1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN
|
|
- Harold McDowell
- 8 years ago
- Views:
Transcription
1 BUILDING THE STRATEGIC PLAN INTRODUCTION The Squamish Chamber of Commerce conducted a strategy workshop in May A comprehensive environmental scan was conducted and priority strengths, weaknesses, threats and opportunities to the Chamber were identified. On February 18, 2014 the Squamish Chamber of Commerce Board of Directors and Executive Director undertook a day of planning that was facilitated by Catherine Rockandel, an IAF, Certified Professional Facilitator. The objective of the February 2014 planning session was to update the environmental scan, discuss the focus of the vision elements, and review the progress on objectives identified in 2013, while discussing some of the issues that had emerged over the past nine months. The following summary captures the discussion at the workshop. 2. ENVIRONMENTAL SCAN The Board and the Executive Director reviewed the 2013 strategy documents prior to the 2014 workshop to identify changes in the community and operating environment as well as any gaps that may have emerged. These included: The Chamber is no longer operating the Visitor Centre o Implications: Reduction in revenue for Chamber The Chamber no longer has a lease at the Adventure Centre o Implications: Need to consider alternative office space/ new physical plant options. Other shifts included: Strengths that the Chamber has that could be leveraged: The election of the new Board and the revised governance bylaws has improved the internal and external perception of the chamber Membership is growing and is up to 500+ members Successfully provided educational support for new businesses Weaknesses that if addressed could open up opportunities for consideration The chamber has limited data about members and their needs The Board team has been revitalized with new energy and new members but it has not delivered results due to clarity of priorities and limited resources related to operational capacity over the past year The Chamber currently under performs in terms of advocacy Half the board is re- elected each year for a two- year term. The implication is that it is difficult to make long- term decisions when the decision makers change. Opportunities Match the operational capacity with skill levels of Board. Resolve the structural governance issue so that Board members are clear about their role as Directors, committee chairs and members Improve advocacy of the Chamber on specific policy issues. Clarify the role of the Chamber on major projects 1
2 Partner with Start Up Squamish and other groups to improve member value Define specifically what members perceive as value added benefits of their membership Threats The economy is uncertain which may lead to weak economic growth for Squamish businesses A new social enterprise called Start Up Squamish is focusing on stimulating economic and business development. It is focusing on collaboration and business start- up acceleration. It may be perceived to overlap with some of the Chamber services or the role of the Chamber is an election year in the District of Squamish and throughout British Columbia 3. MISSION The existing mission statement provided a foundation for the 2014 planning. The Squamish Chamber of Commerce is dedicated to enhancing the quality of life in the community by actively supporting business, economic growth and diversification 4. VISION The Board and Executive Director reviewed the vision elements identified in the 2013 strategy workshop. Certainly, while the following vision statement requires some ongoing work, a concept that focused on the two pillars of advocacy and services that deliver membership value began to take shape. In the next five years the Squamish Chamber of Commerce will deliver exceptional membership value by taking a leadership role in advocating for the interests of Squamish businesses and providing member services such as networking and educational events, mentorship opportunities, policy positions and partnerships with other organizations. 5. PRIORITY GOALS In consideration of the overarching priority to deliver membership value, the Squamish Chamber of Commerce will accomplish its mission by focusing on three goals. Be an advocate for economic development Improve membership retention and engagement Enhance communications and stakeholder relations The administrative, governance and financial objectives in section support the goals. The 2014 work plan would identify how through specific action steps the Chamber administration and related committees would deliver on each of the objectives. The Board also discussed how they would evaluate the various activities in 2014 in terms of key performance measures (KPIs). It was suggested that a cost benefit analysis would be undertaken. If it doesn t create maximum value for resources extended for the membership, we shouldn t be doing it. In surveying the members the Board has begun the process of identifying what members value. This can then be used to create evaluation criteria for future activities moving forward. 2
