Tennessee Small Business Development Center Strategic Plan

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1 Tennessee Small Business Development Center Strategic Plan Updated July

2 Table of Contents Vision Statement... 3 Mission Statement... 3 Guiding Principles... 3 Notes... 4 Goal One: Service Delivery... 5 OBJECTIVE 1.1: CONSULTATION & SUPPORT SERVICES... 5 OBJECTIVE 1.2: TRAINING SERVICES... 6 OBJECTIVE 1.3: PARTNERSHIPS... 7 OBJECTIVE 1.4: STAFF TRAINING... 9 OBJECTIVE 1.5: MINORITY GROUPS & UNDERSERVED MARKETS Goal Two: Public Awareness OBJECTIVE 2.1: MARKETING OBJECTIVE 2.2: PUBLIC RELATIONS OBJECTIVE 2.3: LEGISLATIVE AFFAIRS Goal Three: Funding OBJECTIVE 3.1: FINANCIAL SUPPORT OBJECTIVE 3.2: PUBLIC ADVOCATES Goal Four: Organizational Effectiveness OBJECTIVE 4.1: INFORMATION SYSTEM OBJECTIVE 4.2: EVALATION PLAN OBJECTIVE 4.3: FEEDBACK & INTERACTION OBJECTIVE 4.4: ADVISORY BOARD OBJECTIVE 4.5: RESOURCE DISTRIBUTION OBJECTIVE 4.6: RESOURCES & TOOLS OBJECTIVE 4.7: VALUES & ETHICS OBJECTIVE 4.8: COMPLIANCE OBJECTIVE 4.9: STRATEGIC PLANNING OBJECTIVE 4.10: WORK ENVIRONMENT Goal Five: Economic Impact OBJECTIVE 5.1: ECONOMIC RESULTS Appendix A Appendix B

3 Vision Statement The TSBDC is a network that, in cooperation with resource partners, provides a single, comprehensive source for solutions to assist in the creation, management, expansion, and sustainability of businesses in Tennessee. Through its services, the TSBDC network contributes to the growth and development of Tennessee s economy by assisting with domestic and international trade issues. Note: The vision statement recognizes that the TSBDC should be a clearinghouse, or umbrella organization, for providing services to potential or existing small businesses. Mission Statement Recognizing that small business is the economic backbone of the State of Tennessee, the TSBDC s mission is to be the premier provider of quality solutions to potential and existing small businesses needs through consultation, education, referral, and support services. By providing these services through its interactive network of resource partners, the TSBDC promotes growth and prosperity in the domestic and international markets of the business community and enhances its economic impact on the State of Tennessee. Guiding Principles Customer Service Excellence Commitment to Quality Results Orientation Continuous Improvement To provide business consultation, education, technical assistance and related services which are responsive to business community needs in the most efficient and effective manner. To raise awareness and earn respect for the delivery of high quality, innovative programs and services. To continually measure, evaluate and report the quality, productivity and impact of the TSBDC which will result in maximum financial support for its mission. To continually improve and enhance the leadership and organizational effectiveness of the TSBDC network. 3

4 Notes Service Center Action Item For each objective, the following service center action item can be included: Review measures and compare goals. Revise goals based upon benchmarks and history. Service center action items are listed in the Planned Milestones and Program Deliverables. Lead Center and Service Center Responsibilities Action items labeled as Shared indicate responsibilities of both the lead center and individual service centers. 4

5 Goal One: Service Delivery Provide efficient and effective methods for delivery of TSBDC services. OBJECTIVE 1.1: CONSULTATION & SUPPORT SERVICES Continue to provide high quality consultation and support services through centers and TSBDC partners. Partners activities under this objective could include accounting services, government procurement assistance services and International Trade Center services. Action Item 1: Identify key needs and expectations of the broader small business market in order to identify potential new markets, market segments, or other new business opportunities. Action Item 2: Survey market needs from clients. Action Item 3: Arrange for consultation and support services provided by experts as needed. Action Item 4: Obtain client feedback on the quality of consultation, support and training. (Collected bi-annually in open-ended response sections of the Counseling Evaluation Form and Participant Evaluation Form) Action Item 5: Establish an International Trade Center to provide international trade finance and market development counseling assistance. Action Item 6: Promote increased exports by small businesses by evaluating small business firms export capabilities; assisting with a client s export related financial needs; providing rural export assistance; match services; and market research. 5

