GMAR BOARD OF DIRECTORSTHURSDAY, MAY 11, 2017 • 12:00 PM

RADISSON HOTEL, SALON 42303 N. MAYFAIR RD (CORNER OF NORTH AVE & MAYFAIR RD)

MEETING AGENDA

1. Welcome & Introductions

2. Consent Agenda P 2 Approval 20 Min

3. ReportsA. Chairman

B. Treasurer1) March 2017 Financials

C. President

D. Departments1) Government Affairs2) Home & Garden Show3) Professional Standards

E. Kettle Moraine Council

F. MLS

P 12

P 15

P 17

Information

Approval

Approval

InformationInformationApproval

Information

Information

5 Min

10 Min

15 Min

10 Min5 Min

15 Min

10 Min

10 Min

4. Old Business A. None

5. New BusinessA. None

6. Adjourn 1:50 PM

Important Upcoming Dates: July 11th – GMAR Board of Directors Meeting July 11th – GMAR Golf Outing

* Indicates information will be available at the Directors meeting. Updated: 5/7/2023 2:50 PM

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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 March 9, 2017. p. 3

2. It is moved, seconded and carried to approve of the 167 new members who have applied to become members of the GMAR and paid the appropriate fees. p. 8

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GREATER MILWAUKEE ASSOCIATION OF REALTORS®BOARD OF DIRECTORS MEETING MINUTES

Thursday, March 9, 2017 • 12:00 PMGMAR Headquarters

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; Kel Svoboda, Corporate Secretary; Joe Horning, Mark Kivley, Tammy Maddente, Ted Dentice, Courtney Stefaniak

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

Guest(s): Jenny Tarkowski, Wegner CPAs; Bethany Sanchez, MMFHC

Excused: Vickie Kelsall, Chair-Elect; Roxanne Platz, Past Chair; Arthur Mays, Dale Marciniak, Jennifer Burns, Tom Sykora, Roger Rushman

2. GMAR 2016 Audit ResultsA. Mrs. Tarkowski presented the GMAR 2016 Audit.

There were no adjustments to the GMAR’s financials and Mrs. Tarkowski reported that the Association is on solid financial footing.

3. Metropolitan Milwaukee Fair Housing Council A. Mrs. Sanchez gave a presentation on the current services the MMFHC provides and some of the

recent instances of fair housing violations her organization has seen in recent years.

4. Consent AgendaA. Minutes of January 19th, 2016 Board of Directors Meeting.

B. New Member Report (146 new members) M/S/C to approve Consent Agenda.

5. ReportsA. Chairman’s Report

In the interest of time, Mr. Kollmansberger did not provide a report.

B. Treasurer’s Report1) Mrs. Curler provided the January 2017 Financial Report.

Statement of Financial Position – As of January 31, 2017, GMAR had $2,130,996 in Cash & Investment Balances, up $190,000 compared to 2016. The two biggest reasons for the increase are Home and Garden Show income was greater and expenses are lower for the 2017 show compared to January 31, 2016 and dues receipts were higher as well.

Accounts receivable were up $25,650 and prepaid expenses were down $3,666 compared to 2016. Total Assets were $3,777,724, up $195,676 compared to 2016 mainly due to having more Cash & Investments.

On the Liability side, accounts payable were up $266,862 compared to 2016, primarily because the balance of the mortgage is due in April 2017; the long-term mortgage liability was down $314,003 which is the entire amount of the mortgage. Accrued vacation

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expenses were down $8,150. Overall, Total Liabilities were $707,987, down $55,290 compared to 2016.

GMAR had Net Income of $1,192,984 through January 31, 2017, up $223,990 from 2016. Overall, Total Net Assets were $3,069,737; $250,966 higher than the same point in 2016.

Statement of Activities – Membership: Through January 2017, $773,936 was collected in dues. Last year through the end of January, $721,322 was collected in due, $52,614 ahead of last year at the same time. New member budget for 2017: 464 REALTORS®, 50 DRs and 20 Affiliates. Through January, actual new members: 61 REALTORS®, 3 DRs and 3 Affiliates.

Promotions: Through January 31st, Home and Garden Show income was $669,361 and expenses were $142,865, yielding net income of $526,496. These numbers have likely changed significantly since January 31st. 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.

Products (Wisconsin Real Estate Supply): Product sales through January 2017 were $1,127 higher than the sales through January 2016. Total product sales through January 2017 were $3,224. Total budgeted product sales for 2017 is $68,250.

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 January were sponsorships, and the NAR Buyers & 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 $1,192,984. In 2016 net revenue was $968,995 for the same time period. The biggest reason for this difference was that Home & Garden Show net income was higher and dues income was higher through January 31, 2017 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 January 31, 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) Building Remodel – The staff is amidst gathering information on remodeling the GMAR building. The Executive Committee met with VJS Construction Services on February 28th to hear their thoughts on how the project would proceed. The Executive Committee approved a $5,000 expenditure to start the planning and design process.

2) GMAR Building Mortgage – In April the GMAR’s building mortgage, which has a balance of $314,000, comes due. Mr. Ruzicka spoke with Al Wick, BMO Harris, about extending the GMAR’s current note 180 days, until it can be determined how much equity the Association wants to pull out for the project (also take some out of reserves). Mr. Wick also suggested examining a regular refinance of the balance and a separate remodeling loan. He said he would run some numbers and provide us with an analysis of our best option for financing the building and project.

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3) Member Survey – As the Directors had done in 2016, Mr. Ruzicka asked about sending out a member survey prior to the May 11th Directors meeting. He solicited the Board for questions they would like asked. The staff will provide answers to the survey at the next Directors meeting to help the Board set the direction of the organization.

