OAR BoD Supplemental Packet

Supplemental

Packet

BOARD OF

DIRECTORS

MEETING

September 28, 2013

Salem, Oregon

TABLE OF CONTENTS

2013 Year to Date Financials __________________________________________________________________ 1-12

Measure 79 Accounting __________________________________________________________________________ 13

The Plaza refinance proposal recommendation from the Executive Committee______________15-22

Memorandum of Understanding for the President/President-elect ______________________ 23-25

Memorandum of Understand for the DVP’s _________________________________________________ 26-27

Memorandum of Understand for the NAR Directors________________________________________29-30

Change to DVP Policies _______________________________________________________________________ 31-32

Professional Development Committee Policy Change _________________________________________ 33

Business Issues Key Committee Policy Change _________________________________________________ 35

Governement Affairs Key Committee Policy Change ___________________________________________ 37

Political Affairs Policy Change ___________________________________________________________________ 39

Oregon REALTORS® Politcal Action Committee Policy Change ______________________________ 41

Updated Performance Measure for Strategic Plan _________________________________________ 43-52

2014 Committee Appointments _____________________________________________________________ 53-58

OREGON ASSOCIATION

OF REALTOR®

YTD Financials

through

August 2013

1

OREGON ASSOCIATION

OF REALTOR®

Table of Contents:

1. Summary of Sources & Uses Per Program; Cash & Reserves 2. Budget Variance 3. Change in Financial Position YTD Compared to 2012 4. Consolidated Sources & Uses 5. Consolidated Financial Position

2

9/23/2013 1. OAR Budget Progress Report January through August 2013

YTD through August 2013 at 66.6% of Year

Dues Collected for 2013: Jan - Aug 13 % of Total Budget Annual Budget

Actual Dues Collected in 2013 1,882,607 Dues collected in 2012 for 2013 469,118

Total Dues Collected for 20136.: 2,351,725 102% 2,312,500

Program Expense: Jan - Aug 13 YTD Budget Over/Under Budget % of Total Budget Annual Budget

1. Legislative Advocacy- Basic1. -122,071 -133,463 -11,392 61% -200,195 2. Administrative -249,638 -255,767 -6,129 65% -383,650 3. Political Action (OREPAC) -90,997 -89,871 1,126 68% -134,806 4. Political Affairs -100,948 -93,037 7,911 72% -139,555 5. Legal Affairs2. -59,374 -80,757 -21,383 49% -121,135 6. Membership Records Maint -46,621 -48,352 -1,731 64% -72,528 7. Association Governance3. -80,147 -144,693 -64,546 37% -217,039 8. Marketing & Communication -58,608 -61,479 -2,871 64% -92,218 9. My Realtor®Party -37,347 -42,982 -5,635 58% -64,473 10. Board/Association Services -70,276 -74,657 -4,381 63% -111,985 11. Leadership Development -28,248 -31,316 -3,068 60% -46,974 12. Education -63,683 -68,540 -4,857 62% -102,810 13. NAR Director Support -23,952 -28,165 -4,213 57% -42,248 14. NAR Political Support -11,031 -10,519 512 70% -15,779 15. NAR Liason4. -53,356 -40,809 12,547 87% -61,214 16. Replacement Fund -7,263 -9,500 -2,237 51% -14,250 17. Research & Service Center -3,333 -3,333 0% -5,000 18. Home Foundation5. -22,378 -34,241 -11,863 44% -51,361 19. Website Improvement -24,336 -33,333 -8,997 49% -50,000 20. Commercial Division -5,734 -6,553 -819 58% -9,829

Total Program Expense7.: -1,156,008 -1,291,367 -135,359 -1,937,049

Cash & Reserves: Aug 31, 13 Cash & Assets:

Checking/Savings 1020.00 · USA bank 20,665 1031.00 · NAR FCU Investment Acct 51,714 1032.00 · Morgan Stanley MMF (x379)1of2 696,819

Total Checking/Savings 769,198

1068.00 · Morgan Stanley 1,352,535 1800.00 · Investment in OREF 43,132 1810.00 · Investment in OR Plaza LLC* 1,817,374

Total Cash & Assets: 3,982,239 Cash Reserves (Liabilities):

3050.00 · Contingency Fund 500,000 3060.00 · Replacement Fund 42,593 3070.00 · Risk Reduction Fund 129,487 3080.00 · Issues Mobilization Fund 200,630 3090.00 · Region 12 Strategic Fund 125,824 3100.00 · Legal Action Fund 172,876 3110.00 · Building Reserve 48,921

Total Cash Reserves (Liabilities): 1,220,330

Total Non Reserved Cash: 2,761,908

3

9/23/2013 1. OAR Budget Progress Report -Variances and Notes

Updated August 31,2013

Major Variances: 1. Legislative Advocacy- Basic1.

5. Legal Affairs2.

7. Association Governance3.

$ (11,392) Under Budget $ (21,383) Under Budget $ (64,546) Under Budget

15. NAR Liason4. $ 12,547

Over Budget 18. Home Foundation5.

$ (11,863) Under Budget

Total Dues Collected for 20136. $ 39,225

Over Budget TOTAL PROGRAM EXPENSE7.

$ (135,359) Under Budget

Notes:

1. Event Driven. Large portion of the budget is allocated to upcoming events 2. Accounting: The funds have not been transferred yet to the Legal Action Fund. 3. Event Driven: Large portion of budget is for upcoming events. There are also miscoding issues, that will be adjusted in upcoming periods.* 4. Accounting: Does not include reimbursements expected from RMLS & NAR. There are also miscoding issues, that will be adjusted in upcoming periods.* 5. Event Driven: Does not include the Taste of Portland Expenses that will be included in the September Financials, and although a September Event we will have update on that during the meeting. 6. Total Dues collected to date are $39,225 more than anticipated for the whole budget year. 7. Total program expenses are $135,359 less than the YTD budget. September Taste of Portland and Convention expenses will reduce this under budget amount.

* It was brought to our attention that there were miscoding issues between programs that will affect several programs. Because they wont effect the overall Sources & Uses.

We decided to make that adjustment in the future after further review and analysis.

Recommendations by the Financial Review Committee:

1. For those budget programs that historically show significant skewing of income or expenses to one month or just a few months, the monthly budget allocations be assigned based on recent years' experience rather than on a straight-line accrual (Effective for 2014).

2. Keeping in mind OAR ia a not-for-profit organization, we recommend not using the terminology

"Profit" and "Loss", instead using "Sources" and "Uses".

3. In order to address the miscoding issue, we are implementing a new procedure requiring senior staff to review and approve their program expenses on a monthly basis, before the month is closed.

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Ordinary Sources / Uses Sources:

Jan - Aug 13 Budget $ Over Budget

4006.00 · Contract Services 3,367 6,167 -2,800 4010.00 · Dues/Realtor 1,561,137 1,541,667 19,470 4100.00 · Registration 54,860 42,367 12,493 4101.00 · Subscription Fees 19,100 20,833 -1,733 4103.00 · Webinars 6,604 5,500 1,104 4109.00 · Booth Sponsor - Convention 5,650 4290.00 · Sponsorships 18,564 14,833 3,731 4300.00 · Home Foundation Revenue 23,912 4304.00 · rEqual 5,000 4310.00 · Mailing Lists, CD, Misc 6,613 2,333 4,280 4320.00 · Insurance Commissions 5,664 4500.00 · Grants 4,667 -4,667

Total Sources: 1,710,471 1,638,367 72,104 Gross Sources: 1,710,471 1,638,367 72,104

Uses:

5019.00 · Advertising Expense 1,292 600 692 5020.00 · Award/Gifts 1,659 4,833 -3,174 5030.00 · Insurance 2,556 1,667 889 5035.00 · Building-Repairs/Maint 79 5040.00 · Office Rent 98,428 138,527 -40,099 5050.00 · Catering 35,992 42,000 -6,008 5060.00 · Communications 15,910 16,867 -957 5070.00 · Computer Services 5,648 5,667 -19 5075.00 · Web Maintenance 2,933 2,800 133 5082.00 · Charitable Contributions 15,125 12,833 2,292 5083.00 · Filing Fees 150 5085.00 · Credit Card Fees 15,186 11,100 4,086 5100.00 · Depreciation Expense 20,000 5110.00 · Dues/Commitments 3,970 3,867 103 5150.00 · Equipment Rental 6,376 8,200 -1,824 5155.00 · Equip Repairs 88 67 21 5200.00 · Instructor/Speaker Fees 10,130 24,867 -14,737 5231.00 · SRES Licensing 1,000 2,000 -1,000 5248.00 · Leased Equip-Copiers 13,002 14,000 -998 5250.00 · Meeting Room Rental 7,953 13,933 -5,980 5253.00 · Membership Survey 1,667 -1,667 5290.00 · NAR Designation Fee 2,867 -2,867 5320.00 · Postage/Delivery 3,924 4,800 -876 5325.00 · Professional/Contract Services 161,943 164,667 -2,724 5330.00 · Printing 13,124 11,533 1,591 5331.00 · Printing/Production 125 5335.00 · Registration Fees 8,192 3,533 4,659

5

Jan - Aug 13 Budget $ Over Budget 5336.00 · Production/Entertainment 9,431 7,400 2,031 5338.00 · Replacement Funds 7,668 9,500 -1,832 5340.00 · Staff Allocations 691,186 708,556 -17,370 5400.00 · Staff Expenses 2,590 1,667 923 5401.00 · Travel Expenses 91,470 102,083 -10,613 5410.00 · Staff Professional Developmen 691 2,000 -1,309 5420.00 · Staff/Member Relations 3,553 2,000 1,553 5430.00 · Subscriptions & References 3,710 2,967 743 5445.00 · Office Supplies 4,324 6,500 -2,176 5446.00 · Meeting Materials 4,760 13,167 -8,407 5452.00 · Key Committee Travel 17,560 9,667 7,893 5453.00 · President Discretionary Fund 1,413 6,667 -5,254 5520.00 · Transportation Expense 1,283 5530.00 · Travel Exp.-Executive Comm. 27,926 24,933 2,993 5531.00 · DVP Travel Expenses 834 4,000 -3,166 5580.00 · Design/Development 3,475 733 2,742 5105.00 · Home Foundation Expenses 7,774 5326 · Legal Action Expense 25,000 -25,000 7001.00 · Region 12 Expense 1,023

Total Uses: 1,325,456 1,419,735 -94,279 Net Ordinary Sources: 385,015 218,632 166,383 Other Sources/ Uses:

Other Sources: 4120.00 · Interest Income 2,346 26,667 -24,321 4124.00 · Dividend Income 17,928 4127.00 · Royalty 5,000 -5,000 4130.00 · Unrealized Gain/Loss Investme 6,786

Total Other Sources: 27,060 31,667 -4,607 Other Uses:

6999 · Non-budget reserve expenditures 5,959 Total Other Uses: 5,959

Net Other Sources: 21,101 31,667 -10,566 Net Sources: 406,116 250,299 155,817

6

ASSETS Aug 31, 13 Aug 31, 12 $ Change Current Assets

Checking/Savings 1020.00 · USA bank 20,665 42,310 -21,645 1031.00 · NAR FCU Investment Acct 51,714 51,431 283 1032.00 · Morgan Stanley MMF (x379)1of2 696,819 638,581 58,238 1044.00 · Petty Cash 457 484 -27