6 Measure 1: Measure client satisfaction with consultation and support services. (Collected bi-annually on the Counseling Evaluation Form) Measure 2: Measure client perception of staff competency. (Collected bi-annually on the Counseling Evaluation Form) Measure 3: Measure total cases. (Collected from Center IC scorecard) Measure 4: Measure total client hours. (Collected from Center IC scorecard) Measure 5: Measure the percentage of high impact clients. (Collected during the first consultation meeting on the 1062 Form) Measure 6: Measure the percentage of time spent with high impact clients. (Collected during the first consultation meeting on the 1062 Form) Measure 7: Measure the percentage with high impact client intake. (Collected during the first consultation meeting on the 1062 Form) OBJECTIVE 1.2: TRAINING SERVICES Continue to provide high quality training services to small businesses through all centers and TSBDC partners. Activities under this objective include determining the type of training needed, the method for delivery of training (e.g. group or one-on-one), evaluation of training, and follow-up training. Action Item 1: Identify and address client training needs and market trends. Develop a list of core topics and other topics as identified by trend and needs analysis. Action Item 2: Assist in the development of resources and/or materials for the delivery of these topics. 6

7 Action Item 3: Enhance direct online client service delivery of SBDC services and use web-based training as part of the service portfolio. Action Item 4: Arrange for training services provided by experts as needed. Measure 1: Measure client satisfaction with training provided. (Collected from the Participant Evaluation Form following each training session) Measure 2: Measure training attendance. (Collected from the Participant Evaluation Form following each training session) Measure 3: Measure the percentage of high impact clients attracted through training. (Collected during first consultation meeting on the 1062 Form) OBJECTIVE 1.3: PARTNERSHIPS Establish partnerships with various service providers and provide increased referral assistance services to small businesses. Activities under this objective include identifying potential service provider partners, collaboration with partners, development of feedback mechanisms, development of written agreements and memorandums of understanding, and developing strategic partnerships with quasi-governmental organizations, universities, and corporations to assist in training and counseling of existing businesses and industry. This also includes determining the type of needs that require referrals and the best agency to deliver services to meet these needs. Action Item 1: Identify what areas of expertise are lacking within the network and then identify partners who could fill those voids while still meeting our standards and contributing to the network s goals. 7

8 Action Item 2: Establish a working relationship with organizations that produce high technology products and services, and with organizations that provide business services. The purpose of these organizations is to provide training and counseling assistance that count toward TSBDC s goals. Action Item 3: Establish working relationships with organizations (including government officials) to provide government procurement training and counseling opportunities for small businesses. Arrange for these events to count toward TSBDC s goals. Action Item 4: Establish working relationships with organizations serving veteran and service connected-disabled veteran owned businesses to provide veteran entrepreneurial training programs and counseling assistance. Arrange for these events to count toward TSBDC s goals. Action Item 5: Gather and analyze feedback regarding key needs of resource partners. Action Item 6: Develop statewide partnerships (for example, with the United States Export Assistance Centers, and Veteran Business Outreach Centers). Action Item 7: Assist service centers with the development of local partnerships. Action Item 8: Establish working relationships with the public and private sector organizations involved in export development to provide international trade training and counseling opportunities for small businesses. Arrange for these events to count toward TSBDC s goals. Measure 1: Measure the satisfaction with the counseling and support services (as provided by TSBDC referrals). (Collected bi-annually on the Counseling Evaluation Form) Measure 2: Measure the satisfaction with the training services (as provided by TSBDC referrals). (Collected from the Training Participation Form following each training session) 8

