ashrae strategic plan tool kit - 2017 midterm update b&w

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ASHRAEStrategic Plan

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2017 MIDTERM UPDATE

Strategic Plan STARTING 2014

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“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.”

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Mission “To advance the arts and sciences of heating, ventilation, air conditioning and refrigeration to serve humanity and promote a sustainable world.”

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Excellence

Commitment

Integrity

Collaboration

Volunteerism

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

Broader evidence of the practical application of ASHRAE’s intellectual property

Higher levels of volunteer engagement, satisfaction and loyalty

Improved building performance Increased membership Increased breadth in ASHRAE’s product offerings Increased awareness of ASHRAE and utilizations

of its resources among priority audiences

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Educate

• 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.

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Extend

• 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.

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Connect

• Develop, implement, and assess methods to strengthen the member value proposition.

• Maximize opportunities for member involvement in Society activities.

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Adapt

• 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.

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FIGURE 1: THE STRATEGIC PLAN ON A PAGE

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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.

ASHRAE 2014STARTINGStrategic Plan

TOOL KIT

ASHRAEStrategic Plan

STARTING 2014

Vector City 2 COLOR COVER.pdf 1 6/11/2014 11:12:31 AM

APPROVED BY ASHRAE BOARD OF DIRECTORS JUNE 24, 2014

2017 Midterm UpdateIn fall of 2016, the Board of Directors confi rmed that the Strategic Plan is a fi ve year plan in place until June of 2019. A midterm update of the plan was authorized and subsequently approved for release June 2017. This revised Strategic Plan Toolkit documents the midterm term update. The Strategic Plan and Strategic Plan Implementation Plan remain unchanged.

The Strategic PlanFigure 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 fi ve initiatives: 1. Market Prioritization, 5. ASHRAE Effi ciency, 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.

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Initiatives

1 2 3 4 5

GOALS OBJECTIVES

CONNECT: Foster vibrant, informed and engaged ASHRAE and industry communities.

Develop, implement and assess methods to strengthen the member value proposition.

Maximize opportunities for member involvement in Society activities.

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, refi ne, 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 Effi ciency: Organizational AssessmentInitiative 3 – Applied Product DevelopmentInitiative 4 – ASHRAE’s Role in the Global CommunityInitiative 5 – ASHRAE’s Role in the Residential Sector

5Initiative 1 – Market Prioritization: Member Passion and Core Market

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 fulfi ll 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 infl uential 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.

Possible Programs and Resource AllocationAs part of the planning process, a core team of ASHRAE members with Board of Directors (BOD) representation brainstormed specifi c 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.

Board Champion President Elect

Updated

Initiative 1ADrive Employer Support

DescriptionVolunteerism is the lifeblood of ASHRAE and can only be accomplished with the support of our member’s employers. Chapter Offi cers will conduct and document meetings with top employers to promote continued time and fi nancial support of ASHRAE volunteers.

Timeframe 1 visit per Chapter during 2017–18 and 2018–19 Society Years

Cost $10,000 annually for collateral materials

Staff Joyce Abrams

Revenue/Upside Strengthen local employer support for employee memberships

Responsible Party Members Council

TABLE 1: INITIATIVE 1

Original

Initiative 1ADrive Employer Support

DescriptionOffi cers and Board Directors meet with top current employers of ASHRAE members to generate continued time and fi nancial support of ASHRAE volunteers. Follow-up tracking database. The VITAL program is the starting point.

Timeframe 20 visits during 2014–15 Society Year

Cost $35,000 annually for travel and collateral materials

Staff Joyce Abrams

Revenue/Upside 5% North America membership growth

Responsible Party ExCom

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Updated

Initiative 1BMeasuring and Broadcasting ASHRAE Impact

DescriptionConduct 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 infl uence savings and performance.

Timeframe 2 years

Cost $150,000 from Research fund, $35,000 to support MTG activity and expenses

Staff Mike Vaughn

Revenue/Upside Strengthen employer and fi nancial support.

Responsible Party RAC (Research) / IAST.MTG

Original

Initiative 1BMeasuring and Broadcasting ASHRAE Impact and Key Constituency Leadership Outreach

Description

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 infl uence savings and performance. Conduct 20 visits annually to consulting engineer fi rms by Offi cers and BOD members to drive support and participation. Supporting collateral material specifi c to consulting engineers (VITAL for consulting engineers).

