The process
NRCA has been operating under "long-range" or "strategic" plans since about 1980.
The most recent plan, adopted in 2004, focused on five priority areas, which were
intended to drive association programs for a period of time. In late 2006, NRCA's
Executive Committee felt that the overriding objectives of that plan had been met
and that it was appropriate to renew and update the strategic plan. The Executive
Committee further decided:
- That it would appoint a strategic planning task force consisting of three Executive
Committee members, NRCA's executive vice president and three senior staff.
- That it would solicit as much input from affected NRCA constituencies as possible
as the new plan was developed.
- That a planning consultant would be retained to assist in facilitating the process
and collect data. Arian Ward of Community Frontiers, Boulder Creek, Calif., was
chosen for that assignment.
NRCA's Executive Committee determined that the following process would be used to
create and help shape the new plan:
- First, NRCA's Executive Committee would identify what it felt were the top issues
facing the industry and association.
- Second, through a number of planning meetings and discussions, the Strategic Planning
Task Force would seek additional input and information from a variety of constituents
and evaluate that data throughout the entire planning process.
- Third, 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
would be asked to consider whether these issues were appropriate during its Midyear
Meetings and, if so, to begin making suggestions about how NRCA should address them.
- Fourth, input would be sought from NRCA contractor members, associate members, former
members and nonmembers. This was done concurrently through two studies. One was
a series of focus groups and telephone interviews conducted by AspireUp, Kenliworth,
Ill., to help redefine the NRCA brand and be well-positioned for future growth.
The second was a program of work survey conducted for the purpose of identifying
industry issues and business challenges and evaluating NRCA's programs and services.
- Fifth, senior staff would be consulted for its input. It was agreed that NRCA's
executive vice president and associate executive directors would be asked to develop
specific recommendations as the plan was being developed.
- Sixth, NRCA's Executive Committee would review all of this data at its November
2007 meeting and make its preliminary recommendations to NRCA's Board of Directors.
- Seventh, NRCA's Board of Directors would be asked to consider the recommended plan
in its entirety at its February 2008 meeting.
- Lastly, NRCA's Executive Committee would be asked to review and approve the final
draft of the recommended plan at its May 2008 meeting for implementation in June
2008.