Introduction to the Strategic Planning Process for a Realtor organization

1. Organizational Development
& Strategic Planning Project
Governance Briefing Session
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2. GOALS FOR THIS MEETING
• Discuss the project, timeline, & deliverables
• Review and discuss trends that are important to our
plan & leadership
• Discuss association development and exceptional
Realtor association practices
• Have some fun and learn from one another
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3. The Capacity Assessment
Organizational Capacity Building
Actions that improve association effectiveness
including organizational and financial stability,
program quality, and growth.
Five elements
• Leadership
• Adaptability
• Management
• Operations
• Technology
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4. My job as Interim EVP
Board training
Organizational capacity assessment
Development of action plan for 2013
Development of a strategic plan
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5. THE RESULT?
A GBBR CEO
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7. • Transformational governance
• Diversified funding
• Partnerships and regionalization
• Professional development
• Expanding Membership Structures
• Focus on serving members
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8. Boards of Directors:
• Foster and engage in breakthrough thinking that
embraces emerging trends/developments
• Past focus on individual mission & survival give
way to focus on shared vision-meeting
community need
• Must be willing to ask the tough questions
vs. acceptance of status quo
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9. • Create a culture of inquiry to create new
models and solutions
• Recognize governance is a performance issue-
legal and fiduciary requirements still apply, but
only as a starting place
• Homogenous boards have enormous
disadvantage to meet trends and demands-
develop cross-sector and multifaceted
communication skills
• Re-visiting term limits and board composition
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11. • “Old” sources of power, having control over
information, disappear when that information
becomes largely free
• Mutual back scratching replaced by dynamic
groups committed to sharing power and
knowledge
• New forms of relationships emerge or risk
isolation and lack of resources
• Well designed strategic partnerships will
maximize and leverage resources
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12. • Fosters culture of inquiry
• Standard practice in other industries
• Helps boards gain expertise in their position
• Helps staffs gain expertise to work the
association business model
• Gives place to discuss complex problems
• Get ideas for innovative solutions
• Leverages shared information and ideas
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13. • Better meet member need/the mission & give
context to work
• Alignment between mission, organizational
capacity and capital that ensures continuation
of the work, competency and impact and
opportunity to grow and scale
• Steward & leverage community resources:
work as efficiently, effectively, affordably and
with least environmental footprint as possible
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14. • Strategic structuring/restructuring
• Revenue diversification
• Professional development in financial
management and capital structures
• Professional development in technology &
evaluation to be a performance driven
organization
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15. Organizational Life Cycle
Stage Characteristics
Conception/ Infancy Voluntarily coming together to solve a
problem; high energy & enthusiasm
Infancy Founder in charge; work expands
beyond what the founder can do
Puberty Org. expands but is awkward in
dealing with coordination & external
affairs; professional management
emerges
Young Adulthood More formal management, policies,
and procedures; emerging politics
Adulthood Mastering environment; serving
clients; established management;
New ideas contemplated; high
GBBR Strategicenergy; risk- trying to be everything
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16. Organizational Life Cycle
Stage Characteristics
Late Adulthood Excitement beginning to wane;
Past valued over innovation;
Complacency; no sense of
urgency or need
Old Age Diminishing ability to serve
others;
Lack of cohesion among
leaders;
Little energy available for
renewal and reversal of situation
Revitalization Revitalization of mission; re-
defining service niche
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17. Where is the Greater Baltimore Board of
Realtors in its life cycle?
What does this mean for its leadership?
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18. What major challenges will the Greater
Baltimore Board of Realtors face over the
next few years?
How will its leadership need to change to
address these challenges?
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19. • Ultimately…EVERYTHING!
– The board of directors has legal responsibility and
authority for everything the organization does.
• Accomplishes most daily activities by delegation.
• Mission development, policy, oversight and planning
cannot be so easily delegated.
