By Tom Porter
2009 Board Chair
Serving as your chairman this past year has been a distinct privilege. Thank you for the unique opportunity to play a small role in the history of an organization that is transforming an industry. DBIA faced unprecedented change in 2009 as it — like many of the organizations you represent — faced increased competition and limited funding. Both internal and external factors such as advances in technology, an unstable economy, a transition in staff leadership, the time constraints of loyal volunteer leaders and shifts in customer needs seemed, on the surface, to compound the issues. But the DBIA board of directors and staff embraced these challenges, treating them as opportunities for positive change and clarity of purpose. We agreed that now was the time to take a close, hard look at the evolution of the Design-Build Institute of America: Where are we heading and how can we best advance the design and construction industry?
DBIA has enjoyed extraordinary success during extremely turbulent times, but there is no guarantee that adhering to the same approach will secure our future success or provide the value DBIA can and should bring to members. Since DBIA’s founding 16 years ago, the industry has been transformed in many ways, including an increased interest in and awareness of design-build project delivery. These factors dictated the need for a well-planned and executed strategic planning process. No tool seemed better suited to addressing the staggering array of opportunities brought about by our rapidly changing environment.
So this past September, the board of directors formed a strategic planning task force. With John Young, DBIA chair-elect, taking the lead, we prepared to take stock of environmental realities and to anticipate and respond to change by clarifying DBIA’s direction. Our goal was to formulate strategies that will guide the organization as we reshape programs, services and important aspects of operations.
Although strategic planning has long been used as a tool for transforming and revitalizing organizations, the board was well aware that skepticism existed. Members had been disillusioned in the past by planning efforts that failed to keep pace with industry changes or that resulted in reports that sat on the shelf without inspiring attention or action. Board and staff agreed that embarking on such an endeavor required a commitment to three things:
- Involving and eliciting the views of major stakeholder groups;
- Setting clear, realistic goals for the outcome of the planning session; and
- Explicitly defining action steps based on the outcomes of the planning.
Armed with an organizational change expert and facilitator, the strategic planning task force gathered in Washington. The task force included representatives of the board of directors, national staff, region leaders and well-known industry experts. None of the groups represented a cohesive perspective — each represented a distinctive viewpoint and understanding that combined to form a well-balanced and realistic understanding of DBIA’s challenges and opportunities.
As policy-setters, representatives of the board of directors provided guidance relative to the core purpose of DBIA. Staff members brought a more intuitive and informed understanding of the organization’s internal workings and a clearer sense of what was feasible, based on their knowledge of programs, operations and available resources. The region leaders, who operate at the grassroots level, contributed the individual values and diverse perspectives of the membership at large, assuring decisions were mutually agreeable and in the best interest of all. And the industry experts offered insight about both emerging trends and the value of existing DBIA products and services.
These key stakeholders spent two days together in September clarifying DBIA’s vision, mission, values and goals. They discussed the status quo, future opportunities and impending threats. A subset of the full group continued to meet throughout September to refine a statement and to further elicit input. A sampling of past DBIA leaders was interviewed and all members of the board of directors were asked for input. Conference calls with leaders from all 16 DBIA regions garnered consensus and buy-in. Every comment and suggestion was treated as relevant and important. Although it was impossible to include every detail, we are pleased that the resulting statement (outlined on the opposite page) incorporates input from all constituencies affected by the plan or having a role in its implementation.
I conclude my year as your chairman with complete confidence in this great organization and the leaders who will carry out this important strategic initiative. I also extend a special thanks to all participants in the process and especially to John Young for leading this effort on behalf of the board and DBIA.
By John Young
2010 Board Chair
As people committed to the design-build process, the DBIA national board has an inherent respect and appreciation for the value of different voices and diverse opinions. The cross-section of leaders participating in this planning process reflects a range of roles and a broad spectrum of geographic and industry perspectives. We believe this is the best approach to formulating a strategic plan that truly reflects the collective wisdom of the DBIA membership.
Several fundamental “big picture” philosophies and/or concepts were agreed upon as part of the planning process:
- We remain the DBIA.
- We recognize that our “center” must shift to excellence in integrated delivery.
- We recognize that our shared values must be integrated with our technical expertise.
- We recognize the existence of a customer base that needs DBIA but that may not choose to join; therefore we must be the “go-to” organization for objective knowledge regarding project delivery.
- We recognize that the membership as represented by our “national-regional-chapter” structure requires attention to become more synergistic.
Everyone agreed that the design-build method is tested and proven and that its expansion shows no sign of letting up. With this basic truth, one fundamental belief permeated discussions: Even in the midst of emerging technologies and practices, design-build remains the original and optimal integrated project delivery method. A profound belief in design-build is the foundation of the vision, mission and values presented here.
DBIA members will be informed and involved every step of the way toward our goals. Results of member feedback received during our Annual Membership Meeting in November will be published in the next issue of Design-Build Dateline, along with an overview of our three-year strategic goals and operational plan for 2010 from DBIA’s executive director.
I have been energized by the enthusiasm everyone has brought to this process. DBIA is fortunate to have a strong, loyal membership whose values result in successful projects and success in life.
I look forward to implementing this plan as I take on the role of your Board Chairman in 2010.