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WOODSTOCK DISTRICT CHAMBER OF COMMERCE

STRATEGIC BUSINESS PLAN 2013Your chamber, your future

2 Strategic Plan 2013: Your Chamber, Your Future

STRATEGIC PLAN 2013STRATEGIC PLAN 2013

Table of contentsTable of contents

Strategic Plan — One page summaryStrategic Plan — One page summary ................................................. .................................................0303

The Planning ProcessThe Planning Process ............................................................................. .............................................................................0404

WhereWhere ...................................................................................... ...................................................................................... 0505

Vision StatementVision Statement .................................................................................... ....................................................................................0505

Strategic PrioritiesStrategic Priorities .................................................................................. ..................................................................................0505

GoalsGoals ........................................................................................................ ........................................................................................................0606

NowNow ......................................................................................... ......................................................................................... 0707

Historical chartsHistorical charts............................................................................................................................................................................0707

Strengths and WeaknessesStrengths and Weaknesses ................................................................... ................................................................... 1010

Opportunities and ThreatsOpportunities and Threats ..................................................................... .....................................................................1212

HowHow .......................................................................................... ..........................................................................................1313

Critical Success FactorsCritical Success Factors ......................................................................... ......................................................................... 1313

SuccessStrategies WorksheetSuccessStrategies Worksheet ............................................................... ............................................................... 1414

How will we get there?How will we get there? .......................................................................... .......................................................................... 1616

StrategiesStrategies .................................................................................................. ..................................................................................................1717

AppendicesAppendices .............................................................................................. .............................................................................................. 1818

The Planning TeamThe Planning Team ................................................................................. ................................................................................. 1818

Strategy Priority and Responsible PersonsStrategy Priority and Responsible Persons ......................................... ......................................... 1919

Summary of Director Interviews and Member MeetingSummary of Director Interviews and Member Meeting .................. ..................2020

Action PlansAction Plans............................................................................................................................................................................................2121

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The strategic planning function is designed to answer three basic questions:

WHERE

NOW

HOW

THE PLANNING FRAMEWORK

1. Where are we going?

2. Where are we now?

3. How will we get there?

5Strategic Plan 2013: Your Chamber, Your Future

VISION STATEMENT

We will be the premier association in Woodstock for a diverse membership of businesses engaged with each other for mutual benefi t and self-improve-ment.

We will better our community by advocating for a business-friendly envi-ronment that fosters growth, innovation and prosperity.

We will support the Canadian Chamber of Commerce through the Ontario Chamber of Commerce in its vision to “build a world-renowned business environment that fosters a competitive Ontario.”

STRATEGIC PRIORITIES

To focus the planning process the Planning Team developed four strategic priorities:

Membership growth

Member engagement

Financial stability

Brand awareness

WOODSTOCK DISTRICTCHAMBER OF COMMERCE


To further focus the planning process the Planning Team developed specifi c goals for each of the functional areas of the organization:

Membership

To increase the number of net new members by 48 annually beginning the year ending December 31, 2013

To reduce annual member losses to 24 by December 31, 2014

To achieve minimum market penetration of 25% in each signifi cant business sector in our market area by December 31, 2015

Finance

To maintain an annual operating surplus of $10,000 beginning the year ending December 31, 2013, to be reviewed annually

To be fi nancially stable in areas of liquidity, reserves and equity

To increase total revenue by 5% annually commencing the year ending December 31, 2013

To provide an accurate fi nancial report package to board members 1 week prior to board meetings commencing January, 2013

To generate suffi cient revenue to cover our fi xed costs by the year ending December 31, 2015

Human resources

To be prepared for the succession of all management roles by December 31, 2014

To have adequate people resources, internal or external, for growth

To provide our employees with the tools and skills to succeed in their roles

Governance

To maintain 50% of experienced board members each year commencing the year ending December 31, 2013

To have one board member from each signifi cant business sector in our market area by December 31, 2014

To optimize the performance of the board

To improve Board member knowledge

Advocacy

To increase the awareness of our membership of our advocacy activities by June 30, 2013

To increase the WDCC infl uence in local, provincial and federal policy decisions

To increase member engagement in, and ownership of our advocacy projects

To ensure all advocacy projects are consistent with Canadian/Ontario/Woodstock Chamber of Commerce guidelines

Programs and events

To increase member involvement in program and event execution

To increase member attendance/participation in programs and events

To ensure programs and events appeal to all of our membership by being balanced in types (social versus educational) and sector focus.

