Home Builders Association of Northern Kentucky Strategic Plan

Transcription

1 Home Builders Association of Northern Kentucky Strategic Plan Revised 1/7/08 Mission Statement To promote and enhance the integrity and visibility of the construction industry and the members of the organization through advocacy, communication, education and political action. Plan Monitor: Paul Bogenschutz, Vice President

2 Introduction If we can know where we are and something about how we got there, we might see where we are trending and if the outcomes which lie naturally in our course are unacceptable, to make timely change. Abraham Lincoln Strategic planning is a tool used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. The process is strategic because it involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; HBAs often must respond to dynamic and even hostile environments. Being strategic, then, means being clear about the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment. The process is about planning because it involves intentionally setting goals (i.e., choosing a desired future) and developing an approach to achieving those goals. Everything said above to describe what strategic planning is can also provide an understanding of what it is not. For example, it is about fundamental decisions and actions, but it does not attempt to make future decisions. Strategic planning involves anticipating the future environment, but the decisions are made in the present. This means that over time, the organization must stay abreast of changes in order to make the best decisions it can at any given point - it must manage, as well as plan, strategically. Finally, strategic planning is a tool, not a substitute for leadership. Ultimately, the leadership is responsible for using this tool to strengthen organizational performance. Just as the hammer does not create the bookshelf, so the decision-making tools of strategic planning do not make the organization work - they can only support the intuition, talents, and judgment that people bring to their organization. 2

3 I. Strengths, Weaknesses & Opportunities A. Strengths 1. New facility 2. Quality leadership 3. New 4. Company support 5. Qualified workers from Apprenticeship Program 6. Focused education topics to meet variety of industry issues 7. Time, planning and location of events 8. Focus on membership importance 9. Media relations 10. NKB monthly magazine 11. New member orientation 12. New member materials 13. Accessibility of staff 14. Budget planning/review process 15. Diversity of revenues 16. Active committees/councils B. Weaknesses/Challenges 1. Financial statements are complicated 2. Downturn affecting consistent revenue stream 3. Perceived lack of substance of many events (quantity vs quality of events) 4. Technology has brought lack of member touch 5. Shot gun approach to charitable efforts need more focus to serve mission of HBA 6. Need to demonstrate importance of education for education s sake 7. Lack of builder involvement 3

4 8. Need to make improvements to membership retention rate 9. Need to rebuild Ambassador Program and create stronger link with new members 10. Need to increase enrollment and scope of Apprentice Program 11. Need for identification of members involved or interested in government issues 12. Same people on committees create way to get new, fresh ideas, new members involvement C. Opportunities 1. New building 2. Expand Apprentice Training Program 3. Expand membership in outlying counties 4. Increase number of builder/remodeler members 5. Enhance Ambassador connections 6. Improve overall member recognition efforts 7. Increase scope of sponsorships 8. Build home show participation in outlying counties 9. Diversify committee involvement II. Objectives & Strategies and Work Plan Key Issue I: Membership---Oversight ---Bob Schroder Objective A: Increase membership totals Improve overall drive numbers Membership Com. 1 Increase number of Builder/Remodelers Membership Com. 3 Increase number of members in Membership Com. outlying counties, including Robertson /Southern Counties Council & Fleming Increase number of specialty council members Membership Com./Specialty Councils 4

5 Promote Affiliate Member program Membership Com. 2 Membership Dir. Increase knowledge of Spike Program Membership Com. Objective B: Increase annual membership retention rate Improve participation in Building with Membership Com. the Best Program Enhance renewal incentive plan Retention Com. Oct Get new members involved Membership 1 Com./Ambassdor /President Improve communication between Ambassadors, Retention and Ambassador/Retention s May 2008 contacts Assign contact to all new members at Ambassador 3 s HBA events Improve attendance at New Member Orientations Membership Director Membership Com. Key Issue II: Events---Oversight ----Amy Gardner Objective A: Improve participation and revenues from home shows. Host a Condominium Scattered Site Show Improve participation in Cavalcade of Homes in outlying counties Increase participation and locations of projects in Tour of Remodeled Homes. Objective B: Improve membership meetings and other events Home Shows Cavalcade Southern Counties Council Remodelers Issues July

