Association of State Floodplain Managers STRATEGIC PLAN 2007 by hands2urself

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									     Association of State Floodplain Managers
                                STRATEGIC PLAN




                                      2007 – 2012




                                  ASFPM MISSION
 The mission of ASFPM is to promote education, policies, and activities that
  mitigate current and future losses, costs, and human suffering caused by
flooding, and to protect the natural and beneficial functions of floodplains –
                    all without causing adverse impacts.




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                                TABLE OF CONTENTS

I.      INTRODUCTION BY THE CHAIR OF THE BOARD OF
        DIRECTORS..................................................................... 4

II.     ORGANIZATIONAL HISTORY AND PROFILE................... 5

III.    ASFPM PRIORITIES ........................................................ 8
        A.      Critical Issues: Discussion & Strategies .............................................. 8
                Training (Critical Issue #1) .................................................................................................8
                Communicating the Benefits of ASFPM to Members and Marketing to Potential Members
                        (Critical Issue #2) ...................................................................................................9
                Strengthening State Floodplain Management Programs (Critical Issue #3)....................10
                Enhance Relationship between ASFPM and Chapters (Chapter Relations) (Critical Issue
                        #4) ........................................................................................................................11
                Developing Federal Leadership and Integration of Floodplain Management Activities
                        (Critical Issue #5) .................................................................................................12
                Develop ASFPM Leadership (Critical Issue #6) ...............................................................13
                Improvement of Website and Database Management (Critical Issue #7) .......................13
                Develop Plan of Action for Future of Executive Office (personnel, location, etc.) and
                        ASFPM Finances (Critical Issue #8) ...................................................................14
        B.      5-Year Program Strategic Goals & Objectives .................................... 14
                Certified Floodplain Manager (CFM) Program (Program issue #1).................................14
                National Conference (Program issue #2) ........................................................................15
                No Adverse Impact (NAI) (Program issue #3) ..................................................................15
                National Policy Issues (Program issue #4) .......................................................................15
                Project Management (Program issue #5) .........................................................................16
                ASFPM Foundation (Program issue #6) ...........................................................................16
                National Awards (Program issue #7) ................................................................................17
        C.      5-Year Management/Operations Strategic Goals & Objectives ......... 17
                Membership (Five year goals #1) .....................................................................................17
                Board of Directors and Policy Committees (Five year goals #2) ......................................17
                Resource Development (Five year goals #3) ...................................................................18
                Systems (Information and Financial Software) (Five year goals #4) ................................18
                Staffing and Benefits (Five year goals #5).......................................................................18
                Marketing, outreach and Public Relations (Five year goals #6) .......................................18

APPENDICES ........................................................................ 19




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I.      INTRODUCTION BY THE CHAIR OF THE BOARD OF
        DIRECTORS

On behalf of the board, staff and volunteers of the Association of State Floodplain Managers (ASFPM), it
is our privilege to introduce the strategic planning document for 2007-2012.

This plan is the culmination of 24 months of intense work by the staff, Board members and many of you.
During that time period, surveys of the membership and Certified Floodplain Managers were conducted,
two board retreats were held, one Administrative Council brainstorming meeting was held, and much
statistical data were gathered. Our board, combined with staff was the “strategic planning committee”
and this effort truly represents a diverse set of opinions, solutions, and strategies centering on the focus of
the ASFPM: To reduce the impact of floods on the nation and preserving/enhancing the natural and
beneficial functions of floodplains.

We evaluated strengths, weaknesses, opportunities and threats to the ASFPM, and identified critical
issues that either are or will be emerging over the planning time period. Current programs/functions were
analyzed, and new programs/functions were identified. Perhaps the greatest of these is the increasing
demand for training and continuing education, largely due the success of the Certified Floodplain
Manager (CFM) program. Nationwide, we have over 3,500 CFMs and all are required to fulfill
continuing education requirements. Also, as an organization, we are transitioning from a small-medium
size to a medium-large size. With that transition comes challenges, whether it be office staffing, or how
we are structured to meet the never ending demands on our time and input to promote effective floodplain
management.

From a policy standpoint, we continue to face many challenges and opportunities. Whether it is the array
of FEMA’s floodplain management programs (Flood Map Modernization, Hazard Mitigation Grant
Program) and their continued uncertainty as an organization, to the constant struggle to find resources for
USGS to have a critical network of streamgages to provide the base data on which so many floodplain
management are based, there are no shortage of opportunities to provide input and effort. Programs of the
Corps of Engineers, Natural Resource Conservation Service, National Park Service, and Environmental
Protection Agency are all important contributors to effective floodplain management. At the state and
local levels, floodplain management is transforming into a more integrated approach that involves
managing stormwater, traditional floodplains, and open spaces. Technology is rapidly changing how we
identify and model floodplains, whether future conditions are incorporated or economic modeling to
support decision making is conducted. Also, more states are organizing state level floodplain
management organizations to meet challenges at home. Lastly, the policy implications and reality of
implementing programs in a post-Katrina environment will provide unprecedented challenges and
opportunities to the Association and our members.