Timeframe 4 years

Cost $150,000 from Research fund and $35,000 annually for travel and collateral materials

Staff Mike Vaughn

Revenue/Upside Strengthen fi nancial support for research. Membership growth (consulting engineers directly; mfgs indirectly).

Responsible Party RAC (Research) / Presidential Ad Hoc (Outreach)

Initiative 1C Grow ASHRAE Infl uence at Universities

DescriptionMore 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.

Timeframe 3 years

Updated Cost $30,000 across fi ve Society years

Staff Steve Comstock

Revenue/UpsideEducation course revenue, student membership growth, seeding future membership growth, greater awareness of HVACR among engineers.

Responsible Party Pub/Ed Council / Members Council Collaboration

Original

Initiative 1CGrow ASHRAE Infl uence at Universities

DescriptionMore 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.

Timeframe 3 years

Cost $30,000 across three Society years


Revenue/UpsideEducation course revenue, student membership growth, seeding future membership growth, greater awareness of HVACR among engineers.

Responsible Party Pub/Ed Council / Members Council Collaboration

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NEW

Initiative 1DASHRAE.org Redesign and Brand-Oriented Marketing Approach

Description

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.

Timeframe 2017–18 Society Year

Cost $250,000 + $1,500/month ongoing maintenance

Staff Vanita Gupta, Joslyn Ratcliff

Revenue/UpsideEnabling more convenient web access to content, products, and services will enable an expansion of ASHRAE infl uence and promote increased revenue from product sales; improved member satisfaction; improved ability to attract nonmembers to membership or as customers.

Responsible Party Marketing and ASHRAE Website Redesign Working Group / ExCom

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Initiative 2 – ASHRAE Effi ciency: Organizational Assessment

BackgroundASHRAE effi ciency 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 specifi c 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 AllocationAs part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specifi c 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.

Board Champion Society President

Completed

Initiative 2AVolunteer Time Management

Description Form an ad hoc to review opportunities to streamline procedures and more effectively utilize volunteer resources.


Cost $20,000 Committee travel

Staff Jeff Littleton

Revenue/UpsideImproves utilization of primary resource–Society Volunteers. Grows Society productivity and recruitment of volunteers. Product sales rise through faster delivery of better products.

Responsible Party Presidential Ad Hoc


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Completed

Initiative 2BTC Re-organization

DescriptionA full assessment of the TC organization including responsibilities to meet the needs of ASHRAE in the future. Implement the results of the assessment.

TimeframeTimeframe 2014–15 Society Year for assessment. Two years for implementation.2014–15 Society Year for assessment. Two years for implementation.

Cost $15,000 for committee travel

Staff Mike Vaughn

Revenue/Upside More effi cient contributions into Handbook, conference programs and standards. Improves products and grows revenue.

Updated Responsible Party

TAC

Initiative 2C Consolidation, Partnerships, and Joint Ventures

DescriptionPerform environmental scan of organizations watching for opportunities to align and collaborate with other organizations. Actively pursue the opportunities as they arise.

Timeframe As opportunities arise over initial Strategic Plan duration, until June of 2018.

Cost $100,000 over initial Strategic Plan duration, until June of 2018.


Revenue/Upside Membership growth; expanded market for products and services.

Responsible Party ExCom

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Initiative 3 – Applied Product Development

Background

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.

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.


• 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 specifi c 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.

Board Champion Treasurer

Initiative 3A Develop software tools and mobile apps focused on professional applicationsDescription Develop market-ready software tools and apps for consulting engineers and other key constituencies to use in their daily

professional activities.

Timeframe Over initial Strategic Plan duration, until June of 2018.

Cost $25,000 in year 1, $15,000 until June of 2018.


Revenue/Upside Possible sales of product.

Responsible Party Pub/ Ed Council


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Updated

Initiative 3BOwner/Operator Focus Groups

Description 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.

Timeframe 2 years

Cost $28,000 during 2017–18 for travel, facilities. $30,000 for course development.


Revenue/Upside Education course revenue. Membership growth.