6 Reassess relevance of all events each year to determine if they are still relevant. Better advance planning of all events to avoid duplication and overlap Diversify events and times to meet the needs of a variety of membership segments. Consider new events such as Buy a Builder Lunch, Young s Council Events 1 Events Education Events 2008 Allow Table Top Night exhibitors to Table Top Night 2008 make 60-sec. mic presentation Investigate hosting craft show in building Women s Council Key Issue III: Communication/Industry Image---Oversight ---Kim Wiest-Grosser Objective A: Raise public awareness of the association. Complete overhaul of web site to include public side Continue to utilize media to promote positive industry info. Identify and focus HBA charitable involvement to maximize efforts Web Site EVP/President 3 Jim Stegman with input from councils Promote HBA building to outside groups Staff/Leadership Better utilization of My New KY Home Show Marketing Promote advantages of the Registered Builder Program to the public Marketing Promote accomplishments with media EVP Promote Green Building initiatives Green Building 6

7 Investigate joint advertising programs that involve member companies and HBA Objective B: Increase personal touch with members President to personally contact to welcome all new members Ambassadors to contact new members each quarter and submit online forms Marketing /EVP Marketing /EVP President 3 Ambassadors Membership Board of Directors 1 Directors to be assigned members on 30- day list at each BOD meeting for contact 2 Diversify member communication efforts Staff Recognize members for accomplishments Board of Directors Objective C: Provide quality printed materials Ensure that NKB magazine is delivered in a timely fashion with relevant and accurate information. Expand trades with private publications to get out message at no cost Publisher 1 Marketing 2 Key Issue IV: Government Affairs----Oversight Adam Chaney Objective A: Improve government affairs involvement. Establish and implement procedures to better educate and inform all members on government affairs issues. Leadership State & Local Govt. EVP LDC 6/08 1 7

8 Develop database of members for governmental contacts and appointments on local and state boards and commissions. Use member database above to create network of member reps. who will report to State & Local Govt. on government issues. Increase number of Political Housing Club and Issues Advocacy Fund contributions and participants EVP State & Local Government LDC EVP State & Local Govt. EVP State & Local Government Com. Political Housing Club 6/ Key Issue V: Apprentice Training Program---Oversight --- Jim Stegman Objective A: Increase enrollment Implement marketing plan /Marketing Review and reassess curriculum Advisory s 2 Investigate offering future trades programs (masonry, plumbing) Determine future equipment needs Develop more outreach programs to attract minorities to the construction trades Advisory s/ Advisory / Advisory s/ 3 8

9 Key Issue VI: Education---Oversight --- James Kegley Objective A: Inform members of the value and importance of continuing education. Advertise and promote all professional designations (Registered Builder, Certified Graduate Associate, Certified Graduate Remodelor, etc.). Develop more programs aimed at Associate Members Offer programs for specific market conditions (sales process, management, networking, down market, etc.) Offer classes in outlying counties Green Building Program (how to get qualified and certified) Insert fliers in NKB for field -non office education opportunities Investigate alternative delivery systems (i.e. online) Brand and market education program (what s in it for them) Offer seminars on Registered Builder Program (member and public) Education Education Associates Council BOG Education Education Green Building Marketing Prof. Reg. Builder Com. Dir. of Prof. Dev

