Every sector, whether public or private, has facilities that need professional oversight. However, Katie Norton suggests municipal facilities management presents some unique benefits and challenges worth noting.
Norton works for the City of Battle Creek, a municipal government in southwest Michigan with approximately 51,000 residents. After serving the city for more than 13 years, including just over nine years as facilities manager, she recently stepped into the role of chief facilities officer. In this newly created position, she is leading an exciting transformation in how the local government manages its properties. The city maintains just over 100 facilities totaling 1.2 million square feet, ranging from small pump houses to an entertainment arena.
Norton holds an associate’s degree in administration from Kellogg Community College and a bachelor’s degree in humanities from Siena Heights University. To boost her facilities career, she completed an FM certificate program at Ferris State University and the Asset Management Champion program with the Michigan Infrastructure Council. She is an active member of the International Facility Management Association (IFMA) and had the honor of representing Michigan at IFMA’s Advocacy Day last year, engaging with policymakers in Washington, D.C., on critical facilities issues.
Looking ahead, Norton intends to work toward earning IFMA’s Facility Management Professional (FMP) certification, with plans to eventually earn the Certified Facility Manager (CFM) designation to further enhance her professional credentials.
To learn more about Norton and her take on industry issues, please read the “Faces of Facilities” interview below:
How did you get your start in the field?
My path to facilities management was unplanned but turned out to be a perfect fit. I started at the city in 2011 as an accounts receivable clerk and then as a mail clerk working under City Hall’s building manager. When she was preparing to retire, she needed someone to learn her responsibilities. I volunteered to train with her, not knowing if I’d eventually get the position, but wanting to ensure a smooth transition for the department.
The city recognized my quick learning ability and leadership potential, ultimately promoting me to the building manager role. What began as stepping up to help evolved into an unexpected passion for facilities management. I found myself genuinely excited about building systems, maintenance planning, and creating functional spaces.
This discovery motivated me to continuously educate myself about facilities best practices so I could better support my maintenance staff and improve our operations. It’s been a rewarding journey from mail services to leading citywide facilities management.
Congrats on your recent promotion to chief facilities officer! What do you hope to accomplish in the newly created role?
In my decade as facilities manager, I mainly focused on City Hall, fire, and police facilities. Now, I’m expanding our scope to include all city properties under one cohesive vision. This more united approach helps us implement consistent standards, share resources better, and create maintenance programs across all our buildings. Our department already handles citywide mail services, shipping operations, and printing needs, which gives us a strong foundation as we grow our facilities oversight.
I’m currently building my team and developing the structure to support this expanded mission. We’re taking on oversight of capital projects citywide and creating preventive maintenance protocols that will make our operations more efficient.
This transition gives us a chance to be more strategic about facilities management. By bringing previously disconnected operations together, we’re working to improve service delivery, make better use of our resources, and ensure all our public buildings are safe and functional for both staff and residents.
Who has been your biggest influence in the industry, and why?
My path in facilities management hasn’t included a traditional mentor. Instead, I’ve built my knowledge independently through hands-on experience, professional development courses, and actively engaging with resources from organizations like IFMA.
This self-directed approach has made me resourceful and adaptable. I’ve learned to draw insights from many sources and trust my problem-solving abilities when facing new challenges.
As I develop our unified facilities department, I’m always willing to share what I’ve learned with my team members and colleagues. I believe in being open with my knowledge and experiences so others don’t have to navigate this field completely on their own like I did.
What’s your best mistake, and what did you learn from it?
My “best” mistake was starting my facilities career in a nationally recognized historic building within municipal government. Talk about selecting “nightmare difficulty” for my first facility job!
Managing a historic property means navigating preservation requirements where changing a light bulb needs committee approval, working with electrical systems worthy of a museum exhibit, and maintaining plumbing that archaeologists would find fascinating. Add in municipal government procedures and approvals, and you’ve basically chosen the “expert level” challenge for facilities management.
Now when I face issues in more modern buildings, I just smile. “Your HVAC needs replacing? At least I don’t need approval from several committees and a preservation specialist!”
Starting in the hardest possible scenario wasn’t the smoothest path, but it definitely prepared me for anything this industry can throw my way. After managing facilities in a historic municipal building, everything else seems relatively straightforward.
What are some of the biggest facilities management issues at your organization? Are there any unique FM challenges compared to some other organizations?
One of our biggest challenges in municipal facilities management is securing adequate funding within our priority-based budgeting system. Every five years, citizens are surveyed about their priorities for city services. Public safety consistently ranks at the top, while governance (which includes our facilities) is typically ranked lowest.
This creates a fundamental disconnect. While citizens prioritize police and fire services, they don’t always recognize that the facilities housing these essential services fall into the lower-ranked governance category. There’s limited understanding that high-quality public safety requires well-maintained facilities to support those operations.
This budgeting approach presents unique challenges compared to private-sector facilities management, where organizations often better understand the connection between infrastructure investment and operational excellence. In our environment, we must continuously advocate for the critical role our facilities play in supporting the very services citizens value most.