Total Checking/Savings 769,655 732,806 36,849 Accounts Receivable

1200.00 · Accounts receivable 27,501 5,100 22,401 Total Accounts Receivable 27,501 5,100 22,401 Other Current Assets

1068.00 · Short Term Investment 1081.00 · Morgan Stanley-ST CD(x379)1of2 891,011 2,163,332 -1,272,321 1083.00 · Morgan Stanley MutFund (xx626) 256,532 432,022 -175,490 1086.00 · Morg Stanly Leg Act Fund (x378) 204,992 204,973 19

Total 1068.00 · Short Term Investment 1,352,535 2,800,327 -1,447,792 1090.00 · Interest Receivable 0 3,373 -3,373 1410.00 · Prepaid Insurance 1,425 3,001 -1,576 1420.00 · Deposits & Prepaid Expenses 2,927 24,548 -21,621

Total Other Current Assets 1,356,887 2,831,249 -1,474,362 Total Current Assets 2,154,043 3,569,155 -1,415,112 Fixed Assets

1300.00 · Property, Plant, & Equipment 1330.00 · Office, Furniture & Equipment

1331.00 · Software 106,124 106,124 0 1332.00 · Office Equipment 86,759 106,809 -20,050 1330.00 · Office, Furniture & Equipment - Other 93,166 92,933 233

Total 1330.00 · Office, Furniture & Equipment 286,049 305,866 -19,817 1390.00 · Accum Depreciation -282,921 -343,034 60,113 1300.00 · Property, Plant, & Equipment - Other 0 51,017 -51,017

Total 1300.00 · Property, Plant, & Equipment 3,128 13,849 -10,721 Total Fixed Assets 3,128 13,849 -10,721 Other Assets

1069.00 · Long Term Investment 1074.00 · Morgan Stanley -Long Term 0 25,000 -25,000 1800.00 · Investment in OREF 43,132 18,278 24,854

Total 1069.00 · Long Term Investment 43,132 43,278 -146 1810.00 · Investment in OR Plaza LLC*

1805.00 · Due from Plaza LLC 857,790 502,771 355,019 1810.00 · Investment in OR Plaza LLC 959,584 1,081,062 -121,478

Total 1810.00 · Investment in OR Plaza LLC* 1,817,374 1,583,833 233,541 Total Other Assets 1,860,506 1,627,111 233,395

TOTAL ASSETS 4,059,194 5,251,267 -1,192,073

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LIABILITIES & EQUITY Aug 31, 13 Aug 31, 12 $ Change

Liabilities Current Liabilities

Accounts Payable 2010.00 · Accounts payable 10,430 58,522 -48,092

Total Accounts Payable 10,430 58,522 -48,092 Credit Cards

2007.00 · US Bank Visa - Wallace x5524 0 142 -142 2016.00 · US Bank Visa -Owen-x2609 0 25 -25

Total Credit Cards 0 167 -167 Other Current Liabilities

2030.00 · Accrued Vacations 48,670 59,260 -10,590 2052.00 · Deferred-Realtor Dues Income 778,401 781,280 -2,879 2054.00 · Deferred-Affiliate Dues Income 6,589 5,616 973 2060.00 · Events Liability 19 0 19 2100.00 · Payroll Liabilities -1,175 4,615 -5,790 2104.00 · Due to Home Foundation 1,102 0 1,102 2105.00 · Employee 401K Contribution 2,287 40 2,247 2111.00 · Direct Deposit Liabilities -1,619 0 -1,619

Total Other Current Liabilities 834,274 850,811 -16,537 Total Current Liabilities 844,704 909,500 -64,796 Long Term Liabilities

3050.00 · Contingency Fund 500,000 500,000 0 3060.00 · Replacement Fund 42,593 26,756 15,837 3070.00 · Risk Reduction Fund 129,487 129,487 0 3080.00 · Issues Mobilization Fund 200,630 1,047,287 -846,657 3090.00 · Region 12 Strategic Fund 125,824 0 125,824 3100.00 · Legal Action Fund 172,876 170,448 2,428 3110.00 · Building Reserve* 48,921 48,921 0

Total Long Term Liabilities 1,220,331 1,922,899 -702,568 Total Liabilities 2,065,035 2,832,399 -767,364 Equity

3200.00 · Equity in Plaza* 1,887,996 1,887,996 0 3250.00 · Operating Reserve 1,340,027 416,764 923,263 3900.00 · Retained Earnings -1,681,496 -184,314 -1,497,182 Net Income 406,118 257,269 148,849

Total Equity 1,952,645 2,377,715 -425,070 TOTAL LIABILITIES & EQUITY 4,059,197 5,251,266 -1,192,069

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OAR Home Plaza ORPAC Total

Ord S

Gr

inary Sources & Uses ources: 4006.00 · Contract Services 3,367 3,367 4010.00 · Dues/Realtor 1,561,137 1,561,137 4100.00 · Registration 54,860 54,860 4101.00 · Subscription Fees 19,100 19,100 4103.00 · Webinars 6,604 6,604 4109.00 · Booth Sponsor - Convention 5,650 5,650 4290.00 · Sponsorships 18,564 18,564 4300.00 · Home Foundation Revenue 23,912 23,912 4304.00 · rEqual 5,000 5,000 4310.00 · Mailing Lists, CD, Misc 6,613 6,613 4320.00 · Insurance Commissions 5,664 5,664 4010.00 · Donations 1,305 1,305 4015 · Taste of Rogue Valley 18,645 18,645 4021 · Taste of Portland- Sponsorship 25,950 25,950 4022 · Taste Portland-Booth Sponsor 11,275 11,275 4023 · A Taste of Portland- Ticket Sal 900 900 4035 · Golf Sponsors 14,250 14,250 4036 · Green Fees - Golf Tournament 10,675 10,675 4037 · Golf Ball Drop - Tournament 1,640 1,640 4040 · Hole Sponsor - Golf Fund Raiser 18,500 18,500 Rental Income 183,979 183,979 Hard (Hard Contributions) 129,605 129,605 Soft (Soft Contributions) 5,966 5,966

Total Sources: 1,710,471 103,140 183,979 135,571 2,133,161 oss Sources: 1,710,471 103,140 183,979 135,571 2,133,161

Uses:

5019.00 · Advertising Expense 1,292 1,292 5020.00 · Award/Gifts 1,659 1,659 5030.00 · Insurance 2,556 3,648 6,204 5035.00 · Building-Repairs/Maint 79 17,560 17,639 5040.00 · Office Rent 98,428 98,428 5050.00 · Catering 35,992 35,992 5060.00 · Communications 15,910 15,910 5070.00 · Computer Services 5,648 5,648 5075.00 · Web Maintenance 2,933 2,933 5082.00 · Contributions 15,125 73,403 88,528 5083.00 · Filing Fees 150 50 200 Bank Service Charges 110 110 Interest Expense 128,947 128,947 5085.00 · Credit Card Fees 15,186 647 15,833 5100.00 · Depreciation Expense 20,000 130,830 150,830 5110.00 · Dues/Commitments 3,970 3,970 5150.00 · Equipment Rental 6,376 6,376 5155.00 · Equip Repairs 88 88 5200.00 · Instructor/Speaker Fees 10,130 10,130 5231.00 · SRES Licensing 1,000 1,000 5248.00 · Leased Equip-Copiers 13,002 13,002

9

OAR Home Plaza ORPAC Total 5250.00 · Meeting Room Rental 7,953 7,953 5320.00 · Postage/Delivery 3,924 3,924 5325.00 · Professional/Contract Services 161,943 850 162,793 5330.00 · Printing 13,124 13,124 5331.00 · Printing/Production 125 125 5335.00 · Registration Fees 8,192 8,192 5336.00 · Production/Entertainment 9,431 9,431 5338.00 · Replacement Funds 7,668 7,668 5340.00 · Staff Allocations 691,186 691,186 5400.00 · Staff Expenses 2,590 2,590 5401.00 · Travel Expenses 91,470 91,470 5410.00 · Staff Professional Development 691 691 5420.00 · Staff/Member Relations 3,553 3,553 5430.00 · Subscriptions & References 3,710 3,710 5445.00 · Office Supplies 4,324 4,324 5446.00 · Meeting Materials 4,760 4,760 5452.00 · Key Committee Travel 17,560 17,560 5453.00 · President Discretionary Fund 1,413 1,413 5520.00 · Transportation Expense 1,283 1,283 5530.00 · Travel Exp.-Executive Comm. 27,926 27,926 5531.00 · DVP Travel Expenses 834 834 5580.00 · Design/Development 3,475 3,475 5105.00 · Home Foundation Expenses 7,774 7,774 7001.00 · Region 12 Expense 1,023 1,023 5100.00 · Taste of Portland Expense 3,198 3,198 5200.00 · Golf Tournament Expenses 15,956 15,956 Landscaping 2,860 2,860 Licenses and Permits 197 197 Miscellaneous 389 389 Security Services 487 487 Supplies 452 452 Taxes 54,865 150 55,015 Utilities 15,991 15,991 Total Uses: 1,325,456 20,701 540,315 209,124 2,095,596

Net Ordinary Sources: 385,015 82,439 -356,336 -73,553 37,565 Other Sources/ Uses: 0

Other Sources: 0 4120.00 · Interest Income 2,346 9 2,355 4124.00 · Dividend Income 17,928 5 17,933 4130.00 · Unrealized Gain/Loss Investmen 6,786 6,786

Total Other Sources: 27,060 9 27,069 Other Uses: 5 5

6999 · Non-budget reserve expenditures 5,959 5,959 Net Other Sources: 5,959 9 5 5,973

Total Other Uses: 21,101 21,101 Net Sources: 406,116 82,448 -356,336 -73,548 58,680

10

ASSETS Current Assets

Checking/Savings

OAR Home Plaza ORPAC Total

1020.00 · US Bank 20,665 153,019 -1,790 71,872 243,766 1031.00 · NAR FCU Investment Acct 51,714 51,714 1032.00 · Morgan Stanley MMF (x379)1of2 696,819 696,819 1044.00 · Petty Cash 457 457

Total Checking/Savings 769,655 153,019 -1,790 71,872 992,756 Accounts Receivable -

1200.00 · Accounts receivable 27,501 9,750 6,800 100 44,151 Note Receivable - SSA/GSA 25,489 25,489

Total Accounts Receivable 27,501 9,750 32,289 100 69,640 Other Current Assets -

1068.00 · Short Term Investment - 1081.00 · Morgan Stanley-ST CD(x379)1of2 891,011 891,011 1083.00 · Morgan Stanley MutFund (xx626) 256,532 256,532 1086.00 · Morg Stanly Leg Act Fund (x378) 204,992 204,992 Morgan Stanley ORPAC 25,289 25,289

Total 1068.00 · Short Term Investment 1,352,535 25,289 1,377,824 1090.00 · Interest Receivable - 1410.00 · Prepaid Insurance 1,425 1,425 1420.00 · Deposits & Prepaid Expenses 2,927 1,000 3,927

Total Other Current Assets 1,356,887 1,000 97,261 1,455,148 Total Current Assets 2,154,043 164,769 30,499 97,261 2,446,572 Fixed Assets -

1300.00 · Property, Plant, & Equipment - 1330.00 · Office, Furniture & Equipment -

1331.00 · Software 106,124 106,124 1332.00 · Office Equipment 86,759 86,759 1330.00 · Office, Furniture & Equipment - O 93,166 93,166

