Transcript Document

African-American and Hispanic
consumer markets
are larger than the economies
of all but nine countries in the world
(GDP measured in US Dollars)
Buying power for
African Americans and Hispanics
will exceed the GDP of Canada
(the 9th largest economy in the world)
by 2010
In 2010,
Hispanics will account for
9% of all US buying power
African-American, Asian and Hispanic
small business growth is four times faster
than the number of all firms–
however, Hispanic firm receipts are rising
more quickly than all others
(US Census Bureau)
Asian buying power will
nearly quintuple by 2010
Race & Ethnicity in the Charlotte Region
2005
2027
White
69%
55%
Black
23
33
Other
8
12
Hispanic
7
20
The Charlotte Chamber
Total Number of Firms
Small Business (*)
Women Owned
Minority Owned
(*) Fewer than 100 employees
3,765
3,273
441
323
A diverse and inclusive
Charlotte Chamber is relevant
for today and the future
Diversity is how we
plan, act and include…
not just programs we operate
All functions of the
Charlotte Chamber will incorporate
diverse thought and action
Current Composition
Mary Tribble - Tribble Creative Group – Co Chair
Vince Berkeley - Compass Group – Co Chair
Pat Riley, Allen Tate – Charlotte Chamber, First Vice Chair,
Charlotte Chamber Board of Directors
Brenda Anderson – Galilee Agency, Charlotte Chamber Board of Directors
Astrid Chirinos - Diverso Global Strategies, Charlotte Chamber Board of Directors
Blair Stanford - Staff
Keva Walton - Staff
Expanded Cabinet
Chair, Charlotte Chamber Black Professional Network (BPN)
Chair, Diversity Business Council (DBC)
Ethnic Chamber Chairs
Large Employer Representation
Others, TBD
Purpose
To act as an advisory, support system
to the Charlotte Chamber’s leadership;
To positively impact decisions by bringing
added/diverse perspective – act as an internal consultant
on matters of diversity and inclusion
Desired Results
Strengthen the core of the Charlotte Chamber’s three legs by:
• Establishing standards relative to diversity and inclusion in all Chamber
activities;
• Organizing the Charlotte Chamber’s resources, providing strategic guidance
and linkage
• Creating the compelling business case for a diverse and inclusive Charlotte
Chamber
• Increased diverse membership growth
• Improved trust in the Charlotte Chamber among diverse groups
The Diversity Advisory Cabinet
IS NOT:
• An opposition group
• Focused on social aspects of diversity/inclusion
• A public forum
Vision
The Charlotte Chamber of Commerce
will represent the diverse voices for
all businesses in the Charlotte Region
Mission
Recognizing that diversity is essential to a thriving,
vibrant economy, the mission of the Diversity Advisory
Cabinet is to strengthen the impact of the
Charlotte Chamber in growing the economy, serving as
the voice for all business and delivering value for
all of its members and for Charlotte
Charter
To act as an advisory, support system to the
Charlotte Chamber’s leadership to positively impact
decisions by bringing added/diverse perspectives and
consultation on the matters of diversity and inclusion
Definition of Diversity
Diversity as defined by the
Diversity Advisory Cabinet
is race, gender, ethnicity, national origin,
geography, sexual orientation, age,
beliefs and business size/type
Diversity SWOT Analysis: Strengths
Strengths
•
Desire to have a diversity
platform/strategy; Diversity Advisory
Council
•
Base infrastructure in-tact:
– Black Professional Network
– Business Diversity Council
•
Annual Campaign support
•
Emerging Strategic Partnership with
Ethnic Chambers
– Ethnic Chamber membership
•
First Vice Chair a part of this committee
•
Diversity on the list of priorities resulting
from membership survey (usually
ranked 8-10)
•
The significance of diversity as
represented in the 2026 slide
presentation
Diversity SWOT Analysis: Weaknesses
Weaknesses
•
Limited awareness - why
diversity/inclusion is significant for
business and economic well being
•
Diversity seen as a program, not an
operational, business strategy
•
Limited diverse involvement in chamber
committee structure
•
Limited diverse membership growth
•
Staff diversity
•
Lack of targeted sales effort to attract
diverse members
Diversity SWOT Analysis: Opportunities
Opportunities
•
Increased involvement in Charlotte
Chamber by diverse audiences
•
Increased membership
•
Establish leadership model for diversity
in business
•
Improved supplier diversity
•
Fully engage the Charlotte Chamber’s
mission
Diversity SWOT Analysis: Threats
Threats
•
Relevance of the Charlotte Chamber to
a demographically changed community
•
Continued perception of exclusiveness
•
Segregated business communities,
uneven economic opportunity
•
Competition from niche membership
groups
•
Not fully engaging the Charlotte
Chamber’s mission
Crossroads Charlotte
• Project began in 2003 by a volunteer group of 21 community
leaders
• Funded by the John S. and James L. Knight Foundation and
facilitated by the Community Building Initiative under the
auspices of Foundation For The Carolinas.
• Designed to build trust
• Asks “What Kind of Community Do You See?”
• Uses power of story
Crossroads Charlotte
• FORTRESS CHARLOTTE
Charlotte is a city gripped by racial division and fear; our economy
has faltered, and our once-bright future has given way to a bleak
present. What happened, and how do we avoid Fortress Charlotte?
• CLASS ACT
The city has emerged as truly world-class and offers a quality of life
second to none. Still, old patterns of racial, ethnic and social division
remain in the midst of prosperity.
Crossroads Charlotte
• THE BEAT GOES ON
Old habits die hard, and Charlotte is positive proof. Growth and
opportunity remain on the lips of those speaking about Charlotte, but
the nagging question remains: Did we miss an opportunity?
• EYE TO EYE
We’ve found new ways to govern ourselves and make decisions in a
city where diversity is the rule, not the exception. Our bright future is
made up of many colors, and the choices we make reflect shared
power and promise as we look at each other eye to eye.
Crossroads Charlotte
• Over 35 initiatives thus far in progress
• Thousands already involved, public portion to launch
in early 2008
• The Chamber’s Diversity Initiative, through
implementation of the following strategic
recommendations, will become our Crossroads
experience
• www.crossroadscharlotte.org
Strategic Objectives:
Recommendations
Diverse Involvement
•
By year end 2007, the CC will have a process to select effective
representation from its councils and chapters for the Board of Directors
•
By the year 2008 Strategic Alliances will have representation on the
Charlotte Chamber Board of Directors. Strategic Alliances defined as
those relationships having:
Mutual benefit • Formalized Relationship • Economic Focus
•
By 2008, the CC will have developed and implemented (or expanded
its existing) Ambassadors program and processes for developing
effective relationships with the diverse business in the Charlotte Region
Strategic Objectives:
Recommendations
Continuous Learning
•
•
By 2009, the CC will have communication, surveys and targeted
marketing processes that reflect the interest and needs of the diverse
membership of the Charlotte Chamber
By 2009, the CC will have ongoing learning experiences for developing
cross-cultural competency in the organization
Internal
• By 2010, the CC will have a chamber-wide processes to ensure diverse
representation throughout the Chamber-staff infrastructure
Prepare for the Future
As you continue in your discussions today
and your actions going forward,
we challenge you to do so through the lens
of a diverse workforce and diverse Chamber,
to prepare us for the future.