Collin County, Texas, Leadership and Planning
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Transcript of Collin County, Texas, Leadership and Planning
Hunterdon/Somerset Association of Realtors
Collin County
Association of Realtors
Strategic Planning Session 2010
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
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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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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Demographic Analysis
1. Age range2. Income from Real Estate3. Physical location where they do business4. Experience in Real Estate (length of time)5. Amount of time spent in real estate per week6. Function (management, sales, support) and specialty7. Education level
Action Item One
THE MISSION STATEMENT
Each Member Should be able to Verbally Express the Mission
Judith Lindenau JWL Associates
CCAR MISSION STATEMENT
To aggressively provide the tools and resources for our members to succeed.
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
Action Item Two
STRENGTHS AND WEAKNESSES
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ACTION ITEM THREE
BACKGROUND: THREE 'GAME CHANGER' TRENDS
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Game Changer #1
Demographic Shift
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Judith Lindenau JWL Associates
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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Judith Lindenau JWL Associates
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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Geek at Home
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Barriers to CCAR Success
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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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Change Management/Decision Timelines
1. Consolidate decisionsmanagement v. strategic
2. Organize meetingstimed agenda
3. Eliminate layerscrowd 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.
Game Changer #2
MLS CHANGE
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LIFE Without MLS
Income
Member Recruitment
Member Retention
Ethics and Professional Behavior
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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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Game Changer #3
BROKERAGE MODELS
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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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Impact on Associations
Fewer Members
More Specialists
Membership Requirements--licensure
Electronic Communications
Delivery of Services
Public Relationships
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Action Item #4
Construct a Business Model Statement
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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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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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Action Item #5
Crowd Sourcing: Goals and Objectives
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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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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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4 Components of a Strategy
1. what2.who3.resources4.timeline
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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Implementation
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Steps
Approve the Plan
Design and Approve Strategies and Benchmarks
Spend time at each BOD meeting on Strategic Thinking
Budget the Plan
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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: [email protected] (231-715-1416)
Judith Lindenau JWL Associates
Thank you!
Judith Lindenau JWL Associates
Judith Lindenau JWL Associates