Young Professional Society of Greater Springfield Strategic Plan
|
|
- Adrian Gibson
- 7 years ago
- Views:
Transcription
1 Strategic Plan YPS Strategic Plan Task Force Members Natasha Clark, Co-Chair, Board Member Juli Thibault, Co-Chair, Member Ronn Johnson, Consultant/Facilitator Jayne Armington, Member Erin Corriveau, Member Zander Dimare, Member Peter Ellis, Board Member Nick Gelfand, Board Member Beth Ginter, Board Member Annamarie Golden, Board Member Chelsea Skawski, Member
2 INTRODUCTION Strategic Plan Welcome to the s Three-Year Strategic Plan. This plan represents our framework for moving the Young Professional Society of Greater Springfield (YPS) forward as a sustainable, inclusive and prosperous organization. It directs the work of the Board of Directors, Standing Committees and Task Forces and provides benchmarks with the ability to monitor progress and assess accountability of those in charge of implementation. The plan includes goals, objectives and desired outcomes that will give YPS a firm infrastructure, a membership body that is more reflective of our community and programming that meets the needs of the young professionals we serve in the Pioneer Valley. To achieve our desired outcomes, YPS has set clear and measurable goals for the next three years. These objectives and how s are purposely inexplicit since the strategic plan is not to be prescriptive, but a road map for implementation. Foster an inclusive, community-relevant organization; Strengthen WorkLife development opportunities for members; Development of a sustainable organizational structure to advance and support strategic objectives and related initiatives. Development of strategic and effective marketing strategies. A Brief History The (YPS) is a non-profit 501 (c)(6) organization comprised of professionals who are in the early to mid-stages of their career. Founded in 2007, YPS provides professionals with networking, professional development, educational, volunteering, community involvement and a variety of leisure opportunities. We have over 500 memberships, and our members are generally between the ages of 21 and 45, across varied industries who meet monthly to exchange ideas, share common interests and cultivate personal and professional relationships. Our organization is governed by 16 Board of Directors. During our strategic planning process, YPS interviewed members and community partners. Through our facilitated process that engaged board members and general membership, we have completed a strategic plan to serve as a roadmap for the organization from
3 Vision Statement Strategic 2Plan To become a primary resource for young professionals by providing access to diverse opportunities for WorkLife development to inspire them to Live, Work, Play and Stay in the Greater Springfield region. Mission Statement The mission of YPS is to serve our membership by engaging them to be active participants in our community, embrace diversity and inclusiveness and support their personal and professional development so they can become the future leaders of our region. We Value: A diverse, inclusive and safe environment Ethical business practices Our community Respect Cultural competence Personal and professional growth
4 GOAL ONE Foster an inclusive, community-relevant organization Strategic Plan YPS will focus on incorporating the following objectives and strategies in order to be more reflective of the Greater Springfield community and young professionals the organization serves. These objectives and how s are purposely inexplicit since the strategic plan is not to be prescriptive, but a road map for implementation. Assure that YPS is a relevant organization in the eyes of its members and the broader community. Reinforce of specific activities that have a wide appeal to the membership of YPS. Strive to be a culturally competent organization. Define the broad and inclusive scope of the term Young Professional. Communicate more efficiently and effectively the mission, vision and values of YPS. Learn and apply a diverse and inclusive lens when conducting self-analysis and developing plans for programs and community engagement (internal). Foster diverse and inclusive opportunities (external). Develop a family-friendly focused calendar. Seek strategic community alliances. Educate Board of Directors and membership on diversity and inclusion through trainings and workshops. Conduct surveys to measure goal and gather inclusive demographic information. 1. YPS attracts people who may not have seen themselves as being potential members. 2. Board is educated and competent on how to apply a diverse and inclusive lens. 3. Board and membership of YPS reflects the diversity of the community. 4. YPS has strategic relationships with family-friendly organizations to offer resources and activity opportunities. 5. Implementation of metric system to measure actual and perceived diversity of YPS membership.
