Continental Automated Buildings Association (CABA) · 2020-01-18 · AMCES Page 1 Continental...

AMCES

Continental Automated Buildings Association (CABA)

2020 Strategic Planning Session

Pre-Session Strategic Information Gathering Results A decision was made to engage in a strategic planning exercise to ensure the Continental Automated Buildings Association (CABA) has a strategic focus that will position the organization as a leader for the industry with its members and other key stakeholders. AMCES was contracted to provide the planning and facilitation services for the strategic planning process.

To prepare for the strategic planning session and to effectively deal with strategy formulation, information has been gathered to assist with decision-making. Collection of this information in advance saves time during the planning session and provides the opportunity for critical thinking by the individuals that will be taking part.

Information had been gathered from the members in the form of a short member survey that is presented separately. This report gathered information from CABA board members and Council Chairs and Vice Chairs. A total of 30 individuals received the request to participate in the strategic information gathering questionnaire, and 25 responses were provided.

This strategic information gathering questionnaire asked for respondents thoughts on the current CABA strategic statements; trends and issues in the external environments; the opportunities and threats that potentially exist; the internal strengths and weaknesses of CABA; and, priorities for CABA functional areas. The intent is to include this information in the discussions when identifying the priority areas where CABA will focus the development of strategic objectives.

Attempts were made to group similar responses into general themes and concepts. When dealing with open text responses, given that responses could have been anything, their should be considerable weight placed when similar responses are mentioned repeatedly. The number of times responses were mentioned is indicated in the brackets (i.e. (1) means it was only mentioned once).

The summarized data can be found below.

CABA Strategic Information Gathering Survey Responses January 2020

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Table of Contents CABA STRATEGIC STATEMENTS & GOALS ..................................................................................................... 3

VISION ....................................................................................................................................................... 3

MISSION .................................................................................................................................................... 4

CABA's STRATEGIC GOALS 2015-2019 ...................................................................................................... 5

CABA - EXTERNAL ENVIRONMENTAL ANALYSIS ............................................................................................ 6

Political Environment ................................................................................................................................ 6

Social Environment ................................................................................................................................... 6

Economic Environment ............................................................................................................................. 6

Technological Environment ...................................................................................................................... 7

Building Automation Market .................................................................................................................... 7

CABA – OPPORTUNITIES & THREATS ............................................................................................................ 8

Opportunities ............................................................................................................................................ 8

Threats ...................................................................................................................................................... 8

CABA – STRENGTHS & WEAKNESSES ............................................................................................................ 9

Strengths ................................................................................................................................................... 9

Weaknesses .............................................................................................................................................. 9

CABA – FUNCTIONAL AREAS ....................................................................................................................... 10

Industry Research & Standards ............................................................................................................... 10

External Relations ................................................................................................................................... 10

Industry Development & Awareness ...................................................................................................... 10

Member Services & Benefits ................................................................................................................... 11

Governance & Administration ................................................................................................................ 11

CABA – MAGIC WAND QUESTION............................................................................................................... 11

Appendix 1 – Raw Response Data from CABA Strategic Information Gathering Survey ............................ 12

Appendix 2 – CABA Strategic Information Gathering Survey ..................................................................... 31


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CABA STRATEGIC STATEMENTS & GOALS

VISION The vision should be future oriented, inspirational and focus attention on where you want to go. CABA's Vision is: CABA accelerates growth in the connected home and intelligent buildings sectors.

Mission Comments Respondents were asked to rate how relevant the Vision is and the average rating for the Vision was 6 out of 10 from the 23 responses received. This suggests that some alterations may be appropriate. The responses regarding suggested changes are provided below:

Suggested Changes to Mission:

“Deliver (value) to companies doing business in connected home and intelligent building sectors through an industry leading collaboration environment.”

CABA accelerates growth for connected properties...

"...accelerates market growth and investment ...."

"To be the premier knowledge source for professionals on next level technology in connected homes and buildings."

Other Comments for Consideration:

We must look at how we accelerate growth of this market. Merely providing general information about the market will only have a minimal impact of true market growth

The addition of smart cities, when all of the homes and buildings are intelligent the city must become smart also.

growth is a generic term. growth of what? CABA accelerates the adoption of connected technologies in the home and building sectors by educating stakeholders of the value of the technologies.

While the Home is where we live - Intelligent Buildings where we work and play seems to be more relevant

Current vision isn't aspirational enough...

"accelerates growth...in sectors" is too general


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MISSION The mission defines the organization's purpose, recognizes stakeholders, indicates needs and the products and services offered and the image the organization seeks to project. CABA's mission is: CABA promotes thought leadership empowering organizations and individuals to make informed decisions about the integration of technology, ecosystems and connected lifestyles in homes and buildings.

Mission Comments Respondents were asked to rate how appropriate the Mission is and the average rating for the Mission was 6.1 out of 10 from the 23 responses received. This suggests that some alterations may be appropriate. The responses regarding suggested changes are provided below:

Suggested Changes to Mission:

(3) Suggest including “promote thought leadership”

“CABA empowers organizations and individuals to make informed decisions about.....”

“CABA provides an environment that fosters collaborative thought leadership and enables our member organizations to deliver breakthrough value to consumers in both the residential and commercial buildings sectors.”

"CABA promotes thought leadership informing market growth investments in connected home and intelligent buildings."

“CABA promotes thought leadership BY empowering organizations....”

"promotes" is too passive...

Change "promotes thought leadership" to "provides relevant information"

“…informed decisions about the value gained of integrated technologies.”

Other Comments for Consideration:

The mission statement is good, but it is the linking of CABA operations to this mission that begin to unravel. Efforts that reduce decision maker time spent determining what the data means is where this mission statement comes to life and CABA adds the most value to the market.

Like the mission statement, I fail to see how we are executing this with only paid research that is mostly purchased by manufacturers

Does not address the products and services CABA offers

Doesn't really say who we want to be.


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CABA's STRATEGIC GOALS 2015-2019 The following goals were established for 2015 - 2019 to pursue the mission identified above.

1. To bring together a community of experts that evaluates and conveys trends and best practices advancing applications, technology and integrated systems.

2. To assist CABA members to increase market share by providing timely, relevant products, services and knowledge.

3. To develop networking opportunities, multi-disciplinary partnerships and strategic alliances between CABA members and external stakeholders.

4. To ensure CABA operates as an agile organization with a “best-in-class” governance and management team.

Strategic Statements Comments: (9) Still Relevant

Goals 1, 2, and 3 are similar. Feel like we need to tighten the goals, seems like the above four can be distilled to building community, conveying best practices, and agile organization

The 'Goals' should define how CABA wins. The above look more like capabilities CABA must have to achieve its goals. Can we 'harden' the goals - recruit x number of members, mix of B2B and B2C companies, what is CABA's product and how does it win vs other like entities?

