Bakersfield Association of REALTORS Strategic Plan

Founded in 1905, the Bakersfield Association of REALTORS® is a dynamic

Association with a dedicated volunteer leadership and a membership of approximately 2,000.

The Bakersfield Association of REALTORS® supports its members by providing critical resources, promoting a better quality of life in our community, encouraging and protecting private property rights.

The objective of the Association is to promote and maintain high standards of conduct in the real estate profession as expressed in the Code of Ethics.

The leadership team of the

Bakersfield Association of REALTORS® and GEMLS met on

February 23, 2016 to review and update the strategic plan. The previous plan was adopted in 2013 and has effectively guided the Association with continued success and growth.

The Bakersfield Association of REALTORS® is a model for strategic plan deployment, as oversight officers take responsibility for each core competency and committees are aligned to carry out these strategies. Discussions at last year’s mid-year review focused less on “change” and more on “enhancement.”

Mission, Vision and Value Statements The mission or statement of purpose identifies the organization, who it serves and what it offers. The vision is an aspirational statement. The values are guiding principles of the organization. Strategic Plan 2017 - 2020 The newly adopted plan spans the period of 2017 to 2020, guiding successive volunteer leaders, committees and professional staff. n Purpose – Statement of purpose for the Association. n Vision – The long-term outcome of how the Association should be perceived. n Values – Guiding principles for the leadership and staff. n Goals – The core competencies of the Association to which sufficient resources will be allocated. n Strategies – Approaches and programs to advance the goals. n Tactics – Performance

measures, assignments and deadlines to get the work done. (These are most likely identified and tracked in an annual program of work.) Vision Statement Improving the real estate industry through professionalism and service. Statement of Purpose The Bakersfield Association of REALTORS® is the leading advocate for Real Estate, our Members, and the Community we serve. Tagline Growing a Stronger Community Values Statement n Excellence – The highest professional and ethical standards will govern our work and our relationships with others. n Leadership – A commitment to provide a positive and effective influence within our professional and regional community. n Diversity – A respect for serving members representing all cultures and business models. n Collaboration – A commitment to working with other organizations as a trusted and supportive community partner to benefit our member/ stakeholders. n Innovation – We will continually explore new avenues to provide better service to our members. Our Goals and Strategies Five goals were established as the core competencies of the Association for which resources will be allocated. The five goals set in 2013 were re-affirmed, with new and continued strategies recommended.

Three of the goals are primary purposes, while two of the goals are the foundation that supports Advocacy, Education and Service.

I. EDUCATE — Standards of Professionalism: Maintaining REALTOR® ethics and standards through education and knowledge.

II. ENGAGE — Member Service and Value: Serving the needs of members by providing programs, products and services that positively impact professional success.

III. LEAD — Association Leadership and Operations: Leading a state and nationally acclaimed REALTORS®

Association.

IV. ADVOCATE — Government Relations and the Voice of Real Estate: Vigilant in monitoring and influencing issues impacting real estate.

V. SERVE — Community Service: Positively impacting our community through goodwill and campaigns led by REALTORS® . Strategies to Advance the Plan Strategies are programs and priorities to achieve the goals and advance the mission. The strategies suggested are indicated in the following pages with each goal and the main subject.

STANDARDS OF PROFESSIONALISM: Maintaining the REALTOR® ethics and standards through education and knowledge.

A. Increase compliance with the Code of Ethics. n On Track – 80|20|0 n Clear, concise information to the members – CE classes meeting NAR Code of Ethics Biennial requirements n Broker Involvement/support and accountability of agents n NAR 2-year requirement Cycle 6 01.01.2019 – 12.31.2020. In 2018 we held 7 classes with 923 attendees. Joe Newton held the last 3 at no charge. Joel Carlson held 3 at a cost of $300.00 per class. David Compton held 1 class at no charge to the Association (he obtained sponsors to cover his cost).

