IFMA WW2010 Wrap Up Images

Bill Conley and Pam Kalmus

The new way to work??????

One way to draw attention to your product

All I want for Christmas

Serious daily commute enhancement option

Pam Kalmus and Bill Conley at Atlanta Chapter's "peach signing"

A new look in workplace seating

Francis Kuhn, IFMA Chair with Cathy Pavick, IFMA's VP for Education

Press conference - Francis Kuhn, IFMA Chair announcing IFMA's upgraded Facility Management Professional (FMP) credential

Friday Wrap Up

Just finished my last two sessions of the conference, both very good.


FM of Tomorrow, Dean Kashiwagi, Ph.D., P.E., Arizona State University, Performance Based Studies Group
Dean's message to FM's is that our profession will not exist in the near future, at least not as we know it today.  In essence FM's today are expected to be experts in many areas, but the more "expert" you become the more silo'd you become as well, and that counters the trend in business towards strategic thought and relationships.

He suggests that a better model for FM is that we become strategic in everything we do and in HOW we do it.  Addressing the needs of executives requires thinking as they do, which is about value first.  Instead of buying a product or service think in terms of the entire supply chain, focusing on value instead of cost cutting. 

A key benefit of this shift is that it will closer align FM with enterprise strategy and allow FM to react quicker to strategic moves at the enterprise level.  Key steps in the business model shift include:

• Looking up, not down
• Aligning education and training focus
• Find visionary models to emulate
• Implement the new philosophy

At the bottom line, Dean's core message was that FM must become much more strategic and take the big view in order to act as leaders and align with businesses.  Everything beyond that becomes transactional, and there is no leverage, little opportunity, and less fun when you are purely transactional.


Nine Transforming Keys to Lowering Cost, Cutting Waste and Driving Change in a Broken Industry, Rex Miller, TAG Consulting
There was a lot of meat in this presentation even before Rex got to the nine transformational keys.  He described in vivid terms how broken the design and construction process is and how the myopic focus on cost reduction by Owner's is really working against their twin goals of lower cost and higher quality.  From there he briefly explained BIM, IPD and how their convergence with economic crisis are reshaping the industry.  Good stuff.  I picked up a copy of The Commercial Real Estate Revolution co-authored by Rex with Dean Strombom, Marik Iammarino, and Bill Black.  In the book they explain the nine keys in detail, here is a quick summary of what you will find.

Key 1   Trust-Based Team Formation enables you to select your entire project team and putting them together as a team before schematic design begins.

Key 2  Early Collaboration allows the team to redefine project management around a specific project's unique requirements. 

Key 3  Built-In Sustainability is a core principle and should be intentional and an integral part of every project.  When done right it costs no more than conventional building and payback begins immediately, not 3-5 years down the road.

Key 4  Transformational Leadership is required to break the business mold built for the past and envision what can be.  It will require facing reality and allowing others to do the same.

Key 5  "BIG" BIM refers to the impact that BIM technology is having on our industry.  It is big and it is going to get bigger.  It is fundamentally changing the way we do business in the design/build industry.

Key 6  Integrating Project Delivery (IPD) brings together a number of elements (collaboration and trust, BIM, lean construction, social networks) to integrate all components and entities of the design/construct process.

Key 7   Trust-Based Agreements and Client-Centered Incentives describes the process of defining participant needs and incentive/risk sharing in these new working models.


Key 8  Offsite Construction, or "manufactured construction" speaks to the advantages of paralleling construction processes typically done sequentially, with obvious time and cost benefits.

Key 9  Workplace Productivity conditions include interconnection, complexity, acceleration, intangibility, convergence, immediacy, and unpredictability.  Each is becoming more important, none are growing at the expense of others.

All in all, two great sessions this morning and a fitting wrap-up to my personal educational experience at this year's conference.  Now I get a couple of hours to do "work work" before tonight's Awards of Excellence affair.  Hope to see you there.

Welcome Reception at Georgia Acquarium

A few random images of the event, including some creatures you may characterize as FM'ers, customers and service providers. 

Scenes from the IFMA Foundation Gala

Nostalgia done Coke style

Coke and baseball - American traditions

No speeches, good music, plenty of folks

Pam Kalmus, Orren Gray, Linda Beverly, Patricia McLaughlin

Diane Coles and Orren Gray with friend

The Honorable Alexis Herman Keynotes IFMA Conference

"If your current reality defines your future state you will not be successful in the workplace of the future."

