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Who We Are

Mission Statement

The Royal Palm Coast Realtor® Association exists to advance the success of its Realtor®members; advocate for home ownership and property rights; elevate the skills and competencies of Realtors®; encourage, procure, and precipitate innovation; further civic and community engagement; and enable Members to provide a superior consumer experience.

Who We Are

RPCRA Timeline   Past Presidents

In September 1922, the Fort Myers Realty Board chartered the Association with 16 active members presided by B.E. Tinstman. In 2016, after close to 100 years of jurisdiction changes, ownership and release, The Realtor® Association of Greater Fort Myers, and the Cape Coral Association of Realtors® merged to what is now known as Royal Palm Coast Realtor® Association and now serves Lee, Hendry, and parts of Glades County.

RPCRA celebrated its 100th year anniversary in September 2022, serving approximately 10,200 members. With the influx of new Realtors® in the area, and an expansion of benefits, RPCRA surpassed 10,000 members in the Summer of 2022.

Composed of a mindset that is all about serving its members, Royal Palm Coast Realtor® Association (RPCRA) is committed to providing exceptional, member-oriented service to the Realtors® and Brokers of Southwest Florida. RPCRA exists to advance the success of its members, advocate for home ownership and property rights; elevate the skills and competencies of members; encourage, procure, and precipitate innovation; further civic and community engagement; and enable members to provide a superior consumer experience for their buyers/sellers. RPCRA is devoted to enhancing the lives of its members, and the community. RPCRA membership is comprised of Realtors® and Brokers for residential and commercial properties and affiliate members who support Realtors® on their transactions.

RPCRA is guided on the principles of:

  • A strict Code of Ethics with the REALTORS®’ Pledge of Performance and Service
  • Governance via Realtors® Political Action Committee (RPAC)

A Realtor® Association is a trade group made up of agents and brokers that provides trainings, lobbies the government (through Realtor® Political Action Committee (RPAC) that direct campaign contributions to candidates deemed friendly to real estate), produces market research, and operates a Multiple Listing System (FGCMLS) for the benefit of its members. A member can join one association as its primary and join a secondary local association to access their FGCMLS as well. The National Association of Realtors® (NAR) is the largest Realtor® Association in the U.S., and state and local associations exist to funnel into and out of NAR. When members join their local association, their membership extends to the state and national associations. Joining a Realtor® Association permits a real estate agent to use the registered term, ‘Realtor®;’ it identifies the real estate professional as a member of NAR and one who abides by its Code of Ethics. In most cases, a real estate agent must be a Realtor® to join a brokerage.

The Term Realtor®

Realtor® has one, and only one, meaning: 

Realtor® is a federally registered collective membership mark which identifies a real estate professional who is a member of the NATIONAL ASSOCIATION OF REALTORS® and subscribes to its strict Code of Ethics. 

The single most improtant rule governing 'the mark' is that it may only be used to convey this meaning, and never to convey another meaning. 

Strategic Plan

The 2023-2025 Strategic Plan of the Royal Palm Coast Realtor® Association serves as our roadmap, defining a path to achieve our goals with anticipated and measurable outcomes. The Strategic Plan offers a comprehensive framework that aligns resources, activities, and initiatives to ensure effective progress toward our desired objectives.

Strategic Priorities and Goals

ADVOCACY

  • Cultivate relationships with members through communicating the value of advocacy.
  • Foster positive relationships with public officials and community leaders through increased member involvement.
  • Support the success of the REALTOR® brand through consumer-based marketing.

GOVERNANCE

  • Develop and promote RPCRA members for local, state, and national leadership opportunities.
  • Ensure we are providing an efficient and accurate FGCMLS system that provides the members with reliable data.
  • Align all aspects of RPCRA governance for organizational, operational, and fiscal effectiveness.
  • Ensure prudent utilization of members’ resources in alignment with the established mission of RPCRA.

PROFESSIONALISM

  • Encourage all agents to enhance their real estate careers through education and professionalism opportunities offered through the association.
  • Enhance member professionalism through robust, relevant course offerings.
  • Develop strategic partnerships focused on expanding the reach, impact, and engagement of RPCRA with a cross-section of partners.

