The new and enhanced MCR Professional Development Program provides essential skills that focus on urgent and critical business issues. Become an MCR to broaden your knowledge and deliver ever-increasing value to your enterprise. In a peer-to-peer learning environment, led by industry experts, you will enhance your essential management skills and obtain useful “take-aways” with immediate applications.

The MCR designation communicates special competence and successful experience as a corporate real estate (CRE) expert. The designation has contributed significantly to the professionalism of CRE.

The MCR Professional Development Series addresses the effective management of CRE functions from a strategic perspective that focuses on the mission of the CRE organization in relation to corporate goals. It is valuable for those at the mid-management level in CRE and those positioning themselves for mid-management level, including service providers.

The Series has a strong financial component, which emphasizes the critical need for understanding corporate real estate's linkage to the corporate bottom line. Strategic approaches in portfolio management, aligning real estate to business strategy, outsourcing and partnering, technology and workplace strategy are included in the Series.

• 3 years experience in CRE and a masters degree, or
• 5 years experience in CRE and a bachelor's degree, or
• 10 years experience in CRE

• To earn the MCR designation, candidates must complete three required seminars, two elective seminars and a Capstone within a five-year period. An assessment will be given at the end of each seminar and a passing grade must be attained to receive credit for the seminar. You must be a registered candidate to receive the designation.
• To receive certification, you must register as a candidate using the EDP Candidacy Application Form. If desired, you may take the MCR seminars without becoming a candidate.

Continuing Professional Development (CPD) activities are essential in today's rapidly changing world. Therefore, to retain the MCR designation you must earn a total of 50 points of continuing education every three years and submit a completed MCR Designation Renewal Report Form. For more details, see Maintaining the MCR Designation - FAQs and Forms.

MCR Seminar Listings

This consistently well-attended seminar provides an in-depth look at office leasing and the various (and sometimes very different) objectives of lease clauses when seen through the eyes of the landlord, tenant and legal counsel. The faculty is composed of leasing experts with experience on both sides of the negotiating table, providing valuable insights from their perspectives to help broaden your understanding of the leasing process. Highly practical, the seminar addresses many actual leasing problems and provides you with opportunities to learn from your peers as you engage in problem solving and debate.

The focus is how to dissect and analyze the lease through its individual clauses and by grouping those that impact one another, strengthening your negotiating potential and enabling you to maximize your corporate shareholder dollars. This seminar will raise your skill level, increase your understanding of the lease document, and raise the level of your organization's leasing process as you acquire the best practices of today's experts.

• Basic lease provisions
• Tenant obligations
• Landlord obligations
• Physical aspects

• Negotiation process sequence
• Areas of mutual interest
• Case study lease
• Checklists

• Improved ability to demonstrate an understanding of lease clauses as they relate to a tenant's business needs
• Learn to determine which clauses would need to be negotiated to better meet the economic and operational needs of the business
• Ability to analyze lease clauses and the affect they may have on other clauses within the lease
• Greater understanding of how to analyze a lease clause and determine the best response for your company as tenant or landlord in a given situation
• Increased ability to evaluate negotiated lease provisions in existing leases so that tenant's response to issues that arise throughout the lease term is appropriate and effective

• All real estate professionals who participate in the negotiation of leases and sub-leases will benefit from this content-rich seminar
• Designed for professionals with at least five years of experience negotiating leases
• For real estate managers who want to attain the next level of appreciation and skill in complex lease negotiations

Boston, Massachusetts, 28-30 July 2008

This highly interactive seminar explores the ways that people negotiate to create value and resolve disputes. Designed both to improve understanding of negotiation theory and to build negotiation skills, the seminar integrates negotiation research with experiential learning exercises. This seminar applies proven negotiation strategies, skills, and psychological insights to corporate real estate situations.

The seminar combines a model of corporate and personal power with a negotiation planning and conflict management process. It teaches you how to control yourself so you can control the negotiation pace and the pressure. Critical to achieving your goals, you will learn to define objectives, assess needs and prepare for negotiations more effectively.