4) Bylaws Change: Automatic Honorary Member of GMAR for WRA Chairman – The question of changing the GMAR’s bylaws to allow local associations to authorize their state association President (in our case Chairman) to vote on their behalf, will be announced to the members on Monday, March 20th (in the GMAR newsletter).

The Directors will then vote on the change at the May 11th Directors meeting. Following is language that will be announced to the members:

Optional provision added to Article IV, Section 1(a)(6) Chief Elected Officer of the State Association. The current chief elected officer of the State Association of REALTORS® shall be a member in good standing without further payment of dues. At the direction of the association, the current chief elected officer of the State Association of REALTORS® may be the delegate who casts the vote for the association at the Annual Meeting of the NATIONAL ASSOCIATION of REALTORS®.

5) Electronic Lock Boxes – Mr. Ruzicka stated that in the coming weeks the staff will create information products using video, articles and in-person presentations to explain what options are available in the electronic lockbox world.

Additionally, he stated that the GMAR had been contacted by Prempoint, an electronic lock company that uses Bluetooth technology to interact with lock sets. Prempoint lock sets can be used by REALTORS® currently, although they are not marketed to the real estate market yet. Prempoint is exploring creating a real estate product and the GMAR plans to participate on an advisory board, and will start by hosting a conference call with their staff this month.

D. Departments1) Government Affairs

Marne Stuck reported:

• MKE legislative agenda – As GMAR works to define its “Milwaukee agenda” and we meet with city officials/alders/etc. with the main message and push of revitalizing neighborhoods and the ultimate goal of homeownership, we want to make sure we are working in step with WRA and the City of MKE. Mr. Ruzicka and Mrs. Stuck met with Mayor Barrett’s lobbying team in early January shortly after they had met with WRA. There are several priorities the city is hoping GMAR/WRA can get on board with:

Minimum bidder qualifications for buyers at sheriff’s sales Require internet sheriff sale bidding Speeding up the foreclosure sales process Possible state foreclosure registry Disclosure of LLC information as it relates to landlords and/or property managers.

WRA is waiting for bill drafts on these priorities/issues from the city of MKE and will then make a decision as to whether they can support.

• Grafton School District Referendum – The Village of Grafton has a referendum on the April 5 ballot. The GMAR Public Policy Task Force will examine the referendum during a March 23 meeting and decide if they will recommend support to the GMAR Board of Directors.

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• 2017 REALTOR & Government Day – GMAR now has 85 members signed up for this year’s RGD on March 15th.

2) PromotionsSandi Anderson reported:

Mrs. Anderson stated that the HGS has sold out of every booth available, for the first time in recent memory.

She also notified the Board that the gross revenue for the HGS has surpassed the $1 million mark, for the first time.

MMSD is discussing creating a “sustainable feature” in the garden area, and plien aire painters will be on hand to paint pictures of each garden.

3) Professional Standards Scott Bush reported:

M/S/C to adopt the disciplinary actions recommended for cases E17-02

4) Kettle Moraine REALTOR® CouncilNo report was given. The minutes of the most recent KMRC were included in the Directors Report.

5) MLSChris Carrillo reported the following:

Zillow has changed who can enter listings, limiting them to MLSs only. MLS has seen various scams pop up in recent weeks. They will continue to alert

members to be wary of these schemes.

6. Old BusinessA. None

7. New BusinessA. None

8. AdjournThe meeting adjourned at 1:55 PM.

Respectfully submitted,

Mike RuzickaPresident

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NEW MEMBER REPORT

167 New Members joined March 4-May 3, 2017 for approval (DR's - 9, R's - 155, A's - 3)

FIRST LAST TYPE COMPANYKelly Adelsen R FIRST WEBER INC~NPWSaharah Ali R SHOREWEST, REALTORS~DOWNTOWNLizette Alvarado R COLDWELL BANKER HOMESALE REALTJoseph Arnezeder R CENTURY 21 AFFILIATED~OAK CREEShane Baganz R PREMIER POINT REALTY LLCPaul Bastian R HOMEWIRE REALTYStephen Betts R SHOREWEST, REALTORS~W NORTHManwinder Singh Bhagat R SHOREWEST, REALTORS~DOWNTOWNCynthia Bishop R KORNDOERFER HOMESBarbara Bloch DR BLOCH REALTYBrian Blum R SHOREWEST, REALTORS~MEADOWBROOWilliam Bortz R LEO BALDERAS REALTYTammy Boudreaux R SHOREWEST, REALTORS~RACINEBrian Brandolino R HOMESTEAD REALTY INC~MILWAUKEERenee Brooks R SHOREWEST, REALTORS~OCWilliam Brown R B & N REALTY INCSherrie Bunnell R REAL ESTATE ELITEChandre Burns R POWERHOUSE, LLCJoseph Cardenas R FIRST WEST REALTYDiane Chapman R CENTURY 21 AFFILIATED~WAUWATOSKeith Cheesman R SHOREWEST, REALTORS~DOWNTOWNConnie Chojnacki R KELLER WILLIAMS REALTY~MILWAUKTyler Clendenning R SHOREWEST, REALTORS~SOUTH METRTina Conley DR METRO MILWAUKEE REALTYJames Conlon R SHOREWEST, REALTORS~MORELANDJustin Cook R RE/MAX INNOVATIONLindsay Czisny R SHOREWEST, REALTORS~W NORTHCarrie Dawson R FIRST WEBER INC~MFTaylor Debs R HOMESTEAD REALTY INC~MILWAUKEENathan Dorn R RE/MAX SERVICE FIRST LLCJamie Doyle R CENTURY 21 AFFILIATED~OAK CREEJoseph Dretzka R TYREALTY LLCHeather Dries R SHOREWEST, REALTORS~W NORTHSarah Driss R COLDWELL BANKER RESIDENTIAL BRGene Dukatz R NORTH SHORE HOMES INCSamantha Eigner R EXIT REALTY XLMatthew Elstad R FIRST WEBER INC~WKGenevieve Erez R FIRST WEBER INC~NPWZechariah Evans R HOMEWIRE REALTYJohn Feiner R SHOREWEST, REALTORS~RACINENicholas Ferrante R FIRST WEBER INC~BK