B. Enhanced competence and knowledge through education and training. n On Track – 79|21|0 n Offering multiple opportunities for training & education n Increased Broker engagement/ support n Increased Incentivization: u Earned designations (eg: BPro, GRI)

u New members – free basic contract/disclosure classes if completed within first 6 months u If new member completes required classes, they are given an opportunity to attend Legislative day ($148 still required) u Recognition of agents at Association events, etc., completing various levels of education/classes u Offering of free Inaugural Tickets. n We started offering the RPA-CA, Disclosure and RLA-CA courses with Joel Carlson for a New REALTOR® members with in their first 90 days of joining. We had 208 new members with 106 taking advantage of the free courses. Joel Carlson is the instructor and charges $300.00 per class. We charge all other members $25.00 and non/ members $35.00 to attend. If new members completes required classes, they are given an opportunity to attend Legislative Day ($148.00 still required). We had 28 First Time attendees at the 2019 Legislative Days. n Collaborated with RGR to present local relevant issues, and community leaders providing local educational updates n Collaborated with GBLA at the 7th annual Fair Housing Conference n Developing programs and working with the Delano High School Seniors in order to educate and mentor students on Housing Opportunities, Fair Housing, Finance and Budgeting

C. Promote the benefits of ethical practice. n On Track – 61|39|0 n Effectively Communicate to Consumers – Telling our story n Proactively promote REALTOR® Brand n Demonstrate value of investing in education u Career Excellence u Advance your knowledge u Provides confidence n Build member awareness of lack of ethical practice: Did You Know? C.A.R./Association Posts violators on website/publications. n Actively promoting C2EX to membership, YPN and Leadership

D. Deliver timely, relevant programs to support professional excellence. Deliver timely, relevant programs n Needs attention - 41|59|0 n For membership – on track n For consumer – *Could do better!* u Statistics, call to action, social media E. Enhance educational offerings by investing in strategic speakers. n On Track – 82|18|0 n Members – Gov Hutchinson and Leslie Appleton-Young, etc. n Local Experts – Spotlight at events n Consumers – “Build a Better Board, commercial construction n Legal Update with Gov Hutchinson scheduled for October 22, 2019 at an offsite location n Economic Forecast with Jordan Levine scheduled for October 30 at the association n Staff and Leadership attended 2019 Global Leadership Summit.. Eighteen (18) attendees F. Create a Leadership Academy and mentoring model. n On Track – 95|05|0 n Maintain well established program with timely periodic updates n Recognize Leadership Academy more throughout the year at various events. n Leadership Academy 2.0 to be presented February through November 2020 G. Maintain a centralized on-line resource to promote educational programs. n Needs Attention – 0|83|17 n Working with Rapattoni to make our website more engaging. n Facebook livestream to promote member interest n Forum recordings to be uploaded to an education video website

MEMBER SERVICE AND VALUE: Serving the needs of members by providing programs, products and services that positively impact professional success.

A. Provide a superior membership experience for all members.

n On Track – 81|19|0 B. Maintain productive and responsive relationships within the industry, including brokers, agents and affiliated organizations. n Needs Attention – 24|76|0 n Utilize CPR to develop a strategy and follow through. n Continue to strengthen relationships with community leaders. n Using Instagram in communications n Livestream technology in place n Twelve (12) Broker outreach educational sessions provided by MLS Staff Liaison.

C. Update and expand programs, products and services to meet the demands of an evolving marketplace and provide value. n Needs Attention – 0|100|0

D. Set growth metrics to monitor recruitment, retention and marketshare; focus on quality over quantity growth initiatives. n On Track – 89|11|0 n Note: Membership numbers of 2000 and above create greater director/leadership opportunities at State and National level. n Obtain better analytics from membership questionnaires.

E. Develop forums and advisory groups to engage the varied interests of members, transforming their discussions into educational content as applicable. n Needs Attention – 27|73|0 n Chairs and vice-chairs more proactive with recruiting colleagues to join their committee.

F. Promote available resources and value of C.A.R. and NAR. n Needs Attention – 27|40|33 n Utilize CPR to develop strategy for delivery of promoting additional benefits n MLS Forum and TUG provide classes promoting membership benefits

G. Identify and build relations with allied organizations, i.e. property management, commercial brokers, new constructions as well as geographic opportunities (for statistical gathering.) n Needs Attention – 0|69|31 n Do a better job of telling our story n Develop library of videos promoting committees and what they do. n Send personal/in-person invites. n Utilize buddy program to engage new member participation.

