Association Executives Committee Work Group Reports

View Work Group Roster

May 6, 2024

CHAIR: Travis Kessler (TX)
VICE CHAIR: Katie Shotts (TN)
COMMITTEE LIAISON: Matt Difanis (IL)
STAFF EXECUTIVE: Andrew Scoulas (IL), Dan Doepke (IL)

WELCOME:
Chair Kessler welcomed work group members to the meeting.

2025 CHANGES TO THE CORE STANDARDS:
The work group proposed five recommendations to the Core Standards approved by the Executive Committee during the 2024 REALTORS® Legislative Meetings. The approved changes also apply to the Core Standards for Commercial Overlay Boards, with the exception of the Fair Housing commitment and training specified in Recommendation #3, which does not apply to Commercial Overlay Boards. The changes are effective with the next Core Standards review cycle (January 1, 2025 to December 31, 2025) and will be incorporated into the 2025 Core Standards Certification Form on nar.realtor.

II. Advocacy: The Advocacy standard was modified to allow associations to satisfy one of the ‘Act’ requirements with Calls for Action, to repeat an event in multiple categories, and to satisfy the ‘Invest’ requirements by earning the Triple Crown Award. This revision ensures the association’s overarching advocacy strategies of Vote-Act-Invest are maintained and provides greater flexibility for associations in meeting the Advocacy requirements of the Core Standards. The update also eliminates the penalty for missing national Calls for Action that can be infrequent with limited action time. The Core Standard was revised as follows (underscoring indicates additions, strikeouts indicate deletions):

II. Advocacy:

1. Unless prohibited by state law and in recognition of state law differences, each association shall include in their dues billing a voluntary contribution for the PAC or the Political Advocacy Fund (PAF) in an amount adequate to meet any NAR established RPAC fundraising goals. Dues billing for PAC or PAF contributions has been proven to be the most effective method for raising PAC or PAF dollars and in engaging our members in political advocacy*. A local association will have met this Mandatory Core Standard, regardless of whether they collect the full amount of their NAR established goal, if they include the voluntary contribution on their dues bill.
   
   Notwithstanding the above, a local association that chooses not to include a PAC or PAF contribution on their dues bills, may, in the alternative, meet this Mandatory Core Standard if they deliver to NAR the full amount of any NAR established RPAC goal contributed by whatever legal means determined to be in the best interest of the local association (i.e., a corporate contribution in the full amount of the NAR established goal). In whatever manner the NAR established RPAC goal is met, funds shall be sent to RPAC or the PAF individually or collectively by/through the State Association (i.e., one check concept). The intent of this standard is to provide the best opportunity for every association to meet its goal.
   
   *Unless prohibited by state law, it is recommended that to reach the highest participation levels possible, each local association include the contribution to either the PAC or the PAF "above the line" with appropriate disclaimers about the voluntary nature of the member contribution.
    
2. Each association shall provide or distribute information and communications from NAR and the applicable state association, regarding the value of investing in and the benefits received from the individual's participation in the PAC.
3. Each association is encouraged to participate shall demonstrate participation in NAR Calls for Action (e.g., promotion through websites, newsletters, office visits, etc.) and. It is the state and local association's obligation to provide adequate proof of participation. NAR shall monitor state association participation primarily through the REALTOR® Party Response Reports. If there are signs of insufficient participation, NAR shall investigate and encourage compliance. The state associations shall monitor local association participation primarily through the REALTOR® Party Response Reports. If there are signs of insufficient participation, the state association shall investigate and encourage compliance.
4. Each local association is encouraged to participate shall demonstrate participation in State Calls for Action (e.g., promotion through websites, newsletters, office visits, etc.). It is the local association's obligation to provide adequate proof of participation.
5. In addition to the requirements established in subsections A-D, each association must support the REALTOR® Party's "Vote-Act-Invest" goals, and must annually conduct at least two initiatives or activities furthering or supporting each of those three goals respectively. Examples of initiatives and activities satisfying this requirement are available on NAR's online Certification Form Compliance Tool and in the Core Standards Frequently Asked Questions ("FAQs") and in the REALTOR® Party Resource Guide.
   
   Associations can meet the existing Advocacy requirement for ‘Act’ under the REALTOR® Party goals through activities that demonstrate a commitment to Diversity, Equity, and Inclusion and Fair Housing. Note, this is not an added requirement, but just another way to meet the existing Advocacy requirements.
   
   Associations that earn Triple Crown for the previous year will meet the existing Advocacy requirement for ‘Invest’.
    
6. Associations must conduct or promote a diversity, equity and inclusion activity and a fair housing activity. Possible options for completing this standard include the following:
   • Measure and assess diversity in the association membership and develop an actionable roadmap for local association DEI; NAR has a new Insights Hub tool to help with this process.
   • Conduct or promote fair housing training.
   • Conduct or promote an At Home with Diversity (AHWD®) course.
   • Conduct or promote implicit bias training (e.g., NAR’s implicit bias video).
   • Form a Diversity Committee or a Fair Housing Committee.

III. Consumer Outreach: Various options for meeting the Consumer Outreach standard requirements were consolidated, and the requirements for ‘Being the Voice for Real Estate’ and ‘Community Involvement and Investment’ were reduced from two initiatives to one initiative per category. The requirements of this standard were streamlined to allow associations greater flexibility with meeting the Consumer Outreach requirements of the Core Standards and reorganized for greater clarity and understanding. The Core Standard was revised as follows (underscoring indicates additions, strikeouts indicate deletions):

III. Consumer Outreach:

1. Every association will demonstrate engagement in at least two four meaningful consumer outreach/engagement activities annually, including at least one activitytwo activities demonstrating how the association is the "Voice for Real Estate" in its market, and at least one activity two activities demonstrating the association's “Community Involvement and Investment.” involvement and/or investment in the community. To meet this requirement, an association may not use the same activity more than once and any activity may only be submitted in one category.
   
   1. Being the “Voice for Real Estate” –
   • Promote market statistics and/or real estate trends and issues (e.g., press releases, interviews, social media posts, etc.). Content may consist of (these are examples, not an exclusive list):
     • MLS statistics, local market statistics, NAR research reports, local/state analysis of NAR statistics;
     • Collateral from (for example) NAR’s Consumer Advertising Campaign, NAR Media, NAR Research accounts, realtor.com, HouseLogic, RPR.
   • Effectively communicate the value proposition of using a REALTOR® in the real estate transaction.
   2. “Community Involvement and Investment” – Engage in community activities that enhance the image of the REALTOR® (e.g., participate in an activity or conduct fundraising to benefit local community or charitable organizations).
   1. To meet this four activity per year requirement, each association must execute a minimum of two "Being the 'Voice for Real Estate' " activities and two "Community involvement and investment" activities during the year. It will not be enough, for example, for an association to engage in the same activity 4 times each year nor will financial support of a charitable organization alone be considered to have met this Mandatory Core Standard. Additionally, any one activity can only be quantified in one category.
   2. Being the "Voice for Real Estate" -- promoting market statistics and/or real estate trends and issues (e.g., release through press releases, interviews, etc. of MLS statistics, local market statistics, NAR research reports, local/state analysis of NAR statistics, etc.)
   
   Associations can meet the existing Consumer Outreach ‘Being the Voice for Real Estate' and ‘Community involvement and investment’ requirements through activities that demonstrate a commitment to Diversity, Equity, and Inclusion and Fair Housing. Note, this is not an added requirement, but just another way to meet the existing Consumer Outreach requirements.
2. Community involvement and investment -- promoting the value proposition of using a REALTOR® and/or engaging in community activities which enhance the image of the REALTOR®, such as organizing human resources (e.g., participating in a Habitat for Humanity build) or conducting fundraising activities to benefit local community or charitable organizations.

IV. Unification Efforts and Support of the REALTOR® Organization: The Unification Efforts and Support of the REALTOR® Organization standard was expanded to include additional items pertaining to policies, training, a commitment to Diversity, Equity, and Inclusion (DEI) and Fair Housing, and value proposition communication. This standard was expanded to ensure an association’s commitment to strong and effective volunteer leaders with added training and a Leadership Code of Conduct, along with support for DEI and Fair Housing, and a strong value proposition that is communicated to members. The Core Standard was renamed Governance, Operations and Training to more accurately and succinctly depict its focus. The Core Standard was revised as follows (underscoring indicates additions, strikeouts indicate deletions):

IV. Governance, Operations and Training Unification Efforts and Support of the REALTOR® Organization

1. Every association will maintain, have access to or will have legal counsel available.
2. Associations shall adopt and maintain corporate documents, policies and procedures that conform to local, state and federal laws. Associations will timely file legally required reports and documents (e.g., corporate renewal documents, state and federal tax returns, etc.).
3. Every association shall annually certify that its board of directors has reviewed and discussed the association’s business or strategic plan, that the plan includes an advocacy component, a consumer outreach component, a Diversity, Equity and Inclusion (DEI) component, and a Fair Housing component, and that those components have actionable implementation strategies.
4. Local and state association chief staff must complete at least six hours of REALTOR® association professional development on an annual basis. In associations without paid/salaried staff, this requirement is applicable to the individual primarily responsible for performing the functions ordinarily carried out by paid staff in other associations.
5. Associations will promote to their members the importance of participating in any NAR–conducted effort to assess member understanding of the overall value provided by associations at all three levels of the REALTOR® organization.
6. Licensees in limited function referral organizations (LFRO) shall be identified by the local and/or state associations for the purpose of inviting their participation in political advocacy (e.g., PAF and Calls for Action).
7. Associations must annually offer, promote, or provide at least one professional development opportunity for their members.
8. Associations must annually certify they have conducted or promoted a REALTOR® Safety activity.
9. Associations will annually provide resources for or access to leadership development education and/or training for their elected REALTOR® leaders, including:
   • Assessment and encouragement of DEI;
   • Education, understanding and awareness of the Core Standards;
   • Understanding of the roles and responsibilities of staff and volunteer leaders as outlined in the President/Chief Staff Executive Checklist.
     
     Associations will document the training, tools, programs, and resources to which they offer or provide access.


10. Associations with paid staff must adopt policies and procedures for conducting annual performance reviews of their chief paid staff, and must annually certify that a performance review for their chief paid staff has been conducted.
11. Associations must identify their leadership policies concerning antitrust, harassment, conflict of interest, confidentiality, Code of Conduct, whistleblower, etc., and upload them to the Core Standards Certification Form.
    
    Associations will offer annual training of no less than 1 hour on the above-mentioned policies for elected officers and the Board of Directors.


12. Associations will demonstrate a commitment to Diversity, Equity, and Inclusion and Fair Housing.
13. Associations will confirm they offer or promote Fair Housing training for their members and track compliance.
14. Associations will confirm they are effectively communicating their value proposition to their members.

V. Technology: The Technology standard’s requirements were expanded to include member communication, membership record updates in M1, virtual meeting options, and cybersecurity requirements, and the technology requirements were added to the renamed Governance, Operations and Training standard. The updated requirements reflect current technological needs and enhance association operations, which are expanded to include virtual access for governance, training, and services. Given the ever-increasing number of cyberattacks and ransomware incidents, the updates will ensure associations continue to prioritize protecting member and staff data. The Core Standard was revised as follows (underscoring indicates additions, strikeouts indicate deletions):

V. Technology:

1. Every association will effectively communicate with its membership. Every association must have an interactive website (defined as the ability to move between websites and create active links), post access to professional standards and arbitration filing processes on the website and create a link to the websites of the other levels of the association for promotion of member programs, products and services.
2. Every association will acknowledge that membership records in M1 are updated within one week of receipt. Every association must utilize an email and/or internet based means for member communication.
3. Every association will have the capability to provide services to members virtually. Associations must have the ability to interact with members in a remote work environment via a virtual meeting platform such as Zoom, Skype, WebEx, etc.
4. Every association will maintain a cybersecurity policy to protect member and staff data.