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Nancy Ferrara R KELLER WILLIAMS REALTY~MILW NORoberto Figueroa R CENTURY 21 AFFILIATED~WAUWATOSPatrick Fischer R BOSS REALTYNathan Ford R REAL ESTATE CO, LAKE & COUShannon Francis R REALTY EXECUTIVES SOUTHEASTAlexis Ganos R SHOREWEST, REALTORS~W NORTHGeorge Gaspar R CORNERSTONE, REALTORSNicole Geiger R SHOREWEST, REALTORS~NEW BERLINRyan Germanotta R FIRST WEBER INC~RACINEMichael Gilbert R HOMESTEAD REALTY INC~MILWAUKEEMelanie Gilmore-Gaar R FIRST WEBER INC~NPWJose Godoy R MODERN MILWAUKEY REAL ESTATE LJanet Gonzalez R PREMIER REAL ESTATE GROUP LLCJanice Gore R SHOREWEST, REALTORS~W NORTHLaDela Greer R WILEY REALTY GROUPNicholas Gundrum LAC CROSSCOUNTRY MORTGAGEJeffrey Harris R RE/MAX LAKESIDE~CAPITOLJohn Haydin LAC CROSSCOUNTRY MORTGAGEGreta Held R MILWAUKEE'S BEST REAL ESTATE SAndrew Hendricks R RE/MAX LAKESIDE~CAPITOLDennis Herman R REALTY EXECUTIVES ELITE~HALESDavid Herrington R REALTY EXECUTIVES INTEGRITY~HADavid Herro R RE/MAX LAKESIDE~CAPITOLNicole Hightower R CHERRY HOME REALTY LLCTodd Hoover R HOMESTEAD REALTY INC~MILWAUKEEWilliam Howard R CONTERO REAL ESTATE LLCDina Hubrich R PREMIER POINT REALTY LLCBonnie Hunkins R SHOREWEST, REALTORS~MEADOWBROOSamia Hussan R SHOREWEST, REALTORS~SOUTH METRAra Jackson R WIHBNBrett Jacques R SHOREWEST, REALTORS~DOWNTOWNAndrea Jenels R OGDEN, THE REAL ESTATE COMPANYKimberly Jensen R KELLER WILLIAMS REALTY~MILWAUKCharlette Johnson R CENTURY 21 AFFILIATED~WAUWATOSKimberly Jones R FIRST WEBER INC~NPWJoel Kaczmarek R RE/MAX REALTY 100~BROOKFIELDJennifer Kasta R FIRST WEBER INC~WKCheryl Kee R SHOREWEST, REALTORS~W NORTHSarah Keepman R HOMEWIRE REALTYBrian Kludt AC CROSSCOUNTRYSandra Klug R KURTZ REALTY INCKyle Klumpp R SHOREWEST, REALTORS~OCKenneth Konczal R REALTY EXECUTIVES ELITE~HALESRick Konecny R RE/MAX REALTY 100~BROOKFIELDSallie Konruff R SHOREWEST, REALTORS~OCFrances Koonce R FIRST WEBER INC~NPW

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Peggy Kormylo DR COLDWELL BANKER REAL ESTATE ONCarol Kraco R EXIT REALTY HORIZONSKelli Kreuser R SHOREWEST, REALTORS~DOWNTOWNChristine Kuechler DR CVK PROPERTIES LLCCarrie Kutz R EXIT REALTY XLCurtis LaPorte R HOMEWIRE REALTYRenee Larson R REALTY DYNAMICSAmy Lauer R RESPONSE, REALTORSElizabeth LaVanway R EXSELL REAL ESTATE EXPERTS LLCJess Leider R FIRST WEBER INC~NPWJessica Lentz R EXSELL REAL ESTATE EXPERTS LLCJewel Liebrecht R SHOREWEST, REALTORS~MNM FALLSCarrie Mackenzie R FOUNDATIONS REALTY SERVICES LLAnthony Mandella R SHOREWEST, REALTORS~MNM FALLSNatalie Masse DR MOVOTO, INC.Toby Mattson R GREYWOLF PARTNERS, INCNancy McGinley R MY DWELLING INCKaren McNeely R HOMESTEAD REALTY INC~MILWAUKEEMary Beth Mengel R CRAIG REALTY INCNicholas Meyers R KELLER WILLIAMS REALTY~MILWAUKAdam Modrow R SHOREWEST, REALTORS~RACINEZayra Oceguera Vega R REAL ESTATE ELITEMario Papadhopulli R SHOREWEST, REALTORS~SOUTH METRChezney Peel R SHOREWEST, REALTORS~DOWNTOWNKevin Pehler R STAPLETON REALTYNorma Perencevic R COLDWELL BANKER RESIDENTIAL BRJoseph Peters R PETERS REAL ESTATE CONyla Phetvisay R SHOREWEST, REALTORS~N OAKLANDSuzanne Polenz R FOUNDATIONS REALTY SERVICES LLTrisha Priest R STEPPING STONE HOMES, INC.Janice Pritchett R CENTURY 21 AFFILIATED~WIND LAKRyan Rahl R EXIT REALTY XLNatalia Renteria R RE/MAX LAKESIDE~CAPITOLSarah Riordan R KELLER WILLIAMS REALTY~MILW NOMicah Roberts R REALTY EXECUTIVES SOUTHEASTJana Rodman R COLDWELL BANKER RESIDENTIAL BRMayra Rodriguez R CHERRY HOME REALTY LLCHolman Rodriguez R HOMESTEAD REALTY INC~MILWAUKEEKimberly Roering R FIRST WEBER INC~MFVadim Ruzell R REALTY EXECUTIVES INTEGRITY~CEAlexis Ruzell DR REALTY EXECUTIVES INTEGRITY~WHMartha Sanchez Hernandez R EXIT REALTY XLPeter Sanger R FIRST WEBER INC~BARKERJason Saskowski R FIRST WEBER INC~BKChad Scheifen R ENCOMPASS REALTY~LAKE COUNTRYCorey Schmit R KOSHERE REALTY