Responsible Party MTG for Effective Building Operations

Original

Initiative 3BOwner/Operator Focus Groups, Products and Services

Description 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.


Cost $25,000 during 2014–15 for travel, facilities. $90,000 for course development.


Revenue/Upside Education course revenue. Membership growth.

Responsible Party Members Council / Pub/Ed Council

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Initiative 3C Performance Based StandardsDescription Work with other Standards Development Organizations (SDOs) both domestically and globally to understand how and

when to migrate from prescriptive to performance based standards.


Cost $10,000 for transportation

Staff Stephanie Reiniche

Revenue/Upside Possible sales of product.

Responsible Party Tech Council

Initiative 3D Develop a technical course program that can be distributed through ASHRAE chaptersDescription 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.

Timeframe Strategic Plan duration, until June of 2019.

Cost Volunteer Time

Staff Joyce Abrams

Revenue/Upside Membership growth; increase ASHRAE’s exposure to professionals; revenue for chapters.

Responsible Party Pub/Ed Council/Tech Council/Members Council

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Initiative 4 – ASHRAE’s Role in the Global Community

Background

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.

2017 Midterm Update

Initiatives 4A and 4B have been completed and represent the fi rst 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.



• Ensure that ASHRAE’s products, programs and services are well aligned to meet the needs of its membership.


As part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specifi c 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.

Initiative 4A

(Complete)Global membership assessment and development of Global Strategy

DescriptionConduct 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.


Cost $15,000 for consultant to audit questions; survey conducted directly by ASHRAE

Staff Joyce Abrams

Revenue/Upside Contributes to long-term membership growth.

Responsible Party Planning Committee


Board Champion Treasurer

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Initiative 4B

(Complete)Global Study with a consultant to evaluate ASHRAE’s opportunities

DescriptionWork 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.


Cost $100,000


Revenue/Upside Contributes to long-term membership growth and strengthens the exposure and role of ASHRAE in the global community.

Responsible Party Planning Committee

Initiative 4C Global Training

DescriptionDevelop 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.

Timeframe 2016–17 and 2018–19 Society Years for two pilot markets; Continue for multiple years

Cost$200,000

Projected to be self-funding after initial development.


Revenue/Upside Contributes to need for local relevance, diversifi ed revenue, and creates a demand for ASHRAE products.

Responsible Party PEC

Initiative 4D Regional Offi ces; Target Enterprise Involvement

Description

Pilot one regional offi ce 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) offi ce space support.

Timeframe 2017–18 Society Year with anticipated pilot renewals

Cost $80,000 in each of 2017–18 and 2018–19


Revenue/UpsideEffi cient response to global membership with awareness of local culture. Potential to adapt products to be directly advertised and supported.

Responsible Party Members Council

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Initiative 4E Organization of Global Chapters and Drive partnerships

Description

Investigate the organization of ASHRAE global chapter and grassroots structure to provide fl exibility in Chapter and Region operations and authority. Investigate ASHRAE membership defi nition 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.

Timeframe 2017–18 Society year

Cost• Volunteer time. $30,000 for travel associated with investigation.

• Implementation budget TBD.

Staff Jeff Littleton, Joyce Abrams

Revenue/UpsideFlexibility with ASHRAE membership and organization defi nitions will allow greatest ability to expand membership and create an effective locally relevant presence. Partnerships provide symbiotic benefi ts.

Responsible Party Members Council / Excom

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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 2013–14, 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


• 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.


As part of the planning process, a core team of ASHRAE members with BOD representation brainstormed specifi c 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.

Board Champion Vice Chair Tech Council

Initiative 5A Drive residential partnerships and collaboration. Jointly develop training programs and perform research into improving the residential built environment.

DescriptionLeverage the strength of other organizations in the residential market. Work with other organizations to develop training programs and perform research.

Timeframe 2014–19 Society Years

Cost$10,000 per year to attend partner meetings. $100,000 for training and education programs. Research budget TBD.


Revenue/Upside Stronger position in residential market, product development/sales.

Responsible Party Tech Council / Residential Building Committee


1791 Tullie Circle NE • Atlanta, GA 30329 USA

Email: [email protected] • Telephone: (404) 636-8400

www.ASHRAE.org

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ashrae strategic plan tool kit - 2017 midterm update b&w

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