5 GOAL TWO Strengthen WorkLife development opportunities for members Strategic 4Plan YPS understands that its members are more likely than previous generations to combine work and life. To meet the personal and professional development needs of its membership, YPS will provide WorkLife enhancement opportunities. The organization defines WorkLife as a balance of work (career and leadership development) and lifestyle (health, leisure, family, spiritual). To educate current and potential YPS members on WorkLife. Increase professional and personal learning opportunities. Explore revenue generating opportunities with new programs offerings. Establish YPS Learning Series Examples: 1. Personal Growth 2. Life Coaching 3. Financial Health/Investing 4. Real Estate 5. Employment/Career Support Hold forums on local, regional and national hot topics Examples: 1. Education Reform 2. Health Care Reform 3. Casinos 4. Diversity/Inclusion Engage membership as potential presenters and facilitators of learning series/hot topics. Affiliation with higher education institutions. 1. Active YPS membership participation in sponsored activities. 2. Online calendar of programs and learning opportunities that promote WorkLife. 3. Engage YPS members with specific skills to serve as presenters, consultants, vendors and mentors. 4. Foster strategic partnerships.
6 GOAL THREE Development of strategic and effective marketing strategies Strategic 5Plan Communicating with current and potential members, partners and the general public is crucial to YPS remaining relevant and visible. While these objectives may seem elementary, it is important to have a strong foundation to build future innovative and contemporary marketing strategies. Consistent organizational branding. Better utilization of website and communication tools by members/non-members. Identify potential partnerships to support communication vehicles (i.e. web, media). Increase membership/sponsorship recruitment and retention efforts. Through the website, YPS is a resource to members for Live, Work, Play, Stay opportunities in the Pioneer Valley. Standardize communication process to key stakeholders.* Create decision making criteria for sponsorships, partnerships and alignments. Review the membership matrix. Evaluate and align all marketing materials. Publish online calendar of YPS events. Hire professional services, as needed, to achieve comprehensive marketing strategies. Use of testimonials/case studies in marketing mix. Create an annual report that is available to key stakeholders. 1. Refined marketing strategy that attracts/retains members, sponsors and financial supporters. 2. Transparent decision-making criteria regarding sponsorships and partnerships that aligns with the strategic plan. 3. Annual report has been shared with key stakeholders. 4. Standing marketing committee is accountable for marketing-related tasks that are outlined in the strategic plan. * YPS defines our key stakeholders as board of directors, executive committee, general membership, community leaders and strategic partners.
7 Strategic Plan GOAL FOUR Development of a sustainable organizational structure to advance and support strategic objectives and related initiatives The sustainability of the organization demands a strong infrastructure with established policies, procedures and concrete succession planning. The following approach sets the stage for creating a solid foundation. Board composition reflects the diversity of the community. Board succession planning. Address organizational structural issues. Financial stability for YPS. Strengthen community partnerships. Explore conversion to 501 (c)(3). Obtain funding for an Executive Director. Align standing committees with the strategic plan. Explore development of charitable arm of YPS via 501 (c)(3). Standardize process for assigning committee and task force mandates. Develop and refine organizational procedures. Develop outreach strategies to: 1. Community leaders 2. Agency/business leaders 3. Political leaders Explore revenue generation and strengthen current sources such as grants, fee-based programs, membership levels and marketing opportunities. Development of a database of key stakeholders. Utilize strategic plan and implement initiatives as a sales tool to obtain seed money. 1. Standing committees and task forces are aligned with the strategic plan. 2. Structure is clear and transparent to key stakeholders. 3. Accountability/support structures are in place for board of directors, executive committee and task force co-chairs. 4. Creation of revenue generation task force to oversee a fund development plan. 5. New community partnerships have emerged from YPS community outreach efforts. 6. Standing committees, task forces and executive committee have developed procedural plans that are incorporated into the YPS organizational manual.
Self Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
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 informationGuidebook for Establishing Diversity and Inclusion Employee Resource Groups
a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National
More informationFAO Competency Framework
FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from
More informationSearch Profile. Vice President, People and Culture
Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing
More informationILA Strategic Plan 2012 2017
ILA Strategic Plan 2012 2017 If you practice, study, or teach leadership; If you seek a community of people who share your passion for leadership; We invite you to be a vital part of the continued growth
More informationTo influence the success of the commercial real estate industry by advancing the achievements of women.