To maintain overall annual profi tability on programs and events

GOALS


The Planning Team conducted extensive analysis on each of the functional areas of the organization to enable a complete understanding of the current situation of the Chamber. The following charts illustrate a few historical trends in membership, revenue and profi tability.


Revenue and expenses


Operati ng surplus and members


Strengths, weaknesses, opportunities and threats (SWOT)

To further clarify the current situation of the Chamber the Planning Team conducted a SWOT analysis. We reviewed the internal strengths and weakness of the Chamber and the external opportunities and threats.

Strengths and weaknesses

Finance

Strengths Which means

Improved accounting and fi nancial reporting

Management and directors have good information to make decisions

Effective budgeting No surprises; good use of available fi nancial resources

Strong cash reserves Able to weather temporary declines in cash fl ow, profi tability

Strong sponsorship revenue Can offset weak membership fees

Good collections — cash fl ow Always able to meet obligations

Generally profi table Sustainable operations; stable

Weaknesses Which means

Memberships not coveringoverhead expenses

Sponsorships and programs profi ts must help cover overhead; not available for special projects

Tight budgeting — just covers expenses

Funds not available for special projects

No long-term fi nancial plan for sustainability

One or two bad years can render organization fi nancially weak

Lack of key performance indicators/dashboard information

Management and directors not aware of organization performance or fi nancial position

Member fee structure does not refl ect value to members

Members re-evaluate membership due to cost-benefi t

Membership


Membership numbers on growth trend

Some membership tactics are effective

Good new member welcome program

Reinforcing member purchase decision — good chance of retention

General manager effective at attracting new members

Membership is diverse — industry segments, demographics

Appealing to wide business market

Image is improving — more “hip” Appealing to younger business owners

Membership fees are good value for money

Fees should not be a negative in membership purchase decision

Sales person does good job Membership should grow


Directors not referring or introducing potential new members

Growth is slower than potential; could be connecting with a wider market.

Low market penetration Portion of market not aware or not convinced of benefi ts

Sales targets not aggressive enough Salesperson underachieving; growth slower than potential

Weak member retention Diffi cult to increase membership; some members don’t see value

Poor communication of value of membership

Members will re-evaluate mem-bership periodically; members may not refer potential new members.

Weak brand familiarity Potential new members not aware of Chamber

Members not engaged in Chamber activities

Members question value; unengaged members at risk of leaving


Governance Advocacy


Diversity of board members Representative of businesscommunity

Good board member nomination and election process

Attract best skills and commitment; members confi dent on the board

Good committee chaircommunication

Consistent methods; common vision; work together

Good continuity Consistent delivery of programs; reduces risk

Strong policies, procedures, by-laws Effective governance structure; builds confi dence

Large board spreads work out Able to manage many projects


Board members do not understand the extent of commitment required

Some board members underperform so some projects not done well; other board members overextended so may leave — GM must fi ll gaps

Lack of accountability Some board members not effective

Lack of prestige in being a board member

Diffi cult to attract good board members

Lack of orientation, education and communication

New board members take long time to become effective

Lack of knowledge of, and adherence to policies and procedures

Weak governance; risk of error


Advocacy projects are relevant to members

Members may see value inmembership

Strong participation on business and industry committee

Effective advocacy

Many successes in advocacy projects

Raises profi le and awareness of Chamber

GM is connected, aware and active in advocacy role

Increases effectiveness of advocacy; inspires other members

Good leverage of relationship with Ontario Chamber of Commerce

Better chance of successfuladvocacy

Chamber is politically savvy, strategic

Better chance of success; attractive to members

Chamber has a strong voice locally Adds value to membership


Lack of communication of advocacy successes and current projects

Current and potential members not aware of Chamber value

Lack of people to conduct advocacy activities

Must be selective in choosing projects

Lack of accountability Some projects may not be as effective

Lack of awareness of criteria for acceptable projects

May be engaged in projects that are outside of mandate, or irrelevant to members


Programs and events

Human resources


Good diversity of programs Appeals to wide variety of current and potential members

