CaGBC Strategic Plan draft 1 by tzm16628

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									Canada Green Building Council

Conseil du bâtiment durable du
            Canada


  Strategic Plan 2003-2004
                                                                               CaGBC Strategic Plan 2003-04 final
                                                                                                 November 2003




Table of Contents
ORGANIZATIONAL OVERVIEW ........................................................................................... 4
   ORGANIZATIONAL PROFILE.......................................................................................................... 4
   VISION ......................................................................................................................................... 4
   MISSION ....................................................................................................................................... 4
KEY OPPORTUNITIES AND CHALLENGES ....................................................................... 5
   MEMBERSHIP ............................................................................................................................... 5
   PENT-UP DEMAND ....................................................................................................................... 5
   AWARENESS & SUPPORT FOR CAGBC ACROSS CANADA ............................................................ 5
   FUNDING ...................................................................................................................................... 5
   INSTITUTIONAL BARRIERS ........................................................................................................... 6
   GOVERNANCE, ORGANIZATION AND MANAGEMENT ................................................................... 6
STRATEGIC OBJECTIVES, 2003-04 ....................................................................................... 6
   STRATEGIC OBJECTIVE 1: PRODUCT DELIVERY PLUS ................................................................. 6
     Performance Indicators .......................................................................................................... 6
   STRATEGIC OBJECTIVE 2:- TRAINING TO BUILD CAPACITY .......................................................... 7
     Performance Indicators .......................................................................................................... 7
   STRATEGIC OBJECTIVE 3: MEMBERSHIP RECRUITMENT AND RETENTION..................................... 7
     Performance Indicators .......................................................................................................... 7
   STRATEGIC OBJECTIVE 4: DEVELOP AND PROMOTE THE BUSINESS CASE FOR GREEN BUILDINGS . 7
     Performance Indicators .......................................................................................................... 7
   STRATEGIC OBJECTIVE 5: RESEARCH, DEVELOP AND ADVOCATE FOR THE GREEN BUILDING
   AGENDA ....................................................................................................................................... 7
     Performance Indicators .......................................................................................................... 7
   STRATEGIC OBJECTIVE 6: DEVELOP INTERNAL GOVERNANCE & ORGANIZATION ....................... 8
     Performance Indicators .......................................................................................................... 8
KEY STRATEGIES ..................................................................................................................... 8
   KEY STRATEGY 1: PRODUCTS ...................................................................................................... 8
     Targets .................................................................................................................................... 8
     Accountability ......................................................................................................................... 8
   KEY STRATEGY 2: EDUCATION .................................................................................................... 8
     Targets .................................................................................................................................... 8
     Accountability ......................................................................................................................... 9
   KEY STRATEGY 3: PROMOTION AND PARTNERSHIPS ................................................................... 9
     Targets .................................................................................................................................... 9
     Accountability ......................................................................................................................... 9
   KEY STRATEGY 4: GOVERNANCE ................................................................................................ 9
     Targets .................................................................................................................................... 9
     Accountability ......................................................................................................................... 9


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                                                                     CaGBC Strategic Plan 2003-04 final
                                                                                       November 2003




APPENDIX 1: COMMITTEE DETAILED PROGRAMS AND TARGETS....................... 10
   Key Strategy 1: Products ...................................................................................................... 10
   Key Strategy 2: Education .................................................................................................... 10
   Key Strategy 3: Promotion and Partnerships....................................................................... 10
   Key Strategy 4: Governance ................................................................................................. 11




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                                                   CaGBC Strategic Plan 2003-04 final
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Organizational Overview
Organizational Profile
The Canada Green Building Council is a not-for-profit Corporation established under the Canada
Corporations Act, with Letters Patent issued December 5, 2002. Its stated objectives are:
   1. To promote the design and construction of buildings that are environmentally
      responsible, profitable and healthy places to live and work;
   2. To develop and promote industry standards, educational programs, and design practices
      related to environmentally responsible buildings;
   3. To conduct research and educational activities and to engage in lobbying efforts related
      to the promotion of green building practices;
   4. Other purposes that are not inconsistent with these objects.