Focus on how you can help companies make the right investments for the future in either the connected home or intelligent building.

Are we meeting these goals? We seem to be creating a host of new sub groups outside on CABA

Need to get the vision and mission right then create goals that support...

These goals now need to identify specific ways we accomplish such objectives that are linked to specific and tangible results. In a competitive environment where there are many groups/associations vying to be the leader in smart building knowledge, being only a collector of information on this market without any "opinion" or pertinent "perspective" on the information we are collecting will be very uncompetitive now and over the long haul

1. Too generic...other competing providers could have the same goals. Need to target homes and buildings add "homes and buildings" at the end.

2. "...increases market awareness and opportunity. " and not necessarily market share...that is self driven.

4. ‘agile’...means many things. Lose 'best-in-class' replace agile with ‘dynamic organization with ethical governance and productive management team’.


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CABA - EXTERNAL ENVIRONMENTAL ANALYSIS Associations must be ever vigilant with regard to changing external factors and the impacts of those factors. Recognizing and understanding emerging trends and influences is essential in discovering tomorrow's opportunities and challenges. Monitoring and considering trends, issues and their potential impact will help CABA avoid costly mistakes, react quickly to foreseeable events, and take advantage of valuable opportunities. Trends and issues are often connected and, in many cases, should be examined simultaneously. Respondents were asked to identify two trends or issues in the following external environments that could have an impact on the CABA organization or the automated buildings sector. The responses are summarized below. Responses were categorized under themes. The number of times that general or similar theme was mentioned in indicated in brackets. * Raw response data can be found in appendix 1.

Political Environment Multiple Responses Single Response (7) Trade Relations/Tariffs (1) Private LTE opportunities (7) Privacy/Data Ownership (1) Electrical code regulations (6) Cyber Threats/Digital Security (1) Tax Policy (5) Lower Carbon Economy (1) Sustainable/Healthy building regulations (3) Energy policies (1) Cost of energy (1) Middle East Volatility

Social Environment Multiple Responses Single Response (9) Climate Change/Environment/Sustainability (1) Trend towards contracting vs employment (5) Privacy concerns / Data ownership (1) Diversity (3) Mobile workforces/Workspace expectations (1) Attracting & Retaining Talent (2) Digital Assistants/Home Systems (1) Pace of Technological Change (2) Increased Awareness for value (1) Streaming wars (2) Social Media (1) Comfort on data use/technology adoption (2) Wellness & Healthcare (1) Time poverty (2) Millennials – understanding needs/communicating

(1) Facial Recognition

Economic Environment Multiple Responses Single Response (7) Trade/Tariffs (1) Flat Construction Markets (5) Climate Change/Decreasing Green Incentives (1) 5G (4) Cost of Energy/Technology/Disposable Income

(1) Expansion of smart property expertise

(4) Commoditization - Lost Proprietary/Differentiation/Competition

(1) Rebates for data

(3) Recession Threat (1) Rise of other countries


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(2) Energy Use/Water Use (1) Pace of change in technology (2) Labour Availability/Demand (1) Opex (?) (2) Economic Growth

Technological Environment Multiple Responses Single Response (6) Artificial Intelligence (1) Intellectual Property (6) 5G (1) Alliances and Consolidation (5) IoT (1) Networks (4) Integrating Technologies/Standardization (1) Pace of Change (3) Connected Homes (1) Infiltration of major IT companies (2) Changing Roles/Cocreation (1) Smart Devices (2) Standards (1) Value of data and analytics (2) Cloud Based vs Distributed Services (1) Single Pair Ethernet

Building Automation Market Multiple Responses Single Response (6) Systems Integrations (buildings/grids) (1) Building communities (4) Digital Dashboards/Analytics (1) Pace of Change (4) Sensor/Smart Device technology (1) 5G (3) IoT Adoption (3) Security / Data Sharing (3) New Entrants in Industry (3) Office Environment Adaptability (3) Net Positive Buildings/Green Buildings (3) Building Codes/ Renovation/ Infrastructures/ Configuration

(2) Standardization of Technology (2) Energy Generation/storage (2) Authenticating technology value


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CABA – OPPORTUNITIES & THREATS Based on the trends and issues identified in the preceding external environment section, respondents were asked to identify what they believe are the top two opportunities and threats are for CABA and the profession. Opportunities and threats are external to the organization.

Opportunities Opportunities are particularly important to consider when establishing strategic objectives. Environmental trends and issues may give rise to an opportunity that would be valuable for CABA to pursue if it is determined to be one of the priorities. The responses provided are summarized below:

Multiple Responses Single Response (10) Become preferred source of knowledge / Education

(1) Expand influence on sector

(7) Provide Emerging Trends/Insights on technology and energy

(1) Eliminate activities with limited involvement

(3) Focus on technology validation and economic value

(1) Energy Code development

(3) Build Partnerships / Relations (1) Increase membership (2) Capitalize on movement to sustainable/healthy buildings and wellness

(1) Social media

(1) Expand Peer Networking Opportunities (1) Modifying infrastructure to accommodate 5G

Threats Organizations may have to consider identifying strategies to manage a threat to the organization or industry, if that threat is significant. Many threats can be turned into opportunities. Respondents were asked to identify the top two threats as they see it. The responses are summarized below:

Multiple Responses Single Response (8) CABA relevance in crowded and growing sector/ Competition for members

(1) Decline of face-to-face value

(4) Cybersecurity / Privacy / GDPR (1) Big drop in energy prices (3) Attracting new members / member services (1) Construction declines (3) Poor CABA Exposure in emerging fields (1) Normalization/commoditization of sector (1) Tariffs (1) Pace of Change (1) Telecommuting / Working from home (1) Inertia (1) Time Poverty (1) Social Media (1) Access to talent (1) CABA Revenue fragility (1) Lack of evidence for ROI


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CABA – STRENGTHS & WEAKNESSES Respondents were asked to identify what they believe are the internal strengths and weaknesses of the CABA organization. When establishing strategies the objective is to leverage the strengths of the organization and minimize the weaknesses. Based on responses, the following strengths and weaknesses were identified:

Strengths Multiple Responses Single Response (10) Resource Library / Data (1) Create complete consumer solutions (8) Board with cross-section of representation (1) Expertise in navigating trends (4) Large membership base / Wide Market (1) Focus on 2 areas – Homes & Commercial