In a safe learning environment you will practice negotiating with different types of personalities under a range of conditions. You will leave this course with an action plan for strengthening your negotiating ability. This plan incorporates and takes full advantage of a realistic assessment of the personal and corporate power you bring to the table.

• Collecting information and criteria
• Setting goals and anticipating your counterpart's goals
• Development of options
• Development of creative issues

• How to listen, talk and disagree
• Recognizing and neutralizing tactics and ploys
• Manipulating your goals for maximum outcome
• Skills to use in case of deadlock

• Development of confidence and power
• Anticipating and controlling emotions
• Winning while appearing selfless
• Avoiding fraudulent behavior

• Preparation skills to maximize your goals
• Learn how information equals power
• Develop options that allow you to walk away from the table
• Understand your counterpart's communication and utilize it to further your goals
• Effectively communicate your interests and positions
• Render your counterpart's tactics and ploys useless
• Make better decisions during the negotiation process
• Understand how to disarm aggressive adversaries
• Confront impasse in the negotiation
• Develop personal power

• Corporate real estate professionals who negotiate with strategic business partners, customers, colleagues or suppliers
• Those real estate professionals who want to sharpen their skills to become more successful and effective in every negotiation situation
• Those real estate professionals who need to increase their knowledge with new successful negotiation strategies

Boston, Massachusetts, 30 July-1 August 2008

Brisbane, Australia, 22-23 October 2008

Beijing, 20-21 November 2008

Corporate real estate executives are under pressure to articulate the value of real estate to corporate executives. Why is it so challenging to bring meaningful focus to decisions affecting the second-largest asset on the balance sheet? All too often, it can be a simple failure to isolate and communicate key opportunities effectively.

In this hands-on seminar, participants will learn a range of formal and informal techniques, including situation and stakeholder analysis, information, design, communication, and presentation skills. The primary focus of the class will be on applying these techniques to real-world corporate real estate and infrastructure challenges.

• Assess real estate's current "brand" within the organization and review current/desired state with regard to data, delivery solutions, and overall reputation to optimize strategic positioning within the organization
• Identify 2-3 strategic real estate priorities where greater focus is needed to seize opportunities and drive change
• Isolate succinct messages to be developed and articulated.
• Identify and address the priorities and "hot buttons" of key individuals and groups to be targeted when developing and delivering messages
• Explore connections to other business units, internal functions, business partners, and others and engage them in a productive, win/win manner
• Determine the timing and frequency of interactions and communications in a deliberate, thoughtful way

• Identify optimal strategies for "envisioning" or packaging the message (e.g., media and modes of delivery)
• Systematically think through how the message and initiative will likely be received, including any elements expected to draw positive or negative reactions and how to respond
• Learn to capitalize on your natural presentation style, including capitalizing on your strengths and shoring up your weaknesses
• Define how you will measure and communicate success

• Learn new approaches to articulating opportunities that are tailored to your unique situations
• Understand how to pinpoint best ways and times to present the initiative along with major issues that could impact the message or the initiative
• Participants should bring their own real world real estate data and challenges to this session as they will use these materials to apply the concepts and principals covered in the course

• Real estate managers who need to brush up or learn how to present their message in a new and attention-getting manner
• Those real estate professionals who are responsible to drive change in their enterprise

This seminar provides a comprehensive overview of financial analysis and management in a corporate real estate context. Heavy emphasis is placed on case study work to demonstrate concepts, using Microsoft Excel.

The seminar begins with a review of fundamental corporate finance principles such as risk and return, cost of capital, net present value, and discount rate selection. Using spreadsheet case studies, these concepts are applied to the analysis of alternative lease structures, lease buyouts, and buy vs. lease decisions. The real estate investor's perspective on these issues is also explored.

The concept of financial risk in a corporate real estate context is then examined. Participants will learn how to identify risk in corporate real estate portfolios and evaluate its impact on shareholder value. Duration matching, a methodology used to manage risk, will be introduced.

