In early 2026, the REALTORS® Association of Edmonton (RAE) Board of Directors and leadership team paused to reflect on the first year of our 2025–2027 Strategic Plan.

This check‑in was an opportunity to step back, listen and ask two very practical questions:

Is the plan still the right direction, and are members starting to feel its impact in their day‑to‑day work?

To find the answers, we gathered input from members, volunteers, staff and Board Directors through surveys, focus groups, interviews and governance discussions. That feedback, combined with what we’re seeing across the industry, shaped the focus for the year ahead.

What We Heard

What we heard was clear, consistent and constructive. Across all inputs, members and leaders affirmed that the direction of RAE’s 2025–2027 Strategic Plan remains strong and relevant.

At the same time, several themes were surfaced that point to where clearer execution and visibility are needed:

1. Professionalism remains the defining issue
   Members want clearer expectations, stronger standards and more visible follow‑through, particularly where behaviour impacts the credibility of REALTORS® and the profession as a whole.
2. Technology and change management are pressure points
   As tools, systems and AI continue to evolve, members are looking for better communication, better preparation and stronger support through change — not just functional upgrades.
3. Communication has improved, but engagement is uneven
   Members recognize improvements in communication, but many still want clearer explanations of why decisions are made and how changes connect to their business realities.
4. Core services and operations remain a strength
   The Association’s MLS®, data tools, education and member support continue to be highly valued, forming a strong foundation to build on.
5. Trust and leadership matter, especially during change
   Greater alignment and transparency at the Board and leadership level are being felt, and members want that confidence reinforced through consistent, visible action.

What the One-Year Check‑In Confirmed

The results of the Strategic Plan One-Year Check‑In did not suggest the need for a new plan, or a change in direction.

Instead, they confirmed a clear shift in focus: The Strategic Plan itself is not changing. How we execute it is.

The priority for the coming year is to sharpen implementation, strengthen visibility and ensure the plan is experienced not as a framework, but as meaningful, day‑to‑day value for members.

Priority Focus Areas for the Year Ahead

Based on what we heard, the Board has aligned on six priority focus areas where more intentional execution will have the greatest impact:

• Member Engagement and Communication
  Improving how RAE connects with members by clearly explaining the “why,” demonstrating value and tailoring communication approaches.
• Maintaining and Strengthening Member Trust
  Supporting members through a more challenging and uncertain environment while reinforcing confidence in leadership, direction and decisions.
• Professionalism (Awareness, Standards, and Enforcement)
  Continuing to advance professionalism through education, clearer expectations and more visible action and enforcement.
• Member Experience and Responsiveness
  Ensuring services, support and advocacy remain closely aligned with member needs and day‑to‑day realities.
• Technology and Change Experience
  Applying lessons from recent technology changes to ensure future rollouts are better communicated and better supported to reduce disruption.
• Collaborative Relationships and Risk Awareness
  Strengthening relationships across the real estate ecosystem while protecting member interests in an increasingly complex regulatory and industry environment.

These focus areas are refinements, not new priorities, grounded directly in consistent feedback from across the membership.

What You’ll See Next: From Plan to Practice

In the months ahead, members will see more visible action linked to these focus areas, including:

• Clearer expectations and stronger alignment between professionalism standards, education and follow‑through
• More targeted, practical communication that explains not just what is changing, but why
• Better support navigating technology and industry change
• Continued strength in core services, delivered with a sharper member‑centred lens
• A stronger, more visible leadership and advocacy role for REALTORS® within the broader real estate environment

This page will continue to evolve as we move from plan to practice.

Over time, we’ll share updates here highlighting specific initiatives, milestones and progress, showing how feedback from the Strategic Plan One-Year Check‑In is being translated into real, practical outcomes for members.