Membership in the Council is open to representation from each of the following groups:
     Building Product Manufacturers and Building Controls Manufacturers;
     Building Owners;
     Real Estate Companies, Brokers and Developers;
     Contractors and Builders;
     Provincial, Federal and Territorial Agencies;
     Municipal and Regional Governments;
     Non-Governmental Organizations;
     Architects and Engineers;
     Other Professional Services Firms in the Buildings Industry;
     Financial Community;
     Utilities;
     Energy Service Providers;
     Universities and Technical Research Institutes.

The Canada Green Building Council operates with a small paid staff in Ottawa and Victoria and
relies on the time, commitment, dedication and passion of its members to advance its aims and
achieve its objectives.


Vision
Our vision, “a thing or idea perceived vividly in the imagination”, describes the desired end
result of our collective efforts:

            A transformed built environment contributing to a sustainable future


Mission
Our mission describes the way we intend to work to achieve the vision.



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Promote buildings that are environmentally responsible, profitable, and healthy places to live,
work and play by engaging a national coalition of industry leaders to accelerate the mainstream
adoption of green building principles, policies, practices, standards and tools.


Key Opportunities and Challenges
The following key opportunities and challenges are not necessarily ranked in order of magnitude
or importance. Responses to them are dealt with below under Strategic Objectives 2003-04 and
Key Strategies.

Membership
The Council has bootstrapped itself into existence with membership from various parts of the
industry, but there are key sectors that are underrepresented. These include, by way of example,
major private sector real estate firms, urban planners, home builders and contractors, product
manufacturers/suppliers, technology providers and financial institutions - all key decision-
makers. Growing the membership so that it is diverse and representative of all sectors of the
building industry is a key to success.

The Council has only been operational for a relatively short time, and has relied on the goodwill
of founding members and sponsors for the progress made to date. We need to deliver sufficient
direct and indirect benefits to both existing and new members, in order to retain and grow
membership in the future. Official chapters of the CaGBC will play a key role in building
support at the local or regional level, and in delivering CaGBC services to its membership

Pent-up Demand
There is a pent-up demand for LEED products in Canada, particularly for a Canadian version of
the LEED rating system and the supporting products that go with it. These include reference
documents, registration and certification services and training and certification of LEED
Accredited Professionals in Canada. Meeting this pent-up demand in a timely fashion is a key
success factor, especially in the short term. There is also a pent-up demand for other capacity-
building training and education needs, such as integrated design process capability. Other rating
systems with different market niches also require support.

Awareness & Support for CaGBC across Canada
Awareness of green buildings, of the LEED rating systems and of the US Green Building
Council, has, for historic reasons, been greater in western Canada than central and eastern
Canada, which has fragmented the green buildings industry. We need to further build awareness
and support for CaGBC across the country in order to achieve market transformation.

Funding
Related to both membership and demand for LEED products, is the issue of ongoing funding.
Financial commitments have gone up with the hiring of full-time staff. Founding sponsorship


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without ties to deliverables has got us started, and membership is showing steady growth, but
these sources of revenue will not be enough to sustain the organization. Following the model of
the USGBC, delivery of training courses and other products are the best source of sustained
revenue. Targeted funding for development of specific deliverables will be another important
source of revenue, as will sponsorships for events and workshops. Timely delivery of these
products in order to make the organization financially sound will be a key factor in establishing
organizational success and viability.

Institutional Barriers
There are many barriers, real and perceived, both regulatory and non-regulatory, to the
widespread adoption of green building principles and practices in Canada, including the
fragmented nature of the industry itself. Articulating these barriers and developing programs for
addressing them are critical to sustainable market transformation.

Governance, Organization and Management
A set of by-laws is in place that sets out the high level requirements for governance of the
organization. These do not cover the detailed policies and procedures that are necessary to
develop an effective organization and support program delivery. Internal governance and
procedures must continue to develop as the organization grows. Related to this is the shift in
character of the organization from one where all of the activities were being conducted by skilled
and motivated volunteer professionals, to one where paid staff take on the responsibility for
development and implementation of programs, in concert with volunteer members. Successful
transition of program implementation will be a short-term challenge. Finally, the need for
chapters has been noted as an opportunity to deliver member services, but chapter governance
needs to be further fleshed out in consultation with members.


