FCRC Strategic Planning Committee 1st Meeting

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					                        FCRC- Consensus Solutions
                        Florida Conflict Resolution Consortium
            FCRC Strategic Planning Committee 2nd Meeting
                               October 2, 2008
       University Club, 6th Floor Boardroom (behind the Receptionist Desk)
                           Florida State University

                        Proposed Meeting Objectives

 Review of Results of First Meeting Results and Follow-up Survey
 Identification and Discussion of Strategies for FCRC Key Organizational
  Issues: Organizational Home; Staffing; Volunteers; Marketing; and Funding
 Agreement on Next Steps and Assignments

                             Draft Meeting Agenda

10:00         Welcome and Review of Meeting Objectives and Committee
              Workplan- Robert Rhodes, Chair
10:10         Review of 1st Meeting Summary, Outcomes and Interim Survey
              Results-Stu Langton
10:30         Overview of the Key Strategic Organizational Issues –Stu Langton
10:40         Organizational Home- Reviewing Current and Identifying Future
              Strategies
11:15         Staffing- Reviewing Current and Identifying Future Strategies
12:30         Working Lunch
12:45         Volunteers and Advisory Council- Clarifying Roles, Identifying
              Strategies
1:50          Next Steps, 3rd Meeting Agenda (Marketing, Funding and
              Partnerships) and Assignments
2:00          Adjourn
                   FCRC STRATEGIC PLANNING COMMITTEE
                       FIRST MEETING SUMMARY
                                      MAY 6, 2008
                  FSU UNIVERSITY CENTER, TALLAHASSEE, FLORIDA

Members participating: Bob Rhodes, chair, Bob Bradley, Sheri Coven, Charles Pattison, Dick
Pettigrew, Linda Shelley Staff: Stu Langton, Bob Jones
Members unable to participate: Debra Corkhill, Curt Kiser, Bill Bryant

Bob Rhodes welcomed members and suggested the charge to the committee is to
determine: Who are we? What do we want to be? What do we want to accomplish? How
should we proceed? Members agreed and suggested in the end we should also answer by
when, where and why. The chair suggested that an end product/deliverable of this strategic
planning effort might be to develop a 5-year business plan.

Stuart Langton, senior fellow, reviewed the following questions the Committee could
address at this meeting:

1. What is the vision of success, and what metrics should be used to determine progress
   and accomplishments?
2. What should be the mission?
3. What are the most important strengths, weaknesses, threats to, and opportunities for
   the Consortium to consider in planning for the future?
4. What should be its major activities and what are the priorities among them?
5. What strategies will help position the organization for maximum impact?

He then summarized the pre-meeting interviews he had with each member including the
“strengths/weaknesses/opportunities and threats (SWOT) facing the FCRC, as well as
identifying important strategic issues.

As a context for the mission discussion, members discussed and clarified the FCRC’s
strategic advantages and disadvantages, including: the need for a staff recruitment and
succession plan; the advantages and disadvantages of working within the SUS and at FSU in
particular; the need for more focused marketing; and consideration of broadening the menu
of services the FCRC provides. Members discussed balancing “independence and
neutrality” with little or no state recurring funding and a client focused strategy.

Members reviewed the current mission statement (“to bring people together to facilitate
consensus solutions to Florida's public problems’) and engaged in a far-ranging discussion
of key historic, strategic and organizational issues and suggestion (see Appendix #1) which
touched on the following formulations:

    A neutral resource for facilitating collaborative solutions to Florida’s challenges.
    A neutral resource for facilitating collaborative solutions.

FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                 2
    Facilitating consensus, developing collaborative solutions, enabling action.
    Facilitating consensus solutions to Florida's challenges.
      Facilitating consensus and develop solutions to Florida’s strategic challenges.
      Acts as a neutral resource for collaborative problem solving and action

The Committee asked Stu and Bob to work with the Chair to draft a mission and vision statement
consistent with the discussion for review by the Committee at its 2nd session. The draft mission and
vision statement is:

       The FCRC serves as a neutral resource in facilitating consensus, developing
       collaborative solutions and enabling action.

A initial conceptual vision statement emerged from the discussions answering the question what
would “success” in terms of achieving the Consortium’s mission look like over time. It suggested
the FCRC’s efforts will have produced the following successful outcomes:

      Collaboration is a widely shared and acknowledged value and leadership skill
      Florida’s ethic and approach to public challenges includes building consensus among the
       public, private and civic sectors to find and implement solutions at the local, regional and
       statewide level.

Members agreed that the vision would continue to be a work in progress and that one outcome of
the strategic planning process should be a change in the FCRC’s name to correspond with its
mission and vision and a business plan to guide the organization going forward. The members
agreed to take up and focus on key strategic organizational and leadership issues at its second
session and key relationships at its third and final session later in the year. Finally the Committee
agreed to meet in the afternoon immediately following the FCRC Advisory Council Meeting on
September 17, 2008, from 1:00 p.m. till 4:00 p.m..




FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                3
                                               APPENDIX #1
          FCRC STRATEGIC PLANNING COMMITTEE RECOMMENDATIONS

The FCRC Strategic Planning Committee offered many ideas for potential consideration
and further research on the future of the FCRC at its first meeting on May 6, 2008 in
Tallahassee. Following is an initial list of ideas organized in the three areas of focus for the
strategic planning committee:

I.        Core Issues: Mission, Vision and Services (May 6, 2008)

Mission/Vision (1st Meeting Outcomes)

         The FCRC needs a clear vision of success looking out 5 to 10 years.
         Change the mission to emphasize consensus solutions and enabling collaborative action and
          implementing plans.
         Priority focus should be on Florida, but occasionally, national projects should be
          undertaken for financial and marketing purposes
         Work assiduously to maintain image and reality of neutrality
         Do not change the designating Florida statute for the FCRC
         Change the brand name of the Consortium without changing its designated name

Location and Services (1st Meeting Ideas and Results of Interim Member Survey)

         Retain a university affiliation and maximize the relationship with FSU and the SUS/BOG.
         Expand services to address any major type of public policy issue in Florida consistent with
          the FCRC mission.
         Advocate and educate the public and public officials for consensual and collaborative
          processes in government in Florida.
         Expand services to include advising and consultation in regard to consensus and
          collaboration strategies and practices.
         Make services available to the private sector consistent with the FCRC mission as long as
          the Consortium’s neutrality can be assured.
         Engage in projects beyond Florida consistent with the FCRC mission that strengthen the
          organizational brand and staff capacity.
         Expand efforts to communicate the FCRC brand, value, and services through efforts such
          as an awards program.
         Expand training programs guided by strategic and revenue considerations.
         Develop a marketing plan and program.
         Develop a five-year business plan with clear goals and measureable objectives.


II.       Organization and Leadership (September 17, 2008) (1st Meeting Ideas for
          Consideration and Further Research)


FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                           4
          Opportunities are needed to increase volunteer involvement (e.g. Advisory Council) and
           financial contributions in support of the Consortium.
          The issue of succession of the Executive Director should be dealt with
          Efforts should be undertaken to maximize the relationship with FSU
          Communicate and market the values that underlay the services of the Consortium
          A strong marketing plan is needed
          Meet with President Wetherell as a part of strengthening FSU/FCRC relations
          Anticipate and address the challenge and opportunity of doubling staff capability whether it
           be full or part time
          Strengthen capacity and impact by working with partners

III.       Key External and Partnership Relationships (Fall, 2008) (1st Meeting Ideas
for
           Consideration and Further Research)

          Opportunities are needed to increase volunteer involvement (e.g. Advisory Council) and
           financial contributions in support of the Consortium.
          Promote the value of the Consortium through work through and assistance to the Board of
           Governors of the SUS. Build upon and make contacts through the Board of Governors
           contract on Community Engagement
          New champions for the FCRC should be sought in the legislature
          Establish a positive relationship with the Governor and his staff. Consider giving an award
           to the Governor for his commitment to inclusive/consensual values on climate change.
          Utilize strategic partnerships to expand FCRC capacity to meet mission.




FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                         5
                           FCRC- Consensus Solutions
                          Florida Conflict Resolution Consortium

           FCRC STRATEGIC PLANNING COMMITTEE
                  OCTOBER 2, 2008 MEETING

STRATEGIC ORGANIZATIONAL ISSUES AND KEY QUESTIONS
A. ORGANIZATION


   1. What should the FCRC do, if anything, to further strengthen its relationship
      with FSU?

       Draft Proposition (From Meeting 1 and Survey)
       Retain a university affiliation and maximize the relationship with FSU and the
       SUS/BOG.

          E.g. Contribute in the development of a “community engagement” strategy at
           FSU in advance of the 2010 Carnegie Community Partnership elective
           classification
          E.g. Continue to work closely with Bob Bradley, VP of Programs and Plans in
           getting guidance on strengthening the FCRC’s relationship with FSU.


   2. Should the FCRC establish or consider establishing a parallel organization to
      support its work and be the recipient of FCRC foundation grants?

          E.g. Create a parallel non-profit to receive foundation grants and conduct studies
           or provide services.

   3. Should the FCRC consider developing a strategy in the event that the FCRC
      losses leadership support and relations with FSU deteriorate to an
      unmanageable level?
          E.g. Explore alternate locations within and beyond the SUS (UF, FAU, TCC
           etc.) in coordination with legislative support.
          E.g. Explore transferring FCRC efforts to a non-profit.


