building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t

Size: px
Start display at page:

Download "building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t"

Transcription

1 building and sustaining productive working relationships p u b l i c r e l a t i o n s a n d p r o c u r e m e n t

2 INTRODUCTION 1 1 THE GROWING INFLUENCE OF PROCUREMENT PROFESSIONALS 2 2 GUIDELINES FOR PRODUCTIVE RELATIONSHIPS 9 c o n t e n t s 3 STRATEGIES FOR WORKING TOGETHER 11 AGENCY SELECTION 12 COMPENSATION 14 RELATIONSHIP MANAGEMENT 18 ASSESSMENT 21 CONCLUSION 23

3 Introduction Public relations firms and their clients have always forged relationships based on a common understanding of the discipline. Whether on the agency or the client side, public relations professionals speak the same language. Regardless of their individual differences, they approach challenges and opportunities from similar perspectives. They both believe in the power of public relations to foster success of an enterprise. i n t r o d u c t i o n Increasingly, another perspective is being introduced into the relationship between clients and their agencies. As companies are recognizing the strategic importance of public relations and enhancing their investments in public relations services, they are involving procurement professionals to help assure they are maximizing the value of their agency relationships. Procurement professionals are now collaborating with public relations professionals within their companies to assist with such tasks as selecting agency partners, negotiating agreements, managing the agency relationship and assessing performance. This booklet is designed to help procurement professionals and agency executives gain insight to help establish, build and sustain more productive working relationships.» 1

4 building and sustaining productive working relationships The Growing Influence of Procurement Professionals Procurement, or strategic sourcing, is an increasingly important function at major corporations. There are a number of trends driving the growing influence of these professionals: Corporations are streamlining their operations and relying more on outside resources; they are seeking to maximize efficiencies in all aspects of the supply chain; and, perhaps most significantly, they are seeking to manage total costs. Procurement professionals are responsible for helping corporations to enhance the value they receive from outside resources, reduce costs and identify and manage risks associated with outside suppliers. t h e g r o w i n g i n f l u e n c e o f p r o c u r e m e n t p r o f e s s i o n a l s Historically, this function focused primarily on manufacturing and achieved results by driving costs out of the manufacturing process. Building on success in this area, the procurement function has evolved to encompass virtually all aspects of the business, including direct and indirect services. Procurement professionals typically begin their assessment of outside resources by analyzing a specific service based on two critical dimensions: 1. Business impact. In analyzing impact, procurement professionals weigh how critical the service is to the success of the business. 2. Relative spend. This aspect of the analysis looks at the total cost of the service, its contribution to margins and related factors.» 3

5 As Chart A indicates, for example, high impact/high spend service providers are often considered strategic partners. Procurement professionals are likely to give strategic partners greater latitude in negotiations than firms that fall into other categories. In dealing with service providers that require a relatively high spend yet have a low impact on the business, procurement officers will seek to use their leverage to be especially tough in negotiations. Procurement professionals rarely operate independently. They serve internal clients and bring business and financial expertise to complement their clients expertise in a specific discipline or technical area. One key role they fulfill is providing professional contracting and negotiation support for their internal clients. Procurement Analysis of Supplier Procurement Strategies A HIGH supplier business impact LOW critical suppliers commodity vendors strategic partners undifferentiated suppliers LOW relative spend for services HIGH HIGH supplier business impact LOW > long-term contracts > obtain price guarantees > quality/delivery emphasis > use multiple sources > develop basic performance metrics > minimize involvement > select solely on price > empower end users > bundle services > automate processes > develop alliances > ensure supplier viability > share risks and rewards > steward relationship and performance > continuous process improvement > limit term of contract > seek volume discount > negotiate aggressively > identify multiple sources > improve processes LOW relative spend for services HIGH B Once they have broadly categorized the type of service provider with whom they are negotiating, procurement professionals pursue distinct strategies for different types of service providers. Chart B reflects some of the strategies procurement professionals may pursue in managing their relationships with service providers in each category. In dealing with low impact/low spend service providers, for example, companies may employ strategies designed to minimize both the cost of the service and the amount of attention the service provider requires from the company. With high impact/low spend service providers, companies are likely to focus less on cost reduction strategies and more on strategies designed to reduce their vulnerability to changes in the service provider that would have a negative effect on the business. Procurement and Public Relations In recent years, the procurement function in many companies has expanded to include strategic sourcing of professional services. In the marketing services field, advertising agencies were the first to receive attention from procurement professionals due to the relative size of the expenditure and the perception that there was room for improvement in the management of this essential service. Now, many procurement functions are expanding to consider other marketing services, including public relations. Their experience with advertising is coloring their approach to public relations, largely because both are considered creative businesses and there are parallels between these types of firms. Some companies with large procurement functions have designated marketing services specialists, often with experience in the field. In other companies, procurement professionals without prior experience in marketing services or the public relations industry may have responsibility for the sector. 4 5