The bottom line is that progress in floodplain management is about the people involved. This holds true
for the ASFPM. Without volunteers, we would be a stagnant organization with little hope of future
success. Luckily, for the ASFPM, our volunteer efforts have traditionally been extremely strong, and as
an organization, we have been successful on many levels. Thank you for your interest, effort, and time in
support of the ASFPM!




        Pamela Pogue, Chair                                         Chad Berginnis, Immediate Past Chair



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II.      ORGANIZATIONAL HISTORY AND PROFILE

As with many organizations, the Association of State Floodplain Managers (ASFPM) was
formed to present a united front to a “common enemy”. In the early 1970's, the National Flood
Insurance Program (NFIP) had both a positive and negative impact on state and local programs.
The NFIP encouraged good floodplain management, something the states supported, but it was
based on floodplain maps that often ignored or even violated state standards, thus not meeting
the needs of communities.

The Federal Emergency Management Agency’s issuance of a policy on state reviews of flood
insurance maps proved to be a catalyst. Five of the six states in Region V (Illinois, Indiana,
Ohio, Michigan, Minnesota, and Wisconsin) had statutory authority that affected regulatory
mapping. Several of them had floodplain management programs that pre-dated the NFIP. It
appeared that the federal government was disregarding state law as well as overlooking
important allies in working with local governments. In 1976, the NFIP Coordinating offices
from the six states formed a loose association to deal with the NFIP.

From 1976 to 1982, the Association began to reposition its attention from reacting to NFIP
efforts to outreach with others. Each year, the attendance at the annual meeting grew, as more
states participated. Encouraged with funding support from the Federal Insurance Administration
(FIA—at that time in HUD, then FEMA), the Association began a quarterly newsletter and
became the voice of local and state floodplain managers with all pertinent Federal agencies,
especially policy offices such as the Water Resources Council and The White House Office of
Domestic Policy. During those years, the official organization of the Association took form with
a constitution, membership dues, a Board of Directors, standing committees, a budget, and a
logo. It became a tax exempt non-profit in 1988. State programs grew too, particularly after
1980 when FEMA's State Assistance Program began.

1982 was a watershed year. The annual conference, held in Madison, Wisconsin was the first
with a technical program oriented more toward training participants than reacting to federal
programs. That year also saw the creation of the first state floodplain management association in
Arizona. Since 1982, this mostly volunteer organization has continually expanded in two
important areas: Service to Members and Federal Relations. ASFPM was instrumental in
heightening interest in reforming the National Flood Insurance Program in the late '80s. Over a
six-year period, Congress frequently requested information from the Association while preparing
legislation, which resulted in ultimate passage of the NFIP Reform Act of 1994. Requests from
Congress for input to various federal programs are continuous and sincere.

The ASFPM supports comprehensive non-structural and structural floodplain management to
achieve wise use of the nation’s floodplains and related water resources. The ASFPM believes
that, through coordinated, well-informed efforts, the public and private sectors can:

•     Reduce loss of human life and property damage resulting from flooding,
•     Preserve the natural, beneficial and cultural functions of floodplains, and
•     Avoid actions that exacerbate flooding on others, now and in the future.


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The Association’s capabilities advanced over the years and the ASFPM worked more and more
with other national organizations. The focus was on common issues such as floodplain
management, dam safety, disaster assistance, wetlands protection, coastal zone and
multi-objective management, watershed management and river restoration and most recently, on
No Adverse Impact (NAI).

Relations with federal agencies were also advanced by a growing interest in Congress in the
Association's positions and suggestions. Numerous ASFPM suggestions have been incorporated
into law or included in new federal programs, such as aspects of flood insurance to address
repetitive losses, post-disaster mitigation funding, the Community Rating System, a national
council on mapping standards and of course, the major increase in funding for Flood Map
Modernization begun in FY’03. ASFPM Members are or have been represented on these various
national committees and work groups. Examples of such groups include the NFIP Evaluation
Steering Committee; Community Rating System Task Force; Multi-Hazard Mitigation Council
(Advisory to FEMA); USGS Advisory Committee on Water Information (ACWI); Interagency
Committee on Dam Safety (ICODS); Heinz Center Coastal Study; Natural Hazards Center
Advisory Committee, University of Colorado-Boulder; NSF project to outline a hazards
curriculum for the nation’s colleges; ASFPM Foundation; and the joint U.S. Army Corps of
Engineers and FEMA Interagency Flood Risk Management Committee as well as the USACE
Risk and Uncertainty work group.

