Sarnia Lambton Chamber Of Commerce Strategic Planning Project

Sarnia Lambton Chamber Of Commerce Strategic Planning Project

A Request for Stakeholder Input

The Sarnia Lambton Chamber of Commerce is engaged in a strategic planning project to review its priorities identify future directions. The planning process is being out carried with extensive stakeholder involvement. This discussion paper has been prepared to inform you about the project and solicit your responses to the emerging directions for the Chamber.

The Process to Date

The Chamber formed a Strategic Plan Committee that established project terms of reference and selected an external consultant in to facilitate the planning process. The work plan was finalized at a start-up meeting with the project consultant on October 19, 2007.
In November the consultant facilitated three member focus group sessions and a session with Chamber staff to collect input to the plan. A web template and a short questionnaire were also made available to members unable to attend a focus group. Forty-two members participated in the focus groups and an additional 19 responded to the survey, providing an excellent cross-section of member views.
On November 23, 2007 the Board and President participated in a full-day strategy development session. They reviewed the consultation data, completed an environmental scan, engaged in visioning activities and developed draft high-level goals for the Chamber.

What Happens Next?

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" that will evolve as we hear more from our members. Please read it carefully and consider the questions posed.

You can complete this form on-line below and it will go directly to the consultant. You will have a chance to edit your comments after you press "submit". Focus questions have been provided to guide discussion and feedback. Your responses must be received by Wednesday, January 9, 2008.

The Chamber Executive will meet on January 15 to review the feedback from this discussion paper and finalize the mission, vision and strategic goals. The plan will then guide the growth and development of the Sarnia Lambton Chamber of Commerce over the coming years.

Issued December 19, 2007

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for the Sarnia Lambton Chamber of Commerce was assembled from the consultation data and input at the November planning session.

Strengths:	A large, active and diverse membership Strong products and services Well run, with committed staff Active and engaged members Good visibility with provincial and national Chamber Respect of other Chambers A long history and strong tradition A positive profile with business Advocacy track record Financially sound
Weaknesses:	Low visibility in the general community Need for more penetration in smaller communities and rural areas Challenges in meeting the needs of a diverse membership Member value perceptions Time availability of members and volunteers Succession planning
Opportunities:	Outreach to the County Services/involvement of youth and retirees Additional revenue sources Positioning re: environmental sustainability Marketing the Chamber Membership growth
Threats:	Competition from other organizations Changing government policies Status quo, not keeping pace New businesses not locally managed Economic decline
Any initiatives undertaken by the Chamber will need to build on strengths, rectify weaknesses, capitalize on opportunities and address threats.

Focus Question:

Should any other strengths, weaknesses, opportunities or threats be considered?

Strengths:
Weaknesses:
Opportunities:
Threats:

MISSION, VISION AND VALUES

Mission Statement

A mission statement should be a clear statement of the purpose, mandate and "business" of an organization. The Chamber's current mission statement appears below:

The Sarnia Lambton Chamber of Commerce is the voice of business committed to anticipating and serving the needs of our members and community.

Focus Question:

Have any important elements of the Chamber's mission been overlooked in this statement?

Feel free to suggest revisions to the mission statement.

Vision Statement

A vision statement describes the "preferred future state" of an organization and its stakeholders. Participants at the focus groups and at the planning session completed visioning exercises to identify the following elements of a preferred future for the Chamber:

An expanded range of programs across the region
Significant membership growth
High profile and broad-based recognition
Successful advocacy

The following new vision statement is proposed:

The vision is to be widely recognized as the leading advocate for business for Sarnia-Lambton and effective catalysts for positive change for our members and the community.

Focus Question:

Have any vision elements been overlooked?

Feel free to suggest revisions to the vision statement.

Values

Values are those beliefs that guide an organization as it discharges its mission in pursuit of its vision. The Chamber's values were also reviewed at the focus groups and planning session and appear below with some minor revisions:

A primary focus on serving member needs
Recognition of the importance of volunteers, staff and partners
Integrity, open communications and responsiveness
Respecting historical roots while being a catalyst for growth in the community
Entrepreneurialism and a free market economy

Focus Question:

Have any important values been overlooked?

Feel free to suggest revisions to the values statement.

EMERGING DIRECTIONS

The following draft goals and objectives were developed at the November planning session. They relate to expanded programming, membership growth, advocacy, an elevated profile and organizational development.

Expand and enhance programming:

1.1  Expand the Chamber presence and services in the County and in rural areas.
1.2  Provide programming for specific target groups such as small business, large
       business, agriculture and youth.
1.3  Examine the feasibility of a satellite passport and NEXUS office.
1.4  Continue support of Tourism Sarnia Lambton.
1.5  Conduct ongoing needs assessment and program evaluation.

Grow the membership:

2.1  Launch a campaign to bring new members to Chamber.
2.2  Increase member participation and engagement.
2.3  Ensure that all prospective entrepreneur/business owners are knowledgeable
       about Chamber.
2.4  Explore options for additional member benefits and increase proof and
       awareness of value in the Chamber.
2.5  Employ leading edge technology that communicates with members in a friendly
       effective manner.

Provide effective advocacy:

3.1  Be a catalyst for positive change for all business that will improve the efficiency
       and effectiveness of their operations.
3.2  Advocate for adequate social services, doctors and healthcare that will improve
       quality of life while attracting youth, skilled labour and retirees.
3.3  Advocate for a better political process leading to decisions based on solid data
       that are in the interests of businesses and the community.

Elevate the Chamber profile at a local, regional and national level:

4.1  Maintain and increase partnerships with relevant local organizations with
       mandates that fit with Chamber vision and mission.
4.2  Develop and present more business special and education events in the County.
4.3  Sponsor major events such as a national alternative energy conference.
4.4  Enhance the business ambassador program and expand it outside of Sarnia Lambton.
4.5  Promote the organization externally through "Team Sarnia Lambton".

Develop the organization:

5.1  Review present facilities, staffing and resources to align with and carry out the
       strategic plan and Board priorities.
5.2  Examine options for becoming more involved in the county such as a satellite
       office, partnerships, use of technology, etc.
5.3  Review committee and organizational structure to increase focus in areas of the
       strategic plan such as a small business committee, engaging youth, retirees, etc.
5.4  Develop a Board and staff succession plan.
5.5  Enhance and promote the website.
5.6  Provide Chamber facilities that are handicapped accessible.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Have any important goals been missed?

What do you feel should be the most important priority for the Chamber in the next year?

Individual/Group completing form: (Optional)

Your input is greatly appreciated.