6 Procurement officers work collaboratively with internal public relations professionals and often learn about the business from them. As procurement professionals become involved with public relations firms on behalf of their internal clients, they are considering such questions as: What are our company s requirements for public relations services? What are the capabilities of our in-house public relations staff? What criteria should we consider in evaluating agency options? Which of the options we have evaluated make the best sense for the business? What contractual terms will enable us to gain the most from the relationship? What formal processes are in place to assess agency performance? How well is the current agency/client relationship going? Are there improvements we could make in the relationship? Are we getting the best value and quality? What processes can we apply to improve the way we work together? Before entering into discussions with current or prospective clients and their procurement advisors, many public relations firms also conduct an analysis of the client to formulate their strategy for negotiations. Such an analysis may examine: 1. Client appeal. In assessing the attractiveness of a client, agencies consider such factors as the strategic fit with the agency business, the nature of the client challenge, and the quality of the working relationship. 2. Relative value. This analysis looks at such factors as the agency cost to effectively serve the client, the total compensation and the growth potential of the account. As Chart C indicates, for example, agencies are likely to make their most significant investments in pursuing relationships with clients that are a strategic fit with the goals of the firm, even if their current relative value is somewhat low. On the other hand, they will look closely at their relationships with clients that are low appeal/low value and consider whether such relationships are worth maintaining or should be transitioned out. Agency Analysis of Client HIGH grow maximize client appeal de-emphasize optimize C LOW LOW relative value of client HIGH 6 7

7 Agency executives also pursue strategies for negotiation that reflect their assessment of the client relationship. As Chart D reflects, agency executives consider clients in the upper right quadrant to be prized relationships and they will employ negotiating strategies designed to sustain these relationships over time. Strategies they employ with low appeal/low value clients, on the other hand, are designed to minimize the agency cost to effectively serve the client and give them the opportunity to assess whether the relationship is worth maintaining. building and sustaining productive working relationships Agency Strategies D HIGH client appeal LOW > nurture the client > proactively seek new business opps w/client > demonstrate value > standardize service > utilize less expensive staff > automate processes > consider resigning > provide high level of service > invest in relationship > insist on measurement > negotiate favorable terms > keep key stakeholders happy > improve processes > properly staff business LOW relative value of client HIGH g u i d e l i n e s f o r p r o d u c t i v e r e l a t i o n s h i p s As public relations professionals and procurement executives increase their interaction with each other, both parties will learn from the experience. In the process, they will strengthen their ability to accurately assess their prospective partners and employ appropriate strategies for managing agency/client relationships. 8 «

8 Guidelines for Productive Relationships Public relations and procurement professionals can work together effectively by: Educating each other. Both procurement and public relations professionals can benefit from learning more about their respective disciplines. Conflicts are often the result of misperceptions or simple lack of understanding. building and sustaining productive working relationships Recognizing the value each party provides. Within their corporations, procurement professionals are valued for their expertise and the contributions they make to business operations. Public relations agencies are valued for their contributions to achieving significant business goals. Working relationships between these two parties must be based on mutual respect. Assuring both parties are committed to a common goal. Although agencies and procurement professionals may each have their own objectives for the client/agency relationship, working toward common business goals is a shared priority. Being open and transparent. Procurement professionals should be clear about their objectives and the basis for assessing agencies and their performance. Agencies should be clear about their business model and the basis for their compensation. Mysteries on either side will lead to distrust. s t r a t e g i e s f o r w o r k i n g t o g e t h e r Seeking mutual business benefit. Agree to terms for the relationship that enable both parties and both organizations to benefit. Being guided by the values you want to characterize the relationship. A true partnership between a client and agency can only be achieved when both parties operate with fairness and integrity, thereby creating trust. 10 «

9 Strategies for Working Together Procurement professionals may interact with public relations firms at many different junctures of a client/agency relationship. Following are strategies for working together effectively during four stages of a client/agency relationship. Agency Selection Procurement professionals often work with their public relations counterparts in selecting a public relations firm or implementing changes in client/agency relationships (e.g., consolidating the number of firms serving a client). Strategies for Procurement Professionals» Follow public relations industry guidelines. If you are involved in designing and managing a process for selecting a public relations firm, consult a booklet developed by the Council of Public Relations Firms called Standards for Conducting a Public Relations Firm Search. The booklet is available at Consider the purchase of public relations services independent of advertising or other marketing services. Although there are some parallels between advertising and public relations businesses, these are fundamentally different disciplines. The business models for public relations and advertising agencies are usually different, even when advertising agencies or advertising holding companies own public relations firms.» Take initiative to learn about the public relations business. If you are new to the public relations industry, look for opportunities to learn about the discipline and the agency business.» Reflect your industry knowledge in your proposal request. Your request for proposal (RFP) will not only reflect your understanding of public relations but also will give agencies an early indication of what it would be like to work with your company as a client. Agencies will respond most favorably to an RFP that is clearly designed for a public relations agency search (not merely adapted from another marketing services search), that provides background necessary for the agencies to decide to participate, and that requests only information that is essential for decision-making. Strategies for Agency Executives» Learn from agency procurement specialists. If your agency or its parent company has procurement expertise, ask your own specialists for insights about the procurement function and how you can best respond to the needs of procurement professionals.» Understand the role of procurement in the search. Procurement professionals usually have specific roles within an agency search, working in concert with company public relations professionals. Some typical roles are to manage the overall selection process, closely analyze business and financial information from agencies, and offer a perspective on the final choice

