Strategic PlanSituation
USGBC-DRC’s geographical responsibilities present profound opportunities to accelerate the green agenda. Eastern Michigan represents the center of the automotive world. On the precipice of change, state government efforts are currently aimed at transforming the economy to be the destination for creativity and technological innovation across multiple industries. There is no better time than now, due to the unprecedented federal and state government efforts to invest in local economies to create new jobs, become energy independent and stop the tide of global warming.
As the world watches, successful implementation of Michigan’s transformation is grounded and will be enabled by the foundation laid by the USGBC institution.
USGBC-DRC Background
The DRC has established a strong history of promoting the role of the built environment in creating sustainable cities/communities and reducing energy consumption. DRC is a vibrant, effective institution with capable people whom are physically, morally and intellectually committed to ensuring a sustainable future for generations to come. Our non-profit community membership is comprised of likeminded individuals representing the full spectrum of suppliers, creators and users of built environment developments: (contractors, retailers, educational institutions, governments, insurers, financial companies, environmental organizations, product manufacturers, professional firms, professional societies, real estate, owners and building occupants).
The DRC serves numerous customers within Michigan’s South Eastern legislative districts, including but not limited to the following groups:
Governments (State, Counties, Cities, Townships and Villages)
Special Authorities (Water & Sewerage, Road Commissions)
Institutions ( Schools, 501C)
Businesses (Commercial, Industrial, Retail)
Professional Service Firms (Planning, A/E , Construction)
Trades and Residences
The USGBC-DRC engages in community outreach & education in every possibly way to create an increased awareness, acceptance, and implementation of efforts for sustainable development. The leadership and general membership of the USGBC-DRC have volunteered countless hours to environmental non-profit work.
Our chapter has made tremendous progress over the past few years and is poised to make unprecedented growth in Michigan. A concerted effort is being made to bolster management, access to infrastructure and enhance professional services for delivery to customers.
Toward that end, the DRC shall strengthen its partnership with the Engineering Society of Detroit; to ensure resources are available to deliver programs. In addition, the DRC shall pursue revenue and sponsorship necessary to sustain growth from demand.
2009 Strategic Direction
USGBC-DRC fully adopts the “USGBC National Strategic Plan 2009-2013” (See attachment #1). Correspondingly, our business and governance plans are being revised to enhance operational effectiveness in delivering exemplary green and economically relevant results to customer in the various local communities, as outlined.
In the context of our mission: “To transform the way buildings and communities are designed, built and operated, enabling an environmentally and socially responsible, healthy, and prosperous environment that improves the quality of life,” this year’s work effort shall encompass the following:
Goals
Our chapter shall provide an operational program that supports a mission of ongoing work activities that deliver value to customers in terms of timing, economics and environmental sustainability.
We shall synchronize, integrate and balance work activities across committees, to strengthen capabilities on initiatives, enhance team learning and accelerate customer results.
We shall extend our learning resources to our membership so they may more effectively advise and/or implement sustainable initiatives during the course of their lives.
We shall proactively expand our body of knowledge to incorporate the best management practices and lessons learned in the interest of improving our collective efficiencies.
Top priorities for this year shall be to:
Educate our entire customer base on the value and relevance of high performance buildings and LEED rating systems
Advocate and facilitate the integration of LEED rating systems into customer’s building policies/green program frameworks
Accelerate the deployment of LEED accredited and capable professionals in support of rapidly growing cross industry needs
Engage the community at grass levels in the interest of empowering them to making a different via green practices and choices
Growing the DRC’s membership to assist with accelerating triple bottom line performance and benefits in Michigan
Programs – Correspondingly, our chapter shall engage in mission appropriate ongoing work activities that deliver value to customers in term of timing, economics and environmental sustainability criteria.
Functional Networking Forums - Promote the highest level of collaboration between business, industries, institution and governments to accelerate the creation of Sustainable Neighborhoods and Communities (Target: 5 events)
Sustainable Advisory & Partnering – Participate as a partner and advisor to state, county and municipal bodies to develop sustainable policy. (Target: 3 counties, 30 municipalities)
Professional Networking Forums - Advocate Urban Planners, Architects and Engineers, Real Estate Constituencies, Constructors and others operate in the context of green informed city master plans (Target 8 special events)
Educational Forums – build constituent capability and capacity to address USGBC Strategy and priorities
Environmental Speakers Bureau – Provide industry expert presentations for related associations and institutes of higher learning. (Target:12 speaking engagements)
Study Groups – Facilitate study groups of cross industry professionals to enhance the learning and successful completion of LEED AP examinations. (Target: 2 study groups per quarter)
Green Worker Training – Offer Green-Advantage Training (Target: 40 workers)
LEED Workshops and Modules - Offer USGBC National program content for primary LEED AP target area(Target: 10 offerings)
Community Outreach Efforts – Participate in community events such as special public gatherings, fairs, trade shows, and conferences to engage new segments of society in a discourse on the capacity for everyone (Target: 12 events)
Special Events
Host Greening the Heartland conference (Target: May 2009)
Sustainable Building and Community Tours - Provide sustainable tours that include project participants so attendees may engage in a dialogue of best management practices and lessons learned. (Target: 8 tours)
Sponsorship Campaign – Proactively solicit philanthropic sponsors and good will support based on the value proposition of USGBC-DRC programs to customers (Target, fund 2009 & 2010 programs)
Marketing Campaign
Website Communication – Enhance the branding format and content of a web site that continues to improve upon participant’s awareness of sustainability.
Media Campaign – Spread the environmental message through print, radio and television.
Key operational focus area shall include the following:
Increase accessibility to quality sustainable education
Expand and diversify the community of members
Phased implementation of Dynamic Governance
Improve the quality of the chapter’s administrative management
Encourage leadership opportunities within the DRC
Establish a regional reputation for sustainable expertise
Engage membership across the entire chapter territory
Promote social equity and green job training
Improve accessibility to a base of sustainable knowledge
Engage in research and grant opportunities
Establish sustainable advocacy involvement with the decision makers of public policy
Annual Strategy and Planning Process
Going forward, the DRC is committed to undertaking a strategic planning process that will frame the path to sustainable success in the future and provide the context for rationalizing annual planning efforts. The Board and a special task of leaders from the membership will development and guide this annual process. It is anticipated that prime Board candidates may also participate in the strategic planning process, considering they may be tasked with the implementation of the initiatives after the chapter’s Board and Officer Election process.
The process will require facilitation, periodic time commitments from the Board, special task leaders and select input from the general membership. The strategic planning process will be conducted during the fall to alignment with the national USGBC initiatives
(1) the leadership retreat which is conducted every other year in August; and
(2) at Green-build which is held every year in November.