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Dennis Schramer DR HOME SALE AIDLaura Schroeder R RESPONSE, REALTORSKathryn Sell R FIRST WEBER INC~WEST BENDAnna Severance R SHOREWEST, REALTORS~WEST BENDJeanette Shields R COLDWELL BANKER HOMESALE REALTStephanie Shoate R HOMESTEAD REALTY INC~MILWAUKEEAnnette Shoemaker R KELLER WILLIAMS REALTY~MILW NOMonique Simmons R EXIT REALTY HORIZONSRebecca Sims R PREMIER POINT REALTY LLCGenea Smith R BERKSHIRE HATHAWAY HOMESERVICEHope Smith R SHOREWEST, REALTORS~MNM FALLSJeffrey Steinhorst R COLDWELL BANKER RESIDENTIAL BRCrystal Strong R COLDWELL BANKER RESIDENTIAL BRLinda Swenson R FIRST WEBER INC~WEST BENDRonald Tatreau DR GREAT HOMES WISCONSIN REALTYJennifer Thompson R SHOREWEST, REALTORS~MUKWONAGOCarlene Thompson R SHOREWEST, REALTORS~MUKWONAGOKaitlyn Thompson R KELLER WILLIAMS REALTY~MILW NOJennifer Thornton R REAL ESTATE CENTER, A WISCONSITerri Tillich R SHOREWEST, REALTORS~MORELANDErich Tillman R KELLER WILLIAMS REALTY~MILW NOJose Torres Feliciano R CENTURY 21 AFFILIATED~WAUWATOSChauntel Vinson R OGDEN, THE REAL ESTATE COMPANY

Christina Wade R HOME MATTERS REALTYAnn Warzyn R BERKSHIRE HATHAWAY HOMESERVICESporteen Webster DR SPORTEEN WEBSTERShawn Wendtland R EXSELL REAL ESTATE EXPERTS LLCElizabeth Wieselman R SHOREWEST, REALTORS~DOWNTOWNAndrew Wilhelms R EXIT REALTY XLKathy Wolf R EXIT REALTY XLJennifer Young R SHOREWEST, REALTORS~OCRyan Yurk R COLDWELL BANKER HOMESALE REALTBrett Zelle R EXIT REALTY HORIZONSAlaina Zieman R FIRST WEBER INC~BK

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 March 31, 2017, GMAR had $1,807,313 in Cash & Investment Balances, up $88,986, as a result of higher dues receipts. Accounts receivable were up $17,970 and prepaid expenses were down $15,634 compared to 2016. Total Assets were $3,282,507, up $60,600 compared to 2016, due to having more Cash & Investments.

On the Liability side, accounts payable were up $262,984, because the mortgage balance will be due in April 2017; the long-term mortgage liability was down $314,003 which is the entire remaining amount of the mortgage. *(GMAR has since refinanced its mortgage) Accrued vacation expenses were down $8,150. Overall, Total Liabilities were $381,026 which is down $59,169 compared to 2016.

GMAR had Net Income of $1,021,728 through March 31, 2017, up $92,793 from last year. Overall, Total Net Assets were $2,901,481; $119,769 higher than the same point in 2016.

Statement of ActivitiesMembership: Through March 2017, $827,301 was collected in dues. Last year through the end of March, we had collected $772,220 in dues. The GMAR is $55,081 ahead of last year at the same time. New member budget for 2017: 464 REALTORS® (YTD = 201), 50 DRs (YTD = 10) and 20 Affiliates (YTD = 7).

Promotions: Through March 31, HGS income is $789,369 and expenses are $326,152 for a net income of $463,217. Several bills have not been received yet. The budgeted net income is $240,000.

Expenses related to Public Policy and Professional Standards were basically all personnel costs, incurring expenditures primarily in Labor and Overhead. Products (Wisconsin Real Estate Supply): Product sales through March 2017 were $637 lower than the sales through March 2016. Total product sales through March 2017 were $15,428. Total budgeted product sales for 2017 is $68,250.

The Leadership section includes expenditures for meetings, committees, officers, strategic planning, and NAR meetings. The main expenses recorded through March were memberships for the president, sponsorships, 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 $1,021,728. Last year our net revenue was $928,935 for the same time period. The biggest reason for this difference was that dues income was higher through March 31 compared to the same period in 2016.