3 5.1. SQUAMISH CHAMBER 2014 PRIORITIES Be An Advocate Squamish businesses continue to face a myriad of challenges from competition to regulatory issues, to labour shortages, etc. The Chamber has a leadership role to play in advocating to various levels of government regarding policy development, regulatory and land use decisions, working with industry partners and stakeholders to support members to address the challenges and facilitate economic development. Identify policy issues of importance to members Advocate and work with government, Squamish Nation, and industry stakeholders to develop policies and solutions Develop KPI s to benchmark and evaluate advocacy performance in annual work plans Support Membership Retention and Engagement A thriving, growing, and engaged membership is integral to the Squamish Chamber of Commerce s success and operations. The Chamber must ensure members are engaged in its work and kept informed about business, regulatory and policy issues that could potentially impact Squamish businesses. Improve our understanding about member s business and sector based needs Engage members to be part of the change by getting involved in committees that are aligned with the members interests Develop and implement activities that provide opportunities to network, connect, and stimulate collective business growth Support the delivery of professional development and business education programs to increase the value of membership Develop KPI s to benchmark and evaluate membership retention and engagement performance in annual work plans Improve Communications and Stakeholder Relations The Squamish Chamber will play a leadership role working with government, Squamish Nation and industry stakeholders where relevant to communicate key environmental, social and economic benefits contributed by businesses in Squamish. Develop the communications, public and government relations role of the Chamber as the "Voice of Business" in Squamish Improve communications effectiveness with members about activities of the Board. Confirm key communication program messages. For example: learn, grow, exchange and be supported. Share business success stories to build optimism and recognize local business success Increase use of technology as a communications tool with both members and community Develop KPI s to benchmark and evaluate communications and stakeholder outreach in annual work plans 3
4 Enhance Financial, Administrative and Governance Capacity To support the three priority membership focused goals, the Squamish Chamber will enhance its administration, governance and financial capacity. Develop succession for key staff and board positions Strengthen governance policies and procedures o Ie: TOR and role descriptions for committees Develop a long term (5 year) financial plan o Continue to focus on organizational self sufficiency o Fund program expansions Develop a risk management strategy 6. APPENDIX 6.1. Project Tracking Update: Accomplishments, Roadblocks & Actions The purpose was to identify key accomplishments and implementation obstacles in A whole group discussion identified what worked well, what needs to improve and what activities are being carried forward in Accomplishments in 2013 Identified and addressed many past problems Board interactions were positive and collaborative. Functioning board. Reviewed and implemented a new governance model Strategic plan and work plan for 2014 Member to member discounts Formed functional Committees. Member engagement on committees Created an economic development summary & recommendations delivered to DOS Held six courses that were well attended. First aid, food safe Created position of Executive Director and created job description Actively participate in BC and Canada Chamber meetings Stable membership with some growth. Increased by 5-10% Benchmark member survey completed Initiated steps to create spirit program Chamber was a positive news story rather than negative Advocacy for members in District ie: Economic Development Committee Resolved the Visitor Centre question. Disposed of Visitor Info Centre. Completed draft KPI s and 5 year plan Reviewed and created bylaws, policies and procedures documents 4
5 Roadblocks Encountered in 2013 Challenge of shifting culture from a working/administrative board to policy/governance board Unclear understanding of governance No implementation of signage recommendations of Economic Development proposal Competitive fears regarding sharing Spirit program knowledge Implementing follow ups on the Economic Development summary and survey Too many priorities created lack of time management Limited operational capacity to executive economic development recommendations Limited staff capacity to develop programs Not communicating current initiatives and accomplishments Not communicating value to members Need more member engagement ie: committees Limited committee capacity Actions Carried Forward in 2014 The following actions represent activities that were not completed in 2013 and are being used to inform the 2014 work plan being developed by the Executive Director Business Development mentoring workshop engagement Gathered resources for spirit program development and implementation carried forward Ongoing workshops certified programs (first aid) Finalize and approve KPI s Clarify Board Governance model (Policy/Governance Board vs Working/Administrative Board) Develop strategy for surplus funds that have been identified Website online Identifying a new physical plan Member engagement new member handbook Identify non- members and recruit Execute new business ambassador program and linked in Chamber page Creating strategy and plan for new physical plant tied to value for members. Need to determine location, funding. Long- term perspective. Conduct analysis based on Chamber s needs 6.2. Focused Discussion Issues and Questions Identified for Further Clarity How do we keep track of the bigger picture? What project tracking tool can the Executive Director (ED) use to manage the work and ensure that committee chairs are aware of deadlines and activities that need to be undertaken? For example: design and implement annual member survey. Improve Chamber report processes. For example: Committees report to ED with updates and ED reports to Board. Membership value is more than just ten lunches a year. Clarify priority projects that are related to what members have said they value about the Chamber Important to define what the membership values in terms of benefits. It was suggested that a focus for programs that could be communicated might include: o Learn mentoring and speaker programs for business start ups 5