With those words the Honorable Alexis Herman, former Secretary of Labor closed her keynote remarks before IFMA members assembled to launch this year's WorldWorkplace conference.  During her comments she made telling points that resonated throughout the gathering of over 3,000.

Polarization of the workforce is obviously a major demographic issue.  We all know the story, Boomers are leaving (or sometimes not) and Gen X and Gen Y members entering the professional force.  On the whole, 30% of the workforce today is comprised of Boomers, but 40%-45% of key positions in key industries are occupied by Boomers.  When Boomers were asked to identify themselves by raising their hands in this morning's session there was an audible gasp as the vast majority (I estimate over 70%) identified themselves as Boomers.  This represents a key niche inside the generational shift occurring in the workforce and can be either a opportunity or risk.  It appears to be a larger issue in FM than most professions (to the extent this morning's straw poll is accurate).

Value differences between young and old generations are behind different behaviors and expectations.  Gen X and Gen Y workers typically change jobs 7-9 times by age thirty-five.  When I was young that sort of history meant you were not dependable or incapable.  Today it does not necessarily mean either.  Whereas older generations "lived to work," younger generations "work to live."  That value difference alone helps motivate many of the behaviors that sometimes perplex older workers.  However, as readily as younger workers leave companies they rarely leave relationships.  This in part helps offset the tendency to migrate because the important social connection is retained, and it is that connection that will pay dividends down the road.  Relationship management is a key value and skill for younger workers and they are very intentional about it.

Working in a global market requires a cultural perspective.  Secretary Herman noted also the shifts in the workplace both domestically in the U.S. and globally.  She predicted that the U.S. would not have a shortage of jobs in the future (after a prolonged recovery from our current malaise), but that we will have a shortage of skilled workers.  This transition of our economy to a more educated and skilled workforce emphasizes the need for individuals to invest in a life long learning process.  Keeping up with advancing technology is only a part of it.

She also reminded us of the importance of FM aligning closely with business goals and initiatives, and remarked that major organizations cannot be successful today unless FM is at the leadership table.  Such is the leverage that the assets we manage represent; the ability to affect the enterprise on a broad scale based on our ability to align strategy and foresee future requirements, opportunities and risks.

Seeing ourselves as cultural bridges was a central theme in her remarks.  Whether it be generational shifts, jobs moving around the globe, or the transition of the workforce it comes down to the one word she described as being a most essential characteristic.  "You must be FLEXIBLE, or you will be irrelevant."

Like you I am sure, I have been challenged at different times throughout my life.  In those experiences I have learned that being flexible is a good thing, a very good thing, and never more so than now.



 

IFMA Foundation Gala Kicks Off WorldWorkplace

IFMA's annual conference and exposition kicks into high gear tonight with the Foundation Gala at the World of Coca Cola here in Atlanta.  The crowd will be mingling with friends from across the association, checking out the silent auction and enjoying the festivities.  Believe me, this is one great event.

The IFMA Foundation's focus on research enables advancement of the knowledge of our profession.  One of the high spots each year is the awarding of educational scholarships to deserving students, several of which .  These scholarships are funded by the gala, the Foundation's largest fundraising event of the year, and the contributions of individuals and chapters.

This year's Education Reception and Scholarship Presentation is set for 5:30 p.m. - 7:00 p.m. at the Omni Hotel.  See you there.

WorldWorkplace 2010

I will be blogging from Atlanta this week while attending IFMA's annual WorldWorkplace event.  Look here in the coming days for updates on educational sessions, interesting products and maybe even interesting people.    The IFMA Foundation Gala, opening reception and Friday night's Awards of Excellence are just a few of the events on tap this week, not to mention the product and services exposition.

My personal search for tools and information this year is focused on project management, learning more about sustainability strategies and systems, and investigating smart business continuity solutions from FM practitioners.

Hope to see you there.  Atlanta may never be the same.

Report on IFMA WorldWorkplace 2009

As you no doubt noted from my last post, there was no shortage of fun in Orlando. But, we also networked, sat through numerous educational sessions and walked our way through the exhibition floor learning about new products and technologies. Although the event was smaller this year (no surprise there) the content quality that I experienced seemed to have improved over my last visit to WorldWorkplace. Kudos to the IFMA team, volunteers and especially to those who took the time to prepare and present information that FM practitioners need to improve our own quality and outcomes.

As you might suspect renewable energy, LEED, and all other things green were in prominence. It was appropriate then that Andrew Winston, author of Green to Gold present the opening keynote address to set the tone. In some regard this felt a bit like “preaching to the choir” since FM’s are keenly attuned to the issue of environmental responsibility. Still, there were good reminders and insights that may help you make the green case in your workplace. Here are a few attention getters from Andrew:

75% of MBA students believe that Corporate Social Responsibility is a requirement.