Buildings (3) Known brand name / Respect (1) Neutrality (3) ED/Staff Team (1) Association with IBS (2) Connections to help fund research (1) Networking Potential

Weaknesses Multiple Responses Single Response (7) Unclear value proposition (1) Location (6) Poor Outreach / Visibility (1) Pricing of events/materials (4) Lack of unique/fresh offerings in competitive environment

(1) Lack of metrics on effectiveness

(3) Not established as go-to resource/awareness of CABA

(1) Failure to better leverage expertise

(3) Library understanding/awareness (1) Diversity of Board/Membership (2) Lack of speed / Slow to move (2) Lack of owner/developer representation (2) Relevance (2) Networking


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CABA – FUNCTIONAL AREAS Using the information respondents provided in the external environment issues and trends as well as the strengths, weaknesses, opportunities and threats, they were asked to consider how they apply in specific CABA Functional Areas. They were asked to identify the top two key issues CABA needs to deal with in each of the following areas. Responses were categorized into questions/statements. The number of times similar responses were provided is indicating in the brackets.

Industry Research & Standards (6) How can we align/partner/get more involved with key stakeholder organizations? (5) Bolder more timely/selective/relevant Industry Research (4) How can/does CABA influence standards? (3) How do we better leverage or promote the research that is completed? (2) How do we prioritize what research to fund? (1) How do we address the growing challenge of event participation? (1) How can we grow in educating the marketplace? (1) How do we take a leadership role in the emergence of standardization?

External Relations (4) How can we partner/align/connect with other organizations better? (4) How do we make CABA more relevant to the appropriate markets? (3) How do we get more companies to understand CABA’s value proposition? (3) How do we differentiate CABA from like industry organizations? (3) How can CABA become recognized as the resource for building automation information? (2) How do we better leverage social media / trade shows? (2) How do we better leverage knowledge/increase participation of Board? (2) What metrics can CABA gather to better understand marketplace? (1) How do we raise CABA profile globally?

Industry Development & Awareness (4) How does CABA expand its reach to new sectors/members? (4) How do we improve our members’ knowledge on the latest trends/developments? (3) How do we position CABA as a key figure in the industry? (3) How do we better leverage social media to build our brand? (2) How do we better appeal to young engineers and up and coming business owners? (2) How can CABA increase citations/use of its research? (1) How does CABA increase its visibility?


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Member Services & Benefits (4) How do we ensure benefits and services are effective/valued and utilized? (3) How can we improve the connection to and between members? (3) How can we improve access to research information? (3) How can we better targeted and relevant to member segments? (2) How can we improve/increase our networking offerings? (2) What are new emerging models similar organizations using? (1) How can we better communicate our value proposition? (1) How can we improve member recruitment?

Governance & Administration (3) How can we better measure CABA performance? (2) How do we maintain the engagement of our board and committees? (1) How do we make it easier to engage CABA and its resources? (1) How can we make it easier for Board and members to promote CABA?

CABA – MAGIC WAND QUESTION Respondents were asked, “If you were given the freedom to select one project or initiative for CABA to implement in the next year, without going into details, what would that project be?”. Consolidated responses are provided below.

(3) Evidence to prove the value of intelligent buildings. (2) Enhancing visibility/awareness of CABA to drive more membership (1) Re-think our CHC and IBC meeting formats to be more appealing (1) An education program on connected building technologies and standards available to the engineering community. (1) Smart buildings impact on worker productivity (1) Create concept connected buildings where manufacturers and building developers could collaboratively derive values from new IoT centric technologies - move from a focus on the '3' to the '30' or '300' (1) What information is needed to spur investment in the industry? "A rising tide raises all ships" - what is that one thing we can all invest in to help the industry? (1) Power Over Ethernet (1) Become more relevant. (1) Practical methods to provide services without compromising customer privacy. (1) How to help industrial clients to become more efficient. (1) Increase social media content to generate followers. (1) Education to create an effective smart property sales program to increase sales and awareness. (1) Develop education/resources to capitalize on building health and wellness movement.


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Appendix 1 – Raw Response Data from CABA Strategic Information Gathering Survey

POLITICAL ENVIRONMENT - Trends / Issues What are the top two trends or issues in the POLITICAL environment that you believe will impact CABA and its members over the next five years? Consolidated Responses (Trends #1 & #2) (7) Trade Relations/Tariffs (1) Private LTE opportunities (7) Privacy/Data Ownership (1) Electrical code regulations (6) Cyber Threats/Digital Security (1) Tax Policy (5) Lower Carbon Economy (1) Sustainable/Healthy building regulations (3) Energy policies (1) Cost of energy (1) Middle East Volatility Trends/Issues Transition toward a lower carbon economy Digital Security within the IoT space and the legislative angle on this impacting both positively and negatively on connectivity and services. cyber security Tax policy, i.e. tax credits, opportunity zones, etc. International trade relations Its all about IoT and how manufacturers will provide a value proposition that enables the adoption of the associated technologies Trump Trade Privacy and can our products and services meet customer expectation - Are we taking necessary per cautions to ensure what we deliver meets what is necessary Privacy (more CCPA/GDPR type regulations) The impact of trade relations on commerce. Electrical Code changes or lack of changes Energy sources - pressure on fossil fuels and the high cost of renewables Energy policy Gas emissions data ownership/privacy regulations Trade barriers and tariffs. Changes in legislation mandating more sustainable and healthier buidlings Trade wars Privacy issues for consumers. Environmental movement/impact need to be ecological friendly Governments leading by example (in certain counties) GDPR Climate Change Cyber threats


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Trump The Geo Political aspects of USA versus China versus the rest of the world Security (where does your data reside) The potential regulation of data for privacy or security purposes trade wars Overall cost of Energy Transportation policy (to access commerical buildings) policies cybersecurity regulations Reduced incentives for the development of renewables. Opening up of communication spectrum which enables things like Private LTE Volatility in the Middle East Guidelines and requirements to prevent data breaches. Privacy and responsibility with data

SOCIAL ENVIRONMENT - Trends / Issues What are the top two trends or issues in the SOCIAL environment that you believe will impact CABA and its members over the next five years? Consolidated Responses (Trends #1 & #2) (9) Climate Change/Environment/Sustainability (1) Trend towards contracting vs employment (5) Privacy concerns / Data ownership (1) Diversity (3) Mobile workforces/Workspace expectations (1) Attracting & Retaining Talent (2) Digital Assistants/Home Systems (1) Pace of Technological Change (2) Increased Awareness (1) Streaming wars (2) Social Media (1) Comfort on data use/technology adoption (2) Millennials – understanding needs/communicating

