Driving Forward: A Deep Dive into CREA’s Vision with President Beth Crosbie
In a recent exclusive interview, REM editor Jim Adair sat down with CREA President Beth Crosbie at the association’s Ottawa offices. Ms. Crosbie, a seasoned sales representative with Coldwell Banker Pro Co in St. John’s, N.L., shared profound insights into CREA’s strategic direction and accomplishments. The discussion also included key figures such as CREA CEO Gary Simonsen, Vice-President of Government and Public Relations Randall McCauley, and Media Relations Officer Pierre Leduc, offering a comprehensive look at the organization’s multifaceted efforts. This in-depth conversation covers CREA’s strategic planning, member engagement, advocacy work, and commitment to data integrity, highlighting the association’s ongoing mission to support Canadian Realtors.
Setting the Strategic Vision and Empowering Realtors
Jim Adair, REM: What were your primary goals when you began your term as CREA President?
Beth Crosbie:
My term as CREA President commenced on the robust foundation of a five-year strategic planning session held in January, under the leadership of former President Laura Leyser. This particular session was a truly beautiful and transformative experience. It’s one of those pivotal moments where, after implementing change, you can only wonder why it wasn’t adopted much sooner. What made this strategic planning exceptional was its profoundly inclusive nature. Rather than limiting the process to just CREA directors and internal staff, we extended invitations to a diverse array of external stakeholders.
This comprehensive group included members and association and board staff from across Canada, a representative from the National Association of Realtors (NAR), a prominent franchiser, and various other consultants. By bringing in such a wide spectrum of outside perspectives, we significantly enriched the dialogue and planning outcomes. This broad collaboration ensured that our strategies were informed by a holistic understanding of the real estate landscape and the diverse needs within it.
A critical revelation stemming from this extensive collaboration was the unequivocal identification of our single most important stakeholder: the Realtor, our cherished member. The clarity this established is truly invaluable. Once you firmly establish that your tools and services are designed primarily around the Realtor, every subsequent decision-making process becomes streamlined and purposeful. As we evaluate any new initiative or offering, we invariably ask two fundamental questions: “Does this genuinely benefit the Realtor?” and “Is CREA the most appropriate and capable organization to deliver this specific tool or service effectively?” This focused, Realtor-centric approach ensures our efforts are always aligned with maximum member value.
Another significant understanding that emerged was the interconnectedness of organized real estate. While we often speak of different levels within the real estate association structure, the overarching truth is that we are all collectively serving the same core client. This realization fosters a powerful sense of unity, emphasizing that we function as a cohesive community of associations, working in concert on behalf of the Realtor. Understanding this collaborative dynamic allows for a much more integrated approach to developing and delivering resources. It helps us discern who is best positioned to provide what services, fostering efficiency and avoiding unnecessary duplication. This strategic exercise was exceptionally beneficial, and we are already witnessing positive ripple effects, with other associations and boards adopting similar practices of inviting outside stakeholders to their meetings. This approach has established a solid foundation for our growth and development over the next five years, ensuring that CREA remains responsive and relevant to its evolving membership.
Navigating Diverse Member Needs and Enhancing Communication
Adair: How does CREA effectively address the varied needs of members from different parts of the country, especially considering the disparity between large and small boards?
Crosbie:
Our approach to effectively serving our diverse membership always brings us back to our fundamental principle: CREA is entirely focused on the Realtor. Our members are our paramount priority, and while Realtors across Canada undeniably face unique challenges specific to their local markets, they also share a remarkably similar set of overarching professional hurdles. In light of this, one of the key initiatives we’ve profoundly emphasized is enhancing our communication channels, fostering a genuine and robust two-way dialogue. Our goal extends beyond simply explaining our activities and the value we generate; we strive to clearly articulate the “why” behind every decision and action we undertake.
Since the very beginning of the ‘Futures initiative,’ we have invested significant effort into improving communication and cultivating a deeper mutual understanding with our members. At this juncture, we are truly beginning to see the substantial dividends of this commitment. A tangible example of our enhanced engagement strategy is the introduction of “Open House” sessions, which we are now conducting with members across the entire country. As real estate professionals, we inherently understand that direct interaction—getting in front of clients, understanding their needs, and engaging with them face-to-face—is the most effective way to build strong, enduring relationships. Our Open House sessions are designed to mirror this principle.