10 » Ask for a description of company procurement policies. Procurement professionals working for public companies are involved in corporate financial reporting. In working with such companies, be aware of their standard policies and how they rationalize spend for professional services.» Illustrate how PR contributes to business outcomes. If your services are considered to have a strong impact on the business, regardless of the anticipated level of spend, your discussions with procurement professionals are likely to be more substantive. At the outset of your discussions, show procurement professionals how public relations can help achieve company goals. Refer to the Council of Public Relations Firms booklet, Demonstrating the Value of Public Relations, for suggested approaches. The booklet is available for purchase through Compensation Procurement professionals may be involved in negotiating compensation and terms of agreement for new agencies or existing agencies. Strategies for Procurement Professionals» Use a specific scope of work as the basis for compensation. For a public relations firm to effectively allocate resources, they must have a clear understanding of the assignment. With a specific scope of work in mind, they can propose a staffing plan that considers both the number of people that need to be involved and the expertise required.» Put comparative data in proper context. There is limited public information available comparing public relations firms on dimensions of their business that are of interest to procurement executives. As you review salary surveys, agency rankings and other information compiled and published in the industry trade press, be sure these reports and their relevance to a specific compensation negotiation are clear.» Maintain confidentiality of agency financials. Agencies expect that information shared with you during compensation negotiations will be kept in strict confidence. This information should not be used for the purpose of benchmarking against other agencies; comparisons from firm to firm may not be valid.» Establish a timetable for revisiting the compensation agreement. Any compensation agreement is based on assumptions and there is always potential for circumstances to change. With this in mind, identify a realistic and fair timeframe for the existing compensation agreement to be in effect and define how often it is to be reviewed and the circumstances that would require you to revisit the agreement at any other time. Strategies for Agency Executives» Involve the right team in discussions with procurement executives. To have an informed dialogue with procurement professionals, agencies need to involve executives with business and financial expertise as well as account management expertise. In addition, these professionals need to be in a position to commit the agency to work according to terms discussed

11 » Be prepared for negotiations. Expect that procurement professionals will want to understand your costs, pricing and profits. Be prepared to share such financial information as the components of standard hourly rates, including overhead costs. In addition, procurement professionals will want to address commissions and markups on expenses and your relationships with third party suppliers.» Clearly articulate the basis for your compensation. Make sure it is clear how you derive fee structures and the factors you consider in pricing (e.g., how you calculate direct and indirect costs). Once you enter into compensation negotiations, support your position with conviction and provide a compelling rationale and value proposition.» Offer comparative data. If you utilize proprietary industry studies such as salary surveys to support your pricing, consider sharing relevant information with procurement executives. Procurement executives often consider sector benchmarks and other comparative data in their decisionmaking and will seek such information from other sources if you do not provide it.» Establish boundaries as appropriate. While making every effort to be transparent, don t hesitate to withhold financial information you feel would compromise the agency and its employees. Whereas, for example, it is appropriate to share salary ranges by professional level and/or practice area and to provide aggregate salaries for staff to be assigned to an account, it is not appropriate to share details of individual compensation.» Carefully define payment terms. Because procurement professionals likely will oversee payment, pay significant attention to payment terms. Payment terms are sometimes used to motivate performance. In these circumstances, terms may go beyond defining the basics (e.g., payment turnaround time and penalties for late payment) to actually define performance milestones that must be met before agencies are paid for services.» Consider compensation models that reinforce accountability for results. To reinforce your assertions about the value of public relations services, consider seeking performance-based compensation in which your compensation is tied to specific objectives. Identify and set clear measures to evaluate public relations results and link them to business goals. Terms of performance-based compensation agreements can vary widely, but often define circumstances under which agencies will share risk and/or be compensated at levels above their normal expected profitability.» Be prepared to walk away. If after good faith negotiations, you are unable to agree to terms that provide your agency with sufficient business benefit or consider the terms unfair, decline the opportunity

12 Relationship Management In cases where clients have existing relationships with public relations firms, procurement professionals may work with their public relations colleagues to design and implement processes for such things as assessing quality and enhancing the efficiency of the agency relationship. During an ongoing client relationship, both procurement and agency public relations professionals should:» Maintain alignment with client public relations professionals. Agencies, procurement professionals and client public relations professionals each bring different perspectives to the client/agency relationship, yet working at cross-purposes is counterproductive. Take time to assure that all three parties generally agree on what you are trying to accomplish together.» Collaborate to define criteria for assessing quality. Both clients and their agencies benefit from periodic feedback about the quality of work and service the agency is providing. If procurement professionals are facilitating this process, they should work with agencies to identify performance measures and design a process for conducting the evaluation. Many agencies have existing processes that may serve as models.» Learn and adopt best practices. Both parties should be receptive to adopting practices that enhance the efficiency and effectiveness of the relationship. In addition to closely monitoring the relationship, procurement professionals may suggest innovations they have employed with other marketing service providers and agencies may identify best practices they have used with other clients. Strategies for Procurement Professionals» Define procedures for conflict resolution. Despite best efforts, conflicts may arise which the agency and their procurement counterparts cannot resolve. Anticipate such circumstances by defining the procedures the agency or the procurement professional should follow to resolve such situations.» Offer to consult with the agency about ways to improve efficiency and stimulate innovation. Procurement professionals, especially those who specialize in marketing or other professional services fields, may have insights about the business that can benefit your public relations firms. Consider sharing your recommendations or information about best practices with your agencies to enable them to continually improve their operations. Strategies for Agency Executives» Recognize that procurement professionals can be allies. Procurement professionals can be advocates for process improvements you identify that will enhance efficiencies in account management. Consult with them when you identify ways the client can reduce costs by streamlining the relationship.» Give procurement professionals direct exposure to the agency. To help them learn about the business, consider inviting procurement professionals to spend some time at the agency and observe your operations first hand

