gmar board of directors - greater milwaukee …€¦ · web view2019/07/09 · send quarterly...
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GMAR BOARD OF DIRECTORSTUESDAY, JULY 9, 2017 • 8:30 AM
IRONWOOD GOLF COURSE • SUSSEX, WI
MEETING AGENDA
1. Welcome & Introductions
Guest: Dave Delahunt, Chair, Veterans Support Com
2. Consent Agenda P 2
Information
Approval
15 Min
5 Min
3. Reports
A. Chairwoman
B. Treasurer 1) 2019 Budget Adjustment*2) May Financials
C. President
D. Departments 1) Government Affairs 2) Professional Standards
E. MLS
P 11
P 14
Information
ApprovalInformation
Information
InformationInformation
Information
5 Min
15 Min30 Min
15 Min
10 Min15 Min
15 Min
4. Old Business
A.None
5. New Business
A. None
6. Adjourn 10:30 AM
Next Directors Meeting: Thursday, September 19th
* Indicates information will be available at the Directors meeting. Updated: 5/20/2023 1:12 AM
1
GMAR BOARD OF DIRECTORSCONSENT AGENDA
1. It is moved, seconded and carried to approve the minutes of the Board of Directors meeting from May 9, 2019. p. 3
2. It is moved, seconded and carried to approve of the 120 new members who have applied to become members of the GMAR and paid the appropriate fees. p. 7
2
GREATER MILWAUKEE ASSOCIATION OF REALTORS®BOARD OF DIRECTORS MEETING MINUTES
THURSDAY, MAY 9, 2019 • 12:00 PMSCHAUER ARTS CENTER • 147 N RURAL ST, HARTFORD, WI
1. Call to Order Chairwoman Amy Curler called the GMAR Directors meeting to order at 12:05 PM with a quorum present for the transaction of business.
Present: Amy Curler, Chairwoman; Kel Svoboda, Chair-Elect; Courtney Stefaniak, Secretary/Treasurer; Vickie Kelsall, Past Chair; Kathy Martello, Arthur Mays, Joe Horning, Ted Dentice, Kim Curtis, Angela Walters, Judy Hearst
Staff Present: Mike Ruzicka, President; Marne Stück, GAD
Excused: Tom Sykora, Roger Rushman, Tammy Maddente, Jeremy Rynders, Gary Swittel,
2. Consent AgendaA. It is moved, seconded and carried to approve the minutes of the Board of Directors meeting
from March 21, 2019.
B. It is moved, seconded and carried to approve of the 333 new members who have applied to become members of the GMAR and paid the appropriate fees.
M/S/C to approve Consent Agenda.
3. ReportsA. Chairwoman’s Report
Chairwoman, Amy Curler, stated her thanks to all of the participants and attendees of the WomenStrong event the day before, on May 1st.
B. Treasurer’s Report1) Mike Ruzicka reported on the March 2019 GMAR financials:
Statement of Financial Position (Balance Sheet) – As of March 31, 2019, GMAR had $2,172,346 in Cash & Investment Balances, up $334,520 compared to last year. Accounts receivable were down $13,455 compared to last year. Prepaid expenses were down $18,338 compared to 2018 due to all inventory being written off.
Fixed Assets increased by $391,293 due to the building remodel. Total Assets were $3,989,922 which is up $694,021 compared to 2018.
On the Liability side, accounts payable were down $261,364 compared to last year due the mortgage being re-done and no longer being considered a short term loan. Accrued vacation expenses were up $10,966. Overall, Total Liabilities were $497,441 which is up $151,230 compared to 2018.
GMAR has a Net Gain of $1,765,918 through March 31, 2019, up $762,402 from last year. Overall, Total Net Assets were $3,492,481; $542,791 higher than the same point in 2018.
Statement of Activities – Membership: Through March, 2019, $1,657,821 was collected in dues. Last year through the end of March, $907,438 was collected in dues; dues are $750,383 ahead of last year at the same time. The increase in dollars was due to the 2019 dues increase. GMAR had an 88% renewal based on number of members billed. Budgeted for a 90% renewal. New
3
member budget for 2019: 500 REALTORS®, 50 DRs and 20 Affiliates. Through March, actual new members: 206 REALTORS®, 10 DRs and 5 Affiliates.
Promotions: Through March 31, Home and Garden Show income is $782,754 and expenses were $298,227 for a net income of $484,527. This will change significantly over the next few months. Budgeted net income for the Show is $288,066.
Expenses related to Public Policy and Professional Standards are basically all personnel costs, incurring expenditures primarily in Labor and Overhead. The only significant expenses are several events and organization sponsorships.
Products (Wisconsin Real Estate Supply): The store was closed in March 2018. Some of the store products were for sale on consignment in 2018. All inventory was written off as of 12/ 31/2018.
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 March were memberships and expenses for the president, sponsorships, travel expenses for officers, 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 $1,765,918. Last year our net revenue was $1,003,515 for the same time period. By far the most significant reason for this change was the increase of dues, which will largely be offset throughout the year by monthly payments to SentriLock.
M/S/C to approve the unaudited Statement of Financial Position (Balance Sheet) and Statement of Activities as of March 31, 2019, and recommend placing on file for audit.
4. President’s ReportMike Ruzicka reported the following in addition to his written memorandum to the Board of Directors:
REALTOR® Building Remodeling – The GMAR’s commercial broker, Dan Jessup, received an offer to rent the 2nd floor of the REALTOR® Building. GMAR countered the offer and recently received the other party’s counter, which was sent to the association’s attorney for her review.
The GMAR staff also met with VJS to get an idea of the cost of remodeling the 1st floor.
SentriLock Update – The staff has been exploring allowing assistants to have access to the SentriLock system to act on behalf of their employing REALTOR®. There are a few obstacles, but there is a way to accomplish it.
