Las cruces first planning sessions
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  • What are the 3 biggest challenges? <br />
  • 80% or more <br />
  • Look at mission statements <br />
  • Look at materials <br />
  • Business model—how to construct <br />
  • Strategy form <br />

Las cruces first planning sessions Las cruces first planning sessions Presentation Transcript

  • Organizational Development & Strategic Planning Project Best Practices Briefing Session LCAR Strategic Planning 2014: JWL Associates 1
  • 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 LCAR Strategic Planning 2014: JWL Associates 2
  • The Capacity Assessment • Organizational Capacity Building: Actions that improve association effectiveness including organizational and financial stability, program quality, and growth. • 5 Elements: o o o o o Leadership Adaptability Management Operations Technology LCAR Strategic Planning 2014: JWL Associates 3
  • The Result? A GREAT Organization LCAR Strategic Planning 2014: JWL Associates 4
  • LCAR Strategic Planning 2014: JWL Associates 5
  • • Transformational governance • Diversified funding • Partnerships and regionalization • Professional development • Expanding Membership Structures • Focus on serving members LCAR Strategic Planning 2014: JWL Associates 6
  • 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 LCAR Strategic Planning 2014: JWL Associates 7
  • • 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 LCAR Strategic Planning 2014: JWL Associates 8
  • LCAR Strategic Planning 2014: JWL Associates 9
  • • “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 LCAR Strategic Planning 2014: JWL Associates 10
  • • • • • 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 LCAR Strategic Planning 2014: JWL Associates 11
  • • 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 LCAR Strategic Planning 2014: JWL Associates 12
  • • Strategic structuring/restructuring • Revenue diversification • Professional development in financial management and capital structures • Professional development in technology & evaluation to be a performance driven organization LCAR Strategic Planning 2014: JWL Associates 13
  • 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 energy; risk- trying to be everything LCAR Strategic Planning 2014: JWL Associates 14
  • 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; redefining service niche LCAR Strategic Planning 2014: JWL Associates 15
  • Where is the Las Cruces Association of Realtors in its life cycle? What does this mean for its leadership? LCAR Strategic Planning 2014: JWL Associates 16
  • What major challenges will the Las Cruces Association of Realtors face over the next few years? How will its leadership need to change to address these challenges? LCAR Strategic Planning 2014: JWL Associates 17
  • • Ultimately…EVERYTHING! – The board of directors has legal responsibility and authority for everything the organization does. • Accomplishes most daily activities by delegation to staff and volunteers. • Mission development, policy, oversight and planning cannot be so easily delegated. LCAR Strategic Planning 2014: JWL Associates 18
  • 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 LCAR Strategic Planning 2014: JWL Associates 19
  • The level of competence that is expected of a board member. o Commonly expressed as the duty of “care that an ordinarily prudent person would exercise in a like position and under similar circumstances.” o 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. LCAR Strategic Planning 2014: JWL Associates 20
  • 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. LCAR Strategic Planning 2014: JWL Associates 21
  • A board member’s obligation to be faithful to the organization’s mission. o They are not permitted to act in a way that is inconsistent with the central goals of the organization. o Adhere to public laws and organizational policies. o Members’ trust that the organization will manage donated funds to fulfill the organization’s mission. LCAR Strategic Planning 2014: JWL Associates 22
  • Duty of Confidentiality – Board Members must handle organizational information with discretion Duty of Transparency - Reporting & communication to members - Community responsibilities LCAR Strategic Planning 2014: JWL Associates 23
  • 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. LCAR Strategic Planning 2014: JWL Associates 24
  • 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. LCAR Strategic Planning 2014: JWL Associates 25
  • 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 LCAR Strategic Planning 2014: JWL Associates 26
  • 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. LCAR Strategic Planning 2014: JWL Associates 27
  • 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. LCAR Strategic Planning 2014: JWL Associates 28
  • • Process Tools Deliberately create a culture of inquiry to Brainstorm possibilities, evaluate org. assets, develop criteria for pursue new models and solutions successful social enterprise, rate options Revenue Diversification • Process looking by Fieldstone Alliance, NorthSky approved administrator Stop developed in rearview mirror/ set up GPS for each social enterprise option • Develop business governance is a performance issueRecognize modelPlanning Tools-in NS Resource Center CFNE/NECE Business legal legal fiduciary requirements still apply, Determine and and tax implications-strategic structuring or but restructuring Lawyer, CPA-bring outline of business plan only as a starting place 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 LCAR Strategic Planning 2014: JWL Associates 29
  • LCAR Strategic Planning 2014: JWL Associates 30
  • LCAR Strategic Planning 2014: JWL Associates 31
  • LCAR Strategic Planning 2014: JWL Associates 32
  • How to be a “best practicing” Board? LCAR Strategic Planning 2014: JWL Associates 33
