber’s Strategic Plan includes success metrics for ensuring that the Chamber is engaged in activities that bring value to our investors and community. • STRENGTHEN THE IRVING ECONOMY AND COMMUNITY – Ensure that Irving is the premier address for businesses and residents. • DELIVER VALUE TO INVESTORS – Drive successful outcomes for our Investors. • ORGANIZATIONAL SUSTAINABILITY – Create a long-term, viable and competitive organization that delivers exceptional results.


Greater Irving-Las Colinas Chamber of Commerce 9



STRENGTHEN THE IRVING ECONOMY AND COMMUNITY Ensure that Irving is the premier address for businesses and residents.


A City Built by the Numbers










By any measure, Irving, Texas is the perfect place to move your business. Welcome home to Irving, Texas!


(214) 217-8484

Success Metrics: (partnerships/collaborations, qualified projects, community visits, new investment, new or retained jobs, skilled workforce, international projects, retention visits)

OBJECTIVE A: Grow the Irving-Las Colinas economic base Strategy 1: Recruit and retain companies from higher paying industries.

TACTICS: • Strengthen partnerships to enhance targeted marketing (DFW Marketing Team, DFW International Airport, TexasOne). • Create a marketing plan to attract business and capital investment based on the City’s long-range economic development plan.

20 75038

Barriers: Competition (local, regional, national), funding (public/private for travel and marketing resources), political climate (City Council; school board), incentives, information flow (internal – external), perception and lack of awareness of Irving’s assets, north-south divisiveness, lack of collaboration, diverse culture, needs and communication preferences

• Develop a business retention plan.



• Work with existing businesses to ensure they continue to thrive in Irving and provide employment opportunities for the area’s residents.

Strategy 2: Create and support the City’s long-range economic development plan.

TACTICS: • Partner with the City of Irving to define and develop strategic vision and direction. • Communicate what hinders growth to the City. • Identify and recruit businesses for the Economic Development Advisory Board. • Activate our identified target markets (through media outlets, DCI, and TexasOne). • Benchmark with other chambers and EDC’s on best practices in economic development. • Provide best practice data to the City. • Engage the community in economic development initiatives.

Strategy 3: Support a long-term plan for infrastructure and transportation.

TACTICS: • Continue to support development encompassing the Orange Line/TRE. • Facilitate two-way communication on the impact of infrastructure redevelopment to the business community. • Advocate for state and federal resources to sustain existing and to enhance Irving’s infrastructure (e.g.,Congressional meetings, Legislative Send-Off, Irving Day in Austin, DC Fly-In). • Communicate the needs for business access and signage for various road improvements.

• Assist with outreach to businesses for input and feedback. • Identify vendors and customers that might relocate to Irving.

Greater Irving-Las Colinas Chamber of Commerce 11

OBJECTIVE B: Globalize Irving Strategy 1: Lead international business development for the Metroplex.

TACTICS: • Establish Irving as the top international trade city in the DFW market. • Create higher visibility of the Chamber’s international economic development projects. • Institute and maintain a scorecard of international projects, and document support undertaken and the success achieved. • Identify geographic markets to target. • Expand number of partnerships through Cooperative Agreements (MOUs) from 8 - 12 by the end of 2018. • Facilitate connections for companies to access global markets. • Support the capacity of small business in international trade. Strategy 2: Promote Foreign Direct Investment (FDI) potential in all international development relationships and activities.


• Continue and expand strategic alliances to develop trade opportunities. • Participate in international trade missions to promote Irving’s brand and investment potential. • Educate small businesses on government and institutions that promote international business. • Communicate the benefits to the City and developers on foreign investment programs such as the EB-5. • Establish Irving as a top international trade city in Foreign Direct Investment.


Strategy 3: Build international relationships.

TACTICS: • Design and publish newsletter on international events/activities, to summarize and promote work of ITDAC/ISC. • Develop additional Sister City relationships with targeted international destinations. • Seek and engage in international travel opportunities to educate the Irving community and create more awareness of Irving as a destination and trade partner. • Increase cultural events in Irving to highlight diversity and international trade potential.

OBJECTIVE C: Compete on a World Stage Strategy 1: Partner to develop, retain and recruit a skilled workforce.

TACTICS: • Identify talent gaps of employers for the growth of current and emerging industry clusters through business retention visits. • Work with area community colleges and technical schools to align training certification programs with employers’ needs. • Partner to provide online training solutions to deliver on-demand training to employees 24/7. • Support initiatives with regional economic development partners to recruit skilled talent to the area. • Partner to provide opportunities to veterans who are re-entering the workforce. • Seek opportunities for Irving businesses to work with the ISD on key initiatives.

Strategy 2: Unite and leverage Irving’s business, civic, academic and political leadership to grow a prosperous, forward-thinking, globally competitive region.