VI. Financial Solvency: The Financial Solvency standard was revised to increase the annual gross revenue threshold that triggers an accountant’s review or audit from $50,000 to $200,000, and that associations with annual gross revenue of less than $200,000 are permitted to meet the standard using a compilation report. This update aligns with the IRS guidelines for Form 990, which is for organizations with gross receipts more than $200,000 and can relieve the financial burden for some associations while retaining the strength of this essential Core Standard which protects the association’s finances. The Core Standard was revised as follows (underscoring indicates additions, strikeouts indicate deletions):

VI. Financial Solvency:

1. Every association must adopt policies to ensure the fiscal integrity of their financial operations.
2. All local associations, state or local, with revenue of more than $200,000 $50,000 or more must annually submit a report from a CPA which includes either an audit opinion or an accountant's review report. For those associations Associations with annual gross revenues of up to $200,000 less than $50,000 (including MLS-generated revenues and revenues from other business subsidiaries) are permitted to meet the standard using a compilation report. a compilation report prepared by a CPA will be acceptable. State and national dues and assessment amounts are not considered to be revenue for purposes of this measurement. These thresholds apply to all associations whether tax exempt or for profit. It will be left to the discretion of each association as to the frequency of an audit versus a review, recognizing that the costs of each type of engagement vary greatly.
3. Any association considering bankruptcy must first obtain NAR's consent to file for bankruptcy. To the extent permitted by law, any association that declares bankruptcy will be subject to automatic charter review.

BREAKOUT TEAMS:
Work group members were assigned to one of three breakout teams focused on Best Practices, FAQs, and Resources to ensure associations have the resources they need to prepare for these changes when they are rolled out in 2025. The breakout teams will meet during the summer and report regularly to the entire work group, completing their charges by NAR NXT in November.

REGIONAL CAUCUSES:
Work group members also spoke during each of the Regional Caucuses to provide an update on the 2025 changes to the Core Standards so that members from all NAR Regions are aware of the changes before they go into effect.

ADJOURNMENT:
The meeting was adjourned at 3:44 PM.

View Work Group Roster

May 7, 2024 | 10:30 a.m. - 12:00 p.m. EST

CHAIR: Ryan Swinney (NE)
VICE CHAIR: Mike Valerino (OH)
COMMITTEE LIAISON: Matt Difanis (IL)
STAFF EXECUTIVE: Amanda Brewer (DC)

MEETING SUMMARY:

CALL TO ORDER/OPENING REMARKS:
Chair Ryan Swinney called the meeting to order and reviewed NAR’s policies on campaigning, antitrust, and code of conduct. The purpose of the work group was reviewed and a recap from the April meeting was provided.

SUMMARY OF MEETING DISCUSSION:
The workgroup split into three breakout teams focusing on the AE Mentor Program, an AE Leadership Academy, and an Online Leadership Development Series and Resources. These breakout teams will focus on ideas and programs to consider in their respective category. Team leads are as followed:
AE Mentor Program – Amanda Creel
AE Leadership Academy – Beth Hansen
Online Leadership Development Series & Resources – Bryan Hutchinson

Feedback from the AE Mentor Program Team:
The breakout team had numerous initial suggestions to help improve the AE Mentor Program, including:

Feedback from the AE Leadership Academy Team:
The breakout team discussed the possibility of creating a leadership academy strictly for AEs and provided initial suggestions such as:

Feedback from the Online Leadership Development Series & Resources:
The breakout team reviewed several existing leadership development resources and discussed the following ideas:

NEXT STEPS:
The breakout teams will continue to meet individually through May and June to further develop initial ideas. The Work Group will reconvene in July to share their progress and solicit feedback from the other breakout teams.

ADJOURNMENT:
The next meeting of the AEC/Leadership Development Track Work Group is Wednesday, July 24, at 1:00pm EST via Zoom.

View Work Group Roster

May 5, 2024 | 3:30 p.m. CST / 4:30 p.m. EST

CHAIR: Deb Haines-Kulick (TN)
VICE CHAIR: Mary Cano (NJ)
COMMITTEE LIAISON: Matt Difanis (IL)
STAFF EXECUTIVE: Cynthia Bair (IL)

MEETING SUMMARY:

CALL TO ORDER/OPENING REMARKS:
Vice Chair Mary Cano welcomed everyone and then invited AEC Chair Theresa Hatton to say a view words. She shared a conversation she had with NAR First Vice President Kevin Brown. He and the NAR Leadership Team look forward to how this group’s output can have an impact on how all three levels of the organization operate in the governance space, and how we elevate leaders through our governance processes.

SUMMARY OF ACTIONS TAKEN:
Vice Chair Cano then asked each breakout team leader to give an update on their homework assignment, which was to poll their team members on their respective governance models. Everyone learned that most of the associations represented on the work group follow the policy model, whereby the board of directors sets policy and staff works to deliver on it.

The teams then spent some time in breakouts to carve out their next steps:

Team #1: Identify and detail "typical" REALTOR® association governance models.
This group will look for components to comprise a possible NAR resource to help quantify and qualify association governance models. This team referenced NAR’s Association Models Planning Tool as a format around which a similar piece (focusing on governance) could be modeled. In addition to featuring different types of governance models, this resource might contain information on the following: resources for additional policies; Zoom participation; commitment to serve; scope of the board’s responsibilities and specific duties; and more.

