<p>National Association of Residential Property Managers</p><p>(NARPM®)</p><p>Strategic Planning Report</p><p>638 Independence Parkway</p><p>Chesapeake, VA 23320</p><p>September 15, 2014</p><p>Facilitated by: Mary Byers, CAE [email protected] 217-483-8836 2 | P a g e</p><p>The Strategic Planning Task Force of the National Association of Residential Property Managers (NARPM) met in Chesapeake, Virginia on September 15, 2014 for the purpose of developing a strategic plan for the NARPM. Mary Byers, an outside facilitator, was engaged to lead the planning process. </p><p>The following document is not intended to be a verbatim record of the strategic planning session. Instead, bullet points are used to represent the discussion, capture the ideas presented, and briefly communicate the work of strategic planning participants.</p><p>Strengths</p><p> Integrity  Prestige  Discussion group  Ethics Growth Edges  Financially stable  Tradeshow/convention Participants were also asked to list weaknesses, referred to as “growth edges.”  Legislative Listed were:  Family feel  Education  Lack of consumer care  Website  Designation  Why change?  Members  Quality of classes  Broker/owner  Volunteerism  Lack of credibility  Reputation  Low percentage of designations  Openness to teach  Leadership  Some chapters/experience  Growth  Designations not recognized  Affordable  Fun  Some chapters leadership  Staff  Niche market  Been there done that  Low % of designations  Chapter centric  Knowledge  Vendors  Member at large</p><p> Onboarding</p><p> Why national?</p><p> Comparison to other groups 3 | P a g e</p><p> No advanced track  Competing education</p><p> “Running a business” education  Institutionalized owners</p><p> Emphasis on something that serves  Too chapter-centric low %  Stale meetings  Name  Age of members –> length of members</p><p> Funds (fear of spending)</p><p> Different needs of members</p><p> Lack of strategic focus</p><p> Travel</p><p> Changes in market</p><p>Threats  Lack of perceived value</p><p>Participants were also asked to list potential  Change in management group threats to the association. Listed were:  Chapter leadership  Franchise property management  Asking chapters to do too much vendors  Lack of modernized and quality  Tenant resources and advocacy marketing  Dominant vendors  Bad SEO  Growth--challenge to current  NAR/IREM members Opportunities  Large chapters Participants were asked to brainstorm a list  Other associations of opportunities for NARPM. They were:  Government relations (FTC </p><p> overwhelming)  Saving $ for members from vendors  Lack of volunteers  Growth  Apathy in membership  Experienced leadership  Technology and automation  Legislative voice/PAC  Board decisions not favorable to all  Owner referral network 4 | P a g e</p><p> Centralization of forms  Virtual convention</p><p> Leadership training  Be the CNN of property managers</p><p> HR support  NARPM IM – listserve on steroids</p><p> International growth  Leverage member-to-member recruitment  PAC  Podcasts, videos, etc.  Online chat  Convention speakers  Advanced education classes  Member retention  Differentiate NARPM education from other sources  Leverage our investments</p><p> Mentorship  Speakers, etc to benefit members</p><p> Build consistent chapter experience  Define volunteer responsibilities</p><p> Alliances with other organizations  Auto renewal</p><p> Engaged members  Engage willing volunteers</p><p> PM Get Started Kit</p><p>Potential Priorities</p><p>□ Revamp convention</p><p>□ Member engagement (communicate value)</p><p>□ Education (recording sessions, make online better, paid speakers)</p><p>□ Leadership training</p><p>□ Chapter leadership-restructuring? Meeting consistency with all leaders</p><p>□ Membership categories 5 | P a g e</p><p>□ Member value-save money with vendors</p><p>□ Other association affiliations</p><p>□ Legislative</p><p>□ Increase referral network</p><p>The following five areas were determined to be priorities:</p><p> Leadership (chapters, training, restructuring)</p><p> Member engagement (revamp convention, communicate value, increase referral network, other association affiliations)</p><p> Education</p><p> Legislative</p><p> Membership categories 6 | P a g e</p><p>Priorities</p><p>With priorities identified, participants spent time clarifying each one, including identifying assumptions, addressing accountability and assigning a deadline. (Please note that the deadline reflects the time plans will be started, not necessarily completed or implemented.)</p><p>The priorities appear below. They were not ranked and are presented in random order.</p><p>Please note that these priorities will influence budgeting and how staff support is allocated.