1. Planning our Future Together: A Strategic Planning Facilitation California Association of Flower Growers & Shippers (CalFlowers) June 24/25 2014 Bahia Resort Hotel San Diego, CA Facilitated By: Stephen C. Carey, Ph.D., CAE, FASAE, Lead Strategist AMMR Association Management Consultants  www.ammr.com 301.530.9066 scarey@ammr.com www.ammr.comscarey@ammr.com

2. Strategic Planning Workshop Overview  Welcome / introductions (Mike)  Review methods and process planned during the assessment review and strategic planning session and outcomes (Steve)  Strategic planning key issues, best practices and methods (recap)  Review qualitative, quantitative and scan research and create key issues list. Review and categorize themes and issues within these reports and rank order key issues to ensure all are captured later in the planning phase (table work)  Conduct exercise and discuss a possible alternative future for CalFlowers (table work)  Develop CalFlowers’s core values as an organization (individual and group work)  Discuss CalFlowers’s core purpose and vision for the future and mission statement going forward (group)  Create key goal areas and construct prioritized objectives (strategies)under each of goal areas (table work)  Primer on creating tactical initiatives for each of the objectives with examples(table work)  Discuss key performance indicators and metrics to evaluate plan’s ongoing success Logistics—Meet all day Tuesday from 8:45am—4:30pm and Wednesday from 8:30am to 12:30pn (breakfast at 7:45am). There will be mid morning and afternoon breaks and lunch 2

3. CalFlowers Facilitation Handouts (TABS)  Qualitative Interview and Focus Group Report (Tab 1)  Quantitative Survey Report (TAB 1A)  Environmental Scan (Tab 2)  Values Exercise (Tab 3)  Sample Strategic Plans with Vision/Mission/Goals and Objectives (TAB 4)  Tactical Initiatives Examples and Templates (TAB 5)  Monitoring and Evaluating Templates (TAB 6)  About your facilitator and firm—(Final slide in handout) 3

4. PARKING GARAGE Please indicate your issues and turn in this page at the end of the meeting. Issues to keep in mind for the future:  _____________________________________ _____________________________________ 4

5. www.ammr.org 5 Assessment and Strategic Planning Elements & Phases Phase I--Pre-Facilitation work Materials Review Board Preliminary Facilitation to Discover Key Issues and Themes In-depth Telephone interviews with Key Leaders & Others Informal Focus Groups via Phone with Industry Segments Environmental Scan -- Discovering Key Trends and Issues Formal Quantitative Needs Assessment Survey Phase II—research Review and Strategic Planning Facilitation Review the Qualitative and Quantitative Research by Planning Team Conduct of an Alternative Future Scenario Exercise Review and/or Set Organization’s Values Review Core Purposes and Vision -- Set or reconfirm the Mission Going Forward Review and Development of Goal Areas and Prioritized Objectives for Each Learn How to Create Tactical Initiatives under each Objective Discuss Metric Evaluation Development and Next Steps Phase III—Plan build-out—TBA Committees and staff (as applicable) Review Key Objectives; Create Tactical Initiatives, Timelines and Work Plans Development of the Business Plan and Work Plans / Review of Plan Progress Train newly Elected Officers on SP Process and Outcomes

6. Strategic Planning A managerial and leadership process of developing and maintaining a strategic fit between the organization’s goals and resources and changing marketing environment and opportunity. It is a semi-formal process involving metrics and scenario building, which is used to examine the organization and its environment, for the purpose of formulating a general framework for long-range decision making tied to the annual program of work, the business plan and or budget. 6

7. Qualitative Quantitative Scan Alternative Futures THE STRATEGIC PLANNING PYRAMID Strategic planning is an orderly, deliberative and discernful process, which examines the past and present and envisions the future of the organization to prepare and guide it to accomplish the tasks to come. 7

8. General Issues / Challenges Affecting the Strategic Planning Operations of Associations Transaction Speed- Affects all planning in the organization. Inability to be nimble, to stay strategic and focus on key issues Technology- Affects the ability to segment and deliver communications, products and services that reaches the members effectively and efficiently. Competitive Pressures- Underestimating an increasingly savvy competitor or not tracking other groups’ agenda! True Value & ROI Expectations - Difficulty quantifying, articulating, and delivering unique value in the mind of members and other stakeholders. Increasing apathy and unengaged members. Economic Factors - Playing it safe, avoiding risks, not applying some reserves as venture capital for future growth / capacity. Key issues generate fear and reluctance on part of Board and Staff for change. Fewer staff and volunteers to do the work - Volunteers more reluctant today to commit long hours to organization due to work/family life which competes for their time. Fewer volunteers = less capacity, more stress, burnout, and “treading water syndrome.” 8