The Association's service to its members has also grown significantly as its membership has
grown to over 9,000. From four newsletters a year in 1982, publications now include twelve
newsletters each year, an annual national Directory of Floodplain Managers, annual conference
proceedings, a periodic comprehensive status report on state and local floodplain management in
the nation, and numerous research, topical and technical reports. An Executive Office was
established in 1996. The original staff of two has grown to nine, who continue to rely heavily on
the volunteer efforts of our members to accomplish our numerous activities.

The ASFPM annual conference now attracts over 1,000 participants who come for the training,
technical and policy updates, and invaluable networking with fellow professionals. The
Association also conducts a number of other conferences on special topics, such as community
mitigation planning and implementation, arid regions flooding, coastal flooding, multi-objective
management, river restoration, stormwater management, legal development issues affecting
flooding, floodproofing, etc. In addition, periodic special interest seminars such as buy-out
workshops address many important issues of the day for members and communities.

Other membership services include awards to recognize programs and persons who have done
outstanding work in flood hazard management and a college scholarship award in cooperation
with the New England Floodplain and Stormwater management Assn. and the ASFPM
Foundation.

The ASFPM Foundation was created in 1997 to “attract funds that support, through research and
education, training and public awareness, projects and programs that will lead to the wise
management of our nation’s floodplains." Foundation donations to date have supported the
development of the national professional certification program, No Adverse Impact publications
and case studies, a college course on floodplain management and river systems, and a specialized


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flood property acquisitions conference. In 2004 the Foundation sponsored the first annual
Gilbert F. White National Flood Policy Forum in collaboration with the National Academies
Disasters Roundtable. The issue for the first Forum was “Reducing Flood Losses: Is the 1%
Chance (100 year) Flood Standard Sufficient?” Over 80 national experts participated, and a
report of the issues was published in mid 2005.

In 1999, the ASFPM Certified Floodplain Manager (CFM) Program was initiated. It was
developed over a period of years by the ASFPM Professional Development Committee, working
with a 10 member Certification Board of Regents. The goals of professional certification are to:
1) advance the knowledge of floodplain managers, 2) enhance the profession of floodplain
management, and 3) provide a common basis for understanding floods and flood loss reduction
approaches. There are over 3,500 CFMs in the nation, with the program growing by 20-30%
each year.

In order to broaden public awareness and provide a stronger unified voice for local communities,
the Association supports the creation and function of state floodplain management associations
and encourages Chapter membership in ASFPM. Chapters provide an opportunity for local staff
to meet and exchange with their peers, provide input to state programs and standards, and avail
themselves of training and workshop opportunities to enhance professional knowledge and
standing. Chapters also provide a vehicle for input to the national association and thus on
national programs and policy that impact local communities. There are presently 24 Chapters
representing 26 states. Additionally, a number of other states have formed associations and are
working toward Chapter status.

The Association maintains a website www.floods.org which details Association activities,
conference information, tools for reducing flood losses, goals and actions of the 14 policy
committees, key policy papers, publications to assist communities and states, Congressional
testimony, and other matters of interest to members and those concerned about flood loss
prevention in the nation. A major upgrade of our information technology and web capability
(begun in 2004) will result in the ability to conduct e-commerce and allow members to manage
their information online, in addition to having the ability to host on-line discussion forums.

Currently, ASFPM Membership stands at over 9,000 – when including both direct and chapter
members. Any direct member except federal employees can serve on the Board of Directors. We
have scores of Corporate and Agency partners who help make the Association stronger and more
balanced. Our annual budget is now over $1 million.

ASFPM has come a long way from a loose association of six state offices to a national
organization representing 9,000 floodplain managers at all levels of the public and private
sectors. Instead of a "common enemy", we now have common goals and close ties with the
federal agencies and other associations that impact floodplain management. Instead of focusing
on a few government programs, our conferences, training, publications, and the nationally based
efforts of our committees and officers now work toward mitigating flood losses in the nation and
furthering the profession of floodplain management through the integration of numerous
programs, policies and resources.




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III.    ASFPM PRIORITIES

This section is the heart of the strategic plan. It sets the ASFPM vision for the next five years by
identifying critical issues, and setting 5-year goals and objectives.

Subsection A identifies Critical Issues. Critical issues are those that were identified as a result of
gathering data from surveys, SWOT analysis, and input from the Executive Board. These issues
were identified as likely to be the most significant facing the ASFPM in the next five years.
They may have been labeled “critical” because they represent either a strategic opportunity or
threat. After identification of the issue, a short discussion of why the issue is critical is
presented. Then, the critical issue is followed a vision of how the critical issue is transformed to
a desired state. Finally, one or more strategies are identified to achieve the desired state.