13 » Identify agency process improvements to increase value. In your day-today management of the client relationship, look for changes in the way you deliver services. Consider, for example, new ways of working across categories and geographies, means for decreasing time from plans to implementation, and techniques for accelerating creative processes. Demonstrate an interest in continuous improvement.» Proactively propose innovative means for expanding the ways you serve the client. Show procurement professionals how they can further leverage the agency relationship by expanding the scope of your work. For example, are there public relations services that may be outsourced to your agency? Are there services you are providing for one division that can be extended to another division for minimal incremental cost?» Look for ways to align agency operations with changing client operations. Whether clients are moving towards leaner, more efficient operations or implementing specific company-wide business processes, look for ways to adapt your own work style to be compatible with them as they evolve. Assessment Procurement professionals may be involved in assessing agency performance, especially when compensation is tied to specific performance measures. In these circumstances, public relations and procurement professionals should:» Collaborate to define assessment metrics and tools. Both the public relations program and the evaluation plan need to be designed to achieve and measure specific objectives. Procurement and public relations professionals should agree to public relations objectives that are tied to critical business goals and identify metrics that will show how results of the public relations program correlate to business results.» Consider qualitative and quantitative measures. Public relations professionals have established tools and techniques for assessing public relations tactics and program results. Some of these tools are quantitative and some are qualitative. In designing an evaluation plan, consider both types of measures to be valid. Summaries of some public relations evaluation tools and techniques are available in the Council of Public Relations Firms booklet Demonstrating the Value of Public Relations. Strategies for Procurement Professionals» Seek meaningful measures, not guarantees. There are uncertainties involved in public relations outcomes and no experienced public relations professional can guarantee that an investment in public relations will deliver a specific return. At the same time, agencies want to be accountable and will work with you to identify meaningful ways to measure public relations outputs and outcomes

14 » Assure sufficient importance is given to the measurement process. Evaluation is an important component of any public relations program. By assuring appropriate time, effort and budget is invested in evaluation, you can assess agency performance and gain insight that will improve the effectiveness of the relationship and future public relations programs. Strategies for Agency Executives» Continue to explore and propose new ways to measure impact. The most fully developed public relations measurement tools are those that measure tactics or program output. Although there are techniques for measuring program outcomes, they are often more expensive than output evaluation and are thus less often applied. In addition to advocating the application of existing measurement techniques, continue to encourage your own agency and research suppliers to the industry to look for innovation in this area.» Provide the client with an action plan based on assessment of results. To make the agency performance evaluation process more productive for all parties, hold a management-level face-to-face review of results. Target areas for improvement with an agreed upon action plan and timetable. Conclusion This project is part of an ongoing effort by the Council of Public Relations Firms to enhance understanding and improve relationships between public relations and procurement professionals. This booklet was produced under the guidance of the Council s Client Advisory Committee and reflects the perspectives of selected agency CEOs and CFOs, corporate procurement officers, and corporate public relations professionals. The Council appreciates the contributions of each of these experts to this important project. The Council of Public Relations Firms offers two additional resources of special interest to those who desire to enhance relationships between public relations and procurement professionals. Referenced elsewhere in this booklet, they are:» Standards for Conducting a Public Relations Firm Search» Demonstrating the Value of Public Relations. These booklets and other resources from the Council of Public Relations Firms are available through its web site at DESIGNED BY EDWARD HOWARD & CO.» A Member of the Council of Public Relations Firms 22 23

15 c o u n c i l o f p u b l i c r e l a t i o n s f i r m s p: PRFIRMS ( )» f: PRFAXES ( )»

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Delaware Performance Appraisal System

Delaware Performance Appraisal System Delaware Performance Appraisal System Building greater skills and knowledge for educators DPAS-II Guide for Administrators (Principals) Principal Practice Rubric Updated July 2015 1 INEFFECTIVE A. DEVELOPS

More information

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français.

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français. Guidance Note: Corporate Governance - Board of Directors March 2015 Ce document est aussi disponible en français. Applicability The Guidance Note: Corporate Governance - Board of Directors (the Guidance

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

Business Logistics Specialist Position Description

Business Logistics Specialist Position Description Specialist Position Description March 23, 2015 MIT Specialist Position Description March 23, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level

More information

Develop Project Charter. Develop Project Management Plan

Develop Project Charter. Develop Project Management Plan Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs

More information

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF) Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership

More information

UNSOLICITED PROPOSALS

UNSOLICITED PROPOSALS UNSOLICITED PROPOSALS GUIDE FOR SUBMISSION AND ASSESSMENT January 2012 CONTENTS 1 PREMIER S STATEMENT 3 2 INTRODUCTION 3 3 GUIDING PRINCIPLES 5 3.1 OPTIMISE OUTCOMES 5 3.2 ASSESSMENT CRITERIA 5 3.3 PROBITY

