CMF designs and facilitates retreats focusing on internal problems, usually in conjunction with a Strategic Planning process, for congressional offices. Below is a general description of what this one or two-day process encompasses. Of course, each office is unique and the CMF analyst will work with staff and the Member to tailor the process to ensure that it best meets your office's needs.
Objective
The objective of a retreat focusing on internal problems and strategic planning is to develop a forward-looking plan for an office for the coming year (or session) and address any problems that would prevent the office from accomplishing its plan. The process will establish 3-6 major strategic goals and the strategies for achieving them. To effectively create and select goals, we use a process that helps an office assess:- The mission of the Member. The best starting point for a congressional office planning process is to clarify the over-arching or long-term goals of the Member. There are a lot of important initiatives Members can champion. What needs to be discussed and decided is: is this initiative right for your Member? does it support the Member's longer term goals; and is it a subject for which the Member has genuine enthusiasm? CMF often works with the Member to develop a mission statement prior to the planning meeting. Alternatively, a short mission statement can be generated at the session.
- The needs of the district/state. While it is not essential that all office goals target the direct needs of constituents, it is important that as many goals as possible have the interest of the constituent at heart. Consequently, it is important to systematically analyze not only what the interests of the district or state are today but also what they might be 2-3 years from now.
- Office strengths and weaknesses. In this phase of the process, we assess the internal environment -- the strategic strengths and weaknesses of the Member and the office, both real and perceived. It is critical in making plans that an office understand both its strategic assets and liabilities. Effective goals should capitalize on the office's strength while minimizing its weaknesses.
- Opportunities and threats. Then we explore the external environment. What is happening locally, nationally and internationally that will create opportunities as well as pose threats or problems to the Member, the office, and the Member's future political goals (e.g. economy, change in Administration, state budget problem, changes in composition of committees, emergence of a new issue, possible state referendums)? Too often congressional offices react to events rather than anticipating them. As a consequence, offices are sharply limited in their ability to position themselves to take advantage of opportunities and avoid problems.
Process
The purpose of the actual session is to work from the data generated to develop one or two-year goals for the office. The goals established should meet all five of the following criteria:- They are either of great interest to the Member or the district/state;
- They capitalize on external opportunities or minimize external threats;
- They take advantage of the internal strengths and not the weaknesses of the Member and the office;
- They are realistic, achievable and measurable; and
- If achieved, they will provide a clear benefit to the Member and the office.
For each goal selected an action plan will then be developed that includes the following:
- A complete listing of the tasks that must be completed to achieve the goal (e.g. legislation, media/press, constituent services, outreach communications, scheduling, and office administration);
- An indication of who is responsible for completing each task (i.e. LA, CoS, State Director, Member); and
- A date by which each task is to be completed.
Internal Assessment
An internal assessment of office operations, leading to solutions, can be performed as the sole focus of a retreat but is more effectively done as part of a Strategic Planning session. Many internal problems are caused by unclear goals and nebulous work responsibilities, which are clarified during strategic planning.Internal operating problems are identified during the interviews done in preparation for the strategic planning process. The internal assessment process includes:- Identification of office practices or procedures (by staff) that are detrimental to the overall effectiveness of the operation.
- Exploration of options to address current problems or impediments by staff during retreat.
- Agreement on the best of the options to pursue to correct the identified problems.
- Development of action plans to implement the agreed upon office changes.
Cost
The cost to a House office for: staff interviews, design of the agenda, preparation, facilitation and follow-up of a Strategic Planning session addressing internal problems is $2,500 for the first day, and $1,000 for the second day.The cost to a Senate office is slightly higher and varies depending upon the size of the staff, preparation time, and number of facilitators required to perform the work.
If the session is held in the district/state, there will be an additional charge for travel time. All travel and lodging expenses are also paid by the office.
Finally, there is a $50 fee for use of the TeamSmart cards to create an office profile as a team development exercise.
Questions?
If you would like further information about this service, or would like to discuss other CMF services, please contact us. All contacts with CMF are strictly confidential.
CMF Credentials
Several characteristics distinguish CMF from other management groups. These include:
- We have been researching, writing, and providing advice on the subject of congressional management since 1977.
- We have successfully worked with over one hundred House and Senate offices and provide management services that are tailored to the unique needs of congressional offices.
- As a non-profit organization, we are able to set our fees at a level that is within reach of congressional office budgets.
