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BIFM agrees strategy to 2012

23 January 2008

The British Institute of Facilities Management has agreed a new strategic plan for the medium-term. The strategy and associated business plan were approved by the BIFM Board on 13th December 2007 and the Institute’s executive management will now develop a detailed operating plan.

Peter Cordy, BIFM chairman, said: “This is a significant and exciting development for the Institute. At the heart of the new strategy is the intent to accelerate progress, through greater revenue generation and investment. The decision marks a decisive shift towards becoming a more professional association. The goal is to build ‘comprehensive capability’ and to develop BIFM as a ‘learning network’ for all its members.”

Adoption of the strategy is the culmination of a thorough examination of options, priorities and resources. The strategic direction is endorsed by BIFM’s Members’ Council, Executive and Board. The business plans of the Institute’s two joint ventures, BIFM Training and FM World, are fully integrated.

BIFM Chief Executive Ian Fielder said: “The Institute faces many challenges and opportunities in the years ahead – in the wider economy as well as in our sector. Changing demographics and technology will affect our membership and the services we offer. Approval of this new strategy means that, for the first time, rather than working on a two-year cycle, the Institute has a strategic plan for the next three to five years.”

The focus in 2008 and 2009 will be on generating resources to ensure a significant impact can be made on member-focused activity in 2010 to 2012. The Institute expects to grow total annual income from £2.7m in 2007 to £3.9m in 2011. This will allow the BIFM to increase discretionary spending on development, from an average of £60,000 per year to £200,000 in 2010 and £300,000 in 2011.

A subscription increase of just over 5% in 2008 will contribute to the Institute’s revenue raising and brings BIFM more into line with other professional associations.

2008 will see two important initiatives progressed.
1. Achieving Qualifications & Curriculum Authority (QCA) Awarding Body status, remodelling the Institute’s examinations for accreditation in the national framework and developing new entry level qualifications will all cement the BIFM’s position as a centre of excellence for FM education.
2. A new ‘enterprise unit’ will be created in 2008 to focus on increasing non-subscription income, through increased engagement with the joint ventures as well as new activity.

BIFM Medium Term Strategy & Business Plan 2008 – 2012 Summary
The British Institute of Facilities Management commenced an intense review of its strategy development and business plan process in 2006. It was decided to generate a robust medium term strategy, one that recognised the need to produce funding that could be invested in benefits and services for Institute members.

The BIFM’s new strategy for the medium-term and the associated business plan were approved by the BIFM Board on 13th December 2007. Adoption of the strategy is the culmination of a thorough examination of options, priorities and resources. The strategic direction is endorsed by BIFM’s Members’ Council, Executive and Board.

The strategy covers the five years to 2012 but will be implemented as a rolling three year business plan. The Institute’s executive management is developing the detailed operating plan. The business plans of the Institute’s two joint ventures, BIFM Training (with Quadrilect Ltd) and FM World (with Redactive Publishing Ltd), are fully integrated.

Generating resources
To achieve a fundamental change in the pace and level of activity, the focus in 2008 and 2009 will be on generating resources to ensure a significant impact can be made on member-focused activity in 2010 to 2012. The Institute expects to grow total annual income from £2.7m in 2007 to £3.9m in 2011.
This will allow the BIFM to increase its discretionary spending on development, from an average of £60,000 per year to £200,000 in 2010 and £300,000 in 2011. Individual projects may continue to benefit from directly contributed support.

As with most professional associations, the majority of revenues fund running costs, therefore it is important to ensure that projects are properly planned and delivered with the appropriate resources.
A blend of solutions has been adopted, including a subscription increase of just over 5% in 2008 that will contribute to the Institute’s revenue raising and brings BIFM more into line with other professional associations.

BIFM carries out various activities that we call ‘member advantages’ – essentially benefits, services and offers. We seek to provide this set of advantages in a member-centric way. We will be working to develop further the links between these advantages to form a 'learning network', within which issues of personal responsibility, Continuing Professional Development, and conduct are important features.
Advantages of membership will be improved on a prioritised basis, while recognising that some activities need to the considered over longer timeframes than others. This changing mix of member advantages helps to define the BIFM, which operates in a national and international context.

In the early part of the business plan, 2008/9, a number of important initiatives will be progressed. These include achieving Qualifications & Curriculum Authority (QCA) Awarding Body status, remodelling the Institute’s examinations for accreditation in the national framework and developing new entry level qualifications. These initiatives will cement the BIFM’s position as a centre of excellence for FM education.
The Institute has been developing these initiatives and excellent foundations have been already laid with an application for QCA accreditation submitted in December 2007. In addition, a memorandum of understanding was signed between BIFM and the Institute of Leadership and Management (ILM) to help develop entry level qualification in FM based on soon to be published National Occupational Standards being produced by the Sector Skills Council covering FM, Asset Skills.

To help balance membership income against funds from other sources a new ‘enterprise unit’ will be created in 2008 to focus on increasing non-subscription income, through increased engagement with the joint ventures as well as potential new activity.

The development of the medium term strategy and the resulting business plan will position the Institute to deliver benefits and services to members with recognised comprehensive capability and the appropriate resources.


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