Strategic Objectives, 2003-04
Strategic Objectives are the measurable results that we want to achieve over the period of this
plan to address the key opportunities and challenges, described largely in qualitative terms.
These Strategic Objectives represent the priorities of the Board at this time, respecting the
realities of finite resources.

Strategic Objective 1: Product delivery PLUS
We will deliver products to satisfy the pent-up demand for LEED in Canada, based on
experience the USGBC has garnered while delivering similar products in the US.

Performance Indicators
Level 1:
LEED Canada completed and available in both languages
Reference Guide and letter templates completed and available in both languages.
Processes for registration, certification and CIR ruling implemented.



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Level 2:
Projects registered under LEED Canada or LEED BC.
Projects certified under LEED Canada or LEED BC.
Level 3:
Efficiency of the processes put in place. (Measure to be developed)

Strategic Objective 2:- Training to build capacity
We will develop and deliver training programs to build the capacity of the industry to design,
build, operate and maintain a green built environment.

Performance Indicators
Relevant post-secondary courses of study that include green building curricula.

Strategic Objective 3: Membership recruitment and retention
We will increase the diversity of our membership and broaden the representation to include
representation from all sectors of industry. We will define and deliver direct and indirect benefits
to our members. We will implement and support regional chapters.

Performance Indicators
Balance in numbers of members from all defined membership groups.
Benefits to members as articulated by member survey.
Chapters formed.

Strategic Objective 4: Develop and promote the business case for
green buildings
We will develop and articulate the business case for green buildings and promote the business
case to key centres of influence. We will form strategic partnerships with key complementary
organizations in order to bring together the industry and to support accomplishment of our
mission.

Performance Indicators
Number of business case presentations given to people in key centres of influence.
Memoranda of understanding or letters of cooperation signed with key organizations.

Strategic Objective 5: Research, develop and advocate for the green
building agenda
We will identify the barriers to market adoption of green buildings, including definition of gaps
in supporting knowledge, and will promote research, development and demonstration to fill those
gaps.

Performance Indicators
Development of barriers document and of RD&D plan.


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Strategic Objective 6: Develop Internal Governance & Organization
We will further develop and articulate the governance model in order to clarify the nature and
role of the Board of Directors, the nature and extent of Board policies, the relationships between
the Board and staff, and the relationship with CaGBC chapters. We will develop an
organizational model that reflects the highest aspirations of the members.

Performance Indicators
Comprehensive policy framework implemented.
Organizational model, including chapter guidelines, that is endorsed by membership.

Key Strategies
These are necessary to achieve the objectives and targets. Some key strategies will address more
than one objective.

Key Strategy 1: Products
Supports strategic objective 1

Targets
   1. Submit LEED Canada adaptation guide for approval to USGBC by the last quarter 2003.
   2. Implement a registration and certification process for LEED Canada and LEED BC in
      the first quarter of 2004.
   3. Develop a policy to govern further Canadian adaptations of additional US LEED
      products as they are developed by the USGBC, second quarter 2004.
   4. Adapt other LEED products in conformance with this policy as they are rolled out by the
      USGBC.
   5. Develop and maintain a process for delivery of further LEED adaptations by third
      quarter 2004.

Accountability
LEED Steering Committee

Key Strategy 2: Education
Supports strategic objective 2

Targets
   1. Develop and deliver LEED Canada training workshops by beginning second quarter
      2004 and implement LEED Canada exam by third quarter 2004.
   2. Increase LEED Canada faculty by first quarter 2004.
   3. Develop plan for non-LEED training courses to support other green building training
      needs by second quarter 2004.
   4. Develop support material for academic community by second quarter 2004.



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Accountability
Continuing Education Committee
Education Committee

Key Strategy 3: Promotion and Partnerships
Supports strategic objectives 3, 4 ,5.