CREW NETWORK STAFF IMPLEMENTATION PLAN 2016 The Staff Implementation Work Plan supports the CREW Network Board s Strategic Plan to jointly combine our staff and volunteer resources to achieve our vision
More informationA Strategic Vision for Human Resources
DISCUSSION DOCUMENT A Strategic Vision for Human Resources Organizational Possibilities Fitting the Pieces Together November 7, 2007 Costa Mesa, CA Framework Systems Theory Strategic Vision for Human Resources
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 informationStrategic Plan October 2010 October 2011
October 2010 October 2011 The Scrum Alliance Board met to determine a vision, mission, values and objectives for the coming year. The results are contained in this document Scrum Alliance Board of Directors
More informationJULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN
DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to
More informationManagers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1
Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate
More informationOrganisational and Leadership Development at UWS
Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a
More informationStrategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT)
Strategic Plan: Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 (DRAFT) 90 Relentless Pursuit of Excellence Speed Skating in Canada 2012-2020 TABLE OF CONTENTS Page Introduction......
More informationYMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y
YMCA of Northeast Avalon Strategic Plan 2012-2016 A View For Our Y Introduction Our View for the future of the Y is clear. We can influence healthy living and inspire a generation of young leaders who
More informationHow Higher Education Supports School Education Reforms in New York State
How Higher Education Supports School Education Reforms in New York State Gerald W. Patton A Golden Opportunity Education reform cannot succeed without a serious commitment from the higher education community
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 informationIFE Strategic Plan 2014 2018
IFE Strategic Plan 2014 2018 The Institution of Fire Engineers IFE Strategic Plan 2014 2018 View online at www.ife.org.uk/ife-strategic-plan 1 The Institution of Fire Engineers A charity managed for fire
More informationStrategic Plan. Mission: SNA is the national. organization of school. nutrition professionals. committed to advancing. the quality of school meal
Strategic Plan Mission: SNA is the national organization of school nutrition professionals committed to advancing the quality of school meal programs through education and advocacy. STRATEGIC PLAN Core
More informationUniversity of Georgia Libraries Diversity Plan 2013
University of Georgia Libraries Diversity Plan 2013 INTRODUCTION The University of Georgia Libraries, including the UGA Press and the Georgia Review, support the University s core values with respect to
More informationLeadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
More informationSwinburne University of Technology Gender Equality Strategic Action Plan 2015-2016
Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Page 1 of 8 1. Introduction 1.1. Context and Swinburne s HR Strategic Planning Framework Swinburne has established its
More informationManagement Principles and the RIM Program
Management Principles and the Records and Information Management (RIM) Program Management Principles and the RIM Program Principles of Management Human Resources/Staffing Methodologies Financial Considerations
More informationCorporate Social Responsibility: Implications for Human Resources and Talent Engagement
Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Winnie Kwan and Emily Tuuk Center for Advanced Human Resource Studies May 2012 I. Introduction Over the past few
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 informationNorthwest Louisiana Technical College Mission, Vision, and Values Statements
Northwest Louisiana Technical College Mission, Vision, and Values Statements Mission Northwest Louisiana Technical College is an institution of higher education established to provide the citizens of northwest
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationSurf Life Saving NSW Strategic Plan. 2013 14 to 2016 17
Surf Life Saving NSW Strategic Plan 2013 14 to 2016 17 Mission To save lives, create great Australians and build better communities. Who we are Surf Life Saving NSW is the State s peak coastal water safety
More informationPRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001
Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001
More informationOffice of Undergraduate Education Strategic Plan
1 Office of Undergraduate Education Strategic Plan Letter from the Dean The Office of Undergraduate Education (UE) at The Ohio State University is located in the Office of Academic Affairs, and assumes
More informationDIRECTOR, PITTSBURGH 2030 DISTRICT
DIRECTOR, PITTSBURGH 2030 DISTRICT Overview The Green Building Alliance (GBA) Pittsburgh 2030 District Director will lead efforts to convene, facilitate, and implement the Pittsburgh 2030 District -- a
More informationB408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
