Strategic Plan
The Greater Sudbury Chamber of Commerce’s Strategic Plan sets out our strategic goals for the next three years and the action plans to help us reach them.
This plan is a living document that is subject to change, if necessary, throughout its implementation. This strategic plan was created from broad consultation with our members and community stakeholders. It captures the broad themes identified throughout that process. While it captures the ‘big picture’ thinking of our members, it is not intended as a standalone document. It is designed to work in conjunction with our annual business plans which are prepared based on the results from
consultation with our members from yearly surveys.
We are committed to consulting with our members to learn about the effectiveness of the advocacy, programs and services we undertake on your behalf and how we can maximize our efforts to the full benefit of the membership. We value your views and opinions that are critical to our organization’s success.
Executive Summary
This strategic plan was developed based on a snapshot – a point in time – of the economic conditions and the business landscape of our community, province and country and identifies how the Greater Sudbury Chamber of Commerce can play a role in addressing the needs of its members. The Board of Directors of the Greater Sudbury Chamber of Commerce is committed to the on-going delivery of their strategic goals and priorities to insure that the services offered remain relevant to the needs of its members and the broader business community. To this end, the following strategic plan was developed through extensive consultation with current and former members and the broader
stakeholder community.
The individuals surveyed indicated that the chamber plays a positive role and represents the business community well. Ideas were also presented that would propel the chamber to more success in the future. By taking the feedback from the stakeholders, strategic goals have been established, with the themes of advocacy, communications, and membership engagement.
Conclusion
This strategic plan sets the course for growth and opportunity. As we head into the future we must ask ourselves how we can be better.
Each strategic goal expresses the actions required to get us to the next step. While the plan sets out the strategic goals and objectives, it does not indicate how each of them will be carried out. This will be determined by our Board, committees, task forces and administrative staff. Our members’ commitment, involvement and feedback are critical to this process and we welcome your participation
Strategic Goals
Strategic Goal #1 – Advocacy
The chamber will engage in meaningful and relevant advocacy issues and will be recognized as Greater Sudbury’s leading voice for business interests. Our advocacy will impact and influence stakeholders and policymakers.
OBJECTIVES:
• Continue Red Tape advocacy
• Take stand on positions locally, provincially, and nationally
• Strengthen partnerships with other chambers on regional issues
• Focus on chamber’s core strengths and mandate for business
• Meet with elected officials on a regular basis, also meet with the opposition
• Become more responsive on issues
• Identify skilled labour needs of members – advocate for required training
Strategic Goal #2 – Communications
The chamber will optimize its communications processes in order to maximize members’ and stakeholders’ opportunities to be informed of the events, services and advocacy.
OBJECTIVES:
• Improve communications: clear messaging, focused and repeated
• Be proactive in demonstrating members’ successes
• Explore new ways of helping to promote members’ businesses
• Promote the chamber’s website at every opportunity as the place to vote and or comment on chamber advocacy issues and opportunities
• Continue obtaining feedback through direct communications (telephone, focus groups)
• Initiate more two-way communications with members
Strategic Goal #3 – Reinforce our purpose, role and principles
The chamber will ensure that members, stakeholders and the community understand its purpose, role and principles.
OBJECTIVES:
• Produce an advocacy report card
• Be mindful of goal #3 in the chamber’s communications strategy
Strategic Goal #4 – Member Engagement
The chamber will enhance its level of membership engagement.
OBJECTIVES:
• Improve value proposal to membership
• Develop initiatives to increase and maintain members
• Develop strategic partnerships that are linked to strategic directions
• Maintain and strengthen networking programs and services
• Offer more professional development sessions
• Build member relationships one at a time