Strategic Plan 2019 - 2022As many of our members know, the Board of Directors and staff On October 2nd and 3rd this year, the Board of Directors and staff reviewed the results of interviews, an environmental scan with input from industry leaders (both members and non-members), and the results of the membership survey. While the plan is being treated as a living document – evaluated at each board meeting and modified as necessary – the current goals and objectives are: Goal Area A: Strategic Relationships & Industry LeadershipObjective A.1 Continue to host the Flower Summit and increase and improve engagement of other involved industry associations (i.e., increase frequency of meetings, engagement and collaborative projects.) Objective A.2 Identify opportunities to collaborate on a shared strategic interest (or challenge) with other floral associations. Objective A.3 Establish an annual CalFlowers Advocacy Agenda and use it to guide its support for lobbying efforts with other industry associations (Congress and California). Objective A.4 Improve CalFlowers' promotions programs by developing and using a mechanism to assess the return-on-investment of each funded project. Goal Area B: Membership Development and ValueObjective B.1 Reconstitute the Membership Committee by mid-FY 2019 to develop a plan for FY 2020, 2021, and 2022 that focuses on a 50% increase in overall membership by the end of FY 2022. Objective B.2 Study and make recommendations to enhance the current shipping discount programs and new member benefits for Board consideration by mid-FY 2020. Goal Area C: Transportation and LaborObjective C.1 Form a Transportation Council by Q4 FY 2019 (July - September 2019) to develop a national floral distribution model that identifies how all cut flower products are moved around the U.S. market from farm/port of entry to the end of each channel, and report to Board and Membership Committee within 12 months of Council formation, with recommendations for CalFlowers programs and actions. Objective C.2 Establish an industry-wide Transportation Research and Development Competition by Q3 of FY 2020 (April - June 2020) to identify potential disruptors and to envision alternatives to then-current industry infrastructure. Objective C.3 Explore a stipend program for up to 10 individual currently employed in the floral industry to attend Fun 'N Sun 2019, who might otherwise not attend the event. Goal Area D: Education and ResearchObjective D.1 Develop a set of strategic education and research goals to address unmet industry needs through 2022. Scope Recommendations: Under the leadership of the Transportation Committee, develop for Board approval by the third quarter of FY 2020 and launch in FY 2021 a formal R&D competition with awards. Invite universities, think tanks, service providers, etc. to devise and propose potential workable solutions to the industry’s various infrastructure challenges, beginning with ground transportation. Assign to the new Education and Research Committee an examination of effectiveness and value of the Fun ‘N Sun Conference, using the 2019 event for research and feedback. Make recommendations for approval by the Board of Directors to improve or replace the Conference. Goal Area E: Communications, Marketing and BrandingObjective E.1 Develop an annual comprehensive plan to support each of the other goals; plan should take into account marketing and communications (internal and external) that reinforce the Association’s brand. Objective E.2 Evaluate each component of the plan before each fiscal year end, with recommendations for modifications, changes and budget implications for the coming year. Scope Recommendations: Assign to the Marketing Committee, with assistance of the Marketing Director, the development of a comprehensive three-year communications, marketing and branding plan for Board approval prior to FY 2020. The plan will follow an audit of current methods and impacts and will, among other things, include strategies to advance and evaluate the effectiveness of CalFlowers’:
(a) Capacity to tell its story;
(b) Member communications;
(c) Website and other social media presence;
(d) Events and program marketing;
(e) Ability to gain beneficial advertising from strategic partners such as FedEx.
(f) Public awareness and flower sales influence; and
(g) Brand within the industry and messaging to strategic partners.
Goal Area F: Governance and OperationsObjective F.1 Prepare for Board consideration prior to the conclusion of first quarter 2019 (March 2019) a comprehensive review of the pros and cons, internal organizational considerations and external competitive implications of formalizing CalFlowers’ structure and brand as a “National” organization (vs. remaining a state-based organization). Objective F.2 Develop for Board approval by the conclusion of 2019 recommendations for instituting best practices in governance (e.g., board self-assessment and improvement, consensus building and critical thinking training, applying technology, mentoring and cultivating new talent, etc.). Objective F.3 Develop Business Continuity Plan, The Chief Executive Officer and the Chief Operating Officer will lead the development of a Business Continuity Plan for the Board’s approval prior to the initiation of CalFlowers’ 2020 fiscal year, to ensure the organization’s preparedness in the event of serious business and financial disruptions such as the loss of key employees or natural catastrophe. Objective F.4 Create a formal Management Succession Plan for Board approval by the conclusion of Fiscal Year 2021. CalFlowers will develop a formal succession plan for Board approval by the conclusion of FY 2021 to ensure its preparedness to effectively recruit and replace its chief executive officer. |
recently gathered to update the 2014-2018 CalFlowers strategic plan. Many thanks to the members who participated in interviews by our facilitators, and to the 127 member representatives who completed the important member survey.