(1) Time poverty

(2) Wellness & Healthcare (1) Facial Recognition Trends/Issues Incresed awareness of the potential for a triple bottom-line win Bridging the gap between consumer expectations they bring from their connected homes, and the expectations in the workplace Digitial Assistants - siri, cortana, alexa Sustainability Social media Recognize and solve problems for the new generation of workers/home buyers Climate Change importance Climate Change Knee jerk reactions to social media trollers - Have a we set in place programs and ways to react Sustainability - is your product/company making efforts to improve the environment


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The increasing pace of technological change - how do we make sure reports are not obsolete by the time they are released? the evolution of green initiatives and not understanding what that means Pressure on fossil fuels Home systems featured in TV and movies gaz emissions transformation of society's comfort on the use of data and adoption of automation Man-made global warming agenda. Mobile workforces and Millennials demanding more from their office space. Information privacy Privacy issues for consumers. Wellness and healthcare Respect for data ownership by the public...Cybersecurity...care in protecting data Greater awareness of environmental impact of our action/inaction Moving beyond the energy savings story for commercial smart buildings, and somehow proving greater value of connected architecture. facial recognition Diversity Employment trends - attract and retain talent Healthcare importance The roles undertaken by Mileniums and how we change thinking The increasing desire to consume electronic, smaller data sharing outputs vs. large reports. Knowledge for data and the need to supply information to home and building users. Telecommunting big brothher relevance as thought leader on social media platforms and its' ability to more as fast as information flows within these outlets Trend towards non-labor employment. Increasing pressure to wring out cost from operating facilities. Younger workers increasingly want to be close to the city center, putting increased pressure on leasing costs. Streaming wars Sharing data from consumer to third party entities.

ECONOMIC ENVIRONMENT - Trends / Issues What are the top two trends or issues in the ECONOMIC environment that you believe will impact CABA and its members over the next five years? Consolidated Responses (Trends #1 & #2) (7) Trade/Tariffs (1) Flat Construction Markets (5) Climate Change/Decreasing Green Incentives (1) 5G (4) Cost of Energy/Technology/Disposable Income

(1) Expansion of smart property expertise


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(4) Commoditization - Lost Proprietary/Differentiation/Competition

(1) Rebates for data

(3) Recession Threat (1) Rise of other countries (2) Energy Use/Water Use (1) Pace of change in technology (2) Labour Availability/Demand (1) Opex (?) (2) Economic Growth Trends/Issues Awareness that total cost of ownership should be the decision making criterion Supply chain disruption on the go to market strategy for connected buildings. Who sells what and how when everything is to work together. The currently rep, distributor model in the US doesn't foster to this well. emergence of digital twins of physical world Economic growth Opex or "blank" as a Service Flat construction markets - need to find new areas to grow Energy usage Labour Continued focus on Global warming - there is no silver bullet - but we need to have ways to handle Recession (may force slower adoption when new technologies are introduced into the market) Trade and Tariff issues - including new deals that may be struck with the UK trade wars Cost of energy Disposable income electric vehicles $$ share rights of member as they chose where to place their smart buildings research funds with so many choices Lack of qualified technically skilled employees available driving labor costs higher. Threat of recession which will curtail investment in technology Tariffs Expansion of the smart properties to include additional services (i.e. HVAC technicians, service appliance technician) Geopolitical environment - tariffs, trade agreements and sanctions Pace of change in hardware technology Weak business case for improved energy efficiency based on simple energy cost savings The breakdown of proprietary communications in favor of unification of technologies. A hard pill to swallow for manufacturers. 5G International trade Decreasing green incentives Water usage Continued inward looking by countries - Rise ot Africa as an economic force


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Race to the bottom - when connectivity and smart home devices becomes ubiquitous how will we differentiate products and sell value Sustainability and how it will affect regulations in transportation and construction The cost of networking equipment Cost of technology Tariffs Ability to maintain/growth CABA revenue in a economic downturn when the next "recession" happens Lack of incentive for renewables, energy reduction plans, utility company failure to support net metering, Trade barriers continued economic growth Expansive network of companies interested in providing rebates to consumers in exchange for their property data. (i.e. insurance company provides water sensor or shut-off valve)

TECHNOLOGICAL ENVIRONMENT - Trends / Issues What are the top two trends or issues in the TECHNOLOGICAL environment that you believe will impact CABA and its members over the next five years? Consolidated Responses (Trends #1 & #2) (6) Artificial Intelligence (1) Intellectual Property (6) 5G (1) Alliances and Consolidation (5) IoT (1) Networks (4) Integrating Technologies/Standardization (1) Pace of Change (3) Connected Homes (1) Infiltration of major IT companies (2) Changing Roles/Cocreation (1) Smart Devices (2) Standards (1) Value of data and analytics (2) Cloud Based vs Distributed Services (1) Single Pair Ethernet Trends/Issues Technologies not going to scale quickly or at all The infiltration of I.T. companies (e.g. Cisco, MIST, etc) as a master player within building infrastructure and equipment. 5G Standards Artificial Intelligence As earlier IoT adoption from an understanding of value Connected Home over IP project in the Zigbee Alliance Pace of change Artifical intellegence More alliances (google/apple/amazon) and consolidation 5G and the continued rise of IoT sensors to collect data. PoE Smart devices


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Cloud-based versus distributed (fog-based) services which techologiy will take hold of residential connectivity market the continued acceleration of small IoT sensors/devices will pressure current weaknesses in executing cybersecurity measures and reacting to regulations for install base No clear path to interoperability between the many devices available. Proliferation of wireless choices for IoT 5G Integrating multiple communication paths (zwave, zigbee, thread etc. by providing a universal translator. 5G Movement to local or edge technology Massive integration leasding to complex designs that often thank months, or years, to commission properly Staff within traditionally 'engineering roles' will need to be greater qualified on communications technology and I.T. AI for predictive modeling/outcomes Intellectual Property Cocreation - everyone is a developer Connected Home over IP project in the Zigbee Alliance Deploymenbt of 5G and the furhter splitting of spectrum Connectivity (ie 5g, 6g, etc) AI and how it will enable new insights from big data single pair ethernet Blurring of trades with IOT Use and misuse of AI Proliferation of better WAN technologies like NB-IoT and standardization of LAN protocols/technologies Too much effort spent on future endeavors (5g, autonomous cars, battery cars, passenger drones) that are a long way from being implemented, if ever and not enough effort to implement current technology. Use of analytics to aid decision making Artificial intelligence General awareness of smart home technology being inconsistent from companies.

