2024 -2026 CAA Strategic Business Plan
Adopted at the 24th CAA General Assembly in Kigali, Rwanda
Date created 22 August 2024
INTRODUCTION
This document comprises a draft two-year Strategic Business Plan for the period 20242026. Subject to prior approval by CAA Council, the plan will be presented for approval by the CAA General Assembly taking place in Kigali, Rwanda, from 21-24 August 2024, all in accordance with Article IV, Clause 8 of the CAA Constitution.
Alignment with the CAA Constitution
The business plan recognises the objectives of the Association, defined in its Constitution, as being, inter alia ‘the advancement of Architecture in the Commonwealth and the promotion and acquisition of knowledge of the various arts and sciences connected therewith’, including:
• Promoting co- operation between associations of architects with the object of ensuring the maximum contribution by architects to the well- being of society.
• Promoting and encouraging the activities of Member Institutes on a regional basis for the purpose of studying common issues.
• Making awards of medals or certificates in recognition of significant contributions to Architecture or it’s associated sciences.
• Receiving, administering, and applying donations, studentships, or scholarships or for any other general or specific charitable object or purpose connected with the Association or, for any other charitable purpose connected with Architecture.
• Doing all such things as shall further the aforementioned objects or any of them.
Alignment with the CAA Strategy 2024-2030
The business plan seeks to deliver the CAA’s Strategy for 2024 -2030 while consolidating and building upon the work undertaken during the current term. The business plan will therefore be focused primarily on the three key focus areas and the three key audiences identified in the CAA Strategy, namely:
• Principal Audiences
• Academia: Heads of School, Teaching Faculty and Students
• Practitioners: Member organisations & Practitioners
• Policymakers: Central and Local Government
• Principal Focus Areas
• Advocacy: Supporting leaders to make better evidence-based decisions on built environment issues.
• Capacity Building: Addressing the capacity gaps in rapidly urbanising, low-income countries that are vulnerable to climate impacts.
• Climate Action: Accelerating the transition towards a more sustainable and equitable world.
In doing so, it will also further strengthen the Association’s contribution to delivery of the UN 2030 Agenda for Sustainable Development, especially SDG11, which seeks to make cities and human settlements inclusive, safe, resilient, and sustainable. A copy of the Strategic Plan is contained ion Appendix 1.
EXTERNAL
1.0 ADVOCACY
1.1 Partnerships: Continue to maintain and develop partnerships with academia, practitioners, and policymakers for greater impact, including but not limited to: UN- Habitat, the Global Alliance for Buildings and Construction (GlobalABC), members of the Commonwealth Sustainable Cities Initiative (CSCI), the Built Environment Professions in the Commonwealth (BEPIC), the Commonwealth Lawyers Association (CLA) etc.
1.2 Events: Continue to promote the work of the CAA at regional, national, and international events, including but not limited to the Commonwealth Heads of Government Meeting [next meeting Samoa, October 2024], the UN- Habitat World Urban Forum [next meeting Cairo, November 2024], and the UNFCCC Conference of the Parties (COP) [next meeting Baku, November 2024].
1.3 Good Practice Library: Continue to build and maintain a library of case studies and good practice as a means of knowledge sharing among member organisations and with other stakeholders.
1.3 Awards: Promote the winners of the 2024 CAA Awards programme on the Award Force platform, undertake a review of the 2024 CAA Awards programme, and incorporate any lessons learnt in the next award cycle.
2.0 CAPACITY BUILDING
2.1 Formal capacity building partnerships: Continue to develop existing capacity building partnerships, eg between the CSCI and the UN Habitat Capacity Development and Training Unit, between CAP, CLA and the UN Habitat Policy, Legislation and Governance Section and between the CAA and IFC Edge.
Pres
Pres
Edu, Prac
Edu, Prac
2.2 Knowledge Sharing Partnership: Continue to develop and expand the CAA Knowledge Sharing Partnership in collaboration with signatories and use it as a vehicle to undertake surveys, benchmarking studies, policy papers etc that can support knowledge sharing and advocacy. TBC
2.3 Continuing Professional Development: Continue to develop a regular programme of online CPD events on topics that are aligned with the themes contained in the CAA Strategy and informed by the work of the CAA Knowledge Sharing Partnership
2.4 Coalition of architectural faculties: Continue to develop a coalition of architectural faculties across the Commonwealth in support of the 2024-2030 CAA Strategy, building upon the responses to the pilot survey and subsequent approaches.
Edu, Prac
Edu, Prac
2.5 Define core competencies: Undertake a comparative desktop survey of accreditation criteria across the Commonwealth and develop a set of recommended core competencies related to sustainable development and climate literacy. Edu, Prac
2.6 CAA Validation: Undertake a comprehensive review of the CAA Greenbook in light of the above in order to ensure that CAA Validation continues to add value to schools while also helping to bridge the gap between education and practice. Upon completion of this exercise, work to expand the number of CAA validated schools to increase the CAA’s impact in helping to raise standards.
