International Code Council - Blueprint to the Future (our long-term Business Plan) - 2007

8/14/2019 International Code Council - Blueprint to the Future (our long-term Business Plan) - 2007

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PREPARED FOR:

The ICC Board of Directors

Richard P. Weiland, CEO

PREPARED BY:

Dominic Sims

Chief Operating Officer

International Code Council

500 New Jersey Ave , NW

Sixth Floor

Washington, D.C. 20001

tel: 888.icc.safe (422.7233), ext. 5267

tel: 202.370.1800

fax: 202.783.2348

[email protected]

Blueprint Project Management Team

Dave Conover, Senior Advisor


Jerry Keenan, AchieveGlobal

For questions or futher information about this report, please contact Dominc Sims as listed above.

This is a business plan. It does not imply an offering of securities.


3/162007 ICC Long-Term Business Plan

Dear fellow ICC Members and Stakeholders,

Three years ago, the International Code Council introduced its strategic business plan, Blueprint to the Future, toserve as our road map to long-term success. Today I am proud to report that we have made significant progress towardachieving the mission, vision and strategic goals identified by the hundreds of members and partners that participated

in the Blueprints development.

With the adoption of the I-Codes in all 50 states, we are protecting the health, safety and welfare of people by creatingbetter buildings and safer communities. The foundation of that protection is the high-quality codes, standards,products and services that the Code Council provides.

Since unveiling the Blueprint, the organization has embarked on several efforts to accomplish our strategic goals. Mygoals as Board President raising the awareness of code officials, increasing the organizations involvement in greenand sustainable construction, and enhancing membership outreach and communication align with the long-termbusiness plan.

For the Code Council to be seen as a leader in the built environment, a Blueprint goal, the public must understand thatour members save lives and protect property. Our Raising the Profile campaign will educate citizens about the centralrole code officials play in making their everyday lives safer. The campaign also will help support the Code Councils

legislative proposal for a code administration grant program to enhance the operations of local building departments

I also am pleased to report that the Code Council is taking steps to protect our world for future generations bysupporting green and sustainable construction. In line with the Blueprint goal of social responsibility and publicvisibility, the Board of Directors Policy Position on Green Building/Sustainable Communities reinforces ourcommitment to the environment and encourages efforts by our members to play leadership roles on matters relatedto green building. In addition, the Code Council is working closely with the National Association of Home Builders todevelop a National Green Building Standard, and we have joined forces with the U.S. Green Building Council to developgreen building education materials and programs.

As promised in the Blueprints goal to provide exceptional customer service, we are continually adding value to theCode Council membership. Free training materials during Chapter Education Benefit Days, members-only pricing onproducts and services and other special offers for members throughout the year are just a few ways the Code Council isenhancing member benefits. At my request, the Board of Directors also established a Membership Ad Hoc Committeeto collect feedback from the membership regarding member benefits and services. The committee will makerecommendations to the Board regarding additions and improvements to the benefits and services members currentlyreceive. Perhaps most importantly, I have visited personally with members across the country to gain input that helpsthe Code Council grow and improve.

I am honored to have done my part to lead the International Code Council down the path of long-term success. I amconfident the work we accomplish today, tomorrow and far into the future will make the Code Council even stronger.

Sincerely,

Wally BaileyPRESIDENT OF THE BOARD

LETTER FROM PRESIDENT OF THE BOARD



Dear Members and Stakeholders,

With the Blueprint to the Future as our guide, the International Code Council embarked on a highly-focused, integrated campaign

to become the face and voice of building and public safety. The Code Council Board of Directors recently reaffirmed its commitmentto this program and readopted the Blueprint in its entirety, and this document is the result of those actions. Weve made significantstrides in meeting our strategic goals both nationally and internationally as we continue to increase overall public safety.

In addition to providing quality codes and standards, we are rapidly growing as a service-oriented organization, creatingnew products and services to support our codes, drive innovation, enhance expertise, increase the quality of ourorganization, and ultimately increase overall public safety.

Weve greatly expanded educational programs for building professionals that range from effective inspection techniquesto customer service and construction development skills to the management and implementation of code-related policies.Weve added a number of professional certifications, most notably the disaster planning response and recovery programsthat emerged in the wake of highly destructive hurricanes in recent years.

In response to growing trends for do-it-yourself projects, weve developed simplified versions of the codes that illustrate

how to carry out code-compliant home improvement projects. To prepare students of architecture for the real world, weembarked on a program to help them learn about the role of codes in building designs and plans through a cooperativeprogram between the Code Council and the American Institute of Architects. On a much grander scale, our organizationcontinues to be an integral part of the Gulf Coast rebuilding efforts. Weve also introduced several disaster evaluationcertification programs to assure qualified experts are readily available in the face of a disaster.