VALUE

  • Increase the community’s knowledge and understanding of the value RPCRA brings to the surrounding area.
  • Increase member engagement by clearly communicating the value proposition of their RPCRA membership.
  • Enhance tools, products, and services available to members throughout the year.

Strategic Priority 1: ADVOCACY

The Royal Palm Coast Realtor® Association is the voice of real estate for our members and property owners. We will cultivate relationships with our members, community leaders, and public officials to advocate for private property rights, the environment, and the success of the REALTOR® brand. We will build future community leaders inside and outside of our organization.

Goal 1: Cultivate relationships with members through communicating the value of advocacy, resulting in an increase in RPAC participation by 1% of total membership annually.

Strategies:

  • 1.1.1: Educate members of the advocacy and RPAC efforts and goals of the association.
  • 1.1.2: Utilize social media, email, and texts to members with Calls to Action and RPAC success stories to encourage participation.
  • 1.1.3: Increase member investment in RPAC at all levels.

Goal 2: Foster positive relationships with public officials and community leaders through increased member involvement quarterly.

Strategies:

  • 1.2.1: Host regular events, social events, and meetings with political and community leaders to further enhance the connection to RPCRA.
  • 1.2.2: Encourage members of all political parties to attend local political events and community meetings outside of RPCRA scope to continue building relationships.

Goal 3: Support the success of the REALTOR® brand through consumer-based marketing efforts throughout the year.

Strategies:

  • 1.3.1: Leverage earned media opportunities regarding advocacy initiatives and wins.
  • 1.3.2: Develop a consumer-based marketing plan to articulate the value of Realtors® via educational workshops, community events, a website with easily accessible information for the public, etc.
  • 1.3.3: Identify opportunities for sponsorships and support of community organizations that are specifically aligned with the core mission of RPCRA.

Strategic Priority 2: GOVERNANCE

The Royal Palm Coast Realtor® Association has a longstanding history of effective governance, fiscal responsibility, and leadership development. RPCRA will take specific actions to build on this legacy and position our members and association for both short-term and long-term success, viability, and sustainability.

Goal 1: Develop and promote RPCRA members for local, state, and national leadership opportunities, including committee appointments, chairmanships, and other leadership opportunities at all three levels of the Realtor® organization and within our community within the next three years.

Strategies:

  • 2.1.1: Identify experienced, current, and emerging leaders within the organization.
  • 2.1.2: Create a comprehensive association leadership roadmap for all positions at the local, state, and national levels.
  • 2.1.3: Market and communicate local, state, and national committees and leadership academies to our members.
  • 2.1.4: Invest in potential leaders locally through education programs.

Goal 2: Ensure we are providing an efficient and accurate FGCMLS system that provides the members with reliable data by offering effective training, monitoring violations, and reducing reportable violations by 10% annually.

Strategies:

  • 2.2.1: Maintain and enhance FGCMLS Rules and Regulations including violations and fines.
  • 2.2.2: Educate members on the FGCMLS Rules and Regulations and functionality through mandatory and voluntary training videos and messaging.
  • 2.2.3: Conduct a survey of a cross-section of RPCRA members and leaders to better understand the current and future needs and technologies of the FGCMLS.

Goal 3: Align all aspects of RPCRA governance for organizational, operational, and fiscal effectiveness while empowering the staff to execute the RPCRA strategic plan, initiatives, and goals.

Strategies:

  • 2.3.1: Identify and onboard new CEO and staff at RPCRA through a thoughtful, collaborative, and mission-focused process.
  • 2.3.2: Ensure all stakeholders know, understand, and comply with established internal processes and communication protocols between staff and members.
  • 2.3.3: Align each component of the strategic plan to the appropriate staff departments and association committees.
  • 2.3.4: Ensure RPCRA is always adhering to established bylaws, policies, and procedures.

Goal 4: Ensure prudent utilization of members' resources in alignment with the established mission of RPCRA via the annual budget process.

Strategies:

  • 2.4.1: Codify the annual budget timeline and process for completion and adoption by October of each calendar year.
  • 2.4.2: Ensure all financial-based recommendations contain cost-benefit analysis and rationale in alignment with the Strategic Plan.
  • 2.4.3: Host Annual Leadership Retreat with the Board of Directors to update the Strategic Plan, launching the annual budget planning process.
  • 2.4.4: Conduct a comprehensive review of the financial condition of RPCRA and ensure the financial sustainability of the association.

