3. African-American and Hispanic consumer markets are larger than the economies of all but nine countries in the world (GDP measured in US Dollars)

4. Buying power for African Americans and Hispanics will exceed the GDP of Canada (the 9 th largest economy in the world) by 2010

5. In 2010, Hispanics will account for 9% of all US buying power

6. 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)

7. Asian buying power will nearly quintuple by 2010

9. Race & Ethnicity in the Charlotte Region 20052027 White 69% 55% Black2333 Other 812 Hispanic 720

10. The Charlotte Chamber Total Number of Firms3,765 Small Business (*)3,273 Women Owned 441 Minority Owned 323 (*) Fewer than 100 employees

12. A diverse and inclusive Charlotte Chamber is relevant for today and the future

13. Diversity is how we plan, act and include… not just programs we operate

14. All functions of the Charlotte Chamber will incorporate diverse thought and action

16. 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

17. Expanded Cabinet Chair, Charlotte Chamber Black Professional Network (BPN) Chair, Diversity Business Council (DBC) Ethnic Chamber Chairs Large Employer Representation Others, TBD

18. 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

19. 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

20. The Diversity Advisory Cabinet IS NOT: An opposition group Focused on social aspects of diversity/inclusion A public forum

21. Vision The Charlotte Chamber of Commerce will represent the diverse voices for all businesses in the Charlotte Region

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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.

31. 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.

32. 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 www.crossroads

33. 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

34. 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

35. 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.