The Directors agreed that the GMAR should allow assistants to access the SentriLock system, and bill the assistants/REALTORS® on an annual basis.
Usage of the SentriLock system is slowly but surely increasing in usage and adoption. It will take about a year, or longer, before members are comfortable using the system. Michele Kohn and Alberta Dhillon are often out doing training at offices, as well. We are down to 731 members who have yet to get their credentials, down from 1,347 in March.
Mr. Ruzicka provided a table to the Directors showing the progress the GMAR has made in getting members to adopt the SentriLock system.
4
Circulation Assigned to Listings 1 Day CodesJanuary 17 6,293 857 1,488 (Feb)March 6,613 1,286 2,126 (March)May 3 7,107 1,813 1,896 (April)
Additionally, after the GMAR complained about the Android/Bluetooth problem interacting with SentriLock boxes, SentriLock put a team of engineers in touch with a group of GMAR members who were having connection problems.
Mr. Ruzicka stated that he and the Executive Committee will be meeting with the SentriLock team on May 14th at the NAR Legislative Meetings in Washington, DC.
5. DepartmentsA. Government Affairs
Marne Stuck reported:
• Upcoming meetings with the “Top 25” GMAR Communities are set for: May – Wauwatosa (Mayor Ehley) June – Glendale (Mayor Kennedy) July – Oconomowoc (Mayor Nold) August – Greenfield (Mayor Neitzke)
• Kettle Moraine Council RPAC AuctionThis year’s RPAC Auction will take place on May 22 at the Linden Inn in Hartford. Waukesha County Executive Paul Farrow and WRA’s Joe Murray will attend and speak this year.
B. Professional Standards Scott Bush provided a training presentation on the Directors’ role in the professional standards process.
Mr. Bush recommended that mitigating circumstances be considered when implementing fines for lock box violations. Currently the citation policy and SentriLock agreement calls for a straight $5,000 fine. However, once a complaint goes to a hearing, the panel can recommend a fine up to $15,000.
M/S/C Fines can be levied “up to” $5,000 as part of the citation policy.
M/S/C to adopt disciplinary recommendations prescribed by the respective hearing panels for cases:
E19-11E18-41E18-45
C. MLSNo report was given.
6. Old BusinessA. None
7. New BusinessA. None
8. AdjournThe meeting adjourned at 1:50 PM
5
6
NEW MEMBER REPORT
120 New Members joined May 2, 2019 - July 2, 2019 for approval (DR's - 7, R's - 113, A's - 0)
FIRST LAST COMPANYDebra Baesemann Shorewest, REALTORS~New BerlinStacey Balistreri Coldwell Banker EliteGloria Baxter Homestead Realty Inc~MilwaukeeShalesha Bergeron One Day Real Estate ServicesAngela Boyer Exit Realty XLTimothy Brown Keller Williams Realty~Milw North ShoreShacey Budurov EXP Realty, LLC~MKEJesse Cammarata Landro Fox Cities RealtyMari Catencamp Shorewest, REALTORS~South MetroAndi Colker Homestead Realty Inc~MilwaukeeZelda Collins-Moore Coldwell Banker Residential Brokerage~BRKStefanie Cook Lake Breeze RealtyAlyshia Davis Shorewest, REALTORS~MNM FallsMichael Dillman Redefined Realty Advisors LLCTheresa Dixon RE/MAX Realty 100~M FallsJason Dominski Nimius LLCMargaret Dubiel-Zimmer Shorewest, REALTORS~RacineCindy Duffin Shorewest, REALTORS~New BerlinKatrina English RE/MAX Realty 100~MilwaukeeLiliana Farias Jurado Realty Executives SoutheastAndrea Fendry Clover Appraisal LLCDanielle Fennessy Shorewest, REALTORS~DowntownCarrie Fischer Firefly Real EstateAshley Flater Keller Williams Realty~Milwaukee SWAlyssa Fox Premier Point Realty LLCDana Friedland Keller Williams Realty~Milw North ShoreTheresa Galbraith Shorewest, REALTORS~New BerlinJesse Garcia EXP Realty, LLC~MKEJennifer Girard Exsell Real Estate Experts LLCPaula Glowacki Keller Williams Realty~Milw North ShoreAdam Gollatz Premier Point Realty LLCMark Hammen Shorewest, REALTORS~West BendTaniqua Hanes Milwaukee's Best Real Estate Services LLCAlexandra Hansen First Weber Inc~DLFShannon Harris Harris Realty GroupBenjamin Heer Ogden, The Real Estate CompanyKaren Heins Shorewest, REALTORS~W NorthChristine Heise Keller Williams Realty~Milwaukee SWSherman Henderson Empowerment Realty Group LLCAemilia Herro Oconomowoc RealtySally Honeck Honeck Real Estate LLCChristi Horan Keller Williams Realty~Milw North ShoreAlexandria Hultine First Weber Inc~DLF
7
Mohammad Ismail AA Baker, REALTORS LLCDavid Iverson Exit Realty XLWilliam Jensen Shorewest, REALTORS~MorelandJoyce Jones Homestead Realty Inc~MilwaukeeAnnie Jurczyk Keller Williams Realty~Milw North ShoreAndrea Keppert Shorewest, REALTORS~West BendKyle Klumpp Coldwell Banker HomeSale Realty~ CorporateCara Koshak First Weber Inc~West BendNancy Lambert Nancy L. LambertSophia Lenz Coldwell Banker Residential Brokerage~West BendJody Leonard Lake Breeze RealtyPaul Leszczynski RE/MAX Realty 100~MilwaukeeSamantha Liss Shorewest, REALTORS~MorelandMicah Little One Day Real Estate ServicesLynn Loyola Doering & Co. Real Estate LLCAdam Lueneburg Keller Williams Realty~Milw North ShoreAelric Mac Glaimhin Exit Realty HorizonsAnthony Mancuso Handle Real EstateGabrielle McIntosh Redefined Realty Advisors LLCLatricia McKelvy