ASSOCIATION LEADERSHIP AND OPERATIONS: – Leading a state and nationally acclaimed REALTORS® Association.

A. Maintain efficient programs and best use of resources to serve the members and advance the mission. n On Track – 50|50|0 n Investment policy adopted. Scholarship and investment funds placed with Morgan Stanley B. Rely on metrics and performance measures to monitor strategic plan progress. n On Track – 100|0|0

C. Invest in the Association office to maintain a sense of professional pride; explore investing in additional parking and classroom space to accommodate growth. n Needs Attention – 47|53|0 n Continue efforts. n Continuing to investigate expansion of Association campus D. Position REALTORS® in volunteer leadership roles who have completed the Leadership Academy and other paths to leadership. n Needs Attention – 79|21|0 n Nearly all Leadership Academy members to date have been placed in leadership roles. n Additional items listed under Advocate n Association recommended and supported two (2) Directors for the 2019 Kern Leaders Academy

E. Invest in the technology necessary to support Association functions. n On Track – 56|44|0 n Suggest Association purchase green screen/videography/ photobooth equipment for member use ‘on site’ at the Association to create market materials for their business.

F. Maintain professional staffing sufficient to support Association growth and advancement of the

strategic plan. n On Track – 100|0|0

G. Align committees with strategic plan to produce significant results. n On Track – 64|36|0 n Increase membership participation through various methods n Develop library of videos promoting committees and what they do. n Send personal/in-person invites. n Utilize buddy program for committee members to invite new members to participate n For 2020 Diversity and Equal Opportunity and Boys and Girls Club committees reclasified as task forces H. Grievance and Professional Standards (new). n Grievance and Professional Standards Committee to play an enhanced advisory role to SPF with regard to recommending practical/situational educational courses (perhaps quarterly) targeted at improving ethical practices. n Increase members’ awareness of Code of Ethics Citation program. n Association sent three REALTOR® members to C.A.R. sponsored Pepperdine University Mediation Classes to prepare them to assist with Association Mandated Mediation. Continue identifying members to assist with mediation/ombudsman services. n Monthly Ombudsman Call Summary provided to BOD for overview of local issues n Monthly Ombudsman reports also provided to Brokers for use at sales meetings n Monthly Ombudsman Call Summary numbers and Article on relevant local issue published in REALTOR® Magazine

GOVERNMENT RELATIONS AND THE VOICE OF REAL ESTATE: Vigilant in monitoring and influencing issues impacting real estate.

A. Maintain policy platforms that correspond with the strategic plan on issues impacting our industry. n Needs Attention – 27|73|0 n Policy platforms reviewed and updated 6/2018 to conform with NAR/C.A.R. Policies. n Board of Directors adopted updated policy platforms in 2018

B. Lead coalition efforts with industry partners. n Needs Attention – 22|78|0 n Organized community coalition to successfully revoke PACE at County and City levels. n Continue to strengthen relationships with community leaders. n Increase in Association leadership participation. n Worked collaboratively with Kern Taxpayer’s Association, Greater Bakersfield Chamber of Commerce in the successful passing of the City of Bakersfield’s Measure N. n Worked with partners on PAGA reform C. Support RPAC, “The voice and muscle of the REALTOR®” n Needs Attention – 22|78|0 n Increase RPAC Contributions – Develop a business plan for RPAC Fundraising. n Current participation – 15%. Goal is 19% n Continue to conduct phone banks to increase awareness/ contributions. n In conjunction with CPR Committee, develop strategies and build membership awareness of: v Political “wins” (e.g. PACE) to demonstrate value and importance of contributing. v Opportunities to be a valued resource to community and provide

REALTOR® brand exposure/ v Recognize contributors at Association events. n Strengthen ‘Calls to Action’. n Modified Dues billing statements to include all levels of political contribution. (Update per C.A.R.) Dues Billing Compliance prohibits any amount other than the True Cost of Doing Business to be listed on the invoice. n Include payment plan option. n C.A.R. RAF flyer distributed to members listing contribution levels and payment options. D. Increase awareness and grassroots involvement of members. n Needs attention - 0|75|25 n Identify and equip members to be REALTOR® Brand/Advocate Ambassadors. n Identify new leaders to train for involvement in community

leadership/conversations and roundtables. n Participated in NAR and C.A.R. Calls for Action: v SB 71—MID on 2nd homes v SB 231—reclassification of large water treatment plants as sewer fees ( so they don’t require a vote) v Flood insurance extension v Tax Reform v AB 2364 – Ellis Act v NFIP Reauthorization