These sessions reach out directly to both established leaders and individual members, providing an invaluable platform to explain the array of tools and services that CREA offers, demonstrating their practical application and tangible benefits. We strategically integrate these meetings into existing provincial or local gatherings, which maximizes convenience and attendance for our members. Having implemented these sessions over the past several months, I can confidently say they have proven to be exceptionally successful, fostering stronger connections and greater clarity among our membership.
Adair: What are the prevalent topics and concerns raised by members during these sessions? Are they primarily interested in technological tools like apps and Realtor.ca, or are broader industry issues such as FINTRAC and the Competition Bureau at the forefront?
Crosbie:
In recent times, due to critical legislative developments such as the anti-spam legislation and FINTRAC requirements, CREA staff have been exceptionally active. They have attended a multitude of meetings across the country, dedicating considerable effort to building a comprehensive understanding among Realtors about what these significant changes entail and, more importantly, what their practical implications are for their daily business operations and compliance responsibilities.
During our Open House sessions, while members certainly appreciate receiving detailed information on various topics, what truly resonates and elicits the most positive response is a clear, practical explanation. They particularly engage when someone articulates, “These are some of the specific tools that CREA is offering, and this is precisely how I, a Realtor, integrate and utilize them effectively within my own business.” You can almost physically observe the “light bulb” moment illuminating for individuals in the audience. They begin to think, “Yes, I can absolutely implement that into my practice.” The beauty of many of these resources is their inherent simplicity and ease of use; often, the primary challenge is simply a lack of awareness about their existence or practical application. Our sessions are designed to bridge that awareness gap, empowering Realtors to leverage these valuable tools.
Financial Prudence and Effective Governance Amidst Growth
Adair: With CREA’s membership continuously expanding, now exceeding 109,000, how challenging is it to maintain efficient staff levels and rigorously control costs?
Gary Simonsen:
Maintaining stringent oversight of our financial situation is a paramount responsibility for CREA. We pay meticulous attention to adopting best practices, particularly those applicable to non-profit organizations. This includes carefully monitoring the proportion of our annual revenue that is dedicated to staff costs. There are established benchmarks within the industry for such metrics, and we diligently track these, continuously striving not just to meet, but to surpass those benchmarks in terms of efficiency and fiscal responsibility. Our commitment is to ensure that every dollar is spent wisely and effectively to benefit our members.
One of the profound advantages derived from our strategic planning sessions is the exceptional focus and clarity they provide. The primary outcome is a well-defined mandate: to ensure that we consistently deliver at the highest level on those things we can execute exceptionally well, rather than attempting to be everything to everyone. This latter approach can sometimes be a significant pitfall for associations, driven by an understandable desire to make every single member happy. However, the reality dictates that no organization can achieve this universally. Therefore, we strategically prioritize and select those initiatives and services that are most highly valued by our members and that we possess the distinct capability to execute with excellence.
We are confident that in key areas such as technology products and services, our federal affairs and government lobbying efforts, and the provision of statistical information and research, CREA performs exceptionally well. These areas represent where our core strengths lie and where our focus will steadfastly remain. By concentrating our resources on these high-impact domains, we ensure that we deliver maximum value and support to our growing membership, contributing significantly to their success and the overall health of the Canadian real estate market.
Adair: Governance was a significant topic during the Futures sessions. Is this still an ongoing discussion and area of focus for CREA?
Simonsen:
Absolutely, governance remains an active and crucial discussion. As part of the initial phases of our governance review last year, we successfully streamlined our Board of Directors, reducing its size from 19 to 16 members. This key change was implemented with the clear objective of fostering a more effective and responsive board, capable of agile decision-making while still ensuring that we receive appropriate and comprehensive input from all regions across the country. Striking that delicate balance between efficiency and broad representation is fundamental to good governance.