9 OBJECTIVE 1.4: STAFF TRAINING Provide professional development, training programs, and certification training programs for key center staff based upon needs assessment identified earlier. Activities under this objective are the responsibility of both lead center and service centers. Activities include developing training programs based on identified needs, and tracking the number of SBDC staff that have completed SBA certification for export assistance as defined by SBA. Key center staff refers to directors and counselors. Action Item 1: Identify core competencies for key staff necessary to achieve desired results including specialties such as international trade, technology, and procurement. Action Item 2: Establish working relationships with global corporations, private local companies, and quasi-government service providers to provide professional development opportunities to key TSBDC staff in areas of business importance (e.g., ecommerce, capital access, and government procurement). Action Item 3: Provide an assessment system and evaluation process that seeks input from key staff regarding training needs and evaluation of the professional development opportunities. Shared Action Item 4: Develop and recommend programs that meet the ongoing professional development, training and certification (e.g., export assistance counselors certification) needs of key staff for the purpose of meeting market demands for training services. Arrange for professional development, training and certification provided by experts as needed. Measure 1: Measure employee satisfaction with professional development opportunities. Measure 2: Measure the availability of professional development opportunities. 9

10 Measure 3: Measure employee satisfaction with training provided by TSBDC. Measure 4: Measure the availability of staff training and certification programs. OBJECTIVE 1.5: MINORITY GROUPS & UNDERSERVED MARKETS Provide increased outreach to minority groups/underserved markets. Activities under this objective include counseling and training workshops advertised to minority groups/underserved markets, and conducting comparative analysis and/or trend analysis with previous program years. Groups falling into underserved markets may but not necessarily include veterans, international trade, faith-based and neighborhood organizations, innovative science and technology companies, rural populations, urban and inner city populations, new immigrant populations, and Reservists and National Guard members and their spouses. Measure 1: Measure percentage of total clients from minority groups. (Race: Asian, Black or African-American, Alaskan Native, Native Hawaii or other Pacific Islander, White. Collected from the 641 Form after an individual becomes a client.) Note: The lead center will analyze this information by service center based on the demographic differences throughout the state of Tennessee. Measure 2: Measure percentage of total clients from underserved markets. (Focus on: female owners, Hispanic, rural clients, and veteran status. Collected from the 641 Form after an individual becomes a client.) 10

11 Goal Two: Public Awareness Raise awareness and earn respect as the single comprehensive source for business solutions in Tennessee. The purpose of this goal is to inform the public and small businesses that the TSBDC network is the ideal and primary resource for finding solutions to small business problems. OBJECTIVE 2.1: MARKETING Develop and implement the marketing initiative for the TSBDC network. Activities under this objective include an evaluation of TSBDC products and services, an evaluation of pricing for training programs, and an evaluation of promotion and outreach activities. These marketing elements will support the TSBDC efforts in creating a better brand image. Action Item 1: Identify and retain marketing consultants to develop and implement the marketing initiative to promote TSBDC counseling and training opportunities and improve the network s image. Action Item 2: Coordinate and provide support to service center directors in developing and implementing the plan at the local level. Action Item 3: Improve marketing and promotional programs, ensuring a logo or brand used consistently throughout the network to convey the identify of a cohesive SBDC network on all information, materials, and signage; and acknowledgement of being an accredited member of the ASBDC and the SBA where appropriate. (See Policy and Procedures Manual and Program Announcements for details) Measure 1: Measure effectiveness of marketing initiatives. (Measurement will be based on the number of clients visited as a result of marketing initiatives. Collected from the Client Evaluation Form.) 11