• Corporate finance fundamentals
• Financial analysis
• The real estate investor's view
• Financial structures
• Risk management

• Improve your ability to perform or oversee financial analysis for corporate real estate transactions
• Strengthen your ability to intelligently discuss financial issues with the finance group or CFO
• Increase capacity to develop business cases founded on sound corporate finance principles
• Identify financial risks within the corporate real estate portfolio and develop risk mitigation strategies
• Increase understanding of the financial management process, and application to corporate real estate

Singapore, 22-23 May 2008

Boston, Massachusetts, 30 July-1 August 2008

Melbourne, Australia, 7-8 August 2008

Orlando, Florida, 8-9 November 2008

This seminar explores the critical alignment of workplace strategy with business strategy to improve productivity in the workplace and impact the bottom line. Effective corporate real estate management develops workplace strategies based on an understanding of the relationships between physical space, worker/business unit productivity and corporate culture. The various components of real estate operations that affect this strategy are reviewed, including: portfolio, location, design and layout, adjacencies, alternative and virtual officing, work process, and technology. The integration of HR, IT, finance, and real estate issues is examined in this context.

The seminar examines the ultimate test of a successful real estate/workplace strategy: the ability to attract, enable, and retain a productive work force within given constraints. Also discussed is the applicability of these concepts to work environments including knowledge work, manufacturing, and the service industry. Actual business cases and examples covered include Nortel, Compaq, Reynolds & Reynolds, General Services Administration, Fidelity Investments and numerous other Fortune 500 organizations.

• A climate of extraordinary change
• The shifting role of the corporate real estate executive
• Starting with a strategic plan
• Responding to agile business models

• Nature of the organization
• Nature of work
• Designing the right workplace
• Managing change

• Understand the forces that are changing the way the workplace is designed
• Understand the demands of a changing workforce and the needs of the knowledge worker
• Examine alternative methods for evaluating workplace needs
• Ability to become more of a strategic partner with executive management
• Ability to demonstrate tangible impact of workplace strategy on the bottom line

• Corporate real estate executives whose goals are to expand their leadership ability to align workplace strategy with the business mission
• Those professionals who want to understand how the workplace can become a tool in achieving the business goals of an organization

Orlando, Florida, 8-9 November 2008

London, 19-20 November 2008

This seminar's theme is: "the business of Corporate Real Estate is the business of the business." Knowing the business's core drivers and processes is the foundation for developing real estate portfolio and workplace strategies. To be successful, CRE executives must become more proactive, process-oriented, strategic, and linked to business unit goals.

Today, effective CRE management goes well beyond delivering facilities on time and within budget. It requires understanding how the real estate portfolio can match and serve the enterprise's business model, work and culture. Effective CRE executives develop asset portfolio scenarios and workplace strategies based on an understanding of the relationships among physical space, worker/business unit productivity, corporate strategies, key business drivers and corporate culture.

To accomplish this requires extensive client relationship management with business units plus integrating occupancy, connectivity, financial acumen and management policies. CRE executives must have a firm understanding of how individuals and teams actually do their work, and how that work may, in turn, be influenced by this bundle of infrastructure and support services.

• Understanding the enterprise's overall business objectives
• Implementing strategy through real estate decisions
• What are we aligning? Alignment with whom and for what purpose?
• What are the ways of knowing about business processes and objectives?
• "Finding out" in times of uncertainty and change

• Thinking and acting strategically
• Thinking outside the box
• Implementing your real estate strategic vision
• How do we know when we are aligned?
• Stakeholders and measures
• Balanced scorecard

• Adding value to the bottom line
• Shift from managing assets to providing total workplace management
• Implications for the direction of alignment for corporations
• CoRE 2010: Integrated Resource and Infrastructure Management Solutions (IRIS)
• Implications for change on the service delivery model

Sydney, Australia, 28-29 June 2008

Boston, Massachusetts, 30 July-1 August 2008

Orlando, Florida, 8-9 November 2008

Shareholder value is enhanced by the optimum utilization of corporate facilities at the most economical cost. In order to complete a financial modeling evaluation, it is essential to understand the company's financial measures. Is it Pre-Tax Cash Flow, After-Tax Cash Flow, NPV, GAAP or EPS Impact?

