Masonry Magazine March 2001 Page. 32
Recruitment of quality masons. MCAA will communicate more with all legislators on issues affecting the masonry industry. MCAA will be the highly regarded leader in masonry education. MCAA will be the leading innovator and educator of new materials, methods and technology. MCAA will be strategically aligned with relevant organizations. MCAA will communicate and interface more with construction customers. Masonry curriculums will be offered in every high school. MCAA will open regional offices to address local needs of the industry. MCAA will educate students and school officials on the advantages of a career in masonry. MCAA will be the recruiter and educator for our future labor forces. MCAA will develop a working relationship with the union.
5-10 YEAR PLANNING HORIZON "BUILDING FORESIGHT"
Assumption statements developed by the planning group will help MCAA purposefully update the strategic plan on an annual basis. Goals are a necessary foundation for good organizational strategy. Goals are based, in part, on anticipation of the possible future. MCAA's projected future environment is described in this section.
The planning group debated the numerous assumptions about what conditions that members and the association must contend with in the future. The assumptions were segregated into four overall categories:
1. construction industry and competition;
2. the global business climate that members will be affected by;
3. government regulations and politics that could radically change operational costs and procedures; and
4. demographic and social values that affect consumers and the general public.
These same assumptions become very important in the development of MCAA long range plan and the allocation of association resources to affect the long range plan.
Industry Structure & Competition
There will always be competition. Vertical and horizontal consolidation will continue for the material supply segment, which can lead to new investment and capacity but may also remove decisions from customers. The industry will face continued competition from more innovative
"The association's long range strategic plan defines how the MCAA will advance the interests of our members."
G. Alan Griffin
Secretary
Mason Contractors
Association of America
building systems that cost less and are less labor intensive in the short-term. The design-build concept will increase as owners take a more active part in material product selection. Masonry will still need to be hand-placed, thus not replaced by new technology. Metrication will challenge the industry in terms of new and existing codes and standards. The industry will remain fragmented, increasing the need for unification.
Global Business Climate
Foreign technology will continue to become available in the U.S. which could offer new sources of investment as well as potential competing technology. Global technology construction trends will impact U.S. construction methods quicker than ever before. The percentage of foreign-born workers will increase. Foreign competition and opportunity (from Europe and America) will increase. New technology from overseas will often be unrelated to traditional masonry.
Government Regulations & Politics
Environmental regulations will increase masonry construction and all other building costs. Employee safety regulations will force the masonry industry to be more innovative. Government will continue to place social costs directly upon private enterprise. The need for multilingual communication will increase. Stringent performance codes can decrease our market share. OSHA's ergonomic regulations will affect labor practices and construction costs. America's political climate will impact interest rates and long-term construction growth, OSHA, government regulations. Seismic codes may limit or increase applications based on costs. Government regulations may affect the "contractor" labor pool (people leaving companies).
Demographic & Social Values
The ability to change/remodel building structures will remain important. An increasing elderly population will create demand for new construction such as assisted-living. The aging of baby boomers could also lead to higher quality and higher cost homes. The graying of America could resist investment in institutional construction such as schools, which has been a mainstay of masonry. Consumers will be able to gather information and comparison shop faster than ever before. Future generations (eco-generation) will put more emphasis on the environmental impact of building materials and their use. There will be a new generation of younger workers who will be drawn to more high-tech careers, while the baby bust may result in a shrinking workforce, only offset by an increase in the immigrant labor pool. Product knowledge and the ability to review existing conditions will be important. Dot-com companies will decrease the workforce including the masonry workforce. Redefining homes downward and away from masonry will occur on a regional basis.
3-5 YEAR PLANNING HORIZON "OUTCOME-ORIENTED GOALS"
Goals are outcome-oriented statements that represent what will constitute the organization's future success. The achievement of each goal will move MCAA towards the realization of its vision. The goals are not in any order of priority. Every goal will need to be accomplished if MCAA is to fully achieve its vision.
MCAA GOAL #1 - CODES & STANDARDS
MCAA will have the ability to influence the codes and standards in the best interest of its members.
Objectives:
1. Strengthen the MCAA's influ-