GMAR BOARD OF DIRECTORSTHURSDAY, NOVEMBER 16, 2017 • 12:00 NOON

RADISSON HOTEL • WAUWATOSA, WI

MEETING AGENDA

1. Welcome & Introductions

2. Consent Agenda P 2 Approval 5 Min

3. ReportsA. Chairman

B. Treasurer1) September 2017 Financials2) 2018 Budget

C. President

D. Departments1) Government Affairs2) Membership3) Home & Garden Show4) Professional Standards

E. Kettle Moraine Council

F. MLS

P 12

P 14

Information

ApprovalApproval

Approval

InformationInformationInformationApproval

Information

Information

5 Min

5 Min10 Min

15 Min

10 Min5 Min5 Min

15 Min

5 Min

15 Min

4. Old Business A. None

5. New BusinessA. None

6. Adjourn 1:30 PM

Important Upcoming Dates: December 6th – GMAR Holiday Party (Hyatt Hotel) December 7th – WRA Broker Summit (Marriott Milwaukee West, Waukesha) January 18th – GMAR Directors Meeting

* Indicates information will be available at the Directors meeting. Updated: 5/5/2023 5:17 AM

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GMAR BOARD OF DIRECTORSCONSENT AGENDA

1. It is moved, seconded and carried to approve the minutes of the Board of Directors meeting from July 11, 2017. p. 3

2. It is moved, seconded and carried to approve of the 125 new members who have applied to become members of the GMAR and paid the appropriate fees. p. 9

3. It is moved, seconded and carried to certify the results of the 2017 GMAR Board of Directors election. The four candidates who will serve 3-year terms are: Amy Curler, Jeremy Rynders, Gary Swittel, and Arthur Mays p. 26

4. It is moved, seconded and carried to enter into a management agreement with the GMAR Youth Foundation. p. 27

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GREATER MILWAUKEE ASSOCIATION OF REALTORS®BOARD OF DIRECTORS MEETING MINUTES

Wednesday, September 20, 2017 • 12:00 PMGMAR Office

1. Call to Order Chairman Mikel Kollmansberger called the meeting to order at 12:00 PM with a quorum present for the transaction of business.

Present: Mike Kollmansberger, Chairwoman; Amy Curler, Treasurer; Vickie Kelsall, Chair-Elect; Kel Svoboda, Corporate Secretary; Roxanne Platz, Past Chair; Joe Horning, Mark Kivley, Dale Marciniak, Tammy Maddente, Ted Dentice, Courtney Stefaniak, Jennifer Burns, Roger Rushman, Tom Sykora,

Staff Present: Mike Ruzicka, President; Scott Bush, VP Operations; Marne Stuck, GAD; Michelle Kohn, Membership Director, Chris Carrillo, CEO, Metro, MLS

Excused: Arthur Mays

2. Consent AgendaA. Minutes of July 11th, 2017 Board of Directors Meeting.

B. New Member Report (125 new members)

C. Appointments of Gary Gerhardt, Terry Donahue and Jean Stefaniak to the Metro MLS, Inc. Board of Directors, each serving a 3-year term.

D. Create a reserve account for the GMAR Home & Garden Show. The account will be funded initially with $10,000, as designated in the 2017 Budget Adjustment, approved by the GMAR BOD on July 11, 2017.

M/S/C to approve Consent Agenda.

3. ReportsA. Chairman’s Report

Mr. Kollmansberger reported on the WRA Convention, which was held September 12-13 at the Potawatomi Hotel & Casino in Milwaukee. He stated that the WRA had sold out of the event, although they did accept walk-ins the day of the event.

B. Treasurer’s ReportTreasurer, Amy Curler, provided the financial report:

1) Statement of Financial Position – As of July 31, 2017, GMAR had $1,352,033 in Cash & Investment Balances, up $84,295 compared to 2016; due to increased revenue from dues and the Home & Garden Show.

Accounts receivable were up $20,145 and prepaid expenses were down $4,613 compared to 2016.

Total Assets were $2,813,753, up $68,536 compared to 2016 mainly due to having more Cash & Investments.

On the Liability side, accounts payable were up $286,717 compared to last year, primarily because the entire refinanced mortgage is due in less than a year; the long-term mortgage

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liability was down $314,003 which was the entire remaining amount of the mortgage at the start of the year. Accrued vacation expenses were down $8,150. Overall, Total Liabilities were $369,913, down $53,636 compared to 2016.

GMAR had Net Income of $558,087 through July 31, 2017, up $95,195. Overall, Total Net Assets were $2,443,840; $122,172 higher than the same point in 2016.

2) Statement of Activities – Membership: Through July 31, 2017, $916,763 was collected in dues. Last year through the end of July, The GMAR had collected $856,289 in dues, so the Association was $60,474 ahead of last year. The new member budget for 2017 was 464 REALTORS®, 50 DRs and 20 Affiliates. Through July, actual new members were 482 REALTORS®, 27 DRs and 13 Affiliates.

Promotions: Through July 31, Home & Garden Show income was $901,393 and expenses were $609,753 for a net income of $291,640. The budgeted net income for the Home and Garden Show is $240,000.

Expenses related to Public Policy and Professional Standards were basically all personnel costs, incurring expenditures primarily in Labor and Overhead. The only large expense was a homeowner survey.

Products (Wisconsin Real Estate Supply): Product sales through July 2017 were $5,145 lower than the sales through July 2016. Total product sales through July 2017 were $38,769. Total budgeted product sales for 2017 is $64,250. The GMAR is closing down the store at the end of FY 2017.

The Leadership section includes expenditures for meetings, committees, officer expenses, strategic planning, NAR meetings and NAR Buyers and Seller survey. The main expenses recorded through July were memberships for the president, sponsorships, officer stipends, and NAR meeting expenses.

The Administrative section includes investment and rental income and expenses for professional fees, salaries, fringe benefits, building, insurance, occupancy, property taxes, general office expenses and depreciation.

The bottom line shows Excess Receipts Over Expenditures of $558,087. In 2016 net revenue was $462,892 for the same time period. The reason for the difference was dues income and Home & Garden Show net income were higher through July 31 compared to the same period in 2016.

M/S/C to approve the unaudited Statement of Financial Position (Balance Sheet) and Statement of Activities as of August 30, 2017, and recommend placing on file for audit.

C. President’s ReportMike Ruzicka reported the following in addition to his written memorandum to the Board of Directors:

1) GMAR Remodeling Update & GMAR Mortgage – VJS Construction is set start knocking down walls on the 2nd floor on October 1st. The plan is to gut the upstairs, updated, and lease it as one unit, with the potential to divide into 4 units. At that time, GMAR will also repave, or reconstruct, the parking lot, as well as redo the landscaping, in order to attract a good tenant.

There was one inquiry to buy the building and have the GMAR rent it back, but the Association is currently occupying the 1st floor for less than $10/sq. ft., and the going rate is

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at least $13-$15 sq. ft. The GMAR’s commercial broker said it obviously doesn’t make sense for the Association to sell.

In April the GMAR’s building mortgage, which has a balance of $314,000, was due. The GMAR decided to extend the current note for one year and take out a construction loan. After the Association has a more complete handle on the project and costs it will determine out how much equity to pull out of the building for the project and how much to take out of reserves; and refinance in early 2018.

2) 2018 Budget – The GMAR’s 2017 fiscal year appears to be pretty strong. With new memberships above budget, renewals expected to be high and the HGS performing well again, it looks like 2018 will be a good year as well.

For 2018, Mr. Ruzicka stated that he is not looking to make any drastic changes in the Association’s budget. He said he is looking to add one staff member, after the departure of Deb Kruse, and possibly a policy assistant to Marne Stück. He said he would also like to conduct another consumer survey to understand what issues are of importance to members and the market next spring, as well as conduct more focus groups.

There is always a risk that things may go south quickly, however. The current business cycle is one of the longest in post-WWII history, and a few prognosticators are looking for a recession in 2019-2020’ish.

As mentioned at the July Director’s meeting, Mr. Ruzicka said he would look to hold dues steady for 2019 or 2020, if need be. In the meantime, the revenue we generate will help shore up our reserves and pay for the building remodel.

3) GMAR Contribution to REALTOR® Relief Fund – The GMAR contributed $1,000 to the REALTOR® Relief Fund after Hurricane Harvey hit Texas last month.

4) Electronic Lock Boxes – The Association seems to be at a point in time, or at least close to it, where the Directors can make a decision as to whether the GMAR brings electronic lock boxes into the market.

Mr. Ruzicka said he would like to find out what additional information the Directors need, or want, in order to weigh in and make a “thumbs up” or “thumbs down” decision.

So far, here is a summary of the GMARs options:

1. The GMAR met with Master Lock to look at a new electronic lock box they have developed. The price of the Master Lock box would be approximately $80 per box for GMAR members, if the Association acted as a distributor for Master Lock (Regular retail for the boxes is $172).

2. SentriLock gave the GMAR a detailed proposal for 10,000 boxes. SentriLock is a system-wide program that would cost each member $12/month ($144/year).

3. The GMAR could not require all members to utilize electronic boxes, but it can begin charging for it on a given date.

4. Members would get SentriLock boxes for $12/mo. ($144/year) regardless of how many listings they may have. Whereas, a large listing agent, or team, would have to buy several individual Master Lock boxes for $80.

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5. Master Lock boxes would probably have a longer implementation time and co-exist with combo boxes for several years, because there would not be any financial push to get them to adopt a new lock box technology.

6. Combo boxes could still be used alongside SentriLock/Supra. However, all members would pay for the service, so non-adopters would be paying for both electronic and combo boxes.

