Strategic Plan 2017 MIDTERM UPDATE

Transcription

1 1 ASHRAE Strategic Plan 2017 MIDTERM UPDATE O

2 Strategic Plan STARTING 2014 Figure 1: The Strategic Plan on a Page VISION ASHRAE will be the global leader, the foremost source of technical and educational information and the primary provider of opportunity or the professional growth in the arts and sciences of heating, ventilation, air conditioning and refrigeration. OUTCOMES Improved building performance Increased membership Increased breadth in ASHRAE s product offerings Increased awareness of ASHRAE and utilizations of its resources among priority audiences Broader evidence of the practical application of ASHRAE s intellectual property Higher levels of volunteer engagement, satisfaction and loyalty FOUNDATION INITIATIVES GOAL GOAL GOAL GOAL Market Prioritization Volunteerism, key constituencies, students & young engineers ASHRAE Efficiency Product & service delivery, Technical Committee efficiency, alignment Applied Product Development Tools, building performance, standards, professional development Global Community Needs of global members, collaboration opportunities Residential Sector Partnerships, technology development, outreach Core Values Connect Educate Extend Adapt OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES Develop, implement, and assess methods to strengthen the member value proposition. Maximize opportunities for member involvement in Society activities. Prototype and experiment with new resources that integrate science and technology into building performance and knowledge systems. Develop programming and promotions that enable chapters to educate a wider range of audiences. Expand educational topics and enhance delivery methods to address the needs of priority audiences. Augment ASHRAE s marketing and promotional capabilities to drive higher levels of awareness and uptake of offerings. Foster collaborations throughout the building industry to augment the positive impact of ASHRAE s offerings on building performance. Identify and launch pilot programs in select international markets to customize and adapt offerings to address local demand. Work to translate science and technology into practical tools and resources that drive effective building design, operations and management. Ensure that products, programs and services are well aligned to meet the needs of ASHRAE s global building industry. Excellence Commitment Integrity Collaboration Volunteerism Mission To advance the arts and sciences of heating, ventilation, air conditioning and refrigeration to serve humanity and promote a sustainable world.

3 3 ASHRAE Strategic Plan starting 2014 TOOL KIT Introduction On June 24, 2014, the Board of Directors (BOD) approved a new Strategic Plan to help guide ASHRAE forward over next several years. ASHRAE volunteers will help make the Strategic Plan a reality. This Toolkit provides additional information on the Plan, the initiatives and the expected resource requirements and outcomes. This information is to assist volunteers in this critical effort. In addition to the Strategic Plan Toolkit, there is the Strategic Plan Implementation Plan, which provides a timeline for completing key aspects of the Plan and methods for measuring progress and performance on activities conducted to implement the Plan. 12: : Vector City 2 COLOR 2017 Midterm Update AM 6/11/2.pdf 1 COVER E A R H S Plan A c i g e t Stra IN START G 2014 In fall of 2016, the Board of Directors confirmed that the Strategic Plan is a five year plan in place until June of A midterm update of the plan was authorized and subsequently approved for release June This revised Strategic Plan Toolkit documents the midterm term update. The Strategic Plan and Strategic Plan Implementation Plan remain unchanged. The Strategic Plan Figure 1 above shows the overall Strategic Plan. The actions that must be taken to implement the plan are shown in the Strategic Initiatives box. There are five initiatives: 1. Market Prioritization, 5. ASHRAE Efficiency, 2. Applied Product Development, 3. ASHRAE s role in the Residential Sector, 4. ASHRAE s role in the Global Community. Figure 2 below shows how the initiatives support the goals outlined in the Strategic Plan. H BY AS OVE D APPR R F DIR AR D O AE BO RS JU ECTO, 2014 N E 24

