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Strategic Long Range Plan
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BOMA ST. LOUIS STRATEGIC PLAN

MISSION STATEMENT OF BOMA ST. LOUIS

"To represent and promote the interests of the commercial real estate industry through effective leadership, advocacy, exchange of information, and professional development."

CORE COMPONENTS

  1. Leadership
    BOMA will serve as the first and foremost commercial real estate association to provide guidance, future planning and resources for its members and the industry.
  2. Advocacy
    BOMA will actively promote a public position on appropriate issues in the best interests of its members and the industry.
  3. Exchange of Information
    BOMA will provide relevant resources for the benefit of its members to enable them to be more effective in the industry.
  4. Professional Development
    BOMA will seek to develop, expand and advance the knowledge of its members through quality educational and training programs.


SLRP SUMMARY

  1. Advocacy Committee
    • Work with BOMA International through membership participation to actively support or oppose appropriate issues based on recommendations from BOMA International to keep members aware of and involved with critical proposed issues in Federal laws and regulations.
    • Actively support or oppose appropriate issues and to keep members aware of and involved with critical proposed issues in local and state laws and regulations.
    • Ensure that members are keenly aware of implementation strategies to comply with local, state and Federal laws, codes and regulations.
    • Explore alliance relationships with other real estate associations whose members have similar interests.
  2. Programs and Events Committee
    • Provide a variety of BOMA St. Louis, public service and charitable programs and events directed primarily to BOMA St. Louis members and other interested parties.
    • Seek cooperative relationships with other organizations, which will maximize the ability of BOMA St. Louis to focus its resources on services to its members with limited duplication.
  3. Education & Training
    • Provide a variety of educational and training opportunities directed primarily to BOMA St. Louis members and other interested parties.
    • Seek cooperative relationships with other organizations, which will maximize the ability of BOMA St. Louis to focus its resources on services to its members with limited duplication.
    • Provide leadership training opportunities to benefit members within the Association.
  4. Membership Committee
    • Strive for strategic growth in membership.
    • Improve the regular-to-associate member mix to 50/50 within 5 years.
    • Seek potential members from non-traditional sources.
    • Set annual goals for new members and retention percentages.
    • Encourage and facilitate the active involvement of all members in the activities of BOMA St. Louis and BOMA International.
    • Develop a written statement outlining the value of a BOMA St. Louis membership.
  5. Internal Resources
    • Seek to meet the present and future needs of the membership.
    • Provide and follow sound fiscal policies.
    • Seek to improve the current financial position.
    • Ensure that the membership, prospects and other significant concerns important to BOMA St. Louis are aware of the quality, value and importance of the Mission Statement and Core Components.
    • Maintain a credible reputation through effective media utilization.
    • Provide appropriate reporting of real estate market issues.
    • Establish an "executive summary" vehicle for owners, top executives and asset managers.


BOMA ST. LOUIS STRATEGIC LONG RANGE PLAN

  1. Advocacy Committee

    Goals and Objectives

    • Work with BOMA International through membership participation to actively support or oppose appropriate issues based on recommendations from BOMA International. To keep members aware of and involved with critical proposed issues in Federal laws and regulations.

      Strategies
      1. Subscribe to and make available to all BOMA St. Louis members Potomac Currents.
      2. Solicit input from and provide feedback to congressional delegation.
      3. Develop network of contacts with St. Louis based Federal employees in GSA, EPA, OSHA, and other departments.
      4. Develop and keep a contacts database on these legislative and code-making groups.
      5. Engage in activity that will bring about the desired outcome, including letter writing, telephoning, broadcast fax and other activities.
      6. Set-up ad-hoc committees to deal with time sensitive issues.
      7. Provide a feedback system to insure that developing regulations are identified early and considered for their impact on BOMA St. Louis members.

    • Actively support or oppose appropriate issues and keep members aware of and involved in local and state laws and regulations.