Total 1330.00 · Office, Furniture & Equipment 286,049 286,049 1390.00 · Accum Depreciation -282,921 (282,921) 1300.00 · Property, Plant, & Equipment - Othe 0 - Plaza Building -2110 Mission Street 3,976,584 3,976,584 Building Improvements 60,738 60,738 Furniture & Fixtures 9,172 9,172 Land 388,730 388,730

Total 1300.00 · Property, Plant, & Equipment 3,128 0 3,128 Total Fixed Assets 3,128 4,435,224 4,438,352 Other Assets -

1069.00 · Long Term Investment - 1800.00 · Investment in OREF 43,132 43,132

Total 1069.00 · Long Term Investment 43,132 43,132 1810.00 · Investment in OR Plaza LLC*** -

1805.00 · Due from Plaza LLC 857,790 857,790 1810.00 · Investment in OR Plaza LLC 959,584 959,584

Total 1810.00 · Investment in OR Plaza LLC**** 1,817,374 1,817,374 Deferred Lease Incentives -6,609 (6,609) Prepaid Expenses -25,038 (25,038)

Total Other Assets 1,860,506 -31,647 1,828,859 TOTAL ASSETS 4,017,677 164,769 4,434,076 97,261 8,713,783

11

OAR Home Plaza ORPAC Total LIABILITIES & EQUITY -

Liabilities - Current Liabilities -

Accounts Payable - 2010.00 · Accounts payable 10,430 5,672 390 16,492

Total Accounts Payable 10,430 5,672 390 16,492 Credit Cards -

2007.00 · US Bank Visa - Wallace x5524 0 - 2016.00 · US Bank Visa -Owen-x2609 0 -

Total Credit Cards 0 - Other Current Liabilities -

2030.00 · Accrued Vacations 48,670 48,670 2052.00 · Deferred-Realtor Dues Income 778,401 778,401 2054.00 · Deferred-Affiliate Dues Income 6,589 6,589 2060.00 · Events Liability 19 19 2100.00 · Payroll Liabilities -1,175 (1,175) 2104.00 · Due to Home Foundation 1,102 1,102 2105.00 · Employee 401K Contribution 2,287 2,287 2111.00 · Direct Deposit Liabilities -1,619 (1,619) Oregon Assn of Realtors 506,670 506,670 Security Deposits 8,424 8,424 Tenants Deposits 2,028 2,028 2200 · Advance Payment on Fund Raisers -1,000 (1,000)

Total Other Current Liabilities 834,274 -1,000 517,122 1,350,396 Total Current Liabilities 844,704 -1,000 522,794 390 1,366,888 Long Term Liabilities -

3050.00 · Contingency Fund 500,000 500,000 3060.00 · Replacement Fund 42,593 42,593 3070.00 · Risk Reduction Fund 129,487 129,487 3080.00 · Issues Mobilization Fund 200,630 200,630 3090.00 · Region 12 Strategic Fund 125,824 125,824 3100.00 · Legal Action Fund 172,876 172,876 3110.00 · Building Reserve*** 48,921 48,921 Mortgage Payable 3,124,055 3,124,055

Total Long Term Liabilities 1,220,331 3,124,055 4,344,386 Total Liabilities 2,065,035 3,646,849 390 5,712,274 Equity -

3100.00 · Temp. Restricted Assets 1,750 1,750 Opening Bal Equity 1,751,814 1,751,814 3200.00 · Equity in Plaza*** 1,887,996 1,887,996 3250.00 · Operating Reserve 1,340,027 1,340,027 3900.00 · Retained Earnings -1,681,496 80,571 -792,230 34,848 (2,358,307) Net Income 406,118 82,447 -172,356 62,023 378,232

Total Equity 1,952,645 164,768 787,228 96,871 3,001,512 TOTAL LIABILITIES & EQUITY 4,017,680 164,768 4,434,077 97,261 8,713,786

12

Protect Oregon Homes & Yes on 79

2012 Cash Contributions Protect Oregon Homes Yes on 79 Total Contributions

National Association of REALTORS® 675,000.00$ 2,351,751.26$ 3,026,751.26$ Oregon Association of REALTORS® -$ 1,821,049.00$ 1,821,049.00$ Local Associations 500.00$ -$ 500.00$ Miscellaneous/Public Cash Contributions 100.00$ 313.00$ 413.00$ Total 4,848,713.26$

2012 In-Kind Contributions

National Association of REALTORS® -$ -$ -$ Oregon Association of REALTORS® 80,000.00$ 19,248.56$ 99,248.56$ Local Associations 6,264.14$ 3,038.96$ 9,303.10$ Miscellaneous/Public Cash Contributions 325.00$ 360.03$ 685.03$ Total 109,236.69$

2011 Cash Contributions

National Association of REALTORS® 332,140.00$ -$ 332,140.00$ Oregon Association of REALTORS® 45,000.00$ -$ 45,000.00$ Local Associations -$ -$ -$ Miscellaneous/Public Cash Contributions 255.00$ -$ 255.00$ Total 377,395.00$


National Association of REALTORS® 32,380.00$ -$ 32,380.00$ Oregon Association of REALTORS® 376,048.50$ -$ 376,048.50$ Local Associations -$ -$ -$ Miscellaneous/Public Cash Contributions -$ -$ -$ Total 408,428.50$

2010 Cash Contributions

National Association of REALTORS® 3,929.00$ -$ 3,929.00$ Oregon Association of REALTORS® 242,381.28$ -$ 242,381.28$ Local Associations -$ -$ -$ Miscellaneous/Public Cash Contributions -$ -$ -$ Total 246,310.28$


National Association of REALTORS® -$ -$ -$ Oregon Association of REALTORS® 5,000.00$ -$ 5,000.00$ Local Associations -$ -$ -$ Miscellaneous/Public Cash Contributions -$ -$ -$ Total 5,000.00$

Total Cash Contributions 5,472,418.54$ Total In-Kind Contributions 522,665.19$

Sub-Totals 1,799,322.92$ 4,195,760.81$ Total Campaign Contributions 5,995,083.73$

EXAMPLES:

DEFINITION OF IN-KIND CONTRIBUTION: A good or service, other than money, having monetary value. The value of this contribution is based on fair market value of the good or service.

· On October 9, 2012, the Real Estate Show made an in-kind contribution of $400 to the campaign by running radio advertisements at no cost.· On October 15, 2013, Coldwell Banker Pro West made an in-kind contribution to the campaign for $225 in postage to send out postcards to clients in support of Measure 13

14

EXECUTIVE COMMITTEE RECOMMENDATION TO THE OAR BOARD OF DIRECTORS

The OAR Executive Committee met, via conference call, on Monday, September 23, 2013 to review Plaza refinance proposals from the REALTORS® Credit Union and the Valley Postal Credit Union/Centennial Lending (our current lender.) Following input from the Refinance Task Force (Eva Sanders, Dave Koch, and Jennifer Martin), the Executive Committee passed the following motion:

MOTION MADE, SECONDED and CARRIED to recommend the OAR Board of Directors approve the Valley Credit Union/Centennial Lending refinance proposal of the REALTORS® Plaza, LLC mortgage, as presented, or better rate and terms following negotiation.

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4112 Kodiak Court, Unit D • Longmont, CO 80504 720-494-2740 • fax 720-494-2720

www.centennial-lending.com

September 18, 2013 Oregon Association of Realtors, An Oregon Non-Profit Corporation Oregon Realtors Plaza, LLC, An Oregon Limited Liability Company Dr. Jonathan M. Wallace P.O. Box 351 Salem, OR 97308 Dear Dr. Wallace:

Valley Credit Union is pleased to extend the following Loan Modification Commitment for loan #8-749. Valley Credit Union’s commercial loans are processed through and serviced by Centennial Lending, LLC, a credit union service organization (CUSO) established and owned by participating credit unions. This modification commitment is extended to Oregon Association of Realtors, An Oregon Non-Profit Corporation and Oregon Realtors Plaza, LLC, An Oregon Limited Liability Company, (hereinafter collectively referred to as Borrower). The loan must be signed by the authorized signer(s) on behalf of Oregon Association of Realtors, an Oregon Non-Profit Corporation and Oregon Realtors Plaza, LLC, an Oregon Limited Liability Company, (jointly and severally). This loan modification commitment, (in reference to the existing loan #8-749 dated July 23, 2007 in the original principal amount of $3,520,000.00), is subject to the following terms and conditions:

1. The term and rate of interest on the loan modification shall be as follows: (Please choose from the

options listed below at the acceptance of this commitment by marking the line associated with the desired rate structure.) ___ The rate of interest shall be fixed at 4.90% with a term of 120 months based on a 227 month amortization. Principal and interest to be paid monthly. ___ The rate of interest shall be fixed at 4.90% with a term of 120 based on a 300 month amortization. Principal and interest to be paid monthly.

2. $15,663.00 non-refundable loan modification fee will be payable at the time of closing. (This amount is based on the current unpaid principal balance as of September 19, 2013 of $3,132,754.92 and will decrease if the principal is reduced prior to closing.)

3. There will be no pre-payment penalty. 4. Borrower agrees to pay all associated loan closing and processing costs, including but not limited to

appraisal fees, recording costs, tax service fees, customary processing fees and incurred attorney fees as applicable. By signing below, you acknowledge and agree that in the event the proposed loan modification does not close for any reason, you shall reimburse Centennial Lending for any and all costs advanced or incurred on your behalf.

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5. The loan will remain secured by a first Deed of Trust and Assignment of Rents encumbering the following described real property and all improvements located thereon: 2110 Mission Street SE, Salem, OR 97302

6. There is no substantial or material change in Borrower’s financial condition, or in the details upon

which this loan modification approval and commitment are based. 7. Borrower grants CUSO/Credit Union representatives reasonable unrestricted access to the proposed

loan collateral for the purpose of periodic collateral inspections.

8. The CUSO will not escrow for taxes or insurance. The Borrower agrees to periodically provide financial information to the CUSO. This includesannual personal and business financial statements and complete Federal Income Tax Returns with K-1's. These shall be provided no later than 30 days from the date they are requested by the CUSO or for tax returns; if not complete at that time, within 10 days after their filing date. The following will be required at or prior to closing: A. Properly executed loan modification documents pertaining to such loan, including, but not limited to

Loan Modification Agreement, Error and Omission Agreements, Affidavit of Authority, Statement of Authority and Settlement Statement. The form and content of the loan modification documentation shall be as required by CUSO.

B. Adequate hazard insurance and such other insurance as deemed necessary or desirable by CUSO on the real property and improvements naming Centennial Lending, LLC as the mortgagee and/or loss payee. Borrower may be required to pay the full premium for such policy at the time of the loan closing. (Received)

C. Proof that Oregon Association of Realtors and Oregon Realtors Plaza, LLC are in Good Standing

with the Oregon Secretary of State. (Received) D. Completed Affidavits of Authority stating the signers on behalf of Oregon Association of Realtors

and Oregon Realtors Plaza, LLC have not changed since loan origination. E. Appraisal/valuation ordered and accepted by the CUSO.