More informationInstitutional Vision, Proposed Mandate Statement and Priority Objectives
Ministry of Training, Colleges and Universities Institutional Vision, Proposed Mandate Statement and Priority Objectives A submission to begin the process of developing strategic mandate agreements (SMAs):
More informationPOSITION SPECIFICATION. Executive Director Chicago
POSITION SPECIFICATION Executive Director Chicago POSITION SUMMARY Opportunity: Department: Title: FLSA Status: Reports to: Location: Full-time Position at Cradles to Crayons Administration Executive Director
More informationCulture of Purpose Building business confidence; driving growth 2014 core beliefs & culture survey
Culture of Purpose Building business confidence; driving growth 2014 core beliefs & culture survey Executive summary Our research indicates that focusing on purpose rather than profits builds business
More informationEvaluating Collective Impact: The Strive Partnership s Evaluation and Response
Evaluating Collective Impact: The Strive Partnership s Evaluation and Response Greg Landsman, Leslie Maloney, and Geoff Zimmerman Strive Cradle to Career Network Convening Milwaukee, WI September 27-28,
More informationComprehensive Diversity Plan for the Research Division
Comprehensive Diversity Plan for the Research Division Introduction In 1999, Cornell University developed its vision for a diverse and inclusive community, Open Doors, Open Hearts, and Open Minds: Cornell
More informationENGINEERING A BETTER WORLD. 2012 Corporate Responsibility Scorecard
1 ENGINEERING A BETTER WORLD 2012 Corporate Responsibility Scorecard MESSAGE FROM THE CEO Connecting A BRIGHTER future As a global leader in the communications semiconductor industry, Broadcom knows the
More informationUNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)
UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation
More informationCore Leadership Competencies
Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.
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 informationProject Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors
Project Management Institute STRATEGIC PLAN Prepared by: PMI Board of Directors Last Revised: 30 November 2012 TABLE OF CONTENTS OVERVIEW... 1 PMI S CORE IDEOLOGY... 3 Core Purpose.... 3 Our Core Values...
More informationSPORT DEVELOPMENT STRATEGIC PLAN 2013-2016
SPORT DEVELOPMENT STRATEGIC PLAN 2013-2016 INTRODUCTION THE STRATEGIC PLANNING PROCESS FOR SASK SPORT ENGAGED ITS ACTIVE AND AFFILIATE MEMBERSHIP AND FIRST NATIONS AND MÉTIS COMMUNITIES FOR IDEAS AND RECOMMENDATIONS
More information2015-2018 Human Resources Strategic Plan
2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)
More informationCollege of Architecture Strategic Plan 2014-2025
College of Architecture Strategic Plan 2014-2025 From the Dean The College of Architecture at the Georgia Institute of Technology houses a rich mix of disciplines that are critical in shaping how people
More informationSection Three: Ohio Standards for Principals
Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process
More informationChief Information Officer
EMPLOYMENT OPPORTUNITY Chief Information Officer Located in the Madison, Wisconsin area Page 1 of 10 EMPLOYMENT OPPORTUNITY: Chief Information Officer, Unity Health Insurance Unity Health Insurance, headquartered
More informationThe University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007
The University of Texas at San Antonio Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 Table of Contents Page 1. Introduction... 3 2. Business Affairs Mission, Vision and Core Values 3 3.
More informationLong Range Plan 2015-2017
Long Range Plan 2015-2017 Qualitative Research Study Insights & Implications 3.12.15 Objectives Develop baseline for tracking qualitative insights over course of Long Range Plan (2015-2017) Understand
More informationRaise Your Voice, Raise Your Skills
ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are
More 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 informationLeadership Program Outcomes
Leadership Program Outcomes Over the past year the Leadership Learning Community has been actively trying to learn more about the leadership outcomes that programs are seeking for individuals, organizations,
More informationAppendix G: Organizational Change Management Plan. DRAFT (Pending approval) April 2007
Appendix G: Organizational Change Management Plan DRAFT (Pending approval) April 2007 Table of Contents TABLE OF CONTENTS... 1 INTRODUCTION:... 2 ABT ORGANIZATIONAL CHANGE MANAGEMENT SCOPE... 2 PEOPLESOFT
More informationHuman Resources Department
Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment
More informationSTRATEGIC PLAN 2015-2018
STRATEGIC PLAN 2015-2018 JUNE 2015 ALPINE CANADA ALPIN - STRATEGIC PLAN 2015-2018 PG 1 AT A GLANCE OUR VISION CANADA IS A WORLD LEADER IN ALPINE, PARA-ALPINE AND SKI CROSS RACING AMBITIONS SHORT TERM To
More informationEmployee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationTRANSFORM CSCU 2020 PREAMBLE
TRANSFORM CSCU 2020 PREAMBLE A post-secondary education is not only critical for Connecticut residents to achieve personal success but also plays a key role in statewide economic expansion and stability.
