Strategic Plan

What we do and where we're headed.

Our Core Purpose:

Advance business growth in the Greater Washington Region.

Core Ideology describes an organization's consistent identity that transcends all changes related to its relevant environment. Core ideology consists of two elements: the Core Purpose – the organization's reason for being – and Core Values – essential and enduring principles that guide an organization's behavior.

Core Purpose (Mission): Advance business growth in the Greater Washington Region.

Core Values: Leadership, Growth, Equity, Integrity, Community

Long-Term Envisioned Future
Goals and Objectives
Appendix A


Membership Pricing

Our flat-rate membership dues ensure that all of your employees can enjoy NVC benefits.

Annual Member Rates

Membership Application

Ready to join? Complete our application to start your NVC membership.

Join Now

Long-Term Envisioned Future (10+ Years)

The envisioned future conveys a concrete yet unrealized future for the organization. It consists of a vision– a clear and compelling catalyst that serves as a focal point for effort and a vivid description, a vibrant and engaging description of what it will be like to achieve the vision.

Vision Statement

Indispensable to the vitality of Greater Washington and to business growth. 

Vivid Description of the Desired Future

NVC convenes the business community to solve problems and accelerate growth. NVC and its members are at-the-table when crucial decisions impacting Greater Washington are made. NVC includes all sectors of the region's business community, non-profit organizations, as well as businesses headquartered outside of the Region. 

NVC is recognized as a Regional leader advocating for and contributing to equity solutions including providing resources to its members and regional stakeholders. NVC attracts a diverse membership and promotes gender and racial equity and BIPOC- and women-led businesses. 

NVC drives workforce and economic development solutions including its annual sought-after Workforce Index, which informs Regional stakeholders and the NVC Strategic Plan advocacy and programs. Through its workforce development roadmap, NVC orchestrates ties among academia, training programs, and businesses throughout the region, resulting in a robust workforce. 

NVC is recognized as adding significant value to our members and key stakeholders in building a resilient and expanding economy. 

Goals and Objectives (3 to 5-year horizon)

Goals represent outcome-oriented statements intended to guide and measure the organization's future success. The achievement of each goal will move the organization towards the realization of its "Envisioned Future." Supporting objectives further clarify direction and describe what the enterprise wants to have happen; in other words, a descriptive statement of what constitutes success.

Goal #1: Regional Leadership

NVC is the leadership forum to develop strategic and actionable solutions for businesses in the Greater Washington Region.


1. Increase NVC involvement by diverse business, academic and government executives in critical business issues.

2. Increase alignment of the NVC's services to meet our members needs for business growth.

3. Enhance recognition of NVC successes.

4. Ensure the diversity of members – industry and leadership – reflects the Region’s diversity.

Goal Metrics: Expected Results (Metric)

  • Grow membership revenue.
  • Increase members by business segment.
  • Measure member sentiment.

Goal #2: Diversity, Equity, & Inclusion

NVC is recognized as a champion of DEI such that member companies and the business community reflect the diversity of the Region.


1. Increase value to BIPOC and women-owned and led businesses.

2. Increase the diversity of the NVC's leadership board.

3. Enhance the NVC's influence in advocating for and contributing to equity solutions.

4. Increase outreach to diverse groups within the community.

5. Increase coordination of resources to promote equity in the Region.

Goal Metrics: Expected Results (Metric)

  • NVC member company roster reflects the diversity of the Region.
  • Board representation reflects diversity of the Region.
  • Increasing the number of members engaged in NVC DEI activities.

Goal #3: Regional Workforce Development

NVC is leading the effort to close the Regional talent gap.


1. Increase understanding of the workforce needs and solutions within the Region.

2. Advance strategic collaboration to meet workforce needs.

3. Define and develop key strategic resources.

4. Maintain focus on the region's workforce issues as a top policy/advocacy priority.

5. Additional workforce staff resources.

Goal Metrics: Expected Results (Metric)

  • NVC is perceived as a leader in closing the Regional talent gap.
  • Measuring annual number of companies engaging in our workplace activities/meetings/networks.
  • Measuring the number of partnerships resulting from this work.

Appendix A

Key Drivers (created: January 2021)

To make progress toward an envisioned future, an organization must continuously anticipate the strategic factors or key drivers likely to affect its ability to succeed and assess those factors' implications. This process of building foresight about the future will help NoVA Chamber constantly recalibrate its view of the relevant future, a basis upon which to update the plan. 

1. Future workforce challenges and shortages (i.e., talent pipeline, affordable housing, quality of life, etc.) 

2. The growth of virtual events, communication, and interaction 

3. The importance of responding to diversity, equity, and inclusion, and Social justice issues 

4. The need for unified regional business leadership 

5. The need advocate for the entire business community 

6. Pandemic recovery 

7. The growth of business intelligence 

8. The need to engage emerging/future leaders in the Chamber 

9. Economic recovery 

10. Preparing for future pandemics 

11. The need to be involved in influencing Federal, state, and local government 

12. Continued changes to the business environment 

13. Expanding beyond government contracting 

14. Changes in workplace settings 

Appendix B

Recommendation on Infrastructure – Governance and Membership (created: February 2021)


  • Create a Board of 15-21 who have the fiduciary responsibility for the association
  • Create a smaller group that can make nimble, quick decisions on behalf of the larger board – executive committee of 4-5 leaders
  • Develop three standing committees: Nominating, executive, and finance committees
  • Make distinctions between what should be in policies and what should be in bylaws o Clean-up bylaws
    • Create a separate policies document
    • Clarify roles and responsibilities
    • Create term-limits
    • Specify that a board position is not a company’s to fill
  • Transition to a governing board or looking at a transitional Board
  • Increase diversity of Board
    • Policies and procedures need to be aligned to objectives for diversity
    • We need to make sure diversity also includes profit and not-for-profit
    • Other than government, TI recommends everyone on Board has a vote
  • Develop an opportunity for members to engage in issues without serving on the board such as an advisory groups (with clear roles and responsibilities, the purpose for committees/councils/advisory groups…)
  • Develop a transition group and timeline
  • Provide two distinct sets of volunteer opportunities:
    • Groups that do the Chamber’s work
    • Groups that share like-minded interests


    • Dues categories need to be redefined
    • Update dues rates that scall and are realistic
    • Need clarification around membership types for not-for-profits