CRANBOURNE CHAMBER OF COMMERCE
STRATEGIC PLAN
2015 - 2017
‘Building Strong Foundations For Growth
and Success’
PO Box 221
Cranbourne Vic 3977
www.cranbournechamber.com.au
[email protected]
Table of Contents
I.
Executive Summary .............................................................................................. 2
II.
Cranbourne ............................................................................................................ 2
III.
Strategic Plan ........................................................................................................ 3
Vision
Mission
Strategic Objectives
IV.
Key Strategic Activities.......................................................................................... 4
Objective: Engaged and supported stakeholders
Objective: Quality Governance Systems
Objective: Sound Financial Processes
Objective: Capacity Building
V.
Appendix: Activity Timing .................................................................................... 7
Short term (by 30 June 2015)
Medium term (by 2015 AGM)
Long term (by 2016 AGM)
Executive Summary
The intent of this strategic plan is to renew the sense of purpose of the Cranbourne Chamber of Commerce.
Implementing this plan over the next two years will set in train a long term renewal for the Chamber. A renewal that will
be identified by growth, vitality and influence.
This intent is expressed through the updated vision for the Chamber which in turn is supported by a set of strategic
objectives. These strategic objectives are realised through a coherent range of strategic activities that express the values
and the vision of the Chamber.
Cranbourne
The Greater Cranbourne area, according to the 2011 ABS census, has a population of around 52,000 people. It lies
within the Local Government Area of the City of Casey which has an overall population of about 270,000. While
Greater Cranbourne figures are not available, the Gross Regional Product of the City of Casey is over $6billion. With
over 16,000 registered businesses in this LGA.
Thus there is tremendous scope and opportunity for the Chamber to be successful.
Changes in Industry Sector of Employment
for Cranbourne Residents
Accommodation and Food Services
Transport, Postal and Warehousing
Wholesale trade
Health Care and Social Assistance
Construction
Retail Trade
Manufacturing
0
200 400 600 800 1,0001,2001,4001,6001,800
2006 Employees
2011 Employees
The Executive team, in a series of three workshops facilitated by Dellium Advisory, met during March of 2015 to
develop this strategic plan.
It is intended that the followed financial benefits be realised by the implementation of this strategic plan:
1.
2.
3.
Increasing profitability of the Chamber
The ability to obtain higher quality resources for Chamber events
Increasing economic activity across the Cranbourne business community
‘BUILDING STRONG FOUNDATIONS FOR GROWTH AND SUCCESS’ – APRIL 2015
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Strategic Plan
Vision
Building strong foundations for growth and success
Mission
We conduct ourselves with integrity, accountability and respect.
The chamber provides a dynamic and vibrant platform for growth and
success for our members and community.
Strategic Objectives
Engaged and supported stakeholders
The Chamber’ stakeholders will be engaged and supported through the
provision of services and events that are of relevance and value
Quality governance systems
The long term performance of the Chamber will be assured by appropriate
administrative processes.
Sound financial processes
A balanced focus on short term and long term goals will ensure the viability
of the Chamber.
Capacity building
Through the consistent and targeted development of its people, the
Chamber’s ability to lead its members will be kept current.
‘BUILDING STRONG FOUNDATIONS FOR GROWTH AND SUCCESS’ – APRIL 2015
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Key Strategic Activities
Each of the Strategic Objectives have a set of related Strategic Activities. These strategic activities are grouped according
to classes of outcome.
It is by undertaking these activities that the Cranbourne Chamber of Commerce will succeed in achieving its vision.
All of these activities are to be undertaken by members of the Executive, or those that they delegate.
Activities are to be completed according to the time lines listed below. In addition, those marked ‘*’ are those that have
been identified as recurring on a regular basis (ie, quarterly, annually) as agreed to by the Executive.