More information

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardship

More information

Establish Collaborative Strategies to Better Manage a Global Vendor Network Devise a Proper Float Plan

Establish Collaborative Strategies to Better Manage a Global Vendor Network Devise a Proper Float Plan Establish Collaborative Strategies to Better Manage a Global Vendor Network Devise a Proper Float Plan CBI s Biopharmaceutical Forum on Clinical and Commercial Global Supply Chain Excellence Sandy Onorato

More information

Effective Supplier Relationship Management

Effective Supplier Relationship Management Northeast Supply Chain Conference Effective Supplier Relationship Management Joseph C. Black Director, Corporate Administrative Services Expense Management Solutions, Inc. Presentation Outline Importance

More information

Report on the Agency-Advertiser Value Survey

Report on the Agency-Advertiser Value Survey Report on the Agency-Advertiser Value Survey Study conducted by Ignition Consulting Group on behalf of American Association of Advertising Agencies Association of National Advertisers August 2007 Results

More information

Trading Partner Practices January February March 2008

Trading Partner Practices January February March 2008 Perfecting Retailer-Supplier Execution Journal of Trading Partner Practices January February March 2008 What is SRM and Why Does it Matter to the Retail Industry? Reprinted with permisson Journal of Trading

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Meeting Professionals International (MPI) June 2006, www.mpiweb.org

Meeting Professionals International (MPI) June 2006, www.mpiweb.org 1 360º of Teamwork: How Meetings and Travel Professionals Can Build Strategic Synergies to Drive Results A Position Paper from Meeting Professionals International s Global Corporate Circle of Excellence

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

The Why & How of Managed Services

The Why & How of Managed Services SOLUTIONS Cut Costs While Improving Productivity The Why & How of Managed Services What are Managed Services? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace

More information

A Performance-Driven Approach to Application Services Management

A Performance-Driven Approach to Application Services Management A Performance-Driven Approach to Application Services Management Breaking the Mold to Accelerate Business Transformation Table of contents 1.0 The keep up versus step up challenge...1 2.0 Taking a different

More information

Using the Right Metrics for Measuring the Agency Relationship

Using the Right Metrics for Measuring the Agency Relationship February 24, 2009 Using the Right Metrics for Measuring the Agency Relationship By: Arthur Anderson Although every advertising dollar spent should count, particularly in these difficult times, the agency

More information

THE WHY & HOW OF MANAGED SERVICES

THE WHY & HOW OF MANAGED SERVICES SOLUTIONS CUT COSTS WHILE IMPROVING PRODUCTIVITY THE WHY & HOW OF MANAGED SERVICES WHAT ARE MANAGED SERVICES? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace

More information

Investment Management for Non-Profit Organizations

Investment Management for Non-Profit Organizations Investment Management for Non-Profit Organizations Bradley, Foster & Sargent has worked with non-profit organizations for many years managing their endowments and helping them achieve their mission, long

More information

Core Competencies in Association Professional Development

Core Competencies in Association Professional Development Core Competencies in Association Professional Development 2009 Update These competencies are general descriptions of the behavior or actions needed to successfully perform the association professional

More information

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy 2016 Beaumont Health Physician Leadership Academy [BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Engagement. Entrepreneurialism. Effectiveness. Better Care. Improved Partnerships. Enhanced Organizational

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES

APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES Ethical Leadership and Corporate Citizenship The board should provide effective leadership based on ethical foundation. that the company

More information

APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014

APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014 WOOLWORTHS HOLDINGS LIMITED CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 This table is a useful reference to each of the King III principles

More information

Retained HR Organization: the Forgotten Part of HRO

Retained HR Organization: the Forgotten Part of HRO Retained HR Organization: the Forgotten Part of HRO One of the essential factors in a successful outsourcing venture is the role that is played by that part of the organization that is not outsourced the

More information

THE EFFECTIVENESS OF LOGISTICS ALLIANCES EUROPEAN RESEARCH ON THE PERFORMANCE MEASUREMENT AND CONTRACTUAL SUCCESS FACTORS IN LOGISTICS PARTNERSHIPS

THE EFFECTIVENESS OF LOGISTICS ALLIANCES EUROPEAN RESEARCH ON THE PERFORMANCE MEASUREMENT AND CONTRACTUAL SUCCESS FACTORS IN LOGISTICS PARTNERSHIPS CIIL An IESE-Mecalux Initiative STUDY-62 February, 2008 THE EFFECTIVENESS OF LOGISTICS ALLIANCES EUROPEAN RESEARCH ON THE MEASUREMENT AND CONTRACTUAL SUCCESS FACTORS IN LOGISTICS PARTNERSHIPS Joan Jané

More information

PROJECT PROCUREMENT MANAGEMENT

PROJECT PROCUREMENT MANAGEMENT 12 PROJECT PROCUREMENT MANAGEMENT Project Procurement Management includes the processes required to acquire goods and services from outside the performing organization. For simplicity, goods and services,

More information

11/12/2013. Role of the Board. Risk Appetite. Strategy, Planning and Performance. Risk Governance Framework. Assembling an effective team

