Strategic Plan

Environmental Assessment

GBAHB members have studied the association internally and the industry externally to define the purpose of this Strategic Plan, identify goals to be reached in a specific period of time and create assumptions based on economic housing market factors. Additionally, they established Strengths, Weaknesses, Opportunities, Threats, (SWOT) within and outside the association. SWOT identifiers are important in keeping the association aware of specific factors that could help or hinder the industry. Being aware of SWOT aides in fulfilling our Action Plan.

 

Purpose

To provide the voice of the housing industry, advocate for quality-built homes and promote the highest level of professionalism. 

 

Goals

• Provide advocacy and professional development to members

• Provide exceptional opportunities for members to access and connect with potential customers

• Maintain and cultivate mutually beneficial relationships with suppliers

• Support, cultivate and develop current and future GBAHB leadership, extending to state and national association levels

Assumptions

• Housing starts will increase 100%+ from 1400 in 2012 to 3000+ in 2018

• The building industry will continue to consolidate, concentrating permits among fewer builders

• Material prices will increase more than inflation

• There will be a shortage of qualified labor

• Foreclosures & short sales will continue to create margin pressures in the near term, but no longer will be a significant factor by 2016

• Regulations will continue at an accelerated pace

• Existing home prices will appreciate

• As the market improves, the HBAA Work Comp Fund will remain an important member benefit

• Continuing Education will be a member need

• Tax policy will encourage home ownership

 

SWOT - Strengths, Weaknesses, Opportunities, Threats

Strengths (Internal)

• Volunteers have a high level of commitment to the association

• The Association is financially sound

• Dedicated & qualified staff

• Broad expertise and knowledge pool between staff, leadership, membership

• Large membership base for market size

• ABPAC funding and support

• Successful Expo and Parade

• Marketing capabilities and capacity (high ceiling)

• A competitive Workers Comp insurance fund

• Effective advocate for good government & appropriate regulations

• A source for member networking opportunities

 

Weaknesses (Internal)

• Active membership/leadership is aging, with no succession/transition strategy to engage & utilize more members from younger generations

• Small staff size limits GBAHB capacity to take advantage of many available opportunities

• The WIFM is not effectively communicated to most members (50% or more of members are there only for Workers Comp access)

• Close-nit culture makes it difficult to assimilate into the association and become involved

• Differing or conflicting interests/priorities of builders and remodelers

• Shortage of purposeful, high-quality business networking opportunities for members

• Inefficient systems for consistent membership recruitment, development & retention

• Overly reliant on dues as principle revenue source

• Workers Comp benefit is less competitive as a primary benefit in the current soft insurance market

• Shortage and underutilization of technology and web-based and cloud-based tools

• Shortage of professional development opportunities / budget to equip & train staff

 

Opportunities

• Increase usefulness and content of web, social media, mobile and other electronic communication tools

• Leverage technology to advance strategic priorities to the benefit of GBAHB members

• Increase sponsorship & advertising opportunities and revenues

• Evaluate acquisition opportunities (example: investigate Home & Garden Show dates, locations & competitive blackouts)

• Increase and improve educational opportunities for members

• Provide leadership & support within HBAA to explore expanded insurance benefit offerings

• Evaluate consolidation of purchasing that is mutually beneficial to all member types

• Positively affect the political and regulatory environment; effectively communicate specific victories and related WIFM (“What’s In it For Me?”) to members

Threats

• Regulations will affect building processes and profitability

• The economic recovery could stall; future financing/lending practices could tighten further

• NAHB will increase dues and/or reduce benefits