Leadership Direction – Influenced by Members
We are leading the change and progression of our industry, guided by six pillars that provide the framework for the Association’s direction, decision-making, investment decisions and actions.
Our Six Pillars
We are actioning change for a sustainable future, regularly assessing and delivering on the needs of our members so they can maintain their competitive advantage and anticipating shifts in the industry so we are always ahead of the curve and leading the change.
We are delivering education and professional development programs that enable high standards of professional practice for mechanical contractors. Through our regional, provincial, national and international network of education partners, we initiate, design, facilitate and deliver educational programming that strengthens core competencies and develops new, leading-edge practices.
We are promoting career paths in the mechanical trades because they are fulfilling, challenging and rewarding financially. Increased exposure to the multi-faceted trades that are instrumental to the industrial, commercial, institutional, high rise and residential sectors, will ensure our members can deliver on the future infrastructure needs of the province.
We are representing the interests of mechanical contractors at all levels of government, influencing regulatory change and informing policy development. We are proactive and want to be invited to the table early. We are vested in the outcome and want to be part of the process.
We are collaborating with members of the next generation, representatives of diverse groups and other leaders—those who represent design, development and construction as well as manage or provide services to commercial buildings—to share best practices, deliver on synergies, resolve issues and ultimately strengthen the benchmark of excellence throughout our respective memberships.
ACEC-BC | ASHRAEBC | BCCA | BCCSA | BCEA | BCICA | BC Road Builders | BOMA | CHBA-BC | CIPH | CLRA | COCABC | ECABC | FENBC | HAVAN | HRAI | ICBA | MCAC | MIRA | NRCA | PCAC | RCABC | SAC | SICA | SMACNA-BC | TECA | UA516 | UALOCAL 170 | UDI | VRCA
We are anticipating the future and leading change for Mechanical Contractors in BC, specifically as it relates to technological advancements, environmental considerations and workforce requirements.
MCABC’s Board of Directors uses a balanced scorecard model to monitor and progress its strategic priorities. The Balanced Scorecard is comprised of five key elements: Members, Stakeholders, People, Financial, Internal Systems. Together these elements create the platform for grouping the desired outcomes, tracking progress and measuring success. The Balanced Scorecard provides line of sight and a process for performance management that transcends to the operational level.
5 Key Elements
Our members' current and future business needs determine our focus, our strategic priorities and our actions.
Deliver Educational Excellence
Become the ‘go to’ for professional development in the mechanical contracting industry.
Steward Professional Standards
Reinforce the MCABC brand as a differentiator, a recognized symbol of quality and industry excellence.
Drive Member Satisfaction
Deliver consistent value; anticipate and respond to emerging issues/needs.
Think differently, think BIG
Instigate change in how we think about and lead the industry, compounding value in perpetuity.
Our voice represents the largest trade group in construction – we must use it thoughtfully, courageously and purposefully to influence decision-making that is considerate and supportive of the interests of mechanical contractors in BC.
Be a proponent of collaboration and share the benefits of a united and aligned approach.
Be the champion for our industry
Lead the change and advancement of issues that impact our members.
Our people – the Board of Directors, Committee members, volunteers and Association staff – are accountable for achievement of the desired outcomes. This requires a strong governance structure, sound leadership and competent staff.
Build a culture that invites teamwork, engagement and encourages openness.
Encourage professional development
Lead a learning organization that supports education, professional development and mentorship aligned with MCABC’s strategic priorities.
Drive performance management
Use the balanced scorecard as a tool that measures outcomes and provides line of site between the Board and operational plans.
Our responsibility always is to demonstrate excellent fiscal management – diligently managing costs while investing in programming that delivers on our mission. As a not-for-profit association, it is our responsibility to manage our members’ money in a way that supports their strategic priorities.
Question all costs
If they don’t support delivery of the mission, they should be re-assessed.
(Re-) Invest in the future
Balance members’ existing needs with opportunities that will enable growth of their businesses and strengthen their foothold in the construction industry.
We are committed to delivering an exceptional level of service to our members and stakeholders in a professional, cost and time-efficient manner. A culture of continuous improvement means we are always assessing how we can improve our service delivery and program development within our new and evolving infrastructure.
Drive peak performance
Regularly consider how technology can optimize service delivery for our members.
Build a system for aligning operations.