Every year China builds the equivalent of 31 Manhattan’s – not one year, every year.

Being “lean” is no longer just smart, it is becoming a necessity as resources are diverted to developing and emerging economies.

The U.S. automobile industry didn’t collapse so much because of the credit crunch as to market forces. Companies like Honda, Nissan and Subaru all grew year over year because they had the right energy efficient products.

Toyota’s Prius is the most successful green product ever (to date).

In another session Dave Alpert focused on recent and developing environmental legislation in California that will directly affect FM’s operating in the state. Assembly Bill (AB) 32 for example requires renewable energy be a part of every development project. Exactly what that means is yet to be determined, but the message is clear. Renewable energy is a key element of California’s forward strategy. AB113, modeled after European Union regulations will require the monitoring and reporting of energy use by large facilities. And in Dave’s and multiple other presentations it is clear that Cap and Trade legislation is now presumed. Some companies are investing in green technologies to lean new projects underway now in anticipation, spending now to create a new revenue stream when Cap and Trade legislation becomes law.

Those are just a few of the many highlights. To those of you who missed the trip we’re sorry you weren’t there and hope to see you next year in Atlanta.

IFMA WorldWorkplace - Orlando

More to come later but for now, check out the happenings in Orlando.

A smaller crowd this year as expected, but a lively one none the less. Lots of good info and maybe just a bit of fun as well.

Here's a product for your new home office



Break time



Exhibition Floor


OK, we had some fun too

An Interview with Dave Brady, President and CEO of IFMA

The International Facility Management Association (IFMA) is the leading FM organization in the world. With over 19,000 members in chapters and councils around the globe its mission is to further the development of the FM profession, something it excels at. Training and certification programs, outreach and linkages to other organizations, and leadership on the most important issues our industry faces make IFMA a respected and trusted resource and partner.

Recently, Dave Brady, President and CEO of IFMA, joined the Board of the Open Standards Consortium for Real Estate (OSCRE). As noted in a recent post here, OSCRE is bringing together key players from all sectors of the real estate and operations community to develop comprehensive industry standards, common processes, and shared operational language.

FMandBeyond interviewed Mr. Brady to learn his perspective on OSCRE’s efforts and IFMA’s engagement in that effort, as well as to get his view of IFMA’s current health and initiatives.

FM&B: Mr. Brady, first let me say thank you for agreeing to this interview. Welcome to our little corner of the cyber-world.

DB: Ken, it is my pleasure to speak with members like you and to help get the word out on important IFMA initiatives like our work with OSCRE. Coincidentally, IFMA also is working to establish a greater presence in new media outlets, including blogs. We now have an IFMA staff member focusing on new media full time and we now have a presence on sites like You Tube, Facebook, Twitter and Flickr. Nevertheless, this is my first blog interview.

FM&B: Congratulations are in order. You were recently selected to OSCRE’s Board of Directors. What is OSCRE’s mission, and why is IFMA important to OSCRE and vice versa?

DB: Thank you. OSCRE’s mission is to effectively facilitate the standards development process among key real estate stakeholders—including owners, tenants/occupants, investors, operators, developers, service providers, consulting firms and vendors—to benefit stakeholders and enable the real estate industry to function more efficiently in the digital economy. OSCRE members in the Americas represent an excess of US $2.1 trillion in real estate assets, 12.3 billion square feet of floor space and 1.4 million association members.

FM&B: IFMA has several strategic partnerships both with complementary organizations like AIA and IIDA, and more FM-centric groups such as FMA, EuroFM, and BIFM. Why are these alliances important to IFMA in general and how is the alliance with OSCRE similar or different?

DB: IFMA’s vision is to serve as the resource and representative for facility management. Our mission is to advance the facility management profession. We leverage our capabilities through working with carefully-identified organizations with knowledge or resources that complement our own.

In this past year, we signed three new alliances. First, IFMA and the American Society for Healthcare Engineering (ASHE) signed a memorandum of understanding to advance the interests of engineering and health care facility professionals. This opens the possibility of doing joint research, educational programs, FM credentials, benchmarking and work on sustainability. Second, IFMA and the U.S. Green Buildings Council (USGBC) signed a memorandum of intent outlining collaborative efforts to promote sustainability, energy efficiency and environmentally-responsible building operations. Third, IFMA joined the U.S. Environmental Protection Agency’s ENERGY STAR® program as a partner. This is a fundamental commitment by the association to protect the environment through the promotion of continuous improvement in energy performance on the part of IFMA members and their facilities.

Also in the area of sustainability, IFMA has on ongoing partnership with the Alliance for Sustainable Built Environments and it continues to help the association advance the business case for operating facilities and workplaces in sustainable ways that minimize our footprint on the planet.

At World Workplace 2008 we also will be signing a memorandum of understanding with the American Society of Heating, Refrigeration and Air Conditioning (ASHRAE) that has been in development for well over a year and we will be renewing a three-way Partners in FM Excellence agreement between IFMA, the British Institute of Facilities Management (BIFM) and the Facility Management Association of Australia (FMA). In essence, this renewal is an expansion of this evolving tripartite relationship based on new opportunities discovered in working together these past few years.

As for the IFMA/OSCRE relationship, their CEO, Andy Fuhrman is a long-time IFMA member with many years working the facilities end of the technology sector. He also was active in the Silicon Valley Chapter of IFMA and in IFMA’s IT Council. Andy was integral in helping IFMA unbundle technology from its eight other separate competency areas to give it a deserved and unique standing. IFMA also was not one of the first formal members of OSCRE because as a global organization, it was necessary for it to stay connected with the various standard-setting organizations that had facility management within their perimeters. Earlier in the process, we were not sure which of the organizations would take the lead or reach a critical mass. When it became clear to the IFMA board of directors that OSCRE became both the lead organization and one that had international connections, IFMA joined as an executive-level member. We have been working with Andy hand-in-glove since.

FM&B: For those who do not know, would you briefly explain OSCRE’s focus?

DB: Technology is the newest FM competency and it is revolutionizing how real property assets are managed and how fast critical information can be shared. Previous to OSCRE’s initiatives, FM software used different platforms and there were no information exchange standards. Custom interfaces were necessary or time was wasted by manually re-keying information. Data standards enable facility professionals to readily share information with architects, designers, contractors, government officials and other stakeholders. OSCRE works both upfront and behind-the-scenes to tie it all together, both in North America and through its ties with similar organizations in other parts of the world. The bottom line is OSCRE saves time, money and effort.

FM&B: How can professional FM’s participate?

DB: Joining IFMA’s IT Council is a great starting point. This concentration of members within the association undoubtedly is more focused on OSCRE’s work than any other segment or combination. Additionally, as previously mentioned, OSCRE workgroups provide opportunities to contribute. These groups are listed on the OSCRE Web site and include: Commercial Information Exchange, Commercial Property Information Exchange, Lease Abstracting, Real Property Appraisal Reporting, Real Property Unique Identifier, Space Classification Standard Code List and Work Request and Work Order Fulfillment. IFMA members who would like to contribute something or participate in any of these groups need only contact IFMA Director of Research Shari Epstein.

FM&B: What do you see as potential benefits of IFMA’s engagement with OSCRE, both for the FM profession at large and for the individual practitioner?

DB: Facility management as a profession has been getting progressively closer to certain other disciplines such as IT, finance and human resources. There are many more overlapping areas of responsibility. OSCRE’s work adds credence to FM’s argument that excellent strategic facility planning has huge bottom line implications. Finance and IT also are C-suite functions. For the individual FM practitioner, embracing OSCRE standardization initiatives can place him or her closer to top management.

FM&B: Let’s turn our attention to IFMA in a more general sense. As I post this to the blog IFMA is in the midst of World Workplace 2008 in Dallas. What would you like to say to our readers about IFMA’s health, opportunities, and aspirations?

DB: IFMA is in excellent financial health, both from a cash flow perspective and long-term investments. Through the implementation of strategies outlined in the association’s balanced scorecard we also continue making significant investments to improve the quality of programs and services. Right now we are about a third of the way into the 2008-2009 fiscal year and these investments in people, resources and technology have positioned us well. As an example, membership is the lifeblood of associations and IFMA’s membership grew by 662 over the previous year.

FM&B: Looking at the near horizon, where does IFMA leadership see the greatest opportunity to influence and why is this particular area of interest important?

DB: Through IFMA’s involvement with Global FM, a consortium of national and international FM-related organizations, there is great potential for FM to contribute to the emergence of various nations— whether largely service-based or industry-based. There is special emphasis on the BRIC countries: Brazil, Russia, India and China. Strengthening connections between North and South America also is important. The first user of IFMA’s online education was an FM professional in Croatia. The world indeed is getting much flatter.