      Strategies
      1. Investigate the possibility of hiring a state lobbyist, on our own, or in cooperation with BOMA Kansas City.
      2. Communicate with and receive feedback from other Missouri cities on appropriate issues.
      3. Solicit input and provide feedback to local and state delegations.
      4. Develop and keep a contacts database on these legislative and code-making groups.
      5. Engage in activity that will bring about the desired outcome including letter writing, telephoning, broadcast fax and other activities.
      6. Provide a feedback system to insure that developing regulations are identified early and considered for their impact on BOMA St. Louis members.
      7. Continue BOMA St. Louis' relationship with the Missouri Growth Association and other real estate associations provided they advocate BOMA St. Louis' position.

    • Ensure that members are keenly aware of implementation strategies to comply with local, state and Federal laws, codes and regulations.

      Strategies
      1. Provide varied educational and seminar opportunities for discussion of compliance activities.
      2. Encourage one or more members to serve on BOMA International's Legislative Committee to gather appropriate information.

    • Explore alliance relationships with other real estate associations whose members have similar interests.

      Strategies
      1. Pursue regular opportunities to meet with other organizations at luncheon meetings.
      2. Coordinate with the legislative committees of appropriate organizations.


  2. Programs and Events Committee

    Goals and Objectives

    • Provide a variety of BOMA St. Louis, public service and charitable programs and events directed primarily to BOMA St. Louis members and other interested parties.

      Strategies
      1. Offer the TOBY, Blood Drive, Sam Weintraub Scholarship, Golf, Trade Expo, and Toys for Tots programs to members and other interested parties in BOMA St. Louis' market area.
      2. Consider new and current programs and evaluate existing ones for the membership.
      3. Develop an integrated customer list (target markets, and other real estate associations) from various sources who would be interested in BOMA St. Louis' programs and events.
      4. See quality luncheon program speakers and panels. Solicit input from Board and membership for suggested "event" topics.
      5. Initiate pre and post project meetings with committee chairs on financial goals of the committee as they relate to the budget as appropriate.
      6. Provide members with more fun and social programs.
      7. Plan one big signature event annually in addition to the golf tournament.

    • Seek cooperative relationships with other organizations, which will maximize the ability of BOMA St. Louis to focus its resources, with limited duplication, on services to its members.

      Strategies
      1. Coordinate with the leadership of other organizations to inform them of BOMA St. Louis' programs and to offer to promote their activities as appropriate.
      2. Consider jointly sponsored events whenever appropriate.


  3. Education and Training Committee

    Goals and Objectives

    • Provide a variety of educational and training opportunities directed primarily to BOMA St. Louis' members and other interested parties.

      Strategies
      1. Offer and promote the RPA, FMA and SMA programs to members and other interested parties in BOMA St. Louis' market area.
      2. Develop an integrated customer list (target markets) from various sources who would be interested in BOMA St. Louis' educational offerings.
      3. Schedule educational offerings well in advance of the presentation date to allow for Continuing Education approval and to permit effective promotion.
      4. Offer a variety of seminars and workshops on both technical and professional development topics.

    • Seek cooperative relationships with other organizations, which will maximize the ability of BOMA St. Louis to focus its resources, with limited duplication, on services to its members.

      Strategies
      1. Seek ways to offer and promote BOMA St. Louis' educational programming to other associations like IREM, IFMA, SIOR, RCGA, Downtown St. Louis, Inc. and others.
      2. Coordinate with the leadership of other organizations to inform them of our education and training and to offer to promote their activities when appropriate.
      3. Seek appropriate sponsors to contribute time, money, materials, etc.(only one sponsor per event).
      4. Visit with other successful BOMA's and other associations on what works.

    • Provide leadership training opportunities to benefit members within the Association.

      Strategies
      1. Determine the qualities we need in our leaders.
      2. Develop a "leadership path" for progression within BOMA St. Louis.
      3. Provide effective Board of Directors' training program. Better utilize this resource of time and talent in active management of the Association.


  4. Membership Committee

    Goals and Objectives

    • Strive for strategic growth in membership.

    • Improve the regular-to-associate mix to 50/50 within 5 years.

    • Seek potential members from non-traditional sources.

    • Set annual goals for the number of new members and retention percentages.

