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A MESSAGE FROM
DARLA LINDBJERG, CEO
Dear valued Chamber members,
It has been my distinct pleasure getting to know you over the last year and starting the ball rolling on what I am confident will be a time of tremendous growth and prosperity in Saskatoon. Since stepping in as CEO of the Greater Saskatoon Chamber of Commerce, my passion for the city has
grown exponentially. There is so much potential here, and I’m excited to work with you on making great things happen.
The Chamber is a grassroots organization with impact in high places. Our voice is heard at all levels of government – local, provincial and national. We have the power to influence policy that will make Saskatoon the best place to live, work and run a business in Canada, and we’ll use our collective voice to drive positive change.
Our focus for the immediate future is increased advocacy. As the voice of business in Saskatoon, we are committed to being a catalyst for engagement and advancement among our members. I look forward to working on your behalf, growing our community, and together creating an even brighter future for the great city of Saskatoon.
Sincerely,
Darla Lindbjerg, CEO
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As the incoming Chair of the Board of Directors of the Greater Saskatoon Chamber of Commerce, I cannot express how excited I am to be part of the team that will be overseeing the Year 1 implementation and monitoring of the new Strategic Plan.
The Chamber’s new plan is based on what is important to you, the membership, with strong consideration to the ongoing success of our diverse business community and overall prosperity for everyone in the Greater Saskatoon area. We are in the enviable position of being able to leverage opportunities afforded to us by the solid work of past Boards of Directors and Chamber management and build for the future with a revitalized team, clear focus, and accountability framework.
I look forward to serving Chamber members and the business community over the next year and count on your support and input.
Sincerely,
Peggie Koenig, Chair
A MESSAGE FROM
PEGGIE KOENIG, CHAIR
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In October 2017, the Greater Saskatoon Chamber of Commerce set out to create a new Strategic Plan, the purpose of which is to set the direction of the organization and guide future decision making.
Over 350 members, including members of the Chamber’s Strategic Committees responded to a survey to identify priorities, and together agreed that the Chamber should focus on three areas: Advocacy – A voice for business, Networking and Connecting, and Education and Training. In January 2018, the Chamber Board and staff met at a planning retreat. The Board considered input from the membership, reviewed best practices from other Chambers in North America, and looked at trends and historical data that could influence the direction of the Greater Saskatoon Chamber. Following the retreat, there were several discussions to ensure the Strategic Plan had clear and measurable goals and could effectively be used to guide the organization in setting priorities, making decisions and allocating resources.
The Board of Directors for the Greater Saskatoon Chamber of Commerce is pleased to present the 2018-2023 Strategic Plan. This new plan lays the vision for where we want to be in 5 years, confirms our mission statement, and articulates the guiding principles and underlying beliefs that direct and influence our attitudes and behaviours.
The Strategic Plan outlines four goals, each of which has a distinct set of objectives, strategies, desired outcomes and key performance indicators. These specific signposts are what will guide the Board and staff in implementing the plan.
The Annual Report will be the measure of success and progress made on each strategic goal. The Chamber will continue to monitor performance as we continue to make Saskatoon the Best Business Climate in Canada.
EXECUTIVE SUMMARY
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A MESSAGE FROM
KELLY BODE, CHAIR
Dear Chamber Members and Supporters,
It has been an honour to serve as Chair of the Greater Saskatoon Chamber of Commerce board of directors over the past year. As I stepped into this role, one of my main goals was to support the smooth integration of our new CEO, Darla Lindbjerg, into the Saskatoon Chamber family,
something that I certainly believe has been accomplished. Another goal was to lead the board through a strategic planning process. Thankfully, I was surrounded by a board full of dedicated business leaders who welcomed and engaged whole-heartedly in the process. We completed an intensive two-day retreat, followed by many brainstorming sessions and monthly meetings, to finalize the plan before you today.
This plan captures our collective desire for meaningful and measurable goals. Not only did we spend the time to examine and ultimately choose four main areas of focus, but we also backfilled those goals with objectives, strategies and performance indicators. We strongly believe that we must be able to report to you, the membership, on where and how we have succeeded, and this plan will allow us to do that. Perhaps what resonates most for me about this plan is that we have crystallized what I believe to have been an underlying purpose of the Chamber’s work for decades – yes, our mandate revolves around promoting prosperity in business, but we support business because we know that success in business provides the foundation for a healthy and strong community.
I am so proud that our new strategic plan is rolling out as my term as Chair comes to a close, and I am abundantly confident that this plan will serve us all very well. I look forward to seeing what successes surely await the Chamber, the business community and Saskatoon as a whole.
Sincerely,
Kelly Bode, Chair
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VISION
MISSION
The voice of business in Saskatoon; representing and advocating for the best
business climate in Canada.
INTEGRITY We act with honesty and don’t compromise on the truth.
COURAGE We act with courage, challenge the status quo and focus on the future, and look for new and innovative ways to grow.
INCLUSIVITY AND DIVERSITY We recognize and support the diversity of our business community and are committed to ensuring the Chamber is inclusive of Indigenous and New Canadian businesses and partners.
OPEN COMMUNICATION AND TRANSPARENCYWe value community builders who can connect and bring people together. We are open and transparent and encourage people to share their ideas and views.
PURSUIT OF KNOWLEDGE We value the use of knowledge and data to make informed decisions
Building and promoting a strong community through prosperity in business.