11/12/2013. Role of the Board. Risk Appetite. Strategy, Planning and Performance. Risk Governance Framework. Assembling an effective team Role of the Board Risk Appetite Strategy, Planning and Performance Risk Governance Framework Assembling an effective team Role of the CEO Accountability and Disclosure 1 Board members should act on a fully

More information

Supplier Management for Complex Outsourced Services: A Strategic Framework

Supplier Management for Complex Outsourced Services: A Strategic Framework Supplier Management for Complex Outsourced Services: A Strategic Framework Eliot A. Madow, Managing Director Expense Management Solutions, Inc. 508-460-7014; madow@expensemanagement.com 92 nd Annual International

More information

January 2016. Brand and Campaigns Executive: Information for Candidates

January 2016. Brand and Campaigns Executive: Information for Candidates January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you

More information

Role Profile. Ministry of Technology, Innovation and Citizens Services. Assistant Deputy Minister Integrated Workplace Solutions.

Role Profile. Ministry of Technology, Innovation and Citizens Services. Assistant Deputy Minister Integrated Workplace Solutions. Ministry of Technology, Innovation and Citizens Services Assistant Deputy Minister Integrated Workplace Solutions Victoria Ministry Overview The Ministry of Technology, Innovation and Citizens Services

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify

More information

Distributor/Reseller Marketing A Riddle Wrapped in a Mystery Inside an Enigma

Distributor/Reseller Marketing A Riddle Wrapped in a Mystery Inside an Enigma Distributor/Reseller Marketing A Riddle Wrapped in a Mystery Inside an Enigma 2006 Frank Lynn & Associates, Inc. All Rights Reserved 0 Distributor/Reseller Marketing Over the last 50 years, changes in

More information

Chapter 3 VITA s Supply Chain Management (SCM)

Chapter 3 VITA s Supply Chain Management (SCM) Chapter 3 VITA s Supply Chain Management (SCM) Chapter highlights Purpose: This chapter outlines VITA s Supply Chain Management s (SCM s) vision, mission, core values and guiding principles. It also discusses

More information

The Role of the Board in Enterprise Risk Management

The Role of the Board in Enterprise Risk Management Enterprise Risk The Role of the Board in Enterprise Risk Management The board of directors plays an essential role in ensuring that an effective ERM program is in place. Governance, policy, and assurance

More information

Strategic Plan. Valid as of January 1, 2015

Strategic Plan. Valid as of January 1, 2015 Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial

More information

Human Services Quality Framework. User Guide

Human Services Quality Framework. User Guide Human Services Quality Framework User Guide Purpose The purpose of the user guide is to assist in interpreting and applying the Human Services Quality Standards and associated indicators across all service

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.

More information

Creating an effective RFP process

Creating an effective RFP process Creating an effective RFP process Requests for proposals (RFPs) are an essential responsibility for investment committees. These series of questions and responses, combined with interviews and site visits,

More information

Successfully identifying, assessing and managing risks for stakeholders

Successfully identifying, assessing and managing risks for stakeholders Introduction Names like Enron, Worldcom, Barings Bank and Menu Foods are household names but unfortunately as examples of what can go wrong. With these recent high profile business failures, people have

More information

Tapping the benefits of business analytics and optimization

Tapping the benefits of business analytics and optimization IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping

More information

Working with Vendors Finding the right partners and nurturing the relationship. by John Casey

Working with Vendors Finding the right partners and nurturing the relationship. by John Casey The Expert Series is a collection of articles, papers and writings by PM Solutions associates and other industry experts that provides insight into the practice and value of project management. Working

More information

School Construction Projects

School Construction Projects The process of educating young people seems to be continually developing. New insights regarding how students most effectively receive retain and gain understanding of information and principles affect

More information

Pillsbury Global Sourcing BETTER DESIGN. BETTER DECISIONS. BETTER RESULTS. Pillsbury Winthrop Shaw Pittman LLP

Pillsbury Global Sourcing BETTER DESIGN. BETTER DECISIONS. BETTER RESULTS. Pillsbury Winthrop Shaw Pittman LLP Pillsbury Global Sourcing BETTER DESIGN. BETTER DECISIONS. BETTER RESULTS. Pillsbury Winthrop Shaw Pittman LLP 2 Better Design. Better Decisions. Better Results. Creating value isn t easy. Creating value

More information

National Network of Fiscal Sponsors. Guidelines for Comprehensive Fiscal Sponsorship

National Network of Fiscal Sponsors. Guidelines for Comprehensive Fiscal Sponsorship Introduction National Network of Fiscal Sponsors Guidelines for Comprehensive Fiscal Sponsorship Fiscal sponsorship has evolved as an effective and efficient mechanism for starting new nonprofits, seeding

More information

White Paper. PPP Governance

White Paper. PPP Governance PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting

More information

How to apply Send your CV along with a description of how you meet the role requirements to: PR and campaigns manager

How to apply Send your CV along with a description of how you meet the role requirements to: PR and campaigns manager How to apply Send your CV along with a description of how you meet the role requirements to: jobs@iosh.co.uk Job Description 1 Job details Job Title: PR and campaigns manager Division: Marketing Responsible

More information

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,

More information

A guide to achieving growth and sustainability in your practice

A guide to achieving growth and sustainability in your practice PRACTICE MANAGEMENT 7 Key Practices to Help Grow Your Business A guide to achieving growth and sustainability in your practice Over the years, we ve partnered with advisors to help them build better businesses.

