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Gbbr org develop & planning sessions

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Introduction to the Strategic Planning Process for a Realtor organization

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Gbbr org develop & planning sessions

  1. 1. Organizational Development& Strategic Planning ProjectGovernance Briefing Session GBBR Strategic Planning 2013 1
  2. 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 GBBR Strategic Planning 2013 2
  3. 3. The Capacity AssessmentOrganizational Capacity Building Actions that improve association effectiveness including organizational and financial stability, program quality, and growth.Five elements• Leadership• Adaptability• Management• Operations• Technology GBBR Strategic Planning 2013 3
  4. 4. My job as Interim EVP Board training Organizational capacity assessment Development of action plan for 2013 Development of a strategic plan GBBR Strategic Planning 2013 4
  5. 5. THE RESULT?A GBBR CEO GBBR Strategic Planning 2013 5
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  7. 7. • Transformational governance• Diversified funding• Partnerships and regionalization• Professional development• Expanding Membership Structures• Focus on serving members GBBR Strategic Planning 2013 7
  8. 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 GBBR Strategic Planning 2013 8
  9. 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 GBBR Strategic Planning 2013 9
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  11. 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 GBBR Strategic Planning 2013 11
  12. 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 GBBR Strategic Planning 2013 12
  13. 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 GBBR Strategic Planning 2013 13
  14. 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 GBBR Strategic Planning 2013 14
  15. 15. Organizational Life CycleStage CharacteristicsConception/ Infancy Voluntarily coming together to solve a problem; high energy & enthusiasmInfancy Founder in charge; work expands beyond what the founder can doPuberty Org. expands but is awkward in dealing with coordination & external affairs; professional management emergesYoung Adulthood More formal management, policies, and procedures; emerging politicsAdulthood Mastering environment; serving clients; established management; New ideas contemplated; high GBBR Strategicenergy; risk- trying to be everything Planning 2013 15
  16. 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 GBBR Strategic Planning 2013 16
  17. 17. Where is the Greater Baltimore Board ofRealtors in its life cycle?What does this mean for its leadership? GBBR Strategic Planning 2013 17
  18. 18. What major challenges will the GreaterBaltimore Board of Realtors face over thenext few years?How will its leadership need to change toaddress these challenges? GBBR Strategic Planning 2013 18
  19. 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. GBBR Strategic Planning 2013 19
  20. 20. There are three broad “legal duties” that formthe standards of conduct that all boards ofdirectors are expected to adhere to: – Duty of Care – Duty of Loyalty – Duty of Obedience GBBR Strategic Planning 2013 20
  21. 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. GBBR Strategic Planning 2013 21
  22. 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. GBBR Strategic Planning 2013 22
  23. 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. GBBR Strategic Planning 2013 23
  24. 24. Duty of Confidentiality– Board Members must handle organizational information with discretionDuty of Transparency - Reporting & communication to members - Community responsibilities GBBR Strategic Planning 2013 24
  25. 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. GBBR Strategic Planning 2013 25
  26. 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 reports4. Ensure adequate resources. Performance Goal (Recommended Practice)- Conduct financial forecasting. Identify financial needs resulting from strategic plan. GBBR Strategic Planning 2013 26
  27. 27. 5. Ensure legal and ethical integrity andmaintain accountability. Performance Goals (Recommended Practices)- Realtor Directors are responsible for makingdecisions in the interest of the organization. • Board role description • Establish policies GBBR Strategic Planning 2013 27
  28. 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. GBBR Strategic Planning 2013 28
  29. 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. GBBR Strategic Planning 2013 29
  30. 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 GBBR Strategic Planning 2013 30
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  34. 34. How to be a “best practicing” Board? GBBR Strategic Planning 2013 34
  35. 35. PROJECT TIME & NEXT STEPSNovember 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 PlanningDecember 12 Complete Strategies Wrap up.December 31: Complete Plan Review, submit to Board of Directors GBBR Strategic Planning 2013 35

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