Performance Management Guidelines and Considerations
|
|
- Carmella Dawson
- 8 years ago
- Views:
Transcription
1 Illinois Soybean Association/Illinois Soybean Program Operating Board Performance Management Guidelines and Considerations January, 2012 Written by Randall Rollinson LBL Strategies, Ltd.
2 Illinois Soybean Association/Illinois Soybean Program Operating Board Performance Management Guidelines and Considerations Background Information: The Illinois Soybean Association (ISA) and the Illinois Soybean Program Operating Board (ISPOB) are the statewide organizations for all Illinois soybean producers. The farmers who sit on the boards administer the soybean advocacy and membership programs as well as the soybean Checkoff funds to support market development, soybean production/profitability research, promotion, issue management, analysis, communications and educational programs. ISA/ISPOB programs are designed to ensure Illinois soy is the highest quality, most dependable, sustainable and competitive in the global market place. ISA/ISPOB spent the past two years reviewing and revising the strategic direction, strategic plan and, most recently, the strategic objectives and annual operating plan for the organizations. ISA/ISPOB has developed a set of Key Performance Indictors (KPIs) to evaluate progress in achieving the stated objectives in their combined strategic plan. During the same time period ISA/ISPOB has been at work refining and updating its bylaws and organizational structure to better match the organizations going forward strategy. A primary intention of the board and management team is to align behind the organizations combined strategic direction and plan. (See Figure 1 and 2) Figure 1: ISA/ISPOB Strategic Direction Vision (Destination) The Illinois Soybean Association and the Illinois Soybean Program Operating Board strives to enable Illinois soybean producers to be the most knowledgeable and profitable soybean producers around the world. Mission (Purpose) To ensure Illinois soy is the highest quality, most dependable, sustainable and competitive in the global marketplace. Values (Core Beliefs) Provide leadership to the Illinois soybean industry through Commitment, Perseverance and Honor to achieve maximum profitability for each Illinois soybean farmer. 2 LBL Strategies, Ltd Goal (Theme) To achieve maximum profitability and global competitive positioning for Illinois soybean Producers. (Target: 600 million bushels of Illinois soybeans utilized annually by 2020)
3 Figure 2: ISA/ISPOB Strategic Plan Target Area Objective / Description Indicators Overall Utilization Animal Agriculture Transportation Increase global consumption of Illinois soybeans Increase worldwide livestock consumption of IL soybeans and soybean products. (IL, regional, national & North America) Ensure soybeans and soybean products reach their intended destination efficiently # bushels of Illinois soybeans utilized % increase in global market share of Illinois soybeans % increase in Midwest use permits % increase in the annual soybean harvest crushed in Illinois % increase in the in state soybean utilization rate per species % increase in the bushels of soybean and soybean meal out shipped from Illinois % change in soybeans and soybean meal transported by container, barge, rail and truck % differential in basis between the Gulf and Peoria Yield Increase yield and return on investment % increase in the soy/corn acres % increase in yield by soybean growing district Domestic production ranking by acres planted Domestic production ranking by total bushels produced % change in the total cost of production per acre by soybean district % increase in profit margins of Illinois soybean producers by district High Quality Sustainability Market Access / Advocacy Develop the highest quality soybean, soybean oil and soybean meal products Illinois soybean producers accept and employ sustainable production practices Maintain current markets, open new markets and advocate for equitable public policies and freedom to operate % change in amino acid profile of Illinois soybeans % increase in quality (protein versus oil) ratings of Illinois soybeans by district, by state, by major competitor (Brazil versus Argentina) % of overall production dedicated to IP soybeans. % of Illinois soybean producers who are ISA/ISPOB 'accredited environmental stewards % increase in soybean production efficiency gains for 5 key environmental resource indicators ( Keystone Alliance metrics for Land use, Energy use, Irrigation Water Use, Soil Loss, Climate Impact Net Carbon Emissions ) % increase in the number of ag favorable state policies implemented 3 LBL Strategies, Ltd. 2012
4 Target Area Objective / Description Indicators Aquaculture Industrial Image Building Alignment Producer Communications Organization Excellence Increase worldwide aquaculture consumption of IL soybeans and soybean products Increase domestic industrial consumption of IL soybeans and soybean products Improve our image and build coalitions with key stakeholders Align with other soy organizations to advocate for and advance a proactive agenda Build support and recognition with producers for Illinois soybean association programs Increase effective, progressive leadership at all levels of the organization % increase in ag favorable state legislative priorities coming out of committee. % increase in overall tonnage of soy in aquaculture feeds used in the Greater Gulf Region % increase in gallons of soy biodiesel produced in Illinois % increase in total dollar value of Soy bio products purchased in Illinois % of consumers with a positive perception of animal and crop agriculture. Number of key ag corporations who recognize/acknowledge ISA/ISPOB as a strong corporate partner % of Illinois funded projects where we partner with national and state organizations % increase in the number of producers expressing knowledge of ISA/ISPOB programs % of ISA/ISPOB board members expressing strong or very strong overall satisfaction with ISA's/ISPOB s overall direction % of ISA/ISPOB employees expressing strong or very strong overall satisfaction with ISA's/ISPOB s overall direction Other Revenue Increase membership and sponsorship resources % increase in funding coming from sponsorships % increase in ISA membership 4 LBL Strategies, Ltd. 2012
5 To capitalize on these gains, ISA/ISPOB is working to implement a professional performance management program to help ensure all Checkoff and non Checkoff resources are invested to maximize profitability and the competitive position of Illinois soybean producers. A growing base of available Checkoff and non Checkoff funds is underscoring the importance of this challenge. It is a challenge resonating within ISA/ISPOB and across the US soybean industry. At present there is no unified inter organizational strategy to address this challenge. From what we ve discerned, each soybean organization (i.e. USB, ASA, USSEC, QSSBs) uses its own process to implement the discipline of performance management. This approach unintentionally undermines the possibility for better alignment of Checkoff and Non Checkoff investments. It is our belief that a greater degree of (targeted) funding alignment would provide a major impetus for generating new returns to US soybean producers. (See Figure 3) Figure 3: Soybean Organizational Alignment Where We Are: Where We Want to Be: Source: Strategy Professional Resource Center, LBL Strategies, Ltd
