President's Desk

CCIM Charts Future Course

Commercial real estate is a goal-oriented business. Yet as the industry and markets evolve, organizations must evaluate their objectives and methods for meeting those goals to ensure they function to their greatest potential. Currently the CCIM Institute is in the midst of such an undertaking. A group of CCIM leaders is assessing the institute's mission, vision, strategies, and objectives as well as our operational processes and procedures as part of the organization's ongoing strategic planning cycle. I'd like to share a few of the goals and outcomes we expect to achieve through this process - and what it means for institute members.

A question that often comes up when organizations conduct strategic planning is: How do you measure success? With that question in mind, we set out to create defined performance measures for many of the institute's key services and programs. Three areas that provide unique insight into our future direction include international initiatives, chapter/local entity programs, and governance procedures.

The institute's international membership has exploded in recent years - currently there are approximately 876 international members in 33 countries. We have moved quickly to offer our highly sought-after educational offerings and chapter programs in these burgeoning markets. Now it is time to increase efforts to review and refine our future international expansion plans, including membership growth and retention, the number and types of course offerings, global brand recognition, profitability of these initiatives, and the networking opportunities available. While the potential for growth is great, the institute also is focused on remaining mindful of implementation costs while maximizing member benefits going forward.

Local and regional chapter development also is an important focus of the strategic plan. Evaluating local entities' operational functions such as leadership development, chapter administration, size, member participation, and finances is part of the equation. However, it also is critical to assess and measure the chapters' various products and services, such as educational offerings, networking opportunities, training tools, marketing programs, and alliances with local professional groups.

The institute also is devoting attention to organizing and revising its governance structure, including bylaws, policies, handbooks, and Internet-based information. The process is helping to identify procedural and management gaps and overlaps, as well as assisting the institute in transforming policies into practice. The outcome will be more efficient and effective operations for all institute programs and initiatives.

Strategic planning is vital to helping organizations provide the best possible products and services to their clients, customers, and members. The institute is committed to continually evaluating and measuring our programs to ensure that we deliver the highest-caliber education and benefits possible to our members worldwide.

Steven R. Price, CCIM

Steven R. Price,


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