Draft of Long-Term Strategic Plan

Adopted June 2010


The Board of Directors of CCFM recognized that our organization could benefit from a Long Term Strategic Plan in order to address issues and strategies for recognizing challenges which CCFM members face today and will continue to face in the future. It is to be used as a dynamic guide for all members and especially leadership in creating a resource for our changing environment and improving our program to better meet the needs of our entire organization.


Between 1989 and 1994, dioceses in the Mid-Atlantic Region (Baltimore, DC, Virginia, Pennsylvania) met annually to discuss issues and topics of mutual interest. Additionally, the Dioceses of NY held similar meetings for all the dioceses in their state. Around this same time, there were similar annual regional meetings taking place in the West; specifically, Las Vegas, Los Angeles, and finally Portland.

In February 1994, the Diocese of Fresno contacted the Archdiocese of Baltimore to inquire about a local, non-denominational conference scheduled in Baltimore to see if it was worth attending. During this conference, facility representatives met from the surrounding Baltimore-area dioceses to discuss what was happening on both sides of the country. The eastern contingency was informed of the Western Conference to be held in Denver in the spring of 1994. As a result of this meeting, the conference extended invitations to many of the eastern dioceses.

April 1995, the Western Conference held in San Francisco was attended by approximately 50 personnel from dioceses across the country. At the conclusion of that meeting, there was an extended discussion among all the attendees regarding our future course. It was determined that an east coast venue for the next meeting would assist in the establishment of a national organization.

Baltimore hosted the “1st National Conference” in April 1996, where 75 dioceses were represented with over 125 total attendees. An ad-hoc committee was formed to plan the next conference in Phoenix and began preparations for a formal organization, including a constitution and by-laws, with the goal of being listed in the Official Catholic Directory. Lou Baird was appointed chairperson and is still a member today.

Phoenix, in 1997, held the most successful conference to date, drawing almost 125 diocesan representatives. The new bylaws and constitution were adopted, officers elected, and the listing in the Official Catholic Directory was established.

Conference sites for the following years were as listed:

1998: Newport, RI

1999: Palm Springs, CA

2000: Atlanta, GA

2001: Indianapolis, IA

2002: St. Petersburg, FL

2003: San Diego, CA

2004: New Orleans, LA

2005: Denver, CO

2006: Washington, DC

2007: Chicago, IL

2008: Orlando, FL

2009: Pittsburg, PA

2010: Orange, CA

2011: St. Louis, MO

2012: Covington, KY

2013: Seattle, WA

2014: New Orleans, LA

2015: Savannah, GA


The current planning process began at the 2008 annual conference in Orlando, Florida, where the CCFM Board of Directors determined that long term strategies would need to be formalized in order to create an avenue for sustainability of the organization.

In October 2008, the Board of Directors participated in a strategy retreat identifying critical issues and challenges for our long term growth. A Long Range Strategic Planning (LRSP) Committee was established and work from this committee was done prior to the annual conference to be held in Pittsburgh where it was presented to the general membership. At this time, the committee membership was expanded.

The Board of Directors again met in Chicago in October 2009 to participate in another strategy session identifying further steps, critical issues, and challenges for growth. After this meeting, the committee continued to meet via conference call to draft and propose this formal document as the LRSP for the organization.

A draft of the LRSP was presented to the general membership at the annual conference in Orange California in May 2010. Comments will be received and suggestions will be evaluated and incorporated into the document. After the conference, a final report will be prepared and reviewed, voted on, and adopted by the Board of Directors. The final document will be placed on the CCFM website for accessibility by all members.

The LRSP Committee will also recommend to the Board of Directors to adopt a resolution which establishes the LRSP Committee as a standing committee within CCFM. The committee will be chaired by a board member and participation in the committee will be open to all classes of membership. The committee will meet throughout the year to update and draft revisions as the document must be fluid and be adjusted as the needs of the organization are recognized.