BUILDING AUTOMATION MARKET - Trends / Issues What are the top two trends or issues in the BUILDING AUTOMATION MARKET that you believe will impact CABA and its members over the next five years? Consolidated Responses (Trends #1 & #2) (6) Systems Integrations (buildings/grids) (1) Building communities (4) Digital Dashboards/Analytics (1) Pace of Change (4) Sensor/Smart Device technology (1) 5G (3) IoT Adoption (3) Security / Data Sharing


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(3) New Entrants in Industry (3) Office Environment Adaptability (3) Net Positive Buildings/Green Buildings (3) Building Codes/ Renovation/ Infrastructures/ Configuration

(2) Standardization of Technology (2) Energy Generation/storage (2) Authenticating technology value

Trends/Issues Systems integration within the building and intgeration with the smart grid The infiltration of I.T. companies (e.g. Cisco, MIST, etc) as a master player within building infrastructure and equipment. standardization of home tech = plug and play Internet of Things/Cloud Net positive buildings Energy code development and green building practice and 3, 30, 300 archytype N/A to me Pace of change Technology will continue to change internalk occupancy and overall use of current and new buildiing configuration Updated building codes for efficiency Power over Ethernet as a power distribution technology the adoption of integration platforms Need for data Local energy generation and storage which providers will take hold of residential connectivity market Pressures from building tenants to receive more control over their personal environments and expectations on attention to personal comfort/ammetities The hazards of cloud based BAS with cyber attacks, buildings do not need a continuous connection to the cloud with current edge technology. Nimble competitors emerging to offer BMS - "lite" solutions Continued innovation in sensor technology Platform integration with automation of the unit, commercial cameras, access control, wellness and related niche services all in one platform. Well Standard (LEED) / Certification Advancement of augmented reality technology and tools Transactive energy Analytics will become services on their own, where my equipment manufactures will just be suppliers of that data. (Known in the IT space as Microservice providers that use data for different outcome based analytics) digital dashboards for whole building insights Security


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Adaptable to use IoT technology adoption N/A to me End of life will come for many strutures created in the 50-60's Huge new opportunties for renovation and the infrastructures needed to serve them 5G and how it will affect IoT in buildings increased use of sensors and resulting data Smart devices to provide data. Employee control of office environment Balancing the true customer benefits/value solutions provide versus being able to demonstrate the results from using these technologies/solutions No clear path to ROI on buildings that have updated key subsystems like lighting, VFD's, demand use vs. scheduled, etc. More transparent sharing of data Advanced data and analytics Using technology to build a sense of community.

Opportunities Based on all of the trends and issues you identified in the preceding external environment section, what do you believe are CABA’s TOP TWO OPPORTUNITIES? i.e. Opportunities = external aspects that could benefit the organization's Mission. Consolidated Responses (Opportunities #1 & #2) (10) Become preferred source of knowledge / Education

(1) Expand influence on sector

(7) Provide Emerging Trends/Insights on technology and energy

(1) Eliminate activities with limited involvement

(3) Focus on technology validation and economic value

(1) Energy Code development

(3) Build Partnerships / Relations (1) Increase membership (2) Capitalize on movement to sustainable/healthy buildings and wellness

(1) Social media

(1) Expand Peer Networking Opportunities (1) Modifying infrastructure to accommodate 5G Opportunities Develop a focus on technology valdiation and demonstration of full economic value (incl. organisational productivity) Participate further in education opportunities for the greater commercial building design community. This could be a paid service. sharing trends and insights on the acceleration of digital transformation of buildings/homes Enabling informed decisions on advancing sustainability initiatives Social Media Energy code development Identify emerging technology trends and their impact to the industry (i.e. AI, etc)


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We will have to keep up to the times - eliminate activities when we see limited involvement Establish relationships with standards organizations With the pace of technological change, serve as a place where new technology is explained and connected to immediate business concerns monetizing technology. Helping end-users and members understand the financial impact of technology Become the preferred source of knowledge for professionals on connected homes and buildings. Growth of distributed energy resrouces including energy storage Forseeing which technology or industry will take what market Bring a CABA persective to the market based on all the information/research we conduct each year. We can offer what no other organization can which is meaningful "impacts" on what the trends influence based on the type of goals our members have Quantify the productivity value in an intelligent building to prove ROI is available. Capitalizing on the move toward more sustainable and healthier buildings Not sure Production Builders Wellness and healthcare - acknowledgement that the buildings people sit in all day has a tremendous influence on health and wellness Challenges of increasing/addressing existing infrastructure for 5G - IoT Strategy Bill - DIGIT Act and promotion of IoT Expand on our white paper activities Partner with Trade organizations on smaller, faster research on emerging topics. (E.g. security), particularly trade organizations that seem to be entering our market (I.T.) running forums/conferences to align industry efforts Educational information and driving agendas for emerging standardization Cocreation Healthy workplace Identify shifting market trends and their impact to the industry (i.e. net zero home, etc) Provide a servie to help determine the difference between hype and reality in new technological trends increased collaboration with other organizations like BICSI and TIA Much more robust and broad content/information push and pull delivery model Flexible lighting and HVAC in offices ? provide a networking/connection hub to our membership that makes it very easy and simple to connect like minded organizations and even those looking to engage in cooropative opportunities As the industry grows there will be more members available to bring onboard. Education on new IoT wireless technologies Not sure

Threats Based on all of the trends and issues you identified in the preceding external environment section, what do you believe are CABA’s TOP TWO THREATS? i.e. Threats = external aspects that could prevent advancement of the organization.


AMCES

Consolidated Responses (Threats #1 & #2) (8) CABA relevance in crowded and growing sector/ Competition for members

(1) Decline of face-to-face value

(4) Cybersecurity / Privacy / GDPR (1) Big drop in energy prices (3) Attracting new members / member services (1) Construction declines (3) Poor CABA Exposure in emerging fields (1) Normalization/commoditization of sector (1) Tariffs (1) Pace of Change (1) Telecommuting / Working from home (1) Inertia (1) Time Poverty (1) Social Media (1) Access to talent (1) CABA Revenue fragility (1) Lack of evidence for ROI Threats Massive drop in energy prices Lack of CABA exposure in emerging fields, through being seen as only a landmark research organization. other industry efforts ULI, IFMA, beginning to recognize how tech will be so central to buildings/homes Relevance in a crowded and growing market Social Media construction declines Not getting out in front of the market and helping members with key investments relevance An organization is only relevant if the members see value - The new generation of workers do not see networking as essential - preferring a more impersonal use of Facebook or electronics to communicate . They are not those attending trade shows or seminars. They see limited valkue in face to face contact How we deliver the message of CABA will be ctritical other organizations/publications that provide similar research at a different price point Rapid pace of change can make our information obsolete IB Standards Other sources of knowledge making CABA irrelevant. Work at home instead of in an office Being pertinent . we do not recognize we MUST adapt as a organization Not addressing potential membership in other industries related to intelligent buildings, such as IT, city planners, electrical & mechanical contractors as they play larger roles in the industry going forward. Not courting the new entrants into building management - i.e. BMS lite approaches. Privacy perception