CUSO and/or Valley Credit Union may, at its option, terminate, cancel or modify its commitment and/or any of all of CUSO’s obligations under or in connection with this commitment without further notice or obligation upon the occurrence of any one or more of the following: (i) if all applicable conditions, covenants, and requirements contained or referenced in this letter and/or any attachments have not been met to CUSO’s satisfaction; (ii) if any representations made in connection with, or as an inducement to the issuance of this letter or the extension of the Loan is untrue or misleading in any respect in the opinion of CUSO; (iii) if any adverse change shall occur with respect to any of the Borrowers, any proposed loan collateral, or any other source of repayment of or security for the loan; (iv) if any other document or instrument required to be delivered in connection herewith is not in form and substance acceptable to CUSO; (v) if CUSO’s further credit or legal analysis of the transactions contemplated hereby, the Borrower, the intended loan collateral or any intended source of repayment or security for the loan reveals any matter which is unacceptable to CUSO; or (vi) additional information is received by CUSO prior to closing which in the sole judgment of CUSO indicates that the physical or title condition of the proposed loan collateral is impaired or otherwise negatively impacted by conditions that are not known to CUSO as of the date of this letter.

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The terms and conditions of this commitment letter shall survive the loan closing. If any terms in this letter conflict with any of the terms in the loan documents, the loan documents shall govern.

This loan modification commitment is not assignable and will expire October 4, 2013. The loan

modification must close by November 1, 2013. Should this commitment not be signed, accepted and returned to the CUSO by its expiration, or should the loan not be closed by the due date, this commitment shall become null and void. Further loan processing will proceed only after this commitment letter is signed and returned to Centennial Lending. If these terms are acceptable, please sign below and return this commitment to us. Sincerely,

Kirk Wiebusch Senior Vice President Approved and accepted by us this day of , 2013. Oregon Association of Realtors An Oregon Non-Profit Corporation ______________________________________ By: Dr. Jonathan M. Wallace, Chief Executive Officer Oregon Realtors Plaza, LLC An Oregon Limited Liability Company ______________________________________ By: Dr. Jonathan M. Wallace, Chief Executive Officer Of Oregon Association of Realtors, Member/Manager

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4112 Kodiak Court, Unit D • Longmont, CO 80504 720-494-2740 • fax 720-494-2720

www.centennial-lending.com

September 18, 2013 Oregon Association of Realtors An Oregon Non-Profit Corporation Oregon Realtors Plaza, LLC An Oregon Limited Liability Company Dr. Jonathan M. Wallace P.O. Box 351 Salem, OR 97308 Dear Dr. Wallace: Valley Credit Union is pleased to extend the following Loan Commitment. Valley Credit Union’s commercial loans are processed through Centennial Lending, LLC, a credit union service organization (CUSO) established and owned by participating credit unions. This commitment is extended to Oregon Association of Realtors, an Oregon Non-Profit Corporation and Oregon Realtors Plaza, LLC, an Oregon Limited Liability Company (collectively, Borrower). The loan must be signed by authorized signer(s) on behalf of Oregon Association of Realtors, an Oregon Non-Profit Corporation and Oregon Realtors Plaza, LLC, an Oregon Limited Liability Company (jointly and severally).

This loan commitment is subject to the following terms and conditions:

1. The loan amount shall not exceed the lesser of $300,000.00 or 80% of the appraised value of collateral property less prior liens.

2. The term and rate of interest on the loan shall be as follows: (Please choose from the options listed

below at the acceptance of this commitment by marking the line associated with the desired rate structure.)

___ The rate of interest shall be fixed at 4.90% with a term of 120 months based on a 227

month amortization. Principal and interest to be paid monthly. ___ The rate of interest shall be fixed at 4.90% with a term of 120 based on a 300 month

amortization. Principal and interest to be paid monthly. 3. A 1.00% or $3,000.00 non-refundable loan origination fee will be payable at the time of closing. 4. A $3,500.00 non-refundable appraisal fee will be payable upon acceptance of this commitment.

Please note that this is an estimate. Should the actual cost exceed this estimate, Borrower will be responsible for the additional amount. Should the actual cost be less, the Borrower will be credited the difference towards other closing costs.

5. There will be no pre-payment penalty.

6. Borrower agrees to pay all associated loan closing and processing costs, including but not limited to appraisal fees, title insurance fees, recording costs, survey fees, environmental investigation fees, tax service fees, customary processing fees, Title Company closing fees and incurred attorney fees. By signing below, you acknowledge and agree that in the event the proposed loan does not close for any reason, you shall reimburse Centennial Lending for any and all costs advanced or incurred on your behalf.

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7. The loan will be secured by a second Deed of Trust and Assignment of Rents encumbering the following described real property and all improvements located thereon: 2110 Mission Street SE, Salem, OR 97302

8. There is no substantial or material change in Borrower’s financial condition, or in the details upon which this loan approval and commitment are based.

9. Borrower grants CUSO/Credit Union representatives reasonable unrestricted access to the proposed loan collateral for the purpose of periodic collateral inspections.

10. The CUSO will not escrow for insurance.

11. The CUSO, at the request of the Borrower, will escrow for property taxes. Please select the appropriate option by initialing one of the following: _____ The CUSO should escrow for real estate taxes on the collateral property. _____ The CUSO should NOT escrow for real estate taxes on the collateral property.

The Borrower agrees to periodically provide financial information to the CUSO. This includes annual personal and business financial statements and complete Federal Income Tax Returns with K-1's. These shall be provided no later than 30 days from the date they are requested by the CUSO or for tax returns; if not complete at that time, within 10 days after their filing date.

The following will be required at or prior to closing: A. Properly executed loan documents pertaining to such loan, including, but not limited to Promissory Note, Deed of Trust, Mortgage, Assignment of Rents, Error and Omission Agreement, Security Agreement, Financing Statement, Borrowing Resolution and Statement of Authority. The form and content of the loan documentation shall be as required by CUSO. B. A tax certificate indicating the applicable real estate taxes and assessments on the property are

current. C. An acceptable commitment for an ALTA extended coverage lender’s title insurance policy on the property from a company selected by CUSO, with such special endorsements as are deemed necessary or desirable by CUSO, naming Valley Credit Union as beneficiary. Borrower shall be required to pay the full premium on such policy at the time of the loan closing, and any applicable cancellation fee if the loan is not closed for any reason. D. Adequate hazard insurance and such other insurance as deemed necessary or desirable by CUSO on the real property and improvements naming Centennial Lending, LLC as the mortgagee and/or loss payee. Borrower may be required to pay the full premium for such policy at the time of the loan closing. E. Acceptable environmental investigation of the intended loan collateral, including but not limited to a Phase I Environmental Study, and such other investigations and/or evaluations as are determined to be necessary or desirable by CUSO in regards to collateral. In order for this determination to be made, Borrower, current property owner and/or major property tenant(s), when appropriate, will be required to complete an Environmental Questionnaire. Borrower shall be required to pay all costs associated with the environmental investigation regardless of whether the loan is closed.

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F. Appraisal/valuation ordered and accepted by the CUSO. G. Proof that Oregon Association of Realtors and Oregon Realtors Plaza, LLC are in Good Standing

with the Oregon Secretary of State. (Received)

H. Provide a completed CUSO Statement of Entity Structure document for Oregon Association of Realtors, an Oregon Non-Profit Corporation and a copy of the minutes of the Board of Directors meeting authorizing this transaction and stating who will be authorized to sign on behalf of the Corporation.

I. Provide a completed CUSO Statement of Entity Structure document for Oregon Realtors Plaza, LLC,

an Oregon Limited Liability Company.

CUSO and/or Valley Credit Union may, at its option, terminate, cancel or modify its commitment and/or any of all of CUSO’s obligations under or in connection with this commitment without further notice or obligation upon the occurrence of any one or more of the following: (i) if all applicable conditions, covenants, and requirements contained or referenced in this letter and/or any attachments have not been met to CUSO’s satisfaction; (ii) if any representations made in connection with, or as an inducement to the issuance of this letter or the extension of the Loan is untrue or misleading in any respect in the opinion of CUSO; (iii) if any adverse change shall occur with respect to any of the Borrowers, any proposed loan collateral, or any other source of repayment of or security for the loan; (iv) if any other document or instrument required to be delivered in connection herewith is not in form and substance acceptable to CUSO; (v) if CUSO’s further credit or legal analysis of the transactions contemplated hereby, the Borrower, the intended loan collateral or any intended source of repayment or security for the loan reveals any matter which is unacceptable to CUSO; or (vi) additional information is received by CUSO prior to closing which in the sole judgment of CUSO indicates that the physical or title condition of the proposed loan collateral is impaired or otherwise negatively impacted by conditions that are not known to CUSO as of the date of this letter.

The terms and conditions of this commitment letter shall survive the loan closing. If any terms in

this letter conflict with any of the terms in the loan documents, the loan documents shall govern. This loan commitment is not assignable and will expire October 4, 2013. The loan must close by

November 1, 2013. Should this commitment not be signed, accepted and returned to the CUSO by its expiration, or should the loan not be closed by the due date, this commitment shall become null and void. Further loan processing will proceed only after this commitment letter is signed and returned to Centennial Lending along with the appraisal fee of $3,500.00. If these terms are acceptable, please sign below and return this commitment to us.

Sincerely,

Kirk Wiebusch Senior Vice President

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Approved and accepted by us this day of , 2013. Oregon Association of Realtors An Oregon Non-Profit Corporation ______________________________________ By: Dr. Jonathan M. Wallace, Chief Executive Officer Oregon Realtors Plaza, LLC An Oregon Limited Liability Company ______________________________________ By: Dr. Jonathan M. Wallace, Chief Executive Officer Of Oregon Association of Realtors, Member/Manager

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Memorandum of Understanding of Expectations for the position of OAR President/President Elect

As Incoming President-Elect of the Oregon Association of Realtors®, I acknowledge and commit to adherence of the following expectations during my 2-year tenure (or portions thereof) as President Elect and President:

I have read, and understand the Duties and Responsibilities of the President and President-Elect as defined in the OAR Policy Manual (attached.)

I understand that I serve the members of the Executive Committee & Board of Directors and that I represent all Members of OAR in all my official activities and decisions. I acknowledge my responsibility to always place the interests of the Association and its Members above my personal considerations.

I understand that during my term of office I will be recognized as OARs representative at all times, and will therefore exhibit the highest level of ethics, professionalism and dignity in all my business and personal conduct.

I agree that when traveling on behalf of OAR, I will make every effort to attend and participate in all appropriate meetings. I will endeavor to meet and network with leadership from other Associations, with the intent of learning and sharing. I will be a good steward of the funds allotted to my travel, and will promptly submit my expense report to OAR upon my return. I will report to the Executive Committee & Board of Directors on my activities and knowledge gained through meeting attendance and networking opportunities.

I understand that the OAR Business and Strategic Plans provide the blueprint for the goals and objectives of the Association, and I will at all times work within the established framework, unless approved otherwise by the Board of Directors and/or the Executive Committee (as appropriate).

I understand that the role of the OAR President is to provide leadership and to guide the Executive Committee & Board of Directors in accomplishment of the Mission Statement and the Business Plan; and, I understand that the role of the CEO is to manage the staff and OARs day-to-day activities. I will respect these separate roles and will partner with the CEO to ensure this essential division of labor.

I understand that, to effectively serve the office to which I’ve been elected, I must commit to being fully engaged in the Realtor® association. I will endeavor to attend all meetings as assigned. I will review all written communications, and promptly respond when requested. I will be accessible to the OAR CEO upon pre-established preferred communication methods, and will promptly respond to Member concerns upon request of the CEO.

I understand that when holding the highest elective office of OAR, I am subject to a higher level of scrutiny in my business and personal dealings. Should there be a personal issue that could reflect poorly on the Association or my ability to serve as an effective leader (e.g., significant business, financial and/or personal distress) I will seek counsel of an OAR Past President and the CEO to assess whether specific actions need to be undertaken.