Lou Baird, Chair

Janis K. Balentine

Mike Davitt

Paul Connery

Tom Richter, Executive Director


The Conference for Catholic Facility Management (CCFM) provides a forum for professionals working for our church in matters of real estate, construction and facility management. The conference promotes professional development while nurturing the spiritual growth of its members responsible for Catholic owned buildings and properties through sharing the knowledge and experience of all members. CCFM seeks to contribute to the effectiveness and strength of our Church by providing professional training, continuing education, networking and advocating the highest of standards of work and professionalism for all members.

Our purpose is to provide a forum and a network for persons having responsibility for diocesan or religious-owned buildings and/or properties; to promote the spiritual and personal growth of its member representatives in their special ministry of serving the Church; to foster the professional development of each member representative through the sharing of the knowledge and experience of all; and to contribute to the effectiveness and growth of the Church.


CCFM membership is experiencing conflicting patterns that are simultaneously expanding in some situations and contracting in others. The organizations our member professionals represent have been going through an evolutionary process for the last few years and that evolutionary process will probably extend for the next three to five years.

As a result of this dynamic, there have been a developing array of ways in which dioceses and religious organizations staff and/or resource the various functions in the areas of real estate, construction and facility management. That developing array has accelerated over the last twelve months. We believe this has certainly occurred as a result of the economic slowdown but, as importantly, results from the systemic issues occurring in the institution.

The various ways that the dioceses and religious organizations then staff or resource the functions of real estate, construction and facility management follow:

1. highly centralized responsibility and accountability,

2. shared functional responsibility with the local parishes or agencies,

3. fully decentralized — almost all responsibility rests with the local parishes or agencies,

4. termination of centralized organizations then outsourced to consultants, or

5. in the smaller dioceses, all functional responsibility for real estate, construction and facility management report to a CFO with no facility management staff and little or no facility management experience.

There may be other combinations of the above but one thing is certain, there is no longer any one single organizational model that exists throughout all of CCFM. There is no longer a one size fits all approach to how we might be a resource to our members.

In all of this, we also have to be aware of how this changing dynamic might impact our Business Partners and how we might help them most effectively resource the CCFM member base, their customers.

We view the above not only as a reality but also as an opportunity for CCFM. We will need to develop an array of product opportunities, from communications vehicles, to a different look Annual Conference, to developing different kinds of “touch points” with our evolving member base. These “touch points” need to be sensitive to the differences in each of the individual member organizations.

Develop a strategy and action plan to accomplish connectivity with the evolving landscape in which CCFM finds itself. Operational zing the above must include an array of strategies and actions. This will, of course, include:

1. committee structure,
2. communications strategy,
3. strong communications vehicles,
4. other activity as developed by the Board with the engagement of interested participants from the general membership, and
5. through its meetings and feedback we received and collaborated on, the committee identified 5 critical areas for strategic growth and planning.


I. Strategic Plan – Annual Conference:
Objective: The Conference for Catholic Facility Management, as one of its member benefits, will provide an Annual Conference.

Actions: The Annual Conference will include:

  • Arch/Diocesan and Religious Institutions will benefit from:
    • Networking/learning from other colleagues
    • Education/Educational Tracks
    • Exposure to professionals in construction, real estate and facility management
    • Fellowship
    • Reinforcement of their mission within the Church
    • Appreciation
    • Companies/Corporations ( Business Partners ) will benefit from:
      • Networking with Arch/Diocesan and Religious Institution Members
      • Networking with other Companies/Corporations
      • Lead development
      • Relationship building
      • Fellowship
      • To meet  changes in our work environment the conference will strive to adapt to those changes by providing:
        • Members from Arch/Diocesan and Religious Institutions
        • Work on improving the perceived and real value of the annual conference back in their home offices.
        • Roundtable discussions and leaders identified well in advance of the conference
        • Rotate committee assignments
        • Create a diocesan support group with resources made available and posted on the website
        • Inspirational keynote speakers from leadership positions in the arch/diocesan or religious institutions
        • Create an awards program recognizing outstanding members
        • Follow up on stories from the conference in the newsletter and website
        • Members from Companies/Corporations:
          • Appreciation shown by conference participants to all business partners by spending time with the exhibitors
          • Roundtable discussion including or provided for corporate members
          • An invitation to all conference events
          • An appreciation by conference participants of the financial model and how our business partners underwrite most of CCFM’s annual expenses
          • Establishment of a permanent committee for our new corporate committee
          • A willingness on behalf of the arch/diocesan and religious institution members to keep opportunities open to our business partners
          • Provide partner recognition program/conference, newsletter and website

II. Strategic Plan – Leadership:
Objective: Build an effective “leadership” team that will enable CCFM to grow and carry out its mission and vision in meeting the strategic plan.


