Institute for Organization Management - A Program of the U.S. Chamber of Commerce

  • About
    • General Information
      • Institute Policies and Procedures
      • Diversity, Equity, and Inclusion Statement
    • Recruitment Toolkit
    • Prospective Student Toolkit
    • Media
    • Answers to Your Frequently Asked Questions
    • Contact Us
  • Curriculum
    • Core Curriculum
    • Elective Curriculum
    • Webinars & Resource Center
  • Sites & Dates
    • Winter Institute
    • Midwest Institute
    • Southeast Institute
    • Northeast Institute
    • 2022 Institute Schedule
  • Registration
    • Register Now!
    • Deadlines and Fees
    • Scholarships
      • Enrollment Incentives
      • State Partner Scholarship
  • Who’s Who
    • Staff
    • Volunteers
    • Faculty
    • Sponsors
    • Alumni
      • IOM Alumni Database
  • Blog
A PROGRAM OF THE U.S. CHAMBER OF COMMERCE FOUNDATION
 

IOM Blog

July 23, 2013

Chambers of Commerce: Key Partners in Economic Development

“If you aren’t at the table, you’re on the menu!”  I have no idea who made this observation, but it is a statement that I have taken to heart in my career as a chamber professional and in economic development. As a chamber professional, your businesses and communities are always at the forefront of your thoughts and schedule.  Often, economic development is not always forefront in your thoughts; if it is, knowing what to do, how to do it, and when to do it can be overwhelming!

There was a time when chambers of commerce included economic development in their programs of work, but then a gradual  shift took place.  Economic development was often pulled from being a chamber role and instead established itself as a separate organization.  Chambers were often stiff-armed and were told that economic development was no longer their responsibility; they were told to concentrate on ribbon cutting, retail, and retention (or some variation, anything but economic development).  Chambers were told to  leave job creation to the economic development organizations.  How did many local chambers respond? They rolled with it, played along, and focused on other objectives to better their communities.  But then chambers slowly began to ask why their integral roles and expertise in the business community was all of a sudden deemed less-than-relevant.

Economic development strategies and programs of work are vital to every community that wants to compete and expand.  And this holds true whether the local chamber is the “belly button” for economic development or not. Your chamber undoubtedly has a place at the economic development table.  Your chambers are absolutely relevant to every economic development discussion.

So how are you engaged in economic development? I’ve found that some chambers believe that economic development is too complicated; they have an outdated perception of economic development, or have been convinced by some self-professed leader that “it’s none of your business.”  Well, it is your business because your entire reason for existing IS business!  Unfortunately, perception can become reality, and a misperception can drive away chambers from participating in economic development.  Many people view economic development as an expensive process that involves buying large chunks of land, taking big trips, and spending bushels of money to recruit a “big fish.” Some of that exists, but these are small elements of an overall economic development strategy–a strategy that includes efforts to promote business retention, entrepreneurism, economic gardening, and marketing. I know that your cursory review of that list leads you to excitedly conclude, “These are my chamber’s strengths!”

How can chambers get a seat at the economic development tables in their communities, towns, cities, counties, regions, or states? Here are a few brief ideas to get you rolling.

Be prepared to assertively insert your chamber into economic development.  Do not let your chamber get pushed so far out of the economic development community that your chamber is perceived as simply a “social” or “ribbon-cutting” or “events-only” organization. Get exposed and lend your chamber’s expertise!

As soon as you finish reading this article, set up a meeting with the point person for the local economic development organization to communicate that you want to lend your expertise and network to be a vital member of the economic development team.  Build a vision that makes everyone better “together.”

Of course, you and your leadership must be educated to speak the language of economic development, understand the issues, have an idea of the tools available, and understand the contributions that you can make.  Every state has an Economic Development Association. In Virginia it is known as VEDA, aka Virginia Economic Development Association; in Arkansas it’s called AED, aka Arkansas Economic Developers; and in Nebraska it is called NEDA, aka Nebraska Economic Developers Association.  Find your state’s economic developers group, join it, and get involved—you need a seat at the table to make a difference.  Also, you can attend an orientation briefing or training session produced by your State Department of Economic Development followed up with a courtesy visit to your state’s Director of Economic Development. Then attend a regional BEDC–Basic Economic Development Course–which is normally a week-long course and is a great investment in your professional development.  It should give you a solid foundation in understanding economic development.  This foundation can help you identify where your organization’s strengths lie. To find a BEDC near you, visit iedconline.org.

A sharp tool is a relevant tool, and every chamber should have economic development tools in their toolboxes. Once you’ve been exposed to some of the organizations listed above and educated yourself and your organization’s leaders, the curtains will open and you’ll see all of the economic development opportunities that exist for your chamber.  You will then incorporate economic development strategies into your program of work, which increases your relevancy and impact to the communities that you love.  You will find your a seat at the table and will no longer be on the menu.

 

Megan Lucas
Megan Lucas, IOM, CCE, CEcD
CEO and Chief Economic Development Officer
Lynchburg Regional Business Alliance

Megan is a seasoned community and economic development professional. Her career in the industry spans more than 17 years and includes the states of Tennessee, Nebraska and Virginia.

Megan is currently the CEO and Chief Economic Development Officer at the Lynchburg Regional Business Alliance. She is charged with leading the work of the Alliance, focusing on regional job creation and capital investment. She serves as an entrepreneurial business and economic development thought leader in our region and provides innovative, forward-thinking leadership for the organization and the Alliance Board.

Megan is the past chair of the U.S. Chamber of Commerce Foundation’s Institute for Organization Management Board of Trustees. She has been an Institute instructor for almost ten years teaching: Volunteer Management, Marketing Strategies and Economic Development. She also sits on the Virginia Economic Developers Association Board of Directors and the Southern Economic Development Council. Megan is a Certified Economic Developer and a Certified Chamber Executive as well as the recipient of Consultant Connects “Top 50 Economic Developers in the Country.”
Megan is the recipient of the Omaha Public Power District Community Leadership Award, Bellevue Nebraska Person of the Year 2011 award, Women of Distinction Award and 40 under 40 awards.

Megan was born and raised on a Black Angus Cattle ranch in central Missouri. She received her bachelor of arts from Culver-Stockton College, Canton Missouri and Masters of Science from the University of Memphis, Memphis TN.

Megan moved to Virginia in March of 2012 with her husband Tory Lucas, professor of Law at Liberty University.

Megan believes that vision, integrity and passion are the keys to success.

Comments

  1. Jan Bassett says

    July 24, 2013 at 12:56 am

    Thanks for saying this.  We do it right.  Our DDA has a service contract with our Chamber to provideks for Economic Development.  The Chamber Executive Director is also the Economic Development Director.  The DDA pays the Chamber for this service, and our Chamber has now the funds to hire an event/volunteer coordinator while the Exutive Director/Economic Development Director can get out and work with businesses, and organizations to bring a regional prospective and development opportunities to our community.

  • Facebook
  • Instagram
  • LinkedIn
  • Twitter
DONATE NOW!
UPDATE CONTACT INFO
Sign-up for Emails
Approved Provider

About

  • General Information
  • Contact Us
  • Curriculum
  • Prospective Student Toolkit

Sites & Dates

  • Winter Institute
  • Midwest Institute
  • Southeast Institute
  • Northeast Institute

Resources

  • Scholarships
  • Faculty
  • Sponsors
  • Update Contact Info
  • Volunteers

Follow IOM

  • Facebook
  • Instagram
  • LinkedIn
  • Twitter
IOM Blog

Institute for Organization Management - A program of the U.S. Chamber of Commerce © 2022 | Privacy Policy