Team #2: Identify a list of considerations any association needs to account for when looking at their governance (state law, current culture, etc.).
This team will capture the various factors associations need to consider as they look at their governance structures. These include state laws for nonprofit corporations; whether or not the association owns an MLS; whether or not the association owns its building; culture; diversity; and more. They’ll also look at how size dictates structure and will rely on some NAR Research statistics to help draw some parallels. The factors they take into account will guide associations and help them protect their assets as they address their governance structures.

Team #3: Identify and detail other association governance models seen outside of the real estate industry.
This team will tap into organizations outside the REALTOR® family to see what works for them in the governance space. The team will look at other member-based organizations as well as hospitals and nonprofits and pull some best practices that can transfer to the REALTOR® organization. It was acknowledged that ASAE is also a great resource. Based on these outside models, the team will identify ways we can operate more efficiently and effectively moving forward in light of new circumstances we’ll face so we can continue to show our value to members and the public.

Team #4: Source existing resources available through NAR and identify the primary pieces that apply to this project.
This team will take a deeper dive into existing NAR resources and identify those that apply to governance. The next steps will include filtering which ones can be of the most use as associations navigate the governance arena, and which ones can be a component of the possible governance resource that Team #1 is looking to possibly create.

NEXT STEPS:
The four breakout team leaders will communicate directly with their teams as each works toward completing its assignment. Each team leader will schedule a virtual breakout team meeting prior to July 1 to help synthesize the collective work of each team so that they may present to the full work group at the next meeting on July 16.

ADJOURNMENT:
The next meeting of the Governance Models Work Group is Tuesday, July 16, 10:00 a.m. - 11:00 a.m. CST, via Zoom.

View Work Group Roster

November 2023 REALTORS® NAR NXT | AEC / Association Diversity Work Group Meeting Summary

November 13, 2023

1. Every association will maintain, have access to or will have legal counsel available.
2. Associations shall adopt and maintain corporate documents, policies and procedures that conform to local, state and federal laws. Associations will timely file legally required reports and documents (e.g., corporate renewal documents, state and federal tax returns, etc.).
3. Every association shall annually certify that its board of directors has reviewed and discussed the association’s business or strategic plan, that the plan includes an advocacy component, a consumer outreach component, a Diversity, Equity and Inclusion (DEI) component, and a Fair Housing component, and that those components have actionable implementation strategies.
4. Local and state association chief staff must complete at least six hours of REALTOR® association professional development on an annual basis. In associations without paid/salaried staff, this requirement is applicable to the individual primarily responsible for performing the functions ordinarily carried out by paid staff in other associations.
5. Associations will promote to their members the importance of participating in any NAR–conducted effort to assess member understanding of the overall value provided by associations at all three levels of the REALTOR® organization.
6. Associations must annually offer, promote, or provide at least one professional development opportunity for their members.
7. Associations must annually certify they have conducted or promoted a REALTOR® Safety activity.
8. Associations will annually provide resources for or access to leadership development education and/or training for their elected REALTOR® leaders, including:
   • Assessment and encouragement of DEI;
   • Education, understanding and awareness of the Core Standards;
   • Understanding of the roles and responsibilities of staff and volunteer leaders as outlined in the President/Chief Staff Executive Checklist.ADD LINK


9. Associations will document the training, tools, programs, and resources to which they offer or provide access.









 
16. Associations with paid staff must adopt policies and procedures for conducting annual performance reviews of their chief paid staff, and must annually certify that a performance review for their chief paid staff has been conducted.
17. Associations must identify their leadership policies concerning antitrust, harassment, conflict of interest, confidentiality, Code of Conduct, whistleblower, etc., and upload them to the Core Standards Certification Form.


18. Associations will offer annual training of no less than 1 hour on the above-mentioned policies for elected officers and the Board of Directors.









 
25. Associations will demonstrate a commitment to Diversity, Equity, and Inclusion and Fair Housing.
26. Associations will confirm they offer or promote Fair Housing training for their members and track compliance.
27. Associations will confirm they are effectively communicating their value proposition to their members.
    1. Every association will effectively communicate with its membership.
    2. Every association will acknowledge that membership records in M1 are updated within one week of receipt.
    3. Every association will have the capability to provide services to members virtually.
    4. Every association will maintain a cybersecurity policy to protect member and staff data.
    1. Every association must adopt policies to ensure the fiscal integrity of their financial operations.
    2. All local associations with revenue of more than $200,000 must annually submit a report from a CPA which includes either an audit opinion or an accountant's review report. Associations with annual gross revenues of up to $200,000 (including MLS-generated revenues and revenues from other business subsidiaries) are permitted to meet the standard using a compilation report. State and national dues and assessment amounts are not considered to be revenue for purposes of this measurement. These thresholds apply to all associations whether tax exempt or for profit. It will be left to the discretion of each association as to the frequency of an audit versus a review, recognizing that the costs of each type of engagement vary greatly.
    3. Any Any association considering bankruptcy must first obtain NAR's consent to file for bankruptcy. To the extent permitted by law, any association that declares bankruptcy will be subject to automatic charter review.
    • Quarterly emails to check-in on mentors/mentees
    • Setting clear expectations for participants
    • Create training for the participants to attend
    • Add more mentor sessions to the AEI programming
    • Consider an “Ambassador Program” to promote and connect participants
    • Defining the target audience as the post-RCE designation AEs
    • Ensure that the program is scalable to the different sizes of associations
    • Create a budget for the program that is cost neutral
    • Allow 20 participants max
    • Simplify the AE resources on nar.realtor and create an index that would highlight any association management link available
    • Create a webinar series that covers each section of the Answer Book
    • Create a self-study course “2.0” that can be tailored to more experienced AEs
28. CHAIR: Leslie Frazier, RCE (VA)
    VICE CHAIR: Christina Smalls, RCE (AZ)
    COMMITTEE LIAISON: Andrea McKey (LA)
    STAFF EXECUTIVE: Krystal Allen (IL) | Ryan Davis (IL)

    CALL TO ORDER:
    Chair Leslie Frazier called the meeting to order at 3:00pm PST.

