People Helping People Build a Safer World™

August 2007

BLUEPRINT TO
THE FUTURE
Our Long-Term Business Plan
PREPARED FOR:
The ICC Board of Directors
Richard P. Weiland, CEO

PREPARED BY:
Dominic Sims
Chief Operating Officer
International Code Council
500 New Jersey Ave , NW
Sixth Floor
Washington, D.C. 20001
tel: 888.icc.safe (422.7233), ext. 5267
tel: 202.370.1800
fax: 202.783.2348
dsims@iccsafe.org
Blueprint Project Management Team
Dave Conover, Senior Advisor
International Code Council
Jerry Keenan, AchieveGlobal
For questions or futher information about this report, please contact Dominc Sims as listed above.
This is a business plan. It does not imply an offering of securities.
LETTER FROM PRESIDENT OF THE BOARD
Dear fellow ICC Members and Stakeholders,
Three years ago, the International Code Council introduced its strategic business plan, Blueprint to the Future, to
serve as our road map to long-term success. Today I am proud to report that we have made significant progress toward
achieving the mission, vision and strategic goals identified by the hundreds of members and partners that participated
in the Blueprint’s development.
With the adoption of the I-Codes in all 50 states, we are protecting the health, safety and welfare of people by creating
better buildings and safer communities. The foundation of that protection is the high-quality codes, standards,
products and services that the Code Council provides.
Since unveiling the Blueprint, the organization has embarked on several efforts to accomplish our strategic goals. My
goals as Board President — raising the awareness of code officials, increasing the organization’s involvement in green
and sustainable construction, and enhancing membership outreach and communication — align with the long-term
business plan.
For the Code Council to be seen as a leader in the built environment, a Blueprint goal, the public must understand that
our members save lives and protect property. Our Raising the Profile campaign will educate citizens about the central
role code officials play in making their everyday lives safer. The campaign also will help support the Code Council’s
legislative proposal for a code administration grant program to enhance the operations of local building departments
I also am pleased to report that the Code Council is taking steps to protect our world for future generations by
supporting green and sustainable construction. In line with the Blueprint goal of social responsibility and public
visibility, the Board of Director’s Policy Position on Green Building/Sustainable Communities reinforces our
commitment to the environment and encourages efforts by our members to play leadership roles on matters related
to green building. In addition, the Code Council is working closely with the National Association of Home Builders to
develop a National Green Building Standard, and we have joined forces with the U.S. Green Building Council to develop
green building education materials and programs.
As promised in the Blueprint’s goal to provide exceptional customer service, we are continually adding value to the
Code Council membership. Free training materials during Chapter Education Benefit Days, members-only pricing on
products and services and other special offers for members throughout the year are just a few ways the Code Council is
enhancing member benefits. At my request, the Board of Directors also established a Membership Ad Hoc Committee
to collect feedback from the membership regarding member benefits and services. The committee will make
recommendations to the Board regarding additions and improvements to the benefits and services members currently
receive. Perhaps most importantly, I have visited personally with members across the country to gain input that helps
the Code Council grow and improve.
I am honored to have done my part to lead the International Code Council down the path of long-term success. I am
confident the work we accomplish today, tomorrow and far into the future will make the Code Council even stronger.
Sincerely,