Strategic Priority 3: PROFESSIONALISM

The Royal Palm Coast Realtor® Association will enhance member professionalism through continued focus on ethics, providing a broad spectrum of educational offerings, and creating an inclusive culture within our association.

Goal 1: Encourage all agents to enhance their real estate careers through education and professionalism opportunities offered through the association.

Strategies:

  • 3.1.1: Encourage beginning agents to launch their real estate career through RPCRA New Agent Academy & enroll a minimum of 10% new members annually.
  • 3.1.2: Promote RPCRA New Agent Academy to brokers to enhance collaboration of the support of our broker members.
  • 3.1.3: Utilize social media, website, email, flyers, and orientation to promote New Agent Academy to new members.
  • 3.1.4: Offer continuing education for established agents to grow their careers.

Goal 2: Enhance member professionalism through robust, relevant course offerings.

Strategies:

  • 3.2.1: Conduct a review of all current RPCRA educational offerings to understand the value of each offering to members and local association partners, the ROI of each offering provided, and the attendance of each offering.
  • 3.2.2: Analyze member survey data to determine topics, designations, and certifications being sought by members and what courses can be incorporated into RPCRA course offerings.
  • 3.2.3: Promote the importance of Code of Ethics, Grievance, and Professional Standards.
  • 3.2.4: Promote Florida Realtors Board Certified Professional program and Gold Key Certification to membership.
  • 3.2.5: Develop an annual course content calendar that highlights various educational offerings throughout the year and promotes different courses each month.

Goal 3: Develop strategic partnerships focused on expanding the reach, impact, and engagement of RPCRA with a cross-section of partners.

Strategies:

  • 3.3.1: Offer classes on a quarterly basis that enhance member awareness of fair housing. Examples include At Home with Diversity and Fairhaven, among others.
  • 3.3.2: Create relationships with real estate organizations that align with the RPCRA mission such as NAREB, AREAA, NAHREP, WRC, etc., to expand knowledge and networking opportunities.
  • 3.3.3: Utilize social media, email, website, and other mediums to promote and raise awareness of educational offerings and events by partner organizations.

Strategic Priority 4: VALUE

The Royal Palm Coast Realtor® Association is member-focused and member-driven. As such, RPCRA will remain focused on valuing members and providing meaningful benefits to and for them, including providing innovative products, tools, and services, and promoting the value of a REALTOR® to the community and consumers. RPCRA will intentionally engage with members, the community, and consumers in ways that are beneficial to them.

Goal 1: Increase the community's knowledge and understanding of the value Royal Palm Coast Realtor® Association brings to the surrounding area monthly.

Strategies:

  • 4.1.1: Communicate market stats, foundation updates, advocacy agenda updates, and home events with media contacts.
  • 4.1.2: Create a repository of market stats, foundation updates, advocacy agenda updates, and home events information for members to share with consumers and the community.
  • 4.1.3: Develop a method to share news and information with the community as it occurs, being known as the source of local knowledge, facts, and information.
  • 4.1.4: Develop a bi-annual "Why use a REALTOR®?" event to host consumers, members, and affiliates. Offset expenses by including sponsorship opportunities.

Goal 2: Increase member engagement by clearly communicating the value proposition of their RPCRA membership.

Strategies:

  • 4.2.1: Identify and develop what value and benefits RPCRA membership holds.
  • 4.2.2: Create a video to communicate the value of membership and distribute via communication channels, social media, email, member portals, website, etc.
  • 4.2.3: Host one-to-two-member appreciation events a year with sponsorship funding.

Goal 3: Enhance tools, products, and services available to members throughout the year.

Strategies:

  • 4.3.l: Survey members on desired tools and resources they need for success, production, and profitability.
  • 4.3.2: Review Key Performance Indicators (KPI’s) for current tools and evaluate usage.
  • 4.3.3: Engage members for input regarding tools and resources needed including a comment/idea section.
  • 4.3.4: Communicate available Florida Realtors® and NAR benefits.
  • 4.3.5: Implement a system for video and studio services for members to use at a cost.