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7/31/2019 NAR's 2012-2014 Strategic Plan
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Sagc Plan2012-2014Approved November 2011
NatioNal associatioN of REaltoRs
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Committee memberS
Robert M. Kulick (Chair) Caliornia
Elizabeth Mendenhall (Vice Chair) Missouri
Colleen A. Badagliacco Caliornia
Melanie A. Barker Caliornia
Je Vernon Barnett Caliornia
Toby S. Bradley Caliornia
Amanda S. DiVito Parle Colorado
Ginger A. Downs IllinoisDon Faught Caliornia
Michael J. Flynn Washington
John E. Foltz Arizona
Jarrod C. Grasso New Jersey
Bob Hale Texas
Christine E. Hansen Florida
Brooke S. Hunt Texas
Duncan MacKenzie New York
Sherri Meadows Florida
Lauren Mitrick IllinoisJudith Moses Massachusetts
Chris Nichols Utah
Heather G. Ozur Caliornia
Kenny Parcell Utah
Alex Perriello (Immediate Past Chair)
New Jersey
Matthew M. Phipps Rhode Island
Linda A. Rheinberger Nevada
D. Gary Rogers Massachusetts
Todd A. Shipman MinnesotaJerry R. Teeson Minnesota
David W. Walsh Caliornia
Ivan Zavala-Steidel Puerto Rico
2011 NAr Sagc Plannng C
NAr LeAderShiP teAm
Ronald L. Phipps Rhode Island
President
Maurice J. Veissi Florida
President Elect
Gary Thomas Caliornia
First Vice President
William J. Armstrong, III Maryland
TreasurerSteven C. Brown Ohio
First Vice President Nominee
Vicki L. Cox Golder Arizona
Immediate Past President
Vince Malta Caliornia
VP & Liaison to Govt Aairs
Elizabeth Mendenhall Missouri
VP & Liaison to Committees
Dale Stinton Illinois
Chie Executive Ofcer
NAr SeNior StAff
Janet Branton
Jerry Giovaniello
Bob Goldberg
Doug Hinderer
Laurie Janik
Mark Lesswing
Frank J. Sibley
Walt WitekLawrence Yun
NAr StAff
Paul Bishop (Sta Executive)
Stephanie S. Davis
Ken Fears
Caroline Van Hollen
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Sagc Plan2012-2014Approved November 2011
NatioNal associatioN of REaltoRs
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While gradual evolution oten marks
the transition rom one business
environment to another, the recent
nancial crisis and ensuing economic adversity
have combined into a mix o uncertain signals
or the real estate business and or organized
real estate.
Both residential and commercial real estate
markets have endured, and in many areascontinue to endure, a signicant level o
distress. This dislocation takes many orms
including ewer sales, weak prices, high
inventory levels, anxious clients and more
dicult and time-consuming transactions.
For many REALTORS, the past ew years have
been one o the most challenging periods ever
experienced.
As dicult as the current environment is
or REALTORS, one o the goals o strategicplanning is to look beyond near-term market
conditions and to instead question assumptions
and determine the primary orces that will shape
the business environment several years into the
uture. While the anticipated interplay o these
orces oten will not lead to a specic orecast
about the uture, it should, at a minimum,
provide useul guidance and scenarios to inorm
decision making.
Some o the most signicant orces that willaect the real estate industry over the next
decade include:
Cnsu an reALtor inacn w
tcnlgy. Inormation and communications
technologies already provide consumers
with vast numbers o opportunities to gather
inormation and make decisions when
conducting a real estate transaction. Experts
suggest that i anything this trend will
Sagc Plannng envnn
accelerate. Furthermore, increasingly powerul
business-oriented technologies may alter
the value-added role o REALTORS in the
transaction.
t Valu Ppsn. Consumers nd value
in many types o relationships, including the
relationship that many have with REALTORS
when buying, selling or leasing real estate.
However, what consumers value about thatrelationship is likely evolving as the cost
o accessing inormation declines and the
speed o communication increases. Similarly,
REALTORS nd value in their relationship with
the REALTOR organization given the increasing
importance o advocacy, inormation and
business tools needed to meet uture challenges
and opportunities.
dgapcs reALtorS an Cnsus.
The leading edge o the baby boom generationis approaching retirement while the children
o the baby boomers a cohort larger than
the boomers themselves have now started to
exert more infuence on economic and social
trends. Likewise, the transition to a younger,
more racially diverse generation o REALTORS
is underway. Both o these changes present
challenges or REALTORS and the REALTOR
organization as generational dynamics suggest
possible shits in consumer preerences at home
and in business.
Sucu reALtorS oganzan.
Experts suggest that associations o all types are
acing a period o rapid change and will need
to adjust their business models to adapt to that
change. This is especially true o associations
that represent, as does the REALTOR
organization, industries that are themselves
changing rapidly.
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The NATIONAL ASSOCIATION OF REALTORS
Strategic Plan sets orth a number o orward-
looking objectives that refect the challenges
and opportunities that are likely to emerge in an
uncertain world. Collectively, these objectives
ocus on ensuring a strong relationship between
REALTORS and consumers so that consumers
recognize REALTORS as proessional, competent
and trusted sources o inormation and services.
With the strength o the REALTOR organization
as a oundation, the Association will continue
to support public policies that advance the
real estate industry and private property rights
while also adhering to its vision as an eective
business and public policy advocate or its
members and the consumers they serve.
The NAR Leadership Team, Strategic
Planning Committee (SPC), CEO and
senior sta have agreed on a set o core
principles. These principles orm the basis or
the strategic objectives to ollow, and include:
The strategic plan should be a living
document and the process continuous
reviewed and updated regularly rom its
current version rather than being re-builteach year.
The plan should directly infuence operational
decisions and be a lens through which those
decisions are considered, thus having some
infuence over budgeting and operations o
NAR. However, the plan should ocus on
dening strategic objectives, rather than
dictating operational details and initiatives,
which is the role o the senior sta and
Leadership Team.
The strategic planning process is a partnership
among the SPC, the Leadership Team and
NAR sta.
Careul monitoring and measurement o
progress against the strategy are essential
to the process, but should be set up and
conducted by the sta and reported regularly
to the Leadership Team. Metrics should be
designed to measure the viability o the plansobjectives and overall progress towards them
as an organization (leadership, committees
and sta).
The process should encourage long-term
thinking, creativity and careul consideration
o over the horizon issues.
Sagc PlannngPncpls
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VisionNAR is the trusted voice or real estate and an eective business and
public policy advocate or its members and the consumers they serve.
Strategic Objectives1. Shape the uture o mortgage nancing to ensure a strong and
sustainable fow o capital into the mortgage nancing market place
2. Create and support a meaningul, long-term relationship between
REALTORS and consumers
3. Be the most comprehensive, reliable and accessible source o real estate
inormation
4. Improve the competency and proessionalism o REALTORS
5. Strengthen relationships with REALTORS and within the REALTOR
community
6. Support public policies that advance the real estate industry, protect
private property rights and promote sustainable real property
ownership, housing opportunities and homeownership
NAr Sagc Plan a a Glanc
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Strategic Objective 1
Shape the uture o mortgage nancing to ensure a strong andsustainable fow o capital into the mortgage nancing market place
Strategic Initiatives and End Results
en rsuls
inan
Through NAR communication and education,
members understand how to work in an
environment o nancial and economic
uncertainty
REALTORS are valued as a reliable resourceto assist the real estate consumer in all
nancial market environments
Avcacy
NAR is viewed as a valued partner and
resource in creating regulatory solutions that
avorably impact real estate nancing
NAR proactively identies and promotes
avorable solutions to real estate, nancial,
appraisal and taxation issues to help
strengthen the nancing marketplace
NAR encourages sound lending and nancial
practices while taking a leadership role
in ensuring the viability o a strong and
sustainable market or mortgage nancing
and continued ederal support or real estatenancing and capital in all market conditions
busnss Paccs
NAR supports the use and creation o a wide
range o mortgage products that serve the
needs o consumers
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en rsuls
rlansps
The term REALTOR is viewed synonymously
with proessionalism and competency
Consumers recognize that a REALTOR is an
integral part o any real estate transaction
REALTORS and consumers expectations
and consumers perception o REALTORS
competence are aligned
Through REALTOR advocacy, regulatory and
communication eorts, the consumer better
understands the various aspects o a real
estate transaction and the long-term benets
o real estate ownership
Consumers select REALTORS
as their trustedresource or all real estate services
NAR generates compelling messages that
encourage consumers to engage the services
o REALTORS to buy, sell and lease real
estate
NARs national messaging promotes the value
o homeownership and engages the consumer
in dialogue with the REALTOR
NAR encourages members to use innovative
solutions that support the REALTOR-
consumer relationship
NAR supports and encourages REALTORS
to develop long-term relationships with
consumers, acting as their trusted resource
and as valuable members o their shared
communities
Strategic Objective 2
Create and support a meaningul, long-term relationshipbetween REALTORS and consumers
busnss Paccs
The consumer recognizes that REALTORS
adhere to a strict Code o Ethics
REALTORS meet consumers expectations o
honesty and local market knowledge while
engaging in business practices that serve
client interests
REALTOR associations, MLSs and NAR
members protect consumer privacy and
ensure the security o consumer and
proprietary inormation
REALTOR-owned and controlled multi-media
applications are the trusted source o accurate
inormation or consumers and drive trac to
our members
inan
NAR supports innovative tools or the
delivery o comprehensive real estate
inormation to establish REALTORS as
the trusted source o local real estate
inormation or consumers and the
media
NAR promotes the value o real
property ownership by providing
accurate and reliable inormation onthe benets o ownership and its positive
impact on amilies, communities and society
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rlansps
NAR encourages and supports interactive real
estate communications and technology or
REALTORS
NAR encourages and supports collaborative
relationships with organizations representing
diverse groups o members
NAR communications refect and
accommodate increasingly diverse members
and consumers
busnss Paccs
NAR supports REALTOR-centric transaction
management platorms or its membership
NAR educates its members and communicates
best practices or ensuring inormationsecurity and consumer privacy
NAR develops tools to assist associations,
MLSs and REALTORS in securing their
electronic assets
NAR promotes products and services,
including the best, most cost-eective
technologies, designed to help REALTORS
increase productivity, protability and the
value provided to consumers
Strategic Objective 3
Be the most comprehensive, reliable and accessible source oreal estate inormation
inan
NAR makes real-time analytic property
inormation available to all REALTORS,
without regard to geographic boundaries
REALTORS have timely, cost-eective access
to uniorm real property inormation
NAR produces, disseminates and providesways or members to segment and customize
inormation on all aspects o the real estate
industry including, but not limited to,
residential, commercial, property management
and international markets
NAR collects and disseminates timely
inormation refecting the growing diversity
o consumer and member demographic
characteristics and preerences
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Strategic Objective 4
Improve the competency and proessionalism o REALTORS
en rsuls
rlansps
Members and consumers recognize that
being a REALTOR means commitment to the
highest level o competence, adherence to the
Code o Ethics, and dedication to proessional
courtesy
NARs membership criteria are recognized
by real estate associations around the
world as a model or ensuring the highest
level o eectiveness, competency and
proessionalism
busnss Paccs
NAR supports consumer eedback and
ratings that are used to improve REALTOR
perormance
NAR promotes higher licensing standards
NAR promotes the creation o advanced real
estate degree programs, as well as other types
o educational training, or members
inan
REALTORS are recognized by consumers as
skilled and competent sources o real estate
inormation and local market knowledge
REALTORS are well-inormed about and
engaged in local, state and national public
policy discussions aecting real property
ownership
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Strategic Objective 5
Strengthen relationships with REALTORS and withinthe REALTOR community
en rsuls
rlansps
NAR supports the use o social media
applications as eective business tools or
advocacy, education, marketing and member
involvement
Members utilize online communities toenhance REALTOR-to-REALTOR dialogue
NAR encourages and benets rom a diverse
membership and leadership
NAR enhances its collaborative role with
members, local and state associations and
aliated institutes, societies, councils, and
global partners to promote common interests
NAR osters meaningul involvement,fexibility and eciency in the decision
making process
busnss Paccs
NAR continually evaluates and innovates to
acilitate business and nancial opportunities
or its members
NAR leads the eort to promote a global
marketplace that ensures sae, air and orderly
real estate transactions
Members recognize NAR as a trusted provider
o relevant inormation, products and services
inan
NAR develops policies and adopts
innovative technologies which lead to
more comprehensive and reliable member
inormation at all levels o the organization
NAR eectively communicates its value tomembers to oster high levels o engagement
and involvement in the communities they
serve
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Strategic Objective 6
Support public policies that advance the real estate industry,protect private property rights and promote sustainable realproperty ownership, housing opportunities and homeownership
en rsuls
rlansps
NAR is recognized as THE advocate or
legislative, regulatory and legal policies that
benet REALTORS and real property interests
NAR supports REALTORS and others aligned
with REALTOR interests seeking election orappointment to public oce
NAR builds relationships with coalitions and
advocacy groups to strengthen public policy
positions
busnss Paccs
NAR utilizes targeted communication
channels and technology to promote
REALTOR interests
inan
NAR evaluates and communicates the success
o our advocacy programs
NAR raises awareness and keeps stakeholders
at all levels o the organization up to date
about public policy issues and their impact on
the REALTOR community and consumers
Avcacy
NAR promotes and supports policies that
protect and sustain the societal value o home
ownership
NAR continues to strengthen its involvement
in legislative, regulatory and political
advocacy at the national level and supports
eorts at the state and local levels
NAR supports housing that is aordable and
available to all
NAR oers inormation and education on
advocacy to our global partners
NAR provides opportunities or REALTORS to
partner with consumers in advocacy
NARs supports policies that sustain and
protect property rights and the ability o
consumers to eectively and eciently
engage in real estate transactions
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Strategic Initiatives and End Results
t Sagc Plannng Pcss
The NATIONAL ASSOCIATION OF
REALTORS Strategic Planning process
consists o an annual review and update o
the NAR Strategic Plan. This process allows the
plan to be suciently fexible to respond to a
changing environment while also looking ahead
over a three to ve year planning horizon.
The Committee has developed a planning
process that takes ull advantage o inputrom a number o sources including REALTOR
members, NAR committee leadership, state and
local REALTOR association leadership, industry
leaders, outside experts, and innovators in the
real estate business. The objective is to gather
inormation and intelligence rom those inside
and outside the REALTOR organization who
infuence the industry.
fcus Gups. The Strategic Planning Committee
conducted two types o ocus groups. The rstconsisted o recent home buyers and sellers and
gathered qualitative inormation, opinions and
eedback on the process o buying and selling
a home. The ocus groups were conducted in
Chicago, Pittsburgh, Salt Lake City, Jacksonville,
FL and Memphis. Each ocus group included
8 to 10 participants o various ages, including
rst-time home buyers. Focus groups o local
REALTORS in each o the same ve cities were
conducted also. The purpose o these ocus
groups was to get on-the-ground eedbackon current business and market conditions
and inormation about interaction with the
NATIONAL ASSOCIATION OF REALTORS.
envnnal Scan. The strategic planning
process includes a comprehensive and broad-
based environmental scan, the purpose o
which is to provide the Strategic Planning
Committee with inormation about current
trends and issues. Rather than develop a
comprehensive written document that covers a
large number o topics, the Committee invites
industry leaders and experts to address the
Committee and engage in a discussion about a
range o relevant issues.
The 2011 Strategic Planning Committee invited
experts to address several important areas. Chris
Mayer, Paul Milstein Proessor o Real Estateand Senior Vice Dean at Columbia Business
School provided his views on the economy and
the real estate market. Thomas Stewart, Chie
Marketing and Knowledge Ocer at Booz &
Company described the major global trends that
will aect the business environment over the
next decade. Thomas Mann, Senior Fellow and
the W. Averell Harriman Chair at Brookings,
Peter Francese, demographer and Founder o
American Demographics Magazine, and Marian
Salzman, President o Euro RSCG WorldwidePR participated in panel discussion ocused on
political, demographic and consumer trends.
John Tuccillo, consultant and ormer chie
economist o the NATIONAL ASSOCIATION OF
REALTORS acilitated a discussion about the
major drivers o the real estate industry during
the next 3 to 10 years. These areas included:
1) technology; 2) the REALTOR - Association
and REALTOR - consumer value proposition; 3)
consumer and REALTOR demographics; and 4)
REALTOR organization structure.
Sall Gup Sssns. For each o these our
themes a sub group o Committee members
met or a day-long discussion ocusing on
challenges and opportunities in each area. Each
group also developed a set o scenarios that
described possible outcomes or the REALTOR
organization and or REALTORS. Commonalities
across these scenarios provided the basis or
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urther discussion about long-term challenges
and opportunities conronting the Association
and its members.
m Ns Assssn. Results roman annual member needs assessment were
incorporated into the inormation gathering
phase o the strategic planning process. This
survey collects inormation about the views o
REALTORS on the value o NAR, anticipated
challenges REALTORS will ace, ways NAR can
assist members in meeting these challenges and
views o REALTORS on ways that NAR can
urther improve its relationship with members.
rsac. Results rom NAR surveys andresearch reports also were provided to the
Committee. These reports and analyses
describe changes in the business practices o
members and changes in the characteristics
and expectations o real estate consumers.
Committee members were kept apprised o
relevant news and analysis through a periodic
distribution o news articles.
C dlans. Inormation gathered
rom industry leaders, the member needsassessment, research, along with input rom
NAR committee leadership, helped support the
Strategic Planning Committees review and
deliberations about changes and revisions to the
strategic plan. Within the process o reviewing
the current plan, revising strategic objectives and
ormulating new objectives, both large group
discussion and ocused small group sessions were
used to develop a drat strategic plan.
Plan Appval. Upon completion, the Strategic
Plan was approved by the Strategic Planning
Committee and orwarded to the NAR Board o
Directors or their approval.
dssnang Plan. Following the approval
o the Plan by the NAR Board o Directors, the
revised Strategic Plan is made available online
at REALTOR.org and in various hardcopy
ormats. The strategic plan is sent to all NAR
committee members, state and local REALTOR
association leadership and NAR sta. Upon
request, the Plan will be made available to state
and local REALTOR associations to acilitate
their strategic planning process.
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