1999-2001
- VISION
- By 2003, NACORE International is an organization for all
professionals in the evolving field of corporate real estate, is global in scope, is the
leading provider of professional education in the field worldwide, and is the
international resource for developing and exchanging knowledge and opportunities in the
field.
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- MISSION
- NACORE International’s mission is to help corporate
real estate professionals add value to their companies and their careers by defining the
field, enhancing their skills, and creating knowledge and forums to share it.
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- PROGRAM GOAL 1:
Enhance the skills of corporate real estate professionals
Objective 1: Define skills needed by corporate real estate
professionals by the end of 2000
Objective 2: Continue to offer core continuing education
curriculum during 2000, 2001 and 2002
Objective 3: Offer a pilot online course by the end
of 2000
Objective 4: Offer five new self-study courses by
education needs by the end of 2000
Objective 5: Define recertification continuing education
needs by the end of 2000
Objective 6: Develop a
university-based masters' program for beginning professionals by the end of 2000
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- PROGRAM GOAL 2:
Create knowledge and forums to share it
Objective 1: Make NACORE's web site the corporate real estate
portal by the end of 2002
of 2000.
Objective 2:Create an electronic knowledge database with
key-word search capabilities by the end of 2000
Objective 3: Create mechanisms to engage CEOs with NACORE
and members by the end of 2001
Objective 4: Analyze need and develop new special interest
groups during 2000, and expand programs throughout 2001 and 2002
Objective 5:Continue to publish nine issues of Corporate Real Estate Executive through 2000, 2001 and 2002
Objective 6:Determine the viability of the Symposium format by the end of 2000
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- PROGRAM GOAL 3:
Define the field of corporate real estate
Objective 1: Lead the effort to form a confederation of commercial
real estate organizations by the end of 2002
Objective 2: Develop joint programs with other associations
by the end of 2001
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- MANAGEMENT GOAL 1:
Ensure that NACORE has sufficient financial, human and
capital resources
Objective 1: Analyze domestic and international membership
categories to maximize participation by the end of 2000
Objective 2: Determine how to increase revenue streams
for supporting the plan by the end of 2000
Objective 3: Develop and implement a plan to identify
future volunteer leaders by the end of 2000
Objective 4: Enable creation of $1 million in new capital
resources by the end of 2000
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- MANAGEMENT GOAL 2:
Streamline decision-making processes to quickly address
changing business environments
Objective 1: Formalize international relations by the
end of 2000
Objective 2: Finalize outstanding governance issues
(board, committees, Institute)by the end of 2001
Objective 3:Refine NACORE board/executive policies
by the end of 2000
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- MANAGEMENT GOAL 3:
Become a more open, diverse organization that
concentrates on creating, not reacting to, the future
Objective 1: Function as a strategically managed
organization during 2000, 2001 and 2002
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