4 4 GOALS CONNECT: Foster vibrant, informed and engaged ASHRAE and industry communities. OBJECTIVES Develop, implement and assess methods to strengthen the member value proposition. Maximize opportunities for member involvement in Society activities. Initiatives EDUCATE: Create learning experiences that enhance the knowledge and effectiveness of individuals that apply building sciences. Prototype and experiment with new resources that integrate ASHRAE s science and technology into building performance and knowledge systems. Develop programming and promotions that enable ASHRAE chapters to educate a wider range of audiences. Expand educational topics and enhance delivery methods to address the needs of priority audiences including employers, owners and operators. EXTEND: Develop, refine, and optimize methods to increase awareness, adoption and application of ASHRAE s offerings. Augment ASHRAE s marketing and promotional capabilities to drive higher levels of awareness and uptake of offerings. Foster collaborations in the building industry to augment the positive impact of ASHRAE s offerings on building performance. ADAPT: Work collaboratively within the global community to increase the value, usefulness and accessibility of building sciences and technology. Identify and launch pilot programs in select international markets to customize and adapt offerings to address local demand. Work to translate ASHRAE s science into practical tools and resources that drive effective building design, operations and management. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of its membership. Initiative 1 Market Prioritization: Member Passion and Core Market Initiative 2 ASHRAE Efficiency: Organizational Assessment Initiative 3 Applied Product Development Initiative 4 ASHRAE s Role in the Global Community Initiative 5 ASHRAE s Role in the Residential Sector

5 Initiative 1 Market Prioritization: Member Passion and Core Market Board Champion President Elect Market prioritization came out of two key discussions during which the following questions were asked: Is ASHRAE doing enough to ensure that the world knows what the Society is working on?; and Are we really listening carefully enough to our members needs and acting to fulfill them? The initiatives are intended to make sure ASHRAE is properly connected to its key constituencies, such as consulting engineers, as well as getting the message out about ASHRAE to employers, building owners, and other influential groups. Objectives Impacted Develop, implement and assess methods to strengthen the member value proposition. Expand educational topics and enhance delivery methods to address the needs of priority audiences including employers, owners and operators. Augment ASHRAE s marketing and promotional capabilities to drive higher levels of awareness and uptake of offerings. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of its membership. 5 Possible Programs and Resource Allocation As part of the planning process, a core team of ASHRAE members with Board of Directors (BOD) representation brainstormed specific actions and Planning Committee (PLC) provided the BOD with an estimate of resources that would be required to implement each action. Table 1 lists the actions and estimated resources. These are provided for reference only to assist volunteers in setting the actual program plans and budgets. Table 1: Initiative 1 Updated Initiative 1A Drive Employer Support Volunteerism is the lifeblood of ASHRAE and can only be accomplished with the support of our member s employers. Chapter Officers will conduct and document meetings with top employers to promote continued time and financial support of ASHRAE volunteers. 1 visit per Chapter during and Society Years $10,000 annually for collateral materials Joyce Abrams Strengthen local employer support for employee memberships Members Council Original Initiative 1A Drive Employer Support Officers and Board Directors meet with top current employers of ASHRAE members to generate continued time and financial support of ASHRAE volunteers. Follow-up tracking database. The VITAL program is the starting point. 20 visits during Society Year $35,000 annually for travel and collateral materials Joyce Abrams 5% North America membership growth ExCom

6 6 Updated Initiative 1B Measuring and Broadcasting ASHRAE Impact Conduct a research program to estimate the impact ASHRAE standards and technology have had. Document actual energy savings and performance impacts for selected energy measures, and identify key design, construction, installation and operational factors that influence savings and performance. 2 years $150,000 from Research fund, $35,000 to support MTG activity and expenses Mike Vaughn Strengthen employer and financial support. RAC (Research) / IAST.MTG Original Initiative 1B Measuring and Broadcasting ASHRAE Impact and Key Constituency Leadership Outreach Conduct a research program to estimate the impact ASHRAE standards and technology have had. Document actual energy savings and performance impacts for selected energy measures, and identify key design, construction, installation and operational factors that influence savings and performance. Conduct 20 visits annually to consulting engineer firms by Officers and BOD members to drive support and participation. Supporting collateral material specific to consulting engineers (VITAL for consulting engineers). 4 years $150,000 from Research fund and $35,000 annually for travel and collateral materials Mike Vaughn Strengthen financial support for research. Membership growth (consulting engineers directly; mfgs indirectly). RAC (Research) / Presidential Ad Hoc (Outreach) Initiative 1C Updated Grow ASHRAE Influence at Universities More aggressively pursue HVACR training for university students. Promote the creation of student branches globally. Increase the use of ASHRAE publications/handbook in curriculum. Convene meeting of student branch advisers at winter/annual meeting. Investigate accreditation of ASHRAE educational programs for university credit. 3 years $30,000 across five Society years Steve Comstock Education course revenue, student membership growth, seeding future membership growth, greater awareness of HVACR among engineers. Pub/Ed Council / Members Council Collaboration Original Initiative 1C Grow ASHRAE Influence at Universities More aggressively pursue HVACR training for university students. Promote the creation of student branches globally. Increase the use of ASHRAE publications/handbook in curriculum. Convene meeting of student branch advisers at winter/annual meeting. Investigate accreditation of ASHRAE educational programs for university credit. 3 years $30,000 across three Society years Steve Comstock Education course revenue, student membership growth, seeding future membership growth, greater awareness of HVACR among engineers. Pub/Ed Council / Members Council Collaboration