5) GMAR Focus Groups – The GMAR conducted two focus groups of members on Friday, September 8th. The first at 9:00 AM and the second at 11:30 AM. Both lasted approximately 1.5 hours with a total of 12 participants. A copy of Mr. Ruzicka’s notes were provided to the Directors.

A couple of the issues that came up included: Accompanying Buyers at an Inspection

Uniform Inspection Definitions

Appraisals

6) 2017 GMAR Board of Directors Election – The 2017 GMAR Directors election will be held beginning Sunday, October 8th and run through Saturday, October 14th.

In accordance with the GMAR Bylaws, the Nominating Committee met on August 10, 2017 to review and approve of the slate of candidates who submitted applications. The membership was notified of the slate of candidates in the September 5, 2017 newsletter.

There will be four (4) Directors elected to serve three-year terms. The nominees are:

Amy Curler, First Weber Inc. Arthur Mays, Realty Among Friends Gary Swittel, RE/MAX Realty 100 Dan Bunch, Vesta Real Estate Advisors Amanda Baake, Kathleen Hansen and Associates Jerry Grosenick, Exit Realty XL Jeremy Rynders, Keller Williams Realty Ted Schaar, RE/MAX Gallery

Additional candidates may be placed on the ballot by a petition signed by at least 5% of GMAR members eligible to vote (200 signatures) by September 22, 2017. The GMAR Board of Directors will certify the election of the new directors at its November 16th meeting.

D. Departments1) Government Affairs

Marne Stuck reported:

Office Visits – With dues billing having hit mailboxes in early August, Ms. Stuck has been doing her annual dog and pony show at office meetings and will continue through the end of November. The main focus is to talk about RPAC and to highlight the successful Realtor accomplishments because of RPAC support at the local, state and national levels.

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City of Milwaukee – There are several ordinances being proposed in the Milwaukee Common Council that relate to our industry. One relates to the deconstruction of residential buildings and changes the current demolition process to a mandated deconstruction process for properties on the raze list. While laudable in theory, packaged as environmentally sensitive and as an increased workforce/employment opportunity, the cost of deconstruction vs. demolition is close to double and the number of vacant properties will likely sit for longer due to lack of funding, further bringing down values in neighborhoods. We will watch this ordinance as it makes its way through the Common Council. The other ordinance requires that a city-owned neighborhood property be valued using the income capitalization method when conveyed to a buyer who does not intend to make the property the buyer’s primary residence. Basically creating two different classes for owner occupied vs. investor purchased. We aren’t even sure if this is legal and are working with the city’s Department of City Development, the Mayor’s office and the City Attorney’s office, who are all expressing concerns about this proposal.

2) MembershipMr. Ruzicka reported that the Association is at 112% of its new member budget. The GMAR does not have information on renewals at this time, because bills were just mailed out in early September.

Mr. Ruzicka also pointed out that the budget for new members is 464, but that the 5-year average has been 477. He continued that DRs have been budgeted at 50, but only 32 has joined in 2017, and 41 signed up in all of 2016.

3) Home & Garden Show (HGS)Mr. Ruzicka reported that the HGS is in the initial “ramp-up” stage for 2018, with exhibitor book packets recently having been mailed out. The GMAR has received several back already.

4) Professional Standards Scott Bush reported:

Mr. Bush reported that at the conclusion of the recent focus groups, there was a common concern reported by the participants that professional courtesies are lacking in our industry. Homes are left unsecured and calls are not returned. In addition, agents behaviors are self-serving and not in the best interest of the buyer and seller. For example, agents engaging in deceptive practices to not allow access to listed property, with the intent of realizing both sides of the commission. Scott said the focus groups’ responses, reinforces the feedback he receives from our members regarding a lack in civility. One of the major ethics violations is the continuing problem of agents allowing unauthorized access to properties.

E. Kettle Moraine REALTOR® CouncilAmy Curler reported:

The KMC Golf Outing will be held on September 21st at Kettle Hills Golf Course. October 17th Lunch & Learn at the Schauer Arts Center in Hartford.

F. MLSChris Carrillo reported the following:

MLS hosted a booth at the WRA Convention to showcase Metro MLS to the rest of the state.

CMLS was held in Austin, TX earlier in September. Mr Carrillo will be the 2018 CMLS Chairman.

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4. Old BusinessA. None

5. New BusinessA. Kel Svoboda brought felt too many people were allowed into the GMAR Golf Outing, held in July

at Ironwood Golf Course, and that their play was too slow.

Mr. Ruzicka said he and the staff would look into the matter and discuss it with the course superintendent to see if there are other options to accommodate the number of golfers the GMAR hosts.

B. Mr Bush stated that the GMAR Youth Foundation would be hosting a Happy Hour on Thursday, October 5th and invited all Directors to attend.

6. AdjournThe meeting adjourned at 1:37 PM.

Respectfully submitted,Mike RuzickaPresident

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NEW MEMBER REPORT

101 New Members joined Sept 11 - Nov 12, 2017 (DR's - 4, R's - 94, A's - 3)

FIRST LAST COMPANYJennifer Alva Exit Realty XLPearlena Arberry Next Home Lake CountryAaron Becht RE/MAX Lakeside~CapitolJake Benzow Keller Williams Realty~Milw North ShoreMichelle Birch Stapleton RealtyCarrie Bluel Realty Executives SoutheastHolly Boneck Shorewest, REALTORS~MukwonagoLauren Buckley Premier Point Realty LLCLindee Burton Keller Williams Realty~Milwaukee SWKyle Clements Keller Williams Realty~Milw North ShoreRachel Connet Homestead Realty Inc~MilwaukeeChristina Cooper Shorewest, REALTORS~South MetroMichael Creed Envoy Mortgage LTDWendy De La Villefromoy Keller Williams Realty~Milwaukee SWRyan Derda Shorewest, REALTORS~DowntownJulie Diaz Commission ExpressAllison Diedrick Shorewest, REALTORS~OCJudith Dollhopf Shorewest, REALTORS~MorelandDonovan Duffy Shorewest, REALTORS~W NorthPatrina Echols First Weber Inc~NPWPeter Eppen RE/MAX Realty 100~MilwaukeeTherese Farrell Coldwell Banker Real Estate One~KenMichele Faul TRC Global Mobility IncRebecca Fischer First Weber Inc~WKRobert Fletcher Shorewest, REALTORS~W NorthAshlynn Fletcher First Weber Inc~MFMatthew Fredericks Shorewest, REALTORS~West BendDavid Friesch Keller Williams Realty~Milw North ShoreKarnpitcha Friesner Coldwell Banker HomeSale Realty~ CorporateMeredith Gamblin Keller Williams Realty~Milw North ShoreJennifer Gamez First Weber Inc~BarkerCatherine Gilbert Powers Realty GroupJennifer Gizelbach Realty Executives Integrity~BrookfieldMandola Gjergo Shorewest, REALTORS~South MetroDio Gonzalez Thompson Kane & Company LLCAlexander Grange Premier Point Realty LLCYuli Her Creative ResultsCarlos Herrera HomeWire RealtyDanika Holbrook Keller Williams Realty~Milw North ShoreLakeyca Howard Keller Williams Realty~Milw North ShoreSally Kahlfeldt First Weber Inc~BK

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Jagjeet Kapur Shorewest, REALTORS~MorelandShaun Kempf Shorewest, REALTORS~West BendChristine Klaske The Real Estate Center, A Wisconsin LLCTyler Koller Keller Williams Realty~Milw North ShoreJason Krause Three Oaks ValuationGeorgianna Krenz First Weber Inc~DLFLisa Krotts Erdmann Keller Williams Realty~Lake CountryKiersten Lindstrom Coldwell Banker Residential Brokerage~N ShoreJay Maegli Shorewest, REALTORS~N OaklandAndrea Marshall Shorewest, REALTORS~N OaklandRena McCrory Shorewest, REALTORS~W NorthMichelle Meinholz Roots Realty LLCShirah Meyer Coldwell Banker HomeSale Realty~ CorporateMandi Miller Shorewest, REALTORS~New BerlinTonia Morris Berkshire Hathaway HomeServices Metro RealtyJill Mullane Premier Point Realty LLCCourtney Muska First Weber Inc~West BendMorgan Napgezek Shorewest, REALTORS~OCKatarina Nikezic Keller Williams Realty ~ Milw North ShoreDejan Nikitovic Dejan NikitovicDavid Oberley Realty Executives SoutheastTasha Olson Handle Real EstateNicole Osburn Exit Realty HorizonsSeward Owen RE/MAX Realty Center~OconomowocA'Lisa Paquet' First Weber Inc~DLFMelissa Pasko Shorewest, REALTORS~BurlAnthony Perkins Keller Williams Realty~Milwaukee SWKimberly Pizzala Shorewest, REALTORS~MukwonagoMichael Poe AllSet Property Management LLcTika Pokharel Coldwell Banker HomeSale Realty~ CorporateRam Pokhrel Coldwell Banker Residential Brokerage~N ShoreChristopher Powell Homestead Realty Inc~MilwaukeeTassany Prasoeuthsy Coldwell Banker Residential Brokerage~OgdenDeon Price ACTS Community Development CorpJean Reith Fort Real Estate Company LLCLynette Robinson Realty ExpertsTimothy Ross Century 21 Affiliated~WauwatosaKelley Ruzicka Powers Realty GroupJohn Saliture Next Home Lake CountryHeather Schwan Shorewest, REALTORS~OCCatherine Shaw Keller Williams Realty~Milw North ShoreAshley Shaw Powers Realty Group~ShorewoodZachery Shipley Shorewest, REALTORS~South MetroRebecca Stephens Realty Executives PlatinumRoss Treffert Keller Williams Realty~Milw North ShoreAshley Vander Molen Lyon Realty Inc~Milwaukee

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Susan Vanselow Nested Real Estate LLCSteven Walsh Realty Executives Integrity~HartlandJingwei Wang Premier Point Realty LLCAnthony Wendorf First Weber Inc~DLFCheryl Whettam Coldwell Banker Residential Brokerage~BRKJennifer Whitener Keller Williams Realty~Milw North ShorePaul Winker Exit Realty HorizonsRosalynn Wolfe Kendrix, REALTORSKendall Wolfram Shorewest, REALTORS~New BerlinTeresa Wynn ACTS Community Development CorpAndrea Yumang Keller Williams Realty~Lake CountryAndrea Zangerle First Weber Inc~WKSenyu Zhang Keller Williams Realty~Milw North ShoreKaren Zorn Next Home Lake Country

Membership categories: DR = Designated REALTOR®, R = REALTOR®, RN = REALTOR® No National; A = Affiliate, AC = Affiliate Corporate, LAC = Local Affiliate Corporate, LACC = Local Affiliate Corporate Contact

*Includes former GMAR members who had to rejoin the GMAR as new members.

