Starting a Chamber of Commerce

Bring together a diverse group of active business leaders, including owners, managers, and entrepreneurs at different stages of their careers. It is important that participants are currently engaged in business operations; retirees can play a valuable supporting role later.

Start by considering the 5 W’s:

• Why does our community need a chamber?
• What would it do?
• When would it bring people together?
• Who would serve as President and Officers?
• Who would manage planning, invoicing, meetings, and membership?

Once you have clear answers to these foundational questions, engage a broader group of business owners to test the level of interest. Include both established and emerging leaders to ensure a range of perspectives.

Ask: What value would a chamber bring to our community, and how?

• Business luncheons or networking events
• Engagement with municipal or provincial representatives
• Awards or recognition programs
• Local business promotion
• Learning sessions on key business issues
• Access to Chambers Plan, #1 employee benefits plan for Canadian small businesses provided exclusively to chambers members

This is a critical decision point. Before investing significant time or money, assess whether there is sufficient interest, leadership capacity, and a clear purpose.

If demand or capacity is limited, it is appropriate to pause and reconsider at a later date. A chamber should be built on demonstrated need, not obligation.

Begin keeping basic meeting records at this stage. Clear notes will support good governance, serve to protect the chamber and meeting attendees from illegal antitrust actions, and provide helpful context for future leaders.

Choose a clear, professional name, such as [Community Name] Chamber of Commerce.

Registration requirements vary by province. In Saskatchewan, chambers register as non-profit corporations through Information Services Corporation (ISC). Full details are available at: https://www.isc.ca/CorporateRegistry.

Chambers are autonomous and should structure operations to reflect local needs and capacity. In most cases, the membership elects a board of directors that sets strategic direction and hires leadership for the organization.

Popular structures can be classified into two general categories:

• Staffed Chamber – If financially viable, establish a process for hiring an executive (full-time or part time) to run chamber operations. This executive may hire additional staff for support.
• Volunteer Chamber – The most popular when establishing a new chamber, the board of directors delegates tasks to individuals or committees to manage the operations of the chamber in a volunteer capacity.

This is also an appropriate time to formalize record-keeping practices, including meeting minutes and financial documentation.

Advertise broadly and invite interested businesspeople to an initial meeting to formally establish the organization. Bylaws are not yet required at this stage. A board of five to seven directors is ideal, allowing for shared responsibility while remaining efficient. Community members who are not board members may still contribute through events, committees, or special initiatives.

At this meeting:

• Formally establish the chamber
• Elect a Board of Directors

Elect at minimum:

• A President (or Chair)
• A Secretary-Treasurer (or equivalent role)

These positions require time, commitment, and appropriate skill sets. Leadership roles should not be filled out of obligation. If suitable candidates are not available, it is reasonable to delay forming the chamber until sufficient leadership capacity exists.

Once the board is in place, meet to establish priorities for the first year and assign clear responsibilities.

Strong chamber leadership is not about doing everything yourself. A successful President delegates effectively, keeps volunteers engaged, and ensures contributions are recognized. When too much falls on one person, burnout and instability follow.

To build momentum and accountability early, consider:

• Confirming 3 to 5 priorities for Year 1
• Assigning leads for each priority, event, or committee
• Setting simple timelines and check-in points
• Recognizing volunteer contributions consistently

Incorporation requires the establishment of bylaws. Bylaws typically address:

• Member rights, obligations, and admission requirements
• Conditions of withdrawal/expulsion of members
• How and when to call general and special meetings, quorums, voting rights
• Director duties and powers; how to appoint/remove
• Borrowing powers (if applicable)
• Audit of accounts
• Custody and use of the corporate seal
• Making, altering, and rescinding bylaws
• Preparing and custody of minutes, meeting proceedings, books records,
• Time and place at which members may inspect books and records
• Parliamentary procedure
• Dissolution

The board should determine an appropriate annual membership fee and ensure a reliable invoicing and payment process. Open a bank account and confirm signing authorities.

When setting fees, prepare a realistic budget that may include:

• Postage and communications
• Guest speaker or event costs
• Board meeting expenses
• Membership with the Saskatchewan Chamber of Commerce
• Conference or travel costs

Plan conservatively. Adding a 50% contingency and estimating participation at approximately 75% of local businesses helps support sustainability.

Avoid undervaluing membership. Businesses are willing to invest when value is clear and consistent.

Also consider non-dues revenue options, like Chambers Plan. To learn more about how Chambers Plan can support your Chamber, check out this document or find an advisor in your area.

Consistent communication builds trust and engagement.

Most chambers rely on:

• Email updates or digital newsletters
• Social media
• A simple website for information and resources

All communications should be regular, professional, and easy to understand. Consider involving volunteers or students to support newsletters, social media, or member features.

Strong communication reinforces credibility and reminds members why the chamber matters.