Targets
   1. Develop long range funding plan by end of first quarter 2004.
   2. Develop and implement membership promotion plan by second quarter 2004.
   3. Develop event participation and outside partnerships policy by end of first quarter 2004.
   4. Develop the green building business case by third quarter 2004 and implement
      promotion by fourth quarter 2004.
   5. Develop workplan to establish barriers to adoption of green buildings by third quarter
      2004.

Accountability
Funding Committee
Membership Committee (to be established)

Key Strategy 4: Governance
Targets
   1. Develop comprehensive policy framework 2004
   2. Hold first Board Elections during 2004.
   3. Develop and implement Chapters policy by end of first quarter 2004.

Accountability
Governance Committee
Chapters Committee




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Appendix 1: Committee Detailed Programs and Targets
These programs and targets are developed at the Committee level and flow from the higher level
targets in each of the key strategies. These targets will evolve over the course of the year,
depending on resources available. This appendix will be updated periodically and posted on the
CaGBC website.

Key Strategy 1: Products
   LEED Steering Committee Workplan Targets
   1. Complete the development and public review of LEED Canada Rating System for New
      Construction and Major Renovations by end of November 2003
   2. Gain approval of LEED Canada from USGBC by December 31, 2003
   3. Complete the Canadian version of the LEED Reference Guide by December 31, 2003
   4. Hire Canadian LEED Reviewers by December 15, 2003
   5. Train Canadian LEED Reviewers by January 31, 2004
   6. Develop Registration and Certification process for LEED Canada and LEED BC by
      December 31, 2003
   7. Start processing LEED BC projects by January 31, 2004
   8. At least 5 projects to be registered under LEED Canada or LEED BC by March 2004
   9. At least 3 projects to be certified under LEED Canada or LEED BC by December 2004


Key Strategy 2: Education
Continuing Education Committee Workplan Targets
   1. Deliver 7 LEED training courses across Canada by October 31, 2003
   2. Develop LEED Canada course content by February 28, 2004
   3. Deliver 10 LEED Canada training courses by June 30, 2004
   4. Increase LEED Canada faculty by 3 trainers by January 31, 2004
   5. Develop and implement LEED Canada examination second quarter 2004.
   6. Develop non-LEED training courses to support other green building training needs such
       as IDP, by June 30, 2004.
   7. Organize and hold 6 multi-discipline cross-fertilization events across the country, in
       partnership with government & industry associations, by December 31, 2004.

Education Committee Workplan Targets
   1. Develop and make available to students an educational material package on green
       building rating systems, by September 1, 2004.
   2. Develop Integrated Design Process pre-training material for professors/educators for use
       when teaching design studios, and deliver 2 courses by April 30, 2004.


Key Strategy 3: Promotion and Partnerships
Funding Committee and Membership Committee Workplan Targets


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   1. Define explicit membership benefits list (value proposition) by November 30, 2003
   2. Develop membership marketing package by December 31, 2003
   3. Identify underrepresented industry sectors, develop specific sector membership targets
       and recruitment strategy by February 28, 2004 and implement strategy by June 30, 2004.
   4. Develop policy for participation in conferences and other public events by November 30,
       2003.
   5. Hold annual members conference, spring 2004.
   6. Host government summit fall 2004.
   7. Develop policy on establishing partnerships with other relevant organizations by January
       31, 2004
   8. Participate in international green building forums such as WGBC, UNEP and GBC in
       order to remain abreast of leading edge research in other countries.
   9. Develop the green building business case, articulated by key customer segments, by June
       31, 2004.
   10. Develop business case promotion strategy by July 31, 2004 and begin implementation by
       September 30, 2004.
   11. Develop workplan to establish barriers to adoption of green buildings by September 30,
       2004

Key Strategy 4: Governance
Governance and Chapters Committee Targets
   1. Develop comprehensive policy framework 2004
   2. Hold first Board Elections by end of 2004.
   3. Develop and implement Chapters policy by end of first quarter 2004.




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