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GMAR FINANCIAL NOTES

Statement of Financial PositionAs of September 30, 2017, GMAR had $1,414,498 in Cash & Investment Balances, down $49,813 compared to last year. The biggest reason for this is that Home and Garden Show (HGS) exhibitors were invoiced (and paid) in September of 2016 but later in 2017.

Accounts receivable (AR) were down $76,319 due to the HGS invoicing mentioned above and prepaid expenses were up $865 compared to 2016. Total Assets were $2,869,761, down $150,136 vs. 2016 due to less Cash & Investments and AR.

On the Liability side, accounts payable (AP) were up $256,968, primarily because the entire refinanced mortgage is due in less than a year; the long-term mortgage liability was down $314,003 which was the entire remaining amount of the mortgage at the start of the year. Unearned revenue was down $195,972 because of the timing of HGS invoicing. Accrued vacation expenses were down $8,150. Overall, Total Liabilities were $579,869, is down $261,157 compared to 2016.

GMAR had Net Income of $401,138 through September 30, 2017, up $84,044 from last year. Overall, Total Net Assets were $2,289,891; $111,020 higher than the same point in 2016.

Statement of ActivitiesMembership: Through September 2017, $935,489 was collected in dues. Last year through the end of September, we had collected $876,680 in dues so we are $58,809 ahead of last year at the same time. New member budget for 2017: 464 REALTORS®, 50 DRs and 20 Affiliates. Through September, actual new members: 551 REALTORS®, 33 DRs and 13 Affiliates.

Promotions: Through September 30, Home and Garden Show income is $901,393 and expenses are $611,086 for a net income of $290,307. The budgeted net income for the Home and Garden Show is $240,000.

Expenses related to Public Policy and Professional Standards are basically all personnel costs, incurring expenditures primarily in Labor and Overhead. The only large expense is a homeowner survey.

Products (Wisconsin Real Estate Supply): Product sales through September 2017 were $3,654 lower than the sales through September 2016. Total product sales through September 2017 were $52,099. Total budgeted product sales for 2017 is $64,250.

The Leadership section includes expenditures for meetings, committees, officer expenses, strategic planning, NAR Home Buyer and Seller survey and NAR meetings. The main expenses recorded through September were memberships for the president, sponsorships, officer stipends, NAR meeting expenses, and the NAR buyers and sellers survey.

The Administrative section includes investment and rental income and expenses for professional fees, salaries, fringe benefits, building, insurance, occupancy, property taxes, general office expenses and depreciation.

The bottom line shows Excess Receipts Over Expenditures of $401,138. Last year our net revenue was $317,094 for the same time period. The biggest reason for this difference was that dues income was higher and administrative expenses are lower through September 30 compared to the same period in 2016.

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SEPTEMBER STATEMENT OF FINANCIAL POSITION (BALANCE SHEET)

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September 30, September 30,2017 2016 $ Change % Change

Assets:Cash 451,797.89 495,879.96 (44,082.07) -8.9%Investments-BMO 496,900.56 453,108.86 43,791.70 9.7%Bankers' Acceptance/ICS Investment 465,799.15 515,321.97 (49,522.82) -9.6%Accounts Receivable 11,985.63 88,304.38 (76,318.75) -86.4%Prepaid Expenses 53,892.48 53,026.99 865.49 1.6% Total Current Assets 1,480,375.71 1,605,642.16 (125,266.45) -7.8%

Fixed Assets (Net of A/D) 432,136.53 457,006.52 (24,869.99) -5.4%MLS Investment 957,248.29 957,248.29 0.00 0.0%

Total Assets 2,869,760.53 3,019,896.97 (150,136.44) -5.0%

Liabilities and Fund Balance:Liabilities:Accounts Payable 380,839.24 123,871.35 256,967.89 207.4%Unearned Revenue 139,584.00 335,556.32 (195,972.32) -58.4%Accrued Expenses 59,445.97 67,595.54 (8,149.57) -12.1%Mortgage-Long Term Liabi lity 0.00 314,002.79 (314,002.79) -100.0% Total Liabilities 579,869.21 841,026.00 (261,156.79) -31.1%

Net Assets:Net Assets 1,661,901.08 1,660,716.43 1,184.65 0.1%General Reserves - 3% Dues 13,500.00 13,500.00 0.00 0.0%Board Designated Reserve Fund 213,351.80 187,560.10 25,791.70 13.8%Board Designated H&G Reserve 10,000.00 0.00 10,000.00 0.0%Net Revenue (Expense) 401,138.44 317,094.44 84,044.00 26.5% Total Net Assets 2,299,891.32 2,178,870.97 121,020.35 5.6%

Total Liabilities and Net Assets 2,879,760.53 3,019,896.97 (140,136.44) -4.6%

SEPTEMBER STATEMENT OF ACTIVITIES

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Current Year Previous Year Current Year9 Months 9 Months 2017 Current Year Current Year

Ending 9/30/17 Ending 9/30/16 Annual $ Over (Under) % ofActual Actual Budget Budget Budget

Receipts:Dues 935,488.52 876,679.67 913,898.00 21,590.52 102.4%Member Outings 58,527.00 63,674.96 98,050.00 (39,523.00) 59.7%Member Services 1,820.00 0.00 2,000.00 (180.00) 91.0%Young Prof Network 2,600.00 0.00 2,600.00 0.00 0.0%New Member Orientation 150.00 2,560.00 2,500.00 (2,350.00) 6.0%Kettle Moraine 910.00 1,040.00 910.00 0.00 0.0%Home and Garden Show 901,393.00 888,263.25 917,376.00 (15,983.00) 98.3%Other Shows 1,350.00 1,100.00 1,200.00 150.00 112.5%Education 9,267.72 8,612.29 15,000.00 (5,732.28) 61.8%Youth Foundation 9,749.97 9,749.97 13,000.00 (3,250.03) 75.0%Public Policy 1,250.00 1,000.00 1,250.00 0.00 100.0%NAR Grant 0.00 0.00 0.00 0.00 0.0%Wisconsin Real Estate Supply 55,389.26 59,225.36 68,650.00 (13,260.74) 80.7%Professional Standards 4,300.00 7,250.00 4,000.00 300.00 107.5%Leadership 0.00 0.00 0.00 0.00 0.0%Interest 7,732.05 6,220.73 3,813.00 3,919.05 202.8%Realized Gain (Loss) * 7,458.33 2,070.46 7,458.00 0.33 0.0%Unrealized Gain (Loss) * 17,554.49 14,942.14 9,989.00 7,565.49 0.0%Administrative 46,745.50 68,074.50 75,866.00 (29,120.50) 61.6%

Total Receipts 2,061,685.84 2,010,463.33 2,137,560.00 (75,874.16) 96.5%

Expenditures:Dues 30,342.94 28,254.47 51,000.00 (20,657.06) 59.5%Member Outings 53,388.12 56,535.27 92,610.00 (39,221.88) 57.6%Member Services 12,883.29 9,838.74 18,500.00 (5,616.71) 69.6%Young Prof Network 1,197.92 0.00 696.00 501.92 0.0%New Member Orientation 11,014.42 13,296.20 13,885.00 (2,870.58) 79.3%Membership Department 587.61 1,165.91 1,300.00 (712.39) 45.2%Kettle Moraine 5,439.00 4,849.50 8,337.00 (2,898.00) 65.2%Home and Garden Show 611,086.35 606,052.45 649,180.00 (38,093.65) 94.1%Other Shows 86.57 156.32 300.00 (213.43) 28.9%Education 0.00 5,079.08 5,600.00 (5,600.00) 0.0%Youth Foundation 190.19 274.03 300.00 (109.81) 63.4%Promotion Department 0.00 0.00 0.00 0.00 0.0%Public Policy 21,840.43 12,842.13 31,740.00 (9,899.57) 68.8%NAR Grant 0.00 3,000.00 0.00 0.00 0.0%Wisconsin Real Estate Supply 43,934.97 47,862.03 52,505.00 (8,570.03) 83.7%Professional Standards 5,738.84 4,777.58 7,175.00 (1,436.16) 80.0%National Meetings 23,126.42 24,032.40 41,500.00 (18,373.58) 55.7%Officer Expenses 32,097.61 28,225.65 39,400.00 (7,302.39) 81.5%Meetings 6,382.78 3,358.58 6,750.00 (367.22) 94.6%Committees 7,429.60 7,128.74 9,125.00 (1,695.40) 81.4%Leadership Department 17,254.66 19,623.34 20,800.00 (3,545.34) 83.0%Direct Wages/Fixed OH/Variable OH 500,123.96 500,326.28 741,494.00 (241,370.04) 67.4%

Administrative 776,525.68 817,016.47 1,046,416.00 (269,890.32) 74.2%Direct Wage,Fixed/Variable OH Alloc (500,123.96) (500,326.28) (741,494.00) 241,370.04 67.4%

Total Expenditures 1,660,547.40 1,693,368.89 2,097,119.00 (436,571.60) 79.2%

Net Income (Expense) - Per Audit 401,138.44 317,094.44 40,441.00 360,697.44 991.9%

Department/Program categories do not include overhead costs. The expenses shown are only the direct costs associated with the Department/Program.