6 o Grow mentoring and networking to support emerging businesses o Exchange networking, successful experience sharing, and discount programs o Be Supported advocacy and stories 6.3. Human Resource Policy Discussion The purpose of the discussion was to build understanding about current human resource issues and policies for staff, volunteers that serve on committees, and the board. Need to clarify board members roles and responsibilities in relation to the Executive Directors responsibility. Directors need to know who is managing deliverables and what they are accountable for and what the ED is managing. o The discussion focused on the role of the Board, in terms of reviewing and approving the workplan developed by the ED. The Board would then evaluate the ED s performance in terms of managing the deliverables in relation to the KPI s identified. o An example of a Committee Terms of Reference (TOR) was shared and discussed in terms of managing committees. Next steps include developing TOR for committees that includes: Purpose/Role of Committee; Responsibilities/Activities the committee is undertaking; membership/recruitment; Chair appointment; frequency of meetings, in person/telephone; resources; reporting How do we recruit members to serve on committees? Who should be doing the recruiting? o Each committee chair would be the champion for the committee but all members of the Board and the ED could recommend individuals to be on committees What is the best way for the Chamber to manage its limited human resources given the priority goals and objectives? o Discussion focused on the role of the ED as managing actions, providing direction to the committees on the tasks required to meet the deliverables identified in the workplan. The Human Resources Committee is supporting the ED through a hands- on approach. It has discussed expectations with the ED and is currently collaboratively reviewing the workplan with the ED. This is an investment in the ED who previously managed the Chamber to grow his capacity to lead the organization. Directors Bryan and Jeff Cooke are providing additional mentorship support. The following timeline identifies expectations and deliverables for the upcoming year o Late October early November 2013 HR Committee reviews expectations. ED developing workplan o Draft workplan presented to HR committee by March 3 rd ; final draft for approval at March Board meeting o Monthly Progress Report (April, May, June, etc) meetings between HR committee and ED o Quarterly Progress Reports by Membership Committee (Q1- Mar14, Q2- June14, Q3- Sept14, Q4 Dec14) Annual Evaluation of Executive Director in late February, prior to AGM to allow for reports and recommendations to be brought forward to membership by Board at AGM Other business discussed by the Board included: o Timelines and budgets are required for the human resources plan 6
A Human Resource Capacity Tool for First Nations // planning for treaty
A Human Resource Capacity Tool for First Nations // planning for treaty table of contents Introduction //...3 Tools //... 9 HR Planning Timeline... 9 Stage 1 Where are we now?...11 Stage 2 Where do we
More information2015-2016 BUSINESS PLAN
2015-2016 BUSINESS PLAN Purpose of the Plan This annual Business Plan is designed to outline actions and processes that will be undertaken to meet the Chamber s mission, vision and strategic plan. The
More informationSTRATEGIC PLAN. American Veterinary Medical Association 2015-2017
STRATEGIC PLAN American Veterinary Medical Association 2015-2017 Adopted: January 9, 2015 Introduction Excellence is a continuous process and doesn t come by accident. For more than 150 years, the American
More informationA Master Plan for Nursing Education In Washington State
A Master Plan for Nursing Education In Washington State Implementation Recommendations Washington Center for Nursing www.wacenterfornursing.org December 2009 This work was funded by Grant N14191 from the
More informationHealthy Sacramento Coalition Operating Guidelines and Procedures
Healthy Sacramento Coalition Operating Guidelines and Procedures Established 09/2012 Last Revised 9/30/2014 I. VISION The Healthy Sacramento Coalition Envisions a County that is Healthy, Safe and Thriving.
More informationStrategic Plan 2015-2017
Strategic Plan 2015-2017 BACKGROUND: After concerted efforts to gain a better understanding of membership profiles, membership investment, organizational structure, and financial performance, the Chamber
More informationFollow-up of the Audit of Quarantine, Migration and Travel Health and International Health Regulations
Final Audit Report Follow-up of the Audit of Quarantine, Migration and Travel Health and International Health Regulations October 2012 Table of Contents Executive summary... i A - Introduction... 1 1.
More informationGuide to Building A Broad-Based Coalition
Guide to Building A Broad-Based Coalition Supporting the Development and Sustainability of a System of Pathways DISTRICT FRAMEWORK TOOL 1.1.3 As communities across California commit to developing systems
More informationCOMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58
COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #58 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary... 3 HVI Community and Employer Partnership
More informationProject Management Career Path Plan
Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This
More informationSTRATEGIC PLAN 2015 FUTURE. ENVISIONED.
FUTURE. ENVISIONED. TABLE OF CONTENTS Setting the Foundation...4-5 Toastmasters Core Ideology Toastmasters International, District & Club Mission, Core Values, Brand Position & Promise...6-7 Envisioned
More information0 Are you doing it for doing sake? Government pressure? Accreditation? 0 or you MEAN it?