The challenge becomes educating people that when they rank facilities low in priority, they’re inadvertently impacting the quality and efficiency of the high-priority services they expect. Without fire stations and police facilities in optimal condition, it’s difficult to deliver the level of public safety services the community prioritizes.
What’s your favorite part about working in the industry?
My favorite part about working in local government is that we’re focused on community impact rather than profit margins. I find satisfaction in supporting the staff who directly shape our community, knowing that my work contributes to public service rather than a bottom line.
The facilities management aspect adds another rewarding dimension. I love the variety—no two days are ever the same. There’s something incredibly fulfilling about seeing a detailed remodel plan come to life, visualizing improved spaces, and creating better work environments for our staff.
What truly motivates me is being a trusted resource that people turn to when they need solutions. Hearing colleagues say “Katie will know the answer” or “Katie can help us” is incredibly rewarding. My natural preference has always been to help others, and facilities management in local government provides the perfect environment for that. Being able to solve problems and support the mission of public service combines my professional skills with my personal values in a way that makes this career uniquely satisfying.
What changes would you like to see in the FM industry?
I’d like to see a change in how people perceive facilities management. It’s still a relatively new professional field, and most people just picture a male technician with a tool belt fixing equipment or overseeing janitorial work.
The reality is that facilities management encompasses so much more—strategic planning, financial management, and creating environments where people can do their best work. We’re not just about keeping the lights on and the toilets flushing, though that’s certainly part of it!
I wish organizations would recognize FM professionals as business partners who should be included in planning from the beginning. Too often, we’re only brought in after decisions are made or when something breaks. When facilities managers are included in strategic discussions, we can contribute valuable insights about space utilization, operational efficiency, and workplace design that directly impact both employee productivity and organizational success.
For the industry to evolve, we need to increase understanding of what modern facilities management entails and show that effective FM professionals combine technical knowledge with business expertise. When we’re viewed as strategic partners rather than just “fixers,” organizations can leverage our skill to create better working environments for everyone.
How can company leaders make facilities management a value within their organization?
Leaders can value facilities management by including FM professionals in strategic planning from the start rather than as an afterthought. When facilities managers are invited to the table for major decisions about space, operations, and resource allocation, organizations benefit from their unique perspective.
By creating clear communication channels with the facilities team and recognizing how well-maintained environments directly impact productivity and employee satisfaction, leaders demonstrate that FM is essential to organizational success.
Where do you see the industry heading in five years? Are you noticing any major trends?
Looking ahead five years, I see three major trends reshaping facilities management:
First, the pandemic permanently transformed our workspaces. Facilities managers will need to create flexible environments that balance remote work capabilities with effective in-person collaboration spaces. We’ll be key players in reimagining how physical spaces function in this hybrid world.
Second, data analytics will revolutionize our decision-making. Instead of relying on assumptions, we’ll use concrete building usage data to drive smarter planning and resource allocation. I’ve already seen how data analytics helps make better asset management decisions for equipment and justifies adding maintenance positions to address deteriorating infrastructure. This evidence-based approach helps organizations invest resources more effectively.
Third, I anticipate closer integration between facilities management and other departments like HR, IT, and finance. As organizations recognize how physical environments impact employee productivity and well-being, facilities managers will become more integral to overall organizational strategy and success.
What are you most proud of?
I’m most proud of the transformation I’ve led in our organization’s approach to facilities management. When I started, I had little knowledge of facilities but was determined to learn and improve. I’ve grown what was essentially a one-person maintenance operation into a five-person team with expanded capabilities and expertise.
Beyond just growing our team, I’m particularly proud of shifting our entire organization from a split, reactive maintenance approach to what’s becoming a unified, proactive facilities management system. This transition from siloed operations to an all-inclusive single facility umbrella is already showing small improvements in terms of resource efficiency and better service delivery.
The journey from having minimal facilities knowledge to now leading this significant organizational change demonstrates what’s possible with dedication, continuous learning, and a clear vision for improvement. Seeing how this transformation is positioning our city for a more productive and efficient future is incredibly rewarding.
Do you have any advice for people entering the profession?
My advice for people entering facilities management comes from my own experience learning the hard way:
First, if possible, start your career in an organization with adequate funding and more modern buildings. While I’ve gained valuable problem-solving skills managing historic buildings with limited resources, beginning in an environment with fewer restrictions allows you to learn core principles before tackling more complex challenges.
Second, and perhaps most important, find a mentor in the field. I spent about five years where I could have been more effective in my leadership and implementation of change if I’d had someone experienced to learn from and bounce ideas off of. The right mentor can help you avoid common difficulties and increases your professional development.
Facilities management is a rewarding field that combines technical knowledge with leadership skills, but having guidance along the way makes the learning curve much less steep. Don’t be afraid to reach out to established professionals in the industry—most are happy to share their knowledge with newcomers who show genuine interest and initiative.
Are you or a colleague an FM professional interested in being profiled for the “Faces of Facilities” series? Please contact Editor Joe Bebon at JBebon@BLR.com.