Crosbie:
Indeed, we currently have a very active and dedicated governance committee that is continuously working on evaluating and implementing practices that will position CREA at the forefront of excellent governance. For instance, at the upcoming Western Connection conference in Banff this January, we are planning for the entire governance committee to meet with the full board. This dedicated session will be used to thoroughly update them on our ongoing research, discussions, and potential refinements to our governance framework. The overarching goal is always to streamline our processes, enhance transparency, and ensure that the practices we have in place are optimally serving the best interests of our members and the association as a whole.
As we progressed through the comprehensive Futures initiative, it became increasingly apparent that sometimes there exists duplication within the organized real estate structure. While some instances of duplication might be necessary, others are not. A key insight from this process is that by working more collaboratively across different levels of organized real estate – including national, provincial, and local boards – we can effectively reduce unnecessary redundancies. More importantly, this collaborative spirit allows us to significantly magnify our collective results and impact. This pursuit of greater collaboration and efficiency is a shared objective that all boards and associations are actively trying to focus on, aiming for a more cohesive and powerful real estate community.
Fostering Unity and Defending Data Integrity
Adair: In previous interviews with CREA presidents in 2012 and 2013, the departure of the Quebec boards was a major discussion point. It now appears that a sense of harmony has been restored. Can you elaborate on this positive development?
Crosbie:
Both CREA and the Quebec real estate associations have invested considerable effort and commitment into diligently working to not only mend past rifts but also to ensure our relationship is growing progressively stronger. We are genuinely delighted to have them back within our national association and are very optimistic about our shared path forward. This experience, while challenging at the time, yielded invaluable lessons for us. These lessons, particularly about collaboration, communication, and understanding diverse regional needs, are insights we are now actively applying and taking across the entire country, reinforcing the importance of unity and mutual respect within the Canadian real estate community.
Adair: This year, media reports raised questions about CREA’s statistics, even suggesting that CREA was protecting its president from media scrutiny regarding these figures. Was there any deliberate attempt to avoid media engagement on this matter?
Pierre Leduc:
The suggestion of “protecting the president” is, in fact, a complete misinterpretation of our media strategy. Our approach is fundamentally about ensuring that the proper and most qualified expert is always made available to address specific inquiries. We are extremely fortunate to have Gregory Klump, our chief economist, who is not only well-known but also highly respected across the industry. He regularly conducts presentations for major financial institutions, including banks, the International Monetary Fund (IMF), and the Canada Mortgage and Housing Corporation (CMHC), where he meticulously explains our real estate statistics and the rigorous methodology we employ to collect our numbers. He is, unequivocally, our dedicated “numbers guy” and the leading authority on our data.
Therefore, when media outlets frequently call and express a desire to speak with Beth about the specifics of the data we provide or do not provide, it simply falls outside of her direct area of expertise. It is Greg’s professional decision and purview to determine precisely which statistical figures we make available to our subscribers and which data points we retain for our own internal analysis and in-depth research. This ensures that the information conveyed is always accurate, authoritative, and delivered by the most knowledgeable individual within our organization.
Gary Simonsen:
There is a profound misnomer, and indeed, misleading information that has sometimes circulated regarding the statistical information provided by CREA. Let me state without reservation: our data is, without exception, the absolute best in this country. When our Housing Price Index was initially created, we meticulously engaged the foremost experts in the world for its development. The entire methodological framework underwent rigorous scrutiny and validation through esteemed national bodies, including Statistics Canada, the Department of Finance, the Bank of Canada, and the Canada Mortgage and Housing Corporation (CMHC). Our objective from the outset was to ensure that it wasn’t merely ‘good,’ but truly exceptional and unimpeachable in its quality and reliability.
All of these reputable organizations provided critical input, meticulously verifying and validating that the information we produce is absolutely sound and credible. Therefore, any notion that has been portrayed by certain individuals who are, quite frankly, ill-informed and certainly not experts in this specialized field, is completely fallacious. We stand firmly behind both the superior quality and the high calibre of the information that we provide to the market. Pierre is absolutely correct in his assessment; I cannot personally articulate the intricate methodology of the Housing Price Index because I am not the expert in that specific domain. However, I can certainly attest to the incredibly thorough and rigorous process that we undertook for its creation and the undeniable credibility and integrity of that information. Our commitment to data excellence is unwavering.