I understand I am encouraged to be an RPAC investor for at least the NAR Fair Share level.

I understand that leadership is a function, not a position. As an OAR leader, my primary duty is to provide good stewardship and continuity – not to leave a personal legacy. I will endeavor to empower leadership to effectively serve in the roles to which they have been elected or appointed, to represent the Realtor® association through a dignified presence, and fulfill the responsibilities of the duties of the President.

I understand that failure to fulfill the expectations of the office as presented herein could be grounds for dismissal from that office, as prescribed in OAR Bylaws – Article IV, Section 6: “An elected officer may be removed from office in the manner provided by law in the Oregon Non-profit Corporation Act (ORS 65.001, et. seg.), as that law now exists or may hereafter be amended or succeeded.”

PRESIDENT/PRESIDENT-ELECT’S NAME (print):_______________________________________________ SIGNATURE:______________________________________________________DATE:________________

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1.10 Duties and Responsibilities of the President

Function: Serve as Chief Elected Officer of the Association.

Duties and Responsibilities: Within the limits of the Association’s Constitution, Bylaws and Policies, the President is responsible for and has commensurate authority:

1. To implement the Strategic Plan pursuant to the approved budget. 2. To serve as the chairman of the Board of Directors and the Executive Committee

and to keep them informed of the condition and on-going operations of the Association.

3. To invite the chairmen of ORPAC and Finance Review Committee and incoming newly elected President-elect to attend meetings of the Executive Committee.

4. In concert with the Association’s Chief Executive Officer, to represent the Association in contacts with the public, governmental entities, the members, other REALTOR® Associations, allied organizations and the media.

5. To direct the work of the Chief Executive Officer as necessary to achieve the goals and policies of the Association.

6. To coordinate and participate in an annual written performance review of the Chief Executive Officer.

7. To direct the activities of the elected officers of the Association in accordance with their position descriptions.

8. To ensure that the policies and programs which further the goals and objectives of the Association are planned, implemented and evaluated.

9. To serve as official host of the Association at its social events. 10. To serve as an ex-officio member of the Oregon Association of REALTORS®

Key Committees pursuant to the Bylaws. 11. To monitor Association finances to assure efficient and effective operations. 12. To appoint chairmen and members of Association Key and Special Committees

and Task Forces, to outline their purpose and duties and to monitor their progress. 13. To attend, as a National Director and Voting Delegate, all official meetings of the

National Association of REALTORS® and the Northwest Regional Caucus. 14. To serve as Oregon’s representative on the Region 12 Nominating Committee and

to appoint or to serve, on an every-other-year basis, as Oregon’s Regional Strategic Planning and Finance Committee member in Region 12.

15. To communicate with and assist Member Boards/Associations. 16. To assist the President-elect in his/her smooth transition into the presidency. 17. To perform other duties as directed by the Board of Directors and the Executive

Committee.

Qualifications 1. Must have served or be serving in an elective office or Directorship of a Member

Board/Association. 2. Must have held the office of President-Elect of the State Association. 3. Must be actively engaged in the real estate business and hold an active real estate

license from the State of Oregon. Term - The President is elected for a term of one year and is not eligible to serve a second successive term.

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1.11 Duties and Responsibilities of the President-elect Function: Assist the President and plan for the following year. If the incoming President-elect is not already a member, the President may invite the incoming President-elect to attend all Executive Committee meetings held between the incoming President-elect’s election and their subsequent installation. The purpose of the invitation is to offer the incoming President-elect the opportunity to become familiar with the issues and procedures of the Executive Committee prior to becoming a member of the Committee. The incoming President-elect shall not vote and may address the Executive Committee during a meeting only at the Executive Committees’ invitation. Duties and Responsibilities: Within the limits of the Association’s Constitution, Bylaws and Policies, the President-elect is responsible for and has commensurate authority:

1. To serve as a member of the Board of Directors and as Vice Chairman of the Executive Committee.

2. To attend all Oregon Association of REALTORS® business meetings and other Association meetings as assigned by the President.

3. To attend Board/Association visitations and installations as assigned by the President.

4. To attend all official meetings of the National Association of REALTORS® and the Northwest Regional Caucus.

5. To serve as an appointed member of the NAR State Leadership Forum. 6. To recommend the names of potential Key and Special Committee vice chairmen

and members to the President. 7. To represent the Oregon Association of REALTORS® at other associations and

organizations as assigned by the President. 8. To be the spokesperson for the Oregon Association of REALTORS® as assigned

by the President. 9. To serve as Chairman of Strategic Planning Committee to plan appropriate

programs and activities for their own presidential term. 10. To coordinate planning of programs and activities with the President-elect

designee as necessary to implement the Strategic Plan and promote the smooth transition of leadership.

11. To assume the duties and responsibilities of the presidency in the absence or disability of the President.

12. To perform other duties as assigned by the President. Qualifications:

1. Must have actively served or be serving in an elective office or Directorship of a Member Board/Association.

2. Must be actively engaged in the real estate business and hold an active real estate license from the State of Oregon.

3. Must have served as President of his/her local Board/Association of REALTORS®, or as an officer of the National Association of REALTORS®, or any of its Institutes, or have served as a Chair of any Key Committee.

4. Must have served as a Director of the State Association. 5. Must have served on an Oregon Association of REALTORS® Committee the

year prior to taking office or have actively served on a state committee for a minimum of (3) three years of the last (5) five years.

Term: The President-elect is elected for a term of one year and automatically succeeds to the office of the President.

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Memorandum of Understanding of Expectations for the position of Oregon Association of REALTORS

District Vice President

As a District Vice President of the Oregon Association of Realtors®, I acknowledge and commit to adherence of the following expectations during my 2-year tenure (or portions thereof) as DVP:

I have read and fully understand the Duties and Responsibilities of the office of District Vice President as defined in the OAR Policy Manual (attached).

I understand that I serve the members of the local Associations within my District (as well as the Executive Committee & Board of Directors) and that I represent all Members of OAR in all my official activities and decisions. I acknowledge my responsibility to always place the interests of OAR and its Members above my personal considerations.

I understand that during my term of office I will be recognized as OARs representative to the local Associations within my district at all times, and will therefore exhibit the highest level of ethics, professionalism and dignity in all my business and personal conduct.

I agree that when traveling on behalf of OAR, I will make every effort to attend and participate in all appropriate meetings. I will endeavor to meet and network with leadership from Associations within my District, with the intent of learning and sharing. I will be a good steward of the funds allotted to my travel, and will promptly submit my expense report to OAR upon my return. I will report to the Executive Committee & Board of Directors on my activities and knowledge gained through meeting attendance and networking opportunities.

I understand that the OAR Business and Strategic Plans provide the blueprint for the goals and objectives of the Association, and I will at all times work within the established framework, unless approved otherwise by the Board of Directors and/or the Executive Committee (as appropriate).

I understand that, to effectively serve the office to which I’ve been elected, I must commit to being fully engaged in the Realtor® association. I will endeavor to attend all meetings as assigned by the OAR President and/or requested by the local Associations. I will review all written communications, and promptly respond when requested. I will be accessible to the OAR CEO upon pre-established preferred communication methods, and will promptly respond to Member concerns upon request of the CEO.

I understand that when holding the highest elective office of OAR, I am subject to a higher level of scrutiny in my business and personal dealings. Should there be a personal issue that could reflect poorly on the Association or my ability to serve as an effective leader (e.g., significant business, financial and/or personal distress) I will seek counsel of the OAR President and the CEO to assess whether specific actions need to be undertaken.


I understand that leadership is a function, not a position. As an OAR leader, my primary duty is to provide good stewardship and continuity – not to leave a personal legacy. I will endeavor to identify future potential OAR leaders within the local Association within my District, to represent the Realtor® Association through a dignified presence, and fulfill the responsibilities of the duties of the District Vice President.


DISTRICT VICE PRESIDENT’S NAME (print):______________________________________________ SIGNATURE:________________________________________________________DATE:__________

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1.14 Duties and Responsibilities of the District Vice Presidents

Function: Assist the President and represent the Association to their specific District and serve as a conduit of information between the Executive Committee and their District.

Duties and Responsibilities: Within the limits of the Association’s Constitution, Bylaws and Policies, the District Vice-President is responsible for and has commensurate authority:

1. To serve as a member of the Board of Directors and of the Executive Committee. 2. To attend all Oregon Association of REALTORS® business meetings and other

Association meetings as assigned by the President. 3. To attend Board/Association visitations and installations as assigned by the

President. 4. To represent the membership of their District. Ensure ongoing communication of

actions taken by the Association’s Board of Directors and communicate issues from their membership to the Association Board of Directors and/or Executive Committee.

5. To recommend the names of potential Key and Special Committee members to the President.

6. To be the spokesperson to the members of their District from the Association as requested by the President.

7. To participate in the development of the Oregon Association of REALTORS® Strategic Plan and budgeting process.

8. To perform other duties as assigned by the President. Qualifications: Must have actively served or be serving in an elective office or Directorship of a Member Association, or have actively served on one or more Oregon Association of REALTORS® committee(s) for a total of not less than three (3) years out of the last five (5) years.

Must be actively engaged in the real estate business and hold an active real estate license from the State of Oregon. Term – District Vice Presidents are elected by their respective Districts to serve for terms of two years and cannot serve more than two successive terms in this office. Elections shall be held at the discretion of each District; however, elections shall be held no later than March 1.

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Memorandum of Understanding of Expectations for the position of NAR Director representing the

Oregon Association of REALTORS

As a NAR Director of the Oregon Association of Realtors®, I acknowledge and commit to adherence of the following expectations during my 3-year tenure (or portions thereof) as NAR Director:

I have read and fully understand the Duties and Responsibilities of the office of NAR Directors as defined in the OAR Policy Manual (attached).

I understand that I serve and represent all Members of OAR in all my official activities and decisions. However, as a NAR Director, I acknowledge my responsibility to always place the interests of NAR and its Members above my personal, OAR, and/or local Association considerations.

I understand that during my term of office I will be recognized as OAR’s representative to the NAR Board of Directors, and will therefore exhibit the highest level of ethics, professionalism and dignity in all my business and personal conduct.

I agree that when traveling on behalf of OAR, I will make every effort to attend and participate in all appropriate meetings. I will endeavor to meet and network with leadership from Associations within Oregon, with the intent of learning and sharing. I will be a good steward of the funds allotted to my travel, and will promptly submit my expense report to OAR upon my return. I will report to the Executive Committee, the OAR Board of Directors, and/or any local Association, when requested, on my activities and knowledge gained through meeting attendance and networking opportunities.

I understand that, to effectively serve the office to which I’ve been elected, I must commit to being fully engaged in the REALTOR® association. I will endeavor to attend all meetings as assigned by the OAR President and/or requested by the Association. I will review all written communications, and promptly respond when requested. I will be accessible to the OAR CEO upon pre-established preferred communication methods, and will promptly respond to Member concerns upon request of the CEO.

I understand that when holding an elective office of OAR, I am subject to a higher level of scrutiny in my business and personal dealings. Should there be a personal issue that could reflect poorly on the Association or my ability to serve as an effective leader (e.g., significant business, financial and/or personal distress) I will seek counsel of the OAR President and the CEO to assess whether specific actions need to be undertaken.