More information

Procurement Capability Standards

Procurement Capability Standards IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement

More information

Chapter 16. Competitive Negotiation: Negotiations

Chapter 16. Competitive Negotiation: Negotiations Chapter 16. Competitive Negotiation: Negotiations Summary This chapter establishes the procedure for conducting negotiations with vendors selected by the selection committee following evaluation of the

More information

Performance Evaluation

Performance Evaluation Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better

More information

Customer effectiveness

Customer effectiveness www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

IMPROVE YOUR ODDS OF FINDING THE RIGHT OUTSOURCING PARTNER Product No. 10049

IMPROVE YOUR ODDS OF FINDING THE RIGHT OUTSOURCING PARTNER Product No. 10049 IMPROVE YOUR ODDS OF FINDING THE RIGHT OUTSOURCING PARTNER Improve Your Odds of Finding the Right Outsourcing Partner Abstract Customer contact outsourcing can be a complex and challenging task. Are you

More information

Digital Asset Manager, Digital Curator. Cultural Informatics, Cultural/ Art ICT Manager

Digital Asset Manager, Digital Curator. Cultural Informatics, Cultural/ Art ICT Manager Role title Digital Cultural Asset Manager Also known as Relevant professions Summary statement Mission Digital Asset Manager, Digital Curator Cultural Informatics, Cultural/ Art ICT Manager Deals with

More information

can I consolidate vendors, align performance with company objectives and build trusted relationships?

can I consolidate vendors, align performance with company objectives and build trusted relationships? SOLUTION BRIEF Vendor Performance Management can I consolidate vendors, align performance with company objectives and build trusted relationships? agility made possible CA Business Service Insight helps

More information

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists 1 Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists Troubling economic times require attention to the basics:

More information

by David Hebert, Managing Director, Oracle Applications, Answerthink and Dr. David Oppenheim, Director, Delivery Services, Answerthink

by David Hebert, Managing Director, Oracle Applications, Answerthink and Dr. David Oppenheim, Director, Delivery Services, Answerthink Conflicts Between ERP Systems and Shared Services Can Inhibit Return on Investment The proliferation of ERP systems may not be a problem for individual business units, but it can represent a significant

More information

Recognize the five signs that your channel is underperforming and turn the situation around by engaging and empowering your resellers.

Recognize the five signs that your channel is underperforming and turn the situation around by engaging and empowering your resellers. Recognize the five signs that your channel is underperforming and turn the situation around by engaging and empowering your resellers. Your resellers success is critical to your own success. While there

More information

Customer-Supplier Partnerships. Presented by: Sherry R. Gordon, President Value Chain Group LLC

Customer-Supplier Partnerships. Presented by: Sherry R. Gordon, President Value Chain Group LLC Customer-Supplier Partnerships Presented by: Sherry R. Gordon, President Value Chain Group LLC 4/10/2015 Agenda The business case for customersupplier partnerships Are you ready to partner? The business

More information

HRO Provider Management: Success Requires a Disciplined Approach

HRO Provider Management: Success Requires a Disciplined Approach February 2007 HRO Provider Management: Success Requires a Disciplined Approach By Jeff Krynski Governance Competency Leader, CHRO Services, TPI CONTENTS 2. The Case for HRO Provider Management 2. Provider

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Essentials to Building a Winning Business Case for Tax Technology

Essentials to Building a Winning Business Case for Tax Technology Essentials to Building a Winning Business Case for Tax Technology The complexity of the tax function continues to evolve beyond manual and time-consuming processes. Technology has been essential in managing

More information

Project Assessment Framework Establish service capability

Project Assessment Framework Establish service capability Project Assessment Framework Establish service capability July 2015 Component of the Project Assessment Framework (PAF) This document forms part of the Project Assessment Framework, as outlined below.

More information

Executive Checklist to Transitioning Processes

Executive Checklist to Transitioning Processes Digital Innovation Series Executive Checklist to Transitioning Processes Building a Flexible Model The Digital Innovation Series traces the trends that are driving the digital-innovation imperative that

More information

IT Service Management. The Role of Service Request Management

IT Service Management. The Role of Service Request Management RL Consulting IT Service Management The Role of Service Request Management Prepared by: Rick Leopoldi June 1, 2007 Copyright 2001-2007. All rights reserved. Duplication of this document or extraction of

More information

Operations Excellence in Professional Services Firms

Operations Excellence in Professional Services Firms Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges

More information

Outsourcing. Knowledge Summary

Outsourcing. Knowledge Summary Knowledge Summary Outsourcing P&SM professionals should have the knowledge and skills required to manage the outsourcing process and to advise colleagues of the most appropriate solution to obtain best

More information

Performance Appraisal Process for the CEO 1

Performance Appraisal Process for the CEO 1 www.simonejoyaux.com Simone P. Joyaux, ACFRE Performance Appraisal Process for the CEO 1 Note: This process and appraisal tool along with Joyaux CEO job description applies, in general to any organization.