Good member attendance Indicates relevance and value

Programs and events are profi table Should be money available for other projects; can hold membership dues reasonable

Valuable to members Helps member retention

Well-managed and planned Reduces time commitment; helps ensure success; reduces risk

Relevant to members Helps member retention and attraction


Large time commitment Need many people

Too many events Need many people; time-consuming for GM

Crowded event schedule Need many people; risk of poor execution

Too few people involved in event execution

Risk of poor execution

Opportunities and Threats

After analyzing the organization’s strengths and weaknesses, we brain-stormed for the opportunities that are available to the organization and the threats it may encounter. Each of these is external to the organization. Opportunities can be capitalized on for the benefi t of the organization, while threats may need to be guarded against to ensure the organization is not derailed on its way to its goals.

Opportunities

Increase membership from local economic growth

Increased visibility and relevance through more alignment/engagement with Ontario Chamber of Commerce

Partnership with local/provincial governments, governmental agencies and other local Chambers

New people moving to Woodstock with new ideas — potential new members and fresh ideas for Chamber

Link Chamber with local business successes

Appeal to younger generation of business owners

Monitor competing organizations for new ideas and threats

Increase social media presenceStrengths Which means

Strong GM Effective management

Good event planning Effi cient use of available people

Board is engaged in people planning Good people decisions

Good performance management Helps employee retention;improves employee performance

Effective job descriptions Effective use of employees;improves performance

Working board with diverse skills Reduces requirements for employees

Good bookkeeper GM can focus on high value tasks


GM is at or beyond capacity Not available for high value tasks

Volunteer board members do not have enough time for Chamber activities

More tasks required for GM

Lack of succession or contingency plan

Sustainability of Chamber at risk

Not enough people Must be selective and effi cient

Lack of fi nancial resources Cannot afford to hire additional people

Threats

Economic downturn — decrease in membership

Other organizations competing for new members and available time from current members

Negative publicity

Social media

Lack of skilled labour in region — makes it less attractive for new business


CRITICAL SUCCESS FACTORS

Critical success factors represent the attributes that the organization must possess in order to be successful. Creating a ‘winner’s profi le’ helps the Planning Team direct strategy development towards a successful outcome.

Finance

Accurate, timely fi nancial reporting

Strong balance sheet — surplus, reserves, liquidity

Profi tability

Governance

Accountability of directors

Diversity of directors — skill sets, business sector, gender

Strong leadership

Continuity of directors

Membership

Consistent growth

Keeping the members informed

Member engagement — active involvement

Member perception of value

Member retention

Diversity of membership

Human resources

Strong leadership

Adequate and appropriate staffi ng

Continuous education and development

Succession planning

Clear expectations

Advocacy

Issues and positions must be consistent with Chamber mandate and ideology

Communication of projects and successes

Effective advocacy process

Being connected — municipal government, WEDAC, OCC, CCC

Engagement of members

Programs and events

Overall profi tability

Diversity — appeal to a wide variety of members

Valuable to members — fun, relevant, educational

Attendance

Director involvement


The Planning Team was asked to identify all of the obstacles that must be addressed to enable the organization to accomplish its goals.The strategies developed were then linked to the obstacles, ensuring that the team addressed each of them.

SUCCESSSTRATEGIES™ WORKSHEET

MEMBERSHIP

Goals

• To increase the number of net new members by 48 annually beginning the year ending December 31, 2013

• To reduce annual member losses to 24 by December 31, 2014

• To achieve minimum market penetration of 25% in each signifi cant business sector in our market area by December 31, 2015

WHAT ARE THE OBSTACLES? WHICH STRATEGY?