Why should we do it? 0 Discussions, Directions, Decisions 0 Facilitates assessment, QA, accreditation, resource allocation 0 Helps cross organizational silos 0 Why are YOU doing it? 0 Are you doing it
More informationLeadership Development Handbook
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
More informationTexas Nursing: Our Future Depends on It
Texas Nursing: Our Future Depends on It A Strategic Plan for the State of Texas To Meet Nursing Workforce Needs of 2013 Attachment A Detailed Action Plan Developed by: Addressing Nursing Education Capacity
More information4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments.
(Overview) Step 1 Prepare 1.1 Identify specific issues or choices that the planning process should address. 1.2 Develop an organizational profile. 1.3 Identify any information that must be collected to
More informationInvestors in People 2013 - Communications Plan. Introduction What is IiP?
Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve
More informationPage 2. Our Strategic Planning Process (A Summary of the College Strategic Planning Council Bylaws)
Gordon Ford College of Business Plan 2011-2016 Approved by the Planning Council on March 16, 2012 Approved by vote of the College Faculty on August 22, 2012 Endorsed by Student Advisory Council on August
More informationOutline for Economic Development Activities
Outline for Economic Development Activities District of Squamish 2011-2015 Executive Summary This document proposes three phases of economic development activity for the District of Squamish (DOS), covering
More informationSUCCESSION PLANNING and LEADERSHIP DEVELOPMENT
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
More informationEXECUTIVE SUMMARY...5
Table of Contents EXECUTIVE SUMMARY...5 CONTEXT...5 AUDIT OBJECTIVE...5 AUDIT SCOPE...5 AUDIT CONCLUSION...6 KEY OBSERVATIONS AND RECOMMENDATIONS...6 1. INTRODUCTION...9 1.1 BACKGROUND...9 1.2 OBJECTIVES...9
More informationComponent 4: Organizational Leadership & Governance
Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community
More informationWORKFORCE AND SUCCESSION PLANNING
2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:
More informationLUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK
LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK INTRODUCTION The Municipal Systems Act, 2000, which requires a municipality to establish a performance management system that is: Commensurate with
More informationSCOPE OF WORK. Social Work Organizational Development Specialist OVERVIEW OF VOLUNTEER ASSIGNMENT
SCOPE OF WORK Country: Host Site: Partner Organization: Assignment title: Length of assignment: Lusaka, Zambia Social Workers Association of Zambia Zambia Rising Project Social Work Organizational Development
More informationFairfax County Listening Project: Strengthening Nonprofits. Community Meeting March 7, 2011
Fairfax County Listening Project: Strengthening Nonprofits Community Meeting March 7, 2011 Discussion Timeline Welcome Presentation of Listening Project Findings Discussion of Project Findings Dialogue
More informationPARTNERING ALUMNI ADVOCACY WITH GOVERNMENT RELATIONS UNIVERSITY ADVANCEMENT AGRICULTURAL EXTENSION AND ENROLLMENT MANAGEMENT.
PARTNERING ALUMNI ADVOCACY WITH GOVERNMENT RELATIONS UNIVERSITY ADVANCEMENT AGRICULTURAL EXTENSION AND ENROLLMENT MANAGEMENT Submitted by Steve Johnson Director of Alumni Relations 1106 Blake Ave. PO Box
More informationHome Builders Association of Mississippi Position Description
Home Builders Association of Mississippi Position Description Title: Executive Vice President Purpose: The Executive Vice President is responsible for the successful leadership and management of the organization
More informationSTRATEGIC PLAN 2015 FUTURE. ENVISIONED.
STRATEGIC PLAN 2015 FUTURE. ENVISIONED. TABLE OF CONTENTS Setting the Foundation...4-5 Toastmasters Core Ideology Toastmasters International, District & Club Mission, Core Values, Brand Position & Promise...6-7
More informationPAINTER EXECUTIVE SEARCH
PAINTER EXECUTIVE SEARCH Position Description Painter Executive Search is supporting the in a search for an experienced to lead a broad regional coalition of Bay Area land conservation agencies and organizations
More informationOffice of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015
Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...