Redfin CorporationChristopher Moebius Premier Point Realty LLCDarryl Moore Empowerment Realty Group LLCSarah Mundy Keller Williams Realty~Milw North ShoreCindy Nagel Keller Williams Realty~Lake CountryAdriana Nebbeling Keller Williams Realty~Milw North ShoreHeather Nelson Exit Realty XLDavid Oberley Lake Breeze RealtyAdriangel Ortiz Shorewest, REALTORS~MeadowbrookClaudia Pacheco-Ortiz EXP Realty, LLC~MKESara Pakula Modern Realty LLCSara Peruo Premier Point Realty LLCFrederika Poe Shorewest, REALTORS~DowntownJesus Quinones Keller Williams Realty~Milw North ShoreVesna Radjenovic Harris Realty GroupJeana Radosevich Century 21 Affiliated~Oak CreekKellie Rafferty Shorewest, REALTORS~MNM FallsDanielle Ransom Structure Properties LLCLaurie Reisener Shorewest, REALTORS~N OaklandPamela Roberts Keller Williams Realty~Milw North ShoreAlexandria Rolack Coldwell Banker Residential Brokerage~N ShoreStefanie Rous First Weber Inc~BKKimberli Runnoe EXP Realty, LLC~MKETania Sanchez ACTS Community Development CorpCharlene Scherer First Weber Inc~GreenfieldDavid Schinneller Coldwell Banker HomeSale Realty~ CorporateCheryl Schuyler Prestige Realty WI LLCSamuel Shepherd First Weber Inc~DLF
8
Stacy Smiter EXP Realty, LLC~MKETaylor Smith Exit Realty HorizonsGarrett Sowle Premier Point Realty LLCAlexandria Spangenberg Keller Williams Realty~Milwaukee SWAntoinette Spencer EXP Realty, LLC~MKEMonty Stallings Realty Executives Integrity~HartlandAngela Stephens Shorewest, REALTORS~MNM FallsStephen Stricklin Keller Williams Realty~Milw North ShoreRamkrishna Subedi GL Commercial Brokerage LLCLeslie Tadin RE/MAX Service First LLCJan Talaga Premiere HomesPamela Thomas Premier Real Estate Group LLCStarie Thompson Star One RealtyRoss Treffert Keller Williams Realty~Milw North ShoreTaylor Ulrich Dream Realty LLCAlexander Vang Creative ResultsJulie Vitense RE/MAX Realty 100~BrookfieldVicci Wahl Shorewest, REALTORS~DowntownAlicia Walia Continental A1 Corp.Marcell Ward Homestead Realty Inc~MilwaukeeJomalyn Wertz Exit Realty XLNicole Wheeler Keller Williams Realty~Milw North ShoreShan Keter White Milwaukee's Best Real Estate Services LLCRebecca Wilde Realty Executives Integrity~HartlandErica Winship Premier Point Realty LLCJoseph Wolf Shorewest, REALTORS~MNM FallsChyna Xiong Creative ResultsAnnastasia Yefremov Landro Fox Cities RealtyMary York Coldwell Banker HomeSale Realty~ CorporateJohn Zakrzewski Green Earth Realty
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.
9
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BUD
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6/18
2019
BUD
GET
MAY 2019 FINANCIAL NOTES
Statement of Financial PositionAs of May 31, 2019, GMAR had $1,771,387 in Cash & Investment Balances, up $251,011 compared to last year. Accounts receivable were down $10,144 compared to last year. Prepaid expenses were down $17,253 compared to 2018 due to all inventory being written off.
Fixed Assets increased by $353,645 due to the building remodel. Total Assets were $3,580,902 which is up $577,259 compared to 2018.
On the Liability side, accounts payable were down $259,375 compared to last year due the mortgage being re-done and no longer being considered a short term loan. Accrued vacation expenses were up $10,966. Overall, Total Liabilities were $492,971 which is up $153,685 compared to 2018.
GMAR has a Net Gain of $1,356,367 through May 31, 2019, up $638,185 from last year. Overall, Total Net Assets were $3,087,931; $423,573 higher than the same point in 2018.
Statement of ActivitiesMembership: Through May, 2019, $1,729,797 was collected in dues. Last year through the end of May, we had collected $965,962 in dues so dues are $763,845 ahead of last year at the same time. The increase in dollars is due to the 2019 dues increase. GMAR had an 88% renewal based on number of members billed. Budgeted for a 90% renewal. New member budget for 2019: 500 REALTORS®, 50 DRs and 20 Affiliates. Through May, actual new members: 358 REALTORS®, 18 DRs and 8 Affiliates.
Promotions: Through May 31, Home and Garden Show income is $915,200 and expenses are $571,266 for a net income of $343,934. This may change somewhat over the next few months, but is close to final. Budgeted net income for the Show is $288,066.
Expenses related to Public Policy and Professional Standards are basically all personnel costs, incurring expenditures primarily in Labor and Overhead. The only significant expenses are several events and organization sponsorships.
Products (Wisconsin Real Estate Supply): The store was closed in May 2018. All inventory was written off as of December 31, 2018.
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 May were memberships and expenses for the president, sponsorships, travel expenses for officers, the NAR buyers and sellers survey, and Milwaukee Bucks tickets.
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 $1,356,367. Last year our net revenue was $718,183 for the same time period. By far the most significant reason for this change was the increase of dues, which will largely be offset throughout the year by monthly payments to SentriLock.