Wally Bailey
PRESIDENT OF THE BOARD

2007 ICC Long-Term Business Plan 1

 LETTER FROM THE CHIEF EXECUTIVE OFFICER
AND THE CHIEF OPERATING OFFICER
Dear Members and Stakeholders,
With the Blueprint to the Future as our guide, the International Code Council embarked on a highly-focused, integrated campaign
to become the face and voice of building and public safety. The Code Council Board of Directors recently reaffirmed its commitment
to this program and readopted the Blueprint in its entirety, and this document is the result of those actions. We’ve made significant
strides in meeting our strategic goals both nationally and internationally as we continue to increase overall public safety.
In addition to providing quality codes and standards, we are rapidly growing as a service-oriented organization, creating
new products and services to support our codes, drive innovation, enhance expertise, increase the quality of our
organization, and ultimately increase overall public safety.
We’ve greatly expanded educational programs for building professionals that range from effective inspection techniques
to customer service and construction development skills to the management and implementation of code-related policies.
We’ve added a number of professional certifications, most notably the disaster planning response and recovery programs
that emerged in the wake of highly destructive hurricanes in recent years.
In response to growing trends for do-it-yourself projects, we’ve developed simplified versions of the codes that illustrate
how to carry out code-compliant home improvement projects. To prepare students of architecture for the real world, we
embarked on a program to help them learn about the role of codes in building designs and plans through a cooperative
program between the Code Council and the American Institute of Architects. On a much grander scale, our organization
continues to be an integral part of the Gulf Coast rebuilding efforts. We’ve also introduced several disaster evaluation
certification programs to assure qualified experts are readily available in the face of a disaster.
Becoming a global voice requires that we build meaningful relationships with other professional associations and
organizations. Two of our recent collaborations have helped to improve overall public safety nationwide, in one case to
facilitate fire protection design education, and in another to help provide electronic access to key plumbing standards.
On the international front, the I-Codes serve as a guide for the creation of new residential codes and standards in other
countries, and are also used as the basis for country specific building codes.
Finally, our business plan requires that we continue to find quality individuals with the unique talents, expertise and innovative ideas
to help us continue our progress. We’ve added a number of individuals to both our executive and technical ranks in recent years that
not only bolster and improve our current areas of products and services but also offer key expertise on current issues. To support
industry demand and provide value in promoting public safety, we’ve created the Plumbing, Mechanical and Fuel/Gas division.
These programs are just a summary of the many programs, projects, and services that are ongoing and helping to grow our
organization.
We realize that the Blueprint to the Future is much more than a business plan. It’s a promise and a commitment to ensure
a robust Code Council for our members, customers, and the public, that is able to meet the needs of public safety now and
in the future. The work we’ve accomplished thus far is truly impressive. Thank you for your dedication to this effort and we
look forward to even greater success ahead.
Sincerely,

Richard P. Weiland Dominic Sims

CHIEF EXECUTIVE OFFICER CHIEF OPERATING OFFICER

2 2007 ICC Long-Term Business Plan

EXECUTIVE SUMMARY
The International Code Council’s long-term business plan
(LTBP) establishes the association’s new mission and how VISION
it will meet its strategic goals. This plan is a blueprint to
Protecting the health, safety, and welfare
the future growth of the ICC. The foundation for the plan’s
success includes fully assessing member and customer of people by creating better buildings
needs and responding in a timely manner; developing a and safer communities.
more effective association through information technology
systems and business support applications; and creating
a strong sense of teamwork and collaboration among MISSION
stakeholders. Providing the highest quality codes,
standards, products, and services for all
The ICC’s LTBP is supported by a business model that
ensures the association listens to the needs of its members concerned with the safety and
and customers and develops an appropriate response to performance of the built environment.
those needs; adds value to products and services to create
differentiation in the field of public safety; and reinvests
proceeds from those products and services to enhance
member value and provide for increased growth of the ICC.

The market-customer business model marks a paradigm

shift for the ICC. This model will help the association
expand membership to all stakeholders concerned with
public safety, find business opportunities that will result in
increased member value, and become the building and fire
safety information leader in order to achieve the ICC’s vision
and mission.

The ICC will use a quality management system to

implement the LTBP successfully. This system is realistic,
relevant, and flexible, and will be supported by practical
tools that can track the status of implementation, report
on progress and success, and facilitate enhancement as
internal and external factors dictate.

2007 ICC Long-Term Business Plan 3

 LONG-TERM BUSINESS PLAN (LTBP)
Strategic planning for the ICC includes setting a course, clarifying the purpose of the
association, and defining where the ICC’s members want to be in the future. Long-
term business planning establishes the foundation for how the ICC will succeed in
achieving its mission. The ICC has completed this initial planning activity, which will
be updated regularly, in order to adapt to important environmental changes.

The consolidation of the U.S. model code organizations on February 1, 2003,

resulted in the creation of one singular membership-based organization in the
U.S. focused on development of model codes and standards and enhancing the
health, safety, and welfare of the public with respect to the built environment. Upon
consolidation, the ICC was focused on merging and managing the functions of three
BETTER
separate organizations that had operated independently since their founding early
BUILDINGS
& SAFER in the 20th Century. Since the consolidation it has become clear to the ICC’s elected
COMMUNITIES leadership that a new plan was needed if the ICC was to evolve to better serve its
members, customers, industry stakeholders, and the public at large.