Becoming a global voice requires that we build meaningful relationships with other professional associations andorganizations. Two of our recent collaborations have helped to improve overall public safety nationwide, in one case tofacilitatefire protection design education, and in another to help provide electronic access to key plumbing standards.On the international front, the I-Codes serve as a guide for the creation of new residential codes and standards in othercountries, and are also used as the basis for country specific building codes.

Finally, our business plan requires that we continue tofind quality individuals with the unique talents, expertise and innovative ideas

to help us continue our progress. Weve added a number of individuals to both our executive and technical ranks in recent years thatnot only bolster and improve our current areas of products and services but also offer key expertise on current issues. To supportindustry demand and provide value in promoting public safety, weve created the Plumbing, Mechanical and Fuel/Gas division.

These programs are just a summary of the many programs, projects, and services that are ongoing and helping to grow ourorganization.

We realize that the Blueprint to the Future is much more than a business plan. Its a promise and a commitment to ensurea robust Code Council for our members, customers, and the public, that is able to meet the needs of public safety now andin the future. The work weve accomplished thus far is truly impressive. Thank you for your dedication to this effort and welook forward to even greater success ahead.

Sincerely,

Richard P. Weiland Dominic SimsCHIEF EXECUTIVE OFFICER CHIEF OPERATING OFFICER

LETTER FROM THE CHIEF EXECUTIVE OFFICERAND THE CHIEF OPERATING OFFICER


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6/164 2007 ICC Long-Term Business Plan

LONG-TERM BUSINESS PLAN (LTBP)Strategic planning for the ICC includes setting a course, clarifying the purpose of the

association, and defining where the ICCs members want to be in the future. Long-

term business planning establishes the foundation for how the ICC will succeed in

achieving its mission. The ICC has completed this initial planning activity, which will

be updated regularly, in order to adapt to important environmental changes.

The consolidation of the U.S. model code organizations on February 1, 2003,

resulted in the creation of one singular membership-based organization in the

U.S. focused on development of model codes and standards and enhancing the

health, safety, and welfare of the public with respect to the built environment. Upon

consolidation, the ICC was focused on merging and managing the functions of three

separate organizations that had operated independently since their founding early

in the 20th Century. Since the consolidation it has become clear to the ICCs elected

leadership that a new plan was needed if the ICC was to evolve to better serve its

members, customers, industry stakeholders, and the public at large.

HEALTH

SAFETY

WELFARE

ICCCOMPREHENSIVE& COORDINATED

REGULATORYSYSTEM

BETTERBUILDINGS& SAFERCOMMUNITIES



BACKGROUNDIn September 2003, the ICC Board of Directors and the

CEO established a goal to develop and adopt a long-term

business plan (LTBP) by September 2004. Beginning in

late 2003, a document entitled Blueprint to the Future

was developed and has served as a roadmap for the

development of a LTBP that includes strategic goals fordefining and achieving the ICCs vision and mission.

From January 2004 to August 2004, the following

initiatives were undertaken as part of the Blueprint to the

Future effort:

Ongoing solicitation of input from members andstakeholders within the building safety community

through meetings and focus groups with ICC

partners, members, non-members, customers, and

ICC employees

Development of a draft vision, mission statement,and core values by the ICC Board of Directors and

ICC employees, with input from members and

affected stakeholders

Establishment of a team of ICC employees andconsultants to gather and evaluate internal and

external information relevant to the future success of

ICC in achieving its vision and mission

Establishment of a team of ICC employees to developa strategic business model that will provide ICC

with the optimum vehicle for achieving its vision and

mission

Development of strategic goals that will allow ICC toachieve the vision and mission

Development of a LTBP to provide the foundationfor implementing the activities in support of the

strategic goals

These initiatives have been completed, and this document

provides the outcome of the activities conducted pursuant

to the Blueprint to the Future.



VISION AND MISSIONOne of the most critical activities of the Blueprint project

was the development of ICCs new vision and mission.

This was accomplished through the feedback of hundreds

of members, customers, and stakeholders. With input

from the Blueprint website, focus groups, surveys and

individual conversations, a new vision and missionemerged. The critical question that was asked how could

the International Code Council serve its members and

stakeholders better, and what role should the association

play in the future with respect to the built environment.

The responses provided an important look into the future

and drove the creation of the new ICC mission.

Vision: Protecting the health, safety, and welfareof people by creating better buildings and safercommunities.

