2022 ARBOR Strategic Plan

Page 1

2022

STRATEGIC PLAN

Arlington Board of REALTORS®

"Working Together All The Pieces Fit"


TOOLS AND RESOURCES Embrace changing technology for the delivery of information and essential resources for REALTORS® and the consumers they serve.


TOOLS AND RESOURCES

T1

NTREIS OUTREACH AND ENGAGEMENT Increasing our influence on NTREIS policies and procedures is important to protecting our members and ensuring that the tools and services offered by NTREIS serve all the members.

Introduce and advocate for a process to allow NTREIS to sponsor local activities.

Q1

MLS/CEO/LT/NTREIS

Run an ARBOR member for NTREIS Leadership.

Q3

MLS/CEO/LT/BOD/ NTREIS

Q4

MLS/CEO/LT/BOD/ NTREIS

Q1Q4

MLS/CEO/LT/NTREIS

Introduce and advocate for a process to allow NTREIS to offer Dividends to participating associations based on membership.

Advocate for local control of website widget

T2

MEMBER APP Mobile applications are critical to serving clients and staying informed of market conditions and issues.

Seek creation of NTREIS Task Force/PAG to explore Mobile App improvements.

Q2

MLS/CEO/NTREIS


TOOLS AND RESOURCES

T3

DESIGN AND PUBLISH AN AFFILIATE DIRECTORY

Real Estate done correctly requires partnerships. An Affiliate Directory will improve MemberAffiliate links and build stronger relationships. There is also potential non-dues revenue through sponsorships/advertising revenue.

Publish a 2022 Affiliate Directory.

T4

Q1

CEO/Mem/Affiliates/ Vendors

DEVELOP AND LAUNCH THE ARBOR RTIC (REALTOR® TECHNOLOGY AND INNOVATION CENTER)

ARBOR will be home to a real-world learning lab called RTIC. Members will have access to hands-on training to turn theory and idea into application and implementation. RTIC training will include social media, hardware and software, and business planning and marketing. ARBOR members will stay cutting edge with RTIC courses.

Establish the ARBOR REALTOR® Technology and Innovation Center (RTIC).

Q2

CEO/MLS/IT/ED/LT/ BOD/Vendors/Affiliates


EDUCATION Deliver quality education/professional development programs that enhance the knowledge and professional development of ARBOR members.


EDUCATION & PROFESSIONAL DEVELOPMENT

E5

PROVIDE LIVE COURSES WITH TOP INSTRUCTORS

Virtual and remote learning is here to stay but relevant live classes will give ARBOR members a boost. Live classes with top-notch instructors will give attendees the boost they need to stay up on an ever-changing market and industry.

Offer Live Courses and Recruit Top Instructors.

E6

Q1Q4

Ed/TR/Instructors/ CEO

INCREASE NON-CE BUSINESS COURSES

Non-CE course offerings will help attendees raise their bar of professionalism, build a solid understanding of how to run a business and avoid pitfalls of entrepreneurialism, and be ready to aim higher and build a business that lasts.

Increase Non-CE Business Courses

Q2

Ed/TR/Instructors/ CEO/Affiliates


EDUCATION & PROFESSIONAL DEVELOPMENT

E7

FOCUS ON DESIGNATIONS

It has been some time since ARBOR focused on traditional designations. It is time to utilize these proven programs to boost the knowledge in all aspects of real estate transactions and individual business acumen.

Establish a quarterly Education Week and focus on the GRI.

E8

Q2

Ed/TR/Instructors/ CEO

EXCELLENCE IN REAL ESTATE AWARD

The Excellence in Real Estate Award will take the best parts of volunteer leadership, sales and production, professionalism, and civic and ARBOR involvement and incorporate these into a complete award recognition. It will be great to highlight those truly committed to becoming excellent in their craft.

Award Committee to design an Excellence in Real Estate Award.

Q2 ('23)

Awards/Ed/TR/ Instructors/CEO

DEI CHAMPION

E9

It can’t be overstated how important it is for ARBOR members to understand and promote diversity, equity, and inclusion. To help promote these ideals, we will create the DEI Champion.

Offer DEI Champion.

Q1

DEI/LT/BOD/CEO/ NAR


ADVOCACY Increase the influence of ARBOR through championing advocacy initiatives, increase TREPAC understanding and fundraising, and build strong coalitions.


ADVOCACY

TREPAC GOALS

A10

If real estate is your profession, then politics is your business. TREPAC protects our industry through the support of candidates that support protecting property rights and understand housing-related policies.

A11

Recruit 50 Major Investors

Q1Q4

Raise $110,000

Q1Q4

TREPAC/CEO/LT/BOD /Members/TR/Comms

Achieve 50% participation

Q1Q4

TREPAC/CEO/LT/BOD /Members/TR/Comms

TREPAC/CEO/LT/BOD /Members/TR/Comms

REORGANIZE GOVERNMENT AFFAIRS AND COMMUNITY AFFAIRS

Having a strong advocacy voice means we have influence at city hall and throughout the community. This means addressing both policy and community engagement. Advocacy combines both efforts to achieve the level of influence we seek.