Critical issues can focus on a national policy issue, a programmatic area that needs to be created
or improved, or a management function. For this reason, the critical issue and strategies
developed to address it may also be included in the 5-year program and management/operations
strategic goals and objectives in subsections B and C.

5-Year Strategic Goals & Objectives for Programs and Management/Operations in Subsections
B and C identifies long term, strategic goals and objectives. Goals are outcome statements that
guide the ASFPM’s programs and management/operations functions. For the ASFPM as a
whole, for example, the ultimate goal is the purpose spelled out in the mission statement.
Similarly, the ASFPM’s programs, program groups (a collection of related programs), and
management/operations functions need to be guided by their own “mini-purposes” that is, their
own goals. Strategies are a list of broad approaches that over the 5-year period will achieve the
goal. An objective is a precise, measurable, and time-phased result that will be developed in
yearly work plans to support the achievement of the goal. Each goal usually has one or more
strategies that my have one or more yearly objectives. The objectives in this plan typically cover
a timeframe of three to five years (as differentiated from an annual goal or objective which has a
timeframe of one year).

From these critical issues and 5-year goals and objectives, annual goals and objectives are
developed and passed by the ASFPM Executive Board at the board meeting conducted during
the ASFPM Annual Conference.

A.      Critical Issues: Discussion & Strategies

TRAINING     (CRITICAL ISSUE #1)
An ASFPM assessment of the environment and current issues identified the desire and need for
the development and deployment of training to floodplain managers, and especially Certified
Floodplain Managers (CFMs), as a critical need. Surveys, conducted by the Certification Board
of Regents of CFMs and one sent to all ASFPM members supported this conclusion. Given that
CFMs have been growing at a double digit rate annually, there is a demand for training to meet
the Continuing Education Credits requirement for CFMs. The ASFPM Board has adopted this
strategy and its implementation as a top priority.


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Currently there are several entities within ASFPM that are involved at least somewhat in
training: The Certification Board of Regents, the Training Committee and Professional
Development Policy Committee, ASFPM Chapters, the staff in the Executive Office and
individuals. It will take the collective efforts of all of these and collaboration with others such as
FEMA, EMI, government agencies, States, consultants and other partners to implement this
training strategy.

Vision Statement:
Develop a consistent, comprehensive training curriculum and delivery system and make it
available to members, Federal agencies, State agencies, local government, State chapters,
Citizens, Special interest groups/other professions i.e.; architect, engineer, surveyor.

        Strategy:
        1. Create training committee to oversee development of training strategy and establish
            annual goals and objectives
        2. Establish mechanism for development of standardized training modules
        3. Secure funding for training modules
        4. Establish state FPM office mentoring program so state floodplain managers are better
            enabled to train local officials
        5. Integrate training strategies of CBOR, the Training Committee and the Foundation
        6. Work with policy committees to assess their training needs and the training needs
            they perceive are needed at the community level and for their policy issues

COMMUNICATING THE BENEFITS OF ASFPM TO MEMBERS AND MARKETING TO
POTENTIAL MEMBERS (CRITICAL ISSUE #2)
As the ASFPM has grown, so has the diversity of its membership. Direct, dues paying members
to the ASFPM has grown tremendously since 2002 when the CFM program began gaining
visibility. In 2002 and 2003, membership grew 45% and 36% respectively. At the same time,
membership as a result of an individual being a member of an ASFPM chapter has grown
significantly. In 2003, total membership (direct plus members of ASFPM chapters was in the
6,000 to 6,500 range. Today, it stands at over 9,000.

ASFPM has had a long tradition of benefiting members by becoming active after large,
catastrophic flood events. In the Great Midwestern Floods of 1993, ASFPM hosted several
workshops in the affected areas to discuss policy issues and mitigation measures. ASFPM’s
efforts after the 1993 event were instrumental in changing national policy leading to the focus on
acquisition/relocation of floodprone homes and the increased usage of the Hazard Mitigation
Grant Program. After Hurricane Katrina in 2005, ASFPM again became involved in the
affected area by coordinating the Emergency Management Assistance Compact (EMAC) for
floodplain managers and hazard mitigation experts as well as facilitating a joint conference of the
Mississippi and Louisiana ASFPM chapters to help their members understand and obtain
mitigation resources. ASFPM will continue to assist affected communities and states in long
term recovery and mitigation.

In 2003, the International Policy Committee worked to develop a brochure marketing the
ASFPM globally, identifying the ASFPM as an “International Association.” Indeed, the ASFPM


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whether through participation in international conference and exchange programs, supporting
floodplain management and training initiatives around the world, or participation in specialized
projects such as working with the Honduran government after Hurricane Mitch to implement
flood warning systems, the potential for international growth (in both membership and activities)
as well as sharing our members expertise in hazard reduction could be significant.