More informationA Step-by-Step Guide for Designing & Cultivating Communities of Practice in Higher Education
Community of Practice Design Guide A Step-by-Step Guide for Designing & Cultivating Communities of Practice in Higher Education Acknowledgments This guide was developed based on the shared experiences
More informationGrant Thornton LEADS: leadership development from campus to partner
Grant Thornton LEADS: leadership development from campus to partner Attracting and developing leaders At Grant Thornton, we are committed to attracting and developing outstanding people. Our partners and
More informationOntario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum
Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?
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 Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253
Strategic Planning for Small Business 1 Agenda Welcome Overview of Strategic Planning Key Planning Steps and Tools 2 Planning Controlling Management Functions Organizing Leading 3 Planning Alignment Strategic
More informationPerformance Expectations Program Director
Performance Expectations Program Director Program Development Serve as Agency focal point for assigned area, developing a comprehensive knowledge of functional area and a cooperative, open relationship
More informationVice President, Development and Communications Washington, DC
Vice President, Development and Communications Washington, DC About Rails-to-Trails Conservancy Rails to Trails Conservancy (RTC) is a nonprofit organization that builds healthier places for healthier
More informationExecutive Coaches of Orange County. Capacity Building Strategies
Executive Coaches of Orange County Capacity Building Strategies Capacity Building Acquiring the resources that your nonprofit needs to fulfill more of its mission. Capacity Building Strategies A strategy
More informationProspective Member Institutions FAQs
Prospective Member Institutions FAQs Q: What is the Higher Education Recruitment Consortium? A: The Higher Education Recruitment Consortium (HERC) is a collection of individual regional consortia and a
More informationWEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN DRAFT 3
WEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN DRAFT 3 DECEMBER 2013 WEST VANCOUVER SOCCER CLUB 2014-2018 STRATEGIC PLAN November 2013 The West Vancouver Soccer Club is a registered society that exists
More informationBenefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015
Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 The Financial Influence Are you leveraging your financial resources to maximize
More informationTHE OPPORTUNITY AND THE ROLE
THE OPPORTUNITY AND THE ROLE Cystic Fibrosis Canada is seeking an experienced, talented and dynamic bilingual Human Resources professional to join the team in a leadership role as the Executive Director,
More informationPeople Strategy in Action
People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation
More informationDEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT
DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT STRATEGIC PLAN 2014-2018 STRATEGIC PLAN 2014-2018 OUR VISION All Western Australians can be part of a skilled workforce to meet the economic and community
More informationThe Final Assessment of A Framework to Foster Diversity at Penn State: 1998-2003. The Smeal College of Business Administration
The Final Assessment of A Framework to Foster Diversity at Penn State: 1998-2003 The Smeal College of Business Administration A Framework to Foster Diversity at Penn State: 1998-2003 The Smeal College
More informationGOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY
GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY DEVELOPING THE RIGHT PEOPLE, IN THE RIGHT POSITION, AT THE RIGHT TIME 2015-2018 Part I New Brunswick Public Service TABLE OF CONTENTS Message
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 informationSwe Tha Har. Vacancy Announcement
Vacancy Announcement Swe Tha Har Social Services is a national peace organization and committed to promote peace justice and development among diverse ethnic and religious communities through peace education,
More informationCreating a Customer Advisory Board Overview and Checklist by Clearworks
Creating a Customer Advisory Board Overview and Checklist by Clearworks Customer insight programs play an important role for both B2B and B2C companies. The programs advise everything from new product
More informationBehaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level
Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the
More informationThe Johns Hopkins University Human Resources Competency Dictionary
The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision
More informationHuman Resources Division Cornell University. Strategic Plan
