Transcript Strategic Plan - London Chamber of Commerce

THE LONDON
CHAMBER OF COMMERCE
STRATEGIC PLAN
2009-2012
THE PREEMINENT
‘VOICE OF BUSINESS’
This document represents the newest vision and direction of the
London Chamber of Commerce for the period 2009 to 2012.
The Strategic Plan renews our commitment to provide an
excellent standard of service and programs designed to
continuously meet the needs of our members.
We look forward to the continued implementation of the London
Chamber of Commerce Strategic Plan. We will need your help
and support to ensure that it succeeds.
Jack Smit, President 2008-2009
Kevin Switzer, Pres-elect
London Chamber of Commerce
INTRODUCTION TO
THE STRATEGIC PLAN
The Strategic Plan for the London Chamber of Commerce
articulates the Strategic Goals for change and the Action Plans
for bringing about that change. This is an adaptive, non-static
document subject to amendment with new and or additional input.
The plan is not designed as a stand-alone document. It is intended to
work in conjunction with each year’s business plans.
We will continue to reach out to our members in order to learn
more about how our programs and services are being received
and, how we can maximize our efforts to the full benefit of the
membership. As a Member of the London Chamber, your views and
opinions are critical to the organization’s success.
WHAT GUIDES US?
THE MISSION
To serve as the Voice of Business committed to the enhancement
of economic prosperity and quality of life in London and Area.
*Lead by a dedicated team of volunteers and full-time professional staff, the
London Chamber will provide a forum for debate on critical issues, act as an
innovative public policy solution provider and be the destination for
networking with other Members of the London business community.
THE VISION
To be known as London’s leading business organization
providing maximum value to its membership by recognizing and
encouraging the private sector’s role as the driving force in the
economy.
PRINCIPLES, VALUES AND
BEHAVIOURS
PRINCIPLES
Professionalism and integrity united in the delivery of
high value services and benefits.
VALUES
Respect for and celebration of the contributions and
achievements of our volunteers.
BEHAVIOURS
Constantly striving to achieve the top ranking among
Chambers and other competing organizations in the execution
of our Vision, Mission and Goals.
EXECUTIVE SUMMARY
As economic conditions and trends in the business landscape reshape the strategy, operations and
success of businesses across the province and around the country, the operating environment of the
London Chamber of Commerce is also changing, along with its focus, its direction and its operations.
During the development of this strategic plan we consulted frequently with the results of our all
member surveys which have consistently indicated that the London Chamber serves its members
well and represents the business community well, but also suggested that the London Chamber
could do even better in the future.
Now is an opportune time for renewal. The London Chamber wants to become the “must join”
business association that is clearly differentiated from others. Renewal starts with a compelling
Mission and Vision – a definition of future success. The renewed vision for the London Chamber is
to be the leading business association in London. By “leading”, the London Chamber will be seen as
the primary and vital link between business and all three levels of government.
It will have a demonstrated impact on public policy and decision-making to the benefit of business
and the broader community alike. The key elements of the London Chamber’s new strategic
direction are summarized in the following pages. It is predicated on being the local leader on a
critical few business issues where its expertise and broad membership base give it a unique
legitimacy. In tandem with that vision, the London Chamber sees itself as the main destination for
network opportunities in London’s business community.
The plan assumes that policy development, advocacy, the member value proposition and the focus
and activities of the organization will be shaped and implemented to achieve these important goals.
Plan at a Glance
MISSION
VISION
Lead by a dedicated team of volunteers and full-time
professional staff, the London Chamber will provide a
forum for debate on critical issues, act as an
innovative public policy solution provider and be a
destination for networking with other members of the
London business community.
To be known as London’s leading business
organization providing maximum value to its
membership by recognizing and encouraging
the private sector’s role as the driving force in
the economy.
STRATEGIC GOALS
1.
2.
3.
4.
5.
To attract, pursue, and retain a membership that reflects London’s evolving and diversified business
community.
To continually enhance the position of the London Chamber of Commerce as London’s most
authoritative voice of business.
To provide resources and programs that enable the success of our members.
To initiate the development of public policy that promotes economic growth and development for the
London area.
To continue to build and reinforce new and existing value-added relationships.
STRATEGIC PRIORITIES
1) Create Communications Strategic Plan 2) Increase membership sales base 3) Undertake resource audit
4) Enhance advocacy efforts
5) Target value-added relationships
6) Grow the brand & the voice
TAKING ACTION
ACTION PLANS
•
Turning goals into reality will be achieved by implementing the Strategic
Priorities listed on the following pages.
•
Implementation will in turn, be accomplished through the Chamber’s
various committees, boards and task forces.
•
These goals and action plans represent only another step in the
continuous improvement process of the London Chamber of Commerce.
•
Strategic planning is not a one-time effort. Once goals are set,
commitment must be maintained, progress monitored, and adjustments
made until those goals are reached.
•
With clarity and a renewed sense of purpose, we can strategically direct
the Chamber through the next three years.
Strategic Objective #1
THE GOAL
To attract, pursue, and retain a
membership that reflects London’s
evolving and diversified business
community.
THE COMMITTMENT
The London Chamber will be a
reflection of our many and varied
London businesses and the people
who operate them.
STRATEGIC PRIORITIES
1.
2.
3.
4.