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B. STAFFING


   1. What policies and plans should be established in regard to the eventual
      transition of the CEO?



          E.g. Secure recurring full funding to cover Director’s position and administrative
           assistant’s position and .25 of the professional positions. (This links with the
           Funding key questions below.
          E.g. Secure reserve funding that would allow full funding of 1-2 year’s for the
           Director and assistant to the director’s position/salary.
          E.g. Update the position description for the Director
          E.g. Establish the procedures for transition, including appointment of interim
           director and recruitment strategy.

   2. What should be the roles played by the CEO in going forward?



        E.g. Continue with a mix of administrative, project development and direct
         services.
        E.g. Focus more on project development and administrative.

   3. Does the current staffing pattern best facilitate the strategic plan going
      forward, the management of the organization, the securing of contracts for
      service and the securing of other funding?


       Current Staffing:
        The Director reports to FSU Vice President for Plans and Programs and
          Institute for Science and Public Affairs Director, Robert Bradley who is
          responsible for the performance review and the hiring/firing of the Director.
        The Director, in consultation with the Chair, is responsible for the hiring and
          firing of FCRC staff.
        Current staffing pattern: 6 professionals (5 FSU/1 UCF)
        3 non tenured faculty positions; 2 A & P
        Director (1), Assistant Director (1), Associate Director (FSU) (1)Associate
          Director (UCF) (1), Project Associate (1), Program Director & Business Manager
          (1) Web Master (1), Office Manager (1), Student Assistants(2), Student
          Researchers (1), Senior Fellow (1).


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C. VOLUNTEERS


   1. Should the responsibilities, activities, and composition of the volunteer
      Advisory Council be changed? If so, in what respects? Should there be plans
      for changes in membership and composition?

       Current roles, responsibilities and organization of the Advisory Council:
        The Council is chaired by the FSU Vice President for Plans and Programs and
          Institute for Science and Public Affairs Director, Robert Bradley. Appointments
          are made by the Director and Chair with advice from the Steering Committee
          with staggered and renewable terms for members.
        The Council was established in 1988 and early on, due to its designation at a
          “Type 2 BOR Center,” and the views of the founding Chair, it functioned as an
          advisory council and not a governing board.
        Based on its initial budgetary authorization in 1988, the Council was designed
          and formed to have representation of state, regional agencies and local
          government, federal and tribal government, environmental/citizen,
          private/business/legal, and academic/university related to its initial “growth
          management” focus.
        The Council meets two-times a year
        Its role has been to provide the Director and staff strategic advice, access and
          assistance. It does not have fiduciary responsibility for budgeting or other
          organizational matters.
        There are currently 30 members, 3 vacancies (water management districts,
          Florida Association of Counties and federal). 1 ex officio. The Director serves as
          a member. (See list of current members attached)

   2. Should the FCRC make greater use of volunteers? If so, in what ways?


   3. Are there other volunteer structures that should be created to advance the
      work of the FCRC?


D. MARKETING

Draft Proposition (From Meeting 1 and Survey)
Develop a marketing plan and program.




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   1. What should the FCRC do to better inform the public and potential clients of
      their services and success?
       Currently the FCRC utilizes its bi-annual newsletter to provide information on
          the Consortium’s services and projects. (See the current September, 2008 Leadership
          Letter issue with a 2 page insert description on the FCRC’s approach and services.) This also
          appears on the Website and is used in connection with meetings with potential clients.)
       Over the years, the Consortium has marketed itself and secured projects through
          word of mouth and repeat clients as well as through initiatives such as an annual
          awards program (Timer Powers Leadership Award 1991-2003), an annual report
          and the Leadership Letter.
       We are about to launch a new monthly online e-letter to supplement the
          newsletter.
   2. What are the best options for renaming and/or “rebranding” the FCRC?
       Following the May, 2008 Strategic Planning Committee meeting, the Director, as
        an interim step began downplaying the Consortium’s statutory name and using in
        correspondence:




                                  FCRC- Consensus Solutions
                                Florida Conflict Resolution Consortium
          For contracting purposes, the FCRC still needs to use the formal name. But it
           will use a name it finally chooses in a “doing business as” fashion.
          The newsletter is using the tag line: “Consensus Solutions, Collaborative
           Action.”
          Staff agreed that if we stay with the acronym FCRC, we refer to ourselves as the
           “Florida Consensus Resources Center” or the “Consensus Center.” We have
           engaged a graphic artist to help us craft a new logo that utilizes the acronym. (We
           will present the Committee with a candidate logo under consideration for
           feedback).
          Once we land on a new logo and look, we will redesign our website and our
           newsletter and letter head as well as a brochure.


