NOMMA Strategic Plan
March 2013 Edition
Building a strategic plan is more than mission statements and objectives – it is about
creating a culture and an organization that has the fundamentals to succeed.
1. PURPOSE
The organization’s reason for being.
1.1.
To promote the common business interests of those engaged in the ornamental and
miscellaneous metals industry.
2. VALUES
Essential and enduring principles that guide an organization.
2.1.
Sharing — Demonstrated by member openness to exchanging information, knowledge, and
experience in an intimate and loyal business community that prizes its unity.
2.2.
Education — Demonstrated by working with members, consumers and code officials to
support forward looking and progressive practices.
2.3.
Integrity — Demonstrated by keeping promises through ethical, responsible, respectful and
transparent action.
3. VIVID DESCRIPTION
Describes how the world could be different in the future for key stakeholders such as members,
customers, the public, the association, etc. as a result of attaining its goals.
3.1.
Leadership
3.1.1.
The industry recognizes NOMMA as the leading authority within the code community
and appreciates NOMMA for its innovative and progressive leadership and setting high
ethical and industry standards.
3.1.2.
Architects, consumers, specifiers, etc. value NOMMA members’ expertise and quality
products.
3.1.3.
Other trade associations pattern their organizations and efforts on NOMMA’s success.
3.1.4.
NOMMA members want to serve as leaders in the organization.
3.2.
Knowledge Transfer
3.2.1.
Members view NOMMA as the premier source of information, educational excellence
and services.
3.2.2.
Consumers applaud NOMMA’s commitment to excellence through industry certification
programs.
3.2.3.
The academic community recognizes NOMMA for creating quality educational
programming.
3.3.
Advocacy
3.3.1.
The regulatory community looks to NOMMA as a leader in developing industry
standards to help devise model guidelines and codes.
3.3.2.
The design/build community recognizes that NOMMA members deliver the highest
level of craftsmanship and excellence.
3.3.3.
Members view NOMMA as a powerful advocacy group in the building code regulatory
community.
3.4.
Business Development
3.4.1.
NOMMA provides members with education, resources and services that support their
business development and success.
3.4.2.
Industry companies consider NOMMA membership essential to their business
development and success.
3.4.3.
The majority of NOMMA members have the NOMMA logo on their business cards,
letterhead and promotional materials.
3.4.4.
Architects, designers, consumers, and specifiers demand the use of NOMMA members
on all of their projects.
4. GOALS
4.1. To deliver outstanding programs and services to our membership, resulting in competitive
advantages and industry excellence within the ornamental, architectural, and miscellaneous
metalworking community.
NOMMA Strategic Plan
Rev. Date: 3/9/2016
4.1.1.
Leadership
NOMMA will be recognized throughout the industry for innovative and progressive
leadership.
4.1.2.
Knowledge Transfer
NOMMA will be recognized as the premier source for industry knowledge.
4.1.3.
Advocacy
4.1.3.1. Public Relations
NOMMA will increase demand for our products and services through awareness,
promotion and education.
4.1.3.2. Government Relations
Governing Code bodies and jurisdictions will recognize NOMMA as the standard for
education and information within the metalworking industry.
4.1.4.
Business Development
NOMMA membership will be essential to success in the ornamental and miscellaneous
metals business.
5. OBJECTIVES & STRATEGIES
5.1.
Leadership
NOMMA will be recognized throughout the industry for innovative and progressive leadership.
5.1.1.
Objectives
5.1.1.1. Increase the proportion of members describing NOMMA leadership as innovative and
progressive.
5.1.1.2. Increase the number of prospective members who join because they see the value of
NOMMA’s leadership to their bottom line.
5.1.1.3. Increase the number of related industry professionals recognizing NOMMA for its
leadership.
5.1.2.
Strategies
5.1.2.1. Budget money to promote NOMMA to industry professionals.
5.1.2.2. Support current NOMMA offerings & scrap those that don't give us greater return.
5.1.2.3. Promote the NOMMA brand.
5.1.2.4. Exhibit at other associations' functions.
5.1.2.5. Diminish membership complacency by review, revise & modify what works and
doesn't work.
5.2.
Knowledge Transfer
NOMMA will be recognized as the premier source for industry knowledge.
5.2.1.
Objectives
5.2.1.1. Increase the volume of the knowledge base.
5.2.1.2. Increase industry and members’ participation in NOMMA programs.
5.2.1.3. Increase the number of people such as consumers, architects, designers, specifiers,
prospective members, etc. that interact with NOMMA.
5.2.1.4. Increase consumer awareness of NOMMA.
5.2.1.5. Increase NOMMA’s recognition outside of the industry
5.2.2.
Strategies
5.2.2.1. Expand the variety and number of programs offered in conjunction with METALfab.
5.2.2.2. Develop greater participation in ListServ and webinars.
5.2.2.3. Continue to support chapters to include educational programs at meetings.
5.2.2.4. NOMMA marketing to AIA.
5.2.2.5. Implement speaker’s bureau and handouts to make presentations to other
organizations.
5.2.2.6. Redesign website for appeal to others that are not members.
5.3.
Advocacy
Public Relations - NOMMA will increase demand for its products and services through
awareness, promotion and education.
Government Relations - Governing code bodies will recognize NOMMA as the standard for
education and information within the metalworking industry.
5.3.1.
Objectives
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NOMMA Strategic Plan
Rev. Date: 3/9/2016
5.3.1.1. Increase consumer awareness of the superior attributes of NOMMA members’
products.
5.3.1.2. Increase the number of governing code bodies’ and jurisdictions using fact based
information on product safety and seeking NOMMA information on industry issues.
5.3.1.3. Increase members’ understanding of how to differentiate the competitive value of
their products.
5.3.1.4. Increase coordination and collaboration with other organizations to provide greater
information and resources.
5.3.1.5. Increase number of "hits" on NOMMA's website.
5.3.2.
Strategies
5.3.2.1. Establish visual code interpretations.
5.3.2.2. Budget for code work (advocacy).
5.3.2.3. Provide easily accessible continuing education to members at local and national
level.
5.3.2.4. Develop continuing educations programs for architects/others.
5.3.2.5. Assure website is easy to use by non-NOMMA visitors, value content.
5.4.
Business Development
NOMMA membership will be essential to success in the ornamental and miscellaneous metals
business.
5.4.1.
Objectives
5.4.1.1. Increase members’ awareness of the value derived from membership and increase
their active participation in NOMMA.
5.4.1.2. Increase NOMMA membership and renewals.
5.4.1.3. Increase recognition of NOMMA outside of the industry.
5.4.1.4. Increase the number and effectiveness of key vehicles used to communicate our
message.
5.4.1.5. Increase NOMMA’s and its members’ understanding of the crucial needs of architects
and specifiers.
5.4.2.
Strategies
5.4.2.1. Participate in other organizations' meetings, groups, etc.
5.4.2.2. Allocate money towards a marketing campaign.
5.4.2.3. Improve website to promote greater use.
5.4.2.4. Focus on the programs/services that provide the biggest rate of return.
5.4.2.5. Provide quality business education.
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