12 OBJECTIVE 2.2: PUBLIC RELATIONS Develop a public relations program to inform public, private, governmental and potential stakeholders about TSBDC services. Note: Activities under this objective include developing a brand image for the TSBDC network, and provide direction/suggestion on related activities. Action Item 1: Write and deliver press releases to major media channels on seminars and success stories. Action Item 2: Speak to civic groups and trade and professional associations/organizations to promote seminar and counseling opportunities available through the TSBDC network in conjunction with efforts being presently done by service centers. Note: Lead Center personnel will be hosted by each service center at least one time per year to help sell services of the network in their respective communities. Action Item 3: Write a newsletter bi-annually to promote success stories, training programs, counseling opportunities, and other issues of interest to small businesses. Note: The newsletter will be sent to partners, success stories clients, and other clientele. Action Item 4: Establish working relationships with local television, radio, and newspaper media channels to promote SBDC training and counseling opportunities. Measure 1: Measure percentage of nascent (i.e., in business for less than one year) clients retained. ([Number of Follow-Up Clients / Total Number of Clients] x 100.) Collected after counseling session. Data is summated bi-annually.) 12

13 Measure 2: Measure the number of times TSBDC is mentioned in the online media. (Establish a Really Simple Syndication (RSS) feed that sends the user notifications any time TSBDC or Tennessee Small Business Development Center appear in a newly published webpage. Take note of appearances in relevant media outlets.) Measure 3: Measure the web traffic to the TSBDC website. (Collected using Google Analytics reports) OBJECTIVE 2.3: LEGISLATIVE AFFAIRS Develop a legislative affairs initiative to influence key government officials at the most influential levels of government within the state. Action Item 1: Promote and implement legislative affairs activities. Action Item 2: Provide guidance to service centers in the implementation of initiatives. Action Item 3: Implement the public advocacy plan at the local level in accordance with guidance provided by lead center. Measure 1: Measure the number of times TSBDC is mentioned by politicians in speeches. Take note of who mentioned TSBDC and whether the mention was positive, negative or neutral. (Establish a Really Simple Syndication (RSS) feed that sends the user notifications any time TSBDC or Tennessee Small Business Development Center appear in a newly published webpage. Take note of appearances that occur during politician s speeches only. 13

14 Goal Three: Funding Develop a TSBDC funding model to provide maximum financial support for the mission of the network. OBJECTIVE 3.1: FINANCIAL SUPPORT Increase financial support for TSBDC programs and services through established and new funding partners. Activities under this objective include identifying potential funding partners, collaboration with partners, development of feedback mechanisms, evaluating recommendations by stakeholders, s to stakeholders, legislative visits, one-to-one meetings with bank lenders, bank lender training, monthly SBA conference calls, association interactions, and reporting performance to host institutions and other stakeholders. Action Item 1: Identify and establish working relationships with statewide organizations that will compensate the TSBDC network to provide business training and business counseling assistance for their constituency (i.e., find new funding partners.) Action Item 2: Gather and analyze feedback on ways to enhance value to stakeholders and obtain input for meeting stakeholders expectations. (See Program Announcements for details) Action Item 3: Seek additional financial resources from existing funding agencies/partners in order to maintain and increase service delivery. Action Item 4: Explore opportunities for endowments and related structural needs. Action Item 5: Service centers are responsible for implementing action plans to ensure that their financial needs are being met. (See Planned Milestones and Program Deliverables for details) 14

15 OBJECTIVE 3.2: PUBLIC ADVOCATES Establish public advocates for TSBDC programs who will assist in fundraising initiatives. Activities under this objective include determining the role of the board, identifying potential members and committees of the board, defining the general operations of the board, and evaluating advisory board recommendations. The board will consist of representatives from various stakeholder groups such as the Chamber of Commerce, businesses foundations, associations, partners, and others in policy positions capable of speaking about the TSBDC in key areas of need. Action Item 1: Identify, select, and meet with advocacy board members to identify and review issues and provide possible solutions. Action Item 2: Utilize advocacy board to further TSBDC goals and implement proposed solutions. Action Item 3: Utilize local advocacy board members to further TSBDC goals as needed. 15