7 7 NEW Initiative 1D ASHRAE.org Redesign and Brand-Oriented Marketing Approach Redesign the ASHRAE.org website to make it more accessible, navigable, and relevant to our domestic and global audience of members and nonmembers. Implement a brand-oriented marketing approach to create a consistent presence in our physical and digital platforms. Consistent branding is critical to ensuring members and nonmembers understand the value proposition of ASHRAE as a leader in the built environment. Develop feedback mechanisms from members and nonmembers on the success Society Year $250,000 + $1,500/month ongoing maintenance Vanita Gupta, Joslyn Ratcliff Enabling more convenient web access to content, products, and services will enable an expansion of ASHRAE influence and promote increased revenue from product sales; improved member satisfaction; improved ability to attract nonmembers to membership or as customers. Marketing and ASHRAE Website Redesign Working Group / ExCom

8 8 Initiative 2 ASHRAE Efficiency: Organizational Assessment Board Champion Society President Background ASHRAE efficiency is a challenge to the organization to remove unnecessary effort so that precious volunteer and staff hours are directed to productive results. There is a specific challenge to refocus and strengthen the heart of ASHRAE Technology (Technical Committees) to meet the challenges and opportunities facing ASHRAE. In addition to the internal focus, there are opportunities for ASHRAE to join forces with other like-minded organizations up to and including consolidation. Objectives Impacted Maximize opportunities for member involvement in Society activities. Foster collaborations in the building industry to augment the positive impact of ASHRAE s offerings on building performance. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of its membership. Possible Programs and Resource Allocation As part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specific actions, and PLC provided the BOD with an estimate of resources that would be required to implement each action. Table 2 provides the actions and estimated resources. These are provided for reference only to assist volunteers in setting the actual program plans and budgets. Table 2: Initiative 2 Completed Initiative 2A Volunteer Time Management Form an ad hoc to review opportunities to streamline procedures and more effectively utilize volunteer resources Society Year $20,000 Committee travel Jeff Littleton Improves utilization of primary resource Society Volunteers. Grows Society productivity and recruitment of volunteers. Product sales rise through faster delivery of better products. Presidential Ad Hoc

9 9 Completed Initiative 2B Updated Responsible Party TC Re-organization A full assessment of the TC organization including responsibilities to meet the needs of ASHRAE in the future. Implement the results of the assessment Society Year for assessment. Two years for implementation. $15,000 for committee travel Mike Vaughn More efficient contributions into Handbook, conference programs and standards. Improves products and grows revenue. TAC Initiative 2C Consolidation, Partnerships, and Joint Ventures Perform environmental scan of organizations watching for opportunities to align and collaborate with other organizations. Actively pursue the opportunities as they arise. As opportunities arise over initial Strategic Plan duration, until June of $100,000 over initial Strategic Plan duration, until June of Jeff Littleton Membership growth; expanded market for products and services. ExCom

10 10 Initiative 3 Applied Product Development Background Board Champion Applied Product development is focused on ASHRAEs continued leadership in developing technology. In particular, there is a focus on practical or applied technology that is relevant to ASHRAE s consulting community. It speaks to the need to provide tools that help members do their jobs. Treasurer Objectives Affected Prototype and experiment with new resources that integrate ASHRAE s science and technology into building performance and knowledge systems. Develop programming and promotions that enable ASHRAE chapters to educate a wider range of audiences. Expand educational topics and enhance delivery methods to address the needs of priority audiences including employers, owners and operators. Foster collaborations in the building industry to augment the positive impact of ASHRAE s offerings on building performance. Identify and launch pilot programs in select international markets to customize and adapt offerings to address local demand. Work to translate ASHRAE s science into practical tools and resources that drive effective building design, operations and management. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of its membership. Possible Programs and Resource Allocation As part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specific actions and PLC provided the BOD with an estimate of resources that would be required to implement each action. Table 3 lists actions and estimated resources. These are provided for reference only to assist volunteers in setting the actual program plans and budgets. Initiative 3A Develop software tools and mobile apps focused on professional applications Develop market-ready software tools and apps for consulting engineers and other key constituencies to use in their daily professional activities. Over initial Strategic Plan duration, until June of $25,000 in year 1, $15,000 until June of Table 3: Initiative 3 Steve Comstock Possible sales of product. Pub/ Ed Council

11 11 Updated Initiative 3B Owner/Operator Focus Groups Collect ASHRAE member demographics on owner/operators around the world. Conduct focus groups to understand owner/operator opportunities. Based on the results on the focus groups, utilize a Multidisciplinary Task Group (MTG for Effective Building Operations) to develop products and services and explore co-branding with APPA, BOMA, and/or IFMA at zero development cost to them provided they provide marketing support and committee volunteers. 2 years $28,000 during for travel, facilities. $30,000 for course development. Steve Comstock Education course revenue. Membership growth. MTG for Effective Building Operations Original Initiative 3B Owner/Operator Focus Groups, Products and Services Collect ASHRAE member demographics on owners/operators around the world. Conduct three focus groups to understand owner/operator opportunities (one outside the U.S.). Three groups at 7 per group plus facilitators (volunteer led with staff support). Based on the results on the focus groups, develop products and services such as use Standard 180 as the foundation of a fundamentals of HPB operations and maintenance training course. Explore co-branding with BOMA or IFMA at zero development cost to them as long as they provide marketing support and committee volunteers Society Year $25,000 during for travel, facilities. $90,000 for course development. Steve Comstock Education course revenue. Membership growth. Members Council / Pub/Ed Council

12 12 Initiative 3C Performance Based Standards Work with other Standards Development Organizations (SDOs) both domestically and globally to understand how and when to migrate from prescriptive to performance based standards Society Year $10,000 for transportation Stephanie Reiniche Possible sales of product. Tech Council Initiative 3D Develop a technical course program that can be distributed through ASHRAE chapters Develop a portfolio of programs and courses that chapters can offer to their membership. These courses should support continuing education of the consulting engineering community. The goals is to provide the chapters with world class course material to get members to attend local chapter meetings and attract new members. It may require instructor training as well. Strategic Plan duration, until June of Volunteer Time Joyce Abrams Membership growth; increase ASHRAE s exposure to professionals; revenue for chapters. Pub/Ed Council/Tech Council/Members Council

13 13 Initiative 4 ASHRAE s Role in the Global Community Background Board Champion Treasurer ASHRAE s role in the Global Community continues to be a great opportunity and a major strategic issue. The Board discussed this issue at length and came to the conclusion that it does not know enough to set a clear direction for the Society. The decision was made to act quickly to gather the necessary input and develop a set of initiatives which could then be added to this plan Midterm Update Initiatives 4A and 4B have been completed and represent the first actions under Initiative 4. Expanded Initiatives 4C-4F represent new initiatives stemming from the conclusions of 4A and 4B and represent ASHRAE s next steps in advancing the Global Strategy. Objectives Impacted Develop, implement and assess methods to strengthen the member value proposition. Develop programming and promotions that enable ASHRAE chapters to educate a wider range of audiences. Identify and launch pilot programs in select international markets to customize and adapt offerings to address local demand. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of its membership. Possible Programs and Resource Allocation As part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specific actions and PLC provided the BOD with an estimate of resources that would be required. Table 4 provides the actions and estimated resources. These are provided for reference only to assist volunteers in setting the actual program plans and budgets. Table 4: Initiative 4 Initiative 4A (Complete) Global membership assessment and development of Global Strategy Conduct detailed survey of members outside NA to understand how ASHRAE can serve them more effectively. Prepare a Global Strategic Plan for BOD on how to effectively and quickly establish ASHRAE s role in the global community Society Year $15,000 for consultant to audit questions; survey conducted directly by ASHRAE Joyce Abrams Contributes to long-term membership growth. Planning Committee