GAC CAC

Q1

CEO/GAC/LT/BOD


ADVOCACY A12

PUBLISH POLICY STATEMENTS & ELECTED OFFICIAL ACCOUNTABILITY

A policy statement will serve as an educational tool but also a measuring stick to hold elected officials accountable. A published statement(s) will strengthen our voice and influence and add the ability to measure officials’ actions.

Publish Policy Statements

A13

Q1

GAC/CEO/LT

DEVELOP LAND USE PLANNING TRAINING CURRICULUM

Local elected officials spend much of their time considering land-use proposals, yet many don’t realize it when they are campaigning. Training new and existing councilmembers about land use planning is not adequate nor reflective of the importance of this role. We will work with NAR/TR and local municipalities to develop and provide land use planning training for newly elected officials.

Develop land use planning curriculum training for new officials.

A14

Q3

CEO/GAC/Munis/Con sultant/NAR/ULI/TML

DEVELOP LIST OF KEY BUSINESSES AND ORGANIZATIONS

Relationships are key to real estate, both in terms of REALTORS® serving their clients and also as ARBOR serves our communities. Relationship building is also a way to help the GAC increase our influence during times of policy debates. The best time to build a relationship is long before you need anything. In other words, we need to make our friends before we need them.

Develop a dynamic list of elected officials and community and business leaders.

Q1

CEO/GAC/Comms


MEMBERS Deliver timely and relevant member services and communications to increase the visibility of ARBOR.


MEMBERS M15

DRAFT AND IMPLEMENT COMMUNICATIONS PLAN

Melynn Sight of nSight Communications has been engaged and will guide us in drafting a comprehensive Communication Plan and new Value Proposition.

Draft a new Communication Plan and Value Proposition

M16

Q1

CEO/Com/Consultant /LT/BOD/Members

DESIGN AND LAUNCH NEW WEBSITE

We need to update this important tool that serves both our members and the public. We will learn about the needed new features, services, and content through the new Communication Plan.

Design and Launch a new Website

M17

Q2

Coms/CEO/IT/ Vendors

ELLIS HILL CHAPTER OFFICE RELOCATION & MARKETING

Now is the time to serve all REALTORS® in Ellis and Hill Counties. Our office relocation, and member and community outreach, will strengthen our voice, serve our members more efficiently, and grow our membership.

Establish a new Ellis Hill Office location and Community Outreach Plan

Q1

CEO/LT/BOD/ Consultants


MEMBERS M18

DEVELOP A COMMUNITY SERVICE FOUNDATION ENDOWMENT

The CSF will be able to serve the public more effectively if we have a steady revenue stream. Revenue from an investment endowment is the appropriate process going forward. We will engage a firm or individual to help us launch the endowment with the goal of raising $500,000.

Establish the CSF Endowment Fund and raise $500,000 by 2024.

M19

Q2

CEO/LT/BOD/ Consultant

FORMALIZE THE COMMERCIAL GLOBAL COUNCIL

Our Commercial Group has a tradition of informal networking and informative gatherings. Formalizing and organizing a Commercial Global Council will give added tools and resources to our efforts to engage commercial practitioners.

Organize an NAR Global Council (GC)

M20

Q3

CEO/NAR/GC

BUILDING PHASE II NEEDS

The ARBOR Building is an important resource, second only to our amazing employees. We learned in the recent Phase I update that facility enhancement not only improves the way we serve our members but extends the lifetime of the facility and lowers O&M costs. Identifying additional Phase II needs will contribute to our efforts to serve our members and boost nondues revenue through event rental.

Identify and Complete Building Phase II Projects

Q1

CEO/Building/LT/ BOD/Vendors


MEMBERS M21

EVENT CENTER ENHANCEMENTS & MARKETING

In addition to Building Phase II improvements, expanding our Event Center capabilities through facility improvements, Pavilion enhancements, and a marketing plan, will boost non-dues revenue and provide added benefits to our members.

Develop an Event Center Facility Improvement Plan. Develop an Event Center Marketing Plan.

M22

Q1

CEO/Building/LT/ BOD/Vendors

Q1

CEO/Building/LT/ BOD/Vendors/Comms

REDO THE NEW MEMBER ORIENTATION VIDEO AND PACKET

New Members are critical to the growth and success of ARBOR. Our welcome materials and orientation video and packet needs to be updated, while ensuring that all required NAR COE and orientation materials are covered.

Update New Member Orientation Video.

Q1

Mem/CEO/IT/Comms

Improve the New Member onboarding and welcome packet.

Q1

Mem/CEO/IT/Comms