Net Income per cash basis budget - CURRENT YEARAudit-Net Income (Expense) 401,138.44

* Realized & Unrealized Gain/Loss on Sale of Securities -25,012.82 Not budgetedFixed asset purchases 15,603.46 Budget is $6,000

per Budget 391,729.08

2018 BUDGET REVISION

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MEMORANDUM

TO: GMAR BOARD OF DIRECTORS

FROM: MIKE RUZICKA, PRESIDENT

RE: NOVEMBER PRESIDENT’S REPORT

GMAR Remodeling Update & GMAR Mortgage HandoutVJS Construction is set to gut the 2nd floor, “white box” it, and lease it as one unit, with the potential to divide into 4 units. We also have to reconstruct the parking lot, as well as redo the landscaping, in order to improve our “curb appeal.”

There was one inquiry to buy the building and have the GMAR rent it back, but we’re currently occupying the 1st floor for less than $10/sq. ft., and the going rate is at least $13-$15 sq. ft. Our commercial broker said it obviously doesn’t make sense for the GMAR.

Last April the GMAR’s building mortgage was due, with a balance of $314,000. We decided to extend our current note for one year and take out a construction loan for $300,000. We will refinance the total amount in 2018. We should be able to generate between $40,000 and $50,000 in rental income, which will help us pay of the total mortgage in the future. Our commercial broker, Dan Jessup, is optimistic about the prospects of finding a long-term tenant.

In order to proceed, we will need the approval of the Directors to enter into an agreement with VJS Construction to begin working on the GMAR building in accordance with the terms outlined in their proposal.

We also need the Directors’ approval to take out a construction loan for $300,000, and refinance the existing mortgage and construction loan in 2018.

2018 Budget HandoutAs you can see from the latest financials, the GMAR’s fiscal year appears to be pretty strong. With new memberships above budget, renewals expected to be high, and the HGS expected to perform well again, it looks like 2018 will be a good year as well. [Keep your fingers crossed.]

Of course, we need the regional, and national economies to continue their strong performance to sustain our good fortune.

For 2018, I’m not looking to make any drastic changes in the Association’s budget. We are currently looking to add one staff member, after the departure of Deb Kruse this summer. I would also like to conduct focus groups and another consumer survey to understand what issues are of importance to members and the market next spring.

There is always a risk that things may go south quickly, however. The current business cycle is one of the longest in post-WWII history, and a few prognosticators are looking for a recession in 2019-2020’ish.

I will have a final 2018 Budget handout at the Directors meeting, for your review and to vote on.

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Fair HousingWe received some very disconcerting news recently, that REALTORS® are regularly and openly steering their clients to areas of the marketplace according to their race.

Clearly, this is a huge violation of the Fair Housing Act, and fairly openly.

We’ve had the good fortune of not seeing fair housing claims against a REALTOR® in decades, but, perhaps, we’re living on borrowed time, rather than reveling in our moral fitness. Scott Bush will have more on what the GMAR plans to do at the Directors meeting.

Electronic Lock BoxesIn the wake of the special Directors meeting on November 1st, we seem to be at a point where the Board can make a decision as to whether or not to introduce electronic lock boxes in the market.

We can separate the decision into two parts: First, whether to move forward with electronic lock boxes, or continue with combination locks*. Second, which vendor to select. If the first vote fails, obviously the rest is moot. If it passes, we should set a schedule for moving forward and selecting a vendor, as well as an implementation time-frame.

In order to provide you with as much information as possible (and probably confuse you more), I’ve attached or linked the following materials:

Copy of the email I received from SentriLock and Supra in advance of the November 1st meeting (p. 19)

The documents all three vendors provided for the November 1st meeting, SentriLock #1, #2 & #3, Supra is #4, Master Lock #5

A summary of comments from small brokers, on GMAR.com (#7) A summary of comments from the attendees of the November 1st meeting (if any additional

comments come in I will update this list for the Directors meeting) (p. 21) We asked two neighboring associations (South Central (Madison) and Northeast

(Appleton)) for a summary of their years of electronic lock box use. You can review their responses, here (#6)

I am attempting to put together a table comparing the 3 vendors, but I am still waiting for word back from one provider.

* Part of the discussion about continuing with combination locks should address increasing penalties for giving out lock box codes.

MID CampaignNAR, WRA and the GMAR are waging a concerted battle against the proposed tax bills in Congress, because of their treatment of the mortgage interest deduction (MID) and state and local tax deductions.

As of 3:00PM Monday, November 13th we had 19.02% (566 of 2,976 registered REALTOR® Party members) of GMAR members to respond to the Call for Action.

We will pound the message about the negative impact of reducing the relevance of MID to our members until we run out of time or we reach 100% participation. We will be emailing, calling and or texting those who have signed up to receive REALTOR® Party Calls for Action until a vote occurs

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in Congress. We are also posting 22 “Reasons Why the Tax Reform Bill is Bad for Homeownership” on social media over the next few days.

Additionally, I have asked Monica Baer to try and create some interest in the news media to cover our perspective, and spur homeowners to contact their Congressman/woman.Given the composition of the current Congress, and the agenda of Speaker Ryan and the “Tea Party” movement to reduce tax “loopholes” and complexity, this is an uphill battle.

Nonetheless, MID is a line-in-the-sand for NAR, and by extension GMAR, which means that sitting back and allowing the bill to pass without significant push-back, 1) harms the credibility of NAR for future lobbying efforts, and 2) would allow for a complete elimination of MID in the future.

Our goal is to make it as absolutely difficult as possible for Congressmen/women in our area to vote in favor of the tax bill with MID and SALT provisions, and realize that doing so will have repercussions.

REALTOR® StoreWith the impending closure of the GMAR’s store, we have reached out a member who owns a print shop to see if he would be interested in selling any remaining inventory the GMAR has at year’s end.

We are still negotiating the exchange, but it seems to make sense if we cannot liquidate our inventory by year’s end. I’m not looking to make much if anything for the GMAR, but I certainly do not want to lose money on the deal.

Recurring Status Reports

GMAR Executive Committee Minutes P 25

GMAR Member Involvement P 28

MLS Membership P 29

2017 GMAR Directors Roster P 30

2017 GMAR Calendar P 31

GMAR Strategic Plan P 33

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EMAILS FROM SENTRILOCK AND SUPRA

SentriLock

Hi Mike – I have attached our pricing worksheet, based on 10,500 lockboxes for 4,200 participating agents under seven-year Agreement terms between SentriLock and GWAR, as follows:

Lease Option – The Lease requires no money down and will cost $9.67 per agent, per month.

Purchase Option – The upfront Purchase price is $888,300 with an ongoing service fee of $6.50 per agent per month.

In case this pricing is making you wonder – yes, we have significantly discounted the price of the initial 10,500 lockboxes as well as the ongoing service fee. This is a special program that just recently received approval from our Directors for Boards the size of GMAR or larger.

As always, we strive to avoid add-on expenses or surprises down the road. With either a Lease or a Purchase, here is what is included:

10,500 Bluetooth Realtor Lockboxes & long-life batteries with full warranty for the life of the contract (additional boxes are $95 each)

SentriSmart™ mobile app for all 4,200 participants Agent Safety feature included in the mobile app “API” mobile integration with the RPR Mobile, FlexMLS Pro mobile app, and any other

cooperating mobile MLS products SentriCard™ smart card & card reader for all participants (provides emergency alternative

to the mobile app) Optional unlimited one day codes at no additional charge for optional non-member access

or emergency access Optional “SentriConnect™” mobile app (pending release) at no additional charge for

optional enhanced control of non-member or emergency access Optional API integration within the FBS FlexMLS system API integration with Showing Time and any other third-party showing products Board staff support during business hours via dedicated Customer Relationship Manager Agent support via telephone call-center support from 7AM to 11PM seven days a week Optional lockbox reciprocity with any current/future SentriLock Boards in neighboring

markets (Southshore Realtors, Lakes Area RA, Manitowoc Area AOR, etc. as well as all the suburban Chicago area Boards)

The initial implementation event, staff training and agent-training are all managed on site via a dedicated SentriLock implementation team at a venue or venues provided by GMAR

Billing is monthly directly to the Board, commencing after official activation of the system. Optional direct-agent billing is an additional $.50 per agent per month.

I’m not sure how much additional information you want to send to the Board ahead of time, but here are some options for you:

Link to the “Who We Are” page from our web site – provides a nice high-level overview of the company: https://www.sentrilock.com/about-sentrilock/

Link to a brief product overview via YouTube: https://www.youtube.com/watch?v=dNaZciw56tk

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Link to that recent Denver news report on mechanical lockboxes: https://rumble.com/v3s7a3-realtors-warn-of-potential-security-flaw-at-homes-listed-for-sale.html

Attached flyer on our “System Advantages”. One side shows agent advantages, the other side shows homeowner advantages.

Attached article from RETechnology™ on “Are Lockboxes Safe?”

That’s it! I am really looking forward to meeting with you and your team next week.