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MARCH STATEMENT OF FINANCIAL POSITION (BALANCE SHEET)

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March 31, March 31,2017 2016 $ Change % Change

Assets:Cash 429,518.05 172,951.68 256,566.37 148.3%Investments-BMO 462,235.19 420,228.31 42,006.88 10.0%Bankers' Acceptance/ICS Investment 915,559.44 1,125,146.33 (209,586.89) -18.6%Accounts Receivable 46,063.04 28,092.69 17,970.35 64.0%Prepaid Expenses 37,105.47 52,739.78 (15,634.31) -29.6% Total Current Assets 1,890,481.19 1,799,158.79 91,322.40 5.1%

Fixed Assets (Net of A/D) 434,777.15 465,499.16 (30,722.01) -6.6%MLS Investment 957,248.29 957,248.29 0.00 0.0%

Total Assets 3,282,506.63 3,221,906.24 60,600.39 1.9%

Liabilities and Fund Balance:Liabilities:Accounts Payable 335,379.77 72,396.15 262,983.62 363.3%Unearned Revenue 0.00 0.00 0.00 0.0%Accrued Expenses 45,645.97 53,795.54 (8,149.57) -15.1%Mortgage-Long Term Liability 0.00 314,002.79 (314,002.79) -100.0% Total Liabilities 381,025.74 440,194.48 (59,168.74) -13.4%

Net Assets:Net Assets 1,678,566.45 1,675,596.98 2,969.47 0.2%General Reserves - 3% Dues 4,500.00 4,500.00 0.00 0.0%Board Designated Reserve Fund 196,686.43 172,679.55 24,006.88 13.9%Net Revenue (Expense) 1,021,728.01 928,935.23 92,792.78 10.0% Total Net Assets 2,901,480.89 2,781,711.76 119,769.13 4.3%

Total Liabilities and Net Assets 3,282,506.63 3,221,906.24 60,600.39 1.9%

MARCH STATEMENT OF ACTIVITIES

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Current Year Previous Year Current Year3 Months 3 Months 2017 Current Year Current Year

Ending 3/31/17 Ending 3/31/16 Annual $ Over (Under) % ofActual Actual Budget Budget Budget

Receipts:Dues 827,300.77 772,220.17 890,801.00 (63,500.23) 92.9%Member Outings 7,180.00 6,030.00 101,800.00 (94,620.00) 7.1%Member Services 1,820.00 0.00 1,000.00 820.00 182.0%Young Prof Network 2,500.00 0.00 0.00 2,500.00 0.0%New Member Orientation 150.00 995.00 2,500.00 (2,350.00) 6.0%Kettle Moraine 910.00 1,040.00 0.00 910.00 0.0%Home and Garden Show 789,369.00 790,021.75 872,000.00 (82,631.00) 90.5%Other Shows 0.00 0.00 1,000.00 (1,000.00) 0.0%Education 9,153.40 2,900.00 11,000.00 (1,846.60) 83.2%Youth Foundation 3,249.99 3,249.99 13,000.00 (9,750.01) 25.0%Public Policy 1,250.00 1,000.00 1,000.00 250.00 125.0%NAR Grant 0.00 0.00 0.00 0.00 0.0%Wisconsin Real Estate Supply 16,395.87 17,044.57 72,650.00 (56,254.13) 22.6%Professional Standards 1,200.00 2,100.00 3,600.00 (2,400.00) 33.3%Leadership 0.00 0.00 0.00 0.00 0.0%Interest 2,596.80 2,153.84 10,000.00 (7,403.20) 26.0%Realized Gain (Loss) * 7,458.33 2,070.06 0.00 7,458.33 0.0%Unrealized Gain (Loss) * 2,302.52 735.26 0.00 2,302.52 0.0%Administrative 15,243.07 20,789.34 75,466.00 (60,222.93) 20.2%

Total Receipts 1,688,079.75 1,622,349.98 2,055,817.00 (367,737.25) 82.1%

Expenditures:Dues 11,853.86 11,011.06 51,000.00 (39,146.14) 23.2%Member Outings 11,742.08 15,327.28 90,923.00 (79,180.92) 12.9%Member Services 3,600.00 3,250.00 18,500.00 (14,900.00) 19.5%Young Prof Network 289.67 0.00 0.00 289.67 0.0%New Member Orientation 2,519.31 3,673.90 8,885.00 (6,365.69) 28.4%Membership Department 352.74 80.79 1,300.00 (947.26) 27.1%Kettle Moraine 3,438.08 2,949.50 8,325.00 (4,886.92) 41.3%Home and Garden Show 326,152.40 311,008.04 632,000.00 (305,847.60) 51.6%Other Shows 3.10 39.81 300.00 (296.90) 1.0%Education 0.00 3,246.51 5,600.00 (5,600.00) 0.0%Youth Foundation 68.08 129.08 300.00 (231.92) 22.7%Promotion Department 0.00 0.00 0.00 0.00 0.0%Public Policy 3,818.43 3,313.93 11,705.00 (7,886.57) 32.6%NAR Grant 0.00 3,000.00 0.00 0.00 0.0%Wisconsin Real Estate Supply 13,726.43 12,988.32 56,005.00 (42,278.57) 24.5%Professional Standards 977.88 1,374.89 7,375.00 (6,397.12) 13.3%National Meetings 0.00 1,254.78 38,500.00 (38,500.00) 0.0%Offi cer Expenses 5,746.53 11,376.36 39,400.00 (33,653.47) 14.6%Meetings 291.78 303.76 4,250.00 (3,958.22) 6.9%Committees 7,079.44 6,551.43 8,625.00 (1,545.56) 82.1%Leadership Department 12,738.82 4,265.44 29,300.00 (16,561.18) 43.5%Direct Wages/Fixed OH/Variable OH 174,473.64 203,113.40 741,494.00 (567,020.36) 23.5%