Beth Crosbie:
My primary role as president, for this single year, involves chairing the board, which I consider to be one of the most vital aspects of my responsibilities, and serving as the official spokesperson for the organization. However, it is important to clarify that I am not an expert in any of these other, more technical and specialized fields, such as economic modeling or intricate data analysis. As an organization, we operate on the fundamental principle of having dedicated experts deal with the various complex issues and specialized areas we oversee. Therefore, it would be both inappropriate and counterproductive for me to step in and speak on matters where we have an established, in-house expert within our offices who possesses the deepest knowledge and authority on the subject. This approach ensures accuracy, credibility, and efficient communication across all our public engagements.
Impactful Consumer Advertising and Strategic Advocacy
Adair: The CREA consumer advertising campaign is often a controversial topic, frequently sparking debate. What was the reception for the “SWAT team” ad, which I personally found to be one of your best?
Crosbie:
The “SWAT team” ad was, in fact, exceptionally well-received, garnering positive feedback from both the general public and, significantly, from Realtors themselves. While achieving unanimous support for any campaign of this scale is virtually impossible – as individuals will always have differing opinions – it’s crucial to remember that our assessment isn’t based on anecdotal preferences. It’s grounded in empirical data and strategic understanding. And based on that, we unequivocally know that this campaign is effectively doing its job, meeting its strategic objectives.
The fundamental purpose of our consumer advertising campaign is to influence and convert those potential clients who are metaphorically “sitting on the fence” about whether or not they will utilize the services of a Realtor for their real estate transactions. We aim to highlight the indispensable value, expertise, and protection that a Realtor provides. The campaign has yielded truly significant results; we have observed the highest amount of recall ever achieved for one of our ads – a remarkable 39 percent within our target age range recall the advertisement. This high level of recall is a critically important metric for effectively conveying our message and solidifying the Realtor brand in the public consciousness. Consequently, we are extremely pleased with the ad’s performance and its demonstrable impact. Personally, I still find myself chuckling every single time the ad comes on, a testament to its memorable and engaging quality.
Randall McCauley:
An especially interesting aspect of the “SWAT team” ad’s reception was the remarkably positive feedback we received from across the border, specifically from the National Association of Realtors (NAR) in the United States. We had the opportunity to showcase the ad at our Annual General Meeting, with senior NAR officials in attendance. The reception was overwhelmingly positive, so much so that it elicited a spontaneous round of applause from their delegation. Furthermore, several individual states within the U.S. even expressed keen interest in adapting and utilizing the ad for their own markets. You truly cannot receive a much stronger endorsement than that – when an organization like NAR, which commands an advertising budget potentially seven times larger than ours, expresses admiration for your creative work and a desire to adopt it. It speaks volumes about the universal appeal and effectiveness of the campaign’s message and execution.
Adair: What are the main priorities for CREA’s government lobbying efforts currently?
Crosbie:
A significant and ongoing priority for our government lobbying efforts is our concentrated advocacy for indexing the Home Buyer’s Plan. With a federal election approximately a year out, this period presents a prime and opportune window to engage constructively with both the government in power and opposition parties on this crucial subject. I think even Realtors themselves sometimes forget that CREA originally initiated and championed the creation of this vital plan. Over the years, we have seen more than two million Canadians successfully utilize it to achieve homeownership. Our current request is simply to ensure that this invaluable plan does not lose its inherent value and effectiveness due to the erosive effects of inflation, thereby preserving its benefit for future generations of home buyers.
Furthermore, we have successfully launched and are actively promoting the Realtor Action Network. This innovative platform is designed to provide a direct and accessible way for every Realtor across this country to actively participate and have their voice heard in our collective lobbying efforts. It offers a powerful opportunity for individual members to contribute directly to the advocacy work that shapes their profession.
