Las cruces first planning sessions

Organizational Development
& Strategic Planning Project
Best Practices Briefing Session

LCAR Strategic Planning 2014: JWL
Associates

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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

Associates

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The Capacity Assessment
• Organizational Capacity Building: Actions that
improve association effectiveness including
organizational and financial stability, program
quality, and growth.
• 5 Elements:
o
o
o
o
o

Leadership
Adaptability
Management
Operations
Technology

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The Result?

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

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

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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; redefining service niche

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Where is the Las Cruces Association of Realtors
in its life cycle?
What does this mean for its leadership?

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What major challenges will the Las Cruces
Association of Realtors face over the next
few years?
How will its leadership need to change to
address these challenges?
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• Ultimately…EVERYTHING!
– The board of directors has legal responsibility and
authority for everything the organization does.
• Accomplishes most daily activities by delegation to staff
and volunteers.
• Mission development, policy, oversight and planning
cannot be so easily delegated.

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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

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The level of competence that is expected of a
board member.
o Commonly expressed as the duty of “care that an
ordinarily prudent person would exercise in a like
position and under similar circumstances.”
o 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.
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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.

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A board member’s obligation to be faithful to the
organization’s mission.
o They are not permitted to act in a way that is inconsistent
with the central goals of the organization.
o Adhere to public laws and organizational policies.
o Members’ trust that the organization will manage donated
funds to fulfill the organization’s mission.
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Duty of Confidentiality
– Board Members must handle organizational
information with discretion

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

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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.

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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.

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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

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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.

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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.
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• Process Tools
Deliberately create a culture of inquiry to
Brainstorm possibilities, evaluate org. assets, develop criteria for
pursue new models and solutions
successful social enterprise, rate options
Revenue Diversification
• Process looking by Fieldstone Alliance, NorthSky approved administrator
Stop developed in rearview mirror/ set up GPS
for each social enterprise option
• Develop business governance is a performance issueRecognize modelPlanning Tools-in NS Resource Center
CFNE/NECE Business
legal legal fiduciary requirements still apply,
Determine and and tax implications-strategic structuring or but
restructuring Lawyer, CPA-bring outline of business plan
only as a starting place
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
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How to be a “best practicing” Board?

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Next Steps

Governance Briefing Session
Organizational Capacity Assessment Review
Begin planning—Mission Statement and Goals
MLS Mission and Business Plan
Strategies
Consultant offers draft of plan.
Complete Plan Review, submit to Board of Directors
Directors implement and evaluate progress

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MLS Session
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•
•
•
•
•
•
•

Review yesterday
Capacity Survey
Biggest Challenges
Mission Statement
Business Model
Develop Strategies
Consultant Drafts Plans
LCAR reviews, adopts, implements

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Capacity Survey

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Highest Marks
• Leadership roles are clearly defined
• Board appropriately sets governing policy
• Association governance structure is clearly defined
• Almost there:
o Physical space is suitable for current and future association needs
o A cooperative relationship between state and national associations
o Legal support is readily available

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Lowest Marks—Professional Staff
and Leaders
• Staff actively participates in decision-making
• A professional development plan is in place for
Board and staff
• All volunteer roles have clear written position
descriptions and expectations
• All volunteers are trained before they begin working

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Lowest Marks-Governance
LCAR and SNMMLS have clear mission statements
The association has a compelling vision
The vision is reflected in clear goals
Decision-making processes are open and
transparent
• LCAR and SNMMLS has whistle blower and conflict
of interest policies in place
•
•
•
•

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Lowest Marks—
Communication and PR
• The association has an external communications
program.
• There are regular external communications such as
press releases, news conferences, social media
• The association uses high quality marketing
materials for external communication
• The association is viewed as a community leader
• Website visitor statistics are captured and reviewed
on a regular basis by staff

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Lowest Marks—Fiscal
Management 1
• An annual work plan guides the achievement of
the goals and objectives of the association and the
MLS
• The decision to use volunteers for projects rather
than paid staff is based on cost benefit analysis
• The association and MLS have sufficient financial
resources to meet the goals
• In addition to member dues, the association
implements sustainable income development
• Leadership regularly identifies and assesses
revenue-generating activities
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Lowest Marks—Fiscal
Management 2
• When revenue-generating opportunities are
identified, business plans are developed
• Leadership regularly identifies and assesses
opportunities for various types of partnerships with
associations and businesses
• Financial accounting records are maintained and
easily available to members

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What members and
leaders don’t know
• Does LCAR and the MLS have a clear purpose and
mission?
• Does the association have written policies and
procedures for personnel, operations, and
volunteers?
• Is the BOD meeting attendance consistently strong?
• Are BOD and Committee meetings well planned
and purposeful?
• Does the association have an external
communications plan?
• Is strategic planning a regular activity?
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What members and
leaders don’t know 2
• Is there an annual work plan to help the association
and MLS move toward its mission?
• Is the staff personnel records and employeremployee requirements effective and legally
adequate?
• Do volunteers have clear job descriptions and are
they well trained?
• Are volunteers used after a cost benefit analysis?
• Does the association and the MLS have adequate
funds to achieve the mission and goals?
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What members and
• Do we have sustainable income development in
addition to dues?
• Is the association/MLS insurance coverage regularly
evaluated?
• Does LCAR and SNMMLS produce regular financial
reports comparing actual and budgeted
expenses?
• Does the association follow accepted financial
control procedures?
• Has the association met mandated procedures
from IRS
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What members and
• Are our financial and accounting records
maintained and easily available to members?
• Does the association participate in regional or state
policy decisions?
• Do we monitor statistics on visitors to our website?

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Final Comments from
Survey Participants

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Mission Statement

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Vision: If we achieved our
mission….

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Business Model Statement

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Goals

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Strategy Components
• Clear Statement of strategy
• Strategy Manager (name)
• Timeline for benchmarks and
completion
• Resources needed

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Strategic Plan
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•
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Mission statement everywhere!
Use the strategy screen
Strategic thinking on every agenda
Plan reports at least quarterly
Annual Work Plans
Communicate!

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LCAR Flow Chart

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MLS Flow Chart

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MLS Committee Work
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Rules/Enforcement
Policy
Vendor relations/contracts
Finance/Business Administration
Governance
Member Service
Public Image

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