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 MCR/SLCR 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 and highly-rated 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 all 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 discussing those in detail 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
• How to extract the overall maximum value from each lease negotiated

• 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, but also a strong start-up tool for those new to the leasing process
• For real estate managers who want to attain the next level of appreciation and skill in complex lease negotiations

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

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.

• Navigating worksheets
• Creating and copying formulas
• Editing and modifying formulas.

• 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

Auckland, 24-25 September 2009

Las Vegas, 11-12 October 2009

Dubai, 24-25 November 2009

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, corporate culture, worker effectiveness and business success. 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. 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, General Dynamics, Humana,General Services Administration, Procter and Gamble 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

• Organizational Culture
• Nature of work
• Designing the right workplace
• Managing change
• Branding the environment

• 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
• Application of these concepts through interactive exercises

• 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

Schiphol, The Netherlands, 21-22 October 2009

We support our companies in their quest for efficiency, innovation and profit. We seek better strategies. We drive toward better ways of doing things. We strive to do more with less. And there are now new pressures to do this in a more environmentally conscious way while meeting an ever expanding set of compliance goals. The one tool that helps us do all of this is technology.

Data management is just one of the outputs of a good technology strategy. We also use technology to create speed, make better decisions, provide us a seat at the C-suite table and expose subtle and profitable insights.

The one fact that remains constant is that technology is always evolving. And it's what you don't know that can hurt you.

• A framework for how to assess their particular situation and zero in on where to spend time and capital
• A simple way to grade their company using the "Tech Maturity Model"
• Simple steps for moving their company up the technology curve
• Easy ways to describe their own tech needs
• A primer on the concerns and language of Corporate IT
• How to build a business case for investment in technology at their company

• CRE professionals who want a foundation on where CRE technology is today and what they can do tomorrow to take full advantage of it.
• Services providers who want to bring the best information and processes to their clients
• Anyone who needs to a framework for understanding the state of CRE technology now.

Las Vegas, 11-12 October 2009

It is vitally important in these current economic conditions to not only manage through today, but prepare for what's next. Mobility is here today; the next step is using Mobility as both a strategy to better use real estate AND to enable work practices that will become standard.

This seminar, developed by CoreNet Global's Workplace Community, represents the "first fruits" of original material on Mobility and those aspects of technology, physical solutions and change management that make this expanding way of working possible.

• Identify the benefits of mobility best-suited to your organization
• Speak the language of IT so that together you deliver results
• Make the critical connection between workplace objectives and business objectives
• Engage stakeholders in the design and sell the value of implementing a strategic process

Via weblink: Industry experts will offer a case study via web-link as part of a new blended learning experience that will incorporate an opportunity to meet your classmates on-line prior to the session and quick start pre-class reading. Additional distance learning elements will enable content area leaders from the Workplace Community to participate in a very interactive two day on-site learning session.

• Corporate real estate executives and other professionals with responsibility for developing and implementing mobility initiatives that integrate technology and the physical workplace.
• Executives who want to effectively use change management principles to both plan and act.

Whitehouse Station, NJ, 18-19 November 2009

"The business of corporate real estate is the business of the business." Knowing the changing business environment, the business's core drivers and processes; and the changing nature of work are the foundation for developing and aligning real estate portfolio and workplace strategies with those of the business.

To be successful, CRE executives must become more proactive, process-oriented, strategic, and linked to business unit goals. Effective CRE management today goes well beyond delivering facilities on time and within budget. It requires understanding how the real estate portfolio of the enterprise can match and serve the corporation's business model, work, and culture.

Effective CRE management develops asset portfolio scenarios and workplace strategies based on an understanding of the relationships among physical space, worker/business unit productivity, corporate strategies and corporate culture.

To accomplish this requires extensive client relationship management with business units and integrating occupancy (CRE), connectivity (IT), financial acumen (FIN) and management policies (HR) based on 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

Las Vegas, 11-12 October 2009

Shanghai, 19-20 November 2009

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

Hong Kong, 24-26 September 2009

New York, 28-30 October 2009

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

Las Vegas, 11-12 October 2009

In today's networked business environment, success is increasingly measured by tracking asset / resource performance relative 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 in use in Corporate Real Estate, but also 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 "starter 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.

Different companies will be starting from different places relative to performance management- some have fully established programs and readily available data, while others are in the early stages of planning foundation elements. This seminar will be relevant to both by covering a combination of leading practices and lessons learned that apply across those varied starting points.

• Describe the evolution of performance measurement
• Discuss various performance management methodologies and approaches
• Contrast the potential application of different methodologies within your organization
• Determine which metrics you should track and how they should be tracked
• Evaluate how CRE-specific initiatives can impact enterprise-level performance metrics and concerns
• Discuss how information technology can be used to support your performance management goals
• Leverage a "starter toolkit" to develop your own performance management framework and program

• 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

Singapore, 16-17 September 2009

Toronto, 16-17 September 2009

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

Aldershot, UK, 17-18 June 2009

Portfolio Realignment: Restructuring Corporate Real Estate Assets is designed to formulate a comprehensive restructuring plan that can be implemented within one's own company. Acknowledging unique situations, this seminar provides guidelines to identify the most relevant and impactful opportunities for your company.

• The current global economic environment and its impact on public and private companies
• How this global impact influences the "back office" groups, including real estate, IT, HR, and sourcing
• The leadership and collaboration required to successfully create and execute a restructuring plan

Phase 1 focuses on initial research of the potential opportunity, risks and benefits, high-level financial analysis, and recommendations. Phase 2 deals with the development of the overall plan, appropriate analysis, and internal and external communication plan. Phase 3 details the portfolio plan and reporting obligations. Phase 4 is about the change management plan, ongoing reporting and implementation plan.