11
STATEMENT OF FINANCIAL POSITION (BALANCE SHEET)
12
May 31, May 31,2019 2018 $ Change % Change
Assets:Cash 303,246.90 292,421.81 10,825.09 3.7%Investments-BMO 200,185.17 197,251.12 2,934.05 1.5%Bankers' Acceptance/ICS Investment 1,267,955.16 766,386.33 501,568.83 65.4%Money Market 0.00 264,316.73 (264,316.73) 0.0%Accounts Receivable 32,753.02 42,897.44 (10,144.42) -23.6%Prepaid Expenses 238.37 17,490.99 (17,252.62) -98.6% Total Current Assets 1,804,378.62 1,580,764.42 223,614.20 14.1%
Fixed Assets (Net of A/D) 819,275.14 465,630.56 353,644.58 75.9%MLS Investment 957,248.29 957,248.29 0.00 0.0%
Total Assets 3,580,902.05 3,003,643.27 577,258.78 19.2%
Liabilities and Fund Balance:Liabilities:Accounts Payable 29,683.80 289,058.96 (259,375.16) -89.7%Unearned Revenue (150.00) (50.00) (100.00) 0.0%Accrued Expenses 62,659.52 50,276.58 12,382.94 24.6%Mortgage-Long Term Liability 400,777.68 0.00 400,777.68 0.0% Total Liabilities 492,971.00 339,285.54 153,685.46 45.3%
Net Assets:Net Assets 1,492,427.19 1,722,472.64 (230,045.45) -13.4%General Reserves - 3% Dues 12,500.00 0.00 12,500.00 0.0%Board Designated Reserve Fund 216,636.41 213,702.36 2,934.05 1.4%Board Designated H&G Reserve 10,000.00 10,000.00 0.00 0.0%Net Revenue (Expense) 1,356,367.45 718,182.73 638,184.72 88.9% Total Net Assets 3,087,931.05 2,664,357.73 423,573.32 15.9%
Total Liabilities and Net Assets 3,580,902.05 3,003,643.27 577,258.78 19.2%
STATEMENT OF ACTIVITIES
13
Current Year Previous Year Current Year5 Months 5 Months 2019 Current Year Current Year
Ending 5/31/19 Ending 5/31/18 Annual $ Over (Under) % ofActual Actual Budget Budget Budget
Receipts:Dues 1,729,797.00 965,962.00 1,793,470.00 (63,673.00) 96.4%Member Outings 54,005.00 44,095.00 99,620.00 (45,615.00) 54.2%Member Services 0.00 0.00 2,000.00 (2,000.00) 0.0%Young Prof Network 5,250.00 6,750.00 0.00 5,250.00 0.0%New Member Orientation 25.00 100.00 0.00 25.00 0.0%Kettle Moraine 875.00 650.00 830.00 45.00 0.0%Home and Garden Show 915,199.50 843,864.25 871,566.00 43,633.50 105.0%Other Shows 0.00 0.00 750.00 (750.00) 0.0%Education 12,321.90 3,860.99 5,000.00 7,321.90 246.4%Youth Foundation 5,416.65 5,416.65 13,000.00 (7,583.35) 41.7%Public Policy 1,250.00 1,250.00 1,250.00 0.00 100.0%NAR Grant 1,500.00 0.00 0.00 1,500.00 0.0%Wisconsin Real Estate Supply 0.00 1,851.32 0.00 0.00 0.0%Professional Standards 6,200.00 7,100.00 9,000.00 (2,800.00) 68.9%Leadership 0.00 0.00 0.00 0.00 0.0%Interest 2,957.65 4,204.21 4,000.00 (1,042.35) 73.9%Realized Gain (Loss) * 75.38 22,898.17 0.00 75.38 0.0%Unrealized Gain (Loss) * 10,940.31 (30,643.26) 0.00 10,940.31 0.0%Administrative 9,928.71 15,874.50 43,554.00 (33,625.29) 22.8%
Total Receipts 2,755,742.10 1,893,233.83 2,844,040.00 (88,297.90) 96.9%
Expenditures:Dues 24,594.67 21,440.98 61,041.00 (36,446.33) 40.3%Member Outings 31,398.14 19,951.68 107,475.00 (76,076.86) 29.2%Member Services 155,979.98 19,605.80 455,238.00 (299,258.02) 34.3%Young Prof Network 1,169.37 1,134.53 3,000.00 (1,830.63) 39.0%New Member Orientation 5,290.84 6,066.74 14,000.00 (8,709.16) 37.8%Membership Department 745.42 294.35 1,300.00 (554.58) 57.3%Kettle Moraine 6,428.00 5,808.34 8,900.00 (2,472.00) 72.2%Home and Garden Show 571,266.08 533,942.16 623,500.00 (52,233.92) 91.6%Other Shows 0.00 0.99 300.00 (300.00) 0.0%Education 1,692.84 0.09 0.00 1,692.84 0.0%Youth Foundation 80.94 133.20 300.00 (219.06) 27.0%Promotion Department 0.00 0.00 0.00 0.00 0.0%Public Policy 7,892.49 11,773.31 29,373.00 (21,480.51) 26.9%NAR Grant 1,500.00 0.00 0.00 1,500.00 0.0%Wisconsin Real Estate Supply 0.00 2,203.12 0.00 0.00 0.0%Professional Standards 16,681.11 23,659.41 25,460.00 (8,778.89) 65.5%National Meetings 25,722.27 3,374.72 46,500.00 (20,777.73) 55.3%Officer Expenses 12,221.29 24,460.51 48,700.00 (36,478.71) 25.1%Meetings 1,184.33 3,131.32 7,050.00 (5,865.67) 16.8%Committees 7,202.27 7,040.39 9,125.00 (1,922.73) 78.9%Leadership Department 49,008.50 37,545.97 35,700.00 13,308.50 137.3%Direct Wages/Fixed OH/Variable OH 321,179.75 317,062.39 674,770.00 (353,590.25) 47.6%
Administrative 479,316.11 453,483.49 1,127,390.00 (648,073.89) 42.5%Direct Wage,Fixed/Variable OH Alloc (321,179.75) (317,062.39) (674,770.00) 353,590.25 47.6%
Total Expenditures 1,399,374.65 1,175,051.10 2,604,352.00 (1,204,977.35) 53.7%
Net Income (Expense) - Per Audit 1,356,367.45 718,182.73 239,688.00 1,116,679.45 565.9%
MEMORANDUM
TO: GMAR BOARD OF DIRECTORS
FROM: MIKE RUZICKA, PRESIDENT
RE: JULY PRESIDENT’S REPORT
Association Health PlansNAR has made a push to support the creation of state and local association health plans, after finding it difficult to get a national program approved. The more creating a plan is pushed down from the federal level to states, and eventually to local associations, the more problematic creating a pool becomes.