Best Regards,James_________________________________________________________________________________

Supra Hello Mike,

Please see the attached letter and a link to a short video of our system. Thank you for the opportunity to share this with your leadership.

https://urldefense.proofpoint.com/v2/url?u=https-3A__youtu.be_bZuuHmVW5tk&d=DwICAg&c=ilBQI1lupc9Y65XwNblLtw&r=Lx4KpDmD445x8yolHF0byGuleaqUtxFynzE4mcY93zI&m=aFPEWPf6zepxwrJDBehbM2rRfPQFPYqqKeT3xaKxaxs&s=WI52qQchJlwlLXciIX3gvGkcXzqG_I0BZRb733-FCQQ&e=

Thanks again,Doug Beals_________________________________________________________________________________

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SUMMARY OF COMMENTS FROM THE ATTENDEES OF THE NOVEMBER 1, 2017 MEETING

From: Dale MarciniakSubject: Re: GMAR Lockbox Meeting Follow Up

Hi Mike,

I believe it is time to move forward with technology.

I was leaning towards Sentri and Master Lock, because I like the key pad for putting codes manually on one time entry for contractors or outside board agents.

I was also thinking that maybe we have the best opportunity to negotiate with Master Lock since we are in their backyard and it may behoove them to work with us to jump start their venture in lock boxes to other boards. If they could not land the GMAR board, they may be in a hard place selling other boards.

Maybe they would finance the venture, if they did not want to move on price.

Dale______________________________________________________________________________

From: Stalle Rick Subject: Re: GMAR Lockbox Meeting Follow Up

Mike,

Thanks you for your input solicitation.

1. Should the GMAR Bring Lockboxes to the market? The GMAR should bring electronic lockboxes into the Milwaukee market ASAP and get with 90% of the rest of the country that has already done so. On average, at least 3 of our neighboring MLS boards that have about 20+ years of tenured experience with Supra, thus making reciprocal use with 6,000+ co-brokes in Madison, the Fox Valley and Central Wisconsin a huge strategic advantage to our agents, and theirs.

2. Which were our top 2 systems?KW would lobby for Supra to become the vendor of choice with SentriLock as the secondary provider.

a) the fact that the vast majority of our MLS neighbors in Wisconsin use Supra bodes well for reciprocation agreements and Supra.

1. South Central Wisconsin MLS - 24 Supra years (3,200 members, Madison) Billing - Annually in June by MLS @ $175/year, new members are pro-rated

yearly fees quarterly2. Northeast Wisconsin MLS - 12 Supra years (2,000 members, Appleton/Green Bay)

Billing - Monthly billing by the MLS to each broker based on a moving monthly Agent count @ about $10/mo per MLS ID3. Central Wisconsin MLS - 20+ Supra years (650 members, Mosinee/Wausau)

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Billing - Monthly by Supra @ approx. $15/month by auto ACH from the Agent4. Marinette MLS (475 members)

b) members could voluntarily subscribe to the secondary "Pro" Supra system component for an additional $10/mo

c) the MLS could gain additional revenue by signing affiliate members (like inspectors) to join GMAR or MetroMLS in order then also become Supra subscribers.

3. Other/Billing. d) When I talked to the Supra reps at the NAR show, they told me that 1/2 of their users are now billed directly by Supra and not by the local MLS boards. When talking to Paula Hall, President of the Central Wisconsin MLS today, she advocated for this option since it takes much of their former administrative headaches away from the MLS staff and places it in Supra's hands via automatic monthly ACH draws billed directly to the agents. As you can see by my assessment above, each of our neighboring 3 MLS Boards, now using Supra all have different billing models. In my opinion, this is one of the most critical components of the iGMAR implementation decision.

I recommend that Supra perform the agent billing by auto ACH withdrawal monthly, and that GMAR or MetroMLS does not take on the unnecessary administrative task of this logistical billing component of implementation.

I don't believe a direct billing feature is offered by SentriLock.

Thank you for allowing non-GMAR board member broker owners to participate with input toward this strategic initiative.

Regards,

Rick Stallé, Keller Williams Realty - Milwaukee North Shore______________________________________________________________________________

From: gary@swittel.com Subject: RE: GMAR Lockbox Meeting Follow Up

Mike,

1. Definitely electronic lockboxes need to be in our market.2. Master Lock would be first Supra 2nd3. I feel Master lock would be a good transition out of our original lockbox plan and to get a feel of what they are, how they operate and have a do it yourself type plan. Then after this transition period 2 yrs. or so, make the next jump to a 6-7 yr. lease after all board members solicit input on what people liked disliked etc.…

Thanks,

Gary SwittelReMax Realty 100______________________________________________________________________________

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Subject: Fwd: GMAR Lockbox Meeting Follow Up

Mike,Yes, bring the electric boxes to market.

Mark Kivley______________________________________________________________________________

From: Courtney Stefaniak Subject: Re: GMAR Lockbox Meeting Follow Up

Hi Mike,

In response to your first email...

1. I would vote YES on moving forward with electronic lockboxes. 2. My top 2 would be Supra and then SentriLock. 3. Comments: MasterLock had some attractive features, including cost, but their experience is lacking. I think in order to make the transition as seamless as we can, it's important to go with a provider who has experience in our industry and can provide support, if need be.

Thanks!______________________________________________________________________________

From: Ted Dentice Subject: RE: GMAR Lockbox Meeting Follow Up

Mike,

As you already know, I am not a big fan of electronic lockboxes. I consider not only the cost, but the resources necessary to facilitate the process as discussed. Does the Board realize that the total cost over 6-7 years is in the $4,000,000 to $5,000,000 range. If the Board moves towards adoption of the electronic system, I would prefer for the vendor to work directly with the agents from a billing standpoint. Sentrilock would be my choice if we decide to go down this road.

Thanks Ted______________________________________________________________________________

From: Mike Kollmansberger Subject: Re: GMAR Lockbox Meeting Follow Up

1. Should the GMAR bring electronic lockboxes into our market? Yes2. Which were your top two systems? #1 sentry, #2 Supra 3. Other points, comments… I like the idea of being able to give out a code that someone can type into the lock box itself. Sentry was the best price and I like that the profits stay in house and they have additional security features built into their app. Master just isn’t quite ready for the big leagues yet in my opinion. That will likely change in the next 5 to 7 years.______________________________________________________________________________

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From: Joe Horning Subject: RE: GMAR Lockbox Meeting Follow Up

Price – Master Lock Most Secure No access without a code Flexibility – Sentri-Lock Better Safety – 1 Day Codes Supra Last

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GMAR Executive Committee • Conference CallNovember 9, 2017

Meeting Minutes

Attendees: Mike Kollmansberger, Chair; Vickie Kelsall, Chair-Elect; Amy Curler, Treasurer; Kel Svoboda, Corp Secretary; Roxanne Platz, Part Chair

Staff: Mike Ruzicka, President; Marne Stück, Government Affairs Director

Mike Kollmansberger opened the meeting at 10:05 AM.

Mortgage Interest Deduction – Mike Ruzicka reviewed plans for a mortgage interest deduction (MID) publicity campaign. He said he had contacted Monica Baer and WRA about ideas for publicizing what the public should be concerned about regarding MID (decrease in value, etc.), and asked the Executive Committee to read through the NAR MID/Taxes website so they would be able to speak on the topic.

REALTOR® Store – Mr. Ruzicka stated that former members, Scott Allen, expressed interest in taking the remaining REALTOR® Store inventory and selling it at his new print shop in Brookfield. Mr. Ruzicka said the staff was still evaluating the offer and the conditions Mr. Allen offered.

2018 GMAR Budget – For the 2018 GMAR budget. Mr. Ruzicka said he would submit a 2018 budget at the Directors meeting that was very similar to 2017. Expenses will increase a bit, but neither income nor expenses are expected to change dramatically.

GMAR Remodeling Project – The GMAR building remodeling project needs a resolution from the Directors in order to proceed, according to the GMAR’s lender, BMO Harris. Mr. Ruzicka said he would have a small presentation on the project and estimated expenses.

Electronic Lock Boxes – The Executive Committee discussed how to proceed with a decision on electronic lockboxes. The Committee decided to present two options to the full board, first whether to launch an electronic lockbox system in the GMAR in 2018. If the Directors ratify that motion, then to proceed with a discussion on which system provider to select.

Mr. Ruzicka stated that he would be sending an email out to the attendees of the November 1 st lock box presentation to solicit their opinions about the prospect of introducing electronic lock boxes.

The Executive Committee M/S/C a motion to introduce an electronic lock box system in the GMAR.

The meeting ended at 10:35 AM.

Submitted by:

Mike Ruzicka, President

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2017 GMAR BOD ELECTION

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GMAR – YOUTH FOUNDATION AGREEMENT

27

GMAR MEMBER INVOLVEMENT

28

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Membership 5,082 5,186 5,123 4,063 3,887 3,301 3,469 3,725 3,625 3,905 4,225 4,563

Business/TransactionTech Forum 81 118 84 131 102

Tax Strategies 98 80EAH Training 37FICO Scoring 79

HUD 35REO 114

WHEDA 67 44Brown Bag Sessions 153 387 225 388 235 93 14

ShredFest 145 187 155 170 177 190 213 208 224 154 281Genius Bar 25

Action Recyling 15 12REALTOR Summit 113 100 79 72

Open Houses 106145 187 442 520 889 611 757 722 469 168 281

0% 3% 4% 11% 13% 27% 18% 20% 20% 12% 4% 6%

PersonalHealth Screening 30 27 15

Self Defense/Concealed Carry 15 60Common Ground 36

Safety 47 64 26 240 47 64 56 42 0 15 36 0 24 60 0

0% 1% 1% 1% 1% 0% 0% 1% 0% 1% 1% 0%

SocialBrewers Tailgate 57 57 113 150 175 150 191 36? 214 260 250 176

Golf Outing 233 221 172 109 167 163 164 195 223 228 190KM Council Golf Outing 71 59 84KM Council Mardi Gras 90 71

Tiki Party 85Holiday Party 265 302 171 328 353 283 405 496 440 611 729OctoberFest 57 54

