Effectiveness. Leadership. Innovation. Transparency. Efficiency

Transcription

1 1 Vision & Mission Core Goals Core Values Core Service Areas Annual Strategic Action Plan Vision We are the voice of real estate, dedicated to the excellence and advancement of real estate professionals. Mission Akron Cleveland Association of REALTORS empowers its members to be professional, ethical and successful by providing exceptional services and protecting real property rights for all. The public recognizes & values the professional services provided by REALTORS Members conduct their business in an ethical and professional manner Public policy/regulations are favorable to the real estate industry Members are informed and knowledgeable about real estate issues & trends Members have a sense of purpose, cooperation, and support Members find value in the association Effectiveness Leadership Innovation Transparency Efficiency Advocacy Professional Standards & Development Consumer & Community Outreach No more than nine (9) Strategic Actions that are focused on throughout an elected year that help to achieve the organization s long term Vision, Mission, & Goals (Including but not limited to specific) Actions Campaigns Policies Programs Services Tasks Long Term Strategic Action Plan

2 2 Strategic Goals (What?) Strategic Actions (How?) Strategic Outcomes (Completed / Having Success if?...) Action Timelines (When?) Establish proactive programs and protocols that advance our Advocacy Commission a Point of Sale (POS) Study Enhance the Local Political Coordinators (LPC) program Update policy manual as government trends develop Directly contact brokers to promote Broker Involvement Program and Calls for Action Leverage current communications and identify new approaches to promote Calls for Action and RPAC Seek grant funding from OAR and NAR when appropriate Develop a packet with talking points and other helpful information for city officials Engage the Legislative Committee and RPAC Trustees Actively Promote the NAR Action Center App in all Political Advocacy Communications Current POS municipalities choose to waive their escrow requirements LPCs are actively funneling information to the Government Affairs Director At least 5% of ACAR members respond, on average, to Calls for Action in 2015 RPAC participation rate is 40% (per NAR data) Increase participation in the Broker Involvement Program by 10 participants Recognized as the Voice of Real Estate by elected officials and key decision makers and relied upon to provide industry-based expertise POS Study Q2. (Pending grant funding, BOD budget approval, and researcher timing.) LPC Program Enhancement ongoing. Policy manual update as needed. The first amendment will be adding a rental policy - Q2. Broker outreach Q1. This will coincide nicely with notices about the auction. Follow up - Q3. Grant funding ongoing. Calls for Action updates (depend on the NAR releases) - ongoing. Consider potential activities for Republic National convention to be included in 2016 budget. Consolidate operations to one state-of-the-art facility while continuing to analyze all other assets Receive leadership commitment to support and cooperate with moving schedule Utilize Facilities Task Force Use the Finance Committee to establish related budgetary items Develop a comprehensive timeline for moving staff into new ACAR location Hire an architect to develop a schematic of ACAR s office, meeting and parking needs Determine purpose of the facility: ACAR facility only; facility and non-dues revenue source; facility with partner(s) Decide whether to buy vs. rent. If renting, determine lease time Distribute site specifications to ACAR Commercial Staff is moved into a central ACAR location that is inspiring, productive, comfortable, and fiscally responsible ACAR has a strong, visible presence that REALTORS and Affiliate Members are proud of and utilize ACAR staff and members are physically united for daily operations, meetings and workshops Serve members better by utilizing the cost saving to enhance programs and services Leadership s commitment Q1 Task Force reconvenes Q1 Timeline complete Q1 Architect hired Q1 Determine facility purpose Q2 Rent vs. buy Q2 Site Specifications Q2 Notify brokers Q2 Establish Site Selection Q2 Establish Negotiating Q2 Financing options Q2 Budgets finalized Q2