E. Allocate sufficient resources to support an effective government affairs program. n Needs attention - 20|80|0 n Association allocates funds yearly as a budgeted line item to support our contracted Government Affairs Director (GAD). n Manages PAC funds available to our Association via our members’ REALTOR® Action Fund contributions to ensure effective public relations with local, state and federal elected officials. n Provides funding for GAD to provide presence and support at State and National governance meetings. n GAD coordinates efforts with Local Candidate Recommendations Committee to interview and make recommendation to the Association BOD with regard to supporting local candidates who are REALTOR® Champions. n GAD works closely with REALTOR® Government Review Advisory Council to review Issues arising that can negatively impact or strengthen our business and private property rights, to ensure swift and effective action is recommended and implemented. n Government affairs program is sufficiently supported

F. Enhance involvement as a leader and stakeholder in economic development and local public policy. n Needs attention - 8|83|8 n Enhance awareness of members’ opportunity to serve in an advisory role to government agencies and organizations, providing facts and data to assist in their legislative efforts to create sound policies for economic development and public policy. n Allocate sufficient resources to improve visibility and brand awareness in community. n Provided public opinion research on possible “self-help” tax measure in Kern County. The polling data was shared with elected officials and coalition partners n President Athena Collup presented market update at IREM Forecast breakfast. n Linda Jay participates on the Board of Directors of the Kern Economic Development Corporation n Involved in multiple roundtable conversations throughout the year with stakeholder and partners n Outreach

G. Be cognizant of resources from C.A.R. and NAR that can be used to support local advocacy. n Needs attention - 0|62|38 n Educate membership to be Ambassadors in the community and to increase the REALTOR®

brand awareness n Be cognizant of resources from C.A.R. and NAR that can be used to support local advocacy v Awarded NAR campaign Services Grant v Awarded Issues Mobilization Grant for Public Opinion Research v Awarded two NAR Diversity Grants v NAR Candidate Training

H. Consider feasibility of developing a task force or coalition of members dedicated to advancing public policy programs, working within approved messaging and channels of communication. n Needs attention - 0|25|75 n Work with CPR to develop as appropriate.

I. Include a module on “advocacy and government relations” in the training of future leaders. n On Track – 31|23|46 n Module already included in Leadership Academy and other leadership training. n Considering feasibility of developing a task force or coalition of members dedicated to advancing public policy programs, working within approved messaging and channels of communication n This is an element that is included as part of the Leadership Academy

COMMUNITY SERVICE: Positively impact our community through goodwill and campaigns lead by REALTORS® .

A. Position REALTORS® as a positive force in the community; and a means to engage members. n On Track – 54|46|0

n Do a better job of telling our story. n Celebrate our accomplishments n Work with CPR to develop strategy for effective communication campaign

B. Evaluate and strategically coordinate fundraising efforts and philanthropic giving, being sure to allocate overhead costs appropriately. n On Track – 89|11|0 n Add Charitable Foundation donation option to dues billing n In progress. To be addressed in BARCF Strategic Plan

C. Develop a strategic plan for the Bakersfield Association of REALTORS® Foundation that will advance member awareness and raise adequate funds. n Needs Attention – 20|70|10 n In progress. n A strategic plan was adopted and implementation started n Strategic Marketing campaign currently being developed to provide messaging for membership and community

D. Provide scholarships for students pursuing a course of study in real estate or a related field at college or graduate levels. n Still pending transfer of scholarship funds and oversight to BARCF. (In 2019 11 students awarded scholarships totaling $1,750) n To be re-evaluated under BARCF

E. Rely on open channels of communications (e.g. suggestion box, social media, etc.). n Needs Attention – 38|63|0 n Do a better job of telling our story. n Video thank you to all sponsors

F. Boys & Girls Club n Educating public – do a better job of telling our story n Helping workforce n No collaboration for the 2019 year n Reclassified for 2020 as task force G. Sally’s Place n Low on funding n Need more engagement – help n Ask for funding necessary for year n Serves 40-55 seniors with a hot meal on the 2nd Tuesday of the month creating public REALTOR® awareness v Live video from Sally’s place v Shout out on regular basis v Break up work time v Placemats with REALTOR® on it n As of 2019 no longer functions as an Association committee

H. Golf n REALTORS® name always out in front

I. Campout Against Cancer v needs help with fundraising v Own networking from chair (notifications, e-mails should come from chair not association) n Campout Against Cancer- being moved to BARCF

2020 Oversight Executive Anna Albiar GOAL #1

A. Increase compliance with the Code of Ethics. B. Enhance competence and knowledge through education and training. C. Promote the benefits of ethical practice. D. Deliver timely, relevant programs to support professional excellence. E.Enhance educational offerings by investing in strategic speakers. F. Create a Leadership Academy and mentoring model. G. Maintain a centralized online resource to promote educational programs.

OVERSIGHT EXECUTIVE ROLE: n To provide watchful and responsible care of the work being done by the various committees within their strategic goal category. n The Oversight Officer is a resource for the Chair and Vice Chair of their committees, advocates on their behalf to the Board of Directors and provides direction and performance tracking to ensure the prescribed policies and procedures are carried out for the benefit of our members and community.

*Scholarship Trustees

NOTE: DC = Director Coordinator SL = Staff Liaison 2020 Oversight Executive

GOAL #2

A. Provide a superior membership experience for all members. B. Maintain productive and responsive relationships within the industry, including brokers, agents and affiliated organizations. C. Expand and provide relevant and high quality programs, products and services to meet the demands of an evolving marketplace. D. Set growth metrics to monitor recruitment, retention and market share; focus on quality over quantity growth initiatives. E. Develop forums and advisory groups to engage the varied interests of members, transforming their discussions into educational content as applicable. F.Promote available resources and value of C.A.R. and NAR. G. Identify and build relations with allied organizations, i.e. property management, commercial brokers, new construction as well as geographic opportunities (for statistical gathering.)

2020 Oversight Executive Wayland Louie GOAL #3

A. Maintain efficient programs and best use of resources to serve the members and advance the mission. B. Rely on metrics and performance measures to monitor strategic plan progress. C. Invest in the Association office to maintain a sense of professional pride; explore investing in additional parking and classroom space to accommodate growth. D. Position REALTORS® in volunteer leadership roles who have completed the Leadership Academy and other paths to leadership. E. Invest in the technology necessary to support Association functions. F. Maintain professional staffing sufficient to support Association growth and advancement of the strategic plan. G. Align committees with strategic plan to produce significant results.

2020 Oversight Executive Ronda Newport GOAL #4

A. Maintain policy platforms that correspond with the strategic plan on issues impacting our industry. B. Lead coalition efforts with industry partners. C. Support RPAC, “The voice and muscle of the REALTOR®” D. Increase awareness and grassroots involvement of members. E. Allocate sufficient resources to support an effective government affairs program. F. Enhance involvement as a leader and stakeholder in economic development and local public policy. G. Educate membership to be Ambassadors in the community and to increase the REALTOR® brand awareness. H. Be cognizant of resources from C.A.R. and NAR that can be used to support local advocacy. I. Consider feasibility of developing a task force or coalition of members dedicated to advancing public policy programs, working within approved messaging and channels of communication. J.Include a module on “advocacy and government relations” in the training of future leaders.

2020 Oversight Executive Athena Collup GOAL #5

A. Position REALTORS® as a positive force in the community; and a means to engage members. B. Evaluate and strategically coordinate fund raising efforts and philanthropic giving, being sure to allocate overhead costs appropriately. C. Develop a strategic plan for the Bakersfield Association of REALTORS® Foundation that will advance member awareness and raise adequate funds. D. Provide scholarships for students pursuing a course of study in real estate or a related field at college or graduate levels. E. Maintain the integrity and innovation of the MLS. F. Rely on open channels of communications (i.e. suggestion box, social media, etc.).

Ronda Newport

2020 President

Strategic Goals

I. EDUCATE

2020 Oversight Executive Anna Albiar

Vice President II. ENGAGE

2020 Oversight Executive Scott Knoeb

President Elect

n Education Advisory DL: Martha Johnson Chair: Carrie Williams Vice-Chair: Martha Johnson SL: Kim Huckaby & Cindy Kiser

n Commercial Investment DL: Wayland Louie Co-Chair: Clint Bear Co-Chair: Wayland Louie Vice-Chair: AJ Bhuee SL: Claudia Bugarin

n Member Onboarding (Includes Career Booster) DL: Kym Plivelich Chair: John Houchin Vice-Chair: Vanessa Hartwig SL: Linda Marie Curutchague

n Technology DL: Anna Albiar Co-Chair: Anna Albiar Co-Chair: AJ Bhuee SL: Jamey Lyster n Affiliates DL: Ryan Dobbs Chair: Suzi Beaty Vice-Chair: Dan Ardis SL: Meghan Cooper

n Hospitality DL: Ronda Newport Chair: Debi Roberson Vice-Chair: Shari George SL: Cindy Kiser & Meghan Cooper

n Brokers Advisory Group DL: Glenn Porter Chair: David Knoeb Vice-Chair: Bill Mell Vice-Chair: Bill Redmond SL: Kim Huckaby

n Brokers Forum DL: Bill Mell Chair: Bill Mell Vice-Chair: Michelle Valverde SL: Kim Huckaby

n Communications & Public Relations (CPR) DL: Michelle Cooper Chair: Derek Sprague SL: Kim Huckaby and Carol Duran

n MLS Open Forum DL: Anna Albiar Chair: Bobby Chaloub Vice-Chair: Tim Roberts SL: Jamey Lyster

n YPN DL: Ryan Dobbs Chair: Ryan Dobbs Vice-Chair: Gary Frausto SL: Marrisa Williams III. LEAD

2020 Oversight Executive Wayland Louie

Secretary Treasurer

Strategic Alliances

n Grievance Chair: Kathy Kotsiomitis Vice-Chair: Kevin Palla SL: Claudia Bugarin

n Leadership Academy Dean: Brian Tuttle Dean Elect: Derek Sprague SL: Kim Huckaby

n Nominating DL: Athena Collup Chair: Athena Collup SL: Kim Huckaby & Claudia Bugarin

n Professional Standards Chair: Traci Garza Vice-Chair: Judy Camp SL: Claudia Bugarin

n REALTOR® & Salesperson of the Year DL: Ronda Newport Chair: Bill Redmond Vice-Chair: Ronda Newport SL: Kim Huckaby & Claudia Bugarin

n Strategic Planning/Finance DL: Wayland Louie Chair: Wayland Louie Vice-Chair: Anna Albiar SL: Kim Huckaby & Ginger Edwards

n C.A.R. Directors Anna Albiar Sheri Anthes Athena Collup Ryan Dobbs Midge Jimerson David Knoeb Scott Knoeb Ronda Newport Theresa Olson Jeanne Radsick Derek Sprague

n NAR Directors David Knoeb Jeanne Radsick Derek Sprague

n YPN Advisory DL: Ryan Dobbs Chair: Ryan Dobbs Vice-Chair: Gary Frausto SL: Marrisa Williams IV. ADVOCATE

2020 Oversight Executive Ronda Newport

President

n LCRC DL: Wayland Louie Chair: Wayland Louie SL: Kim Huckaby

n REALTOR® Government Review Advisory Council (RGR) DL: Wayland Louie Chair: David Knoeb Vice-Chair: Sheri Anthes SL: Kim Huckaby V. SERVE

2020 Oversight Executive Athena Collup

Immediate Past President

*REALTORS® CARE n Bakersfield Association of REALTORS® Charitable Foundation Inc. [BARCF-501(c)(3)] DL: Athena Collup President: Athena Collup SL: Kim Huckaby

n Golf Tournament DL: Michelle Cooper Chair: Nik Megazzi Vice-Chair: Gary Carruzco SL: Linda Marie Curutchague