Administrative 261,953.11 298,269.87 1,037,332.00 (775,378.89) 25.3%Direct Wage,Fixed/Variable OH Alloc (174,473.64) (203,113.40) (741,494.00) 567,020.36 23.5%

Total Expenditures 666,351.74 693,414.75 2,049,625.00 (1,383,273.26) 32.5%

Net Income (Expense) - Per Audit 1,021,728.01 928,935.23 6,192.00 1,015,536.01 16500.8%

MEMORANDUM

TO: GMAR BOARD OF DIRECTORS

FROM: MIKE RUZICKA, PRESIDENT

RE: MAY PRESIDENT’S REPORT

GMAR Remodeling & Building MortgageWe are waiting for VJS Construction’s preliminary plan for the 2nd level, which will be gutted, updated and leased as either one unit, with the potential to divide into 4 units. We hope to begin construction in the next few weeks.

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

Member SurveyOn Friday (May 5th) I spoke with Gene Ulm, partner at Public Opinion Strategies (POS), about conducting a consumer survey focusing primarily on the lack of listings in our market.

I forwarded him the email I sent to the Board outlining some questions we had come up with. POS will take our topics and formulate questions based on them. We can expect to see a draft within the next couple of days, and could go into the field by the end of next week.

Bylaws Change - Automatic Honorary Member of GMAR for WRA Chairman As we have discussed over the last few months, the bylaws change allowing the WRA Chair to vote at NAR meetings on the GMAR’s behalf, can now be voted on. The Association published the bylaws change to the members in the March 21st electronic newsletter, to allow comments on the change.

We will need a motion, a second, and a vote to make an addition to the GMAR’s bylaws to state:

Optional provision added to Article IV, Section 1(a) (6) Chief Elected Officer of the State Association. The current chief elected officer of the State Association of REALTORS® shall be a member in good standing without further payment of dues. At the direction of the association, the current chief elected officer of the State Association of REALTORS® may be the delegate who casts the vote for the association at the Annual Meeting of the NATIONAL ASSOCIATION of REALTORS®.

After publishing the bylaws proposal, we did receive two comments from members. One questioned whether allowing the WRA Chairman to vote for the GMAR would interfere with the GMAR’s ability to maintain its independence. I replied that the GMAR would only allow the WRA Chair to vote for us, if we were assured that the WRA Chair and GMAR were in agreement on an issue.

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A second response questioned why the GMAR is giving free dues to the WRA Chair. I replied that the REALTOR® who is the WRA Chair is a dues paying member, and that they would only “fill in” for the GMAR Chair, if the GMAR Chair could not vote for the Association.

Electronic Lock BoxesAs the proliferation of giving out lock box codes has increased, some members are suggesting the Association add electronic lock boxes to its service offering.

One potential answer to the problem of giving out lock box codes comes from a company called Prempoint. They have an electronic lock that uses Bluetooth technology to interact with lock sets. Prempoint lock sets can be used by REALTORS® currently, although they are not marketed to the real estate market yet. Prempoint is exploring creating a real estate product and the GMAR plans to participate on an advisory board. We will have a conference call with Prempoint prior to the Directors meeting on the 11th.

We will also be meeting with James Reynolds, from SentriLock, at the NAR Legislative Meeting on May 18th.

After we return, I will sit down with the staff and finalize a lockbox educational program that we will begin in June and run through the rest of the year.

Wisconsin Real Estate Supply/REALTOR® Store P 17After examining the GMAR’s store over the last several years, I believe the best course of action is for us to scale back, if not close, the store. As the enclosed article on trouble in the retail world shows, since the end of the Great Recession, consumers have moved toward using sites like Amazon to do their shopping.

We have noticed a precipitous decline in store sales beginning in 2008, and the store has not recovered as would be expected when the economy regained its footing.

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 20170

50,000

100,000

150,000

200,000

250,000

186,

600

190,

900

186,

100

158,

800

97,6

00

102,

700

100,

700

98,6

00

94,8

00

101,

000

111,

600

114,

030

114,

900

This table shows gross profit. The profit margin in the store is very thin, and thinner yet when staff time is factored in.

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We may still carry a few items that members cannot find easily (i.e. some riders), but upwards of 90% of the items we currently carry will be eliminated.

Recurring Status Reports

GMAR Member Involvement P 21

MLS Membership P 22

2017 GMAR Directors Roster P 23

2017 GMAR Calendar P 24

GMAR Strategic Plan P 26

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What in the World Is Causing the Retail Meltdown of 2017?In the middle of an economic recovery, hundreds of shops and malls are shuttering. The reasons why go far beyond Amazon.

Derek Thompson, Apr 10, 2017

From rural strip-malls to Manhattan’s avenues, it has been a disastrous two years for retail.

There have been nine retail bankruptcies in 2017—as many as all of 2016. J.C. Penney, RadioShack, Macy’s, and Sears have each announced more than 100 store closures. Sports Authority has liquidated, and Payless has filed for bankruptcy. Last week, several apparel companies’ stocks hit new multi-year lows, including Lululemon, Urban Outfitters, and American Eagle, and Ralph Lauren announced that it is closing its flagship Polo store on Fifth Avenue, one of several brands to abandon that iconic thoroughfare.

A deep recession might explain an extinction-level event for large retailers. But GDP has been growing for eight straight years, gas prices are low, unemployment is under 5 percent, and the last 18 months have been quietly excellent years for wage growth, particularly for middle- and lower-income Americans.