The largest state association in the country, the California Assn of REALTORS®, with approximately 200,000 members, has also found the quality of the pool of available members for an insurance plan virtually impossible to insure.
CAR found that about half of their members have insurance from spouses, another quarter don’t have any insurance (usually because they’re feel they don’t need it or because they’re young and healthy). Another quarter are on some kind of health care plan that’s very expensive. These would be the members who would jump into an association health plan.
The problem is the pool of people who would buy the AHP would have high premiums and eventually insurance companies would pull out of the market, because the pool is not a good risk.
This is the same issue insurance coverage and pools have always had. The ACA (Obama Care) individual mandate was crucial to the success of this type of plan, because it basically drove everyone into an insurance pool.
REALTOR® Building TennantOur commercial broker, Dan Jessup, did a great job and found a tenant for the 2nd floor of the REALTOR® Building. Bell Bank signed a 5-year lease, beginning September 1st, and will be moving in later this year.
They will begin building out the 2nd floor later this summer, and be in the building later this fall.
Regarding the GMAR portion of the building, VJS gave us a proposal to remodel the 1 st floor, but it was far in excess of what we were expecting, or can afford in the short term. So, we are asking some of the HGS participants, who do light commercial remodeling, to give us a quote.
SentriLock Update1. Assistants can now gain access to the SentriLock system in order to act on behalf of their
employer (REALTORS®). They will be charged $138/year +Tax (prorated for the year).
2. Emily Simonelli, our newest addition to the GMAR staff, is working on an effort to get the remaining agents who have not been trained into a training class. We will email brokers and office managers to let them know who those agents are.
3. We are slowly increasing usage and adoption. Here is a table of the progress we’re making:
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Boxes in Circulation
Boxes Assigned to Listings
1 Day Codes Issued
January 17 6,293 857 1,488 (Feb)March 6,613 1,286 2,126 (March)May 3 7,107 1,813 1,896 (April)July 3 7,558 2,029 2,004 (June)
4. Mandating SentriLock use vs. The COE: We have had a handful of members who are not in support of the SentriLock program question the ethics of requiring members to use the SentriLock system and not giving out one-day codes.
The code says that a REALTOR® must cooperate with other real estate professionals to advance the interest of their client. It does not say “REALTORS®.” That is because the code tells members that the client comes first. So, a listing agent could require a cooperating broker, if a GMAR member, to be credentialed, because the process to get credentialed is not unreasonable nor difficult.
A listing broker should consider giving out a code to a commercial broker, or a REALTOR® from another board. It would be unreasonable for the listing broker to expect a co-broke to become a GMAR member in order to access SentriLock. Completely denying access to someone who would not have “reasonable access” (like a GMAR member that is able to get credentialed and reasonable access to a property) could be a violation of the code.
A seller could also request that only credentialed agents are allowed to show the property.
Recurring Status Reports
GMAR Member Involvement P 16
MLS Membership P 17
GMAR Organizational Chart P 18
2019 GMAR Directors Roster P 19
2019 GMAR Calendar P 20
2018 GMAR Strategic Plan P 22
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GMAR MEMBER INVOLVEMENT
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2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Membership 3,887 3,301 3,469 3,725 3,625 3,905 4,225 4,563 4,357 4,468
Business/TransactionTech Forum 81 118 84 131 102
Tax Strategies 98 80EAH Training 37FICO Scoring 79
HUD 35REO
WHEDA 44Brown Bag Sessions 153 387 225 388 235 93 14
ShredFest 170 177 190 213 208 224 154 281 275 280Genius Bar 25
Action Recyling 15 12REALTOR Summit 113 100 79 72
Open Houses520 889 611 757 722 469 168 281 275 280
13% 27% 18% 20% 20% 12% 4% 6% 6% 6%
PersonalHealth Screening 27 15
Self Defense/Concealed Carry 15 60Common Ground 36
Safety 2442 0 15 36 0 24 60 0 0 0
1% 0% 0% 1% 0% 1% 1% 0% 0% 0%
SocialBrewers Tailgate 175 150 191 36? 214 260 250 176 260 260
Golf Outing 167 163 164 195 223 228 190 192 200KM Council Golf Outing/Wine Event 71 59 84 150
KM Council Mardi Gras 90 71 70WomenStrong 200 241
Tiki Party 85Holiday Party 353 283 405 496 440 611 729 724 649OctoberFest