6 Guideline Objectives: This paper is written after spending many of the past 20 years working with various national and state level organizations within the soybean industry. We offer it up aiming to meet four specific objectives. 1. Enable farmer leaders, staff and contractors to gain a clear and shared understanding of what performance management means. 2. Facilitate integration of a practical performance management program into the annual ISA/ISPOB governance cycle and serve as a case study for fellow soy organizations to consider. 3. Summarize ISA s/ispob s annual KPI tracking, reporting, learning and evaluation processes. 4. Define key roles and responsibilities the board, committees, staff and contractors must fulfill to execute an annual performance management program and keep ISA/ISPOB strategically focused. (See Figure 4) Figure 4: Roles and Responsibilities Board Staff Volunteer Organizations Trust Need Credibility Truth Differences 1 6 LBL Strategies, Ltd. 2012
7 What is performance management? Performance management includes all board, committee, staff and contractor activities aimed at ensuring the organization s strategic goal and objectives are met in an effective and efficient manner. (See Figure 5) Figure 5: ISA/ISPOB Strategic Objectives Goal: Achieve maximum profitability and global competitive positioning for Illinois soybean producers Internal Customer Animal Ag Yield Market Access Improve Image Quality Aquaculture Provide Effective Producer Communications Transportation Sustainability Industrial Align Behind Proactive Agenda Learning & Growth Achieve Organizational Excellence / Leadership Development Financial Invest Checkoff for ROI Personal & Confidential Raise Other Revenue 2 7 LBL Strategies, Ltd. 2012
8 Performance management can be thought of as comparing the organization s Actual Results against its Desired Results. Any discrepancy, where Actual is less than Desired, constitutes (by definition) a performance improvement zone requiring attention. (See Figure 6) Figure 6: Performance Improvement Zone Performance Improvement Zone 8 LBL Strategies, Ltd. 2012
9 A performance improvement zone can appear at each level of an organization performance management program. Level 1 is the overall strategic goal to be achieved. ISA/ISPOB has a goal of 600 million bushels of Illinois soybeans being utilized annually. (See Figure 1) Level 2 is also strategic and covers Key Performance Indicators (KPIs) and targeted ranges of performance. Level 3 is operational and covers Projects or Project Measures and their outcomes of performance. (See Figure 7) Figure 7: Two Levels of Performance Management Level Goal: 600 Million Bushels Illinois Soybeans Utilized Key Performance Grow Animal Agriculture 2012 Projects Project Measures & Outcomes (All relevant) Indicators & Targets Level 3 Level 2 Source: Strategy Professional Resource Center, 2011 Level 1 is the center of the bullseye. Each year the board of the organizations must take a careful look at progress being made toward this primary strategic intent. This occurs by examining factual information, KPI performance levels, as well as subjective information available to the board and senior management team. Level 2 of performance management is an ongoing process where the board periodically reviews and approves a carefully selected set of specific strategic objectives, prioritized KPIs and desired target ranges of performance for each KPI. Then on a regular basis (at least annually), KPIs are tracked and actual results reported to gauge whether the desired performance level is being achieved. On a parallel track and annual basis Level 3 initiatives and projects are prioritized by committees, approved by the board and executed by the staff to influence the desired level of KPI performance, i.e. Level 2. In reality it generally takes many projects pulling together (often from across multiple organizations) to achieve a targeted level of performance for one KPI. For each board approved program or project, a Level 3 scope specific performance management program is recommended. It requires that one or more specific project measures and outcomes of performance be defined, tracked and reported against, as a particular project is 9 LBL Strategies, Ltd. 2012
10 executed and ultimately evaluated. Project measures evaluate how well ONE particular project is doing while Key Performance Indicators show how all relevant projects TOGETHER are working to meet a specific strategic objective. Throughout the life of a particular Level 3 program or project, ISA/ISPOB staff work with contractors to give feedback and exert influence to achieve the desired level of project performance. It is important to recognize that performance management is not a precise science. Global disruptive change (e.g. weather, political turmoil, etc.) often occurs which cannot be controlled. In most situations qualitative factors must be given significant consideration when judging whether a Level 3 project is working, or when completed successful in driving Level 1 and Level 2 performance. It is Level 1 and Level 2 performance where ISA/ISPOB ultimately seeks to influence. This takes time and requires that ISA/ISPOB take a long run view. 10 LBL Strategies, Ltd. 2012
11 How does Performance Management integrate with the ISA/ISPOB Annual Strategic Management Cycle? Below is a working draft Strategic Management Calendar detailing the planning, evaluation and budgeting processes of the organization from September, 2011 September You will note that performance management has been fully integrated throughout. (See Figure 8) Figure 8: ISA/ISPOB Annual Strategic Management Cycle Updated Month Sept Oct. Nov. Dec. Contractor Project Program Project Evaluation 11 LBL Strategies, Ltd KPI Results Objective Progress Determined Plan, Evaluation & Budget Development September 1 start of new fiscal year Staff begin assembling evaluation information for third party review for previous fiscal year program areas and projects Identify / verify / monitor trends and issues facing the domestic and global soybean industry Staff completes assembling of previous fiscal year evaluation information. Third party evaluation conducted. Collection of KPI data Identify / verify / monitor trends and issues facing the domestic and global soybean industry Present baseline information on all KPIs Committees review previous fiscal year project evaluations for immediate projects Committees analyze KPI data. Committees highlight and prioritize trends and issues the board should consider in the current planning cycle Monitor execution of current year operating plan by Program Area/Objective Review new and amended projects for the Board s consideration Financial Audit presented to board Allocate new available funding to priority KPIs Update board on committee findings related to KPIs Senior Staff Review Meeting Board / Committee Meetings Executive Committee Production Committee Marketing Committee Board