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles APPLICATION of KING III CORPORATE GOVERNANCE PRINCIPLES 2013 Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have

More information

Understanding the New Dynamics of Delivering Quality HR Services

Understanding the New Dynamics of Delivering Quality HR Services Understanding the New Dynamics of Delivering Quality HR Services When it comes to HR service delivery, there are many aspects of quality that can impact an organization s employee satisfaction, engagement,

More information

PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS HEAD OF WASTE STRATEGY AND CONTRACTS

PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS HEAD OF WASTE STRATEGY AND CONTRACTS NORTH LONDON WASTE AUTHORITY Agenda Item No: REPORT TITLE: PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS REPORT OF: HEAD OF WASTE STRATEGY AND CONTRACTS FOR SUBMISSION TO: DATE: AUTHORITY MEETING 11

More information

Managing Risk at Bank of America Corporation. Overview

Managing Risk at Bank of America Corporation. Overview Managing Risk at Bank of America Corporation Overview Risk is inherent in every material business activity that we undertake. Our business exposes us to strategic, credit, market, liquidity, compliance,

More information

Pharmaceutical Sales Certificate

Pharmaceutical Sales Certificate Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.

More information

The 10 Knowledge Areas & ITTOs

The 10 Knowledge Areas & ITTOs This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading

More information

Supplier Engagement Guidance

Supplier Engagement Guidance Supplier Engagement Guidance This document provides guidance on engaging with suppliers to collect greenhouse gas (GHG) data when developing scope 3 GHG inventories following the GHG Protocol Corporate

More information

A s companies facing the current economic downturn launch cost reduction initiatives,

A s companies facing the current economic downturn launch cost reduction initiatives, How to cut costs in a recession with help from employees Jon Katzenbach and Paul romfield Jon Katzenbach, a senior partner of Katzenbach Partners LLC, is the author of several articles and books, including

More information

Raise Your Voice, Raise Your Skills

Raise Your Voice, Raise Your Skills ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are

More information

In Partnership with. 2013 PROCUREMENT & STRATEGIC SOURCING DATA SURVEY Facts & Analysis

In Partnership with. 2013 PROCUREMENT & STRATEGIC SOURCING DATA SURVEY Facts & Analysis In Partnership with 2013 PROCUREMENT & STRATEGIC SOURCING DATA SURVEY Facts & Analysis 2013 Consero Group LLC www.consero.com March 18, 2013 INTRODUCTION 2013 Chief Procurement Officer Data Survey Last

More information

MERCER WEBCAST MEETING TODAY S CHALLENGES FOR 401(K) SPONSORS OCTOBER 22, 2014. Liana Magner Amy Reynolds

MERCER WEBCAST MEETING TODAY S CHALLENGES FOR 401(K) SPONSORS OCTOBER 22, 2014. Liana Magner Amy Reynolds MEETING TODAY S CHALLENGES FOR 401(K) SPONSORS OCTOBER 22, 2014 Liana Magner Amy Reynolds Today s speakers Liana Magner, CFA Partner US Delegated DC Leader MERCER W EBCAST Amy Reynolds, ASA Partner US

More information

KING III CORPORATE GOVERNANCE COMPLIANCE REGISTER

KING III CORPORATE GOVERNANCE COMPLIANCE REGISTER KING III CORPORATE GOVERNANCE REGISTER CHAPTER 1: ETHICAL LEADERSHIP AND CORPORATE CITIZENSHIP NON 1.1. The board should provide effective leadership based on an ethical foundation 1.2. The board should

More information

Post-Acute/Long- Term Care Planning for Accountable Care Organizations

Post-Acute/Long- Term Care Planning for Accountable Care Organizations White Paper Post-Acute/Long- Term Care Planning for Accountable Care Organizations SCORE A Model for Using Incremental Strategic Positioning as a Planning Tool for Participation in Future Healthcare Integrated

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,

More information

The ICMCI CMC Competence Framework - Overview

The ICMCI CMC Competence Framework - Overview This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles Application of Corporate Governance Principles Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have been applied

More information

Succession Planning Discussion Guide

Succession Planning Discussion Guide Succession Planning Discussion Guide Overview This discussion guide is used to facilitate the development of the success profile for the CEO and/or other top leadership positions. The success profile describes

More information

A project management consultancy

A project management consultancy A project management consultancy is a professional consulting firm with knowledge and experience in the specialized area of assisting organizations to improve their practice of project, program and/or

More information

IT Outsourced Services. Preliminary Survey

IT Outsourced Services. Preliminary Survey IT Outsourced Services Preliminary Survey April 2013 TABLE OF CONTENTS 1.0 INTRODUCTION... 3 2.0 STATEMENT OF CONFORMANCE... 4 3.0 KEY SURVEY OBSERVATIONS... 4 4.0 RECOMMENDATIONS AND MANAGEMENT RESPONSE...

More information

Understanding the Business Value of Social Solutions in Sales

Understanding the Business Value of Social Solutions in Sales WHITE PAPER Understanding the Business Value of Social Solutions in Sales Sponsored by: SAP Vanessa Thompson April 2014 IDC OPINION The confluence of the changing competitive landscape, strategic business

More information

4-05-30 Applications Maintenance Outsourcing Joseph Judenberg

4-05-30 Applications Maintenance Outsourcing Joseph Judenberg 4-05-30 Applications Maintenance Outsourcing Joseph Judenberg Payoff Appropriately structured arrangements for systems maintenance outsourcing can yield significant benefits to many organizations. This

More information