1. Strategic Planning and Chamber Development Gerard Doyle Chambers of Commerce of Ireland

2. Ingredients for a Good Plan …. Relate to the medium term i.e. 2/4 years Be undertaken by key personnel/stakeholders Include consultation with the membership Focus on matters of strategic importance Be separated from day-to-day work Be realistic, detached and critical Be reviewed periodically

3. Plan Components SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Vision Mission Values Strategies Goals - Objectives Programmes

4. Look Back … Diagnostic How has the Chamber been managed? How has the Chamber been funded? How has the Chamber sought to increase membership or broaden the scope of services? How have productivity/costs moved?

5. Find out the Cause "What stopped the Chamber from?" "What caused such a result?" "Why didn't the Chamber achieve a 25% growth rate?" Go underneath obvious causes …

6. Strengths/Weaknesses Membership – marketing, promotion; Management – systems, expertise; Operations – staff, efficiency, capacity; Services – quality, pricing, range, competitiveness; Representation – quality, effectiveness; Finances – resources, cost performance; Research – effort, direction, resources; Systems – organization, structures.

7. Opportunities/Trends The state of the global and national economy and how local business is competing in the economy. Changes in the marketplace due to economic or social factors. Local economy or social and environmental issues Government laws and regulations. Impact of new technologies.

8. Trends Affecting Chambers Competition from other business organisations, state agencies Changing Business Structure - …… small business growing - large business declining …..Corporate downsizing.. leading to more home based-electronically based business.

9. Trends Affecting Chambers Business Pressure - Changes in society “ people are too busy to go to events any more ” “ entrepreneurs are under huge pressures ” Members More Demanding – want better quality services, at the same price or cheaper Service Needs Changing – less information needed, more how to make sense of information

10. Trends Affecting Chambers Direct Commercial benefits – business development services for members are more important Chambers Role no longer clear, financial pressure forcing chambers to adopt new roles and strategies Need to innovate or disintegrate [specialization – using new technology]

11. Trends Affecting Chambers We must get closer to the customer - establish branches, contact mechanisms Economies of scale are important - mergers and greater regionalisation of Chambers Engage with newly diversified partnership and leadership models in the community

12. Vision The San Diego Chamber of Commerce will be acclaimed as a leader and catalyst in creating value for its members by optimizing their competitive viability in the regional, national and global marketplace.

13. Vision Picture of the organization in 5 years time re its influence, role, size, activities, services, stakeholders, products, structure, staffing etc. Picture-Vision for the Country can help create Vision of the Chamber

14. Vision of Costa Rica Costa Rica is a country with a competitive, sustainable economy, based on equality and prosperity for all.

15. Mission The role of the Metropolitan Chamber of Commerce in achieving its vision is to: Build and strengthen the business culture through: Advocacy - The Voice of Business Networking - Bringing Business Together Leadership - Shaping the Business Environment - Metropolitan Halifax Chamber of Commerce, Nova Scotia, Canada

16. Mission of the Costa Rica Chamber The Costa Rica Chamber of Industry represents and supports the industrial sector to achieve and sustain competitiveness.

17. See Mission Examples Mission - Vision How To Sheet

18. Values (CICR) This organisation, in representing the legitimate interests of the industrial sector will operate at all times with: - Efficiency - Objectivity - Transparency - Seriousness And will itself develop and maintain the highest standards of its excellence in all its work.

19. Strategies Are broad plans for implementing the mission They are not specific or detailed The usually relate to stakeholders “ Strong representation of the industrial sector through building strategic alliances. ”

20. Goals - Objectives Time and Measurement (Result) The Chamber will achieve a 20% increase in membership by the end of 2004. The Chamber will increase its income from member events by 30% by the end of 2003. The Chamber will reduce its operating costs by 10% in 2003.

21. Programmes – Action Plans Implementation plans for the key strategies. These should cover resources, objectives, time-scales, deadlines, budgets and performance targets.

22. 9 Benchmarks of a Successful Chamber 1. Broad Based - Concerned with membership and business development and actively engaged in representation activities, but also involved with local economic development, provides education and training, and extensive information management services. 2. Strong financial position - mix of income from members, products, projects and services and access to funds for investment in new projects, and a contingency fund.

23. 9 Benchmarks of a Successful Chamber 3. Has all the key businesses in the area in membership. 4. Membership expanding annually. 5. Has a strong local brand image and exercises real influence. 6. Devotes substantial resources to innovation (new services, new ideas for local development).

24. 9 Benchmarks of a Successful Chamber 7. Very close to its members and responsive to their needs. 8. Seeks a leadership role in the local community. 9. Well managed with high-grade staff and good people- management.

25. Planning to Plan Planning Team Chairman/President/CEO/Board Member Surveys/Gather data Consultation/Discussion/Feedback One Person responsible

26. Planning to Plan 4 Meetings Planning System Half-Day Board Retreat – Vision. Mission, Values – Appoint Planning Team Draft Plan/Objectives/Goals/Program Presented Feedback meeting Final Board decision Meeting

27. Format of Plan 1) Executive Summary 2) Authorization 3) Chamber Description - Diagnostic 4) Mission, Vision and Values Statements 5) Strategies 6) Goals-Objectives 7) Action Plans-Programmes

28. Format of Plan 8) Budget 9) Description of Process Used 10) Monitoring and Evaluation of Plan 11) Communication of Plan

29. Critical Success Factors Adequate resources (staff, office, program budget, etc), Partnerships with companies, other organizations, agencies, government, Support from member companies, Commitment of chamber officers/ committee members - (this may imply innovative ways of getting people involved) Realistic targets and review mechanisms

30. Implementation Involve those responsible for implementation – Senior Commitment is vital Be realistic – divide into smaller plans Decide who does what, when Regular reviews Appoint one person for implementation

31. Monitoring, Evaluation, Changes Are goals being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, why? Deviating from Plan It ’ s OK to deviate from the plan. The plan is only a guideline, not a strict roadmap which must be followed.

32. Changes – Celebration ! Changing the Plan Be sure some mechanism is identified for changing the plan, if necessary. Celebration Celebration is as important as accomplishing objectives -- maybe more. Without a sense of closure, acknowledgement and fulfillment from a job well done, the next planning cycle becomes a boring grind.

33. Finis --- Strategic Planning Resources Sheet