SUMMARY OF STRATEGIC PLAN – VIRGINIA MEDIATION NETWORK

2019-2023

In 2019, the Virginia Mediation Network worked with a consultant to develop a strategic plan for the next several years.  A meeting was held in 2019 and a report was developed for VMN with an identification of the issues/problems to be worked on, the method to deal with those issues and meet our goals/objectives along with recommendations to make VMN a stronger, more viable organization.   A copy of the Strategic Plan can be found at the VMN Website

In the meeting along with the subsequent report, the following issues/problems were identified.

• Formulate plan for organizations future viability and growth.
• Providing educational opportunities for recertification in response to declining base of mediators
• Expand the reach of Virginia Mediation Network
• Increase attendance at the annual conference.
• Present report on planning session with recommendations for future actions.

As a means of achieving the goals and recommendations of the plan, an initial survey was sent to the group with questions related to the future of VMN.   The method used to structure the meeting and come up with recommendations was Appreciative Inquiry.  Through questions, Appreciative Inquiry is meant to identify is meant to identify strengths and optimize those positive forces in an organization. The 4-D Model was used (Discovery, Dream, Design & Delivery).  

In the Discovery stage, the report focused on the assets and strengths of VMN.  In the Dream stage, participants were asked to consider “what ifs” and envision where the needs and desires of VMN are met.  In the Design state, the focus was on how to make changes within VMN with an emphasis on VMN’s strengths that are prevalent along with positive visions of the future.  IN the final stage (Delivery), the emphasis was on those priorities, needs and resources that VMN would need to meet our expectations.

As a result of the meeting and report, the plan consisted of the following recommendations.  These were categorized by short-, medium- and long-term recommendations:

SHORT TERM

• Eliminate dues for new members.
• Allow open access to VMN Newsletter.
• Recruit new members to reflect diversity and range of backgrounds
• Launch task force to consider how VMN can assert leadership role for conflict resolution community in Virginia.
• Have every Board member commit to secure one speaker or program for fall conference.

MEDIUM TERM

• Set up focus groups of young professionals, including graduate students in conflict resolution.
• Transform administrator’s position to executive director.
• Liaise with the Maryland Council for Dispute Resolution (MCDR)
• Investigate the current tax status of VMN to see if the current status is optimal.
• At fall conference, have programs for those not seeking credits and focus on diversity, social causes and events in Virginia that deal with conflict.
• Offer programs and trainings in Spanish and other languages.
• Meet with faculty and students at Eastern Mennonite University and George Mason University to share with them VMN work.  Consider VMN student chapters on those campuses.

LONG TERM

• Set up a cultural advisory committee which would serve to expand diversity within VMN.
• Develop a campaign or initiative similar to galvanize the conflict resolution community
• Eliminate dues for new members.
• Allow open access to VMN Newsletter.
• Recruit new members to reflect diversity and range of backgrounds the Board must achieve.
• Launch task force to consider how VMN can assert leadership role for conflict resolution community in Virginia. 
• Have every Board member commit to securingsecure one speaker or program for the fall conference. 

MEDIUM TERM 

• Set up focus groups of young professionals, including graduate students in conflict resolution. 
• Transform administrator’s position to executive director.
• Liaise with the Maryland Council for Dispute Resolution (MCDR)
• Investigate the current tax status of VMN to see if the current status is optimal.
• At the fall conference, have programs for those not seeking credits and focus on diversity, social causes and events in Virginia that deal with conflict. 
• Offer programs and training in Spanish and other languages.
• Meet with faculty and students at Eastern Mennonite University and George Mason University to share with them VMN work.  Consider VMN student chapters on those campuses.

LONG TERM 

• Set up a cultural advisory committee which would serve to expand diversity within VMN.
• Develop a campaign or initiative similar to galvanize the conflict resolution community under VMN leadership.
• Consider a new name for VMN.
• Incorporate more academic and research-based presentations at conferences.
• Create thematic themes at conferences with some not related to continuing education. 
• Consider working with partners for conferences, including joint conferences.
• Update website
• Recruit interns
• Explore offering a range of benefits to members including insurance.

One final observation from the plan is that VMN must meet the growing changes within our profession.  We believe VMN is taking a more proactive approach to help our members acquire new skills and aptitudes to meet these changing needs.  As stated in the Strategic Plan, VMN must continue to be proactive both where mediation is going in the future, but also proactive towards other skills, such as facilitation, coaching, restorative justice.