      Strategies
      1. Identify target individuals and markets for membership growth.
      2. Promote BOMA St. Louis' market identity.
      3. Seek ideas from BOMA International and other chapters about sources of potential members.
      4. Obtain the membership lists of other organizations who have common interests for promotional purposes.
      5. Develop a marketing strategy and a "system" for each target group.
      6. Review and distribute current promotional material on the Association and its membership advantages. Seek distribution of the information to business organizations.
      7. Utilize annual campaign techniques and membership luncheon with appropriate incentives like free lunches, complimentary registrations to BOMA St. Louis events, dues abatement and other offerings.
      8. Use influence of Past Presidents' Council to solicit prospective members.
      9. Identify and attract more owners.
      10. Recruit new members through personal contact, publicity and publications.
      11. Publicly recognize new members at all appropriate opportunities.
      12. Develop an effective member retention program.

    • Encourage and facilitate the active involvement of all members in the activities of BOMA St. Louis and BOMA International.

      Strategies
      1. Develop a written statement outlining the value of a BOMA St. Louis membership.

    • Develop an orientation program for new members.

      Strategies
      1. Survey membership annually to gather opinions on services and effectiveness.
      2. Continue distribution of membership information to prospects.
      3. Prepare a one-page benefit statement for membership or an annual basis.
      4. Utilize information from BOMA International to support BOMA St. Louis.


  5. Internal Resources

    Goals and Objectives

    • Identify and meet the present and future needs of membership.

      Strategies
      1. Identify staff and Executive Committee roles and level of participation to accomplish defined goals in appropriate BOMA St. Louis activities.
      2. Provide mechanism for annual reviews and feedback on BOMA St. Louis staff performance executed by the Executive Committee.
      3. Provide for adequate training and development.
      4. Ensure that goals of the Association are progressing appropriately.
      5. Develop long-term continuity program that includes an annual review of the SLRP document as part of the yearly planning process.
      6. Staff and Board will monitor committee work.
      7. Review current committee structure with Board and the need for new committees or termination of current ones.

    • Provide and follow sound fiscal policies.

    • Seek to improve the current financial position.

      Strategies
      1. Determine if current method of record keeping is adequate and appropriate.
      2. Seek more involvement of the Board in the budgeting process.
      3. Review the current budget process for relevant changes.
      4. Committee orientation should include details on their role in the association financial picture. They have more than just "project responsibility."
      5. Develop a 2-year operating budget to help plan the yearly budgeting process.

    • Ensure that the membership, prospects and other significant concerns important to BOMA St. Louis are aware of the quality, value and importance of the Mission Statement and Core Components.

      Strategies
      1. Maintain and improve the overall presentation of BOMA St. Louis to the membership and others concerned.
      2. Remind members of the purposes of BOMA St. Louis and the actions the Association is taking to achieve its goals. Publicize ongoing success stories.
      3. Publish and circulate BOMA St. Louis' Building Views newsletter, promotional material and the annual Metropolitan Leasing Guide and other publications.
      4. Support and promote the various committees and the need for member participation.
      5. Coordinate, support and promote all of the other committees' activities.
      6. Promote the sale of BOMA products and services.

    • Maintain a credible reputation through effective media utilization.

      Strategies
      1. Cultivate media contacts as appropriate.
      2. Provide media with an ongoing supply of appropriate, newsworthy material. Continue to seek favorable publicity among all the publics we wish to reach (members, prospects and media).

    • Provide appropriate reporting of real estate market issues.

      Strategies
      1. Formalize the procedure whereby BOMA St. Louis receives and promotes market information from BOMA International and appropriate organizations.

    • Establish an "executive summary" vehicle for owners, top executives and asset managers.

      Strategies
      1. Develop a mailing list of owners, Past President's Council members, top corporate officials and asset managers who have interest in effective representation from BOMA St. Louis.
      2. Develop broadcast fax and/or e-mail capabilities for this group for a fast response on truly time critical issues.
      3. Seek materials appropriate for distribution to this group. Examples would be Potomac Currents, the "Impact on Elections" report, and legislative updates from BOMA International or BOMA St. Louis' Legislative Committee.
      4. Be sure that top management is informed of the bottom line value of BOMA St. Louis' programs to their employees.
Local Seminars
BOMA International Seminars
BOMI