    OPENING REMARKS:
    Chair Frazier welcomed work group members and began the meeting with introductions of work group leadership, NAR Liaisons, Andrea McKey and Matt Difanis, AEC Leadership Jessica Coates, and Theresa Hatton, and Staff Executives, Krystal Allen and Ryan Davis.

    Work group members were asked to review NAR’s Appropriate Event Conduct Policy, Conflict of Interest Policy, Commitment to Antitrust Compliance statement, and a reminder of NAR’s Campaigning Guidelines.

    2023 WORK GROUP PRIORITIES UPDATE:
    Chair Frazier shared the following 2023 work group priorities update:

    • continued to partner and collaborate with the Diversity Committee to implement DEI plan initiatives that support and improve state and local association culture and enhance DEI efforts.
    • formalized network of REALTOR® association DEI staff liaisons who lead DEI efforts for their associations. The purpose of this group is to help NAR increase opportunities for networking, engagement, and resource sharing among local and state associations, to elevate DEI knowledge, awareness, and skills related to DEI topics. The first engagement webinar is scheduled Dec. 5.
    • work group members discussed the importance of collecting demographic data and shared methods used for collecting demographic data, indicating what data is collected, how it’s collected, and who uses the data.
    • NAR staff will hire a consultant to review and analyze DEI grant applications and provide an in-depth content analysis.

    DEI STRATEGIC PLAN UPDATE:
    Ryan Davis, Vice President, Diversity, Equity and Inclusion provided the following DEI Strategic Plan update:

    Executive Commitment – create a permanent infrastructure for association membership.

    • DEI staff team expanded to help support NAR’s DEI efforts.
    • Fair housing team also working on DEI initiatives.
    • Collaborated with NAR Research staff to conduct 2023 NAR Association Diversity Efforts Survey.
    • Mandatory fair housing training for all appointed and elected leaders.

    Membership – remove bias from any part of selection process.

    • LIDC reviewing all NAR committee’s structure and terms of service.

    Culture - an inclusive association culture where everyone feels welcomed, connected, and realizes the NAR value proposition.

    • Culture Transformation Commission (CTC) formed that will assess NAR’s culture and provide recommendations.
    • Support for updating fields in M1 to collect member demographic data.
    • Diverse content and speakers included at Leadership Summit and other NAR conferences.
    • Engage and develop future leaders through diverse leadership development pipeline.

    Advocacy - Promote public policy and provide programs to advance broader homeownership availability, accessibility and affordability in all communities. We prioritize efforts to narrow homeownership gaps among demographic groups and promote strong enforcement of anti-discrimination laws in the housing market.

    • Equity considerations as a part of the public policy planning sessions.

    STATE/LOCAL REALTOR® ASSOCIATION DEI SURVEY SUMMARY
    Lisa Herceg, Director, Business Insights, NAR Research Group provided work group members an overview of NAR’s State/Local REALTOR® Association DEI Survey results summary. The goal of the survey:

    • Identify local and state associations engaged in DEI activities
    • Identify the types of DEI activities associations are engaged in
    • Identify areas associations would appreciate support

    Lisa shared survey methodology, AE demographic data, and statistics on associations currently engaged in DEI efforts -- 73% (2023) and 29% (2020). Associations most common DEI efforts include education sessions (63%), most effective DEI efforts include BOD diversity, partnerships with multicultural organizations, DEI training, and events.

    Survey results reveal associations face the following challenges implementing DEI efforts:

    • Lack of staff
    • Lack of diversity
    • Lack of funding and member buy-in
    • Lack of quantification data

    Associations identified the following DEI resources and support needed:

    • Strategic guidance
    • More member-facing resources (courses with CE, etc.)
    • Lack of funding and member buy-in
    • Explanation for leadership about why DEI is important

    2024 ADVISORY BOARD TRANSISTION UPDATE
    Vice Chair Christina Smalls reminded work group members that the work group was approved by NAR Leadership to transition from a work group to the new AEC/Association Diversity Advisory Board in 2024 and the advisory board’s purpose.

    The 2024 advisory board’s first meeting will be virtual on Feb. 22, 2024.

    OPEN DISCUSSION
    Work group members brainstormed the following topics ideas for DEI staff liaison engagement webinars:

    • Associations level of capacity to engage in DEI efforts
    • Share successful association DEI initiatives
    • DEI specific job description and responsibilities
    • How to respond to the DEI pushback
    • Leadership buy-in and support
    • Best practices for DEI conferences/events
    • Best practices for providing a safe space for members to share concerns

    Work group members also discussed:

    • How can associations weave DEI all associations committee efforts
    • Share sample DEI surveys via Rare database

    ADJOURNMENT:
    Chair Frazier adjourned the meeting at 4:30pm PST.

View Work Group Roster

November 2023 REALTORS® NAR NXT |  AEC / Local and State Partnership Work Group Summary and Recommendations

Common Themes across the 3 breakout teams (Advocacy, Aligning Efficiencies and Inclusivity and Communication):

• Improved relationships = higher level of service to the shared member and a higher level of engagement of staff and members across all levels.
• Alignment of services is needed and beneficial.
• Increased/cohesive/improved communication is needed.
• Education/training for leaders and staff at every level goes a long way.
• Being mindful that this is a 2-way partnership and works best when both partners value and collaborate with each other.