  • Next Steps Governance Briefing Session Organizational Capacity Assessment Review Begin planning—Mission Statement and Goals MLS Mission and Business Plan Strategies Consultant offers draft of plan. Complete Plan Review, submit to Board of Directors Directors implement and evaluate progress LCAR Strategic Planning 2014: JWL Associates 34
  • MLS Session • • • • • • • • Review yesterday Capacity Survey Biggest Challenges Mission Statement Business Model Develop Strategies Consultant Drafts Plans LCAR reviews, adopts, implements LCAR Strategic Planning 2014: JWL Associates 35
  • Capacity Survey LCAR Strategic Planning 2014: JWL Associates 36
  • Highest Marks • Leadership roles are clearly defined • Board appropriately sets governing policy • Association governance structure is clearly defined • Almost there: o Physical space is suitable for current and future association needs o A cooperative relationship between state and national associations o Legal support is readily available LCAR Strategic Planning 2014: JWL Associates 37
  • Lowest Marks—Professional Staff and Leaders • Staff actively participates in decision-making • A professional development plan is in place for Board and staff • All volunteer roles have clear written position descriptions and expectations • All volunteers are trained before they begin working LCAR Strategic Planning 2014: JWL Associates 38
  • Lowest Marks-Governance LCAR and SNMMLS have clear mission statements The association has a compelling vision The vision is reflected in clear goals Decision-making processes are open and transparent • LCAR and SNMMLS has whistle blower and conflict of interest policies in place • • • • LCAR Strategic Planning 2014: JWL Associates 39
  • Lowest Marks— Communication and PR • The association has an external communications program. • There are regular external communications such as press releases, news conferences, social media • The association uses high quality marketing materials for external communication • The association is viewed as a community leader • Website visitor statistics are captured and reviewed on a regular basis by staff LCAR Strategic Planning 2014: JWL Associates 40
  • Lowest Marks—Fiscal Management 1 • An annual work plan guides the achievement of the goals and objectives of the association and the MLS • The decision to use volunteers for projects rather than paid staff is based on cost benefit analysis • The association and MLS have sufficient financial resources to meet the goals • In addition to member dues, the association implements sustainable income development • Leadership regularly identifies and assesses revenue-generating activities LCAR Strategic Planning 2014: JWL Associates 41
  • Lowest Marks—Fiscal Management 2 • When revenue-generating opportunities are identified, business plans are developed • Leadership regularly identifies and assesses opportunities for various types of partnerships with associations and businesses • Financial accounting records are maintained and easily available to members LCAR Strategic Planning 2014: JWL Associates 42
  • What members and leaders don’t know • Does LCAR and the MLS have a clear purpose and mission? • Does the association have written policies and procedures for personnel, operations, and volunteers? • Is the BOD meeting attendance consistently strong? • Are BOD and Committee meetings well planned and purposeful? • Does the association have an external communications plan? • Is strategic planning a regular activity? LCAR Strategic Planning 2014: JWL Associates 43
  • What members and leaders don’t know 2 • Is there an annual work plan to help the association and MLS move toward its mission? • Is the staff personnel records and employeremployee requirements effective and legally adequate? • Do volunteers have clear job descriptions and are they well trained? • Are volunteers used after a cost benefit analysis? • Does the association and the MLS have adequate funds to achieve the mission and goals? LCAR Strategic Planning 2014: JWL Associates 44
  • What members and leaders don’t know 3 • Do we have sustainable income development in addition to dues? • Is the association/MLS insurance coverage regularly evaluated? • Does LCAR and SNMMLS produce regular financial reports comparing actual and budgeted expenses? • Does the association follow accepted financial control procedures? • Has the association met mandated procedures from IRS LCAR Strategic Planning 2014: JWL Associates 45
  • What members and leaders don’t know 4 • Are our financial and accounting records maintained and easily available to members? • Does the association participate in regional or state policy decisions? • Do we monitor statistics on visitors to our website? LCAR Strategic Planning 2014: JWL Associates 46
  • Final Comments from Survey Participants LCAR Strategic Planning 2014: JWL Associates 47
  • Mission Statement LCAR Strategic Planning 2014: JWL Associates 48
  • Vision: If we achieved our mission…. LCAR Strategic Planning 2014: JWL Associates 49
  • Business Model Statement LCAR Strategic Planning 2014: JWL Associates 50
  • Goals LCAR Strategic Planning 2014: JWL Associates 51
  • Strategy Components • Clear Statement of strategy • Strategy Manager (name) • Timeline for benchmarks and completion • Resources needed LCAR Strategic Planning 2014: JWL Associates 52
  • Strategic Plan • • • • • • Mission statement everywhere! Use the strategy screen Strategic thinking on every agenda Plan reports at least quarterly Annual Work Plans Communicate! LCAR Strategic Planning 2014: JWL Associates 53
  • LCAR Flow Chart LCAR Strategic Planning 2014: JWL Associates 54
  • MLS Flow Chart LCAR Strategic Planning 2014: JWL Associates 55
  • MLS Committee Work • • • • • • • Rules/Enforcement Policy Vendor relations/contracts Finance/Business Administration Governance Member Service Public Image LCAR Strategic Planning 2014: JWL Associates 56