Mission: Providing the highest quality codes,standards, products, and services for all concernedwith the safety and performance of the builtenvironment.

Values:

Customer value Integrity and trust Member-focus

Professionalism

Public service QualityTagline: People Helping People Build a Safer World



MARKET-CUSTOMERBUSINESS MODELThe ICC has adopted the strategic market-customer business model, which is

graphically described below. ICCs LTBP will help ensure a robust ICC that can meet

the building and fire safety challenges and members needs for the 21st Century as

captured in the vision and mission. The plan is supported by a business model that:

continues to develop model codes and standards based upon the evolvingenvironment;

ensures codes and standards will form the basis for a service-oriented

business that develops products (beyond the codes themselves);

provides new and adds value to existing services based upon customer,member and market demands;

invests proceeds of growth into the association to enhance the value ofbenefits to members.

The strategic goals in the LTBP are focused on the growth of ICC; expanding membership

to all stakeholders concerned with public safety; finding business opportunities to

increase member value; and becoming the information leader in the industry in order to

better serve the membership and fulfill the ICC mission. Each goal will be supported by

a number of operational objectives, which in turn are to be realized through a number of

activities and tasks. The collective and organized assembly of these activities and taskscomprises a dynamic implementation plan containing specific targets, deliverables, and

schedules that will evolve as objectives are achieved, and internal and external factors

direct enhancements to the LTBP and strategic goals.

The market-customer business model allows the ICC to retain market presence on

its greatest strengthcode and standard developmentwhile creating growth

through a market/member/customer-focused strategy.

MARKET

Member &CustomerNeeds

ICC Codes &Standards

Development

Non ICC Codes &Standards

Products &Services

Member Value &Mission Support



STRATEGIC GOALS

Goal 1: Business Growth

The ICC will evolve and expand toward new opportunities

beyond codes and standards to better serve its members

and customers and promote public safety.

Goal 2: Core Functions

The ICC will make the I-Codes the most universally used

and accepted codes and standards in the built environment.

Goal 3: Customer Value

The ICC will be acknowledged for exceptional products and

services and as the best source of solutions for member and

customer needs.

Goal 4: Policy and Thought

Leadership

The ICC will be recognized as the information leader in the

built environment.

Goal 5: Social Responsibility/

Public Visibility

The ICC will be recognized as an association of members

who improve the quality of life in the community through

their expertise and professionalism.

Goal 6: Staffing

The ICC will be acknowledged as having professionals

who are the preeminent and authoritative technical,

informational, and service resources in the building

construction and safety industry.



STRATEGIC OBJECTIVES

objective 1

Develop and implement programs designed to build public

awareness about building safety and building safety

professionals. [Strategic Goal: 3 & 4]

objective 2

Undertake organizational efforts that continue to align

resources with the Blueprint, address long term facility

needs and position ICC to increase member value.

[Strategic Goal: 1,3 & 6]

objective 3

Develop and implement programs that will identify and

address the contemporary issues important to building

safety professionals, through codes, standards, guidelines,

products and services. [Strategic Goal: 1,3 & 4]

objective 4

Examine and initiate efforts to address long-term technical

staffing needs. [Strategic Goal: 2, 4 & 6]

objective 5

Examine and implement programs or systems to more

closely coordinate activities between parent and subsidiarybusinesses, to leverage resources and take advantage of

opportunities. [Strategic Goal: 1,2 & 3]

objective 6

Look for strategic opportunities to develop key long-term

partnerships that will grow the organization and benefit

membership. [Strategic Goal: 1, 2 & 3]

objective 7

Protect and maintain ICCs credibility by assuringproduct and service integrity is not compromised as new

strategic partnerships are developed and new markets are

penetrated. [Strategic Goal: 2, 4 & 5]



PLAN FOR IMPLEMENTATIONSignificant effort will be required to realize ICCs strategic goals, monitor and report

progress, evaluate performance, measure success, and make adjustments to the goals

over time. All of these activities must be fully coordinated across the ICC, implemented

through teamwork and dedication, and galvanized through effective leadership. They must

also be supported by policies and procedures adopted by the ICC Board of Directors.

A sound program management plan that is developed and maintained by an ICC

program management office, under the direction of the COO, in cooperation with

ICC senior management, and is implemented by a coordinated and collaborative ICC

team, is the key to effective implementation of activities in support of the strategic

goals and operational objectives.