AMCES

Not keeping up with new standards. Hackers and cybersecurity GDPR - large fines for not being responsible for data - Mishandling or mismanagement of private consumer information Massive cybersecuity breach involving a BAS Decrease in the hype cycle Talent tarrifs Not getting out in front of the market and helping members with key investments What will be our role - Getting new members is alaways a challenge People don't have time to digest large research reports Invasion of privacy by home systems Moving into technological era we create an over reliance on revenue streams that cannot susstain through challenging economic downturn Focusing on far reaching technology and not keeping current with existing technology. Not being able to show ROI based on data analytics Not sure

Strengths From your perspective, what are the top two internal ORGANIZATIONAL STRENGTHS that CABA possesses? i.e. Strengths = positive internal characteristics you would take with you if you were starting a new organization Consolidated Responses (Strengths #1 & #2) (10) Resource Library / Data (1) Create complete consumer solutions (8) Board with cross-section of representation (1) Expertise in navigating trends (4) Large membership base / Wide Market (1) Focus on 2 areas – Homes & Commercial

Buildings (3) Known brand name / Respect (1) Neutrality (3) ED/Staff Team (1) Association with IBS (2) Connections to help fund research (1) Networking Potential Strengths Strong resource library The functional back-office operations. Small, nimble, and engaged given the board all work for other organizations. strong board and cross section of organizations respresented Board and Membership Board slate ability to bring key industry players together Strong legacy


AMCES

We are focussed on two araes - The Home and Commercial Buildings There are others trying to deliver similar value strength of current board - I feel like this is a good cross section of leaders. A large amount of content and data Ron is a staple and he is passionate Great knowledge database Respect in the industry tedchnical knowlegde massive collection, organization, and maintance of smart building information, knowledge, and research Wide market representation. Broad based membership Ability to network across the sector Ability to do research and research products Association with IBS opportuunity to develop consortia to fund (research) projects Diverse board membership from many industry facets. connections with other related organizations, research work Research library Large membership base ability to create complete consumer solutions Known brand name Expertise in navigating trends relatively low turn-over and a team that seems to care about their membership. Well organized Access to the leaders in the industry. Neutrality Cooperative membership and Board that brings a significant amount of new knowledge to the CABA vault each year Well organized structure of data available to the members. Research library White paper creation

Weaknesses From your perspective, what are the top two internal ORGANIZATIONAL WEAKNESSES of CABA?i.e. Weaknesses = negative internal characteristics you would leave behind if you were starting a new organization Consolidated Responses (Weaknesses #1 & #2) (7) Unclear value proposition (1) Location (6) Poor Outreach / Visibility (1) Pricing of events/materials (4) Lack of unique/fresh offerings in competitive environment

(1) Lack of metrics on effectiveness


AMCES

(3) Not established as go-to resource/awareness of CABA

(1) Failure to better leverage expertise

(3) Library understanding/awareness (1) Diversity of Board/Membership (2) Lack of speed / Slow to move (2) Lack of owner/developer representation (2) Relevance (2) Networking Weaknesses We are not necessarily top of mind and the go-to place. Lack of speed not enough representation of building owners/developers Location ED slate Not great representation from building owners, managers or developers Just a library that is not always used or known how to use. Need to carefully watch the price of belonging - events and material that creates value seems to be a larger focus on membership rather than delivering value. We need to get more feedback on how our efforts are spreading our message effectively stuck in a rut - need to have some fresh ideas about how to promote the industry Outreach Visibility in industry busness model has to evolve to stay pertinent. Over reliance on personal conenctions as the main source of membership outreach. We lack a strong value propostion that stands on its' own. We rely far too much on personal engagement to demonstrste the value of membership Reliance on industry research standards that are slow to reach the market. Not enough member networking opportunities Business development Our offerings are not unique - We are in a highly competitive and crowded space with confrences, webinars, seminars, tradeshows, etc. Public marketing of the purpose of CABA. Exposure Diversity of board and membersip unclear value proposition Library is not engaged for use properly (i.e. when I google an item relevant to CABA, does the CABA research come up?) Perhaps we forget as members to tell our friends aboiut becoming a member If the current group feel there is value , then let's build the membership base We need to more effectively utilize social media and alternative delivery formats. leveraging the resources and expertise of the membership at public events Ability to convey the value that CABA can bring. Promote publications


AMCES

We are far to passive in our desire to bring new perspective and value to the market as an association. We appear to rooted in the ways we have operated historically Slow to move to an easily digestible information format, infographics, video, etc. Not a clear understanding in the market of the organization's mission Introduction of new ideas for members to increase revenue for their own organization vs. the growth of CABA.

CABA Functional Areas What are the top two key issues CABA needs to deal with in each of the following areas and how would you measure performance? (Where possible place your issue in the form of a question. Example – How do we get more individuals participating at events?) Industry Research & Standards (6) How can we align/partner/get more involved with key stakeholder organizations? (5) Bolder more timely/selective/relevant Industry Research (4) How can/does CABA influence standards? (3) How do we better leverage or promote the research that is completed? (2) How do we prioritize what research to fund? (1) How do we address the growing challenge of event participation? (1) How can we grow in educating the marketplace? (1) How do we take a leadership role in the emergence of standardization? Industry research should be bolder: We should go well beyond market research and do it for the betterment of our members - focus on areas where all boats are floated. Education of the market research is good...but needs to be timely...staying current is very hard and expensive. Need to be highly selective of efforts How do we continue to make our research relevant? Best of class Regarding all 16 - 20 I do not feel able to respond effectively without more information. How do we get more companies to rely on CABA information for investments in the industry? (i.e. new products, new services, etc) Membership decline Industry research has been and will continue to be daunting task - Collaboration and sharing of data among competirors is difficult even when each might be paying There are many additional sources of information today Often reports such as created by Gartner are only beauty contests so we can say based upon 3rd party we are a great company CABA resewarch has been focussed upon trends and perhaps showing us what might be happening that we were not aware of How do we better leverage the research that is completed? Get the message out more effectively that CABA has a lot of knowledge in this area and can help how do we better collaborate with technology manufacturers to understand and test their products How to prioritize what research to fund and getting actionable results that provide value.