To be a skilled value contributor, corporate real estate professionals must understand the fundamentals of costing alternative occupancy scenarios given a wide range of challenging issues. This seminar will help you understand and evaluate financial modeling techniques that address these issues. You will learn the language of finance and the analytical skills required for corporate financial analyses.

• What are the lifecycle occupancy costs for each facility?
• Which works better for your company: operating lease or capital lease?
• Does your occupancy scenario meet corporate balance sheet objectives?
• Have you included exit strategies in your financial analysis?
• What is the level of risk?

• The language of financial analysis
• Measures of value: IRR; NPV; hurdle rates; WACC
• Net; gross; land; percentage leases; options; leasebacks; BTS
• Time value of money; discounting
• Leases: operating, capital, synthetic or credit

• Cost analysis: operating vs. capital lease
• Comparative analysis of alternative leases
• Cost analysis of lease vs. own
• Alternative disposition analyses

• Be able to identify true costs of complex real estate transactions
• Develop the skills required to evaluate the comparative costs of alternative occupancy scenarios
• Understand how to quantify the costs of leasing versus purchasing corporate facilities
• Acquire skills to make defensible lease disposition recommendations

• Managers with limited financial training that desire to increase their working knowledge of financial analysis
• Managers with real estate profit and loss responsibilities who need to enhance and update their knowledge of accounting and finance

The Capstone is a three-day seminar designed as the culminating experience of the MCR Series. The focus is on corporate real estate management from a holistic, integrated and strategic perspective. Throughout this seminar, participants will draw on knowledge learned from the other MCR seminars coupled with their own practical experience.

• How to effectively integrate the components of CRE management to create value for the corporation, including:
• Vision, charter, strategy, organizational design and management philosophy
• Scope of products and services, service delivery, and resource sourcing
• How to customize the CRE management model for the specific business context and drivers of the corporation
• The role of leadership and change management in the development and management of a highly effective CRE organization

• Senior CRE executives from different industries will make in-depth presentations on their management models for creating value for their corporations
• In a set of team projects, participants will compare and contrast the CRE management models presented in the different case studies and develop a framework for evaluating the effectiveness of CRE management models

• External resources are increasingly important to effective CRE management.
• Senior executives from the service provider industry will discuss trends in outsourcing, changes in the service provider industry, and guidelines for leveraging external resources for effective CRE management.

• Combines a business case approach with practical team projects to help participants learn how to develop, adopt, and adapt solutions for their own corporations and clients
• Highlights the importance of team problem-solving and the need for a high level of interaction among participants
• A major strength of the seminar is the dynamic, interactive environment in which CRE professionals share their experiences and ideas with one another

• Corporate real estate professionals who want to learn how to understand CRE management from an integrated, holistic perspective
• Those CRE executives who want to expand their leadership and management capabilities to create greater value for their companies and clients
• Those who have completed or nearly completed the MCR required and elective seminars that are necessary for the MCR designation

Melbourne, Australia, 24-26 September 2008

London, 4-7 November 2008

Managing Effectively in Global Markets
(MCR Elective)

Corporate real estate (CRE) executives are increasingly assuming direct responsibility for international real estate portfolios and for the execution of global property strategies to support core business operations. Many properties broadly have the same financial and operational importance, however business structures, practices and cultural styles do vary widely by country and location and this brings a significant complexity to dealing with an international portfolio. Asking the right questions, with an open mind and clearly expressed business objectives, can be key. Anticipating and addressing local conditions can dramatically affect the approach, timing and outcomes of plans and operations.

This seminar is designed to assist CRE executives and service providers by enhancing their skills to identify and address opportunities and issues in real estate markets unfamiliar to them. The first day is structured as lecture and group discussion, focused on a variety of markets worldwide. On the second day participants will work through case study assignments requiring the identification of issues, opportunities and appropriate management plans. Participants will learn and develop leadership principles that can be applied to international real estate portfolio management for the companies they serve.