The program management plan will be made up of integrated and coordinated projects,

each intended to support realization of one or more of the operational objectives. Each

of these projects will have multiple and integrated tasks with specific targets and

deliverables that will be coordinated to facilitate effective use of resources and overallprogram management. These tasks will form the basis for resource needs over time and

an ICC budget that will ensure that the necessary resources are available to perform the

work as outlined in the plan. As work is performed, a dynamic system will be established

to monitor progress, evaluate performance, measure success, report program status, and

implement program adjustments. A process will also be implemented to evaluate and

recognize performance. The system will be supported by practical management tools

that can track the status of implementation, report on progress and success, and facilitate

enhancement as internal and external factors dictate. This plan will include the following:

Approval of the LTBP and its implementation by the ICC Board of Directors Allocation of resources necessary to implement the LTBP through a Board-

approved budget

Development and implementation of work plans, policies, and procedures toensure realization of the strategic goals and objectives in the LTBP

Establishment of performance goals and specific accomplishments to berealized over time

Development of a program management plan to guide implementation ofvarious projects, tasks, and activities; issuance of status reports on progress;

and conduct of meetings and program reviews as warranted

Continual monitoring and adjustment of activities to ensure success

SUCCESSFUL

IMPLEMENTATION

OF STRATEGIC

GOALS AND

OBJECTIVES

Measure SuccessMake AdjustmentsMonitor and Report

Progress

EvaluatePerformance

LeadershipTeamworkDedication



CONCLUSIONSince the consolidation of the International Code Council

nearly four years ago, the organization has been focused

on combining the activities and resources of its legacy

organizations. At the same time the association moved

to completing its founding mission, which was: ICC is a

nonprofit organization whose mission is to promulgatea comprehensive and compatible regulatory system for

the built environment, through consistent performance-

based regulations that are effective, efficient, and meet

government, industry and public needs. Having achieved

this initial mission, the elected leadership undertook an

effort that will chart the future course of the International

Code Council. The Blueprint effort, which reached out to

hundreds of members and non-members, produced a new

long-term plan that is perhaps the most important step

the ICC has taken since the decision to consolidate. The

new Vision and Mission are based on the contemporary

thinking of members, Board of Directors and all interested

stakeholders. This new Vision and Mission will most

certainly have a long lasting effect on the association and

prepare it for the future. Yet, as the International Code

Council moves forward, it will continue to be rooted to its

principles as an association of members that helps people

build better and safer communities.



DIRECTOR

Gregori S. Anderson, CBODirector of Building Safety &Regulatory Services Chatham County,Department of Building Safety& Regulatory Services

Savannah, GA

DIRECTOR

William D. DuplerBuilding Official

County of ChesterfieldChesterfield, VA

DIRECTOR

Ronald L. LynnBuilding Official

Clark CountyLas Vegas, NV

PRESIDENT

Wally Bailey, CBO

Director, Development& Construction

City of Fort SmithFort Smith, AR

SECRETARY/TREASURER

Adolf A. ZubiaFire Chief

City of Las CrucesLas Cruces, NM

DIRECTOR

Edwin M. Berkel, C.F.I.

Fire MarshalMehlville Fire Protection District

St. Louis, MO

DIRECTOR

Gerald D. George, C.B.O.

Chief Building Official

City of GoldenGolden, CO

DIRECTOR

Doug Murdock, CBO

Director of Building Inspections

Gainesville, FL

DIRECTOR

James L. BrothersBuilding Director

City of DecaturDecatur, AL

DIRECTOR

Greg JohnsonBuilding Inspector

City of Saint PaulSaint Paul, MN

DIRECTOR

Ronald E. Piester, AIADirector, Division of CodeEnforcement & Administration

State of New York

Albany, NY

DIRECTOR

Terrence L. Cobb, CBO

Director, Dept. of Codes& Building Safety

Nashville/Davidson County, TN

DIRECTOR

Barbara L. Koffron

Fire MarshalPhoenix Fire Department

Phoenix, AZ

DIRECTOR

James T. Ryan, CBO

Codes Administrator

City of Overland ParkOverland Park, KS

DIRECTOR

John Darnall, CBOAssistant Director ofDevelopment Services

City of TumwaterTumwater, WA

DIRECTOR

John T. LaTorraBuilding & Inspection Manager

City of Redwood City

Redwood City, CA

Richard P. WeilandWashington, DC

IMMEDIATE PAST PRESIDENT

Henry L. GreenExecutive Director, Bureau of Construction Codes &Fire Safety, Department of Labor & Economic Growth

City of LansingLansing, MI

VICE PRESIDENT

Steven I. Shapiro, CBO

Director of Codes Compliance

City of HamptonHampton, VA

THE ICC BOARD OF DIRECTORS20062007

CHIEF EXECUTIVE OFFICER



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International Code Council - Blueprint to the Future (our long-term Business Plan) - 2007

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