Membership Sales and Service Committee to identify specific ethnic and specialty business clusters,
i.e. bio-med, medical devices etc. with an aim of developing one-on-one or group discussions to
encourage membership
Chamber to launch a pilot program to feature some articles/information for Hispanic speaking business
community
Board of Directors to provide specialty services and accommodations for ethnic or language based
business organizations, i.e. Hispanic, Dutch, German, Korean etc.
Board of Directors to search out champions to lead charge on diversification of membership
WHO IS ACCOUNTABLE?
BY WHEN?
The Board of Directors with responsibility to Membership Sales
and Service Committee with support from, Sales Staff, CEO/GM
and Marketing and Communications Committee/Director
Commencing Fall of 08 with
Completion by March 2009.
Strategic Objective #2
THE GOAL
To continually enhance the position of
the London Chamber of Commerce as
London’s most authoritative voice of
business.
THE COMMITTMENT
By first being excellent listeners the London
Chamber will deliver best-in-class
communications to its members & the wider
community through accuracy, consistency
relevance and brand discipline.
STRATEGIC PRIORITIES
1.
2.
3.
4.
In support of the Goal we will design and deliver a “Strategic Communications Plan” that compliments
the general direction of the Strategic Plan with the main aim of strengthening the Chamber’s Voice.
We will design a series of “Advocacy Templates” that will enhance the work of both our policy
committees and deliver the results of their work in plain language to our members and the wider
business community.
We will deliver a year-end report that highlights our advocacy work with a section devoted to
results/benefits that actually accrue to the members.
We will continue to dove-tail our efforts with those of the CCC and OCC Communication’s teams
WHO IS ACOUNTABLE?
BY WHEN?
The Board of Directors with responsibility to the Marketing and
Communications Committee along with the Director of
Communications and the CEO/GM.
Commencing January of 09 with
Completion by April 2009.
Strategic Objective #3
THE GOAL
To provide resources and programs that
enable the success of our members.
THE COMMITTMENT
By continually enhancing both the benefits
and learning opportunities available to our
members, we insure not only their future
success, but ours.
STRATEGIC PRIORITIES
1.
2.
3.
4.
As part of an overall resource audit, we will continue to grow our member “Value Proposition” beyond
our current offerings, i.e. “The E-Learning” program
We will build on our existing communications platform (web, magazine, e-newsletter etc) by including
more “how-to-succeed” articles and commentaries as vetted by our Membership Sales and Service
Committee
We will feature more speakers/lecturers with a focus on business knowledge and learnings
We will design a user friendly guide for new members to accelerate their involvement in the Chamber
WHO IS ACOUNTABLE?
The Board of Directors with responsibility to the
Membership Sales and Service Committee as well as the Special
Events and Networking Committee with support from
Communications Director.
BY WHEN?
E-Learning Fall of 2008.
Balance Commencing January
of 09 with completion by
May 2009.
Strategic Objective #4
THE GOAL
To initiate the development of public
policy that promotes economic growth
and development for the London area.
THE COMMITTMENT
No organization in London is better suited or
positioned to offer constructive commentary
on the future of London’s economy. It’s a
leadership role that’s expected of us and one
we’re proud to deliver.
STRATEGIC PRIORITIES
1.
2.
3.
4.
We will proactively deliver constructive and where possible collaborative public policy statements in
the best interests of our members and London’s business community.
We will target and act on key public policy initiatives that are deemed to be damaging to the bottom
lines of business and which affect our ability to compete
We will engage the services of credible experts to assist us in adding credibility to our advocacy effort
We will broker public policy with other like-minded organizations
WHO IS ACOUNTABLE?
The Board of Directors with responsibility to the
Municipal Affairs and Federal/Provincial Policy Committees with
oversight by the Executive and the CEO/GM.
BY WHEN?
Commencing Fall of 2008
with completion by
June 2009.
Strategic Objective #5
THE GOAL
To continue to build and reinforce new
and existing value-added relationships.
THE COMMITTMENT
Organizations, like individuals, are often
judged by the company they keep. The
London Chamber is in good company and
will be judged by how well it keeps that
company.
STRATEGIC PRIORITIES
1.
2.
3.
4.
We will limit our formal relationships to only those organizations that can help us to enhance our value
proposition and grow the membership.
We will determine the organizations we can speak on behalf of versus those we’ll speak together with
We will undertake a more formal SWOT analysis of those organizations we presently partner with
versus those we would like to.
We will look for opportunities to grow the membership by targeting specific organizations that wish to
enhance their credibility and cachet.
WHO IS ACOUNTABLE?
The Board of Directors with responsibility to the
Executive Directors with oversight by the CEO/GM.
BY WHEN?
Commencing Fall of 2008
with completion by
June 2009.
YES – BUT IS IT IMPLEMENTABLE?
The foregoing action plans indicate what must be done if we are to take steps
toward the continual improvement of the London Chamber of Commerce.
They do not indicate in all cases how each of the elements of the plan will be
carried out. This will be determined by the appropriate groups, committees,
boards and task forces along with the administrative staff of the Chamber.
Each strategic goal expresses the action required to get us to the next step.
Only total, Chamber-wide involvement will ensure that these steps and the
ones that follow are successful.
The Board of Directors and Chamber staff has accepted the challenge of
leading efforts to implement this revised strategic action plan.
They entrust it to you for approval.