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20. There are three broad “legal duties” that form
the standards of conduct that all boards of
directors are expected to adhere to:
– Duty of Care
– Duty of Loyalty
– Duty of Obedience
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21. The level of competence that is expected of a
board member.
• Commonly expressed as the duty of “care that an
ordinarily prudent person would exercise in a like
position and under similar circumstances.”
• This means that a board member has a duty to
exercise reasonable care when he or she makes a
decision as a steward of the organization.
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22. The board member’s standard of faithfulness.
– A board member must give undivided allegiance when
making decisions affecting the organization.
– This means that a board member can never use
information obtained as a member for personal gain,
but must act in the best interests of the organization.
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23. A board member’s obligation to be faithful to the
organization’s mission.
• They are not permitted to act in a way that is inconsistent
with the central goals of the organization.
• Adhere to public laws and organizational policies.
• Members’ trust that the organization will manage donated
funds to fulfill the organization’s mission.
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24. Duty of Confidentiality
– Board Members must handle organizational
information with discretion
Duty of Transparency
- Reporting & communication to members
- Community responsibilities
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25. 1. Determine the organization’s mission
and purpose.
Performance Goal (Recommended Practice) - At
least every two years.
2. Select the chief executive.
Performance Goal (Recommended Practice) -
Establish an organizational transition plan.
Conduct succession planning.
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26. 3. Provide proper financial oversight.
Performance Goal (Recommended Practice)-
Annually, the board should review and approve an
annual budget for the organization.
Routinely review appropriate financial reports
4. Ensure adequate resources.
Performance Goal (Recommended Practice)-
Conduct financial forecasting.
Identify financial needs resulting from strategic plan.
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27. 5. Ensure legal and ethical integrity and
maintain accountability.
Performance Goals (Recommended Practices)-
Realtor Directors are responsible for making
decisions in the interest of the organization.
• Board role description
• Establish policies
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28. 6. Ensure effective organizational planning.
Performance Goal (Recommended Practice) –
The board should play a leading role and make the
strategic plan a “living document,” by using it to guide
their on-going actions and priorities.
7. Recruit and orient new Board members.
Performance Goal: Systematic Leadership
Identification and Development Program.
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29. Assigned Duties Ten Basic Responsibilities
8. Enhance the organization’s public standing.
Performance Goals: Proactive Legislative
Department, Competent Public Relations
9. Determine, monitor, and strengthen the
organization’s programs and services.
Performance Goals: Strong and competent
administrative department.
10. Support the chief executive and assess his or
her performance. Performance Goal: Annual
reviews, personnel policies, legal compliance.
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30. Deliberately create a culture of inquiry to
• Process Tools
pursue new models and solutions
Brainstorm possibilities, evaluate org. assets, develop criteria for
successful social enterprise, rate options Revenue Diversification
• Process looking by Fieldstone Alliance, NorthSky approved administrator
Stop developed in rearview mirror/ set up GPS
• Develop business governance is a performance issue-
Recognize modelPlanning Tools-in NS Resource Center
CFNE/NECE Business
for each social enterprise option
Determine and and tax implications-strategic structuring or but
legal legal fiduciary requirements still apply,
only as a starting place
restructuring Lawyer, CPA-bring outline of business plan
Better the information-more tailored the advice
• Launch socialdiversity in boardstart up characteristics
Pursue enterprise: anticipate composition Utilize
• internal systems and tools andplans in NS Resource Center to
Develop succession templates
minimize start up needs
• Operate-evaluate-modify limits,Evaluation tools, strategic initiatives
Adhere to term position descriptions,
process
and board policies
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34. How to be a “best practicing” Board?
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35. PROJECT TIME & NEXT STEPS
November 27 Governance Briefing Session
Organizational Capacity Assessment Review
Begin planning—Mission Statement.
December 4 Conference Meeting with other Associations
Define Major Issues facing GBBR (Homework)
Begin Planning
December 12 Complete Strategies
Wrap up.
December 31: Complete Plan Review, submit to Board of Directors
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