I understand that leadership is a function, not a position. As an OAR leader, my primary duty is to provide good stewardship and continuity – not to leave a personal legacy. I will endeavor to identify future potential OAR leaders within the Association, to represent the REALTOR® Association through a dignified presence, and fulfill the responsibilities of the duties of NAR Director.


NAR DIRECTOR’S NAME (print):______________________________________________ SIGNATURE:________________________________________________________DATE:__________

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1.17 Duties and Responsibilities of NAR Directors Function: Serve as a NAR Director. Support the decisions of the Board of Directors, and serve as a spokesperson to the Oregon Association of REALTORS®, their local Boards/Associations, and general membership of said decisions. Duties and Responsibilities: NAR Directors shall participate in and report on all relevant NAR meetings including, but not limited to:

1. The Member and Director Update. 2. The meeting of the Oregon Association of REALTORS® NAR Directors, if scheduled. 3. The Region 12 Caucus. 4. The Region 12 Conference 5. The National Association of REALTORS® Board of Directors meeting. 6. Capitol Hill Visits during the Midyear Meeting. 7. Two NAR Committee meetings of attendee’s choice.

Qualifications: NAR Directors-At-Large candidates should:

1. Be a member of the Oregon Association of REALTORS® for a minimum of 5 years. 2. Have served as a state Director for a minimum of 2 of the immediate past 5 years. 3. Have served as an Oregon Association of REALTORS® officer, Executive Committee

member or as a state committee or key committee member in the immediate past 3 years, or have previously served as an NAR Director.

4. Attended at least 2 NAR meetings in the immediate past 3 years.

Term: NAR Directors are elected for a term of three years. NAR Large Board Directors are elected for a term of one year.

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Excerpt from OAR Policy Manual 1.14 Duties and Responsibilities of the District Vice-Presidents Function: Assist the President and represent the Association to their specific District and serve as a conduit of information between the Executive Committee and their District. Duties and Responsibilities: Within the limits of the Association’s Constitution, Bylaws and Policies, the District Vice-President is responsible for and has commensurate authority:

1. To serve as a member of the Board of Directors and of the Executive Committee. 2. To attend all Oregon Association of REALTORS® business meetings and other

Association meetings as assigned by the President. 3. At a minimum, attend at least one meeting or event per year at each local

Board/Association in the District. 4. To attend Board/Association visitations and installations as assigned by the

President. 5. To represent the membership of their District. Ensure ongoing communication of

actions taken by the Association’s Board of Directors and communicate issues from their membership to the Association Board of Directors and/or Executive Committee.

6. DVP’s will use the DVP Talking Points, created by OAR, to lead discussions when visiting Boards/Associations.

7. DVP’s will communicate regularly, via email or some other electronic media, with the Presidents and Presidents-Elect of the Boards/Associations in their Districts.

8. DVP’s lead and facilitate discussion during District Caucuses at Spring and Fall Governance Meetings.

9. DVP’s lead and facilitate discussion during annual Town Hall meetings in each District.

10. To recommend the names of potential Key and Special Committee members to the President.

11. To be the spokesperson to the members of their District from the Association as requested by the President.

12. To mentor the DVP-Elect during the time between election in April and taking office in November.

13. To participate in the development of the Oregon Association of REALTORS® Strategic Plan and budgeting process.

14. To perform other duties as assigned by the President. Elections: While the local Boards/Associations are responsible for electing, through their Presidents, the Vice President of their District, the current DVP and OAR will participate and/or provide guidance in that process in order to ensure consistency. The election process includes the following steps:

1. The current DVP will help identify potential future DVP candidates. 2. The OAR CEO, or designee, will communicate with each local Board/Association –

through the President and Association Executive – six months before their next DVP election.

3. No later than December 1 of each year, the OAR CEO, or designee, will communicate with the local Presidents and Association Executives that the current DVP will begin the

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process of identifying candidates for the DVP positions and that any local President or Association Executive with a potential candidate shall transmit that name to OAR to begin the application and vetting process.

4. Once candidates have been identified, OAR will work with the candidates to ensure the proper forms and information are completed and available to the OAR Elections Committee by no later than three weeks prior to the election.

5. Once the Elections Committee has verified candidates as meeting the minimum standards for the position, the DVP, the candidate and the local Presidents and Association Executives will be informed of the name(s) of valid candidates.

6. The current DVP, working with OAR, will begin to schedule a meeting and/or conference call wherein all local Presidents can participate, discuss, and vote. The election for DVP shall occur no later than March 1 of the elective year.

7. If one of the candidates happens to be the current DVP, the OAR CEO, or designee, will coordinate the process without the help of the DVP in question.

8. The OAR CEO, or designee, will participate in the meeting and/or conference call to take minutes and answers questions of process, Bylaws, and/or Policies. The OAR CEO, or designee, will in no way take any position on any candidate involved in the election.

9. The OAR CEO, or designee, will include the names of DVP’s, duly elected by the Presidents of the Boards/Associations within the District, to the agenda of the OAR Board of Directors meeting for approval, as specified in the Bylaws.

Qualifications: Must have actively served or be serving in an elective office or Directorship of a Member Association, or have actively served on one or more Oregon Association of REALTORS® committee(s) for a total of not less than three (3) years out of the last five (5) years.

Must be actively engaged in the real estate business and hold an active real estate license from the State of Oregon. Term – District Vice Presidents are elected by their respective Districts to serve for terms of two years and cannot serve more than two successive terms in this office. A REALTOR® elected as DVP, but before they officially take office, shall be termed the DVP-elect, and may, at the discretion of the current DVP, serve alongside that DVP for the remainder of the current DVP’s term. Elections shall be held at the discretion of each District; however, elections shall be held no later than March 1. The OAR Board of Directors shall approve the outcome of elections during the Spring Governance Meetings Board Meeting. The DVP will take office, as per Bylaws, on the first day after the last day of the NAR Annual Convention.

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2.15 Professional Development Key Committee Organization: The Key Committee shall consist of the following:

• Chairman • Vice Chairman • Up to 15 18 members • OAR will also strive to identify representatives from Institute Affiliates, WCR, CRS,

CRB, YPN, and other allied groups to serve on the Committee. All members shall serve for one-year terms as appointed by the President with the approval of the Board of Directors. At least one-third of the existing members shall be reappointed in each successive year. The Chairman and Vice Chairman shall be selected from those individuals who have served on the Key Committee within the immediate past 3 years. Meetings: The Committee holds regular meetings at the spring and fall Association Governance meetings. Special meetings and/or conference calls are scheduled as needed. Purpose: The Professional Development Key Committee shall be responsible for the following, pursuant to the Strategic Plan and the annually approved budget: Oversight of all programs, products and services that have as their purpose the

professional development of Oregon Association of REALTORS® members. These programs, products and services include, but are not limited to, the Real Estate Conferences, the Graduate REALTOR® Institute, and other education and training programs.

Periodically assess member professional development needs and expectations.

Recommend the development of new professional development programs, products,

services, and materials based on member needs. Evaluate and modify as necessary, all current and on-going professional development

programs, products and services. Assist and advise staff relative to the management and delivery of professional

development programs, products and services, including delivery through live events, web and telephone conferencing and social media.

Conduct caucuses and other outreach activities, as needed, to update and receive input

from members. Work with other Committees to enhance and coordinate the delivery of all programs,

products and services.

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2.12 Business Issues Key Committee Organization: The Committee shall consist of the following:

• Chairman • Vice Chairman • Up to 15 18 members • The 15 18 members shall include the Chair of the International Business Council, a

property management specialist, an MLS representative and a commercial practitioner. • OAR will also strive to identify representatives from allied industries, including but not

limited to appraisers, title and escrow companies, mortgage companies, and homebuilders, to serve on the Committee.

All members shall serve for one-year terms as appointed by the President with the approval of the Board of Directors. At least one-third of the existing members shall be reappointed in each successive year. The Chairman and Vice Chairman shall be selected from those individuals who have served on the Committee within the immediate past 3 years. There will be two standing sub-committees addressing Appraiser and Commercial issues. These sub-committees will discuss issues and matters that affect their business and the ability for REALTORS® to do business with these industry partners. The sub-committees will make any suggested recommendations to the Business Issues Key Committee for review. The members of these sub-committees do not need to be Business Issues Key Committee members; however, the Chairman of the respective sub-committee shall report directly to the Business Issues Key Committee Chairman. Meetings: The Committee holds regular meetings at the spring and fall Association Governance meetings. Special meetings and/or conference calls are scheduled as needed. Purpose: The Committee shall be responsible for the following, pursuant to the Strategic Plan and the annually approved budget: Oversight of all programs, products and services (non-legislative/regulatory) that assist the Oregon

Association of REALTORS® members to successfully conduct their businesses in an increasingly complex and changing marketplace. Areas of responsibility include, but are not limited to, equal opportunity/fair housing, business tools, risk management, and multiple listing.

Proactively assess the critical issues and forces in the REALTOR® work environment.

Recommend the development of new programs, products and services, and materials that are

responsive to member business needs and expectations. Evaluate and modify as necessary all current and on-going business related programs, products and

services. Assist and advise staff relative to the management and delivery of programs, products and services.

Conduct caucuses and other outreach activities, as needed, to update and receive input from members.

Work with other Committees to enhance and coordinate the delivery of all programs products

and services.

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2.13 Government Affairs Key Committee Organization: The Key Committee shall consist of the following:

• Chairman • Vice Chairman • Up to 15 18 members

All members shall serve for two-year terms as appointed by the President with the approval of the Board of Directors. At least one-third of the existing members shall be reappointed in each successive two-year rotation. The Chairman and Vice Chairman shall be selected from those individuals who have served on the Committee within the immediate past 2 years. There will be a standing sub-committee on Land Use and Water Policy which shall make recommendations to the Government Affairs Key Committee concerning legislative or administrative and regulatory activity affecting land use and water issues exclusively. The members of the Land Use and Water Policy Sub-Committee do not need to be Government Affairs Key Committee members; however, the chairman of the Sub-Committee shall report directly to the Government Affairs Key Committee Chairman. Meetings: The Committee holds regular meetings at the spring and fall Association Governance meetings. Special meetings and/or conference calls are scheduled as needed. Purpose: The Key Committee shall be responsible for the following, pursuant to the Strategic Plan and the annually approved budget: Formulate and recommend policies to the Executive Committee/Board of Directors

concerning legislative issues affecting the industry, the profession and private property rights, including water and land use issues.

Assist staff to implement and advocate the legislative policies and positions.

Recommend appropriate actions to the Executive Committee/Board of Directors

regarding current or proposed rules, policies and issues affecting the industry, the profession and private property rights, including water and land use issues.

Assist staff in communicating with the Association leadership and members relative to

legislative and regulatory issues. Oversight and evaluation of all programs, products and services that assist members to

become more knowledgeable about and involved in the political process at all levels. Develop new, and refine existing, programs and activities that bring members into direct

contact with legislators and the legislative/regulatory process. Assist staff in the development and maintenance of an effective legislative/congressional

contact system including a key contact for every member of the Oregon Legislature. Conduct member caucuses and other outreach activities, as needed, to update and receive

input from members

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2.14 Political Affairs Key Committee Organization: The Key Committee will consist of the following:

• Chairman • Vice Chairman • Up to 15 18 members

All members shall serve for one-year terms as appointed by the President with the approval of the Board of Directors. At least one-third of the existing members shall be reappointed in each successive year. The Chairman and Vice Chairman shall be selected from those individuals who have served on the Key Committee within the immediate past 2 years. Meetings: The Committee holds regular meetings at the spring and fall Association Governance meetings. Special meetings and/or conference calls are scheduled as needed. Purpose: The Key Committee shall be responsible for the following, pursuant to the Strategic Plan and the annually approved budget: Development, oversight and evaluation of programs, products and services that assist members to

become knowledgeable about and involved in the political process at the local, state and federal level.