Vision Statement:
Every ASFPM member and partner recognizes the values of membership, the accomplishments
of ASFPM, and the services that the association can provide to members, local, state and federal
programs and to floodplain management.

        Strategy:
        1. Summarize accomplishments in handout format, on web
        2. Deliver the message through newsletters and chapters
        3. Determine feasibility of using a marketing student intern
        4. Need to communicate the services to members, such as publications, certification, and
            need a work group to work out a detailed work plan
        5. Strengthen the awareness of ASFPM to state associations
        6. Have an ASFPM presence at all state association annual functions

STRENGTHENING STATE FLOODPLAIN MANAGEMENT PROGRAMS                             (CRITICAL
ISSUE #3)
For three decades, state and local governments have demonstrated a strengthening commitment
to reducing flood losses and preserving natural floodplain functions by embracing the broad and
ever-changing field of floodplain management, flood mitigation and the National Flood
Insurance Program (NFIP). However, in the last several years of strained budgets of the State
and local governments, State and local staff have been forced to do more with less. In addition,
their responsibilities have been increasingly tied to larger, more complex floodplain and
watershed management issues, flood mapping issues (with the introduction of the nationwide
Map Modernization Program), and mitigation activities.

In 2003 ASFPM published two publications: Floodplain Management 2003: State and Local
Programs and Effective State Floodplain Management Programs. The former identified trends
and issues in contemporary floodplain management. The latter developed a guide for state and
federal policy makers in developing stronger state floodplain management programs.

To be effective, the NFIP needs an effective and strong state program. Inherently, the NFIP is a
land use program and land use authority does not exist in Federal authority, rather it only comes
from state authority. Ergo, the NFIP is dependent on strong state programs. Research indicates
that local communities have more effective floodplain management programs where states have
experienced staff that comes from a variety of disciplines.

Many state agencies can undertake activities that can either increase or decrease flood losses.
Strong, broad-based State programs (that include the NFIP but go beyond it) will enhance
interagency collaboration and thereby better address floodplain management issues.




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Vision Statement:
Each state has its own floodplain management program that augments and complements the
federal floodplain management strategy and that meets national standards

        Strategy:
        1. Establish a national model certification or standard based on ASFPM guidance, e.g.,
            “Effective State Programs” where a state would voluntarily be reviewed by a peer
            group which would certify various elements the state program. Establish a work
            group with ASFPM and state flood program representatives to work out a detailed
            approach, and an approach to funding. Elements could include:

            a.      State NFIP State Coordinator (or all of state NFIP staff) is a CFM
            b.      States and chapters provide support to one another
            c.      State staff have continuing professional development
            d.      State programs incorporate NAI
            e.      States promote CFM

        2. Continue to support mechanisms from federal agencies (FEMA, USACE, NRCS,
           NOAA, USGS, EPA, NWS, RTCA, HUD) that provide support for effective state
           flood loss reduction programs

ENHANCE RELATIONSHIP BETWEEN ASFPM AND CHAPTERS (CHAPTER
RELATIONS) (CRITICAL ISSUE #4)
State and local flood loss reduction efforts are often dependent on national programs and
policies. State associations becoming chapters of the ASFPM provides the ability to express
member concerns about national programs and policies in order for them to work more
effectively at the implementation level.

Due to the tremendous growth in Chapter membership, ASFPM recognizes the need to have a
presence at Chapter meetings, conferences, and the provision of assistance to chapters. ASFPM
provides web hosting services, membership management, conference/workshop logistics, and
publication development/publishing for chapters. Historically, ASFPM has also lent support to
state policy initiatives that would enhance floodplain management and voiced concerns on state
policy initiatives that would result in diminished ability for effective floodplain management.

ASFPM believes that states with strong chapters have more effective networking and education /
outreach which results in a stronger program at the local level. ASFPM continues to support the
development and growth of local chapters.

Vision Statement:
Every state is covered by a strong and active ASFPM chapter that provides an effective level of
service to its members and its communities.