Randall McCauley:
The Realtor Action Network is truly a unique and exceptionally powerful technological tool that is exclusive to organized real estate in Canada. It’s a cutting-edge platform that we strategically brought in from the United States, meticulously modeled on the highly successful system implemented by the National Association of Realtors (NAR). Crucially, it provides all our members with equitable and direct access to our comprehensive lobbying initiatives, empowering them to reach their Members of Parliament (MPs) directly and efficiently. It’s surprising how many Realtors are simply unaware that they possess this inherent ability to engage in such direct political advocacy, or that CREA has built this robust infrastructure explicitly for their benefit.
The process to participate is incredibly simple, requiring a mere 30 seconds to sign up. Through our collective efforts facilitated by this network, we possess the capacity to message policymakers with a unified voice and impact that is unmatched by any other organization in Canada. It is absolutely vital for Realtors to understand and recognize the tangible and continuous effects of engaging with the government. We’ve witnessed this firsthand with critical regulations such as FINTRAC and anti-spam legislation, each of which has undergone numerous changes—sometimes nine or ten amendments to their regulations and statutes. Their active participation in the Realtor Action Network directly helps us to effectively navigate, influence, and respond to these ongoing legislative and regulatory developments. The extensive efforts we can deploy on their behalf concerning issues like spam and FINTRAC, for instance, translate directly into saving them invaluable time and effort that they can then productively spend elsewhere, focusing on their core business activities. Their engagement is not just beneficial; it is absolutely essential for shaping a favorable and sustainable regulatory environment for the entire real estate profession.
The Rewards and Responsibilities of CREA Leadership
Adair: How has your year been as President – enjoyable, demanding, or a mix of both?
Crosbie:
My year as President has certainly been demanding, particularly in terms of travel and the sheer commitment required. I’ve accumulated well over 80 flights, and hailing from Newfoundland adds an extra layer of travel distance for me compared to many others. However, despite the rigorous schedule and extensive time on the road, I genuinely cherish the opportunity to get out, meet our members face-to-face, and engage in direct conversations. These interactions allow me to articulate the challenges CREA is currently addressing and to explain the rationale behind our strategic responses and actions. It’s an invaluable way to stay connected to the grassroots and ensure our work remains directly relevant to their daily needs and professional success.
This demanding level of commitment was something I fully anticipated and consciously embraced when I accepted the role. I don’t view this merely as “my year as president” in isolation; rather, I see it as the culmination of seven years of dedicated involvement at this leadership level within the organization. It has been an incredibly rewarding and fulfilling journey, and I genuinely love what I do within the real estate community. Upon reaching this presidential level, I significantly invested my time and energy into mastering our organizational files and proactively reaching out to comprehensively understand member concerns from all perspectives. I am thoroughly enjoying my term, and I take the responsibility and the profound trust placed in me with the utmost seriousness. I am deeply grateful for this profound opportunity to serve the Canadian real estate community at this pivotal level.
Adair: Are you able to maintain your personal real estate business concurrently with your demanding presidential duties?
Crosbie:
No, realistically, that’s not feasible. I had established comprehensive plans well in advance, knowing the intense demands and time commitment associated with the presidency. Consequently, my personal real estate business is currently being managed exclusively through a system of referrals.
Adair: So, for someone aspiring to be involved in organized real estate leadership, do they need to be prepared to make significant personal sacrifices, perhaps even to their own personal business?
Crosbie:
I don’t perceive it as a “sacrifice” in the traditional, negative sense of the word. It’s more akin to public service in any professional area – there are inherent tradeoffs one must be prepared to make. If one’s only concern is the immediate financial bottom line of their personal business, then, undeniably, there may be some short-term financial loss; there’s no question about that. However, there is also an immense and multifaceted benefit derived from gaining a deeper, more holistic understanding of the entire real estate business ecosystem, far beyond one’s individual transactions.
Building relationships is truly at the very core of what Realtors do every single day, and this aspect of organized real estate leadership mirrors that perfectly. It’s fundamentally about cultivating robust and meaningful relationships, both internally within the association, externally with crucial stakeholders across the industry, and critically, with government bodies and policymakers. From my perspective, it truly represents a win-win scenario, offering profound personal growth, unparalleled professional development, and the immense privilege of contributing significantly to the betterment and future of the wider real estate profession in Canada.