• Immersion case studies illustrating the diversity of global markets and systems
• Techniques for the development and communication of business objectives
• Effective management principles for international projects
• Leading and coordinating the international project team

• Understand how to discard preconceived solutions and to explore the unique opportunities and obstacles in each new country, market and project situation
• Learn skills for articulating and expressing business objectives in a neutral manner that is unburdened by jargon and practices that may not apply outside your domestic market
• Practice techniques in collaborating with in-market professionals, colleagues and internal customers and in developing realistic project expectations for international projects that are matched to the underlying business case and needs of your company
• Be able to manage and evaluate the progress of the project and the performance of in-market advisors and counterparties based on the programmatic objectives

• CRE executives, transaction and project managers and service providers without international real estate experience who wish to develop a better understanding of the real estate process in markets abroad
• CRE executives and business professionals with international experience who wish to enhance their leadership skills and effectiveness in organizing and managing assignments in countries and situations new to them

Boston, Massachusetts, 27-30 July 2008

Orlando, Florida, 8-9 November 2008

In today's networked business environment, success is increasingly measured through metrics that track asset / resource performance relative to contributions to the competitive advantage of the enterprise. It is critical for metrics to be aligned with enterprise-level goals and defined as components of a holistic performance management strategy.

This seminar addresses a broad range of performance management approaches and methodologies leveraged in the Corporate Real Estate arena, but readily applicable to other support functions, such as Finance, Human Resources, and Information Technology. Seminar materials will highlight recent corporate case studies to demonstrate business context, potential application, and opportunities for integration across support functions. In addition, the key points of performance management will be discussed relative to each major corporate real estate capability area.

As there is no "one size fits all" approach or process, this seminar emphasizes the development of a performance management framework that can readily adapt to changing business environments / models and is focused on continuous improvement. The course will help practitioners understand why and how a performance management framework should support alignment of performance goals from individual staff to functional organizations (i.e. - corporate real estate) to the overall enterprise. Course participants will be provided with a "toolkit" to facilitate the development of a framework for their specific organization.

A successful performance management program can help bridge potential gaps between the corporate real estate function and C-suite executives. By bridging this gap, performance management strategies can increase the importance of the workplace strategist role across the industry. This seminar will identify the foundational data elements and implementation strategies required to manage integrated performance across the enterprise.

• Learn about the baseline set of performance management methodologies and approaches within context of the evolution of performance management
• Understand the benefits and challenges of various frameworks and begin to explore potential application within your organization
• Understand how your CRE-specific activities / initiatives can impact enterprise-level performance metrics and concerns
• Understand performance management in the context of integrated resource and infrastructure management
• Obtain a "starter toolkit" for developing your own performance management program
• Learn about the current and future direction of performance management
• What metrics will be tracked?
• How will they be tracked?
• How will this better support decision-making?
• How metrics may be interpreted to inform/impact strategy development and enable CRE lifecycle feedback

• Business Context
• Performance Context

• Reporting and analytical tools
• OSCRE
• Connectivity across the network for performance management

• Performance Prism
• Quantum performance matrix, optimization tools
• KPI's, process mapping tool, balanced scorecard
• Workpoint accounting, sustainability indexes
• Diagnostics and dashboards

• Business effectiveness
• Performance of the Integrated Resource and Infrastructure Solutions (IRIS) organization
• Portfolio optimization
• Workforce/workplace
• Process and service quality

• Industry Benchmarks
• Implementation - Internal
• Adoption - External

• CRE executives, managers, strategic planners, and business analysts who want to better understand how to integrate function-specific performance management with enterprise-level performance management
• Service provider executives and account managers who want to better understand how to establish and manage performance management programs that effectively address the needs of various levels of client management

Berlin, Germany, 20-21 September 2008

Orlando, Florida, 8-9 November 2008

Portfolio Disposition Strategies (MCR Elective)

As a corporate real estate executive, which of these are you facing: Acquisitions- divestitures-mergers-new officing alternatives- web-based Technology- downsizing- Sarbanes-Oxley- financial performance pressures from shareholders? Of course, the answer is all of the above. As these corporate objectives evolve, mandates for property dispositions likewise change. To effectively respond to portfolio disposition requirements, you must understand the processes and possess the skills required to meet all these objectives in a knowledgeable, responsible and timely manner.