        Strategy:
        1. Enable chapters to provide services/activities including:
             a.    Training locals
             b.    Supporting state programs


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             c.       Obtains support from ASFPM and provides input to ASFPM policies and
                      activities
        2.   Enhance the chapter services that the ASFPM already provides such as membership
             management, and web space hosting
       3.    Enhance the chapter services by providing services not currently offered by ASFPM
             by determining the feasibility and implementing, if feasible:
             a. Training Chapter officers
             b. Hosting opportunities for Chapter officers to meet and talk with each other
             c. Create a work group with Chapter representatives and Chapter directors to work
                 out the details
        4.   Encourage Chapters to have an ASFPM presence at their conferences
        5.   Establish workgroup to analyze the financial and benefit relationship between the
             Chapters and ASFPM
        6.   Encourage grass roots efforts in state associations

DEVELOPING FEDERAL LEADERSHIP AND INTEGRATION OF FLOODPLAIN
MANAGEMENT ACTIVITIES (CRITICAL ISSUE #5)
The ability of the Federal government to integrate flood programs and policies has continued to
diminish since the demise of the Water Resources Council in the early 1980s. This has been
exacerbated by the tightening of Federal budgets and loss of Federal staff in flood related
programs. There have been both successes and failures in integration over the last 25 years
highlighted by events following major disasters.

ASFPM finds itself taking an increased role in getting Federal agencies to work together to make
related policies and programs work effectively and identify conflicting policies. An example is
that ASFPM is working closely with the Corps of Engineers and FEMA regarding the policy
conflicts in federal levee policies related to construction standards, mapping, operations and
maintenance, and flood insurance requirements. Another example was the Source Water Round
Table we hosted for EPA involving many agencies and organizations.

In 2004 the ASFPM Foundation hosted the first Gilbert F. White Forum which brought together
experts and senior agency officials to tackle a critical policy issue (100 year flood standard). The
Foundation will continue to host such Forums on critical flood policy issues and provide the
results from this exercise to the agencies in charge of implementing such policies.

Vision Statement:
All Federal agencies communicate and coordinate with each other to augment and complement a
national flood loss reduction strategy.

        Strategy:
        1. Support the formation of either a formal or informal federal interagency coordination
            mechanism that also has state input.
        2. Use the Foundation Forum or other mechanism such as a roundtable, as a means of
            bringing all federal agencies together to integrate national flood policies
        3. Promote interagency coordination through continuing dialogue with senior
            administration offices, specifically OSTP, CEQ & OMB



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        4. Develop projects that promote interagency coordination like the source water
           protection roundtable

DEVELOP ASFPM LEADERSHIP (CRITICAL ISSUE #6)
ASFPM is built on the strength and commitment of its volunteers. To continue its effectiveness,
ASFPM needs to constantly develop and maintain effective leaders within the organization.
ASFPM has mechanisms to develop leaders through participation in Committees and ascending
to chairing Committees, participation on the Board of Directors, and other leadership
opportunities. ASFPM must be able to provide the tools, skills, knowledge, and abilities and
reward those who volunteer their time and effort.

Vision Statement:
To develop and maintain an effective, active, and informed Board of Directors, policy
committees and others whose governance and support roles help achieve ASFPM’s mission.

        Strategy:
        1. Identify incentives/rewards and methods for engaging/encouraging activity in policy
            committees and other leadership positions
        2. Review the policy committee’s structure and adjust to improve effectiveness
        3. Explore better and more formal but efficient ways of reporting activity
        4. Identify ways to utilize past officers’ experiences
        5. Utilize conference calls/retreats with the Board and committee chairs
        6. Encourage every policy committee to develop a yearly work plan and report follow-
            ups or updates on their goals and objectives
        7. Explore additional opportunities to get Regional Directors and Chapter Directors
            involved
        8. Establish a “leadership academy” to mentor, groom and train ASFPM leaders.

IMPROVEMENT OF WEBSITE AND DATABASE MANAGEMENT                         (CRITICAL ISSUE #7)
For a long time, the ASFPM has maintained a web site and a membership database. However
the demands on the existing system increased significantly with the database needs to support the
CFM program and the increasing complexity/depth of what constitutes an informational and
effective website. The Information Technology function has grown to over a half FTE in the
Executive Office and is expected to grow further.

ASFPM members have expressed a desire to have the ability to manage their membership
information on-line (e.g., review approved CECs for their CFM certification) as well as register
for conferences. The media, agencies, decision makers, researchers and others all utilize the
website as a vehicle for information dissemination, research, access to publications and to obtain
the ASFPM’s position on a variety of policy issues. The ASFPM website is increasingly being
utilized as evidenced by the approximately 400,000 monthly hits it receives.

Vision Statement:
To operate a fully functional, interactive, section 508 compliant website and have a robust and
efficient information technology system.




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        Strategy:
        1. Executive Office will continually analyze IT and website systems
        2. Work to have the website provide: Online training; online certification status
            viewing, membership management, membership information, conference registration;
        3. Develop procedures for sustainable web maintenance and updates.
        4. Reestablish a web advisory committee to assist webmaster with web related issues,
            strategies, problems

DEVELOP PLAN OF ACTION FOR FUTURE OF EXECUTIVE OFFICE (PERSONNEL,
LOCATION, ETC.) AND ASFPM FINANCES (CRITICAL ISSUE #8)
ASFPM started as a strictly volunteer organization. After five years, ASFPM was able to hire
staff, on a part-time basis. From this modest beginning, staff has been added to keep up with
membership growth, new initiatives, and to serve member needs and fulfill the Association’s
goals and objectives. Currently there are nine staff positions in the Executive Office.