12 Month Jan. Feb. March April May Contractor Project Program Project Evaluation KPI Results Objective Progress Determined Plan, Evaluation & Budget Development Review major program/project evaluation findings from committees Committees recommend any new and amended projects to the Boards. Executive Committee lead the next fiscal year strategic planning process Study, discuss, and prioritize issues to plan for next FY year planning cycle Review KPI data and monitor execution of current FY operating plan by Program Area / Objective Committees review previous fiscal year project evaluations Conduct mid year review of current Operating Plan by major program area and/or objective Full boards further refine and approve strategies for next fiscal year Approve changes to high level strategic plan for next fiscal year Monitor KPI s and execution for current year operating plan by Program Area / Objective Full board review/confirm the Organizations overall Strategic Direction and high level strategies Staff refine next fiscal year strategic operating plan including a balanced set of objectives, performance indicators Staff prepares project proposals Work with other stakeholders to identify areas for collaboration (e.g. Corn, Poultry, Beef, etc.) Administrative, operating costs and allocation percentages are compiled. Staff solicit and identify potential initiatives and projects for next fiscal year Work with other stakeholders to shape initiatives for collaboration (e.g. Corn, Poultry, Senior Staff Review Meeting Board / Committee Meetings Executive Committee Production Committee Marketing Committee Executive Committee Board Meeting and Training 12 LBL Strategies, Ltd. 2012
13 Month June July Contractor Project Program Project Evaluation KPI Results Objective Progress Determined Plan, Evaluation & Budget Development Beef, etc.) Ensure program and project evaluations requirements are communicated and synchronized Staff coordinates appropriate alignments with national funding priorities Committees support staff in drafting the proposed FY 13 operating plan and budget Next FY Project concepts prioritized by Committees Ensure program and project evaluations requirements are communicated and synchronized Executive Committee discusses operational, program areas, and next FY Evaluations program. Staff makes preliminary recommendations for KPI/project evaluations Pro forma budgets and proposed next FY Operating Plan priorities presented to the combined committee meeting. The full board serving as a committee of the whole vets the proposed Operating Plan priorities for next fiscal year Executive Committee discusses program areas and budget percentages Discuss funding allocations by Target Area,; refine KPI targets as necessary Executive Committee discusses program areas and budget percentages Pro forma budget is presented to the board. Next FY Operating Plan approved by full board Next fiscal year project RFPs issued Ensure program and project evaluations requirements are communicated and synchronized Senior Staff Review Meeting Board / Committee Meetings Combined Committee Meetings Executive Committee New Board Member Orientation Executive Committee Board Meeting and Training Board Meeting and Annual Meetings 13 LBL Strategies, Ltd. 2012
14 Month August Contractor Project Program Project Evaluation KPI Results Objective Progress Determined Plan, Evaluation & Budget Development Committees meet to review proposals received in response to RFPs submitted in July. Approve funding allocations by Target Area for next fiscal year. Final projects/budgets approved Notify contractors of approvals/denials Ensure program and project evaluations requirements are communicated and synchronized Staff/Contractors begin compiling data for project evaluation Senior Staff Review Meeting Board / Committee Meetings Board and Committee Reorganization Board / Staff Retreat Sept Begin program, project evaluation for previous fiscal year. 14 LBL Strategies, Ltd. 2012
15 How do the ISA/ISPOB KPI Tracking,, Learning and Evaluation Processes actually work for Level 2 and Level 3? Level 2: At Level 2 one needs to think of performance management as an ongoing process where the board periodically approves a carefully selected set of specific strategic objectives, prioritized key performance indicators (KPIs) and desired target ranges of performance for each KPI. Then actual KPI performance results are tracked and reported, in this case annually, to see if the desired performance levels are being achieved. For example, is more soybean meal produced in Illinois being consumed by animals in Illinois? (See Figure 9) Figure 9: KPI Tracking,, and Learning (Level 2) Vision, Mission, Values, Goals Strategies Strategic Learning Operating Plan Target Areas Key Performance Indicators (Long Term) Target ranges Quantitative Results Impact on KPI / Targets 2012 Tactical Initiatives Projects Project Objectives Project Measures (Short Term) Outcomes Quantitative & Qualitative Outcomes Board / Committees Committees / Staff If KPI level progress is noted it is important to understand what is contributing to that progress. We may or may not be able to attribute progress to our efforts, but we must better understand what is impacting the KPI in order to realign our efforts and make a course correction where appropriate. If we determine progress is not being made within a reasonable amount of time, we must understand why. Is it because our efforts were not effective? Did we apply the wrong type of effort? Were factor(s) beyond our control playing a major influence? The key is to learn from experience and adjust the organizations plan as necessary to positively impact performance. Level 3: At Level 3 the focus is on evaluating programs or projects to determine if execution was effective in achieving the agreed upon outcomes or level of performance. Central to evaluating any program or project is an accurate assessment of performance against the 15 LBL Strategies, Ltd. 2012
16 desired outcomes established when the project was originally approved by the boards. As with Level 2 it is important to understand what is working and what is not working before final, evaluative judgments are made. An example: In many soy demand building initiatives, a desired project measure reveals incremental change of target audience behavior from one level of performance (A) to the next level of performance (B) via a specific message of change. (See Figure 10) Figure 10: US Pork in Europe Project Measures Stage 1 Awareness Knowledge # of targeted processors aware of the higher yield and lowering processing costs of US Pork Stage 2 Liking Preference # of targeted processors convinced that US Pork offers higher profit potential A Stage 3 Conviction to Try # of targeted processors who try US Pork B Stage 4 Purchase # of targeted processors who buy US Pork; sales to targeted processors Stage 5 Regular Purchase # of targeted processors who process primarily US Pork; sales Source: Agralytica, Results Oriented Management Page 27 In this example, objective evaluators would be engaged along the way to ask such questions as Did behavior change? Why did behavior change or not change? What did the Boards learn? How should the Boards adjust its program going forward? Answers to these evaluative questions would then be the basis for making changes to the project or for guiding future investment decisions. Keep in mind program or project evaluation has two major purposes: first to improve project performance or execution, second to determine if the program or project should be continued, discontinued, or the funding level decreased/increased. 16 LBL Strategies, Ltd. 2012
17 To have a full appreciation of Level 3 performance management, one must recognize the essential role program planning and management plays in the entire process. If projects are approved before complete program descriptions, project objectives, project measures, and outcomes are established it makes it virtually impossible to do a fair evaluation of performance and conceptually more difficult for the Board or Committees to approve such projects. ISA/ISPOB program planners must be diligent in their efforts to understand: 1. the strategic and tactical environment they are targeting, 2. the assumptions they can make about the environment in terms of constraints and opportunities 3. the activities they believe are best suited to achieve the targeted outcomes of performance. It should always be remembered that progress can only be measured in relation to matters over which ISA/ISPOB and its contractors have some level of control and influence over. It is absolutely critical to focus on the right project measures. This level of program management has been nicely summarized by Agralytica Inc. in their work on Results Oriented Management. (See Figure 11) Figure 11: Project Evaluation Drives Learning (Level 3) Goals Assumptions Constraints / Opportunities Project measures? Not achieved Achieved Why? Assumptions Activities (Projects) Why? Are the Underlying Assumptions sound Yes Why? No Feedback Learning 17 LBL Strategies, Ltd Source: Agralytica, Results Oriented Management Page 92 Two types of underlying assumptions need to be examined as part of the evaluation process. First is the causal assumption, as in Is the right solution (project) being applied to the problem or objective at hand? Second is the prescriptive assumption, as in Is the project being carried out in a manner that will contribute to solving the problem or meet the objective?
18 A primary outcome we seek from any program or project is to learn from execution to adapt and modify our planning moving forward to positively impact KPI performance at Level 2 of the performance management program. Therefore ISA/ISPOB must be innovative and thoughtful in selection of appropriate Level 3 project measures at the program planning stage. By doing this ISA/ISPOB can periodically communicate realistic contributions to achieving desired farmer driven outcomes, e.g. more local, domestic and international meal consumption by livestock. To make Level 3 performance management operational it is helpful to think of an evaluation process unfolding over a one year period of time. (See Figure 12) Figure 12: Evaluation Process and Timeline (Level 2 & 3) Project/KPI Evaluations Presented to Committees February Program Development for coming year (Staff, Contractors, Committees) March May June Staff & Exec Committee Review Evaluation Program for next FY (Level 1, 2 & 3) FY Projects / KPIs Evaluated October January June Staff Recommends Projects & KPIs to be Evaluated (Level 2 & 3) Outside Evaluators Chosen August September August August June Committees Discuss Projects to be Evaluated with Proposal Evaluation Budget Board Approved FY Budget Board Obligates Funding for Evaluation 18 LBL Strategies, Ltd. 2012
19 What are the roles and responsibilities of the board, committees, staff and contractors in the performance management program? The answer to this question is a two part answer. Answer one relates to the level of responsibility each organizational component has for the overall strategic management of the organizations. (See Figure 13) Figure 13: Strategic Management Roles and Responsibilities Organizational Component Board of Directors Strategy Element Vision Mission Strategic Goal High Level Strategies Measure Target Responsibility Overall Soybean Utilization 600 Mil Bushels Level 1: Approve, allocate and annually assess progress toward achieving this level of utilization Committees & Staff Strategic Objectives Key Performance Indicators Target Range established for each KPI Level 2: Track, Report and Learn Level 3: Evaluate and Learn Staff & Contractors (some 3 rd party) Tactical Projects Project Performance Measures Outcomes established for each program or project Level 3: Execute, Evaluate and Learn 19 LBL Strategies, Ltd. 2012
20 The second part of the answer relates to specific operational responsibilities each organizational component has at Level 2 and Level 3 of ISA s/ispob s performance management program. (See Figure 14) Figure 14: Performance Management Responsibilities Level 2: Key Performance Indicators (Are we achieving our objectives and ultimately goal?) Role of staff Collect KPI information and report to committees Role of committees Review KPI performance against target ranges, discuss findings and make recommendations to the board Role of board Adjust, refine or reconfirm target ranges Level 3: Program/Project Evaluation Role of contractor Efficiently and effectively execute the project and provide regular progress reports Role of staff Recommend program/project areas for evaluation and when appropriate work with Third Party Evaluators to assemble information Role of staff/committees Review evaluation reports and make recommendations for any changes in target ranges going forward Role of board Adjust, refine or reconfirm target area planning priorities Role of board and committees assure that programs/projects properly align with the target area objective and that those projects are accomplishing what they set out to do 20 LBL Strategies, Ltd. 2012
21 Summary In summary, ISA/ISPOB is very close to having a fully operational performance management program embedded within the strategic management processes of the organizations. From both ROI and cost to build perspectives, significant economies of scale would also be realized by developing an integrated and practical performance management system with likeminded soybean organizations. A formal assessment of the situation would likely find a common need for a standard set of goals, objectives, KPI s and project measures. An opportunity may exist to build out a base set of indicators and measures all state and national organizations could draw from to manage their own performance while facilitating resource alignment wherever possible and desirable. In a best case scenario an integrated performance management system would enable state / district level data to be rolled up to the national level. Alternatively, national and state level organizations would be able to drill down to assess state by state contributions. This level of cascading and transparency would likely point out areas for performance improvement and sources of new returns for producers. Thank you for considering our comments. 21 LBL Strategies, Ltd. 2012
Missouri Soybean Economic Impact Report
Missouri Soybean Economic Report State Analysis March 2014 The following soybean economic impact values were estimated by Value Ag, LLC, as part of a Missouri Soybean Merchandising Council funded project.
