The National Association of REALTORS® (NAR) has launched a bold new strategic plan for 2026–2028, aiming to reposition itself as an indispensable partner for real estate professionals. With growing skepticism from its own members and an evolving industry landscape, the question isn’t just whether NAR can deliver on its promises—it’s whether agents even want them to. In this one-story deep dive, we unpack the plan, the perception, and the path ahead.
NAR’s Strategic Plan: A Bid for Relevance or Reinvention?
The National Association of REALTORS® recently unveiled a sweeping strategic plan that outlines its goals from 2026 through 2028. The initiative comes at a time when the association finds itself under heightened scrutiny—from lawsuits, internal leadership upheaval, and a lingering identity crisis. Many of its 1.5 million members have begun to question whether NAR provides actual value or simply exists as a gatekeeper to doing business in real estate.
At the heart of the new plan are five major focus areas: enhancing member value, helping REALTORS® thrive, building a proactive organization, modernizing operations, and strengthening trust in the NAR brand. The association claims it collected feedback from more than 150,000 members and stakeholders to guide its updated mission. This marks a notable shift in tone for NAR, which has historically operated with top-down initiatives and legacy systems. Now, amid legal pressures and membership fatigue, it appears to be acknowledging the need to listen.
One of the biggest signals of change is NAR’s commitment to zero-based budgeting—essentially forcing every department to justify their expenses from scratch. In theory, this could lead to smarter investments in tools, tech, and education that agents actually want and need. Additionally, NAR is rethinking its stance on whether membership should be mandatory for MLS access. That change alone could dramatically alter the perceived “optionality” of being part of the organization, which has long been a point of contention.
The timing of this plan is not accidental. NAR is under enormous pressure following multiple lawsuits, including a massive antitrust settlement earlier in 2025. These events have not only strained public perception but also chipped away at internal loyalty. A recent member survey revealed that only 49% of REALTORS® are “somewhat or very satisfied” with their membership. That’s a telling statistic—and one that NAR seems eager to change. But the big question remains: Will a new strategic plan and branding refresh be enough?
Skeptics argue that NAR has long prioritized its image over agent impact. Critics say it has focused more on making itself look good than actually being good—for example, by investing heavily in public-facing campaigns and political advocacy while offering underwhelming day-to-day support to agents. Now, faced with potential irrelevance, the association is trying to reframe itself as vital. But a shiny new strategy won’t be enough if agents still see NAR as the “good old boys club” of yesteryear.
It’s also unclear how deeply this plan will trickle down to individual members. Will a newly proposed tech upgrade or training initiative truly help agents close more deals, win more listings, or better serve clients? Or will this be another top-heavy rollout with minimal boots-on-the-ground benefits? Until there are tangible improvements that REALTORS® can see and feel, the buzzwords in this plan may not mean much.
For now, the plan is an invitation—for both agents and industry partners—to watch closely, speak up, and demand that NAR prove its worth. Whether it succeeds or not may depend less on strategy and more on follow-through.
Loan Officer Perspective
NAR’s shift could offer a chance for loan officers to rethink and refresh their agent relationships. If agents begin to reassess their professional affiliations, loan officers can step into the gap with meaningful value—education, co-branded tools, or streamlined marketing support. Now is a perfect time to ask agents, “What do you need that you’re not getting from your association?” and position yourself as the answer.
Real Estate Agent Perspective
This strategic reset gives agents a rare opportunity: to voice their expectations before NAR sets its next course. If you’ve ever felt underwhelmed by your membership, now’s the time to lean in. Attend your board meetings. Ask how your dues are being spent. Challenge your local leadership to implement initiatives that actually move the needle in your business. NAR wants to win your heart—but it’s up to you to raise your voice.
Frank’s Thoughts
I’ve got to be honest—I think NAR is trying hard right now to prove it matters. But I also think the average agent isn’t quite buying it…yet.
The truth is, NAR has felt like an “old guard” institution for a long time. You didn’t join because you wanted to—you joined because you had to. And when that’s your foundation, winning back trust is an uphill climb. If NAR is serious about change, they’ll need to do more than roll out a plan. They’ll need to earn their seat back at the table.
But here’s the upside: all this change creates space. If you’re an agent, this is your chance to demand value. If you’re a loan officer, this is your time to step up and be that value. Don’t wait for the association to solve the problem—be the one who brings the solution.
Source Story → Realtor.com
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