9. www.ammr.com 9 June 2014 CalFlowers’s Circle of Competition Competitor A Competitor B Competitor C Competitor D CalFlowers Competitor E Key Volunteer Assets Meetings, trade shows, education Transportation carriers Products, Programs & Services Other

10. Key Strategic Planning Pit Falls  No “marriage” between strategic and operational plans  Not understanding the difference between strategy and tactics  No operational or metric evaluation plans created  Insufficient buy-in / communication about the plan to all members  No one assigned as accountable to implement plan components or the infrastructure too inflexible  Volunteers doing staff work and vice-versa; void in leadership and time constraints  Paralyzed focus due to multi-mission and tasking—mission creep—”inch deep—mile wide syndrome”  Leaders with different values, goals and desired outcomes—hidden agendas--politics  Not scanning beyond our borders; staying insulated  Not operationalizing, quantifying, integrating, prioritizing or reviewing objectives and initiatives  Insufficient inclusivity of diverse segments and groups 10

11. Research Review and Issues Refinement

12. www.ammr.org 12 Key Findings from the Qualitative and Quantitative Research Review with table discussions— each table will discuss selected areas of the research and report out. We will build an issues list from the discussions, which we will carry over to a review of the scan later on. Construct summary findings (key issues) (max 3 key findings in each area) and number each and place on the chart for discussion by the group. We will also compare these findings with Committee of the Whole discussion issues. Qualitative Research (Interviews and Focus Groups): List key issues from each section (pgs 6/7) and review research based implications from your review areas at the end of the report – beginning on pg 25 TABLE 1—Sections: 1,4,5,6,13 TABLE 2—Sections: 3,7,10,11,12 TABLE 3—Sections: 2,8,9,15,16 Quantitative Research (Member Value Needs Assessment Survey): List key issues and trends affecting the future on each chart on the following pages (see overall findings and suggestions in your areas first on pgs 4-7 and overall demographics on pg 8). TABLE 1—Tables on Pages: TBA TABLE 2—Tables on Pages: TBA TABLE 3—Tables on Pages: TBA 12

13. www.ammr.com Environmental Scan Review —(TAB 2) Key issues identified within the Environmental Scan will be reviewed and discussed. Each attendee to review several scan areas, develop the priority issues, and report out to the group at large. 1. Internal Issues 2. External Issues 3. Demographic and Geographic Environments 4. Financial and Technological Environments 5. Regulatory, Advocacy and Partner Relationship Environments 6. Strengths of CalFlowers 7. Weaknesses of CalFlowers 8. Opportunities 9. Threats 10. Meetings and Education, Trade Show, Publications 11. Membership, Marketing, Communication, Branding and Transportation Issues 12. Governance and Management Issues 13

14. www.ammr.com 14 Alternative Futures Examination  Alternative Futures Building An exercise for generating different, projected futures of the association for the purpose to brainstorm planning sequences, operational resources, and anticipated “what-if” outcomes if such futures were to come to pass.  Scenario Planning Objectives To create a variety of uncertain situations in the future To look for common patterns/threads within them To identify alternatives that might have made the future more positive, & To develop constructive take-aways for implementing the association’s current plan that avoids pitfalls and encourage positive leadership action.  Important questions to ask when creating Alternative Futures: Do projected realities reflect/represent some of the key, hot issues? Is the hypothetical scenario plausible and possible from your view of the organization? What lessons can be learned in better managing our future forward?

15. www.ammr.com 15 Alternative Future Scenario Exercise How will our future look in year 2016?  Discuss at each table how and why this scenario came to pass, what went right and wrong, and if such possible signs are found in the research data?  Discuss what your table foresees as the future after 2016 based on what you think has happened to bring CalFlowers to this point in time.  Create two top headlines reflecting the state of the association that will appear in the 1 st quarter’s 2016 edition of the CalFlowers’s Quarterly Update based on this scenario?  What two-three key points/take aways from this scenario we should keep in mind as we review our vision/mission and develop goals/objectives going forward now?