3 3 brokerage firms Establish a site selection team Establish a negotiating team Determine financing options and make recommendation Develop budgets for: move, buildout/construction, IT, decorating, and signage Hire movers Hire General Contractor Coordinate IT move with Meritech, phones and alarm system Coordinate office cleanup, packing and move Issue news release on new location Schedule and plan open house event Provide details and updates on consolidation plan to members on a regular basis Hire movers Q3 Hire general contractor Q3 Coordinate move Q3 Coordinate cleanup Q3 News Release Q4 Staff moves Q4 Open House Q1, 2016 (Possible Charity Event) Notify Members ongoing (Quarterly) Conduct a consumer advertising campaign to improve public perception of REALTORS Conduct three months of consumer advertising Shift messaging from advocacy efforts to transaction value and then to professionalism as the year progresses. Modify as necessary Keep the membership and volunteers informed of our efforts by utilizing communication and outreach to key volunteers and offices Re-evaluate key metrics Conduct a consumer survey to measure progress against established benchmarks Set goals for 2016 based on key metrics and survey results Set messaging for 2016 based on all available information and the current real estate environment Increase the awareness that REALTORS advocated for the rights of private property owners by 8 percent Increase the perceived importance of using a licensed REALTOR Drive 5,000 hits to our campaign landing page by the end of the first on month and re-evaluate for ensuing on months. Increase the use of a REALTOR for a real estate sale or purchase by 3 percent Achieve greater awareness by the general membership of this program and the value it offers in supporting the importance of the REALTOR brand Promote program accomplishments - ongoing First advertising month launches - March 1 Promote program launch - March 1 Repeat for each successive cycle Determine timing of second and third cycles - Q1 Analyze consumer survey - Q2 Conduct consumer survey at conclusion of third cycle Q3 or Q4. Establish messaging for 2016 and annual goals - Q4.

4 4 Develop a comprehensive outreach & communications plan to obtain the inclusion and support of all members Reconvene the Communications Task Force and add new members with specific skill sets Assess the need for a standing committee Explore the viability of commissioning a communications and content audit Conduct a study of member demographics and sales performance Research best communication practices utilized by similar organizations Conduct a communications survey of members Set performance metrics and goals for 2016 Prepare a communications budget for 2016 Draft a plan for Board consideration Establish a system of grass-roots communication to members through outreach councils Conduct office visits to provide industry updates and communicate ACAR s value proposition Continue working with industry partners and member companies to coordinate calendars Create branding for each Core Service Area and conduct a member awareness campaign to build awareness and support for the association Consider integrating and aligning the Core Service Area brands into all aspects of communication to reinforce member awareness on an ongoing basis Board is able to determine the viability of the audit Members become raving fans of ACAR Volunteers are actively engaged in grass roots communications on behalf of the association Brokers and office managers are actively promoting the association to their agents Members are aware of ACAR s programs and services Members support ACAR s value proposition Interest in volunteering at ACAR, OAR and NAR increases Event attendance increases open and click rates increase while unsubscribe rates decrease Social media reach and engagement increase Blog post views increase Communications survey results improve in 2016 Members begin to understand and value ACAR s Core Service approach and identify the related branding Greater alignment between ACAR s governance structure, communications, and Strategic Action Plan A greater number of personal interactions with general membership in all areas of the association (Re-)appoint Communications Task Force - Q1 Conduct survey Q1 Obtain 3 proposals for audit Q2 Create branding for Core Service areas Q2 Determine method of member study - Q2 Seek finance and Board approvals for audit Q3. Conduct member study - Q3. Conduct audit - Q3. Finalize communications plan - Q4. Obtain budget approval Q4. Develop a plan for leadership & volunteer development with a focus on diversity Establish quarterly meeting schedule for Leadership Development & Nominating Committee Create updated job descriptions for chairs, directors and officers Identify and communicate the benefits of serving in ACAR leadership positions Develop a skill-set of leadership traits Analyze needs and skills of current leadership to determine what gaps exist Partner with other real estate groups to develop a diversity leadership recruitment workshop Conduct a survey to determine barriers to leadership service Develop a recruitment Ask List along with a ACAR has a transparent and desirable track that members seek out for leadership opportunities to enhance their careers Committees have members trained to take on the role of Vice Chair and Chair Director Nominating Committee has enough applicants annually to offer a slate of qualified candidates for consideration and election by the general membership Directors are trained and willing to pursue officer positions ACAR leaders are sought out on a state and national level ACAR s leadership & volunteers will be more diverse and representative of overall membership Increased involvement of from previously Establish meeting schedule Q1 Develop Job Descriptions Q1 Communicate benefits of serving Q1 Create skill-set list Q1 Identify skills needs Q1 Create recruitment list Q1 Engage YPN Q2 Utilize outreach councils Q3 Diversity recruitment Q3 Survey Q3 Leadership program (wait for OAR task force recommendations.) Q4