612 634 456 587 695 596 760 691 1033 1158 1343 24712% 12% 9% 14% 18% 18% 22% 19% 28% 30% 32% 5%

Home & Garden ShowREALTOR Night @ HGS 97 211 190 156 251 156 150 164

REALTOR Reps 56 31 35 36 25 45 39 64 32 41 16 22VIP Tickets 760 762 652 464 483 470 449 455 475 493 485 488

816 793 687 500 605 726 678 675 758 690 651 67416% 15% 13% 12% 16% 22% 20% 18% 21% 18% 15% 15%

TOTAL 1428 1619 1394 1585 1862 2211 2064 2159 2513 2341 2222 120228% 31% 27% 39% 48% 67% 59% 58% 69% 60% 53% 26%

New Member Orientation 773 527 287 214 277 189 234 387 395 405 412 487

MLS MEMBERSHIP STATISTICS

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OFFICES Sep-16 Oct-16 Nov-16 Nov-15 USERS Sep-16 Oct-16 Nov-16 Nov-15METRO 815 814 812 818 -0.7% METRO 4023 4035 4048 3793 6.7%OZAUKEE 55 55 56 60 -7% OZAUKEE 283 286 286 274 4%SOUTHSHORE 180 181 181 131 38% SOUTHSHORE 643 650 655 418 57%LAKES AREA 106 106 107 99 8% LAKES AREA 474 477 474 446 6%JEFFERSON 27 27 27 26 4% JEFFERSON 126 127 127 124 2%MANITOWOC 35 35 35 39 -10% MANITOWOC 149 148 150 140 7%SHEBOYGAN 47 47 45 59 -24% SHEBOYGAN 193 196 193 196 -2%LACROSSE 95 95 96 92 4% LACROSSE 359 352 353 349 1%OTHER 150 150 150 149 1% OTHER 348 347 352 304 16%TOTAL 1510 1510 1509 1473 2% TOTAL 6598 6618 6638 6044 10%

NEW MEMBERS: BROKER/OWNER BOARDPowers Realty Group (powers03) Vicki LeRoy GmarJacobi Real Estate Company (of27026) Ryan M Jacobi GmarRealty Executives Unity (ofhuc) Courtney D Huffhines LaraSIRA Realty (of24259) Remi R Harris GmarBerkshire Hathaway HomeService Metro Rlty-Racine (BHHS3)Carol Hawes KenoshaStreamline Commercial Real Estate, LLC (of27088) Brian Gingrass Gmar

RESIGNED/TERMINATED: YR/JOINResidential Appraisal Services (ras) Jly- 95 Daniel Butschli (1) GmarElizabeth Schlechta (beth) Feb-14 Elizabeth Schlechta (2) GmarHelberg Realty, LLC (helberg) Oct-03 Michael Helberg (1) GmarTaranto Construction & Realty (taranto) Mar-13 Fedele Palmisano (1) OzaukeeInfinity Realty WI (of26124) Jun-15 Frank Rtuso (2) GmarRealty Results, Inc. (rri) May-90 Donna Bell (1) GmarBarta Appraisal Service, Inc. (brta) Dec-89 Kevin Dunn (1) Gmar

NAME CHANGE: PREVIOUS NAME:RE/MAX Plaza (remx) RE/MAX Geneva Realty Ltd (1remx)td (remax)Success, REALTORS (precision) Weichert Realtors Precision (precision)

2017 GMAR BOARD OF DIRECTORS

Terms expiring12/31/2017

Terms expiring12/31/2018

Terms expiring12/31/2019

Joe HorningShorewest, Realtors17450 W. North Ave.Brookfield, WI 53045-4337P 262.827.4200 M 262.640.0925jhorning@shorewest.comNRDS: 90096259

(3yr term from Exec Roundtable)

Mark KivleyRE/MAX Lakeside1200 E Capitol Drive Ste 200Milwaukee, WI 53221O 414.961.8888 M 414.406.1840kivleyteam@lakesiderealtors.com NRDS: 90020696

(3yr term from Exec Roundtable)

Tammy MaddenteFirst Weber Inc.611 N Barker Rd Ste 100Brookfield, WI 53045O 414.797.7100 M 414.617.8902tmaddente@firstweber.com NRDS: 90015815

(3yr term from Exec Roundtable)

Roxanne Platz, Past ChairFirst Weber Inc (2nd Term)2750 Golf Rd, Suite ADelafield, WI 53018-2063O 262.646.6800 M 262.370.7767rplatz@firstweber.comNRDS: 90028348

Dale MarciniakRE/MAX Realty 100 (2nd Term)10303 W Oklahoma AveMilwaukee, WI 53227-4135O 414.327.7020 M 414.429.2344dale@homesbydale.comNRDS: 90024500

Kel Svoboda, Corporate SecretaryFirst Weber Inc. (2nd Term)4650 N Port Washington RdGlendale, WI 53212-1077O 414.962-3000 M 414.213.9014kel@firstweber.com NRDS: 90098433

Vickie Kelsall, Chair-Elect Century 21 Affiliated (1st Term)11623 W. Bluemound RdWauwatosa, WI 53226-3936O 414.543.5403 M 262.332.2233vkelsall@c21affiliated.comNRDS: 90010989

Mike Kollmansberger, Chairman Shorewest Realtors (2nd Term)921 Meadowbrook RdWaukesha, WI 53188-7315O 262.548.9393 M 262.271.5702mikek@shorewest.com NRDS: 90076658

Tom Sykora (2nd Term)Coldwell Banker Residential Brkrge 870 E Paradise DriveWest Bend, WI 53095-5383O 262.334.5589 M 262.573.7323tom.sykora@cbexchange.com NRDS: 90023055

Arthur MaysRealty Among Friends (1st Term) 8301 W Lisbon AveMilwaukee, WI 53222-3859O 414.444.2696 M 414.975.7796amays@realtyamongfriends.com NRDS: 90051977

Jennifer BurnsCentury 21 Affiliated (2nd Term)527 Milwaukee StDelafield, WI 53018-1402O 262.646-2221 M 262.617.9333jennifer@realtyexecutives.comNRDS: 90076496

Roger RushmanFirst Weber Inc. (1st Term)2750 Golf Rd, Suite ADelafield, WI 53018-2063O 262.646.6800 M 414.333.5313 rrushman@firstweber.com NRDS: 90015540

Amy Curler, TreasurerFirst Weber Inc (1st Term)1720 Clarence CourtWest Bend, WI 53095-8543O 262.335.6280 M 414.550.6849acurler@firstweber.com NRDS: 90019647

Ted DenticeShorewest, Realtors (1st Term)17450 W. North Ave.Brookfield, WI 53045-4337P 262.827.4200 M tdentice@shorewest.com NRDS: 90017283

Courtney Stefaniak The Stefaniak Group (1st Term)2234 S 108th StMilwaukee, WI 53227-1108O: 414.541-2500 M: 262.271-5089courtney.stefaniak@tds.net NRDS: 90113039

At LargeTo Be Appointed By Chair-Elect

(Term Exp 12/31/2017)

At LargeTo Be Appointed By Chair

(Term Exp 12/31/2018)

Mike – 885500353Marne – 90082562Scott – 885500171

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2017 GMAR MEETINGS & EVENTS CALENDARUpdate: May 5, 2023

January1 GMAR Fiscal Year begins10 GMAR Orientation 12 GMAR Executive Committee Meeting/Conference Call 19 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters 23 February Newsletter Deadline26-27 WRA Board of Directors Meeting TBA GMAR Youth Foundation Board Meeting – GMAR

February2 Marquette Univ & GMAR Economic Summit – Wisconsin Club 5 Super Bowl7 GMAR Orientation 9 MLS BOD Meeting13 GMAR Audit – Wegner & Assoc.21 Kettle Moraine Council Mardi Gras – The Hitchin’ Post, West Bend20 March Newsletter Deadline

March2 GMAR Executive Committee Meeting/Conference Call 7 GMAR Orientation 9 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters12 Youth Foundation’s St. Patrick’s Day 5K – Hart Park, Wauwatosa, WI15 REALTOR® & Government Day – Monona Terrace, Madison, WI 24-4/2 93rd REALTORS® Home & Garden Show – Wisconsin Expo Ctr, West Allis, WI27 April Newsletter Deadline

April6 GMAR Youth Foundation Board Meeting – GMAR11 GMAR Orientation 24 May Newsletter Deadline 24 Brewers Bash – Miller Park, Milwaukee, WI

May3 GMAR Orientation 4 MLS BOD Meeting4 GMAR Executive Committee Meeting/Conference Call 5 WRA Board of Directors Meeting – WRA Headquarters11 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters16-20 NAR Mid-Year Meetings – Washington, D.C.26 Deadline for NAR Committee Applications22 June Newsletter Deadline

JuneTBA Downtown Diggs6 GMAR Orientation 15-16 WRA AE Conference – Arbor Vitae, WITBA Budget Review 26 July Newsletter Deadline (announce GMAR BOD Applications)

July1 GMAR BOD Candidate Applications available to members6 GMAR Executive Committee Meeting/Conference Call

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11 GMAR Board of Directors Mtg – Ironwood Golf Course11 GMAR Summer Golf Outing – Ironwood Golf Course18 GMAR Orientation TBA GMAR Youth Foundation Board Meeting – GMAR25 August Newsletter Deadline

August1 GMAR Orientation 3-4 WRA BOD Meeting 21-22 NAR Leadership Summit – Chicago, IL28 September Newsletter DeadlineTBA GMAR Nominating Committee Meeting – GMAR Headquarters31 Last day for GMAR BOD Candidates to submit Applications