HEALTH

SAFETY

WELFARE

ICC
COMPREHENSIVE
& COORDINATED
REGULATORY
SYSTEM

4 2007 ICC Long-Term Business Plan

BACKGROUND
In September 2003, the ICC Board of Directors and the
CEO established a goal to develop and adopt a long-term
business plan (LTBP) by September 2004. Beginning in
late 2003, a document entitled Blueprint to the Future
was developed and has served as a roadmap for the
development of a LTBP that includes strategic goals for
defining and achieving the ICC’s vision and mission.

From January 2004 to August 2004, the following

initiatives were undertaken as part of the Blueprint to the
Future effort:

• Ongoing solicitation of input from members and

stakeholders within the building safety community
through meetings and focus groups with ICC
partners, members, non-members, customers, and
ICC employees

• Development of a draft vision, mission statement,

and core values by the ICC Board of Directors and
ICC employees, with input from members and
affected stakeholders

• Establishment of a team of ICC employees and

consultants to gather and evaluate internal and
external information relevant to the future success of
ICC in achieving its vision and mission

• Establishment of a team of ICC employees to develop

a strategic business model that will provide ICC
with the optimum vehicle for achieving its vision and
mission

• Development of strategic goals that will allow ICC to

achieve the vision and mission

• Development of a LTBP to provide the foundation

for implementing the activities in support of the
strategic goals

These initiatives have been completed, and this document

provides the outcome of the activities conducted pursuant
to the Blueprint to the Future.

2007 ICC Long-Term Business Plan 5

 VISION AND MISSION
One of the most critical activities of the Blueprint project
was the development of ICC’s new vision and mission.
This was accomplished through the feedback of hundreds
of members, customers, and stakeholders. With input
from the Blueprint website, focus groups, surveys and
individual conversations, a new vision and mission
emerged. The critical question that was asked “how could
the International Code Council serve its members and
stakeholders better, and what role should the association
play in the future with respect to the built environment.”
The responses provided an important look into the future
and drove the creation of the new ICC mission.

Vision: Protecting the health, safety, and welfare

of people by creating better buildings and safer
communities.

Mission: Providing the highest quality codes,

standards, products, and services for all concerned
with the safety and performance of the built
environment.

Values:
• Customer value

• Integrity and trust

• Member-focus

• Professionalism

• Public service

• Quality

Tagline: People Helping People Build a Safer World™

6 2007 ICC Long-Term Business Plan

MARKET-CUSTOMER
BUSINESS MODEL
The ICC has adopted the strategic “market-customer” business model, which is
graphically described below. ICC’s LTBP will help ensure a robust ICC that can meet
the building and fire safety challenges and members’ needs for the 21st Century as
captured in the vision and mission. The plan is supported by a business model that:

• continues to develop model codes and standards based upon the evolving
environment;

• ensures codes and standards will form the basis for a service-oriented
business that develops products (beyond the codes themselves);

• provides new and adds value to existing services based upon customer,
member and market demands;

• invests proceeds of growth into the association to enhance the value of

benefits to members.

The strategic goals in the LTBP are focused on the growth of ICC; expanding membership
to all stakeholders concerned with public safety; finding business opportunities to
increase member value; and becoming the information leader in the industry in order to
better serve the membership and fulfill the ICC mission. Each goal will be supported by
a number of operational objectives, which in turn are to be realized through a number of
activities and tasks. The collective and organized assembly of these activities and tasks
comprises a dynamic implementation plan containing specific targets, deliverables, and
schedules that will evolve as objectives are achieved, and internal and external factors
direct enhancements to the LTBP and strategic goals.

The market-customer business model allows the ICC to retain market presence on
its greatest strength—code and standard development—while creating growth
through a market/member/customer-focused strategy.

ICC Codes &

Standards
Development

MARKET

Member &
Products & Member Value &
Customer
Services Mission Support
Needs

Non ICC Codes &

Standards

2007 ICC Long-Term Business Plan 7

 STRATEGIC GOALS
Goal 1: Business Growth
The ICC will evolve and expand toward new opportunities
beyond codes and standards to better serve its members
and customers and promote public safety.

Goal 2: Core Functions

The ICC will make the I-Codes the most universally used
and accepted codes and standards in the built environment.

Goal 3: Customer Value

The ICC will be acknowledged for exceptional products and
services and as the best source of solutions for member and
customer needs.

Goal 4: Policy and Thought

Leadership
The ICC will be recognized as the information leader in the
built environment.