After a year of work which included multiple work group meetings along with work done in 3 breakout teams, the common theme that emerged across all 3 levels of the association is: we need to work continuously and cohesively to improve our value proposition to our members & key stakeholders. These teams not only identified pain points that each has, but they have also come together on ideas that they believe will help strengthen relationships going forward. These relationships are paramount in the current environment we are in where defining our “value” to the members is of utmost importance. This work group feels that the best way to ensure continued improvements is through open communication and education across a variety of vehicles at all 3 levels.

This work could have resulted in a ‘best practices’ document but ultimately, we feel that the impact would be more indelible if it was part of the messaging and communication from NAR to various audiences at the appropriate times throughout the year. This group also recognizes that a ‘model’ is not the best way forward because there is not a ‘one size fits all’ approach to these issues. Most of our AEs and staff do a good job at keeping these relationships healthy despite the challenges they face and are just looking for ways to strengthen these partnerships across the board.

Ultimately, it’s about consistency of the messaging, understanding the value that strong relationships yield and working together towards a common goal: the best interest of the shared member.

Recommendations:
That NAR assists the state and local associations in communicating the importance of this relationship through the following channels:

• Sessions on the following topics at either/both AE Institute and Leadership Summit
  • Best Practices for a successful state/local association relationship. (AEI)
  • Ways to enhance communication between state/local associations, best practices for a successful communication strategy between state and local associations. (AEI)
  • The role of Leadership at Leadership Summit to assist state/local associations in defining the roles of staff and volunteer leaders. Most helpful for our local associations and their leaders. (Summit)
• Using other audience-specific meetings to discuss continued collaboration across all 3 levels:
  • Government Affairs Directors (GAD) Institute
    • Defining/discussing/reiterating the roles of state v. local in advocacy space. (NAR Territorial Jurisdiction Policy)
    • Highlight successful collaboration and subsequent lessons/wins as a result of that collaboration.
    • Opportunities for further alignment of local/state issues and support by/for each level.
  • New AE Orientation
    • Helpful for new AEs to hear some of the ‘best practices’ when it comes to their role (state/local) so they can start off on the right foot in their relationships.
  • State AE Forum
    • Review suggestions on strengthening the relationship that came out of this work group to discuss during the state AE bi-annual meetings and wherever else appropriate for this group.
  • Additional NAR resources to be explored:
    • Value Proposition piece for all associations to share with their members.
    • An NAR Ombudsman program for facilitation of some of these unresolved issues.
• Pathways for a better local and state partnership to include discussion or exploration of the following issues:\
  • Alignment vs. duplication of roles.
    • Discussion with M1 work group on better processes to align or create efficiencies between state/local associations. For example: better efficiencies/collaboration of the dues billing process.
  • 2-way engagement of Strategic Planning process (local/state and state/local).
  • Opportunity for local AEs/staff to attend and/or participate in state governance committees (voting or non-voting).
  • Sharing of tech/resources/expertise across state & local associations.
  • Improvements in communications across all roles of the state and local associations. (Advocacy, Government Affairs Directors, Communication Directors, AEs, etc.).
  • Engaging local associations in the development of legislative priorities and action plans.

From the body of work that each of these breakout teams explored, there are plenty of topics and ideas from which to build sessions or other opportunities for increased or improved engagement. These three reports, along with the NAR Focus Group report, are attached here as Appendix A and Appendix B. These reports will be made available to NAR meeting planners, along with local and state association staff. The goal is for them to use these suggestions as a template from which to begin to build programming or find ways to communicate best practices to their specific audiences to ensure that the “we work better together” message is consistent. Additionally, if an opportunity arises to share this information with the NAR Cultural Transformation Commission (CTC) as a helpful tool for their work in 2023-2024, we are more than happy to share with them as well.

APPENDIX A

Local and State Partnership Work Group Breakout Team Synthesis:
The Local and State Partnership Work Group addressed its charge through the lens of three breakout teams: Advocacy, Aligning Efficiencies and Inclusivity and Communication. These teams agreed that alignment of local and state services is needed and beneficial, coupled with increased and cohesive communication that consistently conveys the member value proposition at the local and state level. A synthesis of each team’s work follows and serves as a reference to help locals and states in their efforts to move the partnership forward and provides suggestions on how to strengthen it.

BREAKOUT TEAM: Advocacy
At the conclusion of the work of this team, they identified three phases to encourage local and state cooperation on advocacy issues. These phases are not chronological, they are laid out this way to give a suggested path to an ideal Advocacy relationship between local and state associations.

Phase One:

• Create opportunities for local AEs and government affairs directors to participate on state RPAC committees and government affairs/public policy committees; provide implementation assistance to those states who have not already done this.
• States engage locals in developing legislative priorities and action plans; requires open lines of communication and a willingness to look for opportunities to collaborate and strive toward consensus on issues; when in opposition work together on a communication plan for members and the public.
• Co-brand legislative reports and recaps.
• Have local AE appointments on state RPAC and government affairs committees.
• Identify potential shared resources.

Phase Two:

• States provide local GADs with the information they need to share with members on all aspects of real estate legislation.
• State and local GADs meet before/during/after legislative sessions.
• States work with locals on coordinated and collaborative RPAC messaging.
• NAR funds local spokesperson training on how to testify on political advocacy issues.
• State-to-state sharing of local collaboration success stories.
• NAR recognizes successful models.

Phase Three:

• State RPAC representatives strive to attend all local meetings.
• States create a political coordinators program to include key member contacts w/ legislators and council members; follow NAR’s territorial jurisdiction when determining where to assign coordinators.
• Communicate roadmap for members to run for political office.
• NAR creates repository with blueprints for RPAC fundraising events.