Portfolio Realignment is designed as a highly collaborative seminar, presented with case studies, and provides a reference and guidebook to build-out a specific, comprehensive plan for your company.

The successful implementation of a comprehensive and highly sensitive restructuring plan is based on the foundation of internal acceptance, collaboration, and teaming with internal businesses and other non-revenue core functions of a company. There will be significant reference to other internal functions outside of real estate and attendees will gain better insight to a successful plan, having previous communications with these groups about this opportunity prior to attending the course.

• Develop future restructuring plans in light of best practices with increased focus on vacant and underutilized space
• Create alternative workplaces through plan implementation
• Plan restructuring strategy that complies with internal controls, external reporting requirements, and provides positive impact to financial results
• Communicate the impact and relevance of real estate portfolio assets to the organization within a proactive change management process
• Identify monetization opportunities

• Participants are requested to have read and bring to class their latest company reports: Annual, Quarterly, 10k and 8k.
• Financial calculators are required, as attendees will be working from financial templates to create a specific financial scenario.
• All participants will be required to sign a confidentiality agreement so that all will be assured that shared information will not leave the classroom.

• This course is designed for an audience of Corporate End Users, Service Vendors, as well as Real Estate Service Providers.
• As all external partners will team with a core internal team in order to create, deliver and implement a successful Restructuring Plan, it is very important that all groups act as a collaborative team in executing a strategy.
• It is advised that if a Real Estate Group has preferred relationships with outside vendors, that they consider attending the course as well.

New York City, 15-16 September 2009

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

Las Vegas, 11-12 October 2009

London, 18-19 November 2009

Tokyo, 26-27 November 2009

Doing an outsourcing deal is easy, right? With the shift towards outsourcing in high gear, some real estate and facilities organizations think that success is just a matter of choosing a decent vendor, negotiating hard, and then throwing the business over the wall. Not surprisingly, that doesn't work very well. A more effective approach recognizes that smart decisions about outsourcing can accelerate implementation, help manage risk, and create value faster.

For years companies have outsourced non-core, non-strategic processes - maintenance, security, food service, etc. Today, real estate and facilities outsourcing offers a whole new level of efficiency and cost-saving potential. Outsourcing can yield a more nimble, more competitive organization, by improving complex, strategic real estate processes that are critical to successful operations.

Vendor organizational maturity has made this shift possible within the real estate and facilities arena. Enterprise platforms for the real estate and facilities function now enable companies to streamline and standardize business processes, while providing tools for effective communication and management across organizational boundaries. The result? An operating and service delivery model that allows a company to seamlessly leverage a vendor's specialized experience, operating efficiency and economies of scale to improve its own business.

When properly executed, strategic partnerships and alliances enable real estate and facilities professionals to focus on more strategic initiatives, while ensuring that tactical execution continues to proceed smoothly. These relationship structures also provide access to technical skills and resource flexibility. As a result, the management of real estate and facilities has evolved from a fully in-sourced model to one that incorporates the strategic use of outsourced services and other forms of external partnering.

The purpose of this seminar is to inform participants of the issues and risks inherent in any outsourced relationships. The seminar emphasizes leading practices for designing a service delivery model, selecting partners, enabling organizational change and, finally, managing the ongoing relationship. The course content addresses numerous issues, including determining what should be in house versus outsourced, the design of services delivery models, service provider relationship management, technology enablement, compensation strategies, and performance measurement. The intent is to provide seminar participants with a roadmap for the management of entire real estate and facilities business process outsourcing lifecycle.

The teaching team includes various industry professionals, providing corporate end-user, real estate service provider, and management consultant perspectives. The seminar, which will include interactive workshop presentations, case studies, and guest presentations, is intended for real estate and facilities executives, managers, and service providers.

• List and discuss current trends and thinking on corporate management objectives and strategies, with respect to outsourcing
• Design and implement an efficient service delivery model that is consistent with your operational needs and company culture; Discuss the challenges and issues that you may face
• Establish a performance management program that aligns your service delivery model with incentives and work activities

• Understand the Evolution of the Outsourcing Industry
• Determine what you Need from an Outsourcing Initiative
• Establish a Scope of Services
• Go to Market with an RFP
• Select your Outsourcing Partner
• Structure the Relationship
• Manage the Relationship
• Performance Management

• Corporate real estate and facilities 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 and facilities 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

Las Vegas, 11-12 October 2009

Sustainability presents an unprecedented opportunity to corporate real estate professionals to distinguish themselves as strategic corporate leaders and planners. Whether a corporation seeks to reduce internal expenses, counter public criticism, prepare for impending legislation, increase its market share or simply position itself as an industry leader, the professional who understands sustainability will present an important voice at the table.

This seminar explores the scope of sustainable initiatives and the opportunities they present to have a positive impact on the corporate financial statements. Designed to improve understanding of specific sustainability initiatives and to assist in the identification and planning of short-term and long-term goals, the seminar will equip corporate real estate professionals and service providers to participate in the strategic planning of corporate sustainability goals with all levels of personnel.

• Develop new or optimize existing strategies within the company’s stated framework
• Identify and leverage projects for cost savings and social responsibility and sustainability gains
• Demonstrate how sustainability initiatives can positively impact the profit and loss statement and the balance sheet
• Explain how cap and trade legislation offers opportunities to generate additional revenue or pay additional costs, depending on the strategies you develop right now
• Assess current portfolio conditions and measure ongoing progress with financial data

Corporate real estate professionals and service providers who seek to understand how and why sustainability applies to their responsibilities, how to present and sell the concept to senior management and how to leverage this opportunity for career advancement.

McLean, VA (DC Area), 3-4 November 2009

Bloomington, MN, 19-20 November 2009