Strategic Planning

NARPM^® Leadership Works from a Strategic Plan

Each year, the Board of Directors selects specific goals and objectives for their Strategic Plan, always with the core values of NARPM^® in mind, to work on throughout that year. Each goal has one or more objectives. The objective is followed by some suggested action steps, which would lead to accomplishing the objective. These action steps are only a guide. Each committee is encouraged to come up with new action steps they feel will bring the objective to fruition. These objectives, however, must be acccomplished in order for that goal to be realized.

Core Values: Principles that Guide NARPM^®

• Respect and integrity among members brought about by ethical, honest and credible behavior.
• Cooperation and sharing as colleagues, instead of competitors.
• Commitment and dedication to the profession of residential property management.
• Promotion of continual learning and professional designations.
• Visionary leadership for the industry.
• Service to the industry and the public.

Themes: What NARPM^® Does Well

• Networking
• Education
• Designations

Strategic Themes and Principles

• Sustain and Broaden the Membership
  NARPM^® will be an industry specific and accessible association of residential property managers represented in all marketplaces.
• Recognition/Visibility
  The value and contributions of NARPM^® and residential property managers are universally recognized and essential in the governance of the industry.
• Advocacy & Service
  The fundamental rights of the rental home industry will be preserved and enhanced on behalf of NARPM^® members and the public.
• Knowledge Source
  NARPM^® will be a national leader in creating, expanding, refining and transferring the knowledge of rental home management.

Mission

The mission of the National Association of Residential Property Managers is to support professional and ethical practices of rental home management through networking, education and designation.

Vision

Indispensable to the residential property manager and integral in the governance, advocacy, and recognition of residential property management

Goals

MEMBERS

• NARPM^® has membership benefits, services, and procedures that are effectively conveyed to the members.
• Continual learning and achieving designations has been accepted, embraced, and supported by the members.
• Members have become integrated and involved in NARPM^®.
• NARPM^® leaders are visionary and experienced professionals.
• 1 to 3 year plan
  • Younger people will be more involved in NARPM^® and all forms of technology will be critical to the property management industry
  • NARPM^® South Forty Advisory Board which includes second generation Property Managers. This advisory board will work with NARPM^® to deal with issues such as:
    • Younger generation – will they find it necessary to belong to trade associations.
    • Conventions to fun and family places
    • Conventions will need to change as educational needs will change as people can take classes online
    • Need to study the length of time for convention and allow more for networking. Look at the Disney Institute.
    • Need to listen to the younger members and learn from them
  • Look at delivery methods for the future. Need to get younger professionals involved in the association and on committees
  • Professional Development needs to study the requirement to attend conventions for designations.
  • Designation classes need to be reviewed every year, rather than every 3 years.
  • Professional Development needs to work on faculty growth and training:
    • Look at going to retirees to do instructing or write courses
    • Give instructors more recognition.
    • Develop instructor training
    • New Instructors, require courses to be audited before they teach
    • Group course rewrite where all instructors come together and do rewrites together
    • New instructors co-teaching with an experienced instructor
    • Create Instructor standards
    • Create an Instructor of the Year award
    • Develop course on Virtual offices and paperless offices
  • Enhance Networking will be on the web.
  • Expand the NARPM^® CEO group and determine how it will look in 5 years with subgroups.
  • New Member list serves/special interest list serves/owners list serves
  • Mentor for Chapter Leaders List Serve to get it started. How to set up a business plan for chapters.

INDUSTRY

• NARPM^® is the premier source for learning and advancement of the professional residential property manager.
• NARPM^® is essential in the governance of the profession and recognized by peer organizations.
• NARPM^® is represented in every state and internationally.
• NARPM^® is the spokesperson for the home rental industry.
• 1 to 3 year plan
  • Work on a method to get the NARPM^® classes to the high school and college level. Make NARPM^® instructors available to high schools and colleges. The future property manger is college grad and need to support degrees in real estate with a specialty in property management.
    • Find out who is currently teaching real estate courses at high schools and college/junior colleges.
    • Colleges have instructors and NARPM^® make the curriculum available to the colleges and to assist the instructors on real life experiences. The “graying of the property managers.”
  • Look at establishing and intern program through NARPM^® for both high schools and college and earn credits. Manage property and give a place to live. Give away scholarships.
  • Sudy the feasibility of storage of documents online for chapters. This document repository would be used for local chapters governing documents and minutes.
  • Study the creation of virtual trade shows. Tie it in to a convention trade show and leave up and running after convention is over.
    • Set up chats with vendors through virtual trade shows
  • Hire someone to write a program/publication and NARPM^® owns it and than makes it available to members and other organizations. Encourage chapters to hold these sessions.
  • NARPM^® must handle the diverse needs of NARPM members and meet the needs to the smaller property managers.
    • Diversity – Encourage members from diverse background to get involved in NARPM^®.
    • International training – how to deal with customers from other cultures.
  • Develop a major marketing program to increase membership numbers in NARPM^®. (Note: Member get a Member campaign helped IREM^® grow 17%.) Expand marketing program to areas NARPM^® has never treaded.
  • Partner with other similar organizations to make a legislative difference.
  • Begin featuring a NARPM^® Chapter in the Residential Resource.
  • NARPM^® must establish a tracking systems that gives:
    • Statistics at every board meeting that tell how many are educated and receiving designations, how many members are we processing monthly, who is taking classes, and any other statistic that will help educate leaders.
    • Once gathered, supply statistics to chapter leaders.
    • Determine method to track who are the company owners, principal brokers, etc.
  • Once NARPM^® determines who the company owners are, establish a forum for all the presidents of property management companies to come together once a year at the convention.
  • Determine if there is a need for Chapter Leadership Conference for 3 hours at the convention that is mandatory for presidents and president-elects.

PUBLIC

• The NARPM^® logo is universally recognized.
• NARPM^® designees are recognized by the general public as industry experts.
• The public recognizes NARPM^® as the standard for residential property management.
• 1 to 3 year plan
  • Study whether larger cities already have organizations that are assisting property managers? Can NARPM^® joint venture with these groups to benefit property managers? Study the need to hire a research firm/college/university to determine this information.
  • NARPM^® can retrain people to return to work force. Job fairs MOAA (www.MOAA.org/tops) Military Spouse Corporate Network and Military Officers Association of America to provide education and training to veterans and military spouses who seek professional careers.
  • Study feasibility of using GI Bill that allows the Dept of Veterans Affairs to reimburse eligible veterans for the cost of taking approved certification and licensure examinations (www.gibill.va.gov).