ITINERARY FOR TOMORROW

The CalFlowers Strategic Plan 2014-2016

Created by:The

CalFlowers Strategic Planning Team

Facilitated By:

Stephen C. Carey, Ph.D., CAE, Lead StrategistAMMR Association Management Consultants

1.301.530.9066 www.ammr.comscarey@ammr.com

TABLE OF CONTENTS

Strategic Planning Methodology……………………………….….……….….3Strategic Planning Elements and Phases…….……………….………........4Key Scanning Environments……………………………………………….…..5Alternative Futures Lessons Learned…………………………….…………..6Guiding Core Values ……………………………………….…..……................7Core Purpose and Vision Elements……………………………………………8 Mission and Goal Areas………………………..……………………………......9Draft Priority Objectives…………………………………………..….........10-11Next Steps— Finalizing Strategic Plan to move Forward………………...12About the facilitator and AMMR ……………………………………….....13-14

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CalFlowers Strategic Planning Methodology

METHODOLOGY

The methodology used to conduct the strategic planning program involved a qualitative research component consisting of in-depth interviews with CalFlowers officers and Board, 3 focus groups of segment members, staff discussions, a 12 area environmental pulse scan to CalFlowers volunteer leaders and others, and approximately 13 hours of facilitation to review research materials and develop the strategic plan.

The methodological sequence follows:

The conduct of in-depth interviews and focus groups with leaders, members and staff,

The conduct of a quantitative, on-line survey of members input The conduct of a detailed scan of 12 separate environmental areas, and, The conduct of 13 hours of face-to-face facilitated research and strategic

planning discussions with the Planning Team and senior staff of the association to review all the research, to envision alternative scenario futures the association might encounter, to develop core values of the association and to create this strategic plan with core purpose/vision elements, mission, goals and priority objectives based on the facilitated discussion.

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Strategic Planning ElementsThe following specific planning elements were used in the CalFlowers strategic planning sequence. The plan development journey followed this sequence:Elements in the CalFlowers Strategic Planning Journey

Conducted qualitative interview and focus group research, reviewed quantitative CalFlowers generated research and conducted a gap analysis

Developed key Issues areas to Include in the plan and for conducting a gap analysis Conducted an alternative future scenario exercise Reviewed and Set CalFlowers Values Discussed CalFlowers’s core purpose going forward Developed and discerned the CalFlowers’s vision and core purpose elements Reviewed and Revised the mission statement Developed goal areas to house prioritized objectives Developed prioritized objectives and performed a gap analysis with key issues from the research Discussed evaluation and metrics and linking the plan to operations using tactical initiatives or CalFlowers work

plan templates

Future activities to tie the plan to Operations*

Review the draft of this plan and ensure the objectives are in priority order Conduct internal program assessment to ensure current programs are aligned with the new plan Develop tactical initiatives and the 2015 business plan and budget Review plan progress and tune-up semi-annually

* Indicates staff, Board and operating committee responsibilities as appropriate going forward

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Key Scanning EnvironmentsThe following scan areas were examined and elements were

prioritized under each resulting with a list of key issues used in framing goal areas and objectives (see attached key issues

report)

• Internal Issues• External Issues • Demographic and Geographic Environments • Financial and Technological Environments • Regulatory, Advocacy and Partner Relationship Environments • Strengths of CalFlowers • Weaknesses of CalFlowers• Opportunities• Threats • Meetings and Education, Trade Show, Publications• Membership, Marketing, Communication, Branding and Transportation

Issues • Governance and Management Issues

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Alternative Future Take-a-ways and Lessons Learned for Incorporation into our Current Plan

Going Forward Lessons learned*:1. Be relevant—future oriented –proactive –embrace

change –stay ahead of plan

2. Diversify revenue streams

3. Need to recruit and retain

4. Doing nothing is not an option for stability and growth

5. Development of education and programming –younger members and partnering with universities

6. Stay in touch with the needs of the membership

7. Make decisions before you are forced to do them by external forces

8. Need to form our identity—key to solving our issues

9. Tackling one thing at a time

*Each table presented their perspectives on the scenario and the

following emerged as important to the current planning process.

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PRIORITY CORE VALUES FOR CalFlowers

Identified values fundamental to the core purpose of the organization.

Focus on the Future Ethics and Integrity Visionary Leadership Focus on Results and Creating Value Teamwork and Collaboration Agility and Flexibility Continuous Improvement

CalFlowers

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Core Purpose/Vision Discussion

The planning team discussed the elements that

make up CalFlowers’s Core Purpose and Vision

going forward which should be embodied in our

values, vision, mission and goals:1. Promote the use, enjoyment and excitement of giving cut flowers to family

and friends in everyday life (beyond holidays!) Recognize that cut flowers provide joy and comfort to people all over the cosmos (Carl Sagan)

2. Educate the floral markets about the benefits of cut flowers and work to increase demand for products and services

3. Help our members succeed in their businesses by focusing on efficient floral logistics

4. Realize association goals through supporting industry allies shared visions

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CalFlowers Strategic Plan Elements

MISSION STATEMENT Enhance member businesses through logistics, education and promotion to grow the use and enjoyment of cut flowers

GOAL AREAS

A. Partnership Relations and AdvocacyB. TransportationC. Membership Development, Engagement and ServicesD. Education, Trade Show and ProgramsE. Communications and Public RelationsF. Governance, Leadership Development, Operations and Administration

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Goal Areas and Objectives * Objectives are listed in priority