So, what the heck is going on? The reality is that overall retail spending continues to grow steadily, if a little meagerly. But several trends—including the rise of e-commerce, the over-supply of malls, and the surprising effects of a restaurant renaissance—have conspired to change the face of American shopping.

Here are three explanations for the recent demise of America’s storefronts.

1. People are simply buying more stuff online than they used to.

The simplest explanation for the demise of brick-and-mortar shops is that Amazon is eating retail. Between 2010 and last year, Amazon’s sales in North America quintupled from $16 billion to $80 billion. Sears’ revenue last year was about $22 billion, so you could say Amazon has grown by three Sears in six years. Even more remarkable, according to several reports, half of all U.S. households are now Amazon Prime subscribers.

But the full story is bigger than Amazon. Online shopping has done well for a long time in media and entertainment categories, like books and music. But easy return policies have made online shopping cheap, easy, and risk-free for consumers in apparel, which is now the largest e-commerce category. The success of start-ups like Casper, Bonobos, and Warby Parker (in beds, clothes, and glasses, respectively) has forced physical-store retailers to offer similar deals and convenience online.

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What’s more, mobile shopping, once an agonizing experience of typing private credit-card digits in between pop-up ads, is getting easier thanks to apps and mobile wallets. Since 2010, mobile commerce has grown from 2 percent of digital spending to 20 percent.

The Growth of Mobile Shopping

People used to make several trips to a store before buying an expensive item like a couch. They would go once to browse options, again to narrow down their favorites, and again to finally pull the trigger on a blue velvet love seat. On each trip, they were likely to make lots of other small purchases as they wandered around. But today many consumers can do all their prep online, which means less ambling through shopping centers and less making incidental purchases at adjacent stores (“I’m tired, let’s go home … oh wait, there’s a DSW right there, I need new sneakers”).

There will always be a place for stores. People like surveying glitzy showrooms and running their fingers over soft fabrics. But the rise of e-commerce not only moves individual sales online, but also builds new shopping habits, so that consumers gradually see the living room couch as a good-enough replacement for their local mall.

2. America built way too many malls.

There are about 1,200 malls in America today. In a decade, there might be about 900. That’s not quite the “the death of malls.” But it is decline, and it is inevitable.

The number of malls in the U.S. grew more than twice as fast as the population between 1970 and 2015, according to Cowen and Company’s research analysts. By one measure of consumerist plentitude—shopping center “gross leasable area”—the U.S. has 40 percent more shopping space per capita than Canada, five times more the the U.K., and 10 times more than Germany. So it’s no surprise that the Great Recession provided such a devastating blow: Mall visits declined 50 percent between 2010 and 2013, according to the real-estate research firm Cushman and Wakefield, and they've kept falling every year since.

In a long and detailed paper this week on the demise of stores, Cowen and Company research analysts offered several reasons for the “structural decay” of malls following the Great Recession. First, they said that stagnating wages and rising health-care costs squeezed consumer spending on

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fun stuff, like clothes. Second, the recession permanently hurt logo-driven brands, like Hollister and Abercrombie, that thrived during the 1990s and 2000s, when coolness in high-school hallways was defined by the size of the logo emblazoned on a polo shirt. Third, as consumers became bargain-hunters, discounters, fast-fashion outlets, and club stores took market share from department stores, like Macy’s and Sears.

Finally, malls are retail bundles, and when bundles unravel, the collateral damage is massive. (For example, look at pay TV, where ESPN has bled millions of subscribers in the last few years as one of its key demographics, young men, abandon the cable bundle that is critical to ESPN’s distribution.) In retail, when anchor tenants like Macy’s fail, that means there are fewer Macy’s stragglers to amble over to American Eagle. Some stores have “co-tenancy” clauses in malls that give them the right to break the lease and leave if an anchor tenant closes its doors. The failure of one or more department stores can ultimately shutter an entire mall.

3. Americans are shifting their spending from materialism to meals out with friends.

Even if e-commerce and overbuilt shopping space conspired to force thousands of retail store closings, why is this meltdown happening while wages for low-income workers are rising faster than any time since the 1990s?

First, although rising wages are obviously great for workers and the overall economy, they can be difficult for low-margin companies that rely on cheap labor—like retail stores. Cashiers and retail salespeople are the two largest job categories in the country, with more than 8 million workers between them, and the median income for both occupations is less than $25,000 a year. But recently, new minimum-wage laws and a tight labor market have pushed up wages for the poorest workers, squeezing retailers who are already under pressure from Amazon.

Second, clothing stores have declined as consumers shifted their spending away from clothes toward traveling and dining out. Before the Great Recession, people bought a lot of stuff, like homes, furniture, cars, and clothes, as retail grew dramatically in the 1990s. But something big has changed. Spending on clothes is down—its share of total consumer spending has declined by 20 percent this century.

What’s up? Travel is booming. Hotel occupancy is booming. Domestic airlines have flown more passengers each year since 2010, and last year U.S. airlines set a record, with 823 million passengers. The rise of restaurants is even more dramatic. Since 2005, sales at “food services and drinking places” have grown twice as fast as all other retail spending. In 2016, for the first time ever, Americans spent more money in restaurants and bars than at grocery stores.

There is a social element to this, too. Many young people are driven by the experiences that will make the best social media content—whether it’s a conventional beach pic or a well-lit plate of glistening avocado toast. Laugh if you want, but these sorts of questions—“what experience will reliably deliver the most popular Instagram post?”—really drive the behavior of people ages 13 and up. This is a big deal for malls, says Barbara Byrne Denham, a senior economist at Reis, a real-estate analytics firm. Department stores have failed as anchors, but better food, entertainment, and even fitness options might bring teens and families back to struggling malls, where they might wander into brick-and-mortar stores that are currently at risk of closing.