  • Identify and recruit talented members who share the mission and commitment to CCFM to serve on the Board of Directors and various committees.
  • Hire and retain an Executive Director who will act as the chief operating officer who will report to the Board of Directors and assist and implement strategy in meeting our short and long term goals.
  • Create a succession plan for the Executive Director position enabling CCFM to be prepared to adapt to changes in the position.
  • Develop enrichment programs, i.e. classes and seminars which will assist current and future leaders of CCFM with knowledge and skills to better improve and implement the goals of the organization.
  • Establish committees which will serve as a critical component of the leadership of CCFM in creating new avenues for group development and progress for the organization.

III. Strategic Plan – Business Partners:
Objective: Identify and promote the benefits of CCFM membership for business partners.


  • · Attract sustaining corporate members, retain and foster the relationship of CCFM membership:
    • Promote CCFM – Concentrated group of decision makers, purchasers of services and materials;
    • Identify expectations of members and reps; and
    • Seek diversity of services and products.
    • · Generate meeting opportunities for interaction between members and corporate reps:
      • Conference – nurture the involvement between members and reps beyond the exhibit hall
      • Annually – allow reps to call on members, bid on projects;
      • Encourage reps to offer generic presentations on industry trends, materials, methods thru workshops, bulletins or articles; and
      • Establish goals and objectives for company/corporate committee in concert with reps.
      • · Create list of preferred national corporations as strategic accounts:
        • Compose relationship plan
        • Form generic agreement outlining understanding and benefits/pricing for both sides;
        • Create special membership package to include identity on web-site, sponsorship opportunities, preferred conference fees;
        • Development measures to document success, reviews.

IV. Strategic Plan – Recognition:
Objective: Recognition of CCFM as an important and value added organization for its members and institutions which they represent.


  • Continue our affiliation with USCCB as a recognized and established Catholic organization.
  • Create strategic opportunities and benefits with Diocesan Fiscal Managers Conference to mutually benefit both organizations.
  • Collaborative Partners e.g. Catholic Extension, Resource Center for Religious Institutes.
  • Develop marketing material which illustrates the importance of CCFM to be shared with leadership at the diocesan and religious institutional level.

V. Strategic Plan – Resource:
Objective: Develop specific goals and action’s to continue to be a better resource to all of our members outside of the annual conference.


  • Create a mentoring program where new members will be assigned a mentor member to assist them with CCFM and their professional responsibilities.
  • Allow business members access and participation to our website in order for them to follow up on contacts and continue to gain benefit from CCFM.
  • Continue to develop and improve upon our website allowing members access and resources to assist them in their professional careers.
  • Utilize email alerts and other technology to allow communication among members during the year outside of the conference.
  • Create an up-to-date and accurate membership directory for ease of use by all the members.


Review Annually

Standing Committee

Fluid Document adjusting to meet challenges of market place


The Conference for Catholic Facility Management (CCFM) has completed an in-depth review of its history, identified its core values and purpose, conducted a SWOT analysis, and refined its vision and mission statements. From this process, a 3-year strategic plan was written that provides CCFM with the goals and strategies needed to guide it forward towards increased success, sustainability and growth. The Strategic Planning Committee at its next meeting will incorporate timelines and identify responsible person(s) for each strategy. This plan is a document intended to be a working plan to be implemented and reviewed on a regular basis at both committee-level and Board-level meetings.

The CCFM Board of Directors would like to express its gratitude to the USCCB, Bishop Foys, and our regular and corporate members for their support of this vital endeavor toward insuring the future of the Conference for Catholic Facility Management