Human Resources Division Cornell University Strategic Plan Executive Summary The HR function continues to provide critically important services to Cornell. However, we must continue to evolve in order
More informationCouncil of Graduate Students 5 Year Strategic Plan MSU COGS. 5 5 6 E. C i r c l e D r., R o o m 3 1 6, E a s t L a n s i n g, M I 4 8 8 2 4
2013 Council of Graduate Students 5 Year Strategic Plan MSU COGS 5 5 6 E. C i r c l e D r., R o o m 3 1 6, E a s t L a n s i n g, M I 4 8 8 2 4 The Council of Graduate Students (COGS) is proud to unveil
More informationSTRATEGIC PLAN 2015-2020
STRATEGIC PLAN 2015-2020 EXECUTIVE SUMMARY Georgia Regents University Division of Enrollment & Student Affairs participates in annual strategic planning so that the division can clarify goals and focus
More informationHR Strategy Survey Instrument for Key Leaders
HR Strategy Survey Instrument for Key Leaders INTRODUCTION Human Resources as Strategic Partner is one of the critical success factors in the Strategic Alignment system. This critical success factor is
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 informationExecutive Onboarding Program Helping Executives Make Rapid Transitions
Executive Onboarding Program Helping Executives Make Rapid Transitions Supervisor s Checklist For (Name of Employee) Department of the Air Force (Name of Unit) Entrance on Duty: (Date) Executive Onboarding
More informationINSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY
INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:
More informationOVERVIEW. Mission/Vision
OVERVIEW Mission/Vision The mission of USRowing s America Rows program is to support inclusion and diversity in the sport of rowing. Inclusion in sport means that individual differences are embraced and
More informationCollege of Architecture Strategic Plan 2014-2025
DRAFT College of Architecture Strategic Plan 2014-2025 Design. Technology. Engagement. School of Architecture School of Building Construction School of City and Regional Planning School of Industrial Design
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 informationEmbracing our Past. Reaching for the Future. A Strategic Plan for Boca Helping Hands
Embracing our Past Reaching for the Future A Strategic Plan for Boca Helping Hands 2011-2015 14 June 2011 Dear Colleagues and Co-Workers: For nearly six months, we have brought the best of our intellectual
More informationUnited Way Thompson Nicola Cariboo
United Way Thompson Nicola Cariboo Strategic Plan 2016-2021 Operational Business Plan 2016 177 Victoria Street Kamloops, BC V2C 1Z4 250-372-9933 www.unitedwaytnc.ca /unitedwaytnc @unitedwaytnc @unitedwaytnc
More informationAmerican Institute of Architecture Students. Executive Director Position Profile
American Institute of Architecture Students Executive Director Position Profile April 2010 This profile provides information about the American Institute of Architecture Students (AIAS) and the position
More informationTeam Core Values & Wanted Behaviours
Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y
More informationFrom Vision to Implementation: Integrated Strategic Planning
A three-page excerpt from our 18-page Best Practice Guidebook: From Vision to Implementation: Integrated Strategic Planning 1 Best Practice Guidebook From Vision to Implementation: Integrated Strategic
More informationPosition Title: Management Info Chief. Working Title: Technical Project Management Section Chief
Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission
More informationBUSINESS PLAN FOR THE PERIOD OF 2007 2010
BUSINESS PLAN FOR THE PERIOD OF 2007 2010 Government Board Approval TABLE OF CONTENTS 1. Accountability Statement 1 2. PDD Governance and Accountability 1 3. PDD Strategic Directions 2 4. The Community
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 informationAmerican Board of Emergency Medicine. Executive Director Position Profile October 2009
American Board of Emergency Medicine Executive Director Position Profile October 2009 This profile provides information about the American Board of Emergency Medicine (ABEM) and the position of Executive
More informationStrategic Plan. Page 1 of 6
Strategic Plan The following represents the current AACE International Strategic Plan as approved by the Board of Directors at our meeting in April 2014 in Chicago, IL. The Strategic Plan is organized
More informationwww.thiel.edu Dean of Enrollment
75 College Avenue Greenville, PA 16125 www.thiel.edu Dean of Enrollment Search Prospectus Fall 2015 www.thiel.edu/deanofenrollment Thiel College in Greenville, Pa., invites nominations and applications
More informationWhere s Your Brand? Creating or Enhancing Your Organization s Brand
Where s Your Brand? Creating or Enhancing Your Organization s Brand Mary Johnson, Website Chair Cheryl Kunz, Marketing Chair Brooke Henry, Social Media Chair Presentation Outline Essentials of Branding
More information