BREAKOUT TEAM: Aligning Efficiencies
This breakout team explored how to create and increase efficiencies between local and state associations. At the core of these efficiencies is fostering a culture of inclusion in order to achieve long-term success in this relationship and for the success of the shared member. For these efficiencies to be effective, it requires collaborating instead of competing, continuous monitoring, evaluation, and adaptation, and it must involve all stakeholders at all levels of the REALTOR® organization.

Barriers to a successful local and state association relationship:

• Professional development beyond continuing education, reaching key industry issues, best practices, and self-improvements – let’s grow together, not apart.
• Dues billing/collection.
• Hiring and other HR-related practices.
• Quality of professional standards administration.
• Differing AMS systems.
• Scalability of some services.

Opportunities to create better alignment:

• States create a state-specific template of services they offer locals.
• States create a state-wide AMS for their locals that can help accounting/payroll, human resources, dues billing/collection (possible M1 solution).
• Coordinate communications up and down so members receive one unified message on shared issues, especially regarding advocacy.
• Coordinate strategic planning efforts.
• Coordinate and co-brand education offerings. NAR programming focuses on opportunities to collaborate.
• NAR develops suggested guidelines for who does what (state or local).

BREAKOUT TEAM: Inclusivity and Communication:
This breakout team examined ‘the what, why, and the how’ of creating more partnership and collaboration between locals and states, as outlined below.

The What:

• Create more of a partnership/collaboration between state and local.
• Involve members in joint initiatives; have volunteer “buy in” for the collaboration.
• Complement rather than compete.
• Create a greater understanding of what each does, starting with each strategic plan.

The Why:

• To avoid duplication.
• To maximize resources.
• To create a strong local and state relationships which leads to better service for the shared member.

The How:

• Align and share strategic plans including possible two-way representation on strategic planning committees.
• Involve local AEs in state governance (committees, BOD).
• Invite all local AEs to BOD meetings as non-voting and/or voting attendee.
• Have a local AE as non-voting member of state Executive Committee.
• Begin conversation between state and local association to identify each other’s role.
• Communicate w/ local AEs prior to notices going out for the state to members.
• State coordinates bi-weekly local AE meetings.
• State staff liaison to locals.

APPENDIX B

Conclusions from Local and State Partnership Focus Groups
In an effort to help guide the work of the Local and State Partnership Work Group, two focus groups were assembled: one comprised of local AEs, and one comprised of state AEs. These two focus groups shared insights on the issues facing the local and state partnership, and what best practices might be created to help build a healthy, sustainable, cooperative relationship. The outcome of these two groups resulted in some common issues surrounding the local and state partnership, including personality conflicts between AEs, perceived lack of transparency on both sides, and competition.

Local AE Focus Group
The local AE focus group shared some of the following suggestions for how they, in their local AE role, can help strength the relationship. Some of their suggestions include the following:

• Be supportive of the state and avoid “throwing them under the bus” to their members.
• Be open and direct about what they appreciate from the state and what the state could possibly to differently.
• Share their local information with the state such as member newsletters and strategic plans.
• Take responsibility for cultivating mutual respect in the relationship.
• Attend state meetings and invite state leaders to local events.
• Be a conduit for sharing state information with their members.
• Ensure their leadership understands the roles of both the state and the local association.

State AE Focus Group
The state AE focus group shared some of the following suggestions for how they, in their state AE role, can help strength the relationship. Some of their suggestions include the following:

• "Institutionalize” regular communication to their locals, including newsletters and meetings.
• Give local AEs “heads-up” calls before major votes or issues.
• Be supportive of the local AEs and ask for their support when needed.
• Host events for local AEs and their leaders during NAR events/state meetings.
• Provide services that offer value to members and make the local AEs look good.

Best Practices Moving Forward
Both focus groups shared ideas for best practices to strengthen the partnership and highlight cooperation rather than competition in the shared member space. Some of these best practices included the following:

• Regularly scheduled communication by the state AE with local AEs.
• Strategic plan sharing between the state and local association.
• Locals share member newsletters with the state.
• States find at least one formal role within state governance for one or more local AE (even if not voting members of the state BOD).
• States create a staff position to provide local association services.
• States and locals acknowledge competition but communicate to work through it.
• Volunteer leaders understand the roles of the state and local associations.
• States attend local events with state leadership at the invitation of the locals.
• States seek out issues facing locals and are clear about what they can/cannot do to address them.

For a copy of the full focus group report, contact the NAR Staff Executives for this work group: Cynthia Bair or Lisa Calarco.

View Work Group Roster

November 2023 REALTORS® NAR NXT |  AEC / New AE Orientation Work Group Meeting Summary

November 14, 2023

CHAIR: Amanda Creel, RCE, CAE (AL)
VICE CHAIR: Brian Toohey, RCE (MO)
COMMITTEE LIAISON: Andrea McKey (LA)
STAFF EXECUTIVE: Krystal Allen (IL) | Renee Holland (IL)

WORK GROUP PURPOSE:
Review NAR’s current New AE Orientation and provide input on the program format and curriculum to ensure that NAR delivers valuable information and resources to assist AEs in their new positions.

BACKGROUND:
The work group brainstormed two questions at the beginning of their term: (1) What they think NAR could/should provide new AEs that would be helpful as they launch their new position? (2) What they wish they would have known when they were a new AE? Past agendas and statistics were reviewed, along with the current New AE Orientation curriculum. Work group members were divided into four subgroups and audited the summer New AE Orientation program that was held virtually and in person.