More informationCompetency 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 informationASAE 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 informationSoybean Supply and Demand Forecast
Soybean Supply and Demand Forecast U.S. soybean planted acreage is expected to increase 11.5 million acres over the forecast period. U.S. soybean yields are expected to increase 7 bushels per acre or an
More informationSTRATEGIC AND OPERATIONAL PLAN
STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...
More informationChapter Five: Risk Management and Commodity Markets
Chapter Five: Risk Management and Commodity Markets All business firms face risk; agricultural businesses more than most. Temperature and precipitation are largely beyond anyone s control, yet these factors
More informationStrategic 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 informationFY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance
Office of Executive Resources Office of the Chief Human Capital Officer U.S. Department of Energy FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Table of Contents Contents
More informationBudget Model Redesign Initiative Stakeholder Discussions
Budget Model Redesign Initiative Stakeholder Discussions February 18, 2014 University of Memphis Budget Redesign Why should the University of Memphis Explore a budget model redesign? Financial Challenges
More informationThe Communications Audit NEVER MORE RELEVANT, NEVER MORE VALUABLE:
WHITE PAPER The Communications Audit NEVER MORE RELEVANT, NEVER MORE VALUABLE: VALUE PROPOSITION OBJECTIVES METHODOLOGY BY GARY DOLZALL CHIEF COMMUNICATIONS OFFICER I. INTRODUCTION: THE VALUE PROPOSITION
More informationTHE CANOLA COUNCIL OF CANADA STRATEGIC PLAN IT S AMAZING WHAT ONE MORE BUSHEL OF CANADIAN CANOLA CAN DO.
THE CANOLA COUNCIL OF CANADA STRATEGIC PLAN IT S AMAZING WHAT ONE MORE BUSHEL OF CANADIAN CANOLA CAN DO. WITH EVERY ADDITIONAL BUSHEL WE GROW AND SELL, WE STRENGTHEN THE POSITIVE IMPACT OF CANOLA. MORE
More informationBuilding Business Case for the Enterprise From Vision to Outcomes IIBA Boston Sept. 20, 2012 Joseph Raynus ShareDynamics, Inc.
Building Business Case for the Enterprise From Vision to Outcomes IIBA Boston Sept. 20, 2012 Joseph Raynus ShareDynamics, Inc. Presentation Focus Business Situation Risk Assessment Sensitivity Analysis
More informationKey Consideration Points to Ensure a Successful Business Plan for Developing an Ethanol Manufacturing Business
Value-added Agriculture Extension Iowa State University October 2002 Key Consideration Points to Ensure a Successful Business Plan for Developing an Ethanol Manufacturing Business by Craig Tordsen, Reg
More informationMergers and Acquisitions: The Data Dimension
Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The
More informationEthanol Usage Projections & Corn Balance Sheet (mil. bu.)
Ethanol Usage Projections & Corn Balance Sheet (mil. bu.) Updated 12/21/215 Historic Est. Prelim. Proj. 216-17 Year: (production/marketing) 1/ 211-12 212-13 213-14 214-15 215-16 Low Med. 4 High Yield (bu.
More informationMEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER
MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee
More information2007 & 2008 Dennis L. Bolles and Darrel G. Hubbard 1
Achieving the Power of Enterprise-Wide Project Management Dennis L. Bolles, PMP, President DLB Associates, LLC Darrel G. Hubbard, PE, President D.G.Hubbard Enterprises, LLC Project Management Is a Business
More informationGLOBAL ALLIANCE FOR CLIMATE-SMART AGRICULTURE (GACSA)
GLOBAL ALLIANCE FOR CLIMATE-SMART AGRICULTURE (GACSA) FRAMEWORK DOCUMENT Version 01 :: 1 September 2014 I Vision 1. In today s world there is enough food produced for all to be well-fed, but one person
More informationPerformance Management. Date: November 2012
Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview
More informationFertilizer is a world market commodity, which means that supply
Supply & demand, Energy Drive Global fertilizer prices The Fertilizer Institute Nourish, Replenish, Grow Fertilizer is a world market commodity necessary for the production of food, feed, fuel fiber. &
More informationA BULLISH CASE FOR CORN AND SOYBEANS IN 2016
A BULLISH CASE FOR CORN AND SOYBEANS IN 2016 Probabilities for higher prices, and the factors that could spur price rallies. Commodity markets tend to move on three variables: perception, momentum and
More informationFCStone Grain Recap January 6, 2016
CORN: CH16 made new contract lows but were unable to hold below unchanged into the close. Weekly ethanol production marginally higher this week, up 4 thbpd to 996. Ethanol stocks built again reaching 21099
More informationRoyal Insurance Corporation of Bhutan Performance Management System (PMS) User Manual
Royal Insurance Corporation of Bhutan Performance Management System (PMS) User Manual RICB Ltd. PMS User Manual 1 P a g e RICB Ltd. PMS User Manual 2 P a g e A Scorecard based Performance Management System
More informationIllinois Center for School Improvement Framework: Core Functions, Indicators, and Key Questions
Framework: Core Functions, Indicators, and Key Questions The Core Functions and Indicators, which form the structure for the delivery and execution of (Illinois CSI) services, describe the big ideas or
More informationThird Quarter 2014 Earnings Conference Call. 13 August 2014
Third Quarter 2014 Earnings Conference Call 13 August 2014 Safe Harbor Statement & Disclosures The earnings call and accompanying material include forward-looking comments and information concerning the
More informationCore 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 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 informationClient Onboarding Process Reengineering: Performance Management of Client Onboarding Programs
KNOWLEDGENT INSIGHTS volume 1 no. 4 September 13, 2011 Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs In the midst of the worst economic environment since
More informationISSP Colorado Chapter
ISSP Colorado Chapter MWH Global Offices January 9, 2014 www.sustainabilityprofessionals.org Agenda 6:00 6:10: ISSP Overview 6:10 7:00: Topics for ISSP Colorado Chapter 7:00 7:30: Sustainability Certification
More informationHow To Help The World Coffee Sector
ICC 105 19 Rev. 1 16 October 2012 Original: English E International Coffee Council 109 th Session 24 28 September 2012 London, United Kingdom Strategic action plan for the International Coffee Organization
More informationThe 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 informationTennessee Agricultural Production and Rural Infrastructure
Tennessee Trends in Agricultural Production and Infrastructure Highlights - In many states the percentage of the state population designated by the U.S. Census Bureau as living in rural areas has declined,
More informationExecutive Director Performance Review
Executive Director Performance Review Board Toolkit October 2012 The board s role in growing and developing the organization includes assessment of the Executive Director. The performance review process
More informationFCMAT Chief Executive Officer Joel D. Montero
About FCMAT The Fiscal Crisis and Management Assistance Team (FCMAT) was created by legislation in 1992 as an independent and external state agency. FCMAT s mission is to provide proactive and preventive
More informationWhat is Grain Merchandising, Hedging and Basis Trading?