FM&B: Turn that coin over now. What are the biggest issues IFMA needs to deal with organizationally and what strategies/actions are you using in response?

DB: Organizationally, IFMA responded by integrating globalization as one of three overlying themes in our balanced scorecard and strategy map. We have added staff dedicated to international development, are strengthening ties with IFMA’s international chapters, forging or strengthening global alliances, offering more products and services beyond North America, hiring bilingual or bicultural staff, working with partners in emerging markets like China and thinking less like Americans in our approach to the business of the association. IFMA Chair John McGee, a former chief operating officer with a major global company, also brings a new level of strategic thinking to the association. He is Irish and has worked in Europe and the United States. Right now he is leading a new strategic initiative called “Vision 2015,” working with the board, staff, members and thought leaders to define what IFMA wants to look like in the next several years. Once defined, the vision will set the course for all our planning efforts.

FM&B: Building relationships is certainly an important objective and beneficial inside the profession, but how are these relationships paying off? Are there instances of IFMA’s engagement with new organizations or governments resulting in changed policies?

DB: Nearly eight years ago IFMA established a formal presence in Washington, D.C., primarily for the purposes of monitoring workplace-related issues, educating policy makers and advocating positions in support of, or in opposition to, legislative initiatives affecting FM. However, that presence also helped IFMA get closer to its members who worked in the federal government and to heads of facilities in all the various agencies and service areas. IFMA has especially strong ties with the Federal Facilities Council, U.S. General Services Administration, U.S. Department of State and the Society of American Military Engineers.

FM&B: Sustainability and energy are likely the two dominant strategic issues our profession faces, and they go hand in hand with each other. Tell us how IFMA is leading the dialogue on these concerns.

DB: Sustainability and energy indeed are large and important issues for the profession and for IFMA. Right now, we are working on various initiatives with organizations like the U.S. Green Buildings Council, Alliance for Sustainable Built Environments and others. To better understand the challenges, opportunities, current initiatives and future potential, we engaged one of our IFMA Fellows on a project to survey and map the sustainability landscape. We will be analyzing the findings shortly in order to integrate what we hope will be unique approaches from the facility management perspective.

FM&B: Do you see movement here? Are we making progress, stalemated, or losing ground?

DB: We admittedly are behind, but running full speed to catch up. Early on, many in the FM profession did not fully understand the sustainable movement or the course set toward triple bottom line reporting. In those days, during the genesis period, facility managers tended to focus on the cost side of the balance sheet. They were expert cost cutters and budget managers, working only on one side of the balance sheet. They didn’t see the full picture and how it all came together. No one anticipated the speed to which governments, companies and other organizations began adopting sustainable principles. They did not see how sustainable workplaces can attract and retain talent, save money, increase productivity, lessen the footprint and enhance the brand. Now there is a collective understanding and the evidence is irrefutable. FMs, however, largely were not in the board rooms when the business cases for sustainable initiatives were being made, likely by people closer to the CFO or the design or architectural firms they hired. IFMA is working to get the FM to the table to outline the strategic reasons behind what should be good business decisions.

FM&B: What do you see as the next big policy thrust or practical emphasis in sustainability, and how is that expected to benefit?

DB: The Energy Independence and Security Act (EISA) of 2007 was signed by President George W. Bush in December and it has far-reaching implications. Though it focuses on federal facilities and is directed at agencies, its mandates very well could be replicated in other legislation that would reach commercial enterprises. EISA requires the reduction of fossil fuel-based energy consumption by new and renovated buildings to zero by 2030. In the interim, a 30 percent reduction in usage is required by existing buildings prior to 2015 and a 55 percent reduction in usage by new buildings also prior to 2015. Everyone in the FM community knows that reductions can be made, but there is uncertainty that new and appropriate technology and know-how will come online in time to meet the mandated ultimate goal of zero. Companies that develop products and systems to meet these goals will make billions. We believe the engagement of the facility management profession, beginning right now, can expedite development of these critical solutions.

FM&B: Dave, as this is posted you are in Dallas and WorldWorkplace 2008 is underway. It is a hectic time for you and staff. Thank you for taking the time in the run up to that event to answer these questions. As a long time IFMA member I am pleased to see and hear the direction IFMA is taking.

DB: Our membership is the heart of our association. It is always a great pleasure for me to speak with one of them. This is truly the time of year I look forward to—it gives the association a chance to regroup with everyone that makes the facility management profession successful. I look forward to seeing FM’s from around the globe in Dallas. Thank you for giving me the opportunity to reach out to your readers as well, and to share IFMA’s vision with them.