September1 Nominating Committee notification of BOD Candidates to membership5 GMAR Orientation 9 MLS BOD Meeting12-13 WRA Convention – Milwaukee, WI 13-15 CMLS Annual Conference 14 GMAR Executive Committee Meeting/Conference Call 20 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters21 Kettle Moraine Council Golf Outing – Scenic View CC, 4415 Club Dr, Slinger, WI25 October Newsletter Deadline30 GMAR Board of Directors Write-In Candidate Deadline

October3 GMAR OrientationTBA GMAR Youth Foundation Board Meeting 8-14 GMAR Board of Directors e-Election23 November Newsletter Deadline

November 1 GMAR Orientation 3-6 NAR Convention – Chicago, IL 9 GMAR Executive Committee Meeting/Conference Call 16 GMAR Youth Foundation Annual Meeting – 11:30 AM, GMAR Headquarters16 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters27 December Newsletter Deadline

December5 GMAR Orientation6 Chairwoman’s Holiday Party & GMAR Annual Mtg – Hyatt Hotel7 WRA Management Conference 22 January Newsletter Deadline31 GMAR Fiscal Year ends

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GMAR STRATEGIC PLAN

Approved by GMAR Board of Directors: May 7, 2015Updated: January 11, 2016

Mission: “To help our members help their clients”

I. Professional Standards/Ethics

II. Government Affairs

III. Promotions

IV. Multiple Listing Service (MLS)

V. Leadership

VI. Committees / Task Forces

VII. Subsidiaries

VIII. Outside Organizations/Affordable Housing

IX. Association Management

A. Membership

B.Communications

C.Social Events

X. Other

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I. Professional Standards (LSB)

Goal #1: Keep members actively engaged in upholding the REALTOR® Code of Ethics (COE).

Ethics education programs Pathways to Professionalism education Alert members about the need for everyone to be stewards of the COE: 1)

File a complaint if they experience a COE violation; 2) Remind them that years in the business does not inoculate them to COE violations and; 3) If they allow infractions to go unnoticed, and take control of their industry, it opens the door for gov’t intervention.

Goal #2: Fairly and efficiently administer member arbitration program.

Create Inter-board Arbitration Agreement; offer it to neighboring associations

Professional Standards Committee Training

Goal #3: Inform members of Professional Standards’ Programs Efforts and Accomplishments

Utilize videos more widely Create an online form to file complaints

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II. Government Affairs (MJS/MRR)

Goal #1: GMAR Board of Directors establish the Association’s policy(-ies) on issues of importance to create a thriving real estate market.

Goal #2: Create strategies to advocate adopted public policy positions.

Refer to Appendix A for current GMAR Public Policy / Gov’t Affairs Policy Positions

Key “Quality of Life” topics to develop policy positions on:o Schools/Education

∙ Continue to integrate GMAR members with MPS and other school districts via school visits, meetings, etc.

o Taxation∙ Examine conducting an analysis/study of tax impact on buyers’

ability to buy (i.e. Public Policy Forum, UWM/MU, Wisconsin Taxpayers Alliance).

∙ Explore asking the state for local option taxation to lower property taxes without lowering services.

o Infrastructure∙ Waukesha water petition

o Jobs/Economic Development:o Crime/Public Safety:

Review/Update Positions Regularly

Goal #3: GMAR should have a high level of visibility among elected officials/policy makers in order to advocate issues and execute strategy effectively.

Meet with elected officials/policy makers o Top 25 Communities (Mayors/Aldermen)o MPS Superintendent/Board Memberso Regional County Leaderso State Senators/Representatives from regiono Candidates for Offices

Closely monitor developments in the City of Milwaukee, specifically:o Department of Neighborhoods (DNS) (Mayoral)o Department of City Development (DCD) (Mayoral)o Zoning, Neighborhoods and Development Committee (ZND) (Council)o Other committees/task forces as needed

Host GMAR candidate schools at regular intervals to educate members on how to run for elective office, and to get members to think about running in the future in order to promote the GMAR’s pro-real estate public policy agenda. o Video of Scott Allen and Chris Howard discussing running.

Heighten GMAR’s profile among policymakers via strategic sponsorships

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o MMAC’s Madison Night in Milwaukee, Milwaukee Night in Washington, DC, WisPolitics Headliner Luncheons, Public Policy Forum, etc.

Communicate with elected officials via publications promoting GMAR’s interestso Send NAR’s “On Common Ground” publication to top 25 municipalities

and MKE Common Council

Host meetings/focus group with members in the region and local boards o Provide Status Updates on GMAR, WRA and NARo Discover New Issue Trends and Candidates in Local Communities

Utilize 3rd Party Funds to carry out goals and objectives:o WRA Homeowners Allianceo NAR Realtor Party – “Call-for-Action System,” RPAC FR grants, RPAC

Major Donor Recognition, Voter Registration Drive, etc.

Goal #4: Provide information on government policies, laws, ordinances, and resources to members to help them effectively conduct their business.

Sign Ordinance Database Updated

Goal #5: Keep Concerned REALTORS® Political Action Committee (CRPAC) funded in order to promote pro-REALTOR® candidates and elected officials.

Review List of Current Trustees & Recruit New Ones

Promote Direct Giver & CRPAC/RPAC Giving at Office Meetings.

Appendix B: 2015 GMAR PAC Fundraising Plan

Goal #6: Inform members of Government Affairs Program Efforts and Accomplishments

Goal #7: Assume a greater leadership role in Greater Milwaukee.

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III. Promotions (SAA/KB/DK)

Goal #1: Promote events to the public that highlight the services REALTORS® provide.

Goal #2: Educate consumers about home ownership and the real estate market.

Goal #3: Provide revenue to the Association.

Home & Garden Show (HGS)o Find the new trends in show promotions (i.e. cooking stage, ‘Green,’

etc.)o Attend other national shows for ideas (i.e. Philadelphia Flower Show)o Conduct consumer / attendee survey

Downtown Open House / Diggso Urban lifestyle expoo Determine what critical mass of units is required to host an event in

other neighborhoods and cities (i.e. Waukesha, West Bend)o Examine conducting a housing study on Downtown Milwaukee

marketplace (i.e. DCD study of early 2000s)

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IV. Multiple Listing Service (MLS) (CC/MRR)

Goal #1: Create environment for MLS to provide effective services to GMAR members

Stay Abreast of Latest MLS Issueso Attend meetings/conferences (i.e. COVE, CMLS)

Jointly Promote Member Technology Education

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V. Leadership

Board of Directors (MRR/LSB)

Goal #1: Make informed decisions that are in the best interest of the members of the GMAR and the future of the real estate industry.

Executive Roundtable (Top 10 Firms)o Addendum A

Goal #2: Provide Adequate Oversight of GMAR Functions, Policies and Finances.

Executive Committee (MRR/LSB)

Goal #1: Function When the Board of Directors is Not in Session.

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VI. Committees / Task Forces

Nominating Committee (MRR/LSB)

Goal #1: To recruit the highest quality candidates to run for the GMAR Board of Directors

Professional Standards Committee (LSB) (See: I. Professional Standards)

Concerned REALTORS® Political Action Committee (CRPAC) (MJS/MRR) (See: II. Government Affairs)

Public Policy Task Force (MJS/MRR) (See: II. Government Affairs)

REO Task Force (LSB/MJS)

Goal #1: Assist members in the REO market to effectively and efficiently deal with troubled properties.

Advocate REO problems and issues with the City of Milwaukee’s Dept of Neighborhood Services (DNS)

Create REO Blog for members and DNS to post information about the REO market

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VII. Subsidiaries

Multiple Listing Service (MLS) (See: IV. Multiple Listing Service (MLS))

Wisconsin Real Estate Supply (WRES) (MRR/DK/AAD)

Goal #1: Provide real estate products to members

Goal #2: Increase non-dues revenue

Goal #3: Create comprehensive plan to improve profitability of WRES

Youth Foundation (LSB)

Goal #1: Promote the welfare and betterment of children and young people, contributing to their physical and intellectual development and character formation.

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VIII. Outside Organizations/Affordable Housing

Goal #1: Proactively support housing affordability in the GMAR market area.

Affordable Housingo Place Members in Homebuyer Education Organizations (i.e. HRI)

Goal #2: Improve GMAR’s Reputation and Influence in the non-profit and government housing agency universe.

Encourage GMAR members to participate and take a leadership role in regional housing organizations.

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IX. Association Management (MRR/JAH/AAD)

Membership (JAH)

Goal #1: Streamline membership in the GMAR to be as effortless and efficient as possible

Create an online application

Goal #2: New Member Orientation – Introduce Professional Standards, Code of Ethics, Pathways to Professionalism, Fair Housing, and other important concepts to new members

Explore revamping orientation.

Goal #3: Seek added value benefits for members

Are we relevant to members? “Relevance is achieved by helping members achieve their desires, hopes and aspirations.” What content engages our members, creating relevance?

Identify membership segments & determine products/services for each, and how to market to them.

Goal #4: “Touch” 20% of GMAR Members Annually

Office Visits, “Brown Bag” Lunches, etc. Provide BOD with “Communications Report” showing status of 20%

“touch” goal

Goal #5: Recruit new members, “Consider Career in Real Estate”

Explore working with technical colleges and other second career outlets Signage, Job/Career Fairs, Web Posts, Advertising, In-person “Consider a

Career in Real Estate Seminar” education sessions Flier: “Why is a career in real estate favorable/lucrative?” Home & Garden Show booth/location for people to explore a real estate

career

Create an Affiliate Focus Group to explore what services the GMAR can and should offer Affiliate members to encourage more to join.

Goal #6: Consolidate with neighboring associations.

Value Proposition Campaign – Create compelling argument for GMAR membership.

Work with brokers to achieve consolidation within companies.

