• Vision

  • We lead the people of Statesville in creating a thriving community.

  • Mission

  • We connect all sectors of the community, generating education and economic opportunities to improve the quality of life.

  • Greater Statesville Chamber of Commerce 2018 Strategic Plan

     Where is the Chamber headed.....

    A strategic plan is simply a piece of paper that defines direction. Dig deeper, and it defines strategy and helps define the needs and uses of resources. I was amazed by the amount of effort people were willing to put in to create this road map. Work has already started in every category of the plan. The leadership group is excited, the staff is excited , and now I hope you are excited by what we are working on. I have no doubt that in three years we will need to build on this plan and continue to challenge the Chamber to be the "connector" the community demands. 

    - Jeff Smith, 2018 Chairman of the board

  • What does the community look like 3 years from now....

    Forever the optimist and looking for the good in others, I take the same approach with how I envision our community in three years and beyond. Diversity and inclusion are cornerstones to real progress in thriving communites. In order for the Greater Statesville area to fully realize its potential, we must embrace the value and contributions of all. Our success lies at the feet of our willingness to think, act, and respond inclusively and in the trust we develop in each other. The chamber is poised to be central to this as we intentionally reach further into our communities to support business growth and development that support an increasingly diverse community. Together, we can make what seems impossible possible. 

    - Bryan Duncan, Chair Elect

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    Divisions of the Greater Statesville Chamber of Commerce

  • Public Policy 

     

    We are the proactive business advocate at local and state levels, educating members on issues and fostering relationships with elected officials. Top Priorities:

    1. Digital community to share policy updates at local, state, & federal levels

    • Create a public policy discussion forum page for our members
    • Build relationships with US and NC Chamber public policy representatives
    • Attend legislative events in Washington, DC and Raleigh

    2. Represent membership priorities at the City/County levels as well as Raleigh and Washington DC

    • Better understanding of our membership
    • Report to interested parties via the opt-in discussion forum platform

    3. Connect Top Tiered Investors with Elected Officials

    • Meet with elected leaders to discuss issues that are important
  • Business Growth & Sustainability

    We recruit new businesses and assist members by creating an environment optimal for economic growth. Top Priorities:

    1. Expand new business and support existing businesses

    • Develop marketing materials & implementation plan to aid in attracting more growth opportunities

    2. Communicate with and educate the community at large on business growth & sustainability

    • Keep community informed about local business development
    • Campaign to foster community pride
    • Use bi-monthly newsletter to keep members informed on local commercial & retail development

    3. Foster better relationships with state, county, and local governments, and stakeholders

    • Continual conversations with city council collectively and individually in expectation of expanding commercial activity at the airport and retail opportunities throughout the city
    • Meet with every city councilman and county commissioner a minimum of once a year
  • Membership 
    We intentionally provide valuable benefits to develop a diverse and engaged membership.  This committee will:

    1. Recruit, retain, & grow our membership

    • Convert current members to tiered dues membership that is a reflection of our membership's desired involvement
    • Develop a new membership recruitment plan
    • Maintain a retention rate of 88% or higher compared to the national average Chamber of Commerce of 84%

    2. Expand diversity of our members

    • Focus on diversity and inclusion as we expand our membership base
    • Create a Minority Business Council to represent historically underutilized businesses in our community & create programs to effect change. 
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  • Education and Workforce Development 

     We provide programming that will build energy and excitement within the membership and community at large, while providing valuable revenue for the Chamber. This committee will:

    1. Create a world class workforce

    • Connect students with internships
    • Publish BLUEPRINT magazine
    • Create speaker bureau for local students
    • Support career fair for 8th grade students

    2. Leadership Statesville

    • 9 month program to engage current and future leaders 

    3. Educate our youth 

    • Youth Leadership Iredell program
    • Support and expand the LeaderInMe program
    • Seek funding and support for Crosby Scholar program

    4. Draw people to Statesville

    • Implement aggressive recruitment strategy
  • Troutman Business Council 

    We provide programming to bring the residents and business owners in Troutman together to celebrate and address key issues.  Top priorities:

    1. Build a database of Troutman businesses

    • Have 1 on 1 contact with every business in Troutman
    • Determine top concerns/hopes Troutman businesses voice and coordinate a strategy to maximize long term business sustainability

    2. Community oriented special events

    • Coordinate Front Porch Fest & Party in the Park concert series
  • Special Events 

    We provide programming that will build energy and excitement within the membership and community at large, while providing valuable revenue for the Chamber. Top Priorities:

    1. Generate greater diversity of participants at events

    • Creation of a diversity committee whose main purpose is to increase minority and millennial engagement
    • Have an instrumental role with creation and marketing for Juneteenth celebration & other diversity celebratory events

    2. Measure special events using a net promoter score

    • Continue to use social media for creative marketing for all special events and maximize the exposure for our partnership with local sponsors
    • Be open to alternative events to help promote the Chamber's vision of creating a thriving community
    • Increase participation and profitability of all special events by 10% each year

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  • Featured Stakeholders 

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