10 Key Issue VII: Finances---Oversight --- Barbara Drees Jones Objective A: Identify ways to increase Revenue Improve Millennium Club & Sponsorship Opportunities/Investigate ways to package opportunities together for a more efficient system. Look at alternatives sponsorship of Calendar of Events, weekly s Utilize Millennium Club money for things other than drinks and entertainment Expand website revenues (MLS listings, target relocation companies, etc.) Investigate parternering of Home Products Expo to increase/protect revenues All/ Marketing/Events s Events Website Events/Marketing s December 2008 Utilize building grants and offerings EVP ongoing Increase educational offerings 1 May need an ad hoc committee to look at this as a whole 2 Draft a proposal for BOD consideration Objective B: Continue to improve the budget Account for continuing fluctuations in membership throughout the year in the monthly statements Investigate alternative processes for reporting of overhead expenses with goal of making them more understandable Build reserve funds Finance Treasurer/Director of Finance/ Finance Finance Quarterly 3 September 2008 ongoing 10

11 Key Issue VIII: Building---Oversight --- Bill Butt Objective A: Better utilize HBA building Improve appearance of meeting rooms Building Operations Increase rentals All 2 Increase room sponsors Marketing 3 Objective B: Plan for future building needs Update capital reserves schedule Develop equipment maintenance schedule Consider building of outside storage building for trailer and outside events Finance Finance Building Operations Items Completed in 2006 Objective & Strategy Assigned to Date Status Returns Received 1. Create member profile form Ambassador Club 2006 completed 2. Recognize members by their anniversary dates Membership Com Completed/ 3. Identify 1 st year members and why Retention Com 2006 Completed/ they drop out. 4. Consider raising continuing Registered Builder/Remodeler 2006 Completed 11

12 education credits Com. 5. Identify and build a training facility Future Housing needs task force 6. Provide continuing education credits to Realtors 7. Identify and secure sources of funding for building Edu. Com. SMC/Exec Vice Pres 2006 Completed Completed Past Presidents 2006 Completed 8. Create a Future Building Needs Task Force Immediate Past President 2006 Completed 9. Identify training and education needs in the new building 10. Consider partnering with likeminded associations/companies 11. Determine the value of the existing building Education Dir. Future Building Needs Task Force 2006 Completed/ Past Presidents 2006 Completed/ Past Presidents 2006 Completed Items Completed in 2007 Objective & Strategy Assigned to Date Status Returns Received Events 2007 Completed/ 1. Recognize committee/council members at luncheon 2. Promote member benefits Membership 2007 / Dir. of Membership/EVP Dan Martin Events

13 3. Create council chapters in outlying counties and get more involvement 4. Establish overall calendar of events Events Events 5. Enhance Apprentice Program curriculum 6. Complete new training shop equipment needs Advisory s/dir. of Dev. Advisory s/dir. of Dev. 7. Expand member governmental affairs education/involvement 8. Increase number of new members Membership Com. 9. Improve industry image with media and government officials State & Local Govt. Com./EVP EVP/ State & Local Govt. Com./LDC/ Codes Com Completed/ 2007 Completed/ Completed/ Improve financial reporting systems Finance Com Completed / Finance 11. Further diversify revenue sources All 2007 Completed 12. Generate additional revenue from Dir. of 2007 education workshops/programs Dev. III. Implementing the Plan The work plan is the last step in developing the strategic plan and is most frequently developed after the mission statement, objectives, and the board of directors has approved strategies. The work plan is developed by assigning strategies to committees, individuals or task forces who will be instrumental in implementing specific parts of the strategic plan. Developing the work plan 13

14 provides an opportunity for participation by those who will be responsible for implementing the plan. Association staff is also instrumental in the development of any plan of action. A comprehensive plan of action should answer the following questions: What needs to be done to accomplish each strategy? Who should do it? When should it be started and/or completed? What are the anticipated costs, including both human resources and direct expenses? How will accountability be measured? It is important to build into the work plan enough sponsors, champions, and other personnel along with enough time, money, and attention, administrative and support services, and other resources to ensure successful implementation. It is also important to remember that what actually happens in practice will always be some blend of what is intended and what emerges along the way. Work plans and their timelines serve as guidelines, not rules set in stone. They can be deviated from, but deviations should be understood and explained. Several types of plan formats are used by organizations in assigning and monitoring the various tasks. 14