16 Goal Four: Organizational Effectiveness Continue to improve the lead center and individual service centers by adopting cutting edge technology and methods of management designed to enhance leadership and organizational effectiveness. OBJECTIVE 4.1: INFORMATION SYSTEM Improve the current management information system for capturing and retrieving data. Activities under this objective include identifying data, information, and reporting needs; and evaluating information required on the 888 form or client information (641 form). Action Item 1: Thoroughly obtain data from clients and fully describe activities that occur during counseling in the database. Electronic and hardcopy data should be properly secured to protect client confidentiality. (See Policy and Procedures Manual for details) Shared Action Item 2: Continually monitor the effectiveness, security and accuracy of the Center IC database (in cooperation with CenterDynamics) and make updates as needed. Action Item 3: Thoroughly and accurately obtain client and economic impact data resulting from counseling sessions. (Results validated with the client impact verification survey) Measure 1: Measure employee perception of Center IC technology effectiveness. Measure 2: Measure employee satisfaction with Center IC technology training. 16

17 Measure 3: Measure employee proficiency in using Center IC technology. OBJECTIVE 4.2: EVALATION PLAN Develop an evaluation plan for assessing organizational performance by the TSBDC and its partners. Activities under this objective include identifying formative and summative measures; determining expected outcomes and targets; using trend analysis of key performance indicators to manage performance; using and providing feedback for continuous improvement; evaluating data in the Balanced Scorecard, 1062 review, performance appraisals, internal and external surveys. (See Policy and Procedures Manual for details.) Action Item 1: Develop measurement objectives in support of the strategic plan and enhancing the performance of the TSBDC network. Action Item 2: Communicate and deploy performance expectations. (See Planned Milestones and Program Deliverables for details) Action Item 3: Perform annual on-site reviews, bi-annually data (desktop) reviews of centers, and real-time balanced scorecard and financial reviews. Take corrective actions as needed. Shared Shared Action Item 4: Evaluate the performance of service center directors and counselors annually and provide timely feedback regarding their performance evaluation. Action Item 5: Evaluate administrative employee performance by complying with the standards and regulations of the Tennessee Board of Regents for employee performance appraisal. (See SunGard Banner HR system for details) Action Item 6: Implement the Balanced Scorecard measurement system and use of the data and reports. (See Planned Milestones and Program Deliverables for details) 17

18 OBJECTIVE 4.3: FEEDBACK & INTERACTION Develop mechanisms for feedback, input and interaction from TSBDC personnel. Activities under this objective including using and providing feedback for continuous improvement; providing a means for providing effective two-way communication among within the network (e.g., intranet); and obtaining feedback from strategic plan review sessions, and updates, agendas and minutes from director meetings. Action Item 1: Provide TSBDC network staff with a series of effective communication workshops conducted by external consultants. Action Item 2: Provide TSBDC network staff with opportunities for interaction, including team building workshops, national conferences, and visitations to other regions. Measure 1: Measure employee perception of communication effectiveness within the network. Measure 2: Measure employee satisfaction with state-wide and national conference events. OBJECTIVE 4.4: ADVISORY BOARD Create an advisory board for providing service delivery recommendations to the TSBDC. Activities under this objective include determining the role of the board with respect to recommendations and critique of current services (i.e., training and consultation program). The board will consist of representatives from the TSBDC small business community and/or the TSBDC client base. Action Item 1: Identify, select and meet with advisory board members for input on TSBDC strategic planning, marketing initiatives and training services. 18

19 Action Item 2: Provide updates to board members on activities and progress of projects. Action Item 3: Make improvements to SBDC counseling and training services with the help of local TSBDC advisory board members. OBJECTIVE 4.5: RESOURCE DISTRIBUTION Develop a procedure for the fair distribution of available resource dollars. The criteria for distributing available resource dollars include the service center s match capability, demographics and mix of businesses in the region, number of counselors, available counselor hours, and performance indicators. Action Item 1: Develop measurements for TSBDC network performance and merit objectives with input from service center directors. Action Item 2: Provide feedback to service centers based upon Balanced Scorecard results in order to keep them current on their efforts and how they compare with other service centers. Measure 1: Measure service center directors awareness of the criteria for distributing available resource dollars. 19