More informationATTACHMENTS: 1. CUSTOMER EXPERIENCE PROGRAM CHART
INFORMATION REPORT REPORT TITLE: ITEM NUMBER: 1176 DATE OF MEETING: 14 JULY 2014 AUTHOR: JOB TITLE: RESPONSIBLE OFFICER: JOB TITLE: COMMUNITY GOAL: CUSTOMER EXPERIENCE PROGRAM ANNABEL SHINKFIELD MANAGER
More informationStrategic Planning Planning for Organizational Success
Strategic Planning Planning for Organizational Success By Margaret L. May, Principal Museum Board members and staff are well aware that institutional planning is fundamental to a strong, successful and
More informationAbbotsford Business Walks 2015 #AbbyBizWalks Program Report
Abbotsford Business Walks 2015 #AbbyBizWalks Program Report Business Walk Program Finds 93% of Abbotsford Businesses indicated Steady or Increasing business growth Executive Summary City of Abbotsford
More informationRequest for Consulting Services For the Preparation of an International Marketing Strategy EXECUTIVE SUMMARY
Request for Consulting Services For the Preparation of an International Marketing Strategy EXECUTIVE SUMMARY The City of Abbotsford, Economic Development Department, is seeking a consultant to develop
More informationORGANIZATIONAL SELF-ASSESSMENT FOR STATE AND JURISDICTIONAL HUMANITIES COUNCILS: THE 2007-2011 REVIEW CYCLE INTRODUCTION
NATIONAL ENDOWMENT FOR THE HUMANITIES FEDERAL/STATE PARTNERSHIP 1100 PENNSYLVANIA AVENUE, NW WASHINGTON, D.C. 20506 SUITE 603 202.606.8254, 202.606.8365 (FAX) WWW.NEH.GOV ORGANIZATIONAL SELF-ASSESSMENT
More informationCOMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61
COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN Catchment #61 Stephanie Masun 2015 Table of Contents HVI COMMUNITY & EMPLOYER PARTNERSHIP ANNUAL PLAN 2015...3 Summary...3 HVI Community and Employer Partnership
More informationecampusalberta Strategic Plan 2012-2015
advocate innovator leader ecampusalberta Strategic Plan 2012-2015 Table of Contents Board Chair Message 1 Executive Director Message 2 Vision, Mission, Mandate, Guiding Objectives 3 Governance 4 Executive
More informationBYLAWS. Students for Criminal Justice Reform (SCJR)
BYLAWS Students for Criminal Justice Reform (SCJR) Created: November 6, 2015 ARTICLE I. Organization Name The name of the organization shall be Students for Criminal Justice Reform ( SCJR ). ARTICLE II.
More informationStrategic Planning. Frequently Asked Questions. Member Services
The SID is proactively working to combat these challenges and is poised to take the necessary steps to ensure downtown transitions from these difficult times to a vibrant and active center Strategic Planning
More informationHow To Plan An Organization Development Network
STRATEGIC PLAN 2015 1 TABLE OF CONTENTS Vision and Mission 2 Strategic Goals and Objectives 3 Strategic Goal 1 3 Strategic Goal 2 3 Strategic Goal 3 4 Strategic Goal 4 4 2015 Priorities 6 Committees 7
More informationCertified Human Resources Professional Competency Framework
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the
More informationPosition Profile Executive Director Skills for Change (SfC)
Position Profile Executive Director Skills for Change (SfC) 1.0 Profile of Skills for Change 1.1 Background Information Since 1982, Skills for Change (SfC) has worked with over 120,000 immigrants and refugees
More informationUtah Educational Leadership Standards, Performance Expectations and Indicators
Utah Educational Leadership Standards, Performance Expectations and Indicators Standard 1: Visionary Leadership An educational leader promotes the success of every student by facilitating the development,
More informationMississippi s Nonprofit Management Certification Program
Mississippi s Nonprofit Management Certification Program A History of Excellence in Action Excellence in Action (EIA) is based on the Mississippi Center for Nonprofits Principles and Practices for Nonprofit
More informationA powerful advocacy network of small businesses, local chambers and the North Carolina Chamber
A powerful advocacy network of small businesses, local chambers and the North Carolina Chamber Table of Contents Message from the President 3 What does the NC Chamber do for Local Chambers and Joint Members?
More informationExecutive Education Partnership with the DeGroote School of Business
Canadian Chamber Competition 2013 Connecting with Educators on the Skills Gap Executive Education Partnership with the DeGroote School of Business Submitting Chamber: The Burlington Chamber of Commerce
More informationOFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management
OFFICE OF THE PRIVACY COMMISSIONER OF CANADA Audit of Human Resource Management May 13, 2010 Prepared by the Centre for Public Management Inc. TABLE OF CONTENTS 1.0 Executive Summary... 2 2.0 Background...
More informationDukeEngage in Boston
DukeEngage in Boston Program Dates: June 1 July 30 Service Focus: Working with Boston nonprofit agencies to implement innovative strategies and document effective and scalable models addressing issues
More informationUSBC Onboarding Program. Module 2: Orientation to the USBC Board of Directors
USBC Onboarding Program Module 2: Orientation to the USBC Board of Directors 2014. Not to be distributed or reproduced without the express permission of BoardSource. 1 Welcome to the USBC Board of Directors!
