In the wake of several difficult years, the National Association of Realtors published a new report Tuesday outlining its efforts to cut millions from its budget, streamline staffing and respond to member feedback.
The report begins with letters from NAR leaders, including CEO Nykia Wright, who focused on “transformation” and efforts to enhance member satisfaction in 2025 after the Association navigated the fallout of a $418 million buyer-broker commission settlement, continued fears about being in the Department of Justice’s crosshairs, and a controversial change to its Clear Cooperation Policy.
NAR CEO Nykia Wright | Credit: NAR
“Over the past year, the National Association of Realtors initiated the most significant transformation in real estate history,” NAR CEO Nykia Wright said in the report. “NAR — with its legacy of more than a century — stands at the threshold of a new era, one defined by transparency, innovation, and unwavering service to Realtors and the broader real estate industry.”
The report detailed NAR’s strategic plan for the next several years, which addresses three major pressure points: industry and economic factors; diverse expectations from consumers, Realtors, regulators, and other industry members; and organizational constraints.
The Association said it’s made significant progress in alleviating these pressure points by expanding the market research tools and education opportunities offered to Realtors, leveraging artificial intelligence, restructuring its legal department to mitigate legal and regulatory risks, strengthening its advocacy work, and renewing its focus on industry relations, among several other actions.
However, the most important goal, NAR said, has been to refocus its efforts on helping Realtors thrive in their day-to-day business as the market continues to move toward a new — and often unpredictable — normal.
“NAR empowers Realtors by helping them thrive in their businesses,” Wright said, quoting the Association’s 2026-2028 value proposition. “It achieves this goal by advocating on their behalf, providing market intelligence and research tools, offering professional development and education, maintaining high standards, and elevating the Realtor brand. By supporting Realtors, NAR protects and advances the right of Americans to own real estate.”
Wright said the value proposition was shaped by a Realtor survey, where 79 percent of members said “helping Realtors thrive in their day-to-day business” was a “somewhat or very valuable” part of what they wanted to see from NAR.
Cultivating trust in the Realtor brand (83 percent), protecting and advancing the legal interests of Realtors (83 percent) and recommitting to professionalism (81 percent) also made the top of the Realtor priority list.
The report outlined the playbook for 2026, with leadership promising continued progress, particularly in financial transparency and stewardship. The Association said it will adopt a “zero-based budgeting practice” to make sure “every dollar is justified and aligned with strategic goals.”
“Under this approach, every budget starts at zero with cost justification required for each expense,” the report read. “Each department is accountable for aligning each line item to the organization’s mission. Further, NAR Finance will establish consistent budgeting guardrails that empower budget holders across NAR staff and committees to be accountable and agile.”
NAR President Kevin Brown said he’s excited about 2026, as Wright and Immediate Past President Kevin Sears laid the groundwork for a NAR that’s ready to take on the future of real estate. The
“In 2026, we’re taking NAR to the next level by getting back to business. Our organization has been serving Realtors for more than a century, and I see this strategic plan as the first three years of our next 100 years of business,” he said. “What does this mean? We’re helping our members navigate the issues that impact their day-to-day business, like financing, inventory, insurance, zoning restrictions and other barriers to home and property ownership.”
“It means leveling up areas that members already find valuable, such as our advocacy, research and tech tools,” he added. “And it means finding new ways to help our members get to, and execute, their next transaction.”
Read the full survey below:
