Introduction:
In 2001 DCA created its first Strategic Plan. The plan covered proposed strategies, tactics and activities to carry the association forward for approximately five years. In 2006 that plan was revised and renewed to run through 2011. In 2010 the Board of Directors charged a new Strategic Planning Committee to develop a plan for the next five years. With 2011 being the 50th Anniversary of the DCA and with the change in staff leadership in 2010 with the retirement of Dennis Kennedy and the hiring of Rob Darden as the new Executive Vice President, the Board moved the planning process forward to create a new plan starting at the 50th Convention in March 2011.
The Strategic Planning Committee was formed to evaluate the 2007 – 2011 plan and exchange ideas to reflect the current state of the industry and the association. The premises defined in 2006 were affirmed as continuing assumptions for the years to come. The committee also reviewed the extensive Member Satisfaction Survey that was sent to the membership in January 2010. The results of this survey as well as interviews of the committee by our consultant were used as background material in the creation of the new Strategic Plan.
An outside consultant was hired to facilitate the planning process and help develop the new plan. OPIS (Organizational Performance Improvement Systems) led by Michael Gallery, PhD, CAE and assisted by Scott Richardson met with the committee on three occasions and helped the committee create the following Strategic Plan. Dr. Gallery has committed to continue to work with the staff and board on this document and to continue to develop tools to guide us going forward.
A key deviation from the past two plans is the term and duration of the new plan. It is not a five year plan, but the basis of on-going strategic planning. Five objectives were defined, with associated strategies for the next three years. As one objective is completed it will be removed from the list, but new objectives will arise to replace it. The strategic objectives will become a part of the board meeting agenda to keep the plan a living document. In essence the Board of Directors will be the Strategic Planning Committee every time they meet.
Distribution Contractors Association
Strategic Planning Committee Roster
As of October 6, 2010
Mr. Douglas S. Banning, Jr. (Chairman)
Miller Pipeline Corp.
Mr. Shawn Lowman
Vacuworx International
Mr. H. Grady Bell
Laney Directional Drilling Co.
Mr. Kevin G. Miller
Miller Pipeline Corp.
Mr. James A. Bost
Midwestern Manufacturing Company
Mr. Frank L. Patterson
Patterson & Wilder Construction Co., Inc.
Mr. J. Jarrett Cowden
HammerHead,Trenchless Equipment
Mr. Shepard T. Poole
The Hallen Construction Co., Inc.
Mr. Gregory S. Dahl
ARB, Inc.
Mr. Rich Prosser
American Augers, Inc.
Mr. Bob Darby
Darby Equipment Company
Mr. Edwin J. Shannon
Snelson Companies, Inc.
Mr. Robert G. Darden
Distribution Contractors Association
Mr. Dan Sharpe
American Augers, Inc.
Mr. Anthony R. Deusenbery
Otis Eastern Service, Inc.
Mr. Keith R. Swerdfeger
K. R. Swerdfeger Construction, Inc.
Mr. Kenneth M. Gabrielse
Gabe's Construction Co., Inc.
Mr. John B. Weaver
John Deere Construction & Forestry Division
DCA Mission:
Quality contractors and associates working together to deliver superior value to the natural gas and the underground utility industry
Organizational Objectives
Over the next 36 months, DCA will achieve the following outcomes
Diversify DCA’s revenue sources
Increase participation of member companies
Increase the number of regular members
Increase DCA’s knowledge about its members
Increase DCA’s internal capacity for data management
Objective 1: Diversify revenue sources
1.1 Achieve a positive net for the meetings line of business
1.2 Raise membership dues
1.3 Increase options for sponsor participation
a. Web site banner ads
b. Sponsor newsletter exclusively for one month
c. Value proposition-based
d. Get creative with auction
1.4 Approach non-participating members for advertising/sponsorship
1.5 Review dues structure to ensure it is equitable and facilitates diversity
1.6 Identify what is included in the membership package
Objective 2: Increase participation of member companies
2.1 Membership Committee to make personal calls to non-participating members (62% of member companies participate, but only 32% of member personnel participate)
2.2 Encourage loyalty to DCA – members doing with business with members
2.3 Encourage use of DCA logo
2.4 Broaden DCA to include non-union members (see Appendix A)
2.5 Develop a retention program
2.6 Increase educational offerings
a. Professional Development Conference (PDC) in fall
b. Draw in more individuals from member companies
c. Provide educational value for company membership
2.7 Redefining committee structure to increase member participation
2.8 More clearly define value proposition for DCA products and services and better communicate that value proposition to members
Objective 3: Increase number of regular members
3.1 One on one campaign (member to member, peer to peer, contractor to supplier)
a. Create sales kit for members to use in approaching prospects
b. Create a prospect list (trade shows, call-ins, etc.)
c. Get list to Membership and Board for personal action
d. Go after companies that pay into the funds, but aren’t members
e. Need a Value Proposition for regular members
3.2 Use 50th anniversary as an opportunity to capitalize on new branding opportunities
a. Refresh logo, web site, branding strategy
3.3 Identify Value proposition for membership -- we aren’t just gas distribution or union
Objective 4: Increase DCA’s knowledge of its members
4.1 Develop a member profile
4.2 Develop an outline of the content of the industry to serve as a basis for education and standards and requirements
a. Where do our members fit in?
4.3 Create a research agenda
a. What decisions do we want to make?
b. What data do we need?
c. What data do we have?
d. What data can we get?
Objective 5: Increase DCA’s internal capacity for data management
5.1 Create new database
5.2 Create new web site
5.3 Integrate web, database, and financial data