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Vision 2020

  2. 2. Thomas L. Mitchell, Jr., CFM, CFMJ IFMA First Vice Chair Director, Facilities Management Consulting Booz | Allen | Hamilton
  3. 3. IFMA’s balanced scorecard and strategy map follow classic formats from Robert S. Kaplan and David P. Norton of the Harvard Business School
  4. 4. “The best way to predict the future is to invent it.” Immanuel Kant Prussian Philosopher 1724 - 1804
  5. 5. Vision 20/20 pulled together all of its critical resources and relationships to create a story of what the world and workplace might look like in the year 2020—and the facility professional’s elevated role there.
  6. 6. Facility management must reinvent itself from a perception of “business support,” to a reality of “business critical.”
  7. 7. The Strategy: Looking Back from the Year 2020 Focusing on the lifecycle optimization of building portfolios, IFMA successfully linked the financial, social, environmental and workplace diversity bottom lines—the new “quadruple bottom line.”
  8. 8. The Result  Facility professionals want to join IFMA and other FM organizations to be a part of a rapidly-expanding network.  New and experienced industry professionals seek FM credentials as validation of their skills.  Public and private businesses demand that workplaces be managed by “certified” FMs.  There is a broader understanding of how high-performance built environments play a critical role and deliver competitive advantage.  IFMA and allied organizations provide comprehensive support for their members and other stakeholders.
  9. 9. Sustainability  Create a full-time staff position to direct sustainability-related initiatives.  Define sustainability from the facility management perspective.  Identify and connect with organizations promoting sustainable initiatives that have a bearing on the profession.  Support LEED® Operations and Maintenance certification for existing buildings.  Develop business-based frameworks covering ROI analysis and execution.  Research and bridge gap between design/construction and FM.  Build best practice case studies.  Promote FM-based sustainability programs to U.S. governmental agencies and departments.
  10. 10. Membership  The anticipated membership growth in IFMA and other FM-related organizations will exceed 100,000.  The real strength will be the interconnectivity (global, national, regional, industry/interest) of this network.  Community-based networks will provide highly-specific, in-depth information.  IFMA will create and maintain comprehensive data base of FM practitioners worldwide.  Enhanced data mining capabilities will enable new member classifications and individualized programming.  It will be easier to combine members into groups based on who employs them and whether in-house or contracted.
  11. 11. Career Management  In cooperation with other FM organizations, IFMA will identify, define and fortify a framework to enhance visibility of FMs in the workplace.  The framework will be taught in order to build best-in-class FM organizational structures.  Restructuring will occur on a massive scale and elevate entire profession.  IFMA will document and map route for senior professionals to obtain recognition and invitations into the C-suite.  Career plan will identify desired training, education and experiences for progression from entry-level, to middle management and to senior leadership.  Through these efforts and extensive marketing targeting board rooms, chief facility management officers will achieve C-suite stature.
  12. 12. Education  Bring new comprehensive programs on all facets of FM and deliver them year round in multiple formats.  Include face-to-face learning, distance learning and chapter and approved provider deliveries.  Develop a lifecycle approach to workplace-career management.  Introduce FM and related workplace avocations earlier in the process by working with secondary schools and guidance counselors.  Work more closely with junior colleges, universities and technical schools to support accredited programs.  Expand curricula from principles of FM to include workplace strategy and core competencies needed in the C-suite.  Work more closely with related organizations in architecture, engineering and design to promote careers in the built environment.
  13. 13. Credentials  Expand from IFMA’s current knowledge-based Facility Management Professional (FMP) and competency-based Certified Facility Manager (CFM) credentials.  Partner with other organizations to develop an FM technical designation.  Develop a capstone credential for those working in the highest and most strategic levels as senior facility executives.
  14. 14. Mentoring  Establish a sustainable mentor program with distinct guidelines and practices.  The program will cover all formal educational stages—from secondary school through undergraduate and graduate study.  Keep lines of communication open between IFMA and future graduates.  IFMA emerging leaders and young professional programs will be cornerstones of this effort.
  15. 15. Research  Increase research significantly in breadth, capacity and strategic importance in order to maximize impact of FM.  Benchmarking and standards-oriented research will continue with more research supporting program development.  External research will be conducted to support the business community and partners.  Despite expansion, research will continue to be an unbiased source of workplace-related information.  Prove the positive effects of good FM operations on the strategic direction and financial success of organizations that embrace it.
  16. 16. Knowledge Management  As FM continues to evolve strategically, importance of managing body of knowledge will be accentuated.  IFMA may create—on its own or in collaboration—one or more dynamic portals.  The portal(s) will continuously segment, organize and make information available in an intuitive manner.  “Wikipedia-like” project will provide much-need platform to attract best of what subject matter experts, researchers, academicians and others have to contribute.  IFMA may create “living laboratory” to showcase best practices and align academic research with real-world scenarios.  Corporate partners will play integral roles in making such in-depth workplace examination possible.
  17. 17. World Workplace Conference & Expo  World Workplace Conference & Expo will evolve in scope and experience to maintain its premiere position in North America.  Look for more organizations, publications, participants and exhibitors in 2020.  No longer limit conference to physical space and three-day timeframe.  Leverage technologies to enable virtual participation from all over the globe.  Participants will be able to revisit the experience throughout the year.
  18. 18. Worldwide FM Community Participation  The world will be more interlinked than ever before.  IFMA will continuously look for and pursue strategic alliances and partnerships that support the association’s vision, mission and objectives.  IFMA leads but does not exclusively own the advancement of FM globally.  Becoming more international is part of each IFMA functional area balanced scorecard.  The association will continue to support establishment of global FM standards.  FM credentials will evolve to allow a single global standard in professional recognition.  Support joint meetings at global congresses to enhance collaborative relationships with a focus on gaining increased governmental recognition of FM as a career field.
  19. 19. Government  IFMA will expand its contacts in influence with governments worldwide to be regarded as an “honest broker of FM and workplace-related information.”  This will be achieved through a careful and methodic expansion of IFMA’s successful efforts conducted in Washington, D.C., during these past 10 years.  In the United States, facility function touches more stimulus package components than any other function.  IFMA members will participate in a growing number of strategic global, national, regional and local committees.
  20. 20. Technology  Leveraging technology will enable IFMA to maximize capabilities and reach FM professionals 24/7—well beyond current core members in North America.  There will be complete integration of all internally-facing and externally- facing information systems.  Stakeholders can expect enhanced portals and some kind of comprehensive knowledge management capability.  IFMA’s already strong presence in social media will be even more pervasive.  Web conferencing and online learning will be significantly more robust.  The net effect of this technological leap will be a disproportionately larger impact on the FM profession for the amount of resources expended.
  21. 21. Summary  Rapid change and the global economic downturn are providing the facility management profession with an opportunity to step to the forefront.  Initiatives in IFMA’s vision 20/20 are designed to help shape the future—not just react to it.  Facility management will be a sought-after profession with a clear path to executive levels of leadership as new generations enter the workforce.
  22. 22. Thank You!