More informationBYLAWS. Students for Criminal Justice Reform (SCJR)
BYLAWS Students for Criminal Justice Reform (SCJR) Created: November 6, 2015 Updated: November 24, 2015 ARTICLE I. Organization Name The name of the organization shall be Students for Criminal Justice
More informationStrategic Plan Impacting the Mobile Area Chamber of Commerce Annual Plans of Action 2013-2015
Strategic Plan Impacting the Mobile Area Chamber of Commerce Annual Plans of Action 2013-2015 The Chamber s Vision The Mobile Area Chamber of Commerce will be the leading catalyst for economic expansion
More informationStrategic Plan FY 2015 - FY 2019. July 10, 2014
Strategic Plan FY 2015 - FY 2019 July 10, 2014 Michigan Department of Technology, Management and Budget A great strategy meeting is a meeting of minds. Max McKeown Page 2 Strategic Plan FY 2015-2019 A
More informationAdministrator Position Description. About the Drug Foundation
Administrator Position Description Approved by Executive Director, April 2013 Next review at annual staff appraisal About the Drug Foundation New Zealanders use drugs. That use can cause harms and add
More informationSafety Management Program
Corrective Action Plan (CAP) Safety Management Program Submitted by TransCanada PipeLines Limited and its National Energy Board Regulated Subsidiaries to address non-compliant findings in the National
More informationHR & EXECUTIVE SUPPORT MANAGER ROLE PROFILE
HR & EXECUTIVE SUPPORT MANAGER ROLE PROFILE 1 JOB PURPOSE Promote a consistent people centred approach to employee management which supports the values and develops the culture of LYHA. Champion HR practices
More informationProvincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1
Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 This strategy sets out the direction that the Ontario
More informationBRITISH COLUMBIA INSTITUTE OF TECHNOLOGY ( BCIT ) PROJECT BUSINESS PLAN PROPOSAL TEMPLATE
BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY ( BCIT ) PROJECT BUSINESS PLAN PROPOSAL TEMPLATE 1 PROJECT PROPOSAL PREAMBLE To obtain project approval from BCIT each school/department must submit a Project Business
More informationSTUDENT ACTIVITIES STUDENT ORGANIZATION ANNUAL CERTIFICATION PACKET 2015-2016
STUDENT ACTIVITIES STUDENT ORGANIZATION ANNUAL CERTIFICATION PACKET 2015-2016 SUBMIT COMPLETED PACKET (NO LATER THAN Friday, April 17 th, 2015 at 5:00pm) TO: Dean Ophelia Morgan Trinity Washington University,
More informationCommercial Vehicle Safety Alliance STRATEGIC PLAN
Commercial Vehicle Safety Alliance STRATEGIC PLAN Background The last CVSA strategic plan was developed in 2004, with an update in 2010. Realizing the need to identify future directions and priorities
More informationOrganization for Transformative Works. Volunteers & Recruiting Annual Report
Organization for Transformative Works Volunteers & Recruiting Annual Report 2013 TABLE OF CONTENTS Summary... 4 Committee Membership... 5 Committee Operations... 6 Requested Tasks... 6 Recruiting... 8
More informationAPPENDIX 2 Economic Development Strategy Project Schedule
APPENDIX 2 Economic Development Strategy Project Schedule Project Activity and Key Targets Timescale Priority Delivery Mechanism Spend 13/14 1.0 Strategy Development 1.1 Local economic Assessment 2011
More informationBoard Development. Roles and Responsibilities of Not-for-Profit Boards. The Governing Board of a Not-for-Profit Society
Board Development Roles and Responsibilities of When you become a member of the board of directors of a not-for-profit society, you want to have a positive experience. In order to do the best work for
More informationGuidelines for Strategic Planning
Guidelines for Strategic Planning Prepared by Office of Institutional Planning and Development January 2012 Reviewed: March 2013 2 nd Revision: August 2013 3 rd Revision: April 2014 Guidelines for Strategic
More informationAtlantic Provinces Community College Consortium Business Plan 2005-2006
Atlantic Provinces Community College Consortium Business Plan 2005-2006 2 Table of Contents 1.0 Introduction.....3 2.0 The Planning Context..... 4 2.1 Vision and Mission..4 2.2 Strategic Planning Themes...4
More informationSTRATEGIC PLAN. February 2014 July 2016 1247 JIMMIE KERR ROAD GRAHAM, NC 27253
STRATEGIC PLAN February 2014 July 2016 1247 JIMMIE KERR ROAD GRAHAM, NC 27253 TABLE OF CONTENTS Institutional Effectiveness/Strategic Planning Membership 1 Vision, Mission, Goals, and Core Values 2 Introduction
More informationPROGRAM RENEWAL REPORT
PROGRAM RENEWAL REPORT Program Name (Program Code) MTCU Code XXXXX (Credential: Ontario College Certificate/Diploma/Advanced Diploma/Graduate Certificate) April 2012 Table of Contents After completing
More informationENVIRONICS COMMUNICATIONS WHITEPAPER
ENVIRONICS COMMUNICATIONS WHITEPAPER Creating an Employee Centric Internal Communications Model April 2013 "The only irreplaceable capital an organization possesses is the knowledge and ability of its
More informationGDLN Asia Pacific BUSINESS PLAN
GDLN Asia Pacific BUSINESS PLAN 1 Introduction 1.1 Background This business plan is the result of a process that began with the appointment of a Regional Business Planning Committee at the EAPA meeting
More informationHANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF
HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section
More informationRoles and Responsibilities for the Human Resource Business Challenge
Roles and Responsibilities for the In 2006 the BC Public Service began a major change initiative; to reinvent the BC Public Service as an employer. The first corporate human resource plan for the province
More informationFriday May 22, 2015 8:00 am 4:30 pm Coast Capri Hotel, Kelowna
Friday May 22, 2015 8:00 am 4:30 pm Coast Capri Hotel, Kelowna ADVANCING WOMEN TO GROW THE BC ECONOMY On behalf of Women s Enterprise Centre, the Catalyst for Growth Project Steering Committee, tour and
More informationOntario Public Health Organizational Standards. Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport
Ontario Public Health Organizational Standards Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport Table of Contents Part I:Introduction... 3 Purpose... 3 Scope and Accountability...
More informationGuideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0
More information1 P a g e. 2012-2015 Strategic Plan
1 P a g e 2012-2015 Strategic Plan Opening Message On behalf of the Board of Directors I am proud to present the new Strategic Plan. The plan provides direction to the organization for the years 2012-2015
More information10.3.2 Objectives of the Public Relations Services in North America (USA and Canada).
THE COMPETITIVENESS AND ENTERPRISE DEVELOPMENT PROJECT (CEDP) TERMS OF REFERENCE FOR A PUBLIC RELATIONS FIRM TO REPRESENT UGANDA IN NORTH AMERICA (USA AND CANADA) 10.3.1 Project Background The Government
More informationMember Development Strategy 2012-2014. Draft: March 2012
Member Development Strategy 2012-2014 Draft: March 2012 Member Development Strategy 2012-2014 Appendix 1 to Item 3 Contents 1. Introduction 2. Aims of the Strategy 3. Key Objectives 3.1 Members Personal
More informationU.S. Department of Health and Human Services Office of Consumer Information and Insurance Oversight
U.S. Department of Health and Human Services Office of Consumer Information and Insurance Oversight Cooperative Agreement to Support Establishment of State-Operated Health Insurance Exchanges New Announcement
More informationStrategic Planning Committee
STRATEGIC PLAN 2013-2016 TABLE OF CONTENTS STRATEGIC PLAN 1.0 INTRODUCTION...1 2.0 VISION...2 3.0 MISSION STATEMENT...3 4.0 PRINCIPLES AND VALUES...4 5.0 STRATEGIC PRIORITIES... ERROR! BOOKMARK NOT DEFINED.
