ASHRAE. Strategic Plan STARTING

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1 1 ASHRAE Strategic Plan STARTING 2014 O

2 StrategicPlan 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 ASHRAE Efficiency Applied Product Development Global Community Residential Sector 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 its global building industry. Volunteerism, key constituencies, students & young engineers Product & service delivery, Technical Committee efficiency, alignment Tools, building performance, standards, professional development Needs of global members, collaboration opportunities Partnerships, technology development, outreach 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 ASHRAE Board of Directors (BOD) approved a new Strategic Plan to help guide the Society into the future. ASHRAE volunteers will help make the Strategic Plan a reality. The ASHRAE Strategic Plan Toolkit provides additional information on the plan, the initiatives and the expected resource requirements and outcomes. This information is provided to assist volunteers in this critical effort. As a supplement to the Strategic Plan Toolkit, the Strategic Plan Implementation Process provides a timeline for completing key aspects of the Plan and includes methods for measuring progress and performance on activities conducted to implement the Plan. The ASHRAE Strategic Plan ASHRAE Strategic Plan STARTING 2014 Figure 1 is the overall ASHRAE Strategic Plan in a summarized, one-page format. The actions that must be taken to implement the plan are shown in the Initiatives box. There are five initiatives: Market Prioritization, ASHRAE Efficiency, Applied Product Development, ASHRAE s Role in the Global Community, and ASHRAE s Role in the Global Community. Figure 2 shows how the initiatives support the goals outlined in the Strategic Plan. APPROVED BY ASHRAE BOARD OF DIRECTORS JUNE 24, 2014

4 4 Figure 2: Goals and Initiatives 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. Initiative 1 Initiative 2 Initiative 3 Initiative 4 Initiative 5 Market Prioritization ASHRAE Efficiency Product Development Global Community Residential Sector EDUCATE: Create learning experiences that enhance the knowledge and effectiveness of individuals who apply building sciences. EXTEND: Develop, refine, and optimize methods to increase awareness, adoption, and application of ASHRAE s offerings. ADAPT: Work collaboratively within the global community to increase the value, usefulness, and accessibility of building sciences and technology. 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. Augment ASHRAE s marketing and promotional capabilities to drive higher levels of awareness and uptake of offerings. Foster collaboration 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, operation, and management. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of the global building industry.

5 Initiative 1 Market Prioritization: Member Passion and Core Market Board Champion President Elect Background Market prioritization came out of two key discussions during which two questions were asked: (1) Is ASHRAE doing enough to ensure that the world knows what the Society is working on and (2) is ASHRAE really listening carefully to its 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 Affected 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 the global building industry. 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 needed to implement each action. Table 1 lists the actions and estimated resources. These estimates are provided for reference only to assist volunteers in setting the actual program plans and budgets. Table 1: Initiative 1 Initiative 1A Drive Employer Support Officers and Board Directors meet with top current employers of ASHRAE members to encourage 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 5 Initiative 1B Initiative 1C Measuring and Broadcasting ASHRAE Impact and Key Constituency Leadership Outreach Conduct a research program to estimate the impact of ASHRAE standards and technology 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 engineering firms by officers and BOD members to drive support and participation. Develop 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; manufacturers indirectly) RAC (Research Administration Committee)/Presidential Ad Hoc (Outreach) 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/ashrae Handbook in curricula. Convene meeting of student branch advisers at winter and annual conferences. 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 HVAC&R among engineers Pub & Ed Council/Members Council Collaboration

6 6 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 Affected Maximize opportunities for member involvement in Society activities. Foster collaborations throughout 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 the global building industry. 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 needed to implement each action. Table 2 provides the actions and estimated resources. These estimates are provided for reference only to assist volunteers in setting the actual program plans and budgets. Table 2: Initiative 2 Initiative 2A Volunteer Time Management Form an ad hoc committee 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 Initiative 2B Initiative 2C TC Reorganization A full assessment of the Technical Committee (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 to Handbook, conference programs, standards. Improves products and grows revenue. Presidential Ad Hoc 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 next 4 years $100,000 over 4 years Jeff Littleton Membership growth, expanded market for products and services. ExCom

7 7 Initiative 3 Applied Product Development Background Board Champion Applied product development is focused on ASHRAE s continued leadership in developing technology. In particular, there is a focus on practical or applied technology that is relevant to ASHRAE s consulting community. This initiative 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 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, operation, and management. Ensure that ASHRAE s products, programs and services are well aligned to meet the needs of the global building industry. 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 needed 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 3 Table on next page)

8 8 Initiative 3 Applied Product Development, continued Table 3: Initiative 3 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. 4 years for multiple programs $25,000 in year 1, $15,000 in the following years. Steve Comstock Possible sales of product Pub & Ed Council Initiative 3B Owner/Operator Focus Groups 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 a high performing building operations and maintenance training course. Explore co-branding with BOMA or IFMA at zero development cost to them provided 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 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. 1 year $10,000 for transportation Claire Ramspeck Possible sales of product Tech Council Initiative 3D Develop a technical course program that can be distributed through ASHRAE s 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. 4 years for multiple programs Volunteer time Joyce Abrams Membership growth; increase ASHRAE s exposure to professionals; revenue for chapters Pub & Ed Council/Tech Council/Members Council

9 9 Initiative 4 ASHRAE s Role in the Global Community Background Board Champion Treasurer ASHRAE s role in the global community continues to represent a great opportunity and a major strategic issue. The Board of Directors 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 that could then be added to this plan. Objectives Affected 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 the global building industry. 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 needed to implement each action. 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 Global membership assessment and development of Global Strategy Conduct detailed survey of members outside North America 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 Initiative 4B $100,000 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 Steve Comstock Contributes to long-term membership growth and strengthens the exposure and role of ASHRAE in the global community. Planning Committee

10 10 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 in that sector 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 committee 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 Affected 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 throughout the building industry to augment the positive impact of ASHRAE s offerings on building performance. Vice Chair Tech Council Work to translate science and technology into practical tools and resources that drive effective building design, operation, and management. 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 needed 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 Year $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 Presidential Ad Hoc

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