695 596 760 691 1033 1158 1343 971 1521 70118% 18% 22% 19% 28% 30% 32% 21% 35% 16%
Home & Garden ShowREALTOR Night @ HGS 97 211 190 156 251 156 150 164 249 222
REALTOR Reps 25 45 39 64 32 41 16 22 11 15VIP Tickets 483 470 449 455 475 493 485 488 562 507
605 726 678 675 758 690 651 674 822 74416% 22% 20% 18% 21% 18% 15% 15% 19% 17%
TOTAL 1862 2211 2064 2159 2513 2341 2222 1926 2618 172548% 67% 59% 58% 69% 60% 53% 42% 60% 39%
New Member Orientation 277 189 234 387 395 405 412 487 564 307
MLS MEMBERSHIP STATISTICS
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OFFICES Apr-19 May-19 Jun-19 Jun-18 USERS Apr-19 May-19 Jun-19 Jun-18METRO 805 812 812 824 -1% METRO 4,417 4,633 4,716 4,448 6%OZAUKEE 54 57 58 52 12% OZAUKEE 325 329 332 331 0%LAKES AREA 111 115 114 108 6% LAKES AREA 576 646 654 541 21%SOUTHSHORE 182 181 181 178 1.7% SOUTHSHORE 749 764 774 676 14.5%JEFFERSON 27 28 29 28 4% JEFFERSON 133 137 138 136 1%SHEBOYGAN 43 43 43 41 5% SHEBOYGAN 199 203 205 199 3%MANITOWOC 36 36 36 34 6% MANITOWOC 159 162 162 159 2%MARINETTE 37 36 35 0 MARINETTE 93 93 94 0LACROSSE 107 107 107 102 5% LACROSSE 392 392 392 396 -1%OTHER 176 180 182 149 22% OTHER 549 567 572 413 38%TOTAL 1,578 1,595 1,597 1,516 5% TOTAL 7,592 7,926 8,039 7,299 10%
NEW MEMBERS: BROKER/OWNER BOARDWREO Service Inc (OF40168) Jim Couch RANWRe/Max Shine (OF24733) Virginia Ramsey JEFFNancy L Lambert (OF24105) Nancy Lambert GMARGL Commercial Brokerage LLC (Of29582) Paul Karas GMARModern Realty LLC (OF24899) Sara Pakula GMARErchull Real Estate (OF40208) Greg Erchull SWCA
RESIGNED/TERMINATED: YR/JOINAcumen Appraisal Service (1AMAP) Apr-92 Dennis Bullock (1) LAR
Jul-12 Mark Otte (1) OZAJun-17 Craig Kasianowicz (1) GMAR
Vesta Real Estate Advisors (OF4588) Jan-16 Mary Lausted (1) GMAR
INACTIVE:Knightsbridge Realty, LLC (ROGGE) Elizabeth Rogge-Gordon GMAR
Otte Appraisal Services (OTTE)The Builders Realty (OF21335)
GMAR Staff Flow Chart
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2019 GMAR BOARD OF DIRECTORS
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12/31/2019 12/31/2020 12/31/2021Tammy MaddenteFirst Weber Inc.611 N Barker Rd Ste 100Brookfield, WI 53045O 414.797.7100 M [email protected] NRDS: 90015815
(3yr term from Exec Roundtable)
Kathy MartelloRE/MAX Realty 10010303 W Oklahoma AvenueMilwaukee, WI 53227O 262.255.9200 M [email protected] NRDS: 90031322
(3yr term from Exec Roundtable)
Joe HorningShorewest, Realtors17450 W. North Ave.Brookfield, WI 53045-4337O 262.827.4200 [email protected]: 90096259
(3yr term from Exec Roundtable)
Vickie Kelsall, Past Chair Century 21 Affiliated (1st Term)11623 W. Bluemound RdWauwatosa, WI 53226-3936O 414.543.5403 M [email protected]: 90010989
Amy Curler, ChairwomanFirst Weber Inc (2nd Term)1720 Clarence CourtWest Bend, WI 53095-8543O 262.335.6280 M [email protected] NRDS: 90019647
Ted DenticeShorewest, Realtors (2nd Term)17450 W. North Ave.Brookfield, WI 53045-4337P 262.827.4200 [email protected] NRDS: 90017283
Kel Svoboda, Chair-ElectFirst Weber Inc. (2nd Term)4650 N Port Washington RdGlendale, WI 53212-1077O 414.962-3000 M [email protected] NRDS: 90098433
Arthur MaysRealty Among Friends (2nd Term) 8301 W Lisbon AveMilwaukee, WI 53222-3859O 414.444.2696 M [email protected] NRDS: 90051977
Kim Curtis (1st Term)Shorewest, Realtors2419 W. Washington St.West Bend, WI 53095M [email protected] NRDS: 90060874
Tom Sykora (2nd Term)Coldwell Banker Residential Brkrge 870 E Paradise DriveWest Bend, WI 53095-5383O 262.334.5589 M [email protected] NRDS: 90023055
Jeremy Rynders (1st Term)Keller Williams Realty2665 S Moorland Rd, Suite 104New Berlin, WI 53151M: [email protected] NRDS: 090118704
Angela Walters (1st Term)EXP Realty, LLC~MKE342 N Water St Ste 600Milwaukee, WI 53202-5715M [email protected] NRDS: 90094348
Roger RushmanFirst Weber Inc. (1st Term)2750 Golf Rd, Suite ADelafield, WI 53018-2063O 262.646.6800 M 414.333.5313 [email protected] NRDS: 90015540
Gary Swittel (1st Term) RE/MAX Realty 10010303 W Oklahoma AvenueMilwaukee, WI 53227M: [email protected] NRDS: 090031694
Judy Hearst (1st Term)Coldwell Banker Residential Brkrge11303 N Port Washington RdMequon, WI 53092-3411P M [email protected] NRDS: 90045822
Courtney Stefaniak, Secretary/TreasurerThe Stefaniak Group (1st Term)2234 S 108th StMilwaukee, WI 53227-1108O: 414.541-2500 M: [email protected] NRDS: 90113039
Mike – 885500353Marne – 90082562Scott – 885500171
20
2019 GMAR Meetings & Events CalendarUpdate: May 20, 2023
January1 GMAR Fiscal Year begins11 GMAR Executive Committee Meeting/Conference Call 17 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters 17-18 WRA Board of Directors Meeting – Kohler, WI22 GMAR Orientation 24 GMAR Youth Foundation Board Meeting – GMAR