FINAL REPORT:
The work group provided input on the format and curriculum of NAR’s New AE Orientation program to ensure that NAR delivers valuable information and resources to assist AEs in their new positions. Work group members audited the summer orientation program that was held live in Chicago and virtually. The following recommendations have been forwarded to staff for consideration as the orientation program is revised:

• Involve more AEs in the program and include videos and testimonials
• Provide recorded presentations prior to the in-person sessions
• Enhance the NAR Mentor program and incorporate it into the New AE Orientation
• Develop a “drip campaign” for new AEs
• Program presenters to provide “top three takeaways” at the end of each session

The work group reviewed existing online tools and resources and provided recommendations to staff for enhancements. The five links reviewed were:

• Job Function Checklists for New AEs (review the Chronological AND Categorical Checklists for New AEs)
• New AE Roster
• Advice
• Webinars & Videos
• New AE Orientation

It was suggested that the New AE Online resources follow the format of the Volunteer Leadership Toolkit. Specific edits and recommendations for changes were submitted to staff for modification.

WORK GROUP MEMBERS:
Amanda Creel, RCE, CAE, Chair
Brian Toohey, RCE, Vice Chair
Brendan Bailey, RCE
Jean Beck, RCE
Alice Clark, RCE
Michelle Mills Clement, RCE, CAE
Lorri Edwards, RCE
Jennifer Foutch, RCE
Cade Fowler, RCE
Lyn Gotwalt, RCE
Sharon Halperin
Beth Hansen, RCE, CAE
Vernon Jones, RCE, CAE
DaVina Lara
Nancy Lawson, RCE
Mona LeBleu, RCE
Jorge Ledesma
Mandi Meador, RCE
Chuck Michaels, CAE
Misty Miller, RCE
David Bo Patten, RCE
Billie Prater, RCE
Libby Sheard
Brent Swander, RCE
Patrick Wallace, RCE
Cynthia Walsh, RCE
Christina Wereski, CAE
Suzanne Westrum, RCE
James Wetzel, RCE

Liaison
Andrea McKey

Staff Executives
Krystal Allen
Renee Holland

View Work Group Roster

2023 REALTORS® NAR NXT |  AEC / Reimagine Core Standards Work Group Meeting Minutes

November 13, 2023

CHAIR: Travis Kessler (TX)

VICE CHAIR: Katie Shotts (TN)

COMMITTEE LIAISON: Andrea McKey (LA)

STAFF EXECUTIVE: Andrew Scoulas (IL), Dan Doepke (IL)

Welcome:
Chair Kessler welcomed work group members to the meeting.

Core Standards Strengths and Weaknesses:
The work group engaged in an open discussion of several pending items raised during previous meetings to have a through discussion to determine if these items belong in Core Standards and, if so, under which Core Standard.

• Advocacy and Triple Crown: It was previously suggested that an association earning Triple Crown also satisfies some of the Advocacy requirements. It was determined that Triple Crown only fulfills the Investment section of Advocacy, not the entire Core Standard. Additionally, because Triple Crown requirements for state associations are different from the requirements for local associations, the work group will discuss the State portion of Triple Crown further.
• Consumer Outreach and the Voice for Real Estate: There currently are two requirements for each of the 44 criteria. This was lowered to one for each criteria; however, associations may still complete more than one. Also, the 44 criteria were reduced to 20.
• Sustainability: The Sustainability Committee volunteer leadership asked the work group to consider adding a sustainability initiative to the Core Standards. Because sustainability is not defined within the context of association management, and it is not clear under which Core Standard this would apply, the work group decided to not add anything.
• Leadership Code of Conduct: Associations will be asked to list their leadership policies concerning antitrust, harassment, conflict of interest, confidentiality, Code of Conduct, whistleblower, etc., and upload them to the Core Standards Certification Form.
• Training for elected leadership: Associations will be asked to confirm they offer training on the above-mentioned policies. Leadership will also be defined.
• Training for C-Suite association staff: The current training requirement for the CEO will not be expanded to specialty staff.
• Tracking and enforcing Code of Ethics training requirement: The work group agreed to keep this requirement in the Core Standards.
• Tracking and enforcing Fair Housing training requirement (2025 onwards): In May, the Membership Policy and Board Jurisdiction Committee made a motion for the AEC to consider adding a requirement to the Core Standards that associations conduct or promote Fair Housing training. Guidelines will be provided, like Code of Ethics training, for associations to offer training that meets the requirement. Because tracking the Fair Housing training will likely be similar to tracking Code of Ethics training in M1, the Code of Ethics training requirement in Core Standards can be modified to including tracking Fair Housing training.
• Promoting the Value Proposition and member retention: The work group was asked to consider adding the requirement that they offer a value proposition to their members. Because associations are already expected to offer a value proposition to their members outside of the Core Standards, the work group’s consensus was to not add a new requirement but to enhance the existing wording to remind associations to constantly communicate the value of membership.
• Association Strategic Plans: There was consensus to not require associations to upload their Strategic Plan given their privacy concerns. Language will be added to the existing requirement to update the strategic plan.
• Institutes, Societies and Councils and Affinity or Allied Groups (NAREB, NAHREP, The Alliance, AAREA): The work group was asked to consider adding a requirement that associations collaborate with these organizations. Given that these groups are not in every market, the work group will discuss further whether this should be added to the Core Standards as a requirement or an option.
• Sharing Posts from NAR or HouseLogic: The work group will further discuss the relevancy of requiring associations to share posts from NAR and HouseLogic.
• Updates to Core Standards Certification Form: The Core Standards Certification Form is being updated for the 2024 cycle based on feedback from AEs.
• Core Standards FAQs: The FAQs will be expanded to identify best practices.

Next Steps:
The work group previously agreed that more time is needed to ensure a thorough review and “reimagining” of the Core Standards program. AEC leadership will reappoint the work group so their work can continue in 2024, and final recommendations will be submitted at the 2024 REALTORS® Legislative Meetings next May. Work group members who want to continue serving in 2024 were asked to inform NAR staff, if they have not already done so, and complete the 2024 AEC Work Group Appointment Request Form when it is available in January.

Adjournment:
The meeting was adjourned at 11:27 AM.

View Work Group Roster