NAOMHC Strategic Plan (2025–2030)

Vision

A national infrastructure industry where minority contractors have equitable access, capacity, and representation.

Strategic Goals, Objectives & Key Actions

1. Expand Contractor Capacity Nationwide

Objectives

• Strengthen business readiness for minority highway contractors.
  
• Increase access to bonding, financing, insurance, and capital.
  
• Deliver high-quality technical training and certification pathways.
  

Key Actions

• Develop a National Contractor Training Academy focusing on:
  
  • Project management
    
  • Estimating and bidding
    
  • Compliance & documentation
    
  • Safety certification (OSHA, DOT-specific)
    
  • Technology adoption (software, AI tools, digital compliance)
    
• Launch a Bonding & Financing Access Program:
  
  • Partnerships with bonding companies, CDFIs, SBA lenders, and insurance providers.
    
  • Provide coaching to increase bonding limits and financial literacy.
    
• Offer monthly training webinars on procurement, cost control, and contract management.
  
• Create a Mentor–Protégé & Business Incubator with prime contractors.
• Provide state-by-state contracting guides and compliance toolkits.
  

2. Strengthen National Advocacy & Policy Influence

Objectives

• Expand NAOMHC’s presence at the federal, state, and local levels.
  
• Drive policy reform that advances minority contractor participation.
  
• Monitor contracting disparities and transparency in DOT procurement.
  

Key Actions

• Establish a National Policy & Advocacy Committee.
  
• Advocate for:
  
  • Increased DBE/SBE participation goals
    
  • Improved prompt payment enforcement
    
  • Fair dispute resolution standards
    
  • Transparent scoring and award processes
    
  • Greater use of small business set-asides
    
• Publish an annual National Infrastructure Equity Report.
  
• Host a National Minority Highway Contractors Legislative Day.
  
• Build a coalition with civil rights, labor, and infrastructure organizations.
  
• Engage in quarterly meetings with USDOT, FHWA, state DOTs, and congressional offices.

3. Develop Workforce & Community Development Pipelines

Objectives

• Build a stronger, diverse workforce for the national highway and transportation industry.
  
• Provide community-based programs that support youth and emerging workers.
  
• Strengthen family, cultural awareness, and civic engagement.
  

Key Actions

• Launch a Leadership Development Academy featuring:
  
  • Financial literacy
    
  • Cultural awareness & history
    
  • Civic education
    
  • Personal, family, and community leadership skills
    
• Create a Workforce Readiness Pipeline with:
  
  • Construction trades training
    
  • Apprenticeships and pre-apprenticeships
    
  • CDL, flagging, heavy equipment certifications
    
• Expand community programs such as:
  
  • Midnight Basketball
    
  • Unity Day
  • Partner with schools, community colleges, workforce boards, churches, and nonprofits.

4. Build National Partnerships & Strategic Alliances

Objectives

• Strengthen collaborations that open new contracting and training opportunities.
  
• Engage institutions that support business growth, innovation, and workforce development.
  

Key Actions

• Create a National Partnership Council including:
  
  • State DOTs
    
  • Federal agencies
    
  • Prime contractors
    
  • Unions & apprenticeship programs
    
  • Banks, CDFIs, bonding companies
    
  • Universities & training centers
    
• Secure national MOUs for:
  
  • Technical assistance
    
  • Training resources
    
  • Project pipeline insights
    
  • Access to capital initiatives
    
• Develop a Collaborative Purchasing Program:
  
  • Equipment rentals
    
  • Safety supplies
    
  • Materials purchasing
    
  • Technology and software packages
  • Host an annual National Conference & Expo for partners, contractors, and stakeholders.

Implementation & Performance Measures (2025–2030)

Key Metrics

• Number of contractors trained annually.
  
• Increases in bonding capacity for members.
  
• Growth in contract awards to minority firms.
  
• Number of states with active NAOMHC chapters.
  
• Workforce certifications & job placements.
  
• Volume of partnerships and MOUs executed.
  
• Policy wins and regulatory improvements.

Timeline

• 2025: Launch core programs, establish committees, expand training.
  
• 2026–2027: Grow chapters, publish annual reports, secure national partnerships.
  
• 2028–2030: Scale programs, evaluate outcomes, and strengthen national impact.