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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
dsims@iccsafe.org
Blueprint Project Management Team
Dave Conover, Senior Advisor
International Code Council
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.
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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
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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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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
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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.
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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
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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
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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.
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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]
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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
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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.
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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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ICC OFFICESHeadquarters
500 New Jersey Ave , NW
Sixth Floor
Washington, D.C. 20001
tel: 888.icc.safe (422.7233); tel: 202.370.1800
fax: 202.783.2348
Birmingham District Office
900 Montclair Road
Birmingham, AL 35213
tel: 888.icc.safe (422.7233); fax: 205.599.9871
Chicago District Office
4051 W. Flossmoor Road
Country Club Hills, IL 60478
tel: 888.icc.safe (422.7233); fax: 800.214.7167
Los Angeles District Office
5360 Workman Mill Road
Whittier, CA 90601
tel: 888.icc.safe (422.7233); fax: 562.908.5524
ICC SUBSIDIARIESICC Evaluation Service
Business/Regional Office
5360 Workman Mill Road
Whittier, California 90601
tel: 562.699.0543; fax: 562.695.4694
Regional Office
900 Montclair Road, Suite A
Birmingham, Alabama 35213
tel: 205.599.9800; fax: 205.599.9850
Regional Office
4051 West Flossmoor Road
Country Club Hills, Illinois 60478
tel: 708.799.2305; fax: 708.799.0310
International Accreditation Service
5360 Workman Mill Road
Whittier, CA 90601
tel: 866.427.4422; fax: 562.699.8031
International Code Council
Foundation
500 New Jersey Ave , NW
Sixth Floor
Washington, D.C. 20001
tel: 888.icc.safe (422.7233); tel: 202.370.1800
fax: 202.783.2348
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