The National Association of REALTORS® just released the first quarterly update on its Strategic Plan for 2026.
Their progress report for the first quarter lays out what the organization has accomplished since the start of the year, goal by goal. We’re sharing the highlights below, along with a preview of NAR’s aims for Q2 and beyond.
NAR CEO, Nykia Wright, prefaced the update with this:
“This plan was built for action. Rebuilding trust requires more than words; it requires visible progress. That’s why we’re committed to sharing clear, regular updates that show members how this work is making a real difference.”
Kevin Brown, NAR President, added his reminder that NAR members are a critical part of the progress being made:
“Members are actively shaping this work. From education to governance to housing supply, REALTORS® are directly influencing the decisions and work that matter most to the industry.”
Read on for the highlights of NAR’s first quarter wins and its top objectives for the rest of 2026.
Q1 2026 Progress Across Strategic Priorities
Affordable Housing & Advocacy
NAR opened this plan with its housing policy goals, and this first quarter has shown how serious that push has been. The organization is working to position itself as a driving force in expanding inventory and removing barriers to ownership, not just a participant in the conversation.
There’s a clear effort to connect national policy wins to what agents are feeling in their markets.
- Senate passage of the 21st Century ROAD to Housing Act, described as one of the most significant housing bills in nearly 20 years
- Two Calls for Action mobilizing Federal Political Coordinators in both the House and Senate
- National convening of REALTORS®, policymakers, and industry leaders in Washington, D.C.
- Launch of the Building Better Communities initiative highlighting zoning reform and smart growth
- Consumer sentiment research used to support and advance housing legislation
This section carries the most immediate industry implications. If these efforts translate into more inventory, agents will feel it quickly in transaction volume and client opportunity.
REALTOR® Brand & Consumer Positioning
NAR is trying to reshape how consumers understand the value of an agent, and the early work leans heavily into messaging and visibility.
The goal is to move beyond the idea that agents simply facilitate access and instead reinforce their expertise, their role as advocates, and their professionalism.
- Launch of the “More Than Opening Doors” campaign built around the “Right by You” message
- AI-powered targeting designed to reach first-time buyers when they are actively searching for representation
- Campaign assets made available for agents and associations to use in local markets
- Formation of a cross-department brand protection team
- Launch of a platform to detect and prevent misuse of the REALTOR® trademark
NAR members (agents and brokers) can plug directly into national marketing without building campaigns from scratch, while brand enforcement works in the background to protect perceived value.
That’s the idea, anyway, Whether consumer perception of the Realtor® brand ever moves beyond a collective shrug remains to be seen.
Brokerage Engagement & Support
NAR is putting more attention on brokers, especially when it comes to tools that reflect how businesses actually operate. The first quarter shows a push toward direct engagement and practical resources that can be used immediately.
- 35+ live events across 21 states
- 7,000+ in-person and virtual touchpoints across firms of all sizes
- 14+ broker summits and conferences held nationwide
- 1,400+ industry connections across 56 companies
- Launch of smallbroker.realtor to support smaller firms
- Release of Sales Meeting Playbooks, a Broker AI Template, and expanded Metro Market Statistics Dashboard features
This work is grounded in day-to-day operations. The tools and events are built to meet brokers where they are, which should help with adoption if the momentum continues.
Education & Learning Systems
Education is being reworked into something more connected and easier to navigate. NAR is aiming to bring different learning sources into one place while making sure the content lines up with real transaction needs.
- Completion of a three-year education roadmap
- Selection and early design of a new Learning Management System (LMS)
- Planning for integration with NAR systems and external partners
- Continued updates to the current LMS while the new system is in development
The timeline stretches through Q4 2026, which means this is a longer build. The payoff depends on whether the final platform actually simplifies how agents find and use education.
Corporate Partnerships & Industry Reach
Partnerships are being used to expand what NAR can offer without building everything internally. The focus in Q1 centers on distribution, visibility, and giving members easier access to tools and insights.
- Integration of RPR® into Realtor.com’s Realtor.com+ MLS product
- Expanded advocacy messaging through Realtor.com’s consumer audience
- Increased exposure through the broader News Corp media network
The strategy here is leverage. By plugging into larger platforms, NAR extends its reach and adds value to tools members already recognize.
MLS Collaboration & Policy Guidance
NAR is working to stay closely aligned with MLS leadership while the industry continues to shift. The emphasis is on real-time feedback and clearer guidance for members navigating compliance and policy questions.
- Relaunch and restructuring of the MLS Executive Advisory Group
- Broader focus across policy, technology, and advocacy within the MLS ecosystem
- Release of two resources addressing “Coming Soon” listing compliance: a checklist and an FAQ
More consistent guidance reduces friction for agents. The ongoing advisory group meetings should help NAR stay closer to what’s actually happening on the ground.
Governance Modernization
Governance changes are moving toward a system that rewards experience and reduces unnecessary complexity. The goal is to make leadership roles more accessible and better aligned with strategic priorities.
- Review of 95 committees, councils, and advisory boards
- Evaluation of 2,000+ volunteer roles
- Elimination of eight governance bodies
- Updated application process to better match skills with committee roles
- Launch of a centralized onboarding resource hub
This is structural work that happens behind the scenes. If done right, it should lead to faster decisions and clearer direction, which eventually shows up in member-facing outcomes.
What Comes Next: Q2 and Beyond
The next phase of the plan builds on early momentum, with NAR focusing on expanding existing initiatives while continuing to push for visible results members can use.
- Affordable Housing & Advocacy: Continued push for the 21st Century ROAD to Housing Act alongside broader housing supply solutions, including capital gains reform, with ongoing coordination across federal, state, and local levels to unlock inventory.
- REALTOR® Brand & Consumer Positioning: Outdoor advertising rollout in April and May aimed at first-time buyers, paired with expanded local campaign tools and continued refinement of brand protection systems.
- Brokerage Engagement & Support: Expanded nationwide broker engagement through more events and gatherings, along with continued rollout of practical tools shaped by real business needs.
- Education & Learning Systems: Ongoing improvements to the current LMS while the new platform moves through design, pilot, and testing phases through Q4 2026, with continued member and partner feedback guiding development.
- Corporate Partnerships & Industry Reach: Exploration of new partnership structures to extend member value, along with deeper integration and amplification through existing platforms and media networks.
- MLS Collaboration & Policy Guidance: Four MLS Executive Advisory Group meetings planned for 2026, with continued delivery of education, resources, and guidance as policies and practices evolve.
- Governance Modernization: Continued governance review focused on streamlining committees, refining roles, and improving efficiency based on audit findings and member feedback.
NAR’s update is a shift toward measurable outputs, whether that’s to do with legislation, member tools, or engagement numbers.
Future updates will be just as important as this one.
For agents and brokers under the NAR umbrella, the real test comes down to adoption and impact. Tools need to get used. Campaigns need to influence clients. Policy efforts need to translate into more opportunity in the field.
The structure is in place, and there’s documented progress.
Now it’s about whether this pace holds and whether members actually feel the difference in their business over the next few quarters.