20 OBJECTIVE 4.6: RESOURCES & TOOLS Provide work systems, structures, resources and tools for TSBDC s network staff to continue providing high quality services. Activities under this objective include developing training delivery systems; providing necessary databases, websites, and software; and aligning organizational work systems, organizational structure, and staffing patterns to strategic objectives. (See Policy and Procedures Manual for details.) Action Item 1: Research, recommend and acquire resources as deemed necessary. Action Item 2: Maintain system by which tools and information from various service centers can be shared. (See Policy and Procedures Manual, Operating Manual, and TSBDC Intranet for details) Measure 1: Measure employee satisfaction with external information and database services. Measure 2: Measure the perceived usefulness of external information and database services (e.g., subscription resources, InfoUSA, ProfitCents, published books). Measure 3: Measure the perceived ease of use of external information and database services (e.g., subscription resources, InfoUSA, ProfitCents, published books). Measure 4: Measure employee satisfaction with tools and equipment that assist with training. 20

21 Measure 5: Measure the service center directors satisfaction with support provided by the lead center. OBJECTIVE 4.7: VALUES & ETHICS Set standards for organizational values and promote ethical behavior. Activities under this objective include developing standards of organizational values and writing a conflict of interest policy, signed annually by all employees, consultants, instructors and volunteers of the TSBDC network. (See Policy and Procedures Manual for details). Action Item 1: Promote the organizational values in the employee handbook, meetings, posters, conferences and other channels. Action Item 2: Administer training modules on ethics and conflict of interest forms to employees annually. Action Item 3: Develop conflict of interest policies and maintain client confidentiality. (See Policy and Procedures Manual for details) Measure 1: Measure employee commitment to TSBDC s values. Measure 2: Measure employee commitment to ethical business practices. 21

22 OBJECTIVE 4.8: COMPLIANCE Align operations with ASBDC objectives and federal laws and regulations. Activities under this objective include participation at annual SBDC conferences, spring legislative meetings, and calls to action. Action Item 1: Support the common interests of ASBDC in political objectives, national initiatives and financial obligations. Action Item 2: Conduct on-site programmatic audits and financial reviews of service centers. Shared Action Item 3: Evaluate the networks compliance with federal laws and regulations; the Notice of Award and Program Announcements; and sound fiscal and contractual management of the program through reports provided by service centers. (See Policy and Procedures Manual and Operating Manual for details) OBJECTIVE 4.9: STRATEGIC PLANNING Engage in strategic planning to set direction and address current and future opportunities. Activities under this objective include conducting risk assessments, collecting data on key performance indicators, assessing the needs of service center directors, engaging in strategic planning, and linking key services to the strategic plan. (See Planned Milestones and Program Deliverables, and Balanced Scorecard for details.) Action Item 1: SBDC senior leaders will set strategic direction; manage the SBDC budget; negotiate and interact with key stakeholders; set and review performance expectations; determine the appropriate organizational structure and reporting relationships; determine the optimal location of centers; and design personnel requirements and duties. (See Policy and Procedures Manual, Operations Manual, Cooperative Agreement, and Program Announcements for details) 22

23 Action Item 2: Perform an organizational analysis to identify strategic gaps and assess the overall health of the organization. Action Item 3: Utilize scheduled directors meetings to define key strategic objectives; identify opportunities; define innovations in products and services which are driven by stakeholder needs; and modify the strategic plan as needed. (Subject to changes based on Program Announcements and accreditation requirements. See Cooperative Agreement for details) Action Item 4: Convert strategic objectives into actions and create timetables for the accomplishment of strategic objectives. (See Policy and Procedures Manual and Operating Manual for details) Action Item 5: Define requirements in financial planning. (See Policy and Procedures Manual and Operating Manual for detail) Measure 1: Measure employee awareness of TSBDC s strategic plan. Measure 2: Measure strategic planning effectiveness. OBJECTIVE 4.10: WORK ENVIRONMENT Maintain a work environment and workforce support climate that contributes to the engagement, well-being, satisfaction and motivation of all personnel. Activities under this objective include supporting the workforce via benefits and policies, such as compensation, career progression, and related practices that enables the well-being of the workforce. Action Item 1: Ensure facilities are professional in appearance; adequate for the delivery of services; meet health, safety, security, and ergonomic requirements; and support client confidentiality. 23

24 Action Item 2: Ensure each service center maintains and updates the host institution s disaster plan and updates it as needed. Action Item 3: Provide staff with an opportunity to periodically give feedback to determine key factors (including workplace practices) that affect workforce engagement, well-being, satisfaction and motivation. Measure 1: Measure employee engagement. Measure 2: Measure leadership effectiveness. Measure 3: Measure client focus effectiveness. Measure 4: Measure measurement, analysis, and knowledge management effectiveness. Measure 5: Measure workforce focus effectiveness. Measure 6: Measure operations focus effectiveness. Measure 7: Measure results orientation. 24

25 Goal Five: Economic Impact TSBDC will make a positive contribution to the State of Tennessee. OBJECTIVE 5.1: ECONOMIC RESULTS TSBDC will show a positive economic impact on the state. Activities under this objective include participating in Chrisman s annual ASBDC impact study and the impact study for the state of Tennessee; support client verification of impact through completion of bi-annually survey; and analyzing the Center IC database. Action Item 1: Retain independent consultants to qualitatively and quantitatively measure TSBDC economic impacts and associated improvements in the statewide economy. Measure 1: Identify, measure, and report targets that address TSBDC s economic impact goals. (Measures provided by Chrisman Study annually) a) Measure level of incremental sales. b) Measure level of job creation and retention. c) Measure number of new business starts. d) Measure level of incremental tax revenue as a result of client business. e) Measure total capital infusion. f) Measure level of capital investment by clients. g) Measure level of capital investment by lenders. h) Measure level of capital investment by SBA. 25

26 i) Measure level of client satisfaction with TSBDC services. j) Measure cost per job created. k) Measure amount of new sales for every dollar invested in the SBDC. l) Measure number of single year, long-term clients. m) Measure number of multi-year, extended-engagement clients. Measure 2: Identify, measure, and report export assistance indicators and targets that address TSBDC s export impact goals. a) Measure the numbers of clients receiving export assistance from the SBDC. b) Measure the number of clients starting to export after receiving assistance and to what markets. c) Measure the level of export revenues/sales after receiving assistance from SBDC. d) Measure number of referrals to USEAC or SBA. e) Measure number of referrals to the Department of Commerce, Department of Agriculture, Department of State, Ex-Im Bank, OPIC or USTDA. f) Measure number of jobs created or retained as a result of exporting assistance. g) Measure number of new markets reached after exporting assistance. (Note: As input on the SBA 1062 and Center IC) 26

27 Appendix A Accreditation Standards alignment with Strategic Plan Objectives Accreditation Standards Strategic Plan Objectives , 3.1, 3.2, 4.2, 4.5, 4.9, , 4.7, 4.8, 4.9, , , a 1.1, 1.2, b 1.3, c 1.1, a 2.3, b 1.1, 1.2, , , , See Policy & Procedures Manual , , 1.2, 4.1, 4.2, , , N/A , ,

28 Appendix B Strategic Plan Objectives alignment with Accreditation Standards Strategic Plan Objectives Accreditation Standards a, 3.1 c, 3.2 b, a, 3.2 b, b , b, 3.2 a , 3.2 a , 4.3, , 1.2, 2.1, 2.2, 4.1, 4.3, 6.1, 7.1, 7.2, a, 3.1 c, 3.2 b , 1.2, 2.0, 2.1, 2.2, , 1.2, 5.1, 5.4, , 7.1, 7.2,

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