As ASFPM has grown, it has been careful not to exceed its financial resources. Revenue sources
come from a combination of dues, conference/workshop proceeds, and projects. The
organization is currently in a sound financial position with reserve funds invested in very low
risk investments. As recently as 1999, the ASFPM’s reserve funds were nearly non-existent.
Since that time steps have been taken to shore up the operating budget and provide for an
appropriate reserve fund.

Vision Statement:
Grow and maintain continuity of the executive office to meet the needs of an expanding
membership

        Strategy:
        1. Continually evaluate Executive Office staffing levels to serve member needs and
            meet the Association’s goals and objectives all within the financial resources of the
            organization
        2. Develop a rolling 5 year financial plan that identifies the necessary operating funds to
            run the organization and maintain sufficient reserves
        3. Update Conference Manual and Policy and Procedures Manual as needed

B.      5-Year Program Strategic Goals & Objectives

Program goals are for those areas where functionally the ASFPM has a “program” even though it
may not have an official title or name. Also, as 5-year strategic goals and objectives, these are
different than annual goals and objectives which are much more detailed.

CERTIFIED FLOODPLAIN MANAGER (CFM) PROGRAM                       (PROGRAM ISSUE #1)
Goal 1: Recognize Floodplain Managers’ basic knowledge of floodplain management through
examinations and certification.
        Strategies:
      a.       Encourage self-study and attendance at training activities by requiring testing to
               obtain certification


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        b.      Promote state-specific exams
        c.      Maintain national certification standards for floodplain management
        d.      Coordinate training strategy with CBOR, Training Committee and federal partners
        e.      Make the CFM Program accessible
        f.      Administer the CFM Program in an effective and efficient manner
        g.      Ensure communities have competent and knowledgeable CFM staff.

NATIONAL CONFERENCE              (PROGRAM ISSUE #2)
Goal 1: Provide an annual training and networking opportunity for FPMs to share information
and ideas for reducing loss of life and/or property due to flooding.
       Strategies:
       a.       Provide training in the broad aspects of floodplain management
       b.       Provide an environment to maximize networking opportunities
       c.       Undertake monitoring and evaluation to make sure the conference meets the
                needs of the attendees
       d.       Provide exhibits to educate attendees on the products and services available to
                them
       e.       Provide a venue to network horizontally and vertically for Federal agencies whose
                programs contribute to floodplain management
       f.       Provide a collaboration opportunity for other organizations and nations.

NO ADVERSE IMPACT (NAI) (PROGRAM ISSUE #3)
Goal 1: Seek to incorporate aspects of NAI in Federal, State, and Local floodplain management
and community development and planning programs.
       Strategies:
      a.      Continue to find effective means to distribute NAI information and publications
      b.      Develop and deploy NAI training to Chapters and States and others
      c.      Work with leadership of agencies and other organizations to incorporate and
              promote NAI approaches
      d.      Continue to update NAI materials such as how-to guides, case studies, success
              stories, and legal aspects
      e.      Promote NAI at national and chapter conferences and other venues
      f.      Quantify the economic benefits of NAI
      g.      Enhance NAI section on the website
      h.      Re-evaluate NAI every 5 years

NATIONAL POLICY ISSUES (PROGRAM ISSUE #4)
Goal 1: Ensure that ASFPM has a clear position on all vital national FPM issues
       Strategies:
      a.      Have each Committee identify a minimum of 5 vital policy issues annually and
              include them in the Committee’s goals and objectives for the coming year
      b.      Ensure that a position has been established by Board of Directors for each issue
              where a position does not currently exist
      c.      Seek opportunities to bring Committee Chairs together for annual retreat
      d.      Conduct a review of National Flood Programs in Review 2000; update by June
              2007


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Goal 2. Build support for ASFPM’s positions on flood policies and programs
       Strategies:
       a.     Disseminate the positions via newsletter articles, presentations to meetings,
              website summaries, etc.
       b.     Make sure the membership has input to and is aware of ASFPM’s positions
       c.     Review position papers with appropriate stakeholder organizations to seek their
              concurrence and support
       d.     Share ASFPM positions with Federal agency and Congressional staff as
              appropriate

Goal 3: Continue to enhance ASFPM’s relationship with Congress
       Strategies:
       a.      Continually educate key Congressional staff on critical policy issues
       b.      Encourage members to raise the issues with their representatives
       c.      Provide testimony whenever requested
       d.      Monitor progress of bills and appropriations that affect national FPM issues