TACTICS: • Collaborate and support an incubator/mentoring program for emerging leaders and leverage their talents for a stronger Irving. • Ensure active participation of emerging leaders in meaningful ways that impact Irving’s economic competitiveness. • Leadership Irving-Las Colinas • Leadership North Texas • Leadership Texas and International • Future Leaders of Irving • Support minority participation on boards and commissions and other leadership avenues through education and outreach. Strategy 3: Collaborate to develop opportunities to celebrate and leverage Irving’s unique assets.

TACTICS: • Identify potential partners for public-private initiatives to create annual events (in diverse areas of the city) that bring together Irving communities and visitors (e.g., Texas Musicians Museum). • Target and recruit businesses that provide after-5 venues to attract residents and commuters to dine and entertain in Irving. • Develop an agenda of new, catalytic events to draw residents and commuters to downtown (e.g., Texas Musicians Museum, Deep Irving Market Days, festivals and events).

• Partner with organizations to bring together north and south businesses to promote mutual interest exchanges (e.g., business forums, luncheons, town hall meetings). • Support the development of a vibrant downtown Irving that is an attractive place to live, work, walk, play and visit. • Inventory available space to evaluate marketability and identify areas that should be targeted for redevelopment (e.g., Plymouth Park, Irving Mall, SH 183, Cowboys Training Facility, Former Stadium Site, others identified in the City ED / Comp Strategic Plan Studies).

Former Texas Stadium site. 80 acres at SH 114/Loop 12 and SH 183.


DELIVER VALUE TO INVESTORS Drive successful outcomes for our Investors. Barriers: Political climate, insufficient staff resources, diversity of investors’ needs and expectations, competition for membership, lack of investor engagement and onboarding of new investors. Success Metrics: (partnerships/collaborations, initiatives and impacts, membership growth, renewal rates, stakeholder feedback)

Objective A: Provide opportunities that offer a competitive edge to our investors Strategy 1: Offer differentiated resources that our investors value.

TACTICS: • Collect feedback from investors on their challenges and evaluate what we offer. • Promote HR Advisory Council as a resource to investors and their employees.

• Develop demand-training opportunities that serve both the broad spectrum of investors and targeted groups.

Strategy 2: Develop and enhance investor-to-investor opportunities to create business relationships.

• Evaluate and refine the benefits in the tiered dues membership model.


• Educate investors on the expertise offered through SCORE and other strategic alliances. • Promote the Chamber’s facilities as a low-cost resource for meeting space. • Create a product that is unique to the Greater Irving-Las Colinas Chamber.

• Provide signature programs and strategic networking opportunities for investors. • Leverage the wisdom and talents of our membership for peer-to-peer learning. • Establish industry cluster groups that allow investors to address their common challenges. • Encourage investors to do . business with other investors. • Integrate and recruit emerging professionals. Greater Irving-Las Colinas Chamber of Commerce 13

Strategy 3: Promote our investors and help them gain market visibility.


TACTICS: • Reinforce the importance of buying local to the greater regional economy.


• Educate our investors on how to gain access to new markets.

Create a long-term, viable and competitive organization that delivers exceptional results.

• Provide venues that offer investors opportunities to engage with non-investors and promote their businesses.

Barriers: Change in leadership at the Chamber and the City, cultivating and retaining talent, communicating to the community what the Chamber does and its impact, trends in corporate giving, commitment to restricted funds and activities, limited discretionary funds for initiatives, technology needs and resources, internal resource constraints, economic conditions, staff workload.

• Provide support to investors that are interested in international access. • Reevaluate the way the Chamber markets their brand and investors.

OBJECTIVE B: Represent our Investors Strategy 1: Be Irving’s most effective voice for business.

TACTICS: • Identify issues of interest to our investors; identify common issues. • Promote advocacy to economic development investors. • Monitor, advise, provide leadership and advocate on public policy issues affecting our investors. • Leverage relationships with local, regional organizations to achieve public policy objectives. • Inform and educate investors on . critical issues facing the business community. • Foster relationships with decision makers and educate them on the need for pro-business policies. • Give updates via legislative priorities. • Tout Chamber and what it can do vs. “Why Move to Irving?”


View of Las Colinas Urban Center from the Irving Convention Center at Las Colinas.

Strategy 2: Increase private funding to influence positive political outcomes.

TACTICS: • Educate investors on the ROI of CIVBI. • Raise $500,000 to be a major player. • Communicate the tactics of CIVBI to all investors. • Offer educational forums or events geared toward audience engagement on legislative issues with Q&A. • Tracking device to get results of member investment on issues back to them. • Market legislative priorities and advocacy in similar business/industry. • Members are proactively kept aware on legislation that can impact their industry and businesses.

Strategy 3: Advocate for public policies that support economic diversification, workforce sustainability, and community inclusion.

TACTICS: • Host forums (e.g., town halls) to discuss and address multiple topics of concern to our investors and the business community (local development policy, education, state-level taxation, and infrastructure maintenance and initiatives). • Hold event in Downtown Irving to educate members on issues (i.e., taxes, water, infrastructure impact and development). • Develop a web-based “one stop site” to provide information and materials relevant to the business community. • Determine issues to discuss at Irving Day in Austin and the D.C. Fly In’s with our legislators. • Get the Irving City Council, School Board and Dallas County Commissioners more involved with what businesses in Irving need.

Success Metrics: (facility plan, operational plan, technology plan, income-expense ratio, revenue portfolio, profit & loss statement, net new revenue, reserves, membership growth, stakeholder feedback, employee turnover, benchmarking, professional development)

OBJECTIVE A: Fund the Chamber’s future Strategy 1: Enhance current non-dues revenue streams for stronger performance.

TACTICS: • Capitalize on the Chamber’s facility and offer co-working space for our investors. • Continue to provide international travel opportunities to investors and the community. • Increase investor engagement for current programs and events. Strategy 2: Research, identify and develop new non-dues revenue streams annually.

TACTICS: • Evaluate industry best practices non-dues revenue trends. • Explore opportunities to leverage the Chamber’s brand and provide for-fee services. • Leverage state and national partners to provide access and special services to investors. • Implement new sources of non-dues revenues as needed.

• Evaluate financial performance on non-dues revenue sources annually. • Create fee for service programs. Strategy 3: Grow membership through recruiting new investors and retaining existing ones.

TACTICS: • Ensure that membership department is fully staffed.

• Investigate and implement the best practices of other chambers. • Leverage Board members for personal visits, phone calls and letters. • Encourage social media involvement from board members. • Consider dues installment payment plans. • Develop a member referral program to recruit new members.

• Enhance the Chamber’s brand by developing a new logo and a marketing plan. • Create a targeted recruitment plan by size, industry and geographic location. • Recruit more non-profits and use their talents to grow revenue streams. • Attract and retain young professionals. • Communicate to our investors and the community the value of Chamber membership and our impact on Irving’s economic success. • Continue to implement the membership retention plan.

OBJECTIVE B: Improve operational effectivenes Strategy 1: Maximize technology investments.

TACTICS: • Leverage WebLink to collect, mine and share information collaboratively among staff. • Develop a new website that meets organizational objectives and the emerging needs of investors.

Greater Irving-Las Colinas Chamber of Commerce 15

• Identify ways to leverage our website traffic to create more opportunities for our investors and provide self-serve options for investors. • Continue to invest in technology training for Chamber staff. Strategy 2: Streamline operational processes.

TACTICS: • Identify opportunities to reduce staff time on time-consuming activities or duplication. • Conduct task analysis by role to determine ways to improve productivity and effectiveness. • Create standard operating procedures (SOPs) for each department.

Objective C: Create the capacity for the Chamber to succeed Strategy 1: Realign, enhance and develop the Chamber’s human capital.

TACTICS: • Align the internal structure and external programs to deliver on the Chamber’s mission and strategic plan. • Create an office environment and culture that reflect our values, vision and strategies. • Continue to develop a strong and stable professional staff. • Recruit interns and staff that possess the skills and passion to deliver on the Chamber’s strategic plan. • Invest in staff development opportunities on a local, regional and national level. • Balance workloads to leverage individual staff strengths and prevent burn-out. • Outsource workload to relieve staff as budget allows. • Create career paths for each department.

Strategy 2: Leverage our investors’ skills and talents to deliver on our mission and strategic plan.

TACTICS: • Encourage investors to update their profiles to identify their skill areas, expertise and interests. • Effectively identify, recruit and educate board members and other volunteer leaders to lead strategic initiatives. • Integrate emerging leaders into various roles and develop succession plans to ensure the Chamber has the ability to sustain its effectiveness. • Evaluate Chamber committees and realign them to support the strategic plan. • Review and update the By-Laws to reflect the strategic plan and current practices. • Consider other resources (i.e., task forces) to implement strategic plan initiatives.

SUMMARY The Greater Irving-Las Colinas Chamber of Commerce 2015-2018 Strategic Plan subscribes to the belief that Irving, as a whole, is greater than the sum of its parts; however, those parts require our relentless diligence and pursuit of excellence: quality of life, public safety and health, education, culture, arts, entertainment, diversity, infrastructure, a skilled work force, opportunities for our youth, supportive public policies, enlightened leadership, and the engagement and commitment of our business community. All of these parts together create an environment for success, growth and satisfaction. The Greater Irving-Las Colinas Chamber of Commerce pledges to be good stewards of our talent and resources, to serve with passion and energy, to deliver value and results for our investors, and to use this Strategic Plan to guide our efforts to serve all the parts that make our community a great place to live, work, walk, play and visit.


5201 N. O'Connor Boulevard Suite 100 Irving, TX 75039 214.217.8484 Heritage Crossing Office 135 S. Jefferson St. Irving, TX 75060 972.721.2260

2015 - 2018 Strategic Initiatives & KPIS  
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