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Strategic Initiatives

APPA's Vision Statement:

"To become a Global Partner in Learning."

APPA's Mission Statement:

"To support educational excellence with quality leadership and professional management through education, research, and recognition."

Principles & Values:

Integrity, Honesty, Respect, Fairness, Patience, Nurturance, Encouragement, Growth & Development, Service, Quality, Collaboration.

DESIRED OUTCOME # 1: "COMPETENCY" - The organization will consist of competent, educated, ethical professionals..

GOAL 1.1: To create, expand, refine, and transfer the body of knowledge of facilities management and leadership.

GOAL 1.2: To provide broad access of educational and research opportunities for members.

GOAL 1.3: To increase the participation in and value of APPA programs and services to APPA stakeholders.

GOAL 1.4: To fully recognize the accomplishments and achievements of APPA stakeholders.

DESIRED OUTCOME # 2: "COLLABORATIVE RELATIONSHIPS"- The organization will engage in symbiotic and collaborative relationships and partnerships. The organization is inclusive and accessible serving facilities professionals, their institutions, and related communities..

GOAL 2.1: To increase meaningful participation and involvement by our diverse stakeholders (e.g., general membership, regional leadership, business partners, higher education community, other associations & governmental agencies).

GOAL 2.2: To ensure that the expectations of members, staff, regions, and state/local chapters are in alignment.

DESIRED OUTCOME # 3: "CREDIBILITY"- The facilities professional will provide meaningful input and value in the decision processes of the institution. APPA will be the authoritative and influential advocate of the facilities profession within the educational community..

GOAL 3.1: To increase the awareness of the facilities profession with senior institutional officers.

GOAL 3.2: To anticipate and adapt to changing conditions.

GOAL 3.3: To influence legislation and governmental regulations through relationship-building and information.

GOAL 3.4: To ensure responsiveness to the needs of the educational enterprise.

GOAL 3.5: To ensure accountability for, and stewardship of, all human, capital, and financial resources.

For each of the goals, the permanent and standing committees prepare Annual Action Plans that capture the education, research, and recognition elements necessary to arrive at the destination or desired outcomes of competency, collaboration, and credibility.

The 7 Key Strategies of APPAs Strategic Plan

In order to achieve the desired outcomes of competency, collaboration, and credibility, APPAs Board of Directors has approved full implementation of 7 Key Strategies which constitute the main focus and direction for APPAs staff and volunteer committees over the next three years.

1. Develop and execute a branding initiative. Branding is a process.  One that requires intentional organizational focus on the members perception of our identity and image, and the clarity of our message.  We must clarify the value proposition and cleanly differentiate ourselves from other peer or competitor organizations. 

2. Develop and implement an enhanced website to become the go-to resource for facilities questions.  As the world shifts technologically from information to communication, it will be critical for APPA to compete with other providers by improving the content and delivery of its website.

3. Expand research to build credibility and visibility by senior institutional officers. To accomplish this end, we must target strategic, institutionally focused projects and activities that will serve to increase the awareness of the facilities profession with senior institutional officers. 

4. Engage in symbiotic and collaborative partnerships. APPA will increase the depth and breadth of its information and offerings, broaden its scope and value, leverage its resources, and create increased synergy across the facilities and educational community.

5. Engage young facilities professionals. APPA ensures a focus on the future that is knowledge-based and technologically improved.

6. Provide targeted, cutting-edge educational programs. Two new educational programs will be added to the present complement of educational programsSupervisors Toolkit, Institute for Facilities Management, and Leadership Academyto fully provide for the continuing professional development needs of both mid-level managers and senior facilities officers. 

7. Establish credible and valued credentialing programs for individuals and institutions.  APPA will develop and deliver two credentials.  Although a significant undertaking, its time has come.  The need for a curriculum-based credential/designation for the young educational facilities professional is overdue.  The corresponding need for a certification for the seasoned professional will take more time to develop since it will incorporate both the body of knowledge of facilities management and successful demonstration that knowledge has been shared and applied at the institutional level.  

These 7 Key Strategies will position the association for a bright future.  Implementation and execution of these focused strategies and targeted outcomes are critical to APPAs future as the association of choice for educational facilities professionals. These strategies will serve as the foundation for APPA to be the voice on strategic institutional issues for the educational facilities professional.