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Bakersfield Association of REALTORS® Strategic Plan
VISION STRATEGIC PLAN 2020-2023
Strategic Plan 2020-23
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Bakersfield Association of REALTORS® Strategic Plan is a model of global excellence. It has integrated the corestandards based strategic plan into its governance and operations by appointing Oversight Executives for each goal, aligning committees, and keeping the plan visible for decision making.
This plan positions the Bakersfield Association of REALTORS® for the new decade and aligns with NAR core standards.
REALTORS® make a positive impact in the community and the value of the relationship with and resources from C.A.R. and NAR. Bakersfield Association of REALTORS® is associated with the charitable foundation and MLS with more than 2,300 members. Branding
Bakersfield Association of REALTORS® relies on a mission, vision, values, and tagline to position it in the community.
The mission statement identifies the organization and its members. It should be easy to communicate and be understood by all stakeholders. The vision is an aspiration. Values are guiding principles of the leadership and staff.
Statement of Purpose
The Bakersfield Association of REALTORS® is the leading advocate for Real Estate, our Members, and the Community we serve.
Vision Statement
Improving the real estate industry through professionalism and service.
Tagline
Growing a Stronger Community. Amended to read, REALTORS®: Growing a Stronger Community.
Values Statement
n Excellence – The highest professional and ethical standards will govern our work and our relationships with others. n Leadership – A commitment to provide a positive and effective influence within our professional and regional community. n Diversity – A respect for serving members representing all cultures and business models. n Collaboration – A commitment to working with other organizations as a trusted and supportive community partner to benefit our member/stakeholders. n Innovation – We will continually explore new avenues to provide better service to our members.
Our Goals and Strategies
Our five goals were established as the core competencies of the Association for which resources will be allocated. The five goals first set in 2013 were re-affirmed with new and continued strategies.
Three of the goals are primary purposes, while two of the goals are the foundation that supports Advocacy, Education and Service.
Goal - E.A.S.E.L.
The five goals spell the acronym EASEL. (An easel is defined as upright support, usually for an artist’s canvas.) I. EDUCATE - Standards of Professionalism: Maintaining REALTOR® ethics and standards through education and knowledge. II. ADVOCATE - Government Relations and the Voice of Real Estate: Vigilant in monitoring and influencing issues impacting real estate. III. SERVE - Community Service: Positively impacting our community through goodwill and campaigns led by REALTORS® .
needs by providing programs, products and services that positively impact professional success.
V. LEAD - Association Leadership and Operations: Leading a state and nationally acclaimed REALTORS® Association.
Alignment and Accountability
The plan requires alignment of resources, including the budget, committees, staff, and time. The strategic plan should frame nearly every discussion and decision of the board and committees.
Each goal has a designated Oversight Executive to advance initiatives and align committee efforts. There may be value to appointing a Plan Champion or “Sherpa” to report on progress.
The Association Executive will track progress and timelines with a program of work. It was understood that committees might need to be re-aligned and re-purposed to support plan initiatives.
Our Goals and Strategies
Strategies are innovative programs and priorities to advance the goals and mission. The prior plan listed 6 to 8 priorities per goal. This plan focused on the top 4 priorities within the goals, thus empowering the committees
and professional staff to advance the strategies. I. EDUCATE
Standards of Professionalism A. Ethics – Increase compliance with the Code of Ethics and promote the benefits of a strong ethics program. B. Professionalism –Enhance member knowledge, competence, and confidence through ongoing education and training. C. Leadership – Provide leadership education to support the future of BAR and organized realty. D. Resources – Be the preeminent resource for education, tools, and technology.
II. ADVOCATE
B. Political Engagement – Employ the government affairs personnel, grass roots involvement, and coalitions necessary for successful governmental relations. C. RPAC – Increase member understanding and involvement in RPAC.
III. SERVE
IV. ENGAGE
V. LEAD
Next Steps
n Motion to approve the 202023 strategic plan. n Alignment and assignments to directors, committees, or task forces. n Member and community awareness. n Annual review of progress. n Update in three years.
GOAL #1
Professionalism and Standards Maintaining REALTOR® ethics and standards through education and knowledge.
A. Ethics – Increase compliance with the Code of Ethics and promote the benefits of a strong ethics program. B. Professionalism – Enhance member knowledge, competence, and confidence through ongoing education and training. C. Leadership – Provide leadership education to support the future of BAR and organized realty. D. Resources – Be the preeminent resource for education, tools, and technology.
GOAL #2
Governmental Relations and the Voice of Real Estate
Government Relations and the Voice of Real Estate A. Policy Platform – Maintain policy platforms on the issues impacting property rights and the practice of real estate.
B. Political Engagement – Employ the government affairs personnel, grass roots involvement, and coalitions necessary for successful governmental relations.
C. RPAC – Increase member understanding and involvement in RPAC.
D. NAR and C.A.R. Relations – Support and leverage resources available from NAR and C.A.R. for effective advocacy.
GOAL #3
Community Service
III. SERVE Community Service A. REALTOR® Support – Promote the service and giving by BAR members that improve the community.
B. Leadership Roles –Position REALTORS® on appointed and elected boards.
C. Charitable Foundation – Maximize support for BAR‘s Charitable Foundation in carrying out its mission of enhancing the quality of life for those who live, learn, work, and play in the community.
D. Public Relations –Increase awareness of the impact by REALTORS®, the Association, and Foundation through public relations and internet presence.
GOAL #4
Member Service and Value
IV. ENGAGE Member Service and Value A. Member Experience – Provide a superior member experience through valued relationships with brokers, agents, and affiliated organizations. B. Value Package – Deliver value to members through quality programs, resources, and services accessible from BAR, C.A.R. and NAR; emphasize the importance of the MLS and Charitable Foundation.
C. Performance – Set growth metrics to monitor recruitment, retention, and member satisfaction.
D. Outreach – Expand influence through outreach to allied organizations and professions, i.e., property management, commercial brokers, new construction, and geographic areas.
GOAL #5
Association Leadership and Operations
V. LEAD Association Leadership and Operations A. Organizational Efficiency – Maintain an organizational structure to best serve BAR and members through committees, Foundation, and MLS.
B. Operational Excellence – Employ the staffing, technology, and office headquarters to house a powerful local Board.
C. Governance – Identify leadership needs in BAR, and the community, to ensure quality leaders ready to serve.
D. Resource Management – Provide excellent stewardship of the finances and resources of BAR.
LEADERSHIP RESOURCES 2021 Committee/Task Force Chart
Scott Knoeb
2021 President
Strategic Goals
n Education Advisory Chair: Carrie Williams Vice-Chair: Martha Johnson
n Commercial Investment Chair: AJ Bhuee Vice-Chair: Clint Bear
n Member Onboarding Chair: Vanessa Hartwig Vice-Chair: John Houchin
n Technology Co-Chair: AJ Bhuee Co-Chair: Angela Trevino n Diversity Chair: Michele Cooper Vice-Chair: Camille Redmond
n R.GOV Chair: David Knoeb Vice-Chair: Athena Collup Strategic Alliances
*REALTORS® CARE n Bakersfield Association of REALTORS® Charitable Foundation Inc. [BARCF-501(c)(3)] President: Ronda Newport SL: Derek Sprague
n Golf Tournament Chair: Nick Megazzi Vice-Chair: Bobby Chalhoub n Affiliates Chair: Dan Ardis Vice-Chair: Sarah Tucker
n Hospitality Chair: Shari George Vice-Chair: Sherri Karr-Huckaby
n Brokers Advisory Group Chair: Bill Mell Vice-Chair: Sunny Advani
n Brokers Forum Chair: Bill Redmond Vice-Chair: Leslie Walters
n MLS Open Forum Chair: Tim Roberts Vice-Chair: Greg Ketchum
n YPN Advisory Chair: Gary Frausto Vice-Chair: Chyanne Wilemon n Grievance Chair: Kathy Kotsiomitis Vice-Chair: Carrie Cullifer
n Nominating Chair: Ronda Newport
n Professional Standards Chair: Judy Camp Vice-Chair: Irma Lacava
n REALTOR® & Salesperson of the Year Chair: Ronda Newport Vice-Chair: Scott Knoeb
n Strategic Planning/Finance Chair: Wayland Louie Vice-Chair: Michelle Valverde
n C.A.R. Directors Anna Albiar Sheri Anthes Athena Collup David Knoeb Scott Knoeb Wayland Louie Ronda Newport Theresa Olson Jeanne Radsick Michelle Valverde
Leadership is the capacity to translate vision into realtiy”