1. No dedicated salesperson to focus on member increase

A, I, J

2. Economic conditions impact newmembership potential

C, B

3. New members resistant to fee increases B, C, D, F

4. Lack of fi nancial resources for marketing and advertising

A, C, E, F, R

5. Lack of regional economic growth B, D

6. Board members not generating new member leads

A, E, K, L

7. Competition from other businessoriented associations

A, B, C, D, E, O, P, Q

8. Lack of awareness of benefi ts of being a Chamber member

B, C, D, E, F, K, L, P, Q, R

FINANCE

Goals

• To maintain an annual operating surplus of $10,000 beginning the year ending December 31, 2013, to be reviewed annually

• To be fi nancial stable in areas of liquidity, reserves and equity (need metrics)

• To increase total revenue by 5% annually commencing the year ending December 31, 2013

• To provide an accurate fi nancial report package to board members one week prior to board meetings commencing January 2013


1. Economic condition has negative impact on membership

C, I, E

2. Staff overload — not enough people means increase in wage costs

A, F, H, I, J, K, L

3. Attrition of members reduces revenue A, C, E,F, I, J, M, O

4. Expensive to implement strategic plan E, F

5. Members resistant to fee increases C, E, F


HUMAN RESOURCES

Goals

• To be prepared for the succession of all management roles byDecember 31, 2014

• To have adequate people resources, internal or external, for growth

• To provide our employees with the tools and skills to succeed in their roles


1. Unexpected staff turnover G, H, I, J

2. Lack of fi nancial resources E, F

3. Lack of time due to shortage of staff A, E, F, H, I, J, K

4. How do we match staffi ng with growth A, G, H, I, J

GOVERNANCE

Goals

• To maintain 50% of experienced board members each yearcommencing the year ending December 31, 2013

• To have one board member from each signifi cant business sector in our market area by December 31, 2014

• To develop and board member evaluation program byDecember 31, 2013

• To develop a board member orientation/education program byDecember 31, 2013


1. Diffi cult to hold volunteers accountable A, F, G, H, M, N, L

2. Low voter turnout for director election B, D, K, L, M, N, O

3. Lack of time to devote to governance due to shortage of staff

E, F, I, J

4. Board member resignations B, L, M, O

ADVOCACY

Goals

• To increase the awareness of our membership of our advocacyactivities by June 30, 2013

• To increase the WDCC infl uence in local, provincial andfederal policy decisions

• To increase member engagement in, and ownership ofour advocacy projects

• To ensure all advocacy projects are consistent with Canadian/Ontario/Woodstock Chamber of Commerce guidelines


1. Lack of awareness of Chamber advocacy activities

A, B, C, D, K, L, N, O, R

2. Not enough members engaged inadvocacy activities

A, B, C, D, N, O, R

3. Not enough Chamber representation at government functions

A, B, I, N, O, R

4. Chamber not aggressive enough in advocacy activities

A, B, I,O

5. Not using Ontario and Canadian Chamber resources

B, H, I, N, O

PROGRAMS AND EVENTS

Goals

• To increase member involvement in program and event execution

• To increase member attendance/participation in programs and events

• To ensure programs and events appeal to all of our membership by being balanced in types (social versus educational) and sector focus

• To maintain overall annual profi tability on programs and events


1. Scheduling sometimes confl icts with other community events

P, F, H

2. Lack of fi nancial resources for advertising E, P, Q

3. Members do not open emails —ineffective communication

B

4. How do we fi nd out why members are not attending?

A, B, P, R

5. How do we set admission pricefor new events?

G, P, Q

6. How do we set schedule to appeal to largest member group?

P, Q, R

7. Lack of participation of large employers B, C, D, E, N, P, Q


The culmination of the strategic planning process is strategy development. All of the work completed by the Planning Team is brought to bear on developing the strategies that:

1. Capitalize on the strengths of the organization

2. Mitigate the weaknesses

3. Exploit the opportunities available

4. Guard against the threats

5. Create the factors that are critical for the organization’s success

6. Overcome the obstacles

7. Move the organization towards its goals

Obstacles

Opportunities

Goals Critical Success Factors

Threats

Weaknesses

Strengths

StrategyDevelopment

HOW WILL WE GET THERE?


The Planning Team developed and agreed upon the strategies that follow. Each of the functional areas was addressed during strategy development. All of the obstacles have been addressed by one or more of the strategies. Each of the strategies is referenced to the SuccessStrategies™ worksheets and linked to the obstacles that they address.