In addition, CRE executives are required to understand alternative transaction scenarios and be able to articulate which scenario best aligns with corporate strategies, changing regulatory environment and financial objectives.

• Learn disposition strategy, process improvement, technology, resource leverage, cost reduction, and operational effectiveness
• Learn how to evaluate and execute a transaction tailored to corporate objectives
• Learn how to be responsive to network-influenced workplace strategies
• Learn how to manage outsourced relationships during the disposition transaction

• Portfolio disposition analysis and planning
• Integrating strategic and financial contexts
• Integrating work and workplace evolutions
• Understanding alternative transactions
• Evaluating financial impacts of alternatives

• Sarbanes-Oxley provisions and compliance
• Managing outsourced disposition marketing plans
• Conducting the situational audit
• Elements of the single-property disposition plan

• Gain an understanding of the phases involved in a disposition plan and how an effective disposition marketing plan works
• Learn how to validate a disposition plan against corporate strategies and objectives
• Develop skill at aligning workplace accommodations with current visions of how the company performs its work
• Understand the elements of a comprehensive situation audit
• Acquire an understanding of the fundamental financial impacts of alternative disposition scenarios
• Gain an understanding of how to conduct transactions within the regulatory constraints and provisions of Sarbanes-Oxley legislation

• Corporate real estate managers who have responsibility for disposing of surplus real estate
• Business professionals and line managers who need to learn how to manage and deal with the essential concepts, skills and legislative changes affecting disposition strategies for their corporate portfolios

Real estate is often the second largest item on the balance sheet of corporate America. While many companies manage individual real estate cost items, few effectively manage the overall portfolio. This seminar provides the corporate real estate practitioner with the skills, methodology, and tools to enhance the value and manage the risk inherent in any large scale portfolio. The seminar is based on a sound financial management approach that takes away the alchemy and grounds the corporate real estate portfolio approach in well-established corporate finance doctrine. It is intended to help you understand how to effectively manage a portfolio of corporate real estate assets.

The intent is to provide a framework to manage the portfolio and tools to be able to effectively present your recommendations to a corporation's CFO or CEO. At the completion of this seminar, you will leave with a clear understanding of the portfolio management process. Because the methodology is aligned with the financial management practices utilized by most corporate finance departments, you will be able to position your portfolio recommendations in a way that will be defensible and readily understood by CFOs or Corporate Treasurers. Most important, you will leave the program prepared to leverage these concepts on behalf of your firm.

• Clustering
• Cluster analysis
• Supply assessment
• Sub-portfolio
• Portfolio wide initiatives

• Financial management
• Financial analysis
• Demand forecasting
• Duration matching

• Develop a clear understanding of the portfolio management process
• Position your portfolio recommendations with a range of large-scale portfolio savings initiatives that will be defensible and readily understood by CFOs or Corporate Treasurers
• Understand how to manage the corporate real estate portfolio in a way that is congruent to how other corporate assets are managed
• Be able to develop long-term portfolio plans that will likely reduce costs, mitigate risks, and inform down stream activities and transactions

• Those real estate professionals who are actively involved in the development of long-term strategies for the corporate real estate portfolio
• Those who are involved in day-to-day real estate transactions and wish to have a better understanding of how decisions impact the overall portfolio

Note: Participants must understand financial ratios, operating lease,
capitalized lease, property purchase, Sale/Leaseback, property sale,
owned-property disposition and synthetic lease

London, 11-12 June 2008

Tokyo, Japan, 11-12 September 2008

Orlando, Florida, 8-9 November 2008

Financial statements summarizing the present financial condition of a business are the indisputable starting point for management and investment decisions. Bridging real estate transactions with corporate financial statements, this seminar will show you the importance of understanding the CFO's view of corporate real estate within the framework of financial reporting. This seminar presents the "what, why and how" of financial statements. You will learn how financial statements are used by senior management, financial institutions, investors and shareholders and how real estate transactions impact financial performance measures.

