Westside Home Builders Association

Strategic Plan
Affiliate Services Strategic Plan Westside Home Builders Association Mission Statement We are a progressive organization comprised of building industry professionals working to improve quality of life through the promotion of sensible economic growth and quality construction/development. Facilitated by: Andrea Raggambi PLAN MONITOR: David Reynolds Director, Affiliate Services NAHB 1201 15th St., NW Washington, DC 20005 1 (800) 368-5242 Email: araggambi@nahb.com 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. I. Expectations To survive Strategy to increase participation Maintain/increase membership – stay in business Prioritize issues Stay strong Create common goals/vision - unite counties Learn the process Learn something new Increase participation in programs II. Strengths, Weaknesses/Challenges and Opportunities A. Strengths Leadership Numbers – size of organization Political climate Relationships/coalition Location Communication Professional purpose/VALUE Renewed level of excitement Desire to succeed Cleaning house Informed Relationship with state and greater Atlanta State involvement Education/professional development Community involvement Improved relationship with National Board of Realtors B. Challenges Political environment Economy Involvement in community (events) Limited staff Limited committees Limited resources Sustaining membership Membership involvement (80/20) Communication to and response by members Sponsorships/fundraising Carroll County government affairs involvement Replacing leaders in association No rehabilitation issues – no committees or topics focusing on remodelers or others other than new home business Database to manage members Reaching out – large geographic area Networking opportunities Perception of builders Need to be a member – especially now, VALUE Physical facilities Builder incubation program – services on site for members Continuing education (professional development) – can have residual negative impact Education about the industry – to members/public Low participation in events C. Opportunities Increasing exposure to community Foster good will politically and in government affairs Increased growth (expand) Numbers to network Communicate better with membership Local college Taking advantage of available funds (state/national) Member Advantage program Relationship with high school III. Objectives, Strategies and Work Plan Key Area I: Government Affairs Objectives & Strategies Assigned to Due Date Status Resources Needed/Notes Objective A: Enhance relationships with government officials. PRIORITY: 12 mo. 1. Attend government meetings. 2. Support local elected officials. Financially 3. Invite local government officials to HBA events. 4. Include government officials in HBA newsletter. 5. Provide stats/data to help further our agenda. 6. Develop/create a “vote” campaign to get local preferred officials elected. 7. Help government officials communicate positives of HBA. Provide them with talking points 8. Share resources with city and county officials. 9. Use resources available by National. 10. Continue working with state to deal with specific issues. Water, growth, etc. Key Area II: Membership Objectives & Strategies Assigned to Due Date Status Resources Needed/Notes Objective A: Expand membership involvement and benefits by 35% in the next 5 years. PRIORITY: 12 mo. 1. Identify and communicate benefits. 2. Continue survival training education. 3. Provide support to members in need. i.e – Parade of Homes at no charge 4. Provide networking opportunities. 5. Revitalize committees. 6. Revamp and distribute membership packet. 7. Expand membership application/create member profile for renewals. Ask about interests, relationships, force them to join a committee 8. Create membership committee to ensure renewal activities occur 9. Regularly recognize members. “Spotlight”, personal accomplishments in newsletter/web 10. Get help from college to create new newsletter – create newsletter committee 11. Expand “do business with a member” program. 12. Improve new member orientations. 13. Create an ambassador program. 14. Revitalize Spike program. 15. Inject more social programs for networking. i.e – Table Top, include family 16. Evaluate formats of programs/events. 17. Create a “meet and greet” to merge Carroll and Douglas Counties. 18. Create new, innovative events. 19. Use NAHB resources. Key Area III: PR & Member Communications Objectives & Strategies Assigned to Due Date Status Resources Needed/Notes Objective A: Enhance public perception of HBA. PRIORITY: 12 mo. 1. Work with local newspaper. 2. Work with the Douglas County Sentinel News and Views section 3. Create sponsored TV spots. 4. Develop programs that will create a media buzz. 5. Become involved in local speakers’ bureau. 6. Become involved in Habitat for Humanity. 7. Distribute decals and put HBA logo on member business cards in good standing. 8. Become involved with Carroll County Chamber and Rotary of both counties. 9. Allow members to use local and National logos on their web sites. 10. Revamp web site. 11. Promote purpose, goals and accomplishments and agenda on web site. 12. Contact colleges and high schools to partner with for scholarships or other opportunities for exposure. 13. Continue to enhance coalition support. Objective B: Increase and improve communication with members. PRIORITY: 12 mo. 1. Improve database 2. Increase opportunities for feedback. Feedback box 3. Evaluate member surveys. Make quantifiable, short and online. Key Area IV: Education Objectives & Strategies Assigned to Due Date Status Resources Needed/Notes Objective A: Increase opportunities for professional development. PRIORITY: 24 mo. 1. Create additional certification programs to offer. 2. Allow for partnerships of other HBA’s education programs. Ex) share members and classes with Atlanta 3. Sponsor education topics. 4. Use high schools to educate younger generations about the industry. 5. Develop an education curriculum. 6. Use NAHB resources available. Key Issue V: Finance/Operations Objectives & Strategies Assigned to Due Date Status Resources Needed/Notes Objective A: Improve physical facilities. PRIORITY: 36 mo. 1. Locate property. 2. Research sponsors. 3. Hire coordinator to help involvement. 4. Prepare budget. 5. Determine design/structure Objective B: Increase non-dues revenues so they are 60% of total revenue. PRIORITY: 12 mo. 1. Increase participation in Parade of Homes. 2. Identify new geographic areas from which to generate revenues. 3. Develop a sponsorship program. 4. Create a part-time sales position to find sponsorships. 5. Create web sponsorship and advertising opportunities. 6. Create newsletter sponsorship and advertising opportunities 7. Create an additional directory. 8. Develop new programs/events. 9. Review the budget to evaluate reallocation of resources. Determine database to purchase/use. 10. Research funds available through state and National. Objective C: Evaluate existing membership dues/structure for changes. PRIORITY: 12 mo. 1. Research other existing HBA’s with similar membership for ideas. 2. Take credit cards to join and renew. IV. 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 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. Chris Collier 770-577-1955 rchriscollier@bellsouth.net