-
Short term:
Medium term:
Long term
by the end of June 2015
by the AGM in September 2015
by the 2016 AGM and as an ongoing process
Objective: Engaged and supported stakeholders
Member Management
Develop a networking event feedback form for ongoing use
Short term *
Create an electronic membership renewal document for website
Short term*
Develop and implement an ongoing member communication plan
Medium term*
Undertake a needs analysis of members
Medium term*
Event Management
Plan and schedule relevant networking events
Short term *
Ensure that the meeting chair close networking events
Short term*
‘BUILDING STRONG FOUNDATIONS FOR GROWTH AND SUCCESS’ – APRIL 2015
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Plan and schedule relevant workshops (for members)
Long term
External Party Management
Identify and invite non-members to host events
Medium term*
Identify and invite main-street traders to events
Medium term*
Plan for, and build, relationships with council, other groups and large organisations
Long term *
Objective: Quality Governance Systems
Marketing Management
Develop and implement appropriate administration processes for all marketing activities
Medium term *
Develop and implement a plan for managing all aspects of the on-line presence
Medium term *
Develop a marketing plan that includes branding and themes, all with a 12 month focus
Long term *
Administration
Develop and implement an ongoing schedule for the review of policies
Medium term *
Develop and implement a Community Award program
Medium term
Develop and establish an (electronic) database for customer relationship management
Medium term
Develop and implement a process that maintains organizational culture (inclu committee changes)
Medium term*
Develop and implement a project engagement protocol
Long term
Undertake a review of committee roles and develop a checklist of actions
Long term *
Develop and implement a process to ensure accountability and responsibility at committee meetings Long term*
Develop and implement a documented set of expectations for working groups
Long term
Objective: Sound Financial Processes
Budgeting
Identify membership targets and relevant income forecasts for 2016 – 2017
Medium term
Develop a budget that includes training, marketing and professional development components
Long term
Identify and undertake the outsourcing of appropriate administration and other relevant tasks
Long term
Identify and develop different income streams (ie: Grants)
Long term
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Objective: Capacity Building
Training
Develop and implement a guide to host networking events
Short term*
Identify training opportunities that will enhance committee skills
Long term*
Develop skills register for committee and members
Long term*
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Appendix: Activity Timing
To enable planning and delegation, the following table lists the strategic activities according to timeline.
The categories used in this table are:
•
Administration (Quality Governance Systems)
•
Budgeting (Sound Financial Processes)
•
Event Management (Engaged and Supported Stakeholders)
•
External Part Management (Engaged and Supported Stakeholders)
•
Marketing Management (Quality Governance Systems)
•
Member Management (Engaged and Supported Stakeholders)
•
Training (Capacity Building)
Short term (by 30 June 2015)
Objective
Engaged and supported
stakeholders
Engaged and supported
stakeholders
Engaged and supported
stakeholders
Engaged and supported
stakeholders
Capacity Building
Category
Member
Management
Member
Management
Event
Management
Event
Management
Training
Key Actions
Develop a networking event feedback form for ongoing use
Create an electronic membership renewal document for website
Plan and schedule relevant networking events ongoing
Ensure meeting chair closes networking events
Develop and implement a guide to host networking events
Medium term (by 2015 AGM)
Objective
Engaged and supported
stakeholders
Category
Member
Management
External Party
Management
Quality Governance
Systems
Marketing
Management
Administration
Sound Financial Processes
Budgeting
Key Actions
Develop and implement an ongoing member communication plan
Undertake a needs analysis of members (including reasons for being a
current member)
Identify and invite non-members to host events
Identify and invite main street traders to events
Develop and implement appropriate administration processes for all
marketing activities
Develop and implement a plan for managing all aspects of the on-line
presence
Develop and implement an ongoing schedule for the review of policies
Develop and implement a Community Award program
Develop and establish an (electronic) database for customer relationship
management
Develop and implement a process that maintains organizational culture
(even as committee changes)
Identify membership targets and relevant income forecasts for 2016 – 2017
‘BUILDING STRONG FOUNDATIONS FOR GROWTH AND SUCCESS’ – APRIL 2015
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Long term (by 2016 AGM)
Objective
Engaged and supported
stakeholders
Quality Governance
Systems
Category
Event
Management
External Party
Management
Marketing
Management
Administration
Sound Financial Processes
Budgeting
Capacity Building
Training
Key Actions
Plan and schedule relevant workshops for members
Plan for, and build, relationships with Council, other groups and large
organisations
Develop a marketing plan that includes branding and themes, all with a 12
month focus
Develop and implement a project engagement protocol
Undertake a review of committee roles and develop a checklist of actions
Develop and implement a process to ensure accountability and
responsibility at committee meetings
Develop and implement a documented set of expectations for working
groups
Develop a budget that includes training, marketing and professional
development components
Identify and undertake the outsourcing of appropriate administration and
other relevant tasks
Identify and develop different income streams (ie: Grants)
Identify training opportunities that will enhance committee skills
Develop an ongoing skills register for committee and members for the
purpose of seeking relevant skills to support specific projects and working
groups
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