More informationStrategic Planning: It s A Process
Strategic Planning: It s A Process Strategic Planning: What Is It? Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how
More informationPARTICIPATORY ANALYSIS
PARTICIPATORY ANALYSIS Expanding Stakeholder Involvement in Evaluation Veena Pankaj Myia Welsh Laura Ostenso April 2011 2011 Innovation Network, Inc. You may remix, tweak, and build upon this work for
More informationNorth Central Sask. Business Retention and Expansion Program Moving Forward Report
2010 North Central Sask. Business Retention and Expansion Program Moving Forward Report 2/2/2010 North Central Saskatchewan Regional Business Retention and Expantion Program BACKGROUND Moving Forward Report
More informationBENCHMARKING OF BUSINESS INCUBATORS. in the Republic of Moldova. Aurelia Braguta
BENCHMARKING OF BUSINESS INCUBATORS in the Republic of Moldova by Aurelia Braguta BENCHMARKING OF BUSINESS INCUBATORS in the Republic of Moldova 1. Does a business incubator need to have a business plan
More informationSunshine Coast Regional District 2015-2018 Strategic Plan
Sunshine Coast Regional District 2015-2018 Strategic Plan Message from the Chair and Board The Sunshine Coast Regional District (SCRD) is pleased to present our 2015-2018 Strategic Plan. We are A community
More informationThe Development Plan Matrix
The Development Plan Matrix Mission, Vision, Results Marketing: Branding, Messaging Organizational Infrastructure Development Plan Successful fundraising campaigns are built on four important elements
More informationStrategic Business Plan 2014-2016 VISION Vancouver Island North is recognized as a world-class tourism destination
Strategic Business Plan 2014-2016 VISION Vancouver Island North is recognized as a world-class tourism destination MISSION To increase the benefits to the Vancouver Island North through tourism Goals,
More informationCrosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
More informationCouncil Strategic Plan 2015-2018. squamish.ca
Council Strategic Plan 2015-2018 squamish.ca 2 Summary Our Council began their 2014 2018 term with a strategic planning exercise. The exercise identified a number of areas of focus for Council and directed
More informationVALUES-BASED BUSINESS NETWORKS. How To Guide. For more details, contact: Coro Strandberg, Project Manager, cstrandberg@canada.com
VALUES-BASED BUSINESS NETWORKS How To Guide Background Nearly 150 businesses indicated their interest in the establishment of a values-based business network in Greater Victoria, BC, through a consultation
More informationLong-Term Asset Management Plan 2011-2021
Long-Term Asset Management Plan 2011-2021 Contents Introduction...3 A shared vision...4 Strategic planning to achieve our goals...4 Towards 2031...5 A long-term vision, communicated by our community...5
More informationALIGNING THE PIECES. National Cost Benchmarks for Nonprofit Strategic Plans and Business Plans. Kyle Crawford. Copyright 2011 The Forbes Funds
ALIGNING THE PIECES National Cost Benchmarks for Nonprofit Strategic Plans and Business Plans Kyle Crawford Copyright 2011 The Forbes Funds INTRODUCTION With a strong advocacy partnership of more than
More informationHow To Manage The Transportation Curriculum Coordination Council
BYLAWS OF THE AASHTO TRANSPORTATION CURRICULUM COORDINATION COUNCIL MAY 26, ARTICLE I NAME AND MISSION Section 1 Name. The name of the AASHTO (American Association of State Highway and Transportation Officials)
More informationGovernance Structure
Secretariat -1 Chairs of Standing Committees - 3 Governance Structure Management Committee Secretariat Community and Municipal Consultative and Advisory Forum Board of Directors Principal Investigator
More informationGreater Miami Chamber of Commerce Strategic Plan. Revised & Updated by A.Villoch; M.Rosenberg; C.Barney; R. MacNamara and B. Johnson 11/19/2015
Revised & Updated by A.Villoch; M.Rosenberg; C.Barney; R. MacNamara and B. Johnson 11/19/2015 Previous Updates 2004, 2012, 2014 Table of Contents I. Executive Summary 3 II. Vision, Mission, Values 4 III.
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationDR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES
DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES INSTITUTE VISION The Enrollment Management Institute (EMI) is a vehicle to enable the Peralta
More informationBusiness Advisory Board Best Practice Guide 1
Business Advisory Board Best Practice Guide 1 Table of Contents Building and Maintaining a Business Advisory Board... 3 Engaging Business Advisory Board Members... 4 Business Advisory Board Frequently
More informationTASK-ORIENTED FEEDBACK ON OVERALL SP, GOALS, INITIATIVES AND WHAT S MISSING
Strategic Planning Process IOA Annual Conference, Miami April, 2013 Membership Feedback on Draft SP TASK-ORIENTED FEEDBACK ON OVERALL SP, GOALS, INITIATIVES AND WHAT S MISSING GOAL 1 Initiative: #1. Foundations
More informationTraining Guide #1: Strategic Planning
Training Guide #1: Strategic Planning Where are we going? How will we get there? What is Strategic Planning? Strategic planning is the process of determining your program's long-term goals and identifying
More informationGREATER LA PORTE CHAMBER of COMMERCE 2016 Program of Action
GREATER LA PORTE CHAMBER of COMMERCE 2016 Program of Action Mission Statement The Greater La Porte Chamber of Commerce will champion issues facing business, focus on the improvement of the quality of life
More informationTennessee Small Business Development Center. 2012-2015 Strategic Plan
Tennessee Small Business Development Center 2012-2015 Strategic Plan Updated July 2011 1 Table of Contents Vision Statement... 3 Mission Statement... 3 Guiding Principles... 3 Notes... 4 Goal One: Service
More information