February5 GMAR Orientation 7 MLS BOD Meeting – Crowne Plaza Hotel, Wauwatosa11 GMAR Audit – Wegner & Assoc.19 Kettle Moraine Council Mardi Gras – The Hitchin’ Post, West Bend25 Marquette Univ & GMAR/WRA Economic Summit – Italian Community Center
March5 GMAR Orientation 15 GMAR Executive Committee Meeting/Conference Call 21 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters22-31 95th REALTORS® Home & Garden Show – Wisconsin Expo Ctr, West Allis, WI
April2 GMAR Orientation 18 GMAR Youth Foundation Board Meeting – GMAR24 REALTOR® & Government Day – Madison, WI 30 Brewers Bash – Miller Park, Milwaukee, WI
May1 GMAR Women’s Conference2 GMAR Executive Committee Meeting/Conference Call 3 WRA Board of Directors Meeting – WRA Headquarters7 GMAR Orientation 9 MLS BOD Meeting – TBA 9 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters13-18 NAR Mid-Year Meetings – Washington, D.C.23 Shredfest 24 Deadline for 2020 NAR Committee Applications
JuneTBA Downtown Diggs4 GMAR Orientation 13-14 WRA AE Conference – Arbor Vitae, WI
July1 GMAR BOD Candidate Applications available to membersTBA GMAR Executive Committee Meeting/Conference Call 9 GMAR Board of Directors Mtg – Ironwood Golf Course9 GMAR Summer Golf Outing – Ironwood Golf Course
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16 GMAR Orientation 18 GMAR Youth Foundation Board Meeting – GMAR
August1-2 WRA BOD Meeting 6 GMAR Orientation 11-13 NAR Leadership Summit – Chicago, IL15 Habitat for Humanity “Rock the Block”29 2019 WRA Leadership Summit – WRA TBA GMAR Nominating Committee Meeting – GMAR Headquarters31 Last day for GMAR BOD Candidates to submit Applications
September1 Nominating Committee notification of BOD Candidates to membership10 GMAR Orientation TBA Kettle Moraine Council Wine Tasting Event5 MLS BOD Meeting – TBA 10-11 WRA Convention – Wisconsin Dells, WI TBA GMAR Executive Committee Meeting/Conference Call 19 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters30 GMAR Board of Directors Write-In Candidate Deadline
October8 GMAR Orientation13-19 GMAR Board of Directors e-Election16-18 CMLS Annual Conference – Salt Lake City, UT17 GMAR Youth Foundation Board Meeting
November 6-11 NAR Convention – San Francisco, CA 5 GMAR Orientation 8 GMAR Executive Committee Meeting/Conference Call 21 GMAR Youth Foundation Annual Meeting – 11:30 AM, GMAR Headquarters21 GMAR Board of Directors Meeting – 12:00 Noon, GMAR Headquarters
December3 GMAR Orientation4 Chairman’s Holiday Party & GMAR Annual Mtg – Hyatt Downtown Milwaukee5 WRA Management Conference – TBA31 GMAR Fiscal Year ends
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GMAR Strategic PlanApproved by GMAR Board of Directors: March 15, 2018
Updated: 5/20/2023 1:12:02 AM
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. Educational / Social Events
X. Other
23
I. Professional Standards
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.
Professional Standards Committee Training Offer Inter-board Arbitration Agreement to neighboring associations
Goal #3: Inform members of Professional Standards’ Program Efforts
Produce videos on Professional Standards, newsletter articles, etc.
Goal #4: Promote Fair Housing anniversary in 2018
24
II. Government Affairs
Goal #1: Establish Association policy(-ies) on issues of importance to create a thriving real estate market.
Identify important policy issues that impact the real estate market. Conduct research on important policy issues to assist with Association positions Focus on key “Quality of Life” topics to develop policy positions
(Schools/Education, Taxation, Infrastructure, Jobs/Economic Development, Crime/Public Safety)
Refer to Appendix A for current GMAR Public Policy / Gov’t Affairs Policy Positions
Goal #2: Create strategies to advocate adopted public policy positions, and update regularly.
Goal #3: Maintain 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
Heighten GMAR’s profile among policymakers via strategic sponsorshipso Participate in events like MMAC’s Madison Night in Milwaukee, Milwaukee
Night in Washington, DC, WisPolitics Headliner Luncheons, Wisconsin Policy Forum, etc.
o Send quarterly analysis of housing market statistics to local municipalities.
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.
Utilize 3 rd 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.
Update Sign Ordinance Database Quarterly GAD video
Goal #5: Keep the Concerned REALTORS® Political Action Committee (CRPAC) funded in order to promote pro-REALTOR® candidates and elected officials.
Recruit New CRPAC Trustees Explore term limits for CRPAC trustees Promote Direct Giver & CRPAC/RPAC Giving See Appendix B: 2018 GMAR PAC Fundraising Plan
25
Goal #6: Inform members of Government Affairs Program Efforts and Accomplishments
26
III. Promotions
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: Generate revenue for the Association.