At the completion of the seminar you will be able to describe and analyze the three principal financial statements: income statements, cash flow statements, and balance sheets. You will be able to discuss the impact of an operating/capital lease, acquisition/disposition, Sale/Leaseback transaction, synthetic lease and their relationship to financial statements.

• Financial ratios
• Financial impact of corporate real estate decisions
• Communicating real estate strategies as they relate to corporate objectives

• Income statement
• Cash flow statement
• Balance sheet

• Lease types: operating, capital, and synthetic leases
• Property purchase
• Property sale
• Sale/Leaseback
• Vacancy/Sublease

• Understanding the CFO's view of corporate real estate within the framework of financial reporting
• Understanding financial performance ratios
• Relating real estate performance to corporate finance criteria
• The inter-relationships between finance and real estate which can add value to a corporation

• Those real estate professionals who need to understand the CFO's perspective within the framework of financial reporting
• Those professionals who either are or work for a CFO, Portfolio Manager, Asset Manager, Transaction Specialist, Real Estate Director, and Real Estate Consultants

Boston, Massachusetts, 28-30 July 2008

Orlando, Florida, 8-9 November 2008

Strategic sourcing has evolved to become a key component of almost every corporation's corporate real estate management approach. When done correctly, strategic partnerships enable Corporate Real Estate professionals to focus on more strategic initiatives while ensuring that tactical execution continues to proceed smoothly. They also provide internal CRE teams access to the technical skills and flexible resources available from an array of service providers in response to the company's business dynamics. As a result, the management of corporate real estate has evolved from an in-house service delivery to one that incorporates the strategic use of outsourced services and other forms of partnering with outside organizations.

Successful partnerships have been shown to be very effective in increasing operational efficiencies and reducing costs, while allowing internal professionals to focus on core business issues. However, successfully managing these partnerships requires a significant commitment in terms of time and resources on the part of both the CRE team and its service provider(s). As companies expand globally, these partnerships become even more complicated and the issues more complex.

In addition to the more traditional approach of outsourcing specific corporate real estate services, some enterprises are choosing to outsource some or all of their real estate portfolios. Further, they are seeking to purchase integrated service/solution packages that include facility, IT and HR services. While it is unclear how far and how fast this latter development may go, it is impacting the way both organizations and service providers evaluate their options. Whether outsourcing specific services or the integrated infrastructure, corporations are considering how best to free capital, increase flexibility, and shift risk.

The purpose of this seminar is to inform participants of the issues and risks inherent in any sourcing partnerships. The course emphasizes best practices for designing a delivery model, selecting partners, implementing the change and, finally, managing the ongoing relationship. It addresses such issues as the design of services delivery teams, performance measurement, relationship management and performance based compensation and is intended for both corporate real estate managers and service providers

• Gain best of current trends and thinking on corporate management objectives and strategies
• Learn to design and implement a efficient organizational and service delivery model that is consistent with your company's culture
• Learn how to design performance metrics that facilitate the achievement of goals & objectives

• Designing an affective service delivery structure
• Developing an effective outsourcing process
• Selecting the best partner to achieve your objectives
• Ensuring a successful transition
• Managing through internal political and culture issues
• Techniques to achieve win-win partnerships
• Complexities of taking outsourcing global

• Trends in outsourcing and out-tasking
• Relationship management skills and governance practices
• Performance measurement to achieve results
• Performance based approaches to compensation

• Corporate real estate executives whose goal is to strengthen their ability to evaluate, prepare for, implement, and manage outsourcing partnerships
• Managers who need to expand their leadership ability to create value
• Corporate real estate executives who oversee outsourcing relationships, work with real estate service providers and other providers of out-sourced services
• Service providers who are involved in as outsourced alliance partners
• Corporate infrastructure/shared services leaders outside of CRE interested in harnessing the advantages of integrated service delivery

Orlando, Florida, 8-9 November 2008