Letter from the President

First, I want to say a big thank you to the BCxA staff and our volunteers (especially committee and chapter leaders and participants), being mindful of all the hard work you have put into making this year a success. It’s been an honor to serve you and the entire membership this year.

Even though it’s been another atypical year, 2022 has been very successful. We’ve handled a lot of unknowns including attendance/online participation in our annual conference, in-person chapter activities/events and classroom training, and we navigated through them all, concentrating on the right things for the Association’s short- and long-term wellbeing.

Our winter Leadership Meeting in South Carolina started off the year by listening to key industry partners and BCxA stakeholders about how to best prepare the BCxA for the future.

Specifically, discussions focused on technology, sustainability, indoor air quality, water, the economy, and whole building commissioning. We realize that change is coming, and it’s not in our best interest to “go it alone” as an Association. Enhancing relationships with key strategic organizations is the best way to provide an exciting and impactful future for BCxA and its members.

The Leadership Meeting, along with our Annual Conference, provided valuable insights that inform both the commissioning profession’s position in the building industry and the Association’s preparation for the future.  They include: 

 Technology. We don’t believe that commissioning providers will be replaced with computers, but owners do expect providers to be tech-savvy and to provide the link between information and meaningful results wherein buildings can be more responsive and adaptive.

 Water. In certain parts of the country, water conservation measures are front of mind. Our commissioning plans and corresponding OPRs need to prioritize water conservation and usage equally along with energy. New technology and equipment will likely be the key to the future especially in these drought-stricken areas.

 Sustainability. ESG (Environmental, Social, Governance) will not only influence how a building is viewed with respect to quality but will also be fundamental for securing financing in the future. Net zero, carbon neutral, and electrification drivers will start influencing even traditional projects. Commissioning providers will need to bring resiliency expertise and resources to their project teams of the future.

 The Economy. The building community’s quality workforce has become more difficult to find.
The pandemic has put a strain on global supply chains and presented a challenge for completing
projects on time. Current economic challenges will likely include the contraction of new
construction starts and increased projects that repurpose existing buildings. All of these will
influence the planning, design, building and operation of commercial buildings.

 Whole-building commissioning (WBCx) is increasingly expected on many projects today. We learned how important it is to clearly define the scope and disciplines necessary under whole building commissioning to fulfill WBCx expectations. Commissioning providers need specific expertise on a project team to handle the full scope and breadth of the desired Cx services.

 Expanded CxP Capabilities. In addition to the MEP, building enclosure, fire life safety/low voltage measures that are common already, we expect additional subdisciplines to become prevalent on projects that include cybersecurity, acoustical, lighting, and indoor air quality commissioning.

 Indoor Air Quality. With this pandemic, the industry quickly realized that not only did we not know how to define “healthy air,” but there was no road map for measuring and improving air quality. Often the steps to improve air quality decrease energy efficiency, and the path to future IAQ success is to provide healthy air without sacrificing years of good work in improving our energy efficiency within buildings.

 Diversity, Equity, and Inclusion. As a result of independent work with our DEI consultant, we
gained the needed insight to continue being an organization that welcomes all. This was not a task for the BCxA; rather, this is part of the fabric of BCxA, and going forward and we will use those tools to make sure we stay on the right path -- beyond good intentions, with excellent results.

 Industry Relationships. We took a targeted approach to enhance our relationships with adjacent industry organizations such as USGBC, ASHRAE, NIBS, ASHE, and AIA.

 Mission and Vision. This year we revisited BCxA’s vision statement ― “To create a built environment worth inheriting” ― to ensure that it fits our future as much as our past. We
determined that it does.

 Strategic Planning. We are currently revamping the BCxA strategic plan. Many things in the strategic plan will remain unchanged, but one key revelation was that our chapters, committees, and organization as a whole need to focus on education and training to deliver meaningful, positive impact as an organization and as individual members going forward.

With all BCxA members’ continued support in 2023, I’m convinced that it will be our best year yet!

Together we will continue to confront and withstand strong headwinds ― we, as a membership organization, are healthy, enthusiastic, and engaged!

Again, let me thank all of you who have volunteered your precious hours, and wish you a happy holiday season!

Best wishes for the coming year, 



John Runkle
BCxA President, 2022