Goal 5: Social Responsibility/

Public Visibility
The ICC will be recognized as an association of members
who improve the quality of life in the community through
their expertise and professionalism.

Goal 6: Staffing
The ICC will be acknowledged as having professionals
who are the preeminent and authoritative technical,
informational, and service resources in the building
construction and safety industry.

8 2007 ICC Long-Term Business Plan

STRATEGIC OBJECTIVES
objective 1
Develop and implement programs designed to build public
awareness about building safety and building safety
professionals. [Strategic Goal: 3 & 4]

objective 2
Undertake organizational efforts that continue to align
resources with the Blueprint, address long term facility
needs and position ICC to increase member value.
[Strategic Goal: 1,3 & 6]

objective 3
Develop and implement programs that will identify and
address the contemporary issues important to building
safety professionals, through codes, standards, guidelines,
products and services. [Strategic Goal: 1,3 & 4]

objective 4
Examine and initiate efforts to address long-term technical
staffing needs. [Strategic Goal: 2, 4 & 6]

objective 5
Examine and implement programs or systems to more
closely coordinate activities between parent and subsidiary
businesses, to leverage resources and take advantage of
opportunities. [Strategic Goal: 1,2 & 3]

objective 6
Look for strategic opportunities to develop key long-term
partnerships that will grow the organization and benefit
membership. [Strategic Goal: 1, 2 & 3]

objective 7
Protect and maintain ICC’s credibility by assuring
product and service integrity is not compromised as new
strategic partnerships are developed and new markets are
penetrated. [Strategic Goal: 2, 4 & 5]

2007 ICC Long-Term Business Plan 9

 PLAN FOR IMPLEMENTATION
Significant effort will be required to realize ICC’s strategic goals, monitor and report
progress, evaluate performance, measure success, and make adjustments to the goals
over time. All of these activities must be fully coordinated across the ICC, implemented
through teamwork and dedication, and galvanized through effective leadership. They must
also be supported by policies and procedures adopted by the ICC Board of Directors.

A sound program management plan that is developed and maintained by an ICC

program management office, under the direction of the COO, in cooperation with
ICC senior management, and is implemented by a coordinated and collaborative ICC
team, is the key to effective implementation of activities in support of the strategic
goals and operational objectives.
SUCCESSFUL
IMPLEMENTATION The program management plan will be made up of integrated and coordinated projects,
OF STRATEGIC each intended to support realization of one or more of the operational objectives. Each
GOALS AND of these projects will have multiple and integrated tasks with specific targets and
OBJECTIVES
deliverables that will be coordinated to facilitate effective use of resources and overall
program management. These tasks will form the basis for resource needs over time and
an ICC budget that will ensure that the necessary resources are available to perform the
work as outlined in the plan. As work is performed, a dynamic system will be established
to monitor progress, evaluate performance, measure success, report program status, and
implement program adjustments. A process will also be implemented to evaluate and
•Measure Success recognize performance. The system will be supported by practical management tools
•Make Adjustments that can track the status of implementation, report on progress and success, and facilitate

•Monitor and Report enhancement as internal and external factors dictate. This plan will include the following:
Progress
• Approval of the LTBP and its implementation by the ICC Board of Directors
•Evaluate
Performance • Allocation of resources necessary to implement the LTBP through a Board-
approved budget

•Leadership • Development and implementation of work plans, policies, and procedures to

ensure realization of the strategic goals and objectives in the LTBP
•Teamwork
•Dedication • Establishment of performance goals and specific accomplishments to be
realized over time

• Development of a program management plan to guide implementation of

various projects, tasks, and activities; issuance of status reports on progress;
and conduct of meetings and program reviews as warranted

• Continual monitoring and adjustment of activities to ensure success

10 2007 ICC Long-Term Business Plan

CONCLUSION
Since the consolidation of the International Code Council
nearly four years ago, the organization has been focused
on combining the activities and resources of its legacy
organizations. At the same time the association moved
to completing its founding mission, which was: “ICC is a
nonprofit organization whose mission is to promulgate
a comprehensive and compatible regulatory system for
the built environment, through consistent performance-
based regulations that are effective, efficient, and meet
government, industry and public needs.” Having achieved
this initial mission, the elected leadership undertook an
effort that will chart the future course of the International
Code Council. The Blueprint effort, which reached out to
hundreds of members and non-members, produced a new
long-term plan that is perhaps the most important step
the ICC has taken since the decision to consolidate. The
new Vision and Mission are based on the contemporary
thinking of members, Board of Directors and all interested
stakeholders. This new Vision and Mission will most
certainly have a long lasting effect on the association and
prepare it for the future. Yet, as the International Code
Council moves forward, it will continue to be rooted to its
principles as an association of members that helps people
build better and safer communities.