E. FUNDING


   1. What are the agencies of government and the private sector that offer high
      potential opportunities for the FCRC to obtain contracts?
   2. What are the best strategies to market to and approach these agencies?


   3. Should the FCRC seek philanthropic support from foundations, corporations,
      and individuals? If so, who are the most high-potential candidates and how
      should they be approached?

FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                        9
   4. Should the FCRC consider offering membership to individuals and
      organizations? What membership services could it provide?




FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet   10
                                               FCRC- Consensus Solutions
                                             Florida Conflict Resolution Consortium
                                                 Morgan Building, Suite 236
                                                  2035 E. Paul Dirac Drive
                                                 Tallahassee, FL 32310-3700
                                          Phone (850) 644-6320 Fax (850) 644-4968
                                                  http://consensus.fsu.edu

                     The FCRC Statewide Advisory Council, September, 2008

      The Council meets two-times a year with a focus on strategic advice, access and assistance.
      Appointments are made by the Director and Chair with staggered and renewable terms for members.

                            Current Advisory Council Composition and Membership

Chairman                                      Robert B. Bradley, PhD, Vice President for Planning and Programs, FSU
State (7)
Legislative                                   Rip Colvin, Legislative Committee on Intergovernmental Relations, Tallahassee
DCA,                                          Sheri Coven, Intergovernmental Affairs Coordinator. Tallahassee
DEP,                                          Larry Morgan, Assistant General Counsel, Tallahassee
DOT                                           Kathy Neill, Director, Office of Policy and Planning, Tallahassee
FWC                                           Maryann Pool, Director, Office of Policy and Stakeholder Coordination
DACS                                          Andy Rackley, Director, Environmental Agriculture Services
Executive Office of the Governor              Debra Corkhill, Coordinator, Office of Tourism, Trade and Economic
                                              Development
Regional Agencies (2)
Regional Planning Councils                    Terry Joseph, Executive Director, West Florida Regional Planning Council
                                              Barbara Sheen Todd, Clearwater, Tampa Bay Regional Planning Council
Water Management Districts                    Vacancy
Local Government (3)
County                                        Vacancy, Florida Association of Counties
                                              Marsha Hosack, Intergovernmental Relations, Sarasota County
                                              Arthur Anderson, Election Supervisor, Palm Beach County
City                                          Rebecca O’Hara, Deputy General Counsel , Florida League of Cities, Inc.
Federal Government ( )    Vacancy
Tribal Government (1)             Joe Quetone, Florida Governor’s Council on Indian Affairs
Environmental/Citizen (5) Charles Pattison, 1000 Friends of Florida, Tallahassee
                                              Bernie Yokel, National Audubon Society, Maitland
                                              Richard Pettigrew, Florida Audubon, Miami
                                              Vicki Tschinkel, Chair, 1000 Friends of Florida, Tallahassee
                                              Alex Magree, Florida Chapter, American Planning Association
Private/Business/Legal (6)                    Robert Rhodes, Foley & Lardner, Jacksonville
                                              David Powell, Hopping, Green, Sams & Smith, Tallahassee
                                              Curt Kiser, Holland & Knight, Tallahassee
                                              Bill Bryant, Akerman Senterfitt, Tallahassee

FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                                    11
                                 J. Allison DeFoor, Earthbalance, Tallahassee
                                 Linda Shelley, Fowler, White Tallahassee
Academic/University (6)          Robert Bradley, PhD, Vice President for Planning and Programs, FSU
                                 G. Steven Pfeiffer, General Counsel, New College, Sarasota
                                 Bob Jones, Director, FCRC, FSU
                                 Jim Murley, Director, Center for Environmental Solutions, FAU
                                 Dick Pegnetter, Dean, College of Business, FGCU
                                 Marilyn Crotty, Director, IOG, UCF
Ex Officio (1)                   Sharon Press, Director, Dispute Resolution Center, Fl. Supreme Ct.


                  FCRC Strategic Development Committee (2008-09)
Robert Rhodes, Chair, Foley & Lardner, Jacksonville
Robert Bradley, Vice President for Planning and Programs, FSU
Bill Bryant, Akerman, Senterfitt, Tallahassee
Debra Corkhill, Governor’s Office, Coordinator, Office of Tourism, Trade and Economic Development
Sheri Coven, Director of Intergovernmental Affairs, DCA, Tallahassee
Curt Kiser, Holland and Knight
Jim Murley, Director, FAU Center for Urban and Environmental Solutions, Ft. Lauderdale
Charles Pattison, Executive Director, 1000 Friends of Florida, Tallahassee
Richard Pettigrew, Miami
Linda Shelley, Fowler, White, Tallahassee




FCRC Strategic Planning Committee, 2nd Meeting, October 2, 2008 Agenda Packet                       12

				
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