There is no question that the most significant trend affecting brick-and-mortar stores is the relentless march of Amazon and other online retail companies. But the recent meltdown for retail brands is equally about the legacy of the Great Recession, which punished logo-driven brands, put

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a premium on experiences (particularly those that translate into social media moments), and unleashed a surprising golden age for restaurants.

Finally, a brief prediction. One of the mistakes people make when thinking about the future is to think that they are watching the final act of the play. Mobile shopping might be the most transformative force in retail—today. But self-driving cars could change retail as much as smartphones.

Once autonomous vehicles are cheap, safe, and plentiful, retail and logistics companies could buy up millions, seeing that cars can be stores and streets are the ultimate real estate. In fact, self-driving cars could make shopping space nearly obsolete in some areas. CVS could have hundreds of self-driving minivans stocked with merchandise roving the suburbs all day and night, ready to be summoned to somebody’s home by smartphone. A new luxury-watch brand in 2025 might not spring for an Upper East Side storefront, but maybe its autonomous showroom vehicle could circle the neighborhood, waiting to be summoned to the doorstep of a tony apartment building. Autonomous retail will create new conveniences and traffic headaches, require new regulations, and inspire new business strategies that could take even more businesses out of commercial real estate. The future of retail could be even weirder yet.

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GMAR Member Involvement

21

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Membership 5,123 4,063 3,887 3,301 3,469 3,725 3,625 3,905 4,225 4,197

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

Action Recyling 15 12REALTOR Summit 113 100 79 72

Open Houses 106187 442 520 889 611 757 722 469 168 04% 11% 13% 27% 18% 20% 20% 12% 4% 0%

PersonalHealth Screening 30 27 15

Self Def/Concled Carry 15 60Common Ground 36

Safety 64 26 2464 56 42 0 15 36 0 24 60 0

1% 1% 1% 0% 0% 1% 0% 1% 1% 0%Social

Brewers Tailgate 113 150 175 150 191 36? 214 260 250 176Golf Outing 172 109 167 163 164 195 223 228 190

KM Council Golf Outing 71 59 84KM Council Mardi Gras 90 71

Tiki Party 85Holiday Party 171 328 353 283 405 496 440 611 729OctoberFest

456 587 695 596 760 691 1033 1158 1343 2479% 14% 18% 18% 22% 19% 28% 30% 32% 6%

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

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

687 500 605 726 678 675 758 690 651 67413% 12% 16% 22% 20% 18% 21% 18% 15% 16%

TOTAL 1394 1585 1862 2211 2064 2159 2513 2341 2222 92127% 39% 48% 67% 59% 58% 69% 60% 53% 22%

New Member Orientation 287 214 277 189 234 387 395 405 412 224

MLS Membership Statistics

22

OFFICES Feb-17 Mar-17 Apr-17 Apr-16 USERS Feb-17 Mar-17 Apr-17 Apr-16METRO 801 809 810 804 1% METRO 3948 4029 4075 3860 6%OZAUKEE 54 54 55 56 -2% OZAUKEE 281 285 287 278 3%SOUTHSHORE 180 180 182 184 -1% SOUTHSHORE 646 649 654 621 5%LAKES AREA 107 108 108 98 10% LAKES AREA 473 479 486 448 8%JEFFERSON 27 27 27 25 8% JEFFERSON 126 131 133 128 4%SHEBOYGAN 43 43 43 51 -16% SHEBOYGAN 197 200 204 187 9%MANITOWOC 34 34 34 37 -8% MANITOWOC 145 146 146 145 1%LACROSSE 97 98 100 92 9% LACROSSE 362 375 389 346 12%OTHER 137 142 142 146 -3% OTHER 338 345 345 311 11%TOTAL 1480 1495 1501 1493 TOTAL 6516 6639 6719 6324

NEW MEMBERS: BROKER/OWNER BOARDLaurel L Dolan (of27392) Laurel L. Dolan OzaukDaniel Ney, Broker (of25248) Daniel Ney GmarBloch Realty (blb) Barbara L Bloch Gmar

Reinstated:CVK Properties, LLC (cvk) Christine Kuechler GmarSporteen Webster (of26688) Sporteen E Webster Gmar

INACTIVE STATUS:St. Charles Properties (of26739) Jeff Burnett Other

RESIGNED/TERMINATED: YR/JOINBadgerland Realtors, LLC (tarant) Jun-17 Bob Tarantino (2) GmarForSaleByOwner.com Referral (of26271) Sep-15 Derek Morgan (1) OtherAndrew S Wihelms (of19417) Mar-17 Andrew Wihelms (1) GmarKral Real Estate (kral) Dec-16 Will iam Kral (2) GmarJV Real Estate & Property Mgmt (jvllc) May-16 Jolene Vrana (2) Gmar

NAME CHANGE: PREVIOUS NAME:Target Solutions, LLC(raymond) Raymond Chou (raymond) GmarColdwell Banker The Real Estate Group(1CBPRI) Coldwell Banker Honig-Bell Lake Geneva(1CBPRI) Gmar

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 7, 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 21 GMAR Board of Directors Meeting – 12:00 Noon, GMAR HeadquartersTBA 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 Deadline29 Chairwoman’s Holiday Party & GMAR Annual Mtg – Potawatomi Casino

December5 GMAR Orientation7 WRA Management Conference – Country Springs Hotel, Waukesha, WI22 January Newsletter Deadline31 GMAR Fiscal Year ends

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GMAR Strategic PlanApproved by GMAR Board of Directors: May 7, 2015

Updated: 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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