Manage existing programs, such as the Key Constituent Network, and identify new opportunities

and activities that mobilize and bring members into direct contact with elected officials and the legislative/regulatory process.

Assist staff in the development and maintenance of an effective legislative/congressional contact

system and political affairs database. Assist and advise staff in the management and implementation of political programs, products

and services to Member Boards/Associations.

Encourage and assist Member Boards/Associations in the development of comprehensive political affairs programs at the local level, including voter registration, local government monitoring and evaluation of local candidates for political office.

Assist ORPAC Trustees in the candidate interview process at all levels of government.

Conduct member forums, as needed, to update and receive input from members.

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2.17 Oregon REALTORS® Political Action Committee (ORPAC) Organization: The Committee shall consist of the following members (Trustees) in compliance with the ORPAC Bylaws:

• Chairman • Vice Chairman • Up to fifteen (15) 18 members, serving 2-year staggered terms, includes

Chairman of the Political Affairs Key Committee (ex-officio) and Chairman of the Government Affairs Key Committee (ex-officio)

The Chairman, and the Vice Chairman, shall serve for two-year terms (beginning in odd years) as appointed by the President with the approval of the Board of Directors. The Chairman may attend as a non-voting member of the Executive Committee, at the request of the President. Meetings: The Committee will have a regular schedule of meetings as calendared yearly and may schedule conference calls as needed. Purpose The Committee shall have those purposes and responsibilities as stated in the ORPAC Bylaws

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2013

STRATEGIC PLAN

(Approved by 2012 Executive Committee July 9, 2012)

(Approved by Board of Directors October 19, 2012)

2110 Mission Street SE. * P.O. Box 351 * Salem, Oregon 97308

(503) 362-3645 * 1-800-252-9115 * Fax: (503) 362-9615

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EXECUTIVE SUMMARY

Following (1) an external scan of the forces and trends affecting the real estate industry and the REALTOR® organization and (2) an analysis of the Strengths, Weaknesses, Opportunities and Threats surrounding the Oregon Association of REALTORS® (OAR), the Strategic Planning Committee (the Committee) reached the following conclusions and recommendations: The Oregon Association of REALTORS® exists to provide successful outcomes in these key areas:

1. Advocacy 2. Being a trusted, credible source of valuable, relevant information 3. Risk Management for members

Success in these three areas requires a healthy support system, or “infrastructure,” which includes such factors and considerations as:

• A stable level of membership • An appropriate and sustainable dues structure • A bricks and mortar location for doing business • Appropriate staffing levels and competencies • An effective technology infrastructure (database management system, website, etc) • Effective communication vehicles and strategies • Effective marketing capabilities • A data gathering capability that allows the organization to make decisions based on accurate,

timely data Accordingly, in addition to regularly developing and implementing strategic outcomes in each of the 3 Key Areas above, OAR must continually review and plan for a strong and healthy Infrastructure. To maximize the chances of achieving the ambitious goals set forth in this Strategic Plan, the Committee notes that:

• The OAR Strategic Plan should be based on a 3-year time horizon, and • Should include 1-3 clear, measurable outcomes in each of the three Key Areas, as well as with

respect to Infrastructure. • Then, after the Plan is approved, the organization should allocate sufficient resources to ensure

that the desired outcomes are achieved; and • Should make those outcomes part of the annual operational plan, and • Must have in place a process to monitor progress toward achieving the outcomes, and to re-

allocate resources as necessary.

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2013 STRATEGIC PLAN FOR THE OREGON ASSOCIATION OF REALTORS® ADVOCACY

1. The Post-Ballot Measure 79 World OAR needs to prepare for the world after the Ballot Measure 79 campaign ends. Victory will provide a window of opportunity for OAR to advance its efforts to connect to its own membership, as well as advance other public policy goals. OAR should have a plan that can begin to be implemented literally the day after the election. Therefore,

By September 15, 2012, the Government Affairs Committee will submit to the Executive

Committee a prioritized action plan for capitalizing on victory (or defeat) in the Ballot Measure 79 campaign, with specific cost analysis and recommendations for allocation of resources and funding sources. The plan should be prioritized to recognize that OAR has limited financial, volunteer and staff resources and cannot do everything OAR might like to do in the immediate aftermath of the campaign.

The plan will include at a minimum the following subjects:

• A plan to address the standing issue;

• A plan for implementing regional land use;

• Ensuring and building on the success of the current pilot program for RLU; and

• Wetlands issues.

Work with coalition partners to address challenges presented by standing/wet land issues.

• Benchmark: coalition partners o City of Beaverton, City of Medford , City of Pendleton, City of

Salem , City of Wilsonville, Economic Development for Central Oregon, Hillsboro Economic Development, METRO, Partnership for Economic Development in Douglas County, Pacific Power, Port of Portland, Portland Bureau of Planning and Sustainability and the Roseburg Area Chamber of Commerce.

• Benchmark: successful legislative efforts (bills passed/defeated) o Tracked 385+ bills relating to the real estate industry this past

session. For complete report, see 2013 Legislative Report.

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• A public relations component to maximize the PR benefit to OAR.

• Integrate “Protect Oregon Homes” into the Oregon Association of REALTORS® website.

- Benchmark: website/page views • Ongoing – Microsite launched during Convention Meetings

• Targeted earned/paid media on significant policy issues that affect Oregon’s housing market.

- Benchmark: proactive media stories • Ongoing

- Benchmark: letters to the editor/op-eds/guest post • Guest Opinion, Eva Sanders & Sue Curths (Mortgage Interest Deduction) • Guest Opinion, Representative Sal Esquivel (1031 Exchanges) • Letter to the Editor, Kim Heddinger (Mortgage Interest Deduction)

• Facebook/Twitter: Highlight important legislative efforts through social media

channels. - Benchmark: likes/followers

• Ongoing - See first quarter communications report - Benchmark: shares/retweets

• Ongoing - See first quarter communications report

• Leveraging success with Ballot Measure 79 into more RPAC dollars and higher participation levels.

• (See RPAC Investments Report)

• Leveraging success with Ballot Measure 79 into stronger and more effective REALTOR® grassroots capabilities.

• Send out consistent educational advocacy e-mails to membership.

Benchmark: open rate percentage/clicks • Quorum Call - 20.7% open rate • 742 REALTOR® Forwards

• Mobilize REALTORS® to respond to State & National calls for action.

Benchmark: number of participants

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• National: Tax Reform Should Do No Harm (MID) o 15.95% participation rate o 1,557 REALTOR® Responses

• State: Save Like-Kind (1031) Exchanges

o 7.81% participation rate o 771 REALTOR® Responses

• Ensure strong presence at Biennial REALTOR® Day at the Capitol.

Benchmark: number of participants/legislative meetings o 530 REALTORS® o 79 legislative meetings

• Taking advantage of OAR’s increased prestige to build and strengthen coalitions,

with existing coalition partners as well as new and non-traditional partners.

• Build coalition partnerships that strengthen housing or protect private property rights.

- Benchmark: coalition partners • Building Owner Management Association, Independent Community

Banks of Oregon, League of Oregon Cities, Multifamily NW, Northwest Credit Union Association, Oregon Bankers Association, Oregon Farm Bureau Foundation, Oregon Home Builders Association, Oregon Land Title Association, Oregon Manufactured Housing Association, Oregon Mortgage Bankers Association, Oregon Rental Housing Association and Oregon State Bar.

- Benchmark: successful legislative efforts (bills passed/defeated) • Tracked 385+ bills relating to the real estate industry this past session.

For complete report, see 2013 Legislative Report.

2. Become an RPAC-investor culture OAR does not enjoy a culture in which investing in RPAC is the norm, even among OAR leadership. OAR is one of the poorest performing states in terms of investment levels. Long-term advocacy success, and OAR’s ability to be the primary advocate for private property rights in Oregon, depends on a strong RPAC, to help elect Realtor-friendly candidates. However, while most things in the political world are best accomplished at the most local level, true culture change is most effective when planted and nurtured at the highest levels of the organization. As such, for OAR to develop a culture of RPAC investment, the OAR Leadership Team (Executive Committee) must commit to the new culture and then convince the Board of Directors it is a needed change. The Directors must then obtain the same commitment from their respective local associations and members. Therefore,

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By the end of 2014, OAR will be an RPAC-investor culture, beginning with elected

Leadership. Using 2011 statistics as a benchmark, success will be measured by pre-determined percentage increases in appropriate metrics, including but not limited to:

• percentage increase in total dollars invested • increase in the total number of investors • increase in the participation rate among the general membership • increase in the participation rate among the OAR leadership • increases in the number of major investors (Sterling, Crystal and Golden R’s;

President’s Circle)

• Define a culture of RPAC and strengthen fundraising at the state and local level. - Benchmark: total dollars invested - Benchmark: number of investors - Benchmark: participation rate among the general membership - Benchmark: number of major investors (sterling, crystal and golden R’s) - Benchmark: participation rate among Leadership

The plan will also address how to strengthen the REALTOR® Party concept so that the idea of supporting candidates who are friendly to RREALTOR® issues, regardless of party affiliation, is a widely understood and accepted fact of life within OAR. Success can be measured by, among other means, benchmarking member knowledge of and attitudes toward the REALTOR® Party concept in 2012, and tracking improvement through 2013 and 2014 through surveys.

• Strengthen awareness and support of REALTOR® Party.

- Benchmark: progress of cultivating an RPAC investor culture • (See RPAC Investments Report)

3. Building and Enhancing Coalitions

Opportunities exist to partner with groups not traditionally associated with core real estate issues, or with groups that are not always viewed as allies of the real estate industry. To exploit those opportunities and leverage OAR’s resources, OAR staff, the Governmental Affairs Committee, and other committees as appropriate shall strengthen existing coalitions and identify where new ones should be explored. Accordingly:

• By December 31, 2012, OAR will have a detailed plan for reaching out to new or existing coalition partners, including but not necessarily limited to such varied and non-traditional partners as the League of Oregon Cities and education unions.

• Build coalition partnerships that strengthen livability of Oregon communities.

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2. Benchmark: coalition partners • Building Owner Management Association, City of Beaverton,

City of Medford , City of Portland, City of Pendleton, City of Salem , City of Wilsonville, Economic Development for Central Oregon, Hillsboro Economic Development, Partnership for Economic Development in Douglas County, Independent Community Banks of Oregon, League of Oregon Cities, Multifamily NW, Northwest Credit Union Association, Oregon Bankers Association, Oregon Farm Bureau Foundation, Oregon Home Builders Association, Oregon Land Title Association, Oregon Manufactured Housing Association, Oregon Mortgage Bankers Association, Oregon Rental Housing Association, Oregon State Bar, METRO, Pacific Power, Port of Portland, Portland Bureau of Planning and Sustainability and the Roseburg Area Chamber of Commerce.

3. Benchmark: successful legislative efforts (bills passed/defeated)

• Tracked 385+ bills relating to the real estate industry this past session. For complete report, see 2013 Legislative Report.