Strategy # Strategy

A Engage a salesperson to expand membership

B Develop and implement a marketing and communication plan

C Develop and implement a new, value-based member fee structure

D Develop and implement a new/prospective member mentor program

E Increase selling efforts on corporate sponsorship program

F Develop additional non-core revenue sources (i.e. China trip)

G Develop and implement an enhanced monthly reporting package for the board of directors

H Develop a standard operating procedure manual for Chamber administration

I Develop a staffi ng plan to forecast employee needs up to 24 months, including researching government employment funding programs

J Implement training and development plans for all employed positions

K Develop and implement a board member evaluation program

L Develop and implement a board member orientation and education program

M Conduct a by-law and governance model review

N Pursue accreditation through the Canadian Chamber of Commerce

O Increase Chamber advocacy activities

P Develop and implement a rolling 24-month program and event plan

Q Develop evaluation criteria for assessing the success of a program or event

R Conduct an investigation into the feasibility of implementing a customer relationship management system


The Planning Team

Name Position Company

Martha Dennis General Manager Woodstock District Chamber of Commerce

Ted Beynen President Forvan Technologies

Diane Langner Past President Woodstock Print and Litho

David Coad First Vice President D.W. Coad Financial Services

Ifhan Huda Second Vice President Quality Hotel and Suites

Megan Porter Board Representative Boston Pizza

Paul Chambers Director Lloyd’s Electric

Lee Anderson Director Anderson Kia

Seamus Gardiner Director VIP Home & Garden

Brent VanParys Facilitator BDO Canada LLP

APPENDIX I


STRATEGY PRIORITY AND RESPONSIBLE PERSONS

Priority Strategy # Strategy Lead Support

1 B Develop and implement a marketing and communication plan Paul Chambers

2 A Engage a salesperson to expand membership Martha Dennis

3 E Increase selling efforts on Corporate Sponsorship Program Martha Dennis

4 H Develop a standard operating procedure manual for Chamber administration Martha Dennis

5 F Develop additional non-core revenue sources (i.e. China trip) Martha Dennis Ted Beynen

6 C Develop and implement a new, value-based member fee structure Martha Dennis Ifhan Hudda

7 O Increase Chamber advocacy activities Seamus Gardiner Martha DennisPaul ChambersDavid Coad

8 I Develop a staffi ng plan to forecast employee needs up to 24 months,including researching government employment funding programs

Martha Dennis Ted Beynen

9 R Conduct an investigation into the feasibility of implementing a customer relationship management system

Ted Beynen Ifhan Hudda

10 L Develop and implement a board member orientation and education program Diane Langner Megan Porter

11 M Conduct a by-law and governance model review Martha Dennis Megan Porter

12 K Develop and implement a board member evaluation program Diane Langner Megan Porter

13 D Develop and implement a new/prospective member mentor program Seamus Gardiner Ifhan Hudda

14 J Implement training and development plans for all employed positions Martha Dennis

15 P Develop and implement a rolling 24-month program and event plan Lee Anderson Martha Dennis

16 G Develop and implement an enhanced monthly reporting package forthe board of directors

David Coad Ifhan Hudda

17 N Pursue accreditation through the Canadian Chamber of Commerce Martha Dennis

18 Q Develop evaluation criteria for assessing the success of a program or event Lee Anderson

APPENDIX II


Summary of director interviews and member meeting

October 2012

In August 2012, we held a general members’ meeting facilitated by Brent VanParys, assisted by BDO staff. The purpose was to inform the members about the process of strategic planning and provide them with anopportunity for input. After the meeting, Brent VanParys interviewed a number of Chamber directors to solicit their input. The following report summarizes the key concepts derived from these steps, and the detailed responses to specifi c questions.

Summary of key concepts: View of the future

Providing networking opportunities with other business minded people lends itself to building business connections and community relationships.Opportunities exist to become familiar with other local businesses and what they have to offer, and to hear different perspectives on issues that face the local business community from a wide range of people and experiences.

Special events are one of the many benefi ts offered by the Chamber. Through up-to-date and conventional methods of contact, all Chamber members are made aware of the many events and programs designed to boost participation. Fresh ideas and events will keep the interest of young and old, new or long-term members.

The Chamber keeps abreast of current market issues affecting theimmediate area. Generally, it engages in focused, planned, and deliberate efforts to ensure the views of local businesses are heard and understood. The Chamber needs to demonstrate it has the ability to infl uence local policies.

Current and future members are the key to the success of the Chamber. Concentrated effort must be placed on the marketing for, and thecommunication with, potential, new, and current members. All types of people from all types of businesses should be welcomed with open arms, and feel the sense of belonging right from initial contact. Benefi ts andopportunities need to be communicated and reinforced on a continuous basis.