16. www.ammr.org 16 Lessons Learned from the Alternative Futures Scenario Exercise List below findings and corrective actions needed to avoid falling victim to the alternative futures scenario provided. __________________________________________________________________ ___________________________________________________________ 16

17. www.ammr.com 17 Next Step—Constructing our Plan The Elements for the CalFlowers Strategic Plan Construction: CalFlowers Values Vision Mission/Goal Areas Priority Objectives Tactical Initiatives Evaluation and Metrics Discussion 17

18. www.ammr.com 18 CalFlowers Core Values — See Value listing at TAB 3  Values that are fundamental to our existence, held by the majority of stakeholders and leaders, and from which we gather strength to execute our association’s core purpose, vision and mission.  Essential and enduring tenets of the organization  Small set of “guiding” principles to help focus the organization for:  How we treat people  How we work together as staff and volunteers  Assistance in directing us to what is important  Values do not change often!

19. www.ammr.com 19 PRIORITY CORE VALUES FOR CalFlowers Identified values fundamental to the core purpose of the organization. CalFlowers Fundamental Core Values:  _______________________ CalFlowers

20. www.ammr.org 20 CalFlowers Current Strategic Plan Elements CURRENT CORE PURPOSE AND VISION ELEMENTS N/A CURRENT MISSION STATEMENT To get more flowers from California to their destination, fresher and faster. SUGGESTED GOAL AREAS FOR DISCUSSION (taken from current set of activities and the research) A. Partnership Relations and Advocacy B. Membership Development, Engagement and Services C. Education, Trade Show and Programs D. Communications and Public Relations E. Governance and Leadership Development F. Administration, Finance and Operations (AMC management)

21. Vision Statement Elements Our reasons for being A series of brief articulated statements that set up the mission of the organization and provide justification for it Not part of the plan but sets up our longer range focus and the flow of our mission Focuses on long-term issues for success www.ammr.com 21

22. 22 Core Purpose /Vision Elements Sample National Association of Music Merchants  Represent music and music education  Educate our members and others about the industry  Protect our members and their livelihood  Make music accessible to everyone © AMMR---ALL RIGHTS RESERVED -WWW.AMMR.COM

23. www.ammr.org 23 Core Purpose / Vision Elements  _____________________________________________

24. 24 Our Mission See sample mission and goal area statements at TAB 4a-d Characteristics of a goal-area mission statement: 1. Represents elements of the vision/mission parameters to work on for the foreseeable future (1-3 years); 2. Enumerates the key, most important and achievable goal areas vital to the organization’s health versus encompassing all ongoing and future projects and programs; 3. Does not set priorities for the organization; and 4. Defines the goal areas (taken from the mission statement) of the organization for the foreseeable future, from which priority objectives and tactical initiatives to accomplish the objectives are developed.

25. Sample Mission Statements The mission of the Interlocking Concrete Pavement Institute is to increase the awareness, acceptance and use of segmental concrete pavement systems in North America. To grow and enhance the baking industry through public policy advocacy, education and networking opportunities www.ammr.com 25

26. 26 Mission Discussion CalFlowers Current Mission To get more flowers from California to their destination, fresher and faster. Changes?

27. 27 What are Goal Areas? See sample mission statements with goal areas at TAB 4 1. Are strategic units, which are chief components of the mission representing major activity areas of the organization. 2. Are not word-smithed statements, but defined “holders/areas” to house prioritized objectives (Most organizations today carve out goal areas such as: advocacy, research, education, etc. and let the objectives within each goal area define the specific work and priorities to take place.) 3. Goal Areas typically have no more than 3 -5 objectives each (any more and they are most likely tactical in nature, and any less perhaps should be combined with another goal area).

28. 28 Goal Areas Discussion CalFlowers’s Goal Areas A. Partnership Relations and Advocacy B. Membership Development, Engagement and Services C. Education, Trade Show and Programs D. Communications and Public Relations E. Governance and Leadership Development F. Administration, Finance and Operations (AMC management) Changes?

29. www.ammr.com 29 Developing Association’s Objectives (To develop priority objectives, we must think about current goals and objectives that have not been accomplished as of yet.)  Once goal areas are defined, team must develop several priority objectives in each area. Goal areas are not prioritized, as each represents a broad organization function. However, objectives placed within each need prioritizing since these dictate the focus of the program of work and use of resources for the next 3-5 years.  Based on the mission and goals the team established, the task of developing the objectives and indicating where they fall in funding priority becomes more difficult.  Politics often come into play because resources will be allocated based on the prioritized list. This is why it is critical to review carefully the issue areas discovered in the research to ensure objectivity and focus on data-driven issues and not political footballs.  29

30. www.ammr.com 30 Definition and Characteristics of an Objective Definition = a specific means of achieving a portion of a goal area in terms of size of task, time and responsibility. Characteristics: (Objectives should have some or all of the following characteristics - see sample plans at TAB 4a-d for ideas) 1. Relates directly to the goal 2. Gives direction to the management company, operating volunteer committee, or Task Force 3. Is prioritized within the overall list of objectives under goal 4. Has a metric measurement or benchmark for the objective or for one of the tactical initiatives that support the objective, against which progress can be measured in the operational or strategic plan. 30

