Background
This strategic plan, one year in the making, identifies 10 strategic objectives
for the association during the next three years. These priority issues were identified
and confirmed through focus groups and discussions involving a number of important
NRCA constituents. Most notably, these included: NRCA's Executive Committee; NRCA's
Board of Directors; senior members of NRCA's staff; the National Roofing Council;
NRCA's Affiliate Executives Council; the Board of Directors of the National Roofing
Legal Resource Center and the members of NRCA's Industry Advisory Committee.
In addition, comprehensive survey information was received from representative samples
of NRCA contractor members, associate members, former members and nonmembers. The
survey was conducted for the purpose of gathering data, evaluating NRCA's programs
and services, and making recommendations for improvements.
The issues that have been identified through these discussions as having top priority
are by no means the only issues that face, or will face, the association. In some
cases, for example in contending with federal regulations, it is felt that NRCA
is properly positioned to represent its membership. In other cases, for example
providing technical assistance to the industry, it is clear that the membership
intends for the association to continue this service but does not necessarily want
to see dramatic change.
The priority issues, then, are those where it is felt that either improvement is
necessary or the issues themselves have the potential to drive change within the
organization. And in many ways, the plan also calls for a continuation of the status
quo—NRCA will drive information, lead research, advocate on behalf of roofing
contractors, and develop best practices and standards.
Underlying all of this, however, is a very real sense that profound change is imminent
as building technology becomes increasingly "green" and as demographic forces reshape
the roofing industry's work force. And those same constituents believe NRCA must
be at the forefront of that change.
In summary, the information generated from all of these sources resulted in a remarkable
consensus:
NRCA is seen as a well-respected organization that is advancing the professionalism
of the roofing industry. Further, NRCA is seen as the necessary force to drive and
manage change in the coming years, to ensure that the roofing industry continues
to "own" the nation's roofs and to guide its members through that change.
NRCA's 2008-2011 strategic plan will continue to be a part of ongoing discussions
in the coming years, and the approach will be to include discussions of strategic
issues in all NRCA Executive Committee, Board of Director and committee meetings.
In addition, NRCA's budget will be developed in a way that is consistent with the
priorities developed through the strategic planning process.