collin county, texas, leadership and planning

Hunterdon/Somerset Association of Realtors

Collin County
Association of Realtors

Strategic Planning Session 2010

Agenda

Introduction

Mission Statement

Strengths and Weaknesses

Game Changer Trends

Business Model Strategy Statement

Group Wisdom: Goals and Objectives for the Current Plan

Plan Implementation

Judith Lindenau JWL Associates

TODAY'S MISSION STATEMENT

The purpose of our meeting is to focus on the Collin County Association of Realtors by assessing its current organizational effectiveness and its immediate future direction.

Secondary benefits: an informed leadership and staff, a process to continue strategic decision-making


Components of Traditional Strategic Planning

Member Assessment (demographic analysis)Needs to be done every 2-3 years

Community Inventory (SWOT)

Industry Review

Completed Strategies and Implementation Program

Structural Audit


Demographic Analysis

1. Age range2. Income from Real Estate3. Physical location where they do business4. Experience in Real Estate (length of time)5. Amount of time spent in real estate per week6. Function (management, sales, support) and specialty7. Education level

Action Item One

THE MISSION STATEMENT

Each Member Should be able to Verbally Express the Mission


CCAR MISSION STATEMENT

To aggressively provide the tools and resources for our members to succeed.

PRIORITIES

1. Success of brokerages

2. Strengthen the regional community

3. Superior membership experience for all

4. Exceptional membership value proposition

5. Powerful public profile

6. Build capacity to do the first five

7. Recognized source of information in the region

Action Item Two

STRENGTHS AND WEAKNESSES


ACTION ITEM THREE

BACKGROUND: THREE 'GAME CHANGER' TRENDS


Game Changer #1

Demographic Shift



Seniors

Learn in traditional ways such as reading and classrooms;

Consider their work a vital part of their "social identity;"

Have had only one to three jobs in their careers;

Dislike and distrust technology

May be unfamiliar with the pressures of two-career families.



geeks often--

Are committed to making a life, not just a living;

View team-building, engagement, and partnerships as essential to leadership;

Recognize that with diversity come new perspectives, ideas, and insights;

Desire and believe that they can better the world;

Are experimental and entrepreneurial, less loyal to employers;

Learn through both traditional and experiential means;

enjoy technology

Are more secure with insecurity and change;

Have limited time for association work


Geek at Home


Barriers to CCAR Success


Out-dated governance models

Delivery models for goods and services

Expectations of participatory membership

Time Commitment

Poor association technology track record

Lack of response to needs of younger members

The Geeks Present a Challenge to Any Organization


Change Management/Decision Timelines

1. Consolidate decisionsmanagement v. strategic

2. Organize meetingstimed agenda

3. Eliminate layerscrowd source and technology techniques for issues

4. Use strategy screen

5. Depend on policy, don't reinvent the wheel

6. Trust experts (members, committees, staff)

7. Use an experience/skill model; less emphasis on representative model of decision-making.

Game Changer #2

MLS CHANGE


LIFE Without MLS

Income

Member Recruitment

Member Retention

Ethics and Professional Behavior


Revise Your Thinking!

MLS as a separate Cost Center

Plan and deliver association benefits and services as though members had a choice


Game Changer #3

BROKERAGE MODELS


Projected Business Model Changes

Leaner and Meaner

Fewer Bricks and Mortar Amenities

Specialized Employees

Emphasis on better production and services

Diversity of services in 'customer for life' environment


Impact on Associations

Fewer Members

More Specialists

Membership Requirements--licensure

Electronic Communications

Delivery of Services

Public Relationships


Action Item #4

Construct a Business Model Statement


Definition:

What keeps the organization sustainable?

A statement which defines the methods by which the organization accomplishes its mission and generates revenue

Answers the question,


Examples:

Google is a business. The revenue we generate is derived from offering search technology to companies and from the sale of advertising displayed on our site and on other sites across the web.

Food bank business model statement: "We obtain donated food from businesses (85%) and individuals (15%), sorted and distributed largely by volunteers, and financially supported by individual donors and the community foundation."


Action Item #5

Crowd Sourcing: Goals and Objectives


Goals and Objectives

Goal

Definition: A broadly stated general value

Example: I need to get out of town!

Objective

Definition: A measurable plateau

Example: I will vacation for 2 weeks in the Bahamas


Strategies

I will save $2,000 from my next commissions

I will find a house to rent using vrbo

I will decide on the location based on fishing, beaches and price

I will book the airline tickets

I will block off my calendar at least 3 months in advance

I will buy a new bathing suit


4 Components of a Strategy

1. what2.who3.resources4.timeline

CCAR Planning Work Groups

Facility and Location

Leadership Development

Membership Growth, Recruitment, Define new ways to Participate, Communication

Increased Community Image and Heightened Visibility


Implementation


Steps

Approve the Plan

Design and Approve Strategies and Benchmarks

Spend time at each BOD meeting on Strategic Thinking

Budget the Plan


Closing Details

Handouts included:

Pre-work on Mission Statement and Association Strengths and Weaknesses

Business Model Strategy Statement

Strategy Screen

Project Planning and Marketing Worksheet

Implementation Suggestions

Plan will follow within 1 week

Slide presentation is available on www.slideshare.com

Contact information: [email protected] (231-715-1416)


Thank you!

