Good afternoon, All: Several Past Chairs were able to join in a discussion today regarding Leadership & Succession. Here is a summary of that discussion, by topic: Executive Committee Succession * Executive Committee succession is not going to be a part of the Strategic Planning for this year. * Numerous reasons favor a longer "run up" from the time a person is appointed to the Executive Committee to serving as Chair, including: knowledge gained in the myriad and numerous Section activities, relationships formed with Florida Bar and other Section leaders, and the commitment needed to serve on more years prior to being Chair increases the likelihood of active involvement after a Chair is released on his or her own recognizance (rolls off) and that institutional knowledge has been vital to the Section's success over the years. * Having a shorter "run up" could broaden the pool of prospective leaders, but there is not a lack of willing individuals at present. * Long Range Planning members that communicate with Executive Committee members on the expectations of their involvement should do so in a consistent manner to be outlined by Rob Freedman and Bill Hennessey. (Sorry guys, Dad and I voted after the meeting). The consensus was that the Executive Committee Succession is working well; no Bylaw amendment is needed at present. Committee Leadership Succession * Committee leadership succession is not going to be a part of the Strategic Planning for this year. * There are too many RPPTL committee leadership positions in total (Umpteen Co-Vice Chairs). * The number of Vice Chairs should correlate to the amount of work undertaken by the Committee. * Each Vice Chair should have some area of responsibility. * Frequently, valuable Section members that are between projects are "parked" in certain leadership roles (Liaisons or Co-Vice Chairs) until another opportunity arises. One idea to help ease that is to create a brain trust committee or a resource committee that is stocked with brilliant, valued members who do not want any leadership obligations. They simply provide the benefit of their intellect and insight as the need may arise. * Members should be discouraged from serving in too many committee leadership positions. The consensus is that a problem exists but no concrete ideas for improvement were put forth. The meeting closed with the plan of us collectively thinking of solutions prior to the next meeting of the Long Range Planning Committee on March 15, 2024. Robert S. Swaine Swaine, Harris & Wohl, P.A. 425 South Commerce Avenue Sebring, FL 33870 (863) 385-1549 (o) (863) 471-0008 (fax) bob@heartlandlaw.com<mailto:bob@heartlandlaw.com> [cid:image001.jpg@01DA26D7.8CAF6520] Confidentiality Notice This message is being sent by or on behalf of a lawyer. It is intended exclusively for the individual or entity to which it is addressed. If you are not the named addressee, you are not authorized to read, print, retain, copy or disseminate this message or any part of it. If you have received this message in error, please notify the sender immediately by e-mail and delete all copies of the message. Pursuant to federal regulations imposed on practitioners who render tax advice ("Circular 230"), we are required to advise you that any tax advice contained herein is not intended or written to be used for the purpose of avoiding tax penalties that may be imposed by the Internal Revenue Service. If this advice is or is intended to be used or referred to in promoting, marketing or recommending a partnership or other entity, investment plan or arrangement, the regulations under Circular 230 require that we advise you as follows: (1) this writing is not intended or written to be used, and it cannot be used, for the purpose of avoiding tax penalties that may be imposed on a taxpayer; (2) the advice was written to support the promotion or marketing of the transaction(s) or matter(s) addressed by the written advice; and (3) the taxpayer should seek advice based on the taxpayer's particular circumstances from an independent tax advisor.