2.7 Promoting Youth engagement: Build relationships with the national youth groups of member organisations and support the work of the Commonwealth Youth for Sustainable Urbanisation (CYSU) network.
3.0 CLIMATE ACTION
3.1 Promote Climate literacy: Leverage the associations capacity building and advocacy work to increase climate literacy among academia, practitioners, and policymakers
3.2 One-off initiatives: Continue to develop scalable initiatives which help to accelerate the transition to a more sustainable and equitable world, such as the Rapidly Growing Cities Prize, in collaboration with Nesta Challenges.
INTERNAL
4.0 MEMBERSHIP
Edu. Prac
Youth rep
Edu, Prac
4.1 Existing members: Maintain regular contact with existing member organisations to better understand their needs and help ensure their active engagement in the CAA’s activities. RVPs
4.2 Potential members: Develop a strategy to attract those national associations that are not currently CAA members
5.0 FINANCE
5.1 Financial management: Implement a cost effective electronic online accounting package. Ensure the smooth transfer of information to the new Treasurer and to our new accountant.
5.2 Funding sources: Work to identify new funding sources to help diversity and grow the associations income, enabling it to expand its level of activity, eg: sponsorship, paid for events, funded projects etc
5.3 Membership subscriptions: Ensure the timely issue of invoices and statements where necessary and work to improve debtor days together with missing, incorrect payment.
RVPs
Treas, ExDir
Pres, Treas
ExDir
ExDir
6.0 GOVERNANCE
6.1 Constitution: Maintain a watching brief to ensure that the CAA Constitution remains relevant to the current needs of the Association.
6.2 Byelaws: Develop a comprehensive set of byelaws to help ensure that the association complies with UK Charity Commission guidance and good practice.
6.3 Trustees: Rotate trustees to help ensure that the optimum blend of skills is available to support CAA Council.
7.0 COMMUNICATIONS
7.1 Member communications: Maintain regular contact with existing member organisations to better understand their needs and help ensure their active engagement in the CAA’s activities.
HonSec
ExDir
Pres, HonSec
7.2 Rebranding: Continue to implement the CAA’s new brand identity and editorial guidelines and undertake mid- term review with Praline to ensure consistency. Adjust as required. EdBoard
8.0 ADMINISTRATION
8.1 CAA Administration: Continue to organise and develop the CAA’s online collaboration platform (eg MS Office 365, MS Teams, and MS SharePoint) to help increase the association’s efficiency and effectiveness.
8.2 CAA Archive: Continue to organise the CAA digital archive and make available online, as time allows.
ExDir
ExDir
This document to be read in conjunction with the CAA’s budget for financial years 20252026, a copy of which is contained in the following section.
APPENDIX I, CAA STRATEGIC PLAN 2024-2030
The CAA Strategic Plan for the period 2024 -2030 eels to engage with three key focus areas and the three key audiences, namely:
Principal Audiences
• Academia: Heads of School, Teaching Faculty and Students
• Practitioners: Member organisations & Practitioners
• Policymakers: Central and Local Government
Principal Focus Areas
• Advocacy: Supporting leaders to make better evidence-based decisions on built environment issues.
• Capacity Building: Addressing the capacity gaps in rapidly urbanising, low-income countries that are vulnerable to climate impacts.
• Climate Action: Accelerating the transition towards a more sustainable and equitable world.
Its aim is to also further strengthen the Association’s contribution to delivery of the UN 2030 Agenda for Sustainable Development, especially SDG11, which seeks to make cities and human settlements inclusive, safe, resilient, and sustainable.
CAA Strategy 2024 - 30
Maximising the contribution by architects to the well-being of society.
Working to make the built environment inclusive, safe, resilient, and sustainable.
FOCUS AREAS AUDIENCES
Academia
Heads of School, Teaching
Faculty and Students
Practitioners
Member organisations and Practitioners
Policymakers
Central and Local Government
Advocacy
Supporting leaders to make better evidence-based decisions on built environment issues
Capacity Building
Addressing the capacity gaps in rapidly urbanising, low-income countries that are vulnerable to climate impacts
Climate Action
Accelerating the transition towards a more sustainable and equitable world
Helping to strengthen links between academia, practitioners and policymakers for greater impact
Promoting core competencies as a pathway to validation and as a means of increasing mobility
Building a mutually supportive coalition of architectural faculties across the Commonwealth
Helping to stimulate demand by showcasing best practice
Building a knowledge sharing partnership among member organisations
Building an evidence base to help identify barriers and enablers to sustainable urbanisation
Helping to identify bankable projects which will have impact at scale
Collaborating with partners across sectors and disciplines to develop transformational scalable and replicable approaches to help address the capacity gaps, especially in secondary cities and in the public sector
Helping to increase climate literacy among academia, practitioners and policymakers
APPENDIX II, OUTLINE BUDGET 2024 -2026
The following Outline Budget was adopted by the 24th CAA General Assembly which took place in Kigali, Rwanda, on 22 August 2024.
CAA BUDGET 2024-2026
BUDGET ALLOCATION
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