14 14 Initiative 4B (Complete) Global Study with a consultant to evaluate ASHRAE s opportunities Work with a consultant such as MCI to ascertain what ASHRAE s opportunities are globally and develop some business models to achieve the goals. This material will be included in the Global Strategic plan development in Initiative 4A Society Year $100,000 Steve Comstock Contributes to long-term membership growth and strengthens the exposure and role of ASHRAE in the global community. Planning Committee Initiative 4C Global Training Develop and Implement a global training initiative to deliver targeted, locally-relevant ASHRAE educational products with local, trusted, trainers. Deliver training programs for both established and emerging ASHRAE markets with a sustainable and repeatable methodology and Society Years for two pilot markets; Continue for multiple years $200,000 Projected to be self-funding after initial development. Steve Comstock Contributes to need for local relevance, diversified revenue, and creates a demand for ASHRAE products. PEC Initiative 4D Regional Offices; Target Enterprise Involvement Pilot one regional office to support the local membership and enable the development of locally relevant products in emerging and/or mature ASHRAE markets. Activity targets membership inquires, and publications sales inquiries with local content generation for newsletter and website. For mature market with local (e.g. chapter, government, association) office space support Society Year with anticipated pilot renewals $80,000 in each of and Jeff Littleton Efficient response to global membership with awareness of local culture. Potential to adapt products to be directly advertised and supported. Members Council

15 15 Initiative 4E Organization of Global Chapters and Drive partnerships Investigate the organization of ASHRAE global chapter and grassroots structure to provide flexibility in Chapter and Region operations and authority. Investigate ASHRAE membership definition and alternatives including enterprise, business, and/ or governmental organization memberships. Develop outreach programs (communication and marketing). Develop and implement a partner model with national associations and associate societies Society year Volunteer time. $30,000 for travel associated with investigation. Implementation budget TBD. Jeff Littleton, Joyce Abrams Flexibility with ASHRAE membership and organization definitions will allow greatest ability to expand membership and create an effective locally relevant presence. Partnerships provide symbiotic benefits. Members Council / Excom

16 16 Initiative 5 ASHRAE s Role in the Residential Sector Background Despite the large impact the residential sector has on the built environment, ASHRAE has had only minor role to date. Most of ASHRAE s current membership is focused on commercial construction but the BOD has realized that ASHRAE still has a role to play in the residential sector, more likely through collaboration with other groups focused on the residential sector. During , a presidential ad hoc studied ASHRAE s role in the residential sector. The proposals in their report are expected to generate more initiatives to support this important goal. Objectives Impacted Board Champion Develop programming and promotions that enable ASHRAE chapters to educate a wider range of audiences. Expand educational topics and enhance delivery methods to address the needs of priority audiences including employers, owners and operators. Foster collaborations in the building industry to augment the positive impact of ASHRAE s offerings on building performance. Work to translate ASHRAE s science into practical tools and resources that drive effective building design, operations and management. Vice Chair Tech Council Possible Programs and Resource Allocation As part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specific actions and PLC provided the BOD with an estimate of resources that would be to implement each action. Table 5 provides the actions and estimated resources. These are provided for reference only to assist volunteers in setting the actual program plans and budgets. Table 5: Initiative 5 Initiative 5A Drive residential partnerships and collaboration. Jointly develop training programs and perform research into improving the residential built environment. Leverage the strength of other organizations in the residential market. Work with other organizations to develop training programs and perform research Society Years $10,000 per year to attend partner meetings. $100,000 for training and education programs. Research budget TBD. Steve Comstock Stronger position in residential market, product development/sales. Tech Council / Residential Building Committee

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