These are interesting days for the Saskatchewan Construction Association and the industry as a whole. Our sector has been somewhat insulated from the global recession that has decimated the major world economies. We are eagerly anticipating long awaited labour legislation that will further enhance our industry. With a timely upturn in the world economy, the foreseeable future is reasonably bright. The notable element in all of this is that we are constantly evolving and changing to meet current conditions. This is no more evident than with the initiatives recently undertaken by the SCA Board to move our association forward in an ever changing environment.

Outside factors, beyond our control, along with the inevitable evolution of the industry has prompted us to develop a new strategic plan, This new strategic plan will allow us to focus on the areas of our strengths. We are hopeful that a re-focusing of our efforts in those areas where we can be most effective will allow us to engage our membership and move our industry forward through the next number of years.

Thank you to the Presidents of the Saskatoon, Prince Albert, Moose Jaw, and Regina construction associations for their contributions to the strategic plan. These leaders in the industry provided their perspective and thoughts on the future direction of your provincial association. The result of their input is a more comprehensive and inclusive document that targets SCA's strategic direction now and the years ahead.

I would encourage all of our members to become part of the process. This is your industry, your livelihood. Get involved! The more engaged our membership becomes, the more we can tap into our many resources and fulfill the potential of our new strategic plan.

Kelly MillerChairSaskatchewan Construction Association July 2009

The Saskatchewan Construction Association’s new strategic plan was created out of a continuing dialogue with our membership across the province. The new plan is a refinement and updating of the current strategic plan, Project Cornerstones. Approved back in 2004, Project Cornerstones required updating to reflect new and emerging circumstances in the construction industry. Many of the goals and objectives within Project Cornerstones have been addressed and have been met or exceeded. In light of these circumstances, the SCA Board of Directors decided to begin crafting a new plan that reflects contemporary circumstances, and changing relationships within our industry and the increasingly prominent role advocacy and human resources are playing within our industry.

The new strategic plan is the result of a long process of discussion borne out of the desire to focus and clarify the role and goals of the provincial construction association in relation to the local construction associations. The SCA is focusing on what it does best, while avoiding overlaps and duplication of services with our local construction association partners. The SCA is confident in the knowledge that our local partners will, in turn, understand and respect the roles and priorities of SCA. Together, we can provide seamless, efficient, and a strong menu of services to our membership across the province. The SCA is firm in its belief that our industry is strongest when we work together and focus on what binds us together, rather than what divides us. Our membership expects no less from us.

The SCA Board of Directors and staff want to thank the Presidents of the Saskatoon, Prince Albert, Regina, and Moose Jaw construction associations for participating in a workshop that helped SCA shape this new strategic plan. Their participation in the dialogue was invaluable in helping the SCA to build an updated and practical mission and vision for the future of the provincial construction association.

The crafting of our new plan was facilitated by Greg Fieger of Conroy Ross Partners. Under Mr. Fieger’s guidance, the SCA was able to update and clarify its strategic plan.

As you read the strategic plan, it is important to note that, unlike its predecessor, the document does not contain yearly work plans or targets. Those activities are prepared each year by the office of the President of the SCA in collaboration with the Board of Directors. As with any solid strategic plan, the annual work plans of the office staff bring life to the strategic plan and bring our industry closer to its stated goals in the plan.

The SCA Board of Directors has worked long and hard in developing this new plan. The Board is confident that this new plan reflects a growing and increasingly prominent role the SCA is playing in advocacy, human resources, and member services for our membership. Already, the SCA has seen many high profile successes in its advocacy role. The SCA has risen in prominence as a consistent and strong provincial voice on issues of the day. The media frequently turn to the SCA first for comments on key issues facing our province. Similarly, the provincial government routinely turns to the SCA for advice and information on public policy. Annual meetings with the provincial Cabinet, pre-budget advice to the Minister of Finance, and on-going meetings with Ministers and senior officials provide the SCA with significant access to decision makers. These meetings provide the SCA with tremendous opportunities to help shape public policy.

In addition, significant progress has been made in providing leadership in the broad area of human resources. Targeting resources to highlight career opportunities in the construction trades, developing a scholarship program, a mentorship program, and participating in the Regina and Saskatoon Trades and Skills Centres are just some of the many successes of the SCA.

We welcome your comments on the SCA’s new strategic plan. It is a clear statement of how the provincial association is focusing on its strengths and providing leadership to help our members across the province.

Michael FougerePresident Saskatchewan Construction AssociationJuly 2009

Source: Jackie Stavros & Dan Saint

Strategic

Inquiry

Appreciative

Intent

October 2008

Board & Guests

Engage in Strategic Dialogue

Craik, SK

Strategic Focus Areas& Strategic Priorities

AffirmedStrategic Plan v1

SCA President&

SCA StaffEngage in

OperationalPlanning Dialogue

Regina, SK

Strategies and Associated Initiatives

Strategic Plan v2 / v3

SCA PresidentReviews

Draft v3 with Board

Regina, SK

SCA Revised Strategic Plan

Strategic Plan v4

Early May 2009 July 2009

ActStrategically

-----Live our Plan

2009 - 2012

� This document reflects the output from Board and subsequent staff planning sessions.

� It is meant to reflect the strategic direction that has emerged from Board followed by SCA staff dialogue

� The CEO of the Saskatchewan Construction Association will remove DRAFT after completing a final review with the SCA Board in late May, early July 2009

� It is meant to be a ‘living document’ and will be reviewed / updated on at minimum annual basis

� Labour relations� Work force growth and development� Economic slowdown and uncertainty� Oil prices; Provincial budget assumptions� Canadian dollar, importing / exporting� Relationship building with the Provincial Government� GREEN movement, CAP & TRADE potential� Infrastructure commitment� Regulatory burden� Taxation policy� BUSYNESS, complacency of members to address strategic issues� Quality of work, trending down� Competition from outside for member services� Competition for our members, new members from other provinces� SAFETY – increased accountability, administrative burden, cost, liability� Automation, document control system and information transfer systems

� Advocacy� Human resource development� Political connections� Government relations� Media savvy� Ability to get along� Quality people in our industry� Board configuration enables effective governance� Listening, adapting, finding consensus� Safety experience trending in positive direction� Respect jurisdictions and work collaboratively with Local Associations and CCA to better serve the

industry� Our focus on ‘what’s best for our members’� Social networking, “friendly competition”

� Unique Value Offering:� SCA does the things that individual members can’t / won’t do whether due to time or knowledge constraints.

Our strength in numbers and our diversity is influential. Together we can proactively advance strategic issues at the Provincial level.

� Core Purpose:

� We exist to serve our Member’s interests and advance the long-term prosperity of the construction industry in Saskatchewan.

� In advancing our core purpose, we are:� In tune with and proactively advance Member interests at the Provincial level.

� Engaging and resourceful, focused on enabling our Members’ success.

� Building constructive connections with local and Canadian associations in serving the industry as a whole.

� Vision:

� Our members are instrumental to the prosperity of our Province and the communities within which they live and work. Business owners, trades people and members of the construction workforce are thriving, finding continued challenge, meaning and growth in their work. We operate in a balanced legislative, regulatory, and taxation environment.

� SCA is intimately familiar with and proactively champions the interests of our members. We have the ear of and are trusted by influential people in our Province as well as the general public. Our programs are highly visible and utilized extensively because they add significant value to our Members. SCA’s focus, scope and resource allocation priorities compliment the efforts of the local and national associations.

� The three strategic focus areas for SCA from 2009 – 2012 that were discussed by the Board include:

1. Advocacy

2. Human Resources

3. Member Services

4.Organization Sustainability

– Was added after the Staff Planning Session

• The detail associated with each of the strategic focus areas for SCA follow in the next several slides…

Strategic Objective:#1

SCA is an effective, constructive contributor to Pr ovincial decision-making that positively impacts ou r industry and Members.

Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. SCA is consulted by the Provincial Government

2. We have balanced labor legislation and meaningful immigration policy.

3. Infrastructure remains a priority of government.

4. Our Provincial industry has an effective plan to build its capacity and capability.

5. Our Members express increased levels of value from SCA.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):

Strategies

2. Place SCA at the centre of public debate on rele vant issues…Description: We want SCA voice to matter and to be sought out where the interests of our Members are involved

1. Improve relationship with government on key poli cy issues…Description : We want to ensure SCA builds constructive relationships with key members of government (politicians and administration) so that we are positioned to be heard and we add value to decisions.

Strategic Objective:#1

SCA is an effective, constructive contributor to Pr ovincial decision-making that positively impacts ou r industry and Members.

Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. SCA is consulted by the Provincial Government

2. We have balanced labor legislation and meaningful immigration policy.

3. Infrastructure remains a priority of government.

4. Our Provincial industry has an effective plan to build its capacity and capability.

5. Our Members express increased levels of value from SCA.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):Strategies

4. Build Apprenticeship & training capacity…Description: SCA needs to be at the forefront of efforts to ensure required skill trades are available to our Provincial industry / our Members.

3. Engage SCA Board & Advisory Council to shape pol icy and confirm points of view…Description : SCA public position needs to be grounded in and supported by the Board.

Strategic Objective:#1

SCA is an effective, constructive contributor to Pr ovincial decision-making that positively impacts ou r industry and Members.

Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. SCA is consulted by the Provincial Government

2. We have balanced labor legislation and meaningful immigration policy.

3. Infrastructure remains a priority of government.

4. Our Provincial industry has an effective plan to build its capacity and capability.

5. Our Members express increased levels of value from SCA.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):

Strategies

5. Build research and communication capacity of SCA …Description : SCA requires appropriate skills and capacity to enable us to stay on top of advocacy required to support our Members’ interests.

Strategic Objective:

Our Provincial industry has a skilled, increasingly engaged & productive workforce that provides the capacity and capabilities our Members need to meet the demand for their services.

Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):1. Our members deliver the highest quality construction services on a consistent basis.

2. Our members management / leadership capabilities contribute to their business success.

3. Our Provincial industry is seen as an exemplar in recruiting, training and developing skilled trades people.

4. We have the identified supply of entry level talent as well as proven training capacity to meet the workforce needs of our members.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):Strategies

1. Workforce growth - recruitment

Description : Promote the construction trades as an attractive, rewarding career choice. Connect prospective employees to employers. Assist the industry to reduce barriers to employment and build the diversity of the workforce.

2. Workforce development - retention

Description : Assist members to develop safe, engaging, productive workplaces that thrive on tapping the strength that comes with diversity.

Strategic Objective:

Our Provincial industry has a skilled, increasingly engaged & productive workforce that provides the capacity and capabilities our Members need to meet the demand for their services.

Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):1. Our members delivery the highest quality construction services on a consistent basis.

2. Our members management / leadership capabilities contribute to their business success.

3. Our Provincial industry is seen as an exemplar in recruiting, training and developing skilled trades people.

4. We have the identified supply of entry level talent as well as proven training capacity to meet the workforce needs of our members.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):

Strategies

3. Workforce development - leadership

Description : Assist members with tools that will support them in developing a creative, dynamic workforce.

4. Workforce development - training

Description : Represent construction industry needs with provincial training institutions, to ensure that training programs are industry responsive and validated.

Strategic Objective:

Provide relevant, quality services in a timely mann er.Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. Members are communicated with regularly in a manner that grabs their attention and provide meaningful, relevant information.

2. Members are engaged in dialogue to define meaningful services.

3. Services offered are grounded in Member needs and SCA focus of energy and resources reflects Member priorities.

4. Diversified services that provide additional revenue streams.

5. SCA seeks opportunity for collaboration with LCA’s and CCA with a view to optimizing value to all respective Members through complimentary services, efficient resource use and leveraging the strengths of each respective organization.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):Strategies

1. Enhanced communication to membership

Description : We want all Members to be fully aware of the services and support available through SCA as well as the many accomplishments of our Members and the Association.

2. Improved networking opportunities for our Member sDescription : Our Members time is valuable so all SCA gatherings should provide learning, relationship building, and business development opportunities to ensure their experience is perceived to provide a great return.

Strategic Objective:

Provide relevant, quality services in a timely mann er.Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. Members are communicated with regularly in a manner that grabs their attention and provide meaningful, relevant information.

2. Members are engaged in dialogue to define meaningful services.

3. Services offered are grounded in Member needs and SCA focus of energy and resources reflects Member priorities.

4. Diversified services that provide additional revenue streams.

5. SCA seeks opportunity for collaboration with LCA’s and CCA with a view to optimizing value to all respective Members through complimentary services, efficient resource use and leveraging the strengths of each respective organization.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):Strategies

3. Enhanced communication with LCA’s & CCA

Description : It is important to SCA that we have quality, collaborative relationships with Associations, focused on municipal and national industry objectives .

Strategic Objective:

Ensure sustainability of SCA as a healthy, high per forming Association.Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. Stable, effective operating model and resourcing framework.

2. Diversified revenue streams associated with new services

3. Streamlined financial and management reporting.

4. Effective governance with clear accountability at all levels.

5. Engaged, committed volunteers and team-members.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):Strategies

1. Build accountability into SCA work.

Description : Every volunteer and staff person should have clarity of expectations and be provided with the resources and support to successful deliver to these expectations.

2. Establish new sources of revenue.

Description : We want to build revenue streams that compliment the dues Members provide the organization through appropriate, value-adding service offerings.

Strategies & Initiatives (i.e.: “How” we will achiev e the expected outcomes):Strategies

3. Streamline Management & Financial Reporting.

Description : We want to ensure our Board is making informed decisions in a timely manner. To enable this our Board requires clear, relevant understandable information that is easy to produce.

Strategic Objective:

Ensure sustainability of SCA as a healthy, high per forming Association.Expected Outcomes (i.e.: “How” we know we achieved o ur objectives):

1. Stable, effective operating model and resourcing framework.

2. Diversified revenue streams associated with new services

3. Streamlined financial and management reporting.

4. Effective governance with clear accountability at all levels.

5. Engaged, committed volunteers and team-members.

Advocacy Human Resources

MemberServices

Sustainability

President

Bookkeeper &Administration

Executive Director

HR Coordinator

As a small staff, we each have our primary area of focus (column in which our role label appears) but we must be willing and able to support each of the four strategic objective areas. Focus, accountability, resourcefulness and team-work are critical to our success!

Our Board provides strategic direction and will work with our President to ensure the SCA strategic plan is ‘alive’ as indicated through our focus of resources, talent and time.

Board Governance / Strategic Direction