Gbbr org develop & planning sessions

Organizational Development
& Strategic Planning Project
Governance Briefing Session

GBBR Strategic Planning 2013 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


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


My job as Interim EVP

Board training

Organizational capacity assessment

Development of action plan for 2013

Development of a strategic plan


THE RESULT?

A GBBR CEO

• Transformational governance
• Diversified funding
• Partnerships and regionalization
• Professional development
• Expanding Membership Structures
• Focus on serving members


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


• 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

• “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

• 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


• 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


• Strategic structuring/restructuring
• Revenue diversification
• Professional development in financial
management and capital structures
• Professional development in technology &
evaluation to be a performance driven
organization


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
Planning 2013 15

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


Where is the Greater Baltimore Board of
Realtors in its life cycle?

What does this mean for its leadership?


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?


• 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.


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


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.


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.


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.


Duty of Confidentiality
– Board Members must handle organizational
information with discretion

Duty of Transparency
- Reporting & communication to members
- Community responsibilities


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.


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.


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


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.


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.


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

How to be a “best practicing” Board?


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

Gbbr org develop & planning sessions

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