CHBA annual 2011_website.pdf - Canadian Home Builders ...
CHBA annual 2011_website.pdf - Canadian Home Builders ...
CHBA annual 2011_website.pdf - Canadian Home Builders ...
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The <strong>Home</strong> Show brought in just over 6,400<br />
attendees over 3 days, approximately<br />
1,000 fewer than 2009. Net profit for the<br />
show was down approximately $20,000<br />
compared to 2009.<br />
1.1.3 Renovation Show<br />
The Edmonton Renovation Show is a major<br />
intersection between the buying public<br />
and the fast-paced residential construction<br />
industry. It is positioned as the first show of<br />
the year to capitalize on the public’s early<br />
season interest.<br />
The <strong>2011</strong> Renovation Show saw 211<br />
exhibitors, compared to 231 the year before.<br />
This included 11 RenoMark members.<br />
The show brought in approximately 3,100<br />
attendees over three days, down from<br />
6,256 the year before. Net profit was down<br />
approximately $20,000 from 2010.<br />
4.3 Government Relations<br />
<strong>CHBA</strong>-ER’s Government Relations (GR)<br />
program focuses on building and enhancing<br />
two-way communication with a number of<br />
Capital Region municipalities, the Capital<br />
Region Board, the Urban Development<br />
Institute (UDI), and a variety of other<br />
building industry stakeholders. Through a<br />
systemic process of building relationships<br />
with municipal leaders and key decision<br />
makers through formal and informal<br />
activities, a number of important successes<br />
were achieved.<br />
<strong>CHBA</strong>-ER’s GR program aims to create<br />
an industry-friendly policy and regulatory<br />
landscape based on principles of open<br />
and honest communication, excellence,<br />
innovation, collaboration and stewardship.<br />
Its mission is to effectively represent<br />
industry to government by encouraging<br />
and ensuring local decision makers that<br />
economic and regulatory actions enhance<br />
the choice, affordability, and quality of<br />
housing in the Capital Region.<br />
The premise this year was to put in place<br />
measureable objectives, supported by a<br />
related series of strategies, each aligned<br />
with the following six primary goals.<br />
Influencing the regulatory and political<br />
environment in such a way that provides<br />
industry with the franchise to operate;<br />
Building stakeholder awareness,<br />
understanding, and appreciation of the<br />
importance and value of the 2.6B$ home<br />
building industry in the Capital Region;<br />
Developing strategic alliances with<br />
other organizations that may be similarly<br />
impacted by government’s policy, legislative,<br />
and financial (budgetary) decisions;<br />
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