Members of the Chamber are generally encouraged to get involved, be engaged, and provide as much support as they can. This helps provide the membership with new ideas, new energy, and assists in growing thevolunteer pool to prevent volunteer burnout. Experience from young and old is welcome in the general membership, committees, as well as the board. All members should be informed of Chamber events and all should promote the events to ensure their continued success.

APPENDIX III


RESPONSES TO QUESTIONSWhat do you value the most about your membership in the Chamber?

ADDITIONAL COMMENTS

Networking opportunities with other business owners and customers; building strongrelationships; feeling of connectedness; gathering in one place; like-minded persons

Special events availability

Knowledge and learning opportunities; having resources to ask questions; large amountof expertise in the membership; offers different perspective on issues; variety of people

Gives updates on by-laws and government issues

Provides an opportunity to give back to the community

Advocacy role; lobbying on behalf of businesses on important issues; ability to infl uence policy and outcomes

Adds credibility to a business by being a member of the Chamber

Puts a face to a business; name familiarity in the marketplace

Provides opportunity to stay current with what is changing in the community;addressing market issues

Potential for business development

Provides support for local businesses; keeping it local

Encouraged that young people are getting involved; good recognition for new members

Good benefi t plan availability

What are the greatest challenges that you believe the Chamber will face in the next fi ve years?

ADDITIONAL COMMENTS

Defi ning and communication of the value and benefi ts of being a member; members perception of value from membership, for both small and large business

Having all types and sizes of organizations feel that they should belong

Competing against other organizations for peoples’ time and attention


Retention of members, attracting new members, expanding to other than traditional members

Lack of diversity in membership

Diffi culty in managing, tracking, and use of technology (social media, communication); using it to increase attendance at events

Aging business population (high percentage over 55 yrs old)

Appealing to Generation Y; modernize special events Keeping social events fresh

Increase in absenteeism of head offi ces results in more businesses not seeing relevance or benefi t of the chamber

Planning for succession of management

Staffi ng for growth

Perception of exclusiveness (viewed as club or clique); “old boys club”

Financial viability

Current members aren’t focused on bringing referrals to the organization

Volunteer burnout; engaging members to participate; too few people doing the work; keeping the Board engaged

Keeping and increasing energy in the Chamber

Making Chamber accessible and attractive to businesses

Adding further value to the membership

De-emphasized interaction due to increase in internet usage

Smaller business size means less people involved and less revenues; lack of time and money to enable participation

Lack of structure to governance, meeting and decision making process; Board needs to be active, accountable and in charge; more structure required

Too many business organizations; heightened competition

Fees in times of economic diffi culty

Too wide in its appeal in advocacy issues

Resistance to change

What are the greatest challenges that you believe the Chamber will face in the next fi ve years?


What tactics were implemented by the Chamber that did work?

ADDITIONAL COMMENTS

Hiring a bookkeeper

Good management

Fear regarding fi nancial challenges Changed focus on importance of budgets

Making the board aware of fi nancial diffi culties

Personal contact to prospective and new members

Business After 5 events and other special events Great celebrations

Variety of special events that are offered (Taste Odyssey, Happy Tap, Business After 5)

Implementation of voting system at Awards of Excellence

Rallying about an outside threat; fi ghting for a common cause

Availability of corporate sponsorships

Availability of corporate partnerships

Networking opportunities

All candidate’s night

Website improvements; good use of current technology

What tactics were implemented by the Chamber that did not work?

ADDITIONAL COMMENTS

First attempt at some of the new events; need to determine what went wrong to fi x further events from experiencing same results

Some events subsequent turn out to be successful

Lack of communication of who the Chamber is and what they do


What tactics were implemented by the Chamber that did not work?

Meeting start and end times may not be communicated, and not always adhered to

Stale ideas and events; keeping the status quo General topic training events poorly attended

Charging of fees for Business After 5

All candidates’ night Lack of participation and support from the Chamber members

Lack of aggression with marketing

Not testing new fee structure

Timing of events may confl ict with other events

Complacency in board and committees; too comfortable

Not keeping membership

Not sharing in responsibilities; lack of spreading task assignments to more people

Members not selling Chamber events

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