Goal 4: Continue to build and maintain a rapport with Federal agency leadership
       Strategies:
       a.      Meet with new agency leaders within 2 months of taking office
       b.      Make sure the leaders are invited to ASFPM conferences and other activities
       c.      Seek to bring agency leaders together with other related federal program leaders
               to help integrate related flood policies

PROJECT MANAGEMENT (PROGRAM ISSUE #5)
Goal 1: Participate in projects and research that promote flood loss reduction and the policies
and programs of the Association.
       Strategies:
       a.      Ensure projects that are pursued or undertaken contribute to the accomplishment
               of the mission of the Association
       b.      Seek input of Committees, Board and members on needs and policy issues that
               can be shaped into projects and research

Goal 2: Conduct projects in an effective and efficient manner
       Strategies:
       a.      Ensure that all projects be assigned to a project manager who is responsible for
               ensuring that each project is completed on schedule and within budget
       b.      Conduct a post-project review of each project

ASFPM FOUNDATION (PROGRAM ISSUE #6)
Goal 1: Assist the ASFPM Foundation in providing research, outreach and education projects
that are consistent with the mission and goals of ASFPM and ASFPM Foundation.
        Strategies:
         a.     Coordinate and support the Foundation’s efforts
         b.     Clarify the allocation of project and administrative revenues and costs between
                the ASFPM and the ASFPM Foundation including the cost of the shared position



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        c.        Assist to identify needed policy and program and policy research projects and
                  outreach which the Foundation can seek to get funded and completed.

NATIONAL AWARDS (PROGRAM ISSUE #7)
Goal 1: Ensure that positive actions are nominated and awards are presented to the most
qualified candidates among everyone involved in floodplain management.
        Strategies:
        a.     Assure that all ASFPM members and others are aware of and given ample
               opportunities to make nominations
        b.     Keep the award process simple and encourage more nominations
        c.     Assure that award recipients demonstrate excellence in floodplain management
        d.     Annually review award categories to ensure all floodplain management aspects
               are covered
        e.     Explore alternative methods of presenting, such as Chapter/Association
               conferences
        f.     Develop a process whereby Chapter award winners become the nominees for
               National awards


C.      5-Year Management/Operations Strategic Goals &
          Objectives

The management/operations functions are separated from the program functions to emphasize
the distinction between program goals and organization development goals. The intent is to give
a clearer understanding both of the difference and relationship between the two and to enhance
the guiding function of the plan. Again, these are strategic goals covering a five year timeframe
and will not be as detailed as annual goals and objectives.


MEMBERSHIP (FIVE YEAR GOALS #1)

Goal 1: Maintain a 10% membership increase annually
       Strategies:
       a.      Work to identify benefits for chapter members to join ASFPM as individual
               members
       b.      Identify non-traditional membership groups (e.g. students)
       c.      Better define membership for international entities wishing to be associated with
               ASFPM
       d.      Continue to promote the CFM program

BOARD OF DIRECTORS AND POLICY COMMITTEES (FIVE YEAR GOALS #2)

None identified




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RESOURCE DEVELOPMENT (FIVE YEAR GOALS #3)

Goal 1: Ensure that revenues are adequate to accomplish the Association’s goals and objectives.
       Strategies:
       a.      Seek to balance income among the primary revenue sources of membership dues,
               conferences/workshops, and projects
       b.      Continue to seek and obtain new revenue sources
       c.      Ensure that Association costs are covered and that appropriate revenues are
               generated in project costs

SYSTEMS (INFORMATION AND FINANCIAL SOFTWARE) (FIVE YEAR GOALS #4)

Goal 1: Develop a long term Information Technology (IT) plan
       Strategies:
       a.      Develop equipment replacement schedule to be incorporated into the annual
               budget
       b.      Cross-train staff on IT and financial systems
       c.      Develop an annual IT budget line for each critical issue – whether outsourced or
               standby IT experts

STAFFING AND BENEFITS             (FIVE YEAR GOALS #5)

Goal 1: Maximize staff retention in order to provide the best service to our members
       Strategies:
       a.      Perform periodic reviews of staff salary ranges and benefits
       b.      Conduct annual performance reviews with staff and relate salary increases and
               bonuses with performance


MARKETING, OUTREACH AND PUBLIC RELATIONS (FIVE YEAR GOALS #6)

Goal 1: Increase the visibility and credibility of the organization.
       Strategies:
       a.      Continually update the ASFPM brochure(s) and website to convey the mission
               and accomplishments of the organization
       b.      Explore the feasibility of a sponsoring an ASFPM technical journal




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                                      APPENDICES
                           (Available Upon Request from Executive Office)




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