Goal #4: Promote Successful Home & Garden Show (HGS)
Better linkage between HGS website and similar pages on GMAR.com, also Facebook and Twitter accounts
Target seminars to first-time buyers Class/session on mortgage and first-time homebuyer incentives New trends in show promotions (i.e. cooking stage, ‘Green,’ home technology) Look at ideas/trends at other national shows (i.e. Philadelphia Flower Show) Conduct consumer / attendee survey
Goal #5: Promote Urban Housing Event(s)
Promote Downtown Diggs (formerly Downtown Open House) in Milwaukee Examine hosting similar events in other neighborhoods and cities (i.e. Waukesha,
West Bend)
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IV. Multiple Listing Service (MLS)
Goal #1: Create environment for MLS to provide effective services to GMAR members
Stay abreast of latest MLS issues Jointly promote member technology education Explore topics/issues to promote to members and/or the public
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V. Leadership
Board of Directors
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.
Measure member opinions and sentiment via polls and focus groups
Goal #2: Provide Adequate Oversight of GMAR Functions, Policies and Finances.
Review and update GMAR bylaws in 2018 Eliminate BOD Affiliate member Change executive committee to 4 people (Chair, Chair-Elect, Past Chair, Secretary
Treasurer)
Executive Committee
Goal #1: Function When the Board of Directors is Not in Session.
Goal #2: Represent the GMAR at state and national real estate events and meetings.
Executive Roundtable
Goal #1: Assure representation of largest 10 firms (by membership)
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VI. Committees / Task Forces / Councils
Nominating Committee
Goal #1: To recruit the highest quality candidates to run for the GMAR Board of Directors
Awards Committee
Goal #1: Recognize GMAR members who excel in their real estate business and as members of the greater REALTOR® and real estate community.
Affiliate of the Year Dedicated Service Award REALTOR® of the Year Lifetime Achievement Award (when committee determines a candidate is worthy of
the award)
Professional Standards Committee (See: I. Professional Standards)
Concerned REALTORS® Political Action Committee (CRPAC) (See: II. Government Affairs)
Public Policy Task Force (See: II. Government Affairs)
Kettle Moraine REALTORS® Council
Goal #1: Represent members of Washington County
YPN – Young Professionals Network
Goal #1: Provide educational and networking opportunities for members
Leadership development program Ethics training
Veterans TF
Goal #1: .
R® Safety TF
Goal #1: .
Equal Opportunity / Fair Housing TF
Goal #1: .
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VII. Subsidiaries
Multiple Listing Service (MLS) (See: IV. Multiple Listing Service (MLS))
Youth Foundation
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
Goal #1: Proactively support housing affordability in the GMAR market area.
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 (i.e. Fair Housing Council).
Goal #3: Establish relationships with affiliated associations and organizations (i.e. Builders Association)
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IX. Association Management
Membership
Goal #1: Streamline membership in the GMAR to be as effortless and efficient as possible
Online membership registration Examine online orientation program
Goal #2: New Member Orientation – Introduce new members to Professional Standards, Code of Ethics, Pathways to Professionalism, Fair Housing, and other important issues
Goal #3: Seek added value benefits for members
Goal #4: Regularly evaluate Value Proposition for members
Create compelling argument for GMAR membership. Contrast with other associations (i.e. What Does Your Association Do For You?,
utilize member testimonials)
Goal #5: Recruit Affiliate members to the GMAR
Create webpage of Affiliate products and services (i.e. Lender loan products)
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Communications
Internal (GMAR – Members)
Goal #1: Distribute information that is relevant to members’ business
Review at WRA, NAR, and other real estate resources to distribute Link useful resources (i.e. WI Taxpayers Alliance School Facts & Wisconsin Policy
Forum Education Reports) to the GMAR.com website Review existing GMAR.com content to send out to members (See Membership
section) Create GMAR Annual Report noting the current year’s goal and achievements
Goal #2: Evaluate internal GMAR communications strategy
Goal #3: Utilize multiple platforms in communicating with members
E-mail, Social Media, E-Newsletter, YouTube/Video, In-Person Office Visits
External (GMAR – Public)
Goal #4: Examine consumer focused Public Awareness Campaign on an annual basis
Goal #5: Promote public relations/press coverage of GMAR to heighten REALTORS® image
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Educational / Social Events
Goal # 1: Provide venue for members to learn, network and socialize, reinforcing the benefits of membership.
Economic Outlook Summit KMRC Mardi Gras Brewers Tailgate Party Women’s Conference Golf Outing KMRC Wine & Beer Event Holiday Party
Youth Foundation Eventso St. Patrick’s Day Dasho Happy Hours
REALTOR® & Government Day
YPN – Young Professional Network Events
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X. Other
Research & Statistics
Goal #1: Set the agenda for the discussion of the housing market by disseminating statistics and analysis in the Greater Milwaukee market.
Goal #2: Select research projects that will explore and promote understanding of the dynamics of the real estate market in Greater Milwaukee.
Create research projects that offer GMAR members and/or the public and media with information on the housing market.
o Wisconsin Economic Summit with Marquette Universityo NAR Profile of Home Buyers and Sellers (Milwaukee Oversample)o Consumer Surveyo Monthly / Quarterly Housing Statistical Analysis
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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).
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
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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 has 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.
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.
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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: 2018 GMAR Concerned REALTORS® PAC (CRPAC) Fundraising Plan
Goal #1: To maximize donations from GMAR members for political purposes
Utilize the fundraising network of the CRPAC Trustees Appeal to members via newsletters, videos and in-office visits Large Donor Council Convert members who contribute outside the RPAC/DG Explore online CRPAC Auction
Goal #2: To support pro-REALTOR® candidates and elected officials in public office
Ensure that CRPAC is filled with competent Trustees, looking out for the Association and industry’s best interests.
Appeal to members via newsletters, videos and in-office visits
Goal #3 Raise $114,000 in 2018
$57,000 dues donations $32,000 Director Giver $25,000 Large Donor Council (25 Donors)
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