TRUSTED, CREDIBLE SOURCE OF VALUABLE, RELEVANT INFORMATION

1. Website

OAR’s ability to communicate to stakeholders, including members and consumers, is hampered by the existing website. Developing an effective website, which is the hub of most other OAR communications vehicles, must be a priority for OAR. Accordingly:

• By January 1, 2013, OAR will have a website that is effective for communicating to both REALTORS® and consumers.

o Effectiveness will be measured by industry standard analytics

Progress continues on the new OAR website. The branding phase is complete (new logo and tagline to be revealed at BoD meeting). Website site map and wireframes have been approved, initial design layouts are under review and content generation is currently taking place. Final site is schedule to launch in November.

2. Focus of Communication

By the first scheduled Executive Committee meeting in 2013, a recommendation will be made to the appropriate decision-maker (Board of Directors or Executive Committee) regarding the primary

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focus of OAR’s communications efforts, i.e., should the focus be on communicating with REALTORS® or with consumers?

• An Issues Paper, including a summary of various options and the positive/negative

consequences of each, will be prepared by staff by December 31, 2012 and submitted to the 2013 Executive Committee at their first meeting in 2013.

- Complete – Presented at March 8 Executive Committee Meeting. Blend of member

(primary), local board/association (secondary), consumer (tertiary) communications was approved.

3. Education

The Committee believes that OAR should make a decision whether or not to stay in the business of providing continuing education classes for clock hour credit. On the one hand, real estate education is a highly competitive environment, with many providers offering free clock hours, and there are many alternative vehicles for members to take the classes they need to maintain their licenses, including online options and webinars. On the other hand, REALTORS® in rural areas have fewer choices, and OAR provides a significant member service by providing education opportunities to those constituencies. Accordingly:

• By February 15, 2013, OAR staff will develop a strategic plan for the future of the OAR Education Department. The Plan will incorporate and build on the results of two ongoing Task Forces that currently are examining issues relating to the GRI program and non-traditional education delivery (e.g. webinars).

- Complete – See Professional Development Key Committee report for further details

on all Education department updates. RISK MANAGEMENT

1. Legal Hotline

Overall, OAR’s Risk Management efforts are strong. The Legal Hotline is a particularly effective and valued product. However, the Committee concludes that to better demonstrate value to the membership, particularly in a down market, the fee for service model for the Legal Hotline should be phased out and the Hotline should become a member benefit, included as part of a member’s dues. But this transition should be further studied and various details of implementation should be resolved, such as whether the Hotline will be available to all members or just Principal Brokers, and whether additional staffing will be needed. This will take time. Accordingly:

• By January 1, 2014, the Legal Hotline will be a member benefit.

o Promote risk reduction benefits associated with utilizing legal hotline. Benchmark: Number of members using hotline

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• 224 Hotline Subscribers, average 85 calls a month.

Benchmark: Survey members to measure E&O claims on a yearly basis.

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INFRASTRUCTURE All factors grouped under the heading of “Infrastructure” should continually be monitored and adjusted as necessary as part of general operations. Strategically, the Committee makes the following specific recommendations:

1. Leadership To ensure that future generations of REALTORS® continue to enjoy the benefits of capable, motivated and committed volunteer leadership, OAR needs a steady influx of new leaders, from backgrounds that to the extent possible reflect our membership and our communities. The Committee recommends that OAR take advantage of the newly introduced REALTOR® Leadership Program available from NAR. Accordingly: • By January 1, 2015, OAR will have a deep pool of 200-300 trained potential leaders who will

have gone through the RLP program. o Offer 3 sessions of L200 and L300 each year (35 maximum participants in each) o Local associations, working with DVPs, are responsible for finding RLP participants. o Local associations will be encouraged to find participants reflecting the gender, ethnic

and generational diversity of OAR o Success will be measured by the number of RLP participants who serve on OAR

committees and eventually, the Board of Directors. • To ensure a steady influx of new leaders into key OAR leadership positions, by January 1,

2015, consecutive-year term limits will be implemented on all OAR committees and encouraged for the OAR Board of Directors representing local boards/associations.

2. Data Gathering To the extent possible, OAR should make decisions based on accurate, timely and relevant data. Data should be obtained about both OAR’s membership and its needs, and the external environment affecting our industry and communities. Accordingly:

• By January 1, 2013, establish a stable funding source for annual surveys of REALTORS® and other target audiences as required. Include funding for ad hoc, issue-specific surveys that may be important during the course of the year.

o Currently have $2,500 in the marketing and communications budget. Additional funds should be allocated per Executive Committee.

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Oregon Association of REALTORS® - Key and Special Committee Rosters for 2014 Committee service is for one year unless noted in parenthesis with year of term expiration *acceptance not yet received from member 2014 BUSINESS ISSUES KEY COMMITTEE Total number of members up to 18

BOARD

Margaret Page –Chair Tillamook Kerri Hartnett – Vice Chair PMAR Adam Bogle Rogue Valley Anthony Castro EMAR Lynae Forbes (new) Hector Garcia Salem Kathryn King (Property Mgmt. rep) PMAR Dave Koch PMAR Donna Jo Merrifield Willamette Gary Majors (new) PMAR Bob Keith (new) Steven Strode (as Chair of IBC) PMAR Evan Swanson (mortgage rep) PMAR Dannie Walker COAR Nanette Wimmers ??? need to ask what she wants to do Mid Columbia Jan Delahunt Donna Charko Eugene Carlos Reichenheimer (builder rep) RVAR Mary Ann Huges (title/escrow rep) 2014 GOVERNMENT AFFAIRS KEY COMMITTEE Total number of members up to 18

BOARD

Don Robertson (15) - Chair Santiam Vicki Iverson (14) – Vice Chair COAR Kim Heddinger (new) (15) Eugene Amy Graham (15) Lincoln Mary Smith (new) (15) John Baker (new) (15) Debbie Laue (new) (15) Drew Coleman (new) (15) Bill Bushlen (14) Wallowa Beth Caster (new) (14) Yamhill Sue Curths (15) Salem George Grabenhorst (15) Salem Joann Hansen (13) Coos Vikki Iverson (new) 14 COAR Mark Meek (new) (14) PMAR Rich Raynor (13) Douglas County Randy Shaw (new) (14) Klamath Country Lori Tydeman (15) PMAR Debbie Weaver (14) Willamette Neil Hummel (new) Douglas County

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2014 GOVERNMENT AFFAIRS SUB-COMMITTEE ON LAND USE AND WATER POLICY (no letters)

BOARD

Rich Raynor (14) Chair Douglas County George Grabenhorst (14) Salem Debbie Weaver (14) Willamette 2014 POLITICAL AFFAIRS KEY COMMITTEE Total number of members up to 18

BOARD

Heather Benjamin – Chair PMAR Don Meyer – Vice Chair Salem Nanci Rogers (new) Polk Bob Yancey (new) COAR Brooke Yussim (new) Coos Randy Hoffine (new) Coos Richard Berger (new) Colin Call Eugene Doris Cherachanko PMAR Jan Cullivan PMAR Jim Frick Grants Pass Lester Friedman COAR Tony Giardina PMAR Marty Justus Malheur Debbie McMillan Salem Rawlin Westover Springfield 2014 PROFESSIONAL DEVELOPMENT KEY COMMITTEE Total number on committee up to 18

BOARD

Debra Gisriel – Chair Klamath Oleta Yancey – Vice Chair COAR Dan Heater (new) COAR Scott Lewis (new) RVAR WCR rep Cat Zwicker (new) (CRS rep) COAR Richard Caplan (new) PMAR Brain Matza (new) PMAR Eva Sanders (new) PMAR Alex Phan (new) PMAR Joni McClintock (new) Salem Jayne Beck (new) COAR Robin Risley Clatsop Barbara Brown Rogue Valley Mike Cowles Eugene Linda O’Bryant Eugene Gail Rogers COAR Lori Stensheol Eugene

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Lori Palermo (new) Springfield Debbie Price (new) EMAR 2014 ASSOCIATION EXECUTIVES FORUM This forum not sent agreement forms

BOARD

Frank Lessing – Chair EMAR 2014 ELECTIONS COMMITTEE BOARD

John Hoops – Chair Eugene Eva Sanders – Vice Chair PMAR Cheryl Clunes (14) PMAR John Faw (15) Malheur George Grabenhorst (14) Salem Randy Hoffine (14) Coos Co. Barbara Robertson (new) (14) PMAR Don Robertson (14) Santiam Danielle West (15) 2014 FINANCE REVIEW COMMITTEE BOARD

David Koch (15) – Chairman PMAR Betty Karsten (new) (14) Columbia County Barbara Myers (new) (14) COAR

2014 MY REALTOR® PARTY COMMITTEE Total number on committee up to 5

BOARD

Debi Laue (14) – Chair PMAR Barbara Brown (14) – Vice Chair Rogue Valley Heather Benjamin (new) (15) PMAR Vicki Iverson (new) (15) COAR Vicki Arnold (15) EMAR Jim Wilcox (15) Mid-Columbia John Hoops (new) (14) Eugene 2014 OREF FORMS COMMITTEE

BOARD

2014 LEGAL ACTION COMMITTEE BOARD

Steve Lucas (15) – Chair PMAR Lori Palermo (15) – Vice Chair Springfield Nancie Rogers (new) (15) Polk Alec Armour (14) Willamette Jan Cullivan (new) (15) PMAR Kendon Leet (14) Grants Pass

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Joann Hansen (15) Coos David Sprague (16) Rogue Valley Brian Houston (16)

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2014 OREF MANAGERS

BOARD

George Grabenhorst (14) Salem ?? (16) 2014 ORPAC TRUSTEES Committee up to 15, excluding Chair & VC

BOARD

Alan Mehrwein (14) – Chairman PMAR George Perkins (15) – Vice Chairman EMAR Vicki Arnold (14) EMAR Stacy Boals (15) Rogue Valley Beth Caster (14) Yamhill Carol Dozois (14) Eugene Don Robertson (as Chair of Government Affairs) Heather Benjamin (as Chair of Political Affairs) PMAR Dave Hemenway (14) Cottage Grove Byron Hendricks (14) Salem Art Kegler (15) Columbia Basin Barb Myers (14) COAR Jeremy Starr (15) Eugene Jason Waugh (14) PMAR Lanny Zoeller (new) (14) Willamette John Zupan (14) Rogue Valley Amy Graham (new) (15) Lincoln Debra Gisriel (new) (15) Klamath Eva Sanders (new) (15) PMAR 2014 PROFESSIONAL STANDARDS COMMITTEE

BOARD

Deana Doney (14) - Chairman PMAR Stacy Ellingson (13) – Vice Chairman Klamath John Hoops (new) (15) Eugene Hector Garcia (14) Salem Tina Grimes (14) Rogue Valley Patrick Ilher (new) (15) George Stacey (14) Clatsop 2014 ROTY COMMITTEE

BOARD

Alan Mehrwein - Chairman PMAR Joann Hansen – Vice Chair Coos John Baker Salem Lester Friedman COAR Tommy Huntington Clatsop Dave Koch PMAR Barb Pulver Rogue Valley

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STRATEGIC PLANNING COMMITTEE FOR 2014 BOARD

Chairman TBD Colin Mullane – Vice Chairman Rogue Valley

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OAR BoD Supplemental Packet

Documents

ytd budget overunder

budget variance

executive committee

committee appointments

total dues

nar political support

year dues

nar directors