31. www.ammr.com 31 CalFlowers Objective Development Exercise  Each table assigned to work on 1 -2 goal areas to create typically 3 -5 prioritized solid objectives under each goal area. After first goal completion, move immediately to the second.  Select table(s) which has a goal area (all goal area tables are listed up on the board), in which you would like to participate in the discussion and move to that table. Offer any information you want to share, or just join that table if you wish briefly to make a point, etc., at any time during the discussions.  Be sure objectives identified are indeed “objectives,” (not tactics) under which measurable and actionable plans / tactical initiatives can be created later.  Make all objectives start with an action verb. (See examples from TAB 4 plans of how other organizations drafted objectives and within your goal areas to get a better feel.) Just focus on getting the substance of what you want and priorities set during this session and not worry about the language. Examples of a solid objective:  Create a comprehensive marketing and communications plan for next spring conference that incorporates all electronic/social media tools, deadlines, target audiences to grow attendance and in a timely fashion.  Re examine all components of the current educational content and provide recommended changes to Education Committee by______.  Appoint a table spokesperson to review draft objectives in each goal area for the group at large discussion and for any friendly amendment changes.  Finally, a gap analysis of the identified issues discovered in the research will be conducted to ensure all important issues have been captured within the draft objectives. 31

32. www.ammr.com 32 Goal and Objectives Worksheet Sample Objectives should be listed in priority order. Goal Area A: Communications (Strengthening communications to members and external constituencies)  Objective 1.– Build a communication and marketing structure to increase support of the association’s strategic vision. Metric_________________________________________________________  Objective 2.– Explore “best in class” IT and web site/social media tools in order to generate new concepts and ideas for future adoption. Metric: ________________________________________________________  Objective 3.– Generate an association-wide marketing and promotional plan to support existing products and services. Metric_________________________________________________________  Objective 4.– Conduct survey to determine members’ preferences by segment for delivery of future communications and content.  Metric: ________________________________________________________ 32

33. www.ammr.com 33 Goal and Objectives Worksheet All Objectives should be listed in priority order Goal Area: ___ (number or letter) Goal Area Title/Name: _______________________ Goal Area Definition: ________________________________________________________________ ________________________________________________________________  Objective 1.--_______________________________________________________________ Metric________________________________________________________________________  Objective 2. --_______________________________________________________________ Metric________________________________________________________________________  Objective 3.- -______________________________________________________________ Metric_______________________________________________________________________  Objective 4.--________________________________________________ Metric________________________________________________________________________ 33

34. www.ammr.com 34 What are Tactical Initiatives (TIs)? Definition = The link between the strategic plan, the Annual Work Plan and the Budget. TIs contain the “specifics” of carrying out the objective, outlining an action plan. They, in combination with individual work plans for specific programs, should answer the “Who, What, Where, When, and How.” Characteristics (Each TI should have some or all of the following):  Be derived directly from the objective  Provide specifics of how the project should be carried out  Contain a general action plan(s)  Link directly with the annual program of work  Link directly to financial assets  Have a specific metric measurement or benchmark, against which progress can be measured. Most importantly, tactical initiatives are the link between the strategic plan (through objectives) and the annual plan of work that will implement the strategic plan. 34

35. www.ammr.com 35 Tactical Initiatives (TIs) Samples Review TABS 5a-5c. Select and develop (outline) one tactical initiative from those we have created using the template at TAB 5B. Critique 35

36. www.ammr.com 36 Final Steps  Use the tactical initiative templates to complete the work plan  Tie the tactical initiatives to the budget for next year  Develop a means to evaluate your plan regularly 36

37. www.ammr.com 37 Evaluating your Plan (See TAB 6 for examples) A quasi- metric evaluation tool is developed for the board to monitor its progress  Objective A-3 pts*  Objective B-2 pts  Objective C-4 pts TOTAL 9 pts** Each board member evaluates and the totals are added for the quarterly score! *1 pt = Not Begun / 4 = complete **9-12 pts = good/ 1-3 = problems 37

38. 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 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 is a retired military officer with a Silver and Bronze Stars and other citations and awards living with his family in the Greater Washington DC area. 38 Stephen C. Carey, Ph.D., CAE, FASAE President and Lead Strategist of AMMR Association Management Consultants

39. 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.comSee website at www.ammr.com for more details 39