5 5 strategy for handling objections and needs of potential future leadership Consider hosting or participating in a county-wide Diversity Summit on Leadership (Summit and Cuyahoga separately) Research and if appropriate develop a self-funded Leadership training program Utilize Outreach Councils to promote involvement Where possible partner with other organizations with leadership programs and services Focus on efforts that promote leadership involvement at the state and national levels Utilize and engage the YPN Committee as a recruitment source for future leadership Encourage YPN Chair to become a nominee for the Board of Directors election Consider adding YPN Chair as a designated position on the Board of Directors, similar to the Commercial Director Use Strategic Action Plan and potential new Governance Structure as way to clearly define ACAR s focus when recruiting volunteer leaders Consider establishing a Bring A Leader program for BOD meetings Reach out to key offices and REALTOR members for potential leaders uninvolved members Members will gain a greater sense of shared purpose and support for ACAR s emerging identity Greater linkages are created between the YPN and the Board of Directors, especially as it relates to the development of future volunteers and leaders Consider new recruitment/ development programs Q4 Consider YPN REALTOR Director before governance changes are finalized Conduct a member campaign to promote the use & value of Professional Standards & Development Focus on professionalism content that covers ethics concerns and hot button issues throughout the year in all communications channels Produce Ethics Question of the Week videos Conduct a mock arbitration and/or mock mediation at the ACAR convention Communicate the process for submitting an ethics complaint Encourage members to file complaints when alleged violations occur Outline/Promote the advantages of Mediation Create and utilize an ACAR Speakers Bureau to promote professionalism to the public Share feel good stories and positive experiences Continue to deliver high quality and diverse educational offerings that focus on members knowledge of real estate issues & trends Where possible leverage the campaign to develop Members are less intimidated by ACAR s Professional Standards processes and therefore more likely to use them ACAR raises the bar for itself, and has the reputation among members and the community as the premiere association in our region Members have a greater awareness of current ethical concerns and "hot button" issues An increased level of service to the consumer Greater respect for the level of professionalism associated with the REALTOR member and REALTOR brand ACAR s Professional Development offerings are among the best in the state Members are professional and successful in part because of ACAR s educational offerings General membership has a greater understanding of the value offer by the Professional Standards & Determine schedule Q1 Consider Mock Arbitration/Mediation for broker forum and convention Q2 and Q3 Develop vehicle for soliciting and receiving success/feel good stories and case studies Q2 Research a recognition program Q3 Professionalism as part of education programming ongoing Create a Speaker s Bureau 2016

6 6 the Professional Standards & Development Core Service Area s recognition by members Offer designations and certifications as economically feasible Assure that Ombudsman offering meets NAR s core standards Development Core Service Area Members are able to retain or attain designations/certificates Clearly define and document the Association s Governance structure & related policies Develop a process to create and deliver innovative and effective programs and services Establish a task force to review the options and differences of governance models Determine model that best fits ACAR s culture Modify Bylaws and Rules & Regulations to support chosen governance model Communicate to key volunteers and members the selected governance model type and how it impacts ACAR s ability to improve membership value Incorporate new Core Services approach as much as possible into governance structure to reinforce the importance of these services Evaluate all programs and services offered using defined universal standards Create a standard survey tool to gather data including direct and indirect costs Determine and be able to articulate benefits of each program and service Identify what measures of success are used for each program and service Conduct a work session with Chairs, Vice Chairs, staff liaisons and BOD to review analysis of each program and service to determine whether to keep or eliminate based on measured outcomes Establish a Task Force to evaluate all programs and services by developing baseline procedures, metrics and measurement tools Outreach to marketing partners for input on programs and services Encourage staff members to research best practices and success stories from around the country Build off of State & National programs and resources when possible Leverage the newly defined Core Service Areas to focus the programs and services being delivered Roles and authority of staff and volunteer leadership are clearly defined. Collaborative, cooperative and collective decision-making Leadership and membership are confident the association uses best practices to protect the integrity and mission of the association Improved ability to recruit volunteers and leaders Greater alignment between ACAR s governance structure, communications, and Strategic Action Plan Established standards of practice provide a structure to determine the continuation, elimination, or addition of programs and services ACAR members are excited about the direction of the Association ACAR offers an enhanced value to REALTOR and Affiliate members Exceptional networking opportunities of various kinds are offered Marketing partners value and support ACAR s programs and services Members have a greater sense of shared purpose and support for ACAR s emerging identity Members begin to understand and value ACAR s Core Service approach and identify the related programs and services Create task force Choose model Modify Bylaws and Rules & Regulations Communicate to leadership (semiannual meeting?) Communicate to membership (Annual Meeting?) 2016 Evaluation tool/template created 2016 Work session with Chairs/Vice Chairs/Liaisons 2016 (semiannual leadership mtg?) Evaluate all programs 2016 Coordinate NAR REALTOR Party dollars and grant programs 2016 Use findings to establish 2017 budget/calendar 2016 Annual Strategic Action Plan