Vision

To be the premier REALTOR® Association

in Colorado

Mission

Fort Collins Board of REALTORS® empowers its members to be ethical,

professional and successful by providing exceptional services and protecting real property

rights.

The Public Values, Respects

and Uses REALTORS®

Ethical Standards Are Enforced and Professional Courtesies are encouraged

Public Policy/Regulations are Favorable To the Real Estate

Industry

Members Have Current and Comprehensive Information

Members Are Knowledgeable About Industry Issues/Trends

Members Have a Sense of

Mutual Purpose, Cooperation, and Support among Members

Members Are Aware of

Exclusive Benefits

Gear offerings toward time

savings & increased revenue

Communicate in a highly

visible & tangible way

Leverage existing resources; volunteers,

brokerages, state, national, & other

Deliver greater value via

focused core mission based services/programs to

membership, and where appropriate towards the

public

REALTOR® & Consumer Advocacy

Networking & Events

Education & Professionalism

No more than Seven (7) Strategic Actions that

are focused on throughout an elected

year (Oct-Sept) that help to achieve the

organization’s long term Vision, Mission, & Goals

(Including but not limited to specific)

• Programs • Services • Policies • Tasks • Actions

FCBR Strategic Action Plan

Develop an attendance tracking system to improve direct communications, better understand participation trends, and produce a system to evaluate the association's performance in member engagement

• Update Member Info via Dues Collection • Task group(s) to help with implementation • Identify Tracking System/Check in Program

(membership card/reader) • Consider an RFP and outreach to other

Associations to develop system • Rewards based campaign(s) for

participation • Self-Check in based systems • Outline a plan of how to utilize the data • Develop an online web form system • Establish a matrix by which to create ratings

and related reports • Incentives campaign for attaining certain

ratings • Coordinate with Managing Brokers

FCBR has a tracking system that can be utilized year over year in a meaningful way to strengthen engagement Improve FCBR’s ability to communicate with members based on their demonstrated interests We are able to utilize the data collected in meaningful ways to improve our value proposition and strengthen engagement Attendance is increased for FCBR offerings This project may be reevaluated & altered if it is determined that the time, effort and energy are out of line with the value offered due to the difficulty of implementation

Research tracking system options and have potential system identified by January 2015 Develop rewards/incentive based programs by February 2015 Enact rewards/incentive based programs as soon as possible after development Data utilization strategies and matrix for rating complete by June 2015 Establish task groups in coordination with related task deadlines

Establish a repeatable Organizational Assessment/Audit process to ensure policies and procedures reflect our operational systems and comply with N.A.R.’s minimum standards

• Assess Policy Governance Manual &

update as needed • Rework committee structure to reflect new

Strategic Implementation Team approach • Update administrative policies • Adopt new employee manual • Clean up shared department & BOD folders • Assure that FCBR is in compliance with the

N.A.R. minimum standards requirements • Assess related items that will create greater

predictability & streamlining • Evaluate & revise AAC structures, related

policies, and programs

Policies and procedures better reflect and ensure adherence to our current operational structure By meeting the N.A.R. minimum standards requirements prior to the deadline of June 2015 Greater clarity for volunteers and staff with regard to our operational systems Greater efficiency and accuracy are established A repeatable assessment/audit process is implemented and executed every 3 years or as directed by N.A.R.

Assess all manuals by December 2014 Make recommended changes to manuals by February 2015 Complete N.A.R. minimum standards reporting by May 2015 Update all policy related items by September 2015 Clean up folders by April 2015 Determine assessment/audit frequency and related processes by June 2015

Protecting Our Housing Future: Affordable = Achievable Housing Campaign 2.0

• Continued focus on affordability for average wage earners

• Proactively meet w/ housing orgs. & convene a coalition

• Proactively work with and lobby City • Seek CAR & NAR funding • Media Campaigns

(Radio/Online/Paper/Social) • Determine REALTOR® liaisons • Leverage market report Housing

Affordability Index • Develop additional Marketing Materials • Build on 2014 successes • Broaden messaging to focus on consumers • Utilize task group(s) as needed • Conduct Call to Action Campaigns

Continue to increase public & member knowledge of issues related to affordability for all wage earners and FCBR’s efforts to protect & maintain affordability for all Increase in RPAC participation and funds vs. 2014 ($25,000) Enhanced community image of REALTORS® and the REALTOR® brand Improved relationships with housing partners and elected officials FCBR is recognized as THE voice for housing

Review/Assess 2014 efforts by November of 2014 Consider need for additional/new marketing materials & media campaigns by January 2015 Basics/tools of campaign in place by February 2015 & full program in place by June 2015. Seek any potential funding by Spring 2015 Then use throughout remainder of year and as applicable on an ongoing basis Act on policy items as they arise

Develop & Execute a Repeatable Strategic Networking & Events Planning Approach

• Focus on fewer events with higher quality • Leverage Survey & Focus Group Info to

produce high quality events • Plan 12 month Calendar of Networking • Create an Interactive & Fun Networking

environment • Develop tools/resources for promotion • Consider taking events to larger offices • Greater cooperation with other associations

to provide additional networking opportunities

• Consider budgeting for speakers, presentations, and activity

• Work with YPN to coordinate offerings • Expanded role for Affiliates in activities at

events • Continue to link events when possible • Track attendee ratings of event via surveys • Track marketing partner satisfaction levels

Significant increase in attendance at membership events vs. 2013 & 2014 60% or more of event attendees are REALTOR® members Increased level of satisfaction among attendees Participation rates among newer members is equal to or greater than experienced members Stronger relationships with affiliates members and event partners Increase the perceived value for our marketing partners The number of Networking Department member interactions meet or exceed 2012 numbers (1,656)

Complete information gathering by November (surveys/focus groups) of 2014 Meet & plan 2015 calendar October through December 2014 Coordinate with AAC leadership on their role(s) October through December 2014 Proactively promote classes Jan.15-Dec.15 leveraging lessons from yearly planning promotional timelines strategies Midyear 2015 assessment of progress for success and area of improvement. Survey/focus groups throughout year for perception of performance. Meet with other partners as needed

Leverage the Yearly Planning Strategy to develop Promotional timelines & Strategies for upcoming membership offerings

• Build off of yearly planning approach • Outline a quarterly strategy • Outline an under 4 week strategy • Leverage the AAC • Look at additional communications options

outside of FCBR • Assign specific roles to committee/task

group members • Focus on personal invite strategies • Add ”how did you find out about this

offering?” to potential tracking systems • Incentive based approaches that reward

members for getting attendees • Set committee/task group attendance and

invitation goals • Where appropriate develop specific

messaging/strategies based on demographics

• Utilize office liaisons, mangers, & Brokers to get messages to larger offices

Significant increase in attendance vs. 2013 & 2014 Participation rates among newer members is equal to or greater than experienced members Stronger relationships with affiliates members Set a new annual record for the number member interactions by achieving over 4,000 or over 333 per month Established processes that can be utilized year over year for greater member participation and awareness

Debrief on successes and opportunities for improvement by November 2014 Coordinate with AAC leadership by November 2014 Develop all quarterly and monthly strategies November 2014- February 2015 Enact and refine strategies throughout 2014-2015 year Conduct midyear assessment of effectiveness Coordinate tracking efforts with attendance tracking SAP items

Establish & Conduct a “REALTORS® are…” - REALTOR® Value Campaign with Consumer & Member focused messaging that leverages REALTOR® resources

• Solicit membership input to develop campaign messages

• Leverage C.A.R. & N.A.R. campaign materials and messaging

• Utilize a contest based approach- individuals & offices

• Use member based photos taken by professional to tell story

• Conduct a 52 reasons campaign focused on the value of FCBR

• Seek out client testimonials- written/video • Look into N.A.R. funding opportunities • Develop promotional materials that

support/leverage this campaign • Consider doing a quarterly community

publication that focuses on the REALTOR® brand, FCBR’s impact on housing and the community

• Spotlights on member involvement in the community

• Outreach to pre-licensure classes

Member & community perception of the REALTOR® brand and value is improved Long term REALTOR® messaging/branding items are developed Greater members awareness of specific FCBR offerings Achieve 3 or more earned media stories Increased alignment between N.A.R., C.A.R., and FCBR’s messaging of the REALTOR® brand

Basics/tools of campaign in place by February 2015 & full program in place by April 2015. Seek any potential funding by Spring 2015 Conduct member involvement campaigns during 1st quarter of 2015 Then use throughout remainder of year and as applicable on an ongoing basis 52 Reasons campaign developed 4th quarter of 2014 for January 2015 implementation Assess feasibility of quarterly publication by April of 2015 If quarterly publication feasible have in place by June 2015