Mechanical Contractors Association of BC - Strategic Plan

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

Leadership

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.

Education

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.

Skilled Trades

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.

Advocacy

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.

Collaboration

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 | ECABC | FENBC | HAVAN | HRAI | ICBA | MCAC | MIRA | NRCA | PCAC | RCABC | SAC | SICA | SMACNA-BC | TECA | UA516 | UALOCAL 170 | UDI | VRCA

Innovation

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.

Balanced Scorecard
2021-2026

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.

Membership

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.

Stakeholders

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.

Step up

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.

People

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.

Scream ‘personality’

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.

Financial

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.

Internal Systems

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.

Be consistent

Build a system for aligning operations.