</p><p>1. EDUCATION</p><p>Goal: Redevelop classroom and online courses and pricing</p><p>Assumptions:</p><p>Courses need to be re-development</p><p>Videos are desired for online courses</p><p>Industry experts add to course content</p><p>NARPM Instructor base needs enhancement along with the vetting process</p><p>Members desire NEW courses for advanced education</p><p>Costs to take courses is not competitive (Online vs. classroom)</p><p>Members desire to obtain continuing education credits</p><p>Accountability:</p><p>Professional Development Committee, Staff</p><p>Timeframe:</p><p>Classroom December 2015</p><p>Online-prioritize designation/certification courses December 2015</p><p>Remaining online courses December 2016 7 | P a g e</p><p>2. MEMBERSHIP CATEGORIES </p><p>Goal: Restructure of membership categories.</p><p>Assumptions:</p><p>There are too many categories</p><p>Understand why there are so many categories currently</p><p>Simplify categories</p><p>Need to review by-laws and Policies and Procedures Manual</p><p>Research economic impact of ethics course to NARPM</p><p>Accountability:</p><p>Membership Committee, Staff</p><p>Timeframe: </p><p>June 1, 2015</p><p>3. LEGISLATIVE</p><p>Goal: To engage the NARPM membership in the government affairs.</p><p>Assumptions:</p><p>NARPM members want NARPM involved in government affairs</p><p>Use of the “Engage” platform (called Action Center on website) is not being utilized</p><p>Government Affairs Committee is cumbersome in current structure</p><p>NARPM positions need to be articulated 8 | P a g e</p><p>Accountability:</p><p>Government Affairs Committee</p><p>Government Affairs Director</p><p>Timeline:</p><p>October 2016</p><p>Engage – October 2017</p><p>4. LEADERSHIP (chapters training, restructuring) Goal: Enhance NARPM Leadership training</p><p>Assumptions:</p><p>Organization needs for great leadership</p><p>Quality of training programs needs improvement</p><p>Chapter leaders give feedback on strengths and weaknesses</p><p>Current chapter structure is not successful</p><p>More members need to attend training and involved in chapter structure</p><p>Accountability:</p><p>Appoint Special Work Group, Executive Director</p><p>Timeframe:</p><p>Progress report by BOD meeting April 2015</p><p>Final recommendation by BOD meeting October 2015</p><p>Roll out recommendation January 2016 9 | P a g e 10 | P a g e</p><p>5. MEMBER ENGAGEMENT</p><p>Goals: Revamp convention (and B/O retreat); Communicate value proposition to current and future members; referral network needs revamp</p><p>Assumptions:</p><p>Already exists - can it be resurrected to be more user friendly?</p><p>Broker/owner is cannibalizing convention</p><p>Grow membership</p><p>Locations of events are to be standardized to increase member attendance</p><p>Make other associations want to partner with us</p><p>Members don’t realize full value of membership</p><p>Methods of communications are not working</p><p>Need to determine avenues to assist in growth of membership</p><p>Need to engage services of a PR firm</p><p>Predictable, diluted trying to meet many needs, less member teaching members.</p><p>Referral network needs revamp</p><p>Support growth</p><p>Accountability: Timeframe:</p><p>Special workgroup October 2015</p><p>Communications September 2015</p><p>Member services December 2015</p><p>Conclusion</p><p>This Strategic Planning document will be presented for approval. Upon approval, Task Forces will be appointed and committees will be asked to complete the work identified above.</p><p>Progress in implementing the plan will be reviewed at Board meetings. </p><p>A one-page summary of this document is provided on the following page for use in Board materials in order to keep projects and activities top-of-mind as priority items. 11 | P a g e 12 | P a g e</p><p>National Association of Residential Property Managers</p><p>Priorities</p><p>2014-2017</p><p>1. Redevelop classroom and online courses and pricing</p><p>Accountability Professional Development Committee, Staff</p><p>Timeframe Classroom December 2015 Online-prioritize designation/certification courses December 2015 Remaining online courses December 2016</p><p>2. Restructure membership categories</p><p>Accountability Membership Committee, staff</p><p>Timeframe June 1, 2015</p><p>3. Engage the NARPM membership in the government affairs and further define process</p><p>Accountability Government Affairs Chairperson/committee Government Affairs Director</p><p>Timeframe October 2016 Engage – October 2017 13 | P a g e</p><p>4. Enhance NARPM Leadership training</p><p>Accountability Appoint Work Group, Executive Director</p><p>Timeframe Progress report by BOD meeting April 2015 Final recommendation by BOD meeting October 2015 Roll out recommendation January 2016</p><p>5. MEMBER ENGAGEMENT</p><p>Revamp convention (and B/O retreat)</p><p>Communicate value – communicate a value proposition to current and future members</p><p>Increase referral network – referral platform needs revamp</p><p>Accountability Timeframe</p><p>Special workgroup October 2015</p><p>Communications September 2015</p><p>Member services December 2015</p>