2. Thomas L. Mitchell, Jr., CFM, CFMJ IFMA First Vice Chair
Director, Facilities Management Consulting Booz | Allen | Hamilton
3. IFMAs balanced scorecard and strategy map follow classic formats
from Robert S. Kaplan and David P. Norton of the Harvard Business
School 4. 5. 6. The best way to predict the future is to invent it.
Immanuel Kant Prussian Philosopher 1724 - 1804 7. 8. 9. 10. 11.
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 2020and the facility professionals
elevated role there. 12. Facility management must reinvent itself
from a perception of business support, to a reality of business
critical. 13. 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 linesthe new quadruple bottom line. 14.
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.
15. 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.
16. 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.
17. 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.
18. 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.
19. Credentials
Expand from IFMAs 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.
20. Mentoring
Establish a sustainable mentor program with distinct guidelines
and practices.
The program will cover all formal educational stagesfrom
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.
21. 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.
22. Knowledge Management
As FM continues to evolve strategically, importance of managing
body of knowledge will be accentuated.
IFMA may createon its own or in collaborationone 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.
23. 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.
24. 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 associations 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.
25. 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 IFMAs 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.
26. Technology
Leveraging technology will enable IFMA to maximize capabilities
and reach FM professionals 24/7well 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.
IFMAs 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.
27. Summary
Rapid change and the global economic downturn are providing the
facility management profession with an opportunity to step to the
forefront.
Initiatives in IFMAs vision 20/20 are designed to help shape
the futurenot 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.