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STRATEGIC PLAN ECA 2021 - 2023
EDMONTON CONSTRUCTION ASSOCIATION @ecabuildsyeg
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The last strategic plan was developed in the Fall of 2017 and much has been achieved and changed since. With the impacts of a challenging economy, made worse with the advent of COVID-19, the Board came together to review and develop our strategy and priorities for the coming three years. The intent of this Strategic Plan is that it is a ‘living’ document that can be reviewed and updated annually by the Board so that it remains relevant and focused and provides clear direction to ECA staff. This will then allow the Executive Director and their Leadership Team to develop their annual operational plan, which aligns with these priorities and the approved budget.
ETATS ERUTUF
INTRODUCTION
The Board developed the following attributes to describe the ECA of the future: Operates with a high degree of relevance within the construction sector – a strong and united voice. A clearly defined brand and value proposition for all member firms Enables and supports the success of members and the sector in general Drives industry excellence Leverages the Association’s position as a hub to benefit members
MISSION To advance our industry for the collective good.
VISION To ensure that the ECA continues to fulfill a key leadership role and continually evolves the focus on providing space for continuous improvement in construction excellence that provides value for our members and the broader industry.
EDMONTON CONSTRUCTION ASSOCIATION @ecabuildsyeg
Responsive to emerging issues and opportunities Highly engaged membership
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STRATEGIC PRIORITIES DEVELOP A MODERN, RELEVANT VALUE PROPOSITION FOR A RE-IMAGINED MEMBER-BASED ORGANIZATION. Establishing the future needs and interests of the design and construction industry and defining how the ECA could be differentiated from other membership-based organizations. This work must develop a contemporary business model and structure to serve “members" and challenge historical thinking about the structure and model of a membership organization.
CRITICALLY ASSESS AND REIMAGINE THE ROLE OF INFORMATION PLATFORMS IN THE ECA BUSINESS MODEL. To assess the business model and core functions of BuildWorks and its long-term utility relative to an evolving ECA membership. There is a need to identify opportunities to leverage the data captured by our information platform (currently BuildWorks) to better serve our industry/members. There is also a need to critically assess how BuildWorks may or may not fit into the future value proposition of an ECA membership, how the platform could evolve and/how what might replace it in the future.
EDMONTON CONSTRUCTION ASSOCIATION @ecabuildsyeg
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Where The Work Is | edmca.com SUPPORT THE INDUSTRY IN ITS CONTINUED IMPROVEMENT. There is an opportunity for the ECA to support the development of “modern” skills and capabilities across the construction sector. This will require the Board and Executive to consider and define what constitutes a “modern” skillset for this industry and how the ECA could highlight, celebrate, and accelerate the development of these capabilities in a substantial way.
ADDRESSING COMPLEX, INTEGRATED INDUSTRY SPECIFIC CHALLENGES. The ECA’s has a focus/role in enabling the development of integrated “solutions” to some of the most deeply rooted industry challenges (e.g. consistency in tendering, owner alignment, etc.). This work is seen to build on the collaborative and inclusive approach used to develop the hub as it exists today. There is a requirement to complete a contemporary assessment (SWOT) of the industry as a whole, and the need to do this work as a starting point.
EDMONTON CONSTRUCTION ASSOCIATION @ecabuildsyeg
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