2007 ICC Long-Term Business Plan 11

 THE ICC BOARD OF DIRECTORS—2006–2007
PRESIDENT VICE PRESIDENT
Wally Bailey, CBO Steven I. Shapiro, CBO
Director, Development Director of Codes Compliance
& Construction City of Hampton
City of Fort Smith Hampton, VA
Fort Smith, AR

SECRETARY/TREASURER IMMEDIATE PAST PRESIDENT

Adolf A. Zubia Henry L. Green
Fire Chief Executive Director, Bureau of Construction Codes &
City of Las Cruces Fire Safety, Department of Labor & Economic Growth
Las Cruces, NM City of Lansing
Lansing, MI

DIRECTOR DIRECTOR DIRECTOR

Gregori S. Anderson, CBO William D. Dupler Ronald L. Lynn
Director of Building Safety & Building Official Building Official
Regulatory Services Chatham County, County of Chesterfield Clark County
Department of Building Safety Chesterfield, VA Las Vegas, NV
& Regulatory Services
Savannah, GA

DIRECTOR DIRECTOR DIRECTOR

Edwin M. Berkel, C.F.I. Gerald D. George, C.B.O. Doug Murdock, CBO
Fire Marshal Chief Building Official Director of Building Inspections
Mehlville Fire Protection District City of Golden Gainesville, FL
St. Louis, MO Golden, CO

DIRECTOR DIRECTOR DIRECTOR

James L. Brothers Greg Johnson Ronald E. Piester, AIA
Building Director Building Inspector Director, Division of Code
City of Decatur City of Saint Paul Enforcement & Administration
Decatur, AL Saint Paul, MN State of New York
Albany, NY

DIRECTOR DIRECTOR DIRECTOR

Terrence L. Cobb, CBO Barbara L. Koffron James T. Ryan, CBO
Director, Dept. of Codes Fire Marshal Codes Administrator
& Building Safety Phoenix Fire Department City of Overland Park
Nashville/Davidson County, TN Phoenix, AZ Overland Park, KS

DIRECTOR DIRECTOR
John Darnall, CBO John T. LaTorra
Assistant Director of Building & Inspection Manager
Development Services City of Redwood City
City of Tumwater Redwood City, CA
Tumwater, WA

CHIEF EXECUTIVE OFFICER

Richard P. Weiland
Washington, DC

12 2007 ICC Long-Term Business Plan

ICC OFFICES
Headquarters
500 New Jersey Ave , NW
Sixth Floor
Washington, D.C. 20001
tel: 888.icc.safe (422.7233); tel: 202.370.1800
fax: 202.783.2348

Birmingham District Office

900 Montclair Road
Birmingham, AL 35213
tel: 888.icc.safe (422.7233); fax: 205.599.9871

Chicago District Office

4051 W. Flossmoor Road
Country Club Hills, IL 60478
tel: 888.icc.safe (422.7233); fax: 800.214.7167

Los Angeles District Office

5360 Workman Mill Road
Whittier, CA 90601
tel: 888.icc.safe (422.7233); fax: 562.908.5524

ICC SUBSIDIARIES
ICC Evaluation Service
Business/Regional Office
5360 Workman Mill Road
Whittier, California 90601
tel: 562.699.0543; fax: 562.695.4694
Regional Office
900 Montclair Road, Suite A
Birmingham, Alabama 35213
tel: 205.599.9800; fax: 205.599.9850
Regional Office
4051 West Flossmoor Road
Country Club Hills, Illinois 60478
tel: 708.799.2305; fax: 708.799.0310

International Accreditation Service

5360 Workman Mill Road
Whittier, CA 90601
tel: 866.427.4422; fax: 562.699.8031

International Code Council

Foundation
500 New Jersey Ave , NW
Sixth Floor
Washington, D.C. 20001
tel: 888.icc.safe (422.7233); tel: 202.370.1800
fax: 202.783.2348

2007 ICC Long-Term Business Plan 13

7-61203-01