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Communications (CKM)

Goal #1: Distribute information that is relevant to members’ business

Hand-outs for members to give to their clients:o How a real estate transaction works - graphic

Educate Buyers / Sellers about:o Short 1-2 Minute Videos on Buying/Sale Process, Buyer Agency, etc.

Look at WRA / NAR resources to distributeo NAR Home Ownership Matters o Wisconsin Works (http://wisconsinhousingworks.com/)o NAR Real Estate Today Radio Show (http://www.retradio.com/, Link on

GMAR.ws) Link WI Taxpayers Alliance School Facts & Public Policy Forum Education

Reports web pages. Review existing GMAR.com content to send out to members.

Goal #2: Re-Evaluate GMAR Communications Strategy

Goal #3: Utilize Multiple Platforms in Communicating with Members

E-mail, Social Media, E-Newsletter, YouTube/Video In-Person Office Visits “Affiliate Digest”

Goal #4: Develop consumer focused Public Awareness Campaign

Goal #5: Public Relations/Press Coverage of GMAR to heighten REALTOR® image.

Create GMAR Media Guide Create “Top 10” lists

o Top 10 Communities (based on per capita sales), # of Sales (transactions), DOM (fastest selling), # of listings per 1,000 inhabitants, etc.

o School Districtso Lowest Taxeso Safest Communities

Utilize Monica Baer to promote “REALTOR® Message” and obtain free media

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Social / Educational Events (JAH/BMS)

Goal # 1: Provide venue for members to learn, network and socialize, reinforcing the benefits of membership.

Affiliate Member Forums Economic Outlook Summit

Brewers Tailgate Party Golf Outing Bus Party Chairman’s Holiday Party

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X. Other

Research & Statistics (MRR)

Goal #1: Set the agenda for the discussion of the housing market by disseminating statistics and analysis in the Greater Milwaukee market.

Housing Statistics o Distribute MLS data analysiso Create better process for deciphering statisticso Explore relationship with media to do monthly or quarterly press conf

on statso Utilize “National Trend Indicator Reports” (price distribution) stats

Year-End/New Year Outlook Economic Summit

Goal #2: Select research projects that will explore and promote understanding of the dynamics of the real estate market in Greater Milwaukee.

Explore Relationships with Marquette Center for Real Estate and/or UWM to conduct research on the Milwaukee housing market:o Study RE Market (i.e. Projections)o Study Effectiveness of City Ordinances/Policieso Study Market Segments (i.e. % of Female Buyers in Market)

Study creating a staff research position

GMAR History (MRR)

Goal #1: Educate members and public about the long history of the GMAR and organized real estate in the Greater Milwaukee marketplace.

“Then & Now” Interviews Commission 125th Anniversary History (2017)

Professional Development (MRR)

Goal #1: Provide opportunities for staff to grow in their positions to provide better services to the membership.

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Appendix A: Public Policy / Government Affairs

GMAR Public Policy Positions

Members of the Greater Milwaukee Association of REALTORS® (GMAR) sell and market more than individual homes, land or businesses; they also sell the quality of life associated with property. This quality of life can extend well beyond the legal boundaries of property to social institutions that purchasers rely on in their daily lives. To customers and clients, as well as other members of the public, the community where a property is located is as important as the property itself.

In recognizing the importance of the quality of life that is inextricably related to property, it is in the Association’s interest to influence activities and organizations which impact the quality of life associated with property, at its discretion.

The GMAR has identified five general quality of life subject areas consisting of:

1. Education/MPS2. Taxes3. Jobs/Economic Development 4. Infrastructure5. Public Safety/Crime

We refer to these five areas as “pillars” of the REALTOR® “Location, Location, Location” mantra regarding the most important aspects of the quality of life associated with a property. We call them pillars, because they shore up the “Location” mantra. If any one of the “pillars” begins to crumble, a property becomes less valuable.

Education/MPS (Adopted by GMAR BOD 09/16/2010)The quality of schools is a significant component of the quality of life associated with property. In fact, the quality of schools is often the primary factor in the decision by families, and even businesses, on where to purchase property.

With this knowledge, the linkage between real property and the quality of schools must also be of significant concern to REALTORS®, because the quality of schools is directly related to the ability of REALTORS® to conduct their business.

GMAR Goal: To have a regional educational system that produces knowledgeable and skilled graduates who are capable of lifelong learning.

2010-2011 Agenda Support efforts to adopt federal "Race to the Top" standards including:

o Common standards and assessment. o A system that provides timely reports on student performance. o Elimination of any legal barrier to evaluating teachers and principals based on student

achievement. o Authority to intervene in struggling schools.

Advocate that children in all schools are at the national average of proficiency in core academic subjects (i.e. reading, writing and mathematics).

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Choice & Charter Schools Continue supporting the existence of the Milwaukee Parental Choice Program (MPCP) and

charter schools. Eliminate barriers to the creation of additional high-quality education options in Milwaukee

(i.e. implicit or explicit enrollment caps on Choice and Charter schools). Eliminate MPS limits on the percentage of system schools that can be Charter schools Allow use of surplus MPS buildings for non-MPS educational options including high-performing

Choice and independent Charter schools Expand the number of entities authorized to establish Charter schools Increase funding for both Choice and Charter schools and reverse cuts on Choice schools

that put them at risk. Work toward funding equity for all children in Milwaukee by increasing Choice and Charter

per pupil funding levels to 80% of the MPS funding level. [The choice parents make as to which school to send their child to have a dramatic impact on state financial support for a child – with funding ranging from over $13,000 per child for a student in MPS to $7,700 per child in a charter school and only $6,400 in a Choice school.]

Milwaukee Public Schools Explore a change in MPS governance, including the possibility of moving authority to the

Milwaukee Mayor’s office. Reform MPS labor agreements to reduce legacy costs and increase the district’s long-term fiscal

stability. Advocate that MPS achieve a graduation rate equal to the national average for similar sized

districts. Clearly define what a “high-performing school“ is. Measure performance for all schools in the city. Hold schools accountable for their results, expanding high performers and reforming low

performers. Create alternative certification routes for teachers and administrators to attract more high

quality leaders and staff. Liquidate surplus MPS property and facilities to generate district revenue.

Other Add REALTOR® or business leader to the MATC board (an important link to workforce training). Implement changes that were made to the State Workforce Training System at the local

level, increasing dollars directed at training and creating stronger linkages between K-12 education, technical colleges and employers.

Taxation (Approved by GMAR BOD 03/20/2013)

The GMAR believes lowering property taxes in the Metropolitan Milwaukee market area is a significant public policy objective.

The Association understands our state’s long history of relying on funding most municipal services through the property tax. However, over time, the property tax (essentially local governments’ sole means of raising revenue) has become a burden on homeowners’ ability to pay the tax and prospective home buyers’ ability to purchase a home in Southeastern Wisconsin.

Furthermore, the GMAR believes property taxes place enough of a burden on prospective home buyers that it is a significant disincentive to purchase property.

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Lowering property taxes is not a simple or easy task, but the GMAR believes it can be achieved by maintaining a close watch over how and where government spends its resources, as well as funding municipal services via other revenue sources that are not dependent on property ownership are important dual objectives.

The Association will support lawmakers and policymakers who seek more efficiency in government operations and back the exhaustive debate of reductions in government services, while also supporting the creation of different sources of revenue that do not place current or prospective homeowners in danger of losing housing choices.

Residency (Approved by GMAR BOD 03/20/2013)

The PPTF also discussed Governor Walker’s proposal of eliminate residency for all public employees. The TF separated the issue into two parts, a) the policy requiring employees to live within a political jurisdiction, and b) the impact eliminating residency would have on the market.

Given the wide array of opinions among the GMAR’s membership on the merits of residency, the PPTF decided not to take a position in favor or against residency. However, regarding the market impact of the pending policy change, the TF felt it would not dramatically impact the marketplace at this time.

Furthermore, given the improving real estate market and low levels of inventory, the market could absorb an increase in supply of homes.

The TF was concerned about a “grass is greener” effect some public employees might feel after gaining their new rights. The TF’s would caution public employees to contact their REALTOR® and take a very close look at whether listing their home is the smart move financially, for each family and for their quality of life.

The TF also wanted the Association to send a note out to the membership outlining the GMAR’s position, to prepare them to talk about it to clients or the media.

The GMAR has requested assistance from NAR’s My REALTOR® Party effort to poll public employees in Milwaukee to determine their likelihood of exercising their new right, should it pass.

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Appendix B: 2016 GMAR “Concerned REALTORS® PAC” Fundraising Plan

• GMAR CRPAC Meeting – January 29, 2016 o Joe Murray-WRA, Director of Political and Governmental Affairs, will attend to

prognosticate 2016 state and national elections.

• Mail direct giver fundraising letter to all past DG’s week of Feb 1 (approximately 150 DG’s from 2012-2015 – typically generates $5K-$7K )

• RPAC Trustee phone banks to follow up letters (Feb, March) • REALTOR® & Government Day – March 2, 2016

o “Game/raffle” on bus to benefit CRPAC

• KMRA Auction – May 2016 (raised $7K in 2015).

• GMAR golf outing - July 14 (CRPAC game on course, or afterwards during happy hour)

• Dues billing insert (1/2 sheet to 4,000 members) with RPAC successes

• Reach out to GMAR Affiliates (185) Are they aware of the DG Program? Susan Muller, Chicago Title, is writing an email to all affiliates and will send.

• NAR and WRA Calls For Action (CFA) follow up after their initial blast to GMAR members.o RPAC/Public Policy Task Force/Board of Directorso Managers of large offices

Other fundraising tools:

• GMAR monthly newsletter article• Special announcements (videos)• Office visits throughout year (17 visits in 2015)• Large Donor Council - new prospects to Jim Imhoff• Convert members who contribute outside the RPAC/DG

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