Goal Area A – Partnership Relations and Advocacy

Objective 1: Hold a 2014 Summit with other floral organizations to explore collaborative initiatives to grow the use and enjoyment of

flowers in our markets

Objective 2: Support legislative and lobbying activities of our partner organizations, which serve the interests of membersObjective 3: Explore relationships with educational institutions to cultivate viable business models, educational programs and

training of next generation leaders Objective4. Elevate existing relationships with transportation providers about future higher level transportation industry issues and

opportunities

Goal Area B – Transportation Services

Objective 1: Increase consolidation efficiency (hubs), understanding of trucking industry limitations, and investigate statewide day-

ahead sales programObjective 2: Aggressively promote our transportation programs to ensure market protection and member benefitObjective 3: Continue the Box Standardization project and investigate future needs and solutionsObjective 4: Implement continuous contract improvements to maximize our financial position Objective 5: Create a carrier communications plan to timely and accurately disseminate information

Goal Area C – Membership Development, Engagement and Services

Objective 1: Explain our mission and value to existing and potential membersObjective 2: Develop a vibrant recruiting and retention program to increase and maintain membership; review and clearly define

membership criteria for each category of membershipObjective 3: Create a task force to determine if membership should be state, regional or national, and the ramification of

international membershipsObjective 4: Review and align all ancillary services offered with the needs of members in mind

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Goal Areas and Objectives * Objectives are listed in priority

Goal Area D – Education, Trade Shows and Programs

Objective 1: Establish a standing program/curriculum committee to integrate all education programs of the associationObjective 2: Investigate Fun N Sun and other potential (off year) programs and events that will best serve our missionObjective 3. Review and recommend “industry events” for participation to promote the association products and servicesObjective 4. Form the 2015 Fun N Sun Program Committee for early start and program identification

Goal Area E – Communications and Public Relations

Objective 1: Define messaging that explains clearly who the association is and what it represents to our members and other stakeholders for the future of each class of membership

Objective 2: Facilitate information sharing among members via the website and other communication channels using our content, and shared content from other association and corporate providers

Objective 3: Stratify delivery of “pushed” messages appropriately among all segments with traditional and new business (social) media; pinpoint how these media can enhance communication among targeted segments

Goal Area F – Governance, Leadership Development, Operations and Management

Objective 1: Complete review, assessment and upgrades to the information technology infrastructureObjective 2: Evaluate and align staffing with priorities and programs Objective 3: Redesign work processes and work flows to match programs and services after strategic plan is created and

implemented Objective 4: Create and implement an annual evaluation of the management firm and develop an ongoing professional development

plan for the staffObjective 5: Review bylaws for best practices in board structure, composition and governance policies and procedures; review term

limits, succession planning, leadership development and the election process

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Final steps for completion of the plan by the Board, staff and operating committees

Conduct a program assessment against the plan to ensure all current programs either align with the new plan or are removed from inventory

Create and populate the tactical initiatives to operationalize the strategic plan

Create the evaluatory metrics for each objective and / or tactical initiative that supports it

Create the 2015 business plan and budget

About the Lead Facilitator

The facilitator is a former national, international and regional association CEO for 13 years and has written, published, or edited 100+ articles and several books on nonprofit association strategic planning, marketing, communication, governance and management topics, including several landmark articles on the nature of strategic planning and tying and benchmarking strategic plans to marketing and communications operations, and dues structures. Dr. Carey has touched the professional lives of thousands of nonprofit executives through his writings and teachings over the past 35 years. Dr. Carey’s unique ability to blend hard data research analysis with client needs and expectations to produce unique perspectives and proactive strategic and operational plan and advice is coveted by his client constituency.

Dr. Carey has just published as co-author, Outcomes, Performance, Structure: Three Keys to Operational Excellence, a guide to trade association operations grounded in Malcolm Baldrige process improvement methods and principles Dr. Carey, also the author of the 2014 Marketing and Communications Planning Guide and the 2014 Strategic Planning and Research Guide, was selected as one of the 12 most influential nonprofit and association executives by the Washington Business Journal, and is among the association industry’s few leading experts on integrated governance, strategic planning, and association management operations.

Dr. Carey is an alumni Malcolm Baldrige Quality Award for Performance Excellence Examiner and a 1986 charter class Fellow of the American Society of Association Executives and recipient of the ASAE and the Center for Association Leadership Chairman’s Award. He also was selected for the 2002, 2004 and 2006 Circle of Excellence Awards from MSAE for his compendium of governance, marketing and strategic planning courses in the field, through which over 5,000 association executives, volunteers and chief staff executives have been trained. Dr. Carey writes regularly for and sits on the Editorial Advisory Board of the Association Bottom Line Briefing, a monthly e-magazine sent to 15,000 association executives nationally, and has written the Association Trends Magazine yearly association trends and issues forecast. Dr. Carey, a retired military officer with a Silver and Bronze Stars among other citations and awards, lives with his family in the Washington DC area.

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Stephen C. Carey, Ph.D., CAE, FASAEPresident and Lead Strategist of AMMR Association Management Consultants

About AMMR--ASSOCIATION MANAGEMENT CONSULTANTS

AMMR specializes in conducting strategic planning facilitations, assessments, interventions, transition analysis and membership reviews in the key areas of:

• Program assessment and analysis• Strategic planning and research

• Governing board and staff management planning• Intervention and transition analysis and assistance

• Membership marketing and development• Member needs assessments and qualitative research

• Volunteer and staff training in governance, marketing and communications

• Staff retreats and executive search• Marketing & communications research and planning

See website at www.ammr.com for more details

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