Grain Merchandising What is Grain Merchandising, Hedging and Basis Trading? Grain merchandising describes the process of buying and selling grain. Agribusiness firms that merchandise grain include grain
More informationEDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards:
EDUCATIONAL LEADERSHIP PROGRAM Recognition Standards: Building Level For institutions undergoing NCATE Accreditation and ELCC Program Review Page 2 For Advanced Programs at the Master, Specialist, or Doctoral
More informationEssentials 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 informationFirst Quarter 2015 Earnings Conference Call. 20 February 2015
First Quarter 2015 Earnings Conference Call 20 February 2015 Safe Harbor Statement & Disclosures The earnings call and accompanying material include forward-looking comments and information concerning
More informationDelaware 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 informationCONSULTATION DELIVERING LIFETIME ASSURED BEEF
CONSULTATION DELIVERING LIFETIME ASSURED BEEF January 2015 (Responses by Friday 27 th March 2015) 1 1 INTRODUCTION EXECUTIVE SUMMARY Cattle are currently considered assured under the Red Tractor scheme
More informationFCStone Grain Recap October 1, 2015
CORN: A choppy but firm market today. Today starts the march of the private crop estimates led off with FCStone s number this afternoon. Export sales reported today showed net bookings of 748.2 tmt as
More informationAudit of the Test of Design of Entity-Level Controls
Audit of the Test of Design of Entity-Level Controls Canadian Grain Commission Audit & Evaluation Services Final Report March 2012 Canadian Grain Commission 0 Entity Level Controls 2011 Table of Contents
More informationTABLE OF CONTENTS. The Concept of School Accreditation:... 4. Objectives of School Accreditation:... 4
TABLE OF CONTENTS QNSA Handbook Foreword... 3 The Concept of School Accreditation:... 4 Objectives of School Accreditation:... 4 The Difference between the Accreditation and Licensing Process:... 6 Developing
More informationThird Quarter 2015 Earnings Conference Call. 21 August 2015
Third Quarter 2015 Earnings Conference Call 21 August 2015 Safe Harbor Statement & Disclosures The earnings call and accompanying material include forward-looking comments and information concerning the
More informationGeneral Information Series
General Information Series 1 Agricultural Futures for the Beginner Describes various applications of futures contracts for those new to futures markets. Different trading examples for hedgers and speculators
More informationEnterprise IT Portfolio Governance and Management Model
STATE OF MICHIGAN Department of Information Technology Enterprise IT Portfolio Governance and Management Model NASCIO 2007 RECOGNITION AWARDS CATEGORY: IT PROJECT AND PORTFOLIO MANAGEMENT Enterprise IT
More informationPerformance Appraisal: Director of Education. Date of Next Review: September 2015 (every 2 years)
POLICY SECTION: SUB-SECTION: POLICY NAME: POLICY NO: Board of Trustees Director Performance Appraisal: Director of Education H.C.06 Date Approved: September 26, 2013 Date of Next Review: September 2015
More informationBOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS
BOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS Introduction Local boards of trustees and chief executive officers play different roles and have different responsibilities in leading their districts.
More informationNational Center for Healthcare Leadership SUMMARY. Health Leadership Competency Model
National Center for Healthcare Leadership Health Leadership Competency Model SUMMARY The NCHL Health Leadership Competency Model was created through research by the Hay Group with practicing health leaders
More informationTable of Contents PERFORMANCE REVIEWS STRATEGIC REVIEWS
SECTION 270 PERFORMANCE AND STRATEGIC REVIEWS Table of Contents 270.1 To which agencies does this section apply? 270.2 What is the purpose of this section? PERFORMANCE REVIEWS 270.3 What is the purpose
More informationUSP Strategic Planning and Initiatives
Prescription/Non-Prescription Stakeholder Forum Meeting #6 for 2010-2015 Tuesday, October 21, 2014 USP Strategic Planning and Initiatives Emily M. Kaine, MD Vice President, Strategy Building from our mission,
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 informationEnterprise Architecture (Re)Charter Template
Enterprise Architecture (Re)Charter Template To learn more about this full research or to inquire about membership, contact us: +1-866-913-8101 IT.Support@ executiveboard.com www.cebglobal.com/it CEB Enterprise
More informationCORN IS GROWN ON MORE ACRES OF IOWA LAND THAN ANY OTHER CROP.
CORN IS GROWN ON MORE ACRES OF IOWA LAND THAN ANY OTHER CROP. Planted acreage reached a high in 1981 with 14.4 million acres planted for all purposes and has hovered near 12.5 million acres since the early
More informationICCA Sustainability Specialty Certification Project Description
ICCA Sustainability Specialty Certification Project Description Sustainability and using sustainable practices is a growing concern for food companies and retailers. The public is demanding that the products
More informationStudents Association of Mount Royal University Strategic Plan 2014-18
Students Association of Mount Royal University Strategic Plan 2014-18 Contents Purpose... 3 Background... 3 Process & Methodology... 3 Mission, Vision, Values, Beliefs... 4 SAMRU Values & Beliefs... 5
More informationUse of Measurements and Metrics for the Project Management Office (PMO)
Use of Measurements and Metrics for the Project Management Office (PMO) Presented by: Joseph Raynus Founder & Principal Consultant ShareDynamics, Inc. The Paradigm Paradigm: A set of assumptions, concepts,
More informationSCHOOL BOARD CANDIDATE GUIDE
2015 Elections Good school systems begin with good school boards. And the quality of a school board depends, to a considerable extent, on the interest taken by citizens. Just like municipalities, community
More informationCity of Dallas Budgeting for Outcomes:
City of Dallas Budgeting for Outcomes: FY 2006-07 07 Annual Budget Recommended by Mary K. Suhm, City Manager Presented to the Dallas City Council August 14, 2006 Overview: Review Status of Budgeting For
More informationSTEVE TSHWETE LOCAL MUNICIPALITY
STLM Performance Management System Framework 1 STEVE TSHWETE LOCAL MUNICIPALITY PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK 2015-16 REVIEW STLM Performance Management System Framework 2 Contents CHAPTER 1...
More informationKazan Federal University
Kazan Federal University The Russian agricultural sector and WTO: advantages and disadvantages Doctor of Economic Sciences, Head of the Banking Chair Vagizova Venera Doctor of Economic Sciences Labedeva
More informationEducational Leadership Program Standards. ELCC Revised Standards
Educational Leadership Program Standards ELCC Revised Standards For Advanced Programs that Prepare Principals, Superintendents, Curriculum Directors, and Supervisors March 2009 NATIONAL POLICY BOARD FOR
More informationThe Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1
The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is
More information3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices
CRM Expert Advisor White Paper 3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices Ten years ago, when CRM was nascent in the market, companies believed the technology alone
More informationManager, Corporate Planning & Reporting BC Oil & Gas Commission, Victoria Applied Leadership. Office of the Commissioner - Corporate Affairs
Manager, Corporate Planning & Reporting BC Oil & Gas Commission, Victoria Applied Leadership Office of the Commissioner - Corporate Affairs The Manager, Corporate Planning & Reporting is responsible for
More informationBUSINESS PLANNING AND STRATEGIC PLANNING REVISITED. Article by Herb Rubenstein, President, Sustainable Business Group
Introduction BUSINESS PLANNING AND STRATEGIC PLANNING REVISITED Article by Herb Rubenstein, President, Sustainable Business Group Recently, it came to my attention that a well known consulting firm is
More informationEmployee performance management in a global setting. Brenda Wilson
Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,
More informationCreative Solutions to Increase Utilization of Strategic Sourcing Agreements. 91 st Annual Meeting & Exposition April 1 4, 2012 Anaheim, California
Creative Solutions to Increase Utilization of Strategic Sourcing Agreements Todd Adams Senior Manager UCSD Central Procurement Nicole Lamb Senior Manager UCSD Strategic Sourcing Increase Utilization of
More information5 Steps to Creating a Successful Optimization Strategy
5 Steps to Creating a Successful Optimization Strategy Many companies are now recognizing that in a world of mobile devices and increasingly sophisticated online services, the creation of an excellent
More informationCLIMATE-SMART AGRICULTURE. Executive Summary
CLIMATE-SMART AGRICULTURE Sourcebook Executive Summary Why is climate-smart agriculture needed? Between now and 2050, the world s population will increase by one-third. Most of these additional 2 billion
More informationExecutive 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 informationKey Elements & Philosophy of Global Sourcing
Key Elements & Philosophy of Global Sourcing Key Elements & Philosophy of Global Sourcing OVERVIEW Graham is a company committed to profitable growth. We deeply believe superb performance by our vendors
More informationA Roadmap for Modernizing the Health Care Revenue Cycle
A Roadmap for Modernizing the Health Care Revenue Cycle 1 March 2016 Timothy Panks Senior VP, Finance and Revenue Management Douglas Hires Senior VP, Strategic Client Relationships Conflict of Interest
More information2015 18 Business Plan
2015 18 Business Plan April 2015 Table of contents Executive summary... i Mandate... 1 Governance... 2 Overview of programs... 4 Environmental scan... 5 Strategic direction... 9 Implementation plan...12
More informationDLA Balanced Scorecard. Janet Foote Senior Strategic Planner 16 December 2004
DLA Balanced Scorecard Janet Foote Senior Strategic Planner 16 December 2004 Today s Session Defense Logistics Agency s Scorecard Defense Information Systems Agency s Scorecard Collaboration Benefits We
More informationCBOT AGRICULTURAL PRODUCTS
CBOT AGRICULTURAL PRODUCTS Business Development 141 W. Jackson Boulevard Chicago, IL 60604-2994 312-341-7955 fax: 312-341-3027 New York Office One Exchange Plaza 55 Broadway, Suite 2602 New York, NY 10006
More informationGOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4
GOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4 APPENDIX A Strategic Planning Process 2016/17 Strategic Planning Process 2016/17 Interlocking processes 5 Year strategic process: reviewed
More informationEducation Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015)
Education Leadership (ISLLC) Standards Comparison of Old (2007) and New Standards (2015) 2007 Standards 2015 Standards Standard 1: Vision and Mission Standard 1: Vision and Mission An education leader
More informationProposed FY 05/06 City Manager s Performance Plan and its Integration with Strategic Planning. October 19, 2005
Proposed FY 05/06 City Manager s Performance Plan and its Integration with Strategic Planning October 19, 2005 1 Objectives of this Briefing I. Describe the Current Use of the Performance Appraisal System.