GUIDING PRINCIPLESTHESE ARE THE UNDERLYING BELIEFS THAT GUIDE AND INFLUENCE OUR ATTITUDES AND BEHAVIOURS:
HISTORY OF THE CHAMBERThe roots of the Greater Saskatoon Chamber of Commerce stem back to 1903, when Saskatoon was granted a Charter with a population of 535 people. That very year, the Saskatoon Board of Trade was formed, and over the next century the BOT served to draw settlers and business interest to the area. In 1978, Tourism Saskatoon was established, and the BOT became known as the Greater Saskatoon Chamber of Commerce. Since then, the Chamber has played an instrumental role in the economic advancement of Saskatoon. Its influence has helped to steer decisions on a variety of landmark additions to the city, including rail lines, the University of Saskatchewan, Prairieland Park, and the development of Saskatchewan’s natural resource industry.
W. Hopkins’ Hardware Store 1907
Sir Wilfred Laurier laying the foundation stone of the University
of Saskatoon July 29, 1910
Broadway Bridge 1946
The CPR Bridge, 1890
21 street, looking west, 1913
King Edward School, 1913
Board of Trading buidling, 1907
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ADVOCACY The Chamber is the voice of business in Saskatoon and a meaningful and impactful advocate for it.
MEMBERSHIP The Chamber is the first choice for membership among businesses and provides value to its members.
INDIGENOUS ECONOMIC GROWTH The Chamber supports and fosters growth and sustainability for Indigenous businesses.
ORGANIZATIONAL EFFECTIVENESS The Chamber uses best practices to govern its operations and utilizes data to drive decisions.
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The following goals are set for the Chamber over the next five years
OBJECTIVE 1.1
ADVOCACY & POLICY FRAMEWORK
OBJECTIVE 1.2
STRENGTHEN RELATIONS & NETWORKS
ADVOCACYThe Chamber is the voice of business in Saskatoon and is a meaningful and impactful advocate of it.
STRATEGY
STRATEGY
STRATEGY
STRATEGY
Contribute to policies that affect business through research and business intelligence.
Develop guiding principles and a process for advocacy that includes providing data and research to promote the economy.
Develop and maintain strong relations with government, industry and community.
Strengthen the Chamber network within Saskatchewan and Canada.
• Public opinion has been influenced by the Chamber’s campaigns
• Recommended changes to policy are adopted
• The Chamber promotes real data and evidence; positions are non-partisan and pro-economy
• Key stakeholders seek the opinion of the Chamber; decision makers in government and industry
• The Greater Saskatoon Chamber of Commerce will take a leadership role within the chamber network
Increase the Chamber’s influence in local, provincial and federal policy decisions.
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OUTCOME
OUTCOME
OUTCOME
OUTCOME
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
Develop new relationships and expand existing relationships.
The Chamber is conducting research and policy development on three targeted issues utilizing the advocacy model. At least one of these policies will relate to the population shift in Saskatoon and area.
Utilize guiding principles to develop and implement a model for advocacy on identified issues.
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OBJECTIVE 2.2
GROWTH
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MEMBERSHIPThe Chamber is the first choice for membership and provides value to members.
STRATEGY
STRATEGY
STRATEGY
Offer events that are relevant and in high demand by members and the business community.
Increase non-dues investment.
Increase brand recognition of the Chamber and its value proposition.
• Events are in high demand with high attendance
• Increase non-dues revenue by 3% annually
Membership finds value in attending the networking and signature events.
Market penetration of Affinity Programs increases.
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OUTCOME
OUTCOME
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
OBJECTIVE 2.1
NETWORKING
OBJECTIVE 2.3
COMMUNICATIONS
STRATEGY
Increase membership.
• Membership growth of 8% over 3 years
• Membership is 13% - 14% of market share
• Increased awareness of programs and benefits to members
• The Chamber is visible through the media and in the community
Promote the value and benefits of membership, and inform/educate our members and stakeholders on business topics.
OUTCOME
OUTCOME
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
• Membership has increased overall
• Membership retention rates are high
• Engagement of members increases
• Increase membership of Indigenous businesses
STRATEGY
Develop a strategy for prosperity of Indigenous business in Saskatoon.
• Indigenous business is thriving in Saskatoon
Engage in a conversation with the Indigenous and non-Indigenous business community.
OUTCOME
INDICATORS OF SUCCESS
OBJECTIVE 3.1
INDIGENOUS CONSULTATION & STRATEGY DEVELOPMENT
INDIGENOUS ECONOMIC GROWTHThe Chamber supports and fosters growth and sustainability of Indigenous business.
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STRATEGY STRATEGY
STRATEGY
The Board of Directors use best practices to govern the organization.
The Greater Saskatoon Chamber of Commerce is known as the business intelligence hub for the city and region.
Establish a new office space and meeting rooms for the Chamber.
• Mandates of Strategic Committees have been established to reflect the new Strategic Plan
• Board governance review is completed and implemented
• Resources, technology and processes are in place to manage the collection, analysis and distribution of data; making it available to decision-makers
• Decisions are driven by data
• Develop long-term office strategy that extends beyond five years
Leverage technology and data to improve services and access to information for members and key stakeholders.
Engage board ad-hoc committee, comprised on industry experts, to assist in the process of developing a plan to move to a new office location.
OUTCOME OUTCOME
OUTCOME
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
INDICATORS OF SUCCESS
OBJECTIVE 4.1
GOVERNANCE
OBJECTIVE 4.2
BUSINESS INTELLIGENCE
OBJECTIVE 4.3
OFFICE SPACE
ORGANIZATIONAL EFFECTIVENESSThe Chamber uses best practices to govern its operations and utilizes data to drive decisions.
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Conduct a governance review; identifying and implementing best practices on items including Board structure, frequency of meetings, roles and responsibilities of Board Directors, Committee structure and alignment with Strategic Plan.
