2020-02-24-minutes-public-works-study-session

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Update on Organizational Development Draft for Discussion - updated May 24, 2019 • Serve as neutral conveners • Have dedicated capacity • Build key relationships across members of the initiative • Focus people's attention and create a sense of urgency • Frame issues to present opportunities and difficulties • Use evaluation as a tool for learning and progress • Ensure coordination and accountability • Stay "behind the scenes" to establish collective ownership Floodplains by Design • PTE1UC1YG RISK, RFSTORNO RIVERS Based on the experience with local, regional, and statewide collaborative efforts including the first six years of the FbD Partnership, the Strategy Group and Floodplain Leaders Group developed the following list of key characteristics for success: • Be a trusted resource and build shared understanding- � primary role of the backbone organization is to communicate and coordinate among partners. That work requires trusting relationships with many different organizations and individuals and the ability to acknowledge and respect diverse perspectives. • Local, regional, and state connectivity—the partnership must continuously engage with local organizations in a meaningful way so that the work at the state level is informed by local needs and priorities and that state policies and programs supports local integrated floodplain management efforts. • Credibility across multiple technical disciplines—integrated floodplain management requires technical expertise in multiple disciplines including biology, ecology, hydrology, and engineering. In order to support that work, the backbone organization needs staff and participants on boards that are knowledgeable and credible in these areas. • Stable funding—the backbone organization itself needs a stable funding stream and it needs to be able to work with partners to find innovative ways to leverage and effectively use grants and other funds to promote the vision of integrated floodplain management. • Exercise authority and coordinate across silos—to effect systems change the backbone organization needs to be able to exercise authority. That can be authority derived from its own credibility, knowledge, and relationships and from any legal or regulatory authority that could be granted the organization as part of a state agency. The backbone organization is also critical in coordinating the efforts of partners to exercise their own authorities to leverage and maximize impact. Functions The following key functions of the backbone organization were developed through the planning process. These functions represent the areas of work for the state-wide FbD Partnership. The functions align well with the focus areas and actions articulated in the 5 -Year Strategy for Washington State floodplain. The 5 -pear Strategy should serve as the guidance document that informs an annual work program for the FbD Partnership: L:\Projects\0924.02 The Nature Conservancy\02_Floodplains by Design Facilitation, Organizational Development, and Coalition Building\Draft Documents\Organizational Development Update _20190524.docx Page 2