AMCES

How many read CABA reports? ? Create leading perspectives on how the data we collect influences and/or satisfies current and emerging standards Are we getting the correct information fast enough or simply validating trends as they pass by? What Liaison memberships can be established and how do we leverage synergies better? How do we coordinate with other research firms to share insight? Not sure we should get into the standards game. Membership within organizations that create standards to steer standards towards the target market of CABA as an advocate deeply involved in standards development...potentially representing board members How do we take a leadership role in the emergence of standardization? Innovation See number 1 Event participation will be a grwoing challenge - no real answers How can we align with larger standards organizations? Show smaller, more numerous industry research and white papers how do we better work with standards bodies to best influence like TIA How do we get the industry to look to CABA more? How many standards does CABA influence? Can we be more proactive in determining what emerging standards are coming and how we can formulate perspectives or define research relevant to them? Do we poll the right groups? Can the research be of a quality so as to be used as reference material for standards organization? How do we ensure the research we create is widely recognized by potential prospects?

External Relations Consolidated Responses (External Relations #1 & #2) (4) How can we partner/align/connect with other organizations better? (4) How do we make CABA more relevant to the appropriate markets? (3) How do we get more companies to understand CABA’s value proposition? (3) How do we differentiate CABA from like industry organizations? (3) How can CABA become recognized as the resource for building automation information? (2) How do we better leverage social media / trade shows? (2) How do we better leverage knowledge/increase participation of Board? (2) What metrics can CABA gather to better understand marketplace? (1) How do we raise CABA profile globally? We need to offer more value to property owners, we have agruably too much greater participation from manufacturers and vendors CABA is rarely shown as an expert in emerging technologies, and a source of data for these. remain connected with affiliate organizations IFMA,


AMCES

How do we make ourselves or continue to make ourselves more relevant to our addressable market? Differentiation to like industry organizations How do we get more companies to understand that CABA can help them with their industry investments? WE have to be seen as a group industry takes not of Difficult when many of our members work in a variety of activities Telecoms want to been seen as a voice for cellular Difficult for CABA to talk much about 5G - even though we have many of the members asproponents and deeply involved How do we better promote the value of CABA? Collect metrics on social media and trade shows to get better feedback on external relations how do we better position CABA as a membership of industry experts How to connect CABA with the right groups and associations...and align missions & goals How many new member learn about CABA at trade shows? ? How can we create a more self obvious persona that draws attention and curiousity to explore and join CABA? Are we exploiting our fellow organizations enough when attending their events, membership? How do we raise awareness of CABA as THE resource for Building Automation? How can we build new relationships that would benefit members growth opportunities? We need to better articulate our value proposition. more focus on Ted talks, etc...leveraging board members How do we better leverage social media? Alignment/better together strategy with other organizations See number 1 Try to get better feedback from customers on the value that CABA provides How to stay relevant How many other trade associations see CABA as complementary? How can we become closer to the center of pertinent smart buildings conversations and participate rather than advertise the organization? When requesting event passes to events do we include the entire Board of Directors along with CABA team to promote more participation at events? How do we raise the profile more globally outside of NA? Can CABA advise existing members of new strategies to align their members?

Industry Development & Awareness Consolidated Responses (Industry Development & Awareness #1 & #2) (4) How does CABA expand its reach to new sectors/members? (4) How do we improve our members’ knowledge on the latest trends/developments? (3) How do we position CABA as a key figure in the industry? How does CABA increase its visibility? (3) How do we better leverage social media to build our brand? (2) How do we better appeal to young engineers and up and coming business owners? (2) How can CABA increase citations/use of its research?


AMCES

Education to manufacturers on emerging standards need to be knowledgible of the latest trends/developments...newsletter is the key How do we establish or continue to establish CABA as the leading research and industry organization? Comprehensive assessments How do we get more companies to understand that CABA can help them with their industry investments? Could we host a "demo days" type event at the end of a major trade show allowing board members to show off (either to each other or to a larger/public audience) how can we offer more training and development at conferences. Open to everyone Do companies cite CABA reports? ? Can we create a collaborative information/trend sharing forum (digital based) that puts CABA at the center of key indistry questions and conversations? Do we seek out membership on the fringe industries that relate to intelligent buildings? Expanding scope beyond traditional Building Automation and into things like worker happiness and use of space for individual tenants. Can CABA research events that members should attending to increase revenue? leverage Linkedin/social media to build brand How do we increase our membership? Differentiated social media presence See number 1 Could we create an intern/mentor program - either for young engineers or up and coming business owners in the connected space. How can be more visible in the public Do market analysts use CABA information? CAn we develop a industry needs characterization tool/algorithm that links market opportunities to market knowledge? Do we promote junior membership to students of trade or technical schools? The value of transparently sharing data between systems Can CABA assist with social media ideas to help increase awareness of research?

Member Services & Benefits Consolidated Responses (Industry Development & Awareness #1 & #2) (4) How do we ensure benefits and services are effective/valued and utilized? (3) How can we improve the connection to and between members? (3) How can we improve access to research information? (3) How can we better targeted and relevant to member segments? (2) How can we improve/increase our networking offerings? (2) What are new emerging models similar organizations using? (1) How can we better communicate our value proposition? (1) How can we improve member recruitment?


AMCES

We seem to offer information only, which is good, but to who exactly in the organization is this relevant? These needs to be better targeted to build membership newsletter as a service....could broaden reach What new emerging models are similar organizations using? Access to others - networking How do we get more companies to understand that CABA can help them with their industry investments? Make sure that Benefits and services are being fully utilized. If not, change services to adapt to demand. have a board that is not "pay to play" perhaps have a supplemental board for that How to convey the value of CABA to members. Have members asked for additional services? ? How can we provide membership with tools that characterizes their business (including their needs) and match this information up with pertinent research/data/CABA perspectives? Are we reaching out to members enough? More networking opportunities Can CABA give existing members an incentive to recruit synergistic new manufacturers? What are some new business models we can explore? Access to concise information See number 1 How to get easy access to research & knowledge. Does CABA receive unsolicited research requests? Can we create a member matching platform that ecourages members to post their questions/needs and other members can answer/connect to solve common problems? Do members have access to other membership contacts to provide networking value? Can there be a way to set alerts to proactively notify members when new research is posted in their preferred areas of interest? Can CABA benefits the ability to create new revenue opportunities for members?