More informationJuly/August 2013. 2014 and Beyond. Old Form. New Form. Employee. Manager
Employee Training / June 2013 July/August 2013 2014 and Beyond Manager Employee Old Form New Form 2 As Employees, Each of Us Are Expected to Focus Communicate Strive Engage Refresh Develop 3 Performance
More informationPrivate Certification to Inform Regulatory Risk-Based Oversight: Discussion Document
Private Certification to Inform Regulatory Risk-Based Oversight: Discussion Document 1 Table of Contents INTRODUCTION... 3 BACKGROUND... 3 PRIVATE CERTIFICATION SCHEMES VS. REGULATORY STANDARDS... 3 PRIVATE
More informationBSM Connection elearning Course
BSM Connection elearning Course Developing a Marketing Plan 2008, BSM Consulting All Rights Reserved. Table of Contents OVERVIEW...1 DEVELOPING YOUR MARKETING PLAN...1 Step 1: Conduct Market Research...1
More informationDiscussion Outline. A. KPIs Defined. B. Why KPIs Matter. C. KPI Menu. D. Implementation. E. Example KPIs. F. Pitfalls
Discussion Outline A. KPIs Defined B. Why KPIs Matter C. KPI Menu D. Implementation E. Example KPIs F. Pitfalls 1 Key Performance Indicators (KPI s) Defined Periodic assessment of an organization, business
More informationFY 2014 Senior Executive Service (SES) Performance Management Training
FY 2014 Senior Executive Service (SES) Management Training HC-40 February 2014 OFFICE OF THE CHIEF HUMAN CAPITAL OFFICER Table of Contents Overview Planning Monitoring and Developing Rating Rewarding Executive
More informationThe Integrated Planning and Performance Framework
The Integrated Planning and Performance Framework Issue This briefing note provides an overview of the City's Integrated Planning Multi-Year Budgeting and Performance Framework and addresses four major
More informationWinning Proposals: Understanding the Basics of Federal and Foundation Grants
WEBINAR BRIEFING Winning Proposals: Understanding the Basics of Federal and Foundation Grants Featuring Hanover Research Grants Consultant Bryan DeBusk, Ph.D., GPC And Hanover Research Grants Consultant
More informationTable 1: Number of students enrolled in the program in Fall, 2011 (approximate numbers)
Program: Department: MBA Human Resource Management CBA Table 1: Number of students enrolled in the program in Fall, 2011 (approximate numbers) MBA Concentration (Program) # students Human Resource Management
More information1. INTRODUCTION 2. ENVIRONMENTAL SCAN SQUAMISH CHAMBER OF COMMERCE 2014 STRATEGY WORKSHOP BUILDING THE STRATEGIC PLAN 2013-2018
BUILDING THE STRATEGIC PLAN 2013-2018 1. INTRODUCTION The Squamish Chamber of Commerce conducted a strategy workshop in May 2013. A comprehensive environmental scan was conducted and priority strengths,
More informationOur Alma Mater: The AMS Strategic Framework. Purpose
Our Alma Mater: The AMS Strategic Framework Purpose The Alma Mater Society exists to serve the aspirations of UBC students. Being a UBC student is harder than ever before. The costs of school and living,
More informationThe school principal practices effective cultural leadership when he or she
Strategic Leadership Summary: School leadership creates conditions that result in the strategic re-imaging of the school s vision, mission, and goals in the 21 st Century. The leader exhibits the understanding
More informationCSCMP Roundtable Marketing Guidebook
CSCMP Roundtable Marketing Guidebook 2 Table of Contents Section 1 Introduction 4 CSCMP Mission CSCMP Vision CSCMP Goals Section 2 Roundtable Marketing Objectives 4 Support the CSCMP Mission, Vision and
More informationHuman Resources Management Program Standard
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
More informationArkansas Teaching Standards
Arkansas Teaching Standards The Arkansas Department of Education has adopted the 2011 Model Core Teaching Standards developed by Interstate Teacher Assessment and Support Consortium (InTASC) to replace
More informationFunctional Title Classification FLSA Status Reports To Team Purpose
Functional Title Classification FLSA Status Reports To Team Purpose Vice President of Marketing and Engagement Director, Marketing & Communications UWW 400 N Exempt President & CEO Marketing & Engagement
More informationCorporate Carbon Neutral Plan
This Carbon Neutral Plan will guide the District of 100 Mile House decision making process in terms of reducing corporate energy consumption and greenhouse gas emissions and in achieving carbon neutrality.
More informationHandbook for municipal finance officers Performance management Section J
1. Introduction The Department of Provincial and Local Government (DPLG) defined performance management as a strategic approach to management, which equips leaders, managers, employees and stakeholders
More informationDunlap Community Unit School District #323. 2012 2014 Communication Plan
Dunlap Community Unit School District #323 2012 2014 Communication Plan Updated August 1, 2014 Table of Contents PART 1: INTRODUCTION... 4 District Strategic Plan... 4 PART 2: COMMUNICATION PHILOSOPHY,
More informationQUALITY MANUAL CUSTOMERS ARE AT THE CENTER OF EVERYTHING WE DO
QUALITY MANUAL CUSTOMERS ARE AT THE CENTER OF EVERYTHING WE DO MOTOROLA SOLUTIONS ENSURES CUSTOMER-CENTRIC SOLUTIONS, DEPENDABLE PRODUCTS AND SERVICES, ON-TIME DELIVERY, AND RELIABLE SUPPORT CUSTOMER-CENTRIC
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 informationStrategic Planning & Goal Setting
White Paper Strategic Planning & Goal Setting ASSESSMENTS: STRATEGIC PLANNING GOAL SETTING 2. Strategic Planning & Goal Setting STRATEGIC PLANNING Strategic planning is a disciplined effort. In the end,
More information