There’s always something to howl about.

What Has Your Local Association Done For/To You Lately?

Many of the Bloodhound writers and readers are rather disdainful of the entire Realtor® organization – all three levels (local, state and national). Greg Swann, in particular, has a penchant for wishing for the demise of the organization that keeps him on a leash. In fact, Greg, I’d suggest you stop reading this post now. Not because I will be defending the organization, but because you are already beyond any discussion of what a local association could/should be for members.

For those who are still reading, I will assume you have a least a passing interest in why you are a member of the Realtor® organization and some hope that it can serve you in some way. The fundamental question I’m exploring is the role of the local association in helping members to be successful. There are many different sizes and shapes of local associations out there, so I’m going to attempt to stay at the philosophical level. I will be using my local association, the Charlottesville Area Association of Realtors® (CAAR), as an example, so for clarity we have 1100 members in a small but sophisticated real estate market. That makes us a mid-sized local, but to be honest, we act like we are big.

CAAR is currently debating this issue of the association’s role. At each Board of Directors meeting we start off with what we call a “Strategic Discussion” that involves an issue that is important, but not urgent (Covey’s Quadrant 2). Next week the Strategic Discussion on the agenda is as follows:

Strategic Discussion

What is CAAR’s Role on the Internet? When do we compete with members and when do we provide a common service that is in the best interest of most of our members? If we provide valuable public information, do we compete with members who could be providing that same information? Was the NGIC website a valuable service to members and the community, or an interference with our member’s business?

The NGIC website mentioned in this agenda item is a special site we created to help with a major relocation of much of the military intelligence personnel to our area – about 750 new jobs. The site we created displays the distance away from the NGIC headquarters of each house in the MLS. Now this isn’t rocket science and any of our members could have used an IDX feed and Google Maps to set this up. Should the association have even considered this project, or should we have left our members to their own limitations of creativity?

The fundamental question to me is what is the playing field that members are or should be playing on? Is the playing field founded on competition of who can create the best web site? Is the playing field based on data distribution as I discussed in To Z or not to Z? Is the playing field based on who can provide the best customer service, data interpretation, and marketing?

I tend to believe the later, but then again I’m just a pin-headed association weasel and not a Realtor®. I’d love to hear some feedback from others on the association models below. Which one of these associations would you join?

Limited Model ($50 to $120 dues) – There are a few minimum services that NAR requires association to offer. All of these required services such as dues collection and enforcement of the REALTOR® Code of Ethics can be outsourced. A savvy group of members could run an association with little effort and lots of outsourcing for minimal money. Of course you get what you pay for, but for some (e.g., Greg Swan) this is a good option.

Basic Model ($120 to $180 dues) – MLS, lockboxes, and a little education are the services you might expect in this model in addition to the minimum services. That means you’ll have volunteer and networking opportunities and need a few committees and an active governing Board. Minimal staff is required depending on the number of members because the volunteers lead the way. Most Realtor® associations fall in this category.

Hybrid Model ($150 to $225 dues) – Unlike a hybrid car, this model is not designed to get good gas mileage. A hybrid association, as you might guess, is a combination of the basic model and the corporate model. Many Realtor® associations fall in this category. Typically, hybrids do not have a significant enough number of members to justify a corporate model, but too many to satisfy the service expectation of members under the basic scheme. This model requires a balance between a strong governing board and a strong professional staff. That balance is hard to achieve and egos often clash causing turmoil and discontent in the membership.

Corporate Model ($200 to $300 dues) – As the name indicates, this model features a corporate-like structure – CEO, senior staff and a Board that sets the direction and gets out of the way. Committees and task forces work with staff to get the work accomplished. The association becomes an extension of the members’ business and provides services that could not be provided as efficiently by a member or even a large firm.

In my case, CAAR is somewhere between the Hybrid and the Corporate model. We have always been careful not to compete with our member firms, but that becomes harder and harder as volunteer leaders embrace new technologies and innovative opportunities. The lines between member service and member interference have become blurred especially with national franchises and large independent firms.

We have an association Blog, but is it competing with member Blogs? We have the most popular real estate website in the area, but isn’t that taking traffic away from member’s web sites? We issue extensive market reports and data, but couldn’t members do that? We have partnerships with media outlets, economic development organizations, and non-profits, but is that the type of thing that is best left to members?

Although I hate the cliché “leveling the playing field,” it seems to be uttered more and more around CAAR these days. The problem is that there is no agreement on what field members are playing on. Some are playing on the Internet field, some on the franchise field, some on the marketing field, etc., etc., etc. In a real sense, no mater what the association does it potentially competes with members. So what do we do? Disband like Greg wants, or plow ahead with the battle cry, “a rising tide lifts all boats?”

What do you think?