Governance & Administration Consolidated Responses (Governance and Administration #1 & #2) (3) How can we better measure CABA performance? (2) How do we maintain the engagement of our board and committees? (1) How do we make it easier to engage CABA and its resources? (1) How can we make it easier for Board and members to promote CABA?

biannual meeting is fine....guest speakers can be a big draw for attendees How do we maintain the engagement of our board? ED goals tied to revised strategic plan and visibility to performance How do we make it easier to engage CABA and it's information?


AMCES

see above Do board members promote CABA within their companies? ? CAn we establish operating KPIs that monitor CABA's behaviors to ensure we adapt rather than fall back in to historical or existing habits? Are we assuring we reach set goals on a timely manner? Reformatted Newsletter Can CABA spend less time on increasing their membership base and more on revenue opportunities for members? How do we expand committee involvement? Flow down of ED goals to staff and visibility to performance Does CABA include industry influencers on the board? No further. More social media postings Can we share the individual goals of each CABA member to see how we can assist them?


AMCES

Appendix 2 – CABA Strategic Information Gathering Survey Thank you for taking the time to provide CABA with important information. The information you provide here will be used by the CABA Board of Directors in its discussions to determine the strategic direction for CABA over the next five years. We are looking for 100% participation in completing this survey. Please take 20-30 minutes to provide your valued input. Please forgive the length of the survey, however, the more information we can gather and analyze in advance of the strategic planning session, the better the discussions. This survey represents the 'heavy lifting' the leaders of the CABA organization need to do to establish the direction. It is imperative that priorities be established so that resources can be appropriately allocated. Your responses will help determine those priorities. The strategic planning session will take place on January 23, 2020 and the outcomes will be communicated. Please complete the survey by Monday, January 6. Those who do not complete the survey by this date, will be contacted to obtain their responses. Survey responses go directly to the consultant who will compile and analyze responses. No individual responses will be shared with CABA and only aggregate data will be used. The sole purpose of asking for your name is so we can follow-up with those who do not respond. If you have any questions related to this survey, please contact AMCES consultant Dana Cooper at [email protected]. Thank you for your time and insight. Strategic Planning Information Gathering Survey CABA Strategic Information Gathering Survey 2020 Name 1. Please indicate your name below. This information is only used to determine who has not completed the survey so we may contact them. No individual responses will be shared and responses go directly to the consultant. Strategic Statements & Goals CABA Strategic Information Gathering Survey 2020 VISION The vision should be future oriented, inspirational and focus attention on where you want to go.. CABA's Vision is: "CABA accelerates growth in the connected home and intelligent buildings sectors." Indicate on the scale below how relevant you believe this Vision is (with 0 being 'Not Relevant At All' and 10 being 'Extremely Relevant'). Vision: Do you have any suggested changes to the Vision? MISSION The mission defines the organization's purpose, recognizes stakeholders, indicates needs and the products and services offered and the image the organization seeks to project. CABA's mission is:

mailto:[email protected]


AMCES

"CABA promotes thought leadership empowering organizations and individuals to make informed decisions about the integration of technology, ecosystems and connected lifestyles in homes and buildings." Indicate on the scale below how appropriate you believe this Mission is (with 0 being 'Not Appropriate' and 10 being 'Extremely Appropriate'). Mission: Do you have any suggested changes to the Mission? CABA's STRATEGIC GOALS 2015-2019 CABA established the following key goals for 2015 - 2019 to pursue the mission identified above. 1. To bring together a community of experts that evaluates and conveys trends and best practices advancing applications, technology and integrated systems. 2. To assist CABA members to increase market share by providing timely, relevant products, services and knowledge. 3. To develop networking opportunities, multi-disciplinary partnerships and strategic alliances between CABA members and external stakeholders. 4. To ensure CABA operates as an agile organization with a “best-in-class” governance and management team. Do you have any comments on the goals above? Are they still relevant? Please consider the environment external to CABA operations and the environmental factors that impact CABA and its members and identify the trends and issues below within the appropriate categories. CABA - EXTERNAL ENVIRONMENTAL ANALYSIS - POLITICAL POLITICAL ENVIRONMENT - Trends / Issues What are the top two trends or issues in the POLITICAL environment that you believe will impact CABA and its members over the next five years? SOCIAL ENVIRONMENT - Trends / Issues What are the top two trends or issues in the SOCIAL environment that you believe will impact CABA and its members over the next five years? ECONOMIC ENVIRONMENT - Trends / Issues What are the top two trends or issues in the ECONOMIC environment that you believe will impact CABA and its members over the next five years? TECHNOLOGICAL ENVIRONMENT - Trends / Issues What are the top two trends or issues in the TECHNOLOGICAL environment that you believe will impact CABA and its members over the next five years? BUILDING AUTOMATION MARKET - Trends / Issues What are the top two trends or issues in the BUILDING AUTOMATION MARKET that you believe will impact CABA and its members over the next five years? Now it is time to prioritize!


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Opportunities and Threats are factors external to the organization that can help (opportunity) or hinder (threat) progress. CABA - OPPORTUNITIES & THREATS Based on all of the trends and issues you identified in the preceding external environment section, what do you believe are CABA’s TOP TWO OPPORTUNITIES? i.e. Opportunities = external aspects that could benefit the organization's Mission. Based on all of the trends and issues you identified in the preceding external environment section, what do you believe are CABA’s TOP TWO THREATS? i.e. Threats = external aspects that could prevent advancement of the organization. When establishing strategies the objective is to leverage the strengths of the organization and minimize the weaknesses. CABA - STRENGTHS & WEAKNESSES From your perspective, what are the top two internal ORGANIZATIONAL STRENGTHS that CABA possesses? i.e. Strengths = positive internal characteristics you would take with you if you were starting a new organization From your perspective, what are the top two internal ORGANIZATIONAL WEAKNESSES of CABA? i.e. Weaknesses = negative internal characteristics you would leave behind if you were starting a new organization Okay...we have looked at the external environment issues and trends as well as the strengths, weaknesses, opportunities and threats that exist. Now we put it together within CABA relevant categories. Please complete the fields below for each appropriate category. What are the top two key issues CABA needs to deal with in each of the following areas and how would you measure performance? (Where possible place your issue in the form of a question. Example – How do we get more individuals participating at events?) CABA's Priority Issues to Address Industry Research & Standards External Relations Industry Development & Awareness Member Services & Benefits Governance & Administration


AMCES

Magic Wand Question CABA Strategic Information Gathering Survey 2020 If you were given the freedom to select one project or initiative for CABA to implement in the next year, without going into details, what would that project be? Thank you for completing the survey. If you have any questions about the survey, please contact Dana Cooper the strategic planning The End! CABA Strategic Information Gathering Survey 2020

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