DRAFT STRATEGIC PLAN 2020 (As of 9/30/16)
|
|
- Cora Harrell
- 5 years ago
- Views:
Transcription
1 BACKGROUND AND INTRODUCTION DRAFT STRATEGIC PLAN 2020 (As of 9/30/16) Founded in 1991 as the San Gabriel Valley Commerce and Cities Consortium, the organization is a 501 (c)(6) nonprofit corporation. (A 501 (c)(3) nonprofit foundation also exists to benefit the organization.) In 1998, the current dba San Gabriel Valley Economic Partnership was instituted. Over its 25-year history, the Partnership has emerged as a well-established, successful contributor to the economic well-being and quality of life of the San Gabriel Valley. In late 2015, the previous President and CEO of The Partnership retained the services of Dorger Consulting to evaluate the status of the Partnership as well as emerging challenges in an effort to enhance the organization s financial viability and accomplish its mission. Dorger Consulting conducted research that engaged Board Members and Partnership staff and produced a Present Position Report in June of 2016, which confirmed the challenges regarding financial sustainability of the organization and the need to address these challenges with stakeholders and the Board of Directors in a strategic planning effort. The Dorger Consulting report, coupled with the Los Angeles County Strategic Plan for Economic Development spearheaded by the LAEDC, served as the backdrop for subsequent strategic planning discussions in the development of this Strategic Plan. In June of 2016, the Board of Directors approved two organizational initiatives: 1) Creation of the San Gabriel Valley Economic PowerSite embedded in the Partnership s website; and 2) Formation of various Sector Councils to engage and empower the Partnership s member organizations and recruit new members. This strategic plan, the first of its kind for the Partnership, will be vital to the continued success of the organization. It addresses Where we are (the current state of the organization), Where we want to go, and How to get there. The strategic plan reveals the mission, values, vision, brand platform, and key goals of the organization as well as strategies and specific action items to accomplish the goals and realize the vision. MISSION Enriching the quality of life and economic vitality of the San Gabriel Valley. Our mission is carried out in five ways: Fostering the success of businesses Engaging in political advocacy Marketing the strengths of the Partnership and the San Gabriel Valley6 Facilitating workforce development Connecting cities, companies and organizations (Note: Underlined verbiage constitutes revised or new language.) Page 1
2 VISION 2020 In the year 2020, the Partnership will be a widely recognized, highly effective and fiscally sound regional economic development organization. Elements of this vision include: A dynamic organization that produces effective and measurable results for the region; An organization that connects the diverse interests of business, local government, education and non-profit stakeholders for the common good of the San Gabriel Valley; A financially solid and sustainable organization; and An influential, diverse, and engaged Board of Directors supported by a dedicated and competent staff. VALUES In fulfilling its mission, the Partnership aspires to embrace excellence, which includes: Member-focused delivery Responsiveness in meeting the evolving needs of our member organizations Inclusive and forward looking in our focus towards the common good of the San Gabriel Valley Professionalism in our conduct and practices at all times BRAND PLATFORM Healthy & Smart San Gabriel Valley! The San Gabriel Valley is an identifiable sub-region located on the eastern edge of Los Angeles County bordered by the San Gabriel Mountains (a National Monument) on the north, to rolling hills along the south, from Los Angeles to the west, and to the San Bernardino County line to the east. The Valley is comprised of 31 cities and several unincorporated communities, each with its own distinctive lifestyle and feel. Over 2 million residents call the San Gabriel Valley home. The San Gabriel Valley enjoys a population of residents and visitors that is among the most ethnically diverse on the planet. It is also home to many unique companies and organizations, representing the full spectrum of industry sectors, whose influence can be felt around the globe. Like the Boston metropolitan area on the East Coast, the San Gabriel Valley has a high concentration of outstanding education and health care institutions. In fact, data provided by EDD and LAEDC confirm that Educational and Health Services occupations constitute the largest employment industry sector one out of every five jobs in the San Gabriel Valley. Notable features are: Page 2
3 Educational institutions in the San Gabriel Valley include some of the nation s best K-12 schools, excellent community colleges, and world-renowned private and public universities; and The San Gabriel Valley is home to many of the world s finest hospitals and cutting-edge medical and biotechnical research facilities. Additionally, there is an emerging Professional, Scientific and Technical Services industry sector to support the Educational and Health Services industry cluster. In light of this impressive industry cluster data and momentum, we are and will continue to be the Healthy & Smart San Gabriel Valley! KEY ORGANIZATIONAL GOALS I.) Create a strong, financially sustainable organization II.) Market the strengths of the Partnership and the San Gabriel Valley III.) Provide strong political advocacy services to member organizations IV.) Facilitate collaborative business assistance efforts to strengthen businesses V.) Expand the role of the Partnership as a bridge between businesses and education STRATEGIES AND ACTION ITEMS Goal I: Create a strong, financially sustainable organization STRATEGY 1: Expand the Partnership s financial base by increasing membership and through better recruitment and better retention of member organizations A. Promote the value-added services to cities and other member organizations through the San Gabriel Valley Economic PowerSite, which features demographic, economic, and industry information as well as real estate opportunity sites in cities and possibly county unincorporated areas B. Create and strive to maintain business Sector Councils to more fully engage member organizations and provide value-added services. Phase-in the initiation of sector councils for industry clusters, including but not limited to: Healthcare Biotech & Life Sciences Aerospace & Manufacturing Tourism & Hospitality Page 3
4 Food Manufacturing Goods Movement & Transportation Education & Workforce Development C. Create a Cities Economic Development Council, comprised of representatives from cities and private sector member organizations engaged in the commercial real estate arena. D. Strengthen the partnership with the San Gabriel Valley Council of Governments (SGVCOG) through the development of a Memorandum of Understanding (MOU) which defines the roles and responsibilities of each, and sharing of resources. E. Revise and distribute the New Member s Guide F. Create and implement a New Member Orientation Program, that provides for visits by the CEO and staff members to establish contacts and relationships G. Procure and implement computer improved database software for better customer relationship management (CRM) capabilities including integrated member contact listings (i.e., CEO, COO, HR Manager, etc.) and data other needed tracking for communications H. Collect data on members who hve left the Partnership and keep the Board informed on membership information STRATEGY 2: Expand the Partnership s financial base by diversifying revenue sources A. Utilize our 501c3 foundation to attract corporate gifts and grants B. Create a finance task force to examine other revenue sources, including fees for service or products C. Look for organizations to underwrite the development of a San Gabriel Valley economic development plan (Refer to Strategy 4C) D. Examine the potential of contracting with grant writing firms to apply for grants E. Revitalize the website and other online platforms as a means to generate revenue through sponsorships F. Explore ways to make the San Gabriel Valley the home of veterans returning from active military service Page 4
5 Strategy 3: Develop a series of impact metrics key performance indicators on goals, strategies and actions items. A. Inquire of member organizations to determine which metric measurements should be incorporated into mechanisms to gauge and report success B. Each director or manager in the Partnership organizational structure will research and recommend impact metrics and performance indicators that show impact to the extent possible, not just activities. C. Form an Impact Metrics Task Force with Board Member representation to review recommendations for development of metrics for each operational service delivery division in the Partnership organization and provide instructive feedback. Strategy 4: More fully engage the Board of Directors in guiding the Partnership s efforts and actions towards fulfillment of the Partnