Gbbr org develop & planning sessions

Organizational Development & Strategic Planning Project

Governance Briefing Session

GBBR Strategic Planning 2013 1

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


The Capacity Assessment

Organizational Capacity BuildingActions that improve association effectiveness including organizational and financial stability, program quality, and growth.

Five elements• Leadership• Adaptability• Management• Operations• Technology


My job as Interim EVP

Board training

Organizational capacity assessment

Development of action plan for 2013

Development of a strategic plan


THE RESULT?

A GBBR CEOGBBR Strategic Planning 2013 5

• Transformational governance

• Diversified funding

• Partnerships and regionalization

• Professional development

• Expanding Membership Structures

• Focus on serving members


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


• 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 compositionGBBR Strategic Planning 2013 9

• “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 resourcesGBBR Strategic Planning 2013 11

• 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


• 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


• Strategic structuring/restructuring• Revenue diversification• Professional development in financial

management and capital structures• Professional development in technology &

evaluation to be a performance driven organization


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 everythingGBBR Strategic Planning 2013 15

Organizational Life Cycle Stage CharacteristicsLate 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; re-defining service niche


Where is the Greater Baltimore Board of Realtors in its life cycle?

What does this mean for its leadership?


What major challenges will the Greater Baltimore Board of Realtors face over the next few years?

How will its leadership need to change to address these challenges?


• Ultimately…EVERYTHING!– The board of directors has legal responsibility and

authority for everything the organization does.

• Accomplishes most daily activities by delegation.

• Mission development, policy, oversight and planning cannot be so easily delegated.


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


The level of competence that is expected of a board member.

• Commonly expressed as the duty of “care that an ordinarily prudent person would exercise in a like position and under similar circumstances.”

• 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.


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.


A board member’s obligation to be faithful to the organization’s mission.

• They are not permitted to act in a way that is inconsistent with the central goals of the organization.

• Adhere to public laws and organizational policies.

• Members’ trust that the organization will manage donated funds to fulfill the organization’s mission.


Duty of Confidentiality – Board Members must handle organizational

information with discretion

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


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.


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.


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


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.


Assigned Duties Ten Basic Responsibilities

8. Enhance the organization’s public standing. Performance Goals: Proactive Legislative

Department, Competent Public Relations9. 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.


Process ToolsBrainstorm possibilities, evaluate org. assets, develop criteria for

successful social enterprise, rate options Revenue Diversification Process developed by Fieldstone Alliance, NorthSky approved administrator

Develop business model for each social enterprise optionCFNE/NECE Business Planning Tools-in NS Resource Center

Determine legal and tax implications-strategic structuring or restructuring Lawyer, CPA-bring outline of business plan

Better the information-more tailored the advice

Launch social enterprise: anticipate start up characteristics Utilize internal systems and tools and templates in NS Resource Center to minimize start up needs

Operate-evaluate-modify Evaluation tools, strategic initiatives process

• Deliberately create a culture of inquiry to pursue new models and solutions

• Stop looking in rearview mirror/ set up GPS• Recognize governance is a performance issue-

legal and fiduciary requirements still apply, but only as a starting place

• Pursue diversity in board composition• Develop succession plans• Adhere to term limits, position descriptions,

and board policies


How to be a “best practicing” Board?


PROJECT TIME & NEXT STEPSNovember 27 Governance Briefing Session

Organizational Capacity Assessment ReviewBegin planning—Mission Statement.

December 4 Conference Meeting with other AssociationsDefine Major Issues facing GBBR (Homework)Begin Planning

December 12 Complete StrategiesWrap up.

December 31: Complete Plan Review, submit to Board of DirectorsGBBR Strategic Planning 2013 35

Gbbr org develop & planning sessions

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