September 28, 2009
Table of Contents
 Introduction ……………………………………………………
3
 Section 1: Where We’ve Been and Where We Are
 Operating Environment ………………………………… 4
 CIFFA Internal Operating Analysis …………………… 9
 The Voice of Members ………………………………… 13
 Section 2: Where We’re Going and How To Get There
 CIFFA Mission ………………………………………….. 20
 Strategic Imperatives …………………………………... 23
 Key Initiatives/Action Plans ……………………………. 33
 CIFFA Strategic Plan Summary ………………………. 46
 Next Steps …………………………………………………………… 48
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
2
Introduction
This report has been prepared to present key background/contextual
information presented, along with findings and conclusions reached at
the September 15, 2009 CIFFA Board of Directors Strategic Planning
session.
The report was created by Gary Breininger of Breininger & Associates Inc.,
who was the session Facilitator.
www.breiningerassociates.com
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
3
Operating Environment
Note: Information in this section was taken from a separate Operating Environment information package that was
developed/presented at the strategy session – see separate document for full details.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
4
Industry Size
Canadian Freight Forwarding Industry National Market Size by
Revenue Source 2009E - $9.9B
Warehousing/Dist.
6.5%
Other
5.7%
Transportation
70.9%
Customs
Clearance
16.9%
Source: Statistics Canada Organizational/Finance Dept., Breininger & Associates 2008 Canadian Freight Forwarding Industry Report
and Proprietary Forecasting Model. Figures intended to represent billed revenues of Canadian-based companies whose primary line
of business is Freight Forwarding (including NVOCC’s).
 At just under $10B in 2009, the Canadian Freight Forwarding industry is sizeable, and
dominated by transportation services
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Industry Structure
Canadian Freight Forwarding Industry Breakdown by Company
Size
100+
14.3%
50-99
14.3%
'1-9
33.3%
'10-49
38.1%
Source: Info Canada. Breininger & Associates 2008 Canadian Freight Forwarding Industry Report.
 The Canadian Freight Forwarding industry is dominated by small companies
(company’s with less than 50 employees = 71.4%)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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CIFFA Industry Penetration
Total Canadian Freight Forwarding Establishments - 2009 (Total
= 1,593)
CIFFA Members
36.5%
Non Members
63.5%
Source: Info Canada (U.S. SIC 7319-08). CIFFA (all Regular member locations across Canada).
 At 36.5%, CIFFA’a estimated penetration of Freight Forwarding firms is moderate
 Penetration among larger freight forwarding organizations (who are sophisticated
enough to use and value the services of an industry association) is quite high, and
estimated at 75%-80%
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Key Trends/Issues
 Forecasted low to moderate market growth
 Capacity
 Increasing regulatory/security related government programs
 Fuel
 Market price levels
 Labor/Unionization (Consolidated FastFrate case)
 Blurring of lines between logistics service providers
 Continued shift towards deferred services
 Profitability (Incl. cost control/reduction)
 Industry Consolidation
 Environment
Source: Breininger & Associates 2008 Canadian Freight Forwarding Industry Report. Breininger & Associates 2009 Canadian Courier &
Logistics Market Trends Report. CIFFA Executive Director.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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CIFFA Internal Operating
Analysis
Note: Information in this section was taken from a separate CIFFA Internal Operating Analysis information
package that was developed/presented at the strategy session – see separate document for full details.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
9
Key Performance Metrics –
Overall Dashboard
Education
Financial
Committees
Communications
Member
Satisfaction
Membership
Levels
Buying
Programs
Source: CIFFA Executive Director.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Key Performance Metrics –
Selected Highlights
 Compound annual revenue growth between 2006 and 2008 was impressive at 12.5%
- additional growth is forecast for 2009
 Net profitability increased substantially between 2006 and 2008 – an operating
surplus is also forecast for 2009
 After making a strategic investment in Education in 2007, members equity has been
on an increasing trend
 Total education compound annual revenue growth between 2006 and 2008 has been
impressive at 16.0%
 Education has, and continues to also be the driver of profitability
 Education participation rates grew at a 10.5% compound annual growth rate between
2006 and 2008
 Total membership compound annual revenue growth between 2006 and 2008 has
been impressive at 12.8% - 2009 levels are expected to reach an all time high
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Key Performance Metrics –
Selected Highlights
 Overall member retention in 2009 was just under 95% - success was greatest among
Regular members (where the retention rate was just over 96%)
 CIFFA currently has a large number of Board committees, all of which consist of a
single member (whose mandate is to enlist other aid/support as required). Data on the
effectiveness of these committees is not formally monitored
 The laissez faire committee structure means some committees are more effective
than others (in addition to the fact that some are viewed as being more important)
 The 3 regional committees each have several members, but there is a lack of
consistency in terms of organization issues such as how to join the committee, meeting
frequency, etc.
