Annual leadership retreat for officers, directors.

1. Collin County
Association of Realtors
Strategic Planning Session
2010
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2. Agenda

Introduction

Mission Statement

Strengths and Weaknesses

“Game Changer” Trends

Business Model Strategy Statement

Group Wisdom: Goals and Objectives for
the Current Plan

Plan Implementation
Judith Lindenau JWL Associates 2

3. TODAY'S MISSION STATEMENT

The purpose of our meeting is to focus on
the Collin County Association of Realtors by
assessing its current organizational
effectiveness and its immediate future
direction.

Secondary benefits: an informed leadership
and staff, a process to continue strategic
decision-making
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4. Components of Traditional
Strategic Planning
Member Assessment (demographic analysis)
• Needs to be done every 2-3 years
Community Inventory (SWOT)
Industry Review
Completed Strategies and Implementation
Program
Structural Audit
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5. Demographic Analysis
1. Age range
2. Income from Real Estate
3. Physical location where they do business
4. Experience in Real Estate (length of time)
5. Amount of time spent in real estate per week
6. Function (management, sales, support) and
specialty
7. Education level

6. Action Item One
THE MISSION STATEMENT
Each Member Should be able to Verbally
Express the Mission
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7. CCAR MISSION STATEMENT
To aggressively provide the tools
and resources for our members
to succeed.

8. PRIORITIES
1. Success of
brokerages
2. Strengthen the
regional community
3. Superior membership
experience for all
4. Exceptional
membership value
proposition
5. Powerful public
profile
6. Build capacity to do
the first five
7. Recognized source of
information in the
region

9. Action Item Two
STRENGTHS AND
WEAKNESSES
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10. ACTION ITEM THREE
BACKGROUND:
THREE 'GAME CHANGER'
TRENDS
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11. Game Changer #1
Demographic Shift
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12. Judith Lindenau JWL Associates 12

13. Seniors

Learn in traditional ways such
as reading and classrooms;

Consider their work a vital
part of their "social identity;"

Have had only one to three
jobs in their careers;

Dislike and distrust
technology

May be unfamiliar with the
pressures of two-career
families.
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14. Judith Lindenau JWL Associates 14

15. geeks often--
 Are committed to making a life, not just a living;
 View team-building, engagement, and partnerships as essential to
leadership;
 Recognize that with diversity come new perspectives, ideas, and
insights;
 Desire and believe that they can better the world;
 Are experimental and entrepreneurial, less loyal to employers;
 Learn through both traditional and experiential means;
 enjoy technology
 Are more secure with insecurity and change;
 Have limited time for association work
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16. Geek at Home
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17. Barriers to CCAR Success
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18. 
Out-dated governance models

Delivery models for goods and services

Expectations of ‘participatory’ membership

Time Commitment

Poor association technology track record

Lack of response to needs of younger
members
The Geeks Present a Challenge
to Any Organization
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19. Change Management/Decision
Timelines
1. Consolidate decisions—management v. strategic
2. Organize meetings—timed agenda
3. Eliminate layers—crowd source and technology techniques for issues
4. Use strategy screen
5. Depend on policy, don't reinvent the wheel
6. Trust experts (members, committees, staff)
7. Use an experience/skill model; less emphasis on representative model of
decision-making.

20. Game Changer #2
MLS CHANGE
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21. LIFE Without MLS

Income

Member Recruitment

Member Retention

Ethics and
Professional Behavior
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22. Revise Your Thinking!

MLS as a separate Cost Center

Plan and deliver association
benefits and services as though
members had a choice
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23. Game Changer #3
BROKERAGE MODELS
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24. Projected Business Model
Changes

Leaner and Meaner

Fewer Bricks and Mortar
Amenities

Specialized Employees

Emphasis on better
production and services

Diversity of services in
'customer for life'
environment
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25. Impact on Associations

Fewer Members

More Specialists

Membership
Requirements--
licensure

Electronic
Communications

Delivery of Services

Public Relationships
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26. Action Item #4
Construct a Business
Model Statement
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27. Definition:
“What keeps the organization sustainable?”
A statement which defines the methods by
which the organization accomplishes its
mission and generates revenue
Answers the question,
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28. Examples:
Google is a business. The revenue we generate
is derived from offering search technology to
companies and from the sale of advertising
displayed on our site and on other sites across
the web.”
Food bank business model statement: "We obtain
donated food from businesses (85%) and
individuals (15%), sorted and distributed largely
by volunteers, and financially supported by
individual donors and the community foundation."
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29. Action Item #5
Crowd Sourcing:
Goals and Objectives
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30. Goals and Objectives

Goal

Definition: A broadly
stated general value

Example: I need to
get out of town!
Objective
Definition: A
measurable plateau
Example: I will vacation
for 2 weeks in the
Bahamas
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31. Strategies

I will save $2,000 from my
next commissions

I will find a house to rent using
vrbo

I will decide on the location
based on fishing, beaches
and price

I will book the airline tickets

I will block off my calendar at
least 3 months in advance

I will buy a new bathing suit
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32. 4 Components of a Strategy
1. what
2.who
3.resources
4.timeline

33. CCAR Planning Work Groups

Facility and Location

Leadership Development

Membership Growth, Recruitment, Define new
ways to Participate, Communication

Increased Community Image and Heightened
Visibility
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34. Implementation
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35. Steps

Approve the Plan

Design and Approve Strategies and
Benchmarks

Spend time at each BOD meeting on Strategic
Thinking

Budget the PlanJudith Lindenau JWL Associates 35

36. Closing Details

Handouts included:
− Pre-work on Mission Statement and Association
Strengths and Weaknesses
− Business Model Strategy Statement
− Strategy Screen
− Project Planning and Marketing Worksheet
− Implementation Suggestions

Plan will follow within 1 week

Slide presentation is available on www.slideshare.com

Contact information: Judith@JudithLindenau.com (231-715-
1416) Judith Lindenau JWL Associates 36

37. Thank you!
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