Fraser Room, River Rock Casino Conference Centre

The mission of the Real Estate Institute of BC is to advance and recognize excellence in education, knowledge, professional development and business practices uniting all sectors of the real estate industry.

Strategic Plan Review Session

September 26, 2013

Richmond, BC

1 REIBC Strategic Plan 2013 - 2014 The mission of the Real Estate Institute of BC is to advance and recognize excellence in education, knowledge, professional development and business practices uniting all sectors of the real estate industry.

VISION

1. REIBC is a clearly focused and highly relevant organization. It is prominent and respected within the real estate industry and the province of British Columbia for the substantial and unique benefits that it delivers to its members and stakeholders.

2. REIBC’s membership base is diverse, engaged and committed to the BC real estate industry. Members are very satisfied with the benefits they receive. They are proud of REIBC and the difference it makes within the real estate industry and the province of British Columbia.

3. REIBC’s Board and Committee members are selected with care, based on their knowledge, skill, attitude, the ability to work as effective team members, and an unwavering commitment to REIBC’s strategic goals.

4. REIBC is governed by a Board which is well-oriented, cohesive, effective, vision- driven, and well connected to REIBC’s membership and the BC real estate industry. Succession planning is in place.

5. REIBC is a respected leader and active partner in the BC real estate industry. It builds and maintains strategic partnerships with external stakeholders, so all can achieve strategic goals. It is nimble and responsive to industry and societal trends.

6. REIBC has sustainable funding, has no impediments in delivering its mandate, and spends its funds in a cost effective manner that maximizes benefits.

7. REIBC’s daily operations are carried out by competent, professional and highly effective administration. REIBC is able to attract and retain high caliber staff. It maintains a safe and supportive work environment that encourages staff to excel.

8. There is ongoing communication among all REIBC components (board, committees, staff). Performance is monitored and evaluated at individual and collective levels. Feedback is abundant and assists in maintaining positive and tension-free relationships.

9. All partners within the organization (volunteer and staff) know and fully understand their roles and responsibilities and how they should interact with others.

10.Meetings and decision-making processes are efficient, effective and strategically driven. Rules and guidelines are clearly articulated and respected by all.

The purpose of this session, facilitated by Vince Battistelli of The Governance Group, was to review the current plan and to bring it up to date.

The session started with a brief scan of the environment in which the REIBC operates to determine if there are forces/factors at work that might have some impact on the work of the organization or its members. The notes from this portion of the session are included at the end of this report.

The next task was to identify any threats that might face the organization and its work. These are listed in the back of this report.

Next we identified possible opportunities that board members think might exist for the organization. These are listed at the back of this report.

We concluded the data review session by isolating issues that the board thinks are of major importance in reviewing the strategic goals and objectives. These are also listed in the back of the report.

Review of Strategic Goals and Objectives

Our strategy for this task was to discuss and determine if the strategic goals and their respective objectives are: still relevant; should be deleted; required updating; or new strategic goals and objectives needed to be added.

One new Strategic goal and objectives was added.

The following pages are the updated strategic goals and objectives.

2013 - 2014

Strategic Goal 1: Our members remain satisfied that REIBC provides services that they value.

A. The REIBC designation is recognized by industry players such as banks, employers who require it, other industry organizations, government, realtors and the public.

B. The professional development opportunities we offer meet the needs and interests of members.

C. The content of INPUT continues to be relevant and contemporary

D. There are continued opportunities for all of our members to get involved in REIBC initiatives, programs and events.

E. We educate our members through REIBC initiated research.

F. We are meeting the real estate related needs and interests of all sectors of our membership.

Strategic Goal 2: We are a financially sustainable organization

A. We receive alternative sources of funding for events and activities

B. Annual revenues are greater than or equal to expenses.

C. We have a sustainable financial plan.

Strategic Goal 3: We are known and respected by our members, government, employers, other professional organizations and the public.

A. We have collaborative and partnership events and programs with other professional organizations.

B. Our member’s opinions/expertise are sought by government, the media, the public and other members on issues of policy or public importance.

C. Employers are advertising opportunities with our organization that require an RI.

D. The RI designation is the designation of choice for all real estate related services.

E. We educate our members and the industry through REIBC initiated research.

F. The ‘Pro D’ opportunities we offer meet the needs of our members and other industry professionals.

Strategic Goal 4: We practice excellence in Board governance.

A. We regularly assess the effectiveness of our board.

B. We all work from the same premise regarding our roles and responsibilities as a board.

C. Our members know what our board does and what we address on their behalf.

D. Members volunteer to work on our committees and to being considered for chapter &/or Board membership.

E. We have a succession and nominations plan for board membership

F. Our constitution and bylaws are updated and relevant to our governance.

Strategic Goal 5: We retain and attract a diverse membership

A. We have a net annual membership growth.

B. REIBC experiences growth in the underrepresented sectors of the industry.

C: Those entering the real estate profession have information about and awareness of REIBC.

5 REIBC Strategic Plan 2013 - 2014