 There are currently 4 group buying programs offered through CIFFA -Information
regarding participation rates is not formally measured
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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The Voice of Members
Note: Information in this section was taken from a separate CIFFA Member Satisfaction Survey information
package that was developed/presented at the strategy session – see separate document for full details.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Importance Ratings
Importance Ratings by Factor
Education Programs
3.8
Industry Information
3.8
Price/Value
3.8
3.7
Communication
3.6
Secretariat Staff
3.5
Committees
3.4
Average
Importance Rating
= 3.5
3.5
4.0
Advocacy
3.2
Web Site
3.0
Networking Events
0.0
0.5
1.0
1.5
2.0
2.5
3.0
Note: High, Medium and Low answer options translated into 4 point scale to allow for comparison to actual satisfaction scores provided
(Low = 1, Medium = 2.5 and High = 4).
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Satisfaction Scores
Satisfaction Scores by Factor
3.9
Secretariat Staff
Communication
3.7
Education Programs
3.7
3.6
Networking Events
Price/Value
3.5
Industry Information
3.5
Advocacy
3.5
Committees
3.4
Web Site
3.4
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
Overall
Satisfaction Score
= 3.6 (or 90.0%)
4.0
15
Action Planning – Gap Analysis
Comparison between Satisfaction Scores and Importance
Ratings
Importance Rating
4.0
3.5
St
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In
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3.0
A
Importance/Score
Satisfaction Score
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Action Planning – Quadrant Analysis
High
Action
Vigilance
Needed
Continuous
Maintain
Improvement
Low
Low
Satisfaction
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
High
17
Action Planning – Quadrant Analysis
High
Industry Info, Committees,
Education, Price/Value
Advocacy
Communications, Staff
Web Site, Networking Events
Low
Low
Satisfaction
High
Note:
- Quadrant assignments based on delta between satisfaction and importance, and importance
- Importance mid point based on 3.5. Urgency mid point based on .1 delta.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Action Planning – 4 Most Important
Industry Information
• Type of information available – 3.5
• Timeliness – 3.5
Committees
• Results achieved – 3.3
Lowest Score
Areas
Education
• Prices – 3.3
Price/Value
• Value received (for membership) – 3.4
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Mission
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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What is Our Mission?
Our mission is to represent and support members
of the Canadian International Freight Forwarding
industry in providing the highest level of quality
and professional services to their clients
Final Consensus: Current mission is still applicable and relevant to carry
the organization forward over the next 3 years.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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What is Our Mission?
Key Word
Strategic Implication
Represent
Advocacy, Industry Promotion
Support
Education, Provide Information
International
Membership Composition Focus (Services Offered)
Freight Forwarding Membership Composition Focus (Type of Business)
Client Service Quality
Ultimate Value to be Delivered to Members
Re-committing to the current mission provides clear direction on a
number of strategically relevant issues that can be used to guide the
development of future action plans and decision making at both the
Board and Secretariat level.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Strategic Imperatives
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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The “Ideal” Business Association
 Purpose = to determine where CIFFA is
positioned versus the “ideal” business
association
 Instructions – Place CIFFA on the bulls
eye map where you think it belongs versus
the “ideal” association, and make notes
why you placed it where you did
Conclusion
Note: Data points represent a random sampling of
opinions from participant attendees about CIFFA’s
positioning vs. the “ideal” business association, and
not an entire group census.
Source: Ideal Association Bulls Eye Exercise
While opinions on CIFFA’s exact
positioning varied, all agreed it is
“closer” than “further” from the ideal.
Regardless, continuous improvement
should always be a key operating mantra.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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The “Ideal” Business Association
 Strong Education Program
 Engaged, Effective Board
 Vibrant Membership
 High Levels of Member Retention
 Effective Advocates/Are Heard
 Promotes Industry Ethics/Standards
 Reputable/Good Brand
 Continuously Improves
 Global Reach & Presence
 Promotes Achievements/Successes
 Member Participation/Engagement
 Great at Communication
 Provide Information
Conclusion
 “Give Back”
 Promotes Industry
 Financially Sound
 Meets “Realistic” Member Needs
To be “ideal”, an Association must
address a variety of key issues that
ultimately drive overall member
value and satisfaction
 Good Value for Fees
Source: Ideal Association Bulls Eye Exercise
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Strategic Imperatives – Full List
A – Committees (Incl. Regional, Volunteerism,
Engagement)
K – Member Retention
B – Performance Measurement/Dash boarding
(Member Information, Satisfaction)
M – Value Delivered
C – Membership Composition, Qualification and
Certification
O – Industry Promotion
D - Advocacy/Government Relations
E – Education (Courses/Type/Delivery Methods and
Employer Support)
F – Environment
G – Communications/Information Provision
H – Member Engagement – General
I – Board/Governance
L – Financial Health
N – Giving Back
P – Networking (Options/Participation
Levels)
Q – Associate Member Value
R – Secretariat Staffing (Levels/Structure and
Succession Planning)
S – Alternative Revenue Sources (Selling
Courses)
Source: HBR Case Study Group Exercise
J – Alliances (Industry/Cargo/Carriers and Other
Associations
Session participants identified a total of 19 broad “strategic imperatives”,
or key success factors for CIFFA
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Strategic Imperatives – Full List
Facilitator Observation
There was strong linkage between the strategic imperatives that emerged
from the Harvard Business Review Case Study group exercise, and the
individual Ideal Association Bulls Eye exercise – this indicates a strong,
deep rooted belief among participants that the points raised are indeed
the “most important”
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Strategic Imperatives – Short List
A – Committees (Incl. Regional, Volunteerism,
Engagement)
B – Performance Measurement/Dash boarding
(Member Information, Satisfaction)
C – Membership Composition, Qualification and
Certification
D - Advocacy/Government Relations
Most
Important
E – Education (Courses/Type/Delivery Methods and
Employer Support)
F – Environment
G – Communications/Information Provision
H – Member Engagement – General
Note: Selection of “8” based on attendee opinions
about how many strategic issues could reasonably
be addressed given resource and time availability
realities.
Source: Strategic Imperative Group Ranking Exercise
8 of the 19 initial ideas were identified as being the most
important
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Strategic Imperatives –Short List
Selecting 8 “short list” strategic imperatives does not mean other
strategic or important items will not be addressed in the ongoing
operations of the Association (eg. Governance).
“Most important” in this context simply refers to areas where extra
attention, focus and action needs to be placed to drive success.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
29
Strategic Imperatives – Short List
Source: Strategic Imperative Group Ranking Exercise
There was broad consensus among all four working groups about the
relative importance of the 8 short listed issues
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Imperative
Code
E
Strategic Imperative Name
Total
D
G
C
Education ( Courses/ Types/ Delivery Methods/ Employer
Support, Designations
Advocacy/ Government Relations
Communications/ Information Provision
Membership Composition/Qualification/Certification
12
13
18
H
A
Member Engagement-General
Committees ( Inc. Regional, Volunteerism, Engagement)
20
21
B
Performance Measurement/ Dashboarding ( Member
Info/Satisf)
Enviromental
24
F
6
30
Strategic Imperatives – Short List
Facilitator Observation
The strong degree of alignment among the 4 working groups in terms of
the importance ranking of the 8 short list strategic imperatives indicates a
Board that is highly unified in it’s beliefs about what the organization
must do to excel – this will significantly increase the probability of success
when taking action.
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Strategic Imperative Importance
Continuum
Education
Most
Important
Advocacy
Communication
Membership
Composition
Committees
Member
Engagement
Environment
Performance
Measurement
Less
Important
Note: Importance based on a combination of impact on success, ease of implementation and strategic importance.
Placement on continuum based on relative position based on range of importance rankings developed through
Nominal Group Technique (where 6 was the most important, and 30 the least).
Source: Initial Ranking Group Exercise
Education, Advocacy and (Member) Communication emerged as the
three “most important” of the top 8 strategic imperatives
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
32
2010 Key Initiatives/Action
Plans
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Session participants worked in groups to develop one or more actions to
address each of the 8 strategic imperative areas indicated in the previous
section of the report.
For reporting purposes, individual action plans developed during the
session have been grouped into 8 broad initiative “areas” (unifying
themes/statements that correlate back to the 8 strategic imperatives).
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
34
Initiatives/Action Plans
Strategic Imperative: Education
 Initiative Name: Excellence Through Education
 Description: Continue to evolve CIFFA’s technical course curriculum to maximize the
level of professionalism and expertise at member firms, and also attract new, younger
talent to the industry (via PFF/professional designation).
 Initiative Action Plans:
 Develop/introduce a higher level “Module 3” course
 Promote Professional Freight Forwarder designation
 Conduct member research (focus groups) to explore/identify additional content
requirements and associated issues (eg. e-based course delivery options)
 Responsibility
 Education Committee, D. Burek
 Timing: Moderately Urgent/Important (Start in Next 12 Months)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Strategic Imperative: Advocacy
 Initiative Name: Advocacy Leadership
 Description: CIFFA will continue to strengthen it’s position and reputation as “The
Voice of Freight Forwarding in Canada” to government, the logistics industry in Canada
and around the world and shippers.
 Initiative Action Plans:
 Establish Government Relations Committee Chair
Document/distribute existing advocacy issue list to obtain member input on what
to keep, remove or add (new emerging/new items)
 Develop blog to better communicate developments and facilitate senior level
input/comments
 Track and publicize activities, key developments and results achieved
 Responsibility
 Government Relations Committee, R. Snowden
 Timing: Very Urgent/Important (Must be Done ASAP)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Strategic Imperative: Performance Measurement
 Initiative Name: Measure to Succeed
 Description: Use a number of two-way communications/surveying methods with
members to ensure the organization is delivering and maximizing value.
 Initiative Action Plans:
 Implement a regular (annual) Member Satisfaction survey (using the 2009 study
as a base)
 Assess and act on opportunities for other surveys to obtain member input on
areas of operational focus (eg. advocacy issues)
 Responsibility
 R. Snowden with external research/ consulting firm
Timing: Less Urgent/Important (Can be Done When Resources Available)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Strategic Imperative: Membership Composition
 Initiative Name: Best in Class Membership
 Description: Use Membership requirements and the CIFFA Code of Ethics to continue
to increase the level of professionalism and ethics within the Canadian Freight Forwarding
industry.
 Initiative Action Plans:
 Review and revise CIFFA member entry requirements (eg. security, PIP, Executive
and Officer Bonding, etc.)
 Review/update CIFFA Code of Ethics as required
 Responsibility
 Membership Committee, Ethics Committee, M. Massoud, R. Snowden
 Timing: Less Urgent/Important (Can be Done When Resources Available)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Strategic Imperative: Member Engagement
 Initiative Name: Membership Engagement
 Description: Increase the number of individuals within CIFFA member organizations
that are actively involved in Association activities and/or are actively interested
in/following progress and actions.
 Initiative Action Plans:
 Expand the use of the “working group” concept now being used for Air issues
 Increase real time communication/important information via the CIFFA web site,
and other possible options (eg. Blog concept per Advocacy initiative)
 Responsibility
 R. Snowden, M. Jobin (Communications Officer)
 Timing: Moderately Urgent/Important (Should be Done in Next 12 Months)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Strategic Imperative: Communications
 Initiative Name: Communications Plus
 Description: Ensure that all possible methods of communication are leveraged to
provide members with relevant information in a timely, easy to receive manner.
 Initiative Action Plans:
 Establish blogs for various areas of the Association’s operations (eg. for each
committee and/or issue being addressed within committees). This will include
creating rules of engagement/protocols when using blogs
 Explore other e-channel communication and information provision options
 Responsibility
 Public Relations Committee, R. Snowden, M. Massoud, M. Jobin
 Timing: Moderately Urgent/Important (Should be Done in Next 12 Months)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
40
Initiatives/Action Plans
Strategic Imperative: Committee’s
 Initiative Name: Committee Revitalization
 Description: Review and revise the structure, focus and methods of communicating
results achieved for all CIFFA committees to further increase volunteerism and
participation levels across the country
 Initiative Action Plans:
 Establish/publish information about regional committees and their operations
(how to join, regular meeting schedule, agenda setting process, etc.)
 Expand number of individuals on Board committee’s beyond 1
 Set formal goals/objectives for all committee’s (and track/communicate actual
performance)
 Responsibility
 President, Regional Committee Chairs, R. Snowden
 Timing: Very Urgent/Important (Should be Done ASAP)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans
Strategic Imperative: Environment
 Initiative Name: Environmental Stewardship
 Description: Explore and gain an understanding of the environmental issue and how
CIFFA will become involved (if at all)
 Initiative Action Plans:
 Establish Environmental Committee (and Chair)
 Investigate issue and provide recommendations report to Board (eg. including
environmental statement in Code of Ethics)
 Identify and implement options to “green” the CIFFA office (recycling, organics,
etc.) where possible
 Responsibility
 President, Environmental Committee Chair, R. Snowden
 Timing: Less Urgent/Important (Can be Done When Resources Available)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans –
Individual Committees
Air Freight
 Security (and Secure Freight) /IATA/FIATA billing change implications - CASS
 E-Freight
 IATA/CIFFA working group decision
Sea Freight
 Export/import customs inspections - formaldehyde
 B13A export documentation reporting automation
 Application of GST for on land freight forwarding and routing
Customs
 Focus on freight forwarding related customs issues (vs. customs in general)
 Customs examinations: CBSA – BCCC Sub-Committee on Cargo Examinations
 Promote mandatory, electronic, export reporting
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans –
Individual Committees
Education
 Funding for Asia Pac Gateway Skills Foundation
 Other actions as described in Excellence through Education initiative
Membership
 Explore revisions to membership and fee structure
 Review “value” (cost/benefit analysis) of membership
 Other actions as described in Best in Class Membership core initiative
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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Initiatives/Action Plans Summary
Total of 20 Action
Plans
Plus Areas of
Focus/Goals for 5
Core Committee’s in
2010
Very Urgent/Important = Advocacy, Committees
Moderately Urgent/Important = Education, Member
Engagement, Committees
Less Urgent/Important = Performance Measurement,
Membership, Environment
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
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CIFFA Strategic Plan
Summary
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
46
Communications
Plus
Individual
Committees
Foundational
Advocacy
Leadership
Financial Health
Best in Class
Membership
Committee
Revitalization
Environmental
Stewardship
Membership
Engagement
Measure to
Succeed
Initiatives
Performance
Accelerators
Member Retention
& Growth
Excellence Through
Education
CIFFA’s Mission
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
Mission
Overall Industry &
Member Growth
Results
Strategic Plan Summary - “Building on Our
Legacy of Success”
47
Next Steps
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
48
Next Steps
 Secretariat to use this report to create implementation timeline and assess budgetary
impact
 Create draft Business Plan and budget
 Board review- November 5th 2009
 Finalize plan/budget
 Begin execution
Continuously review the Plan to ensure the
hard work and excellent ideas that emerged
from the strategy session are leveraged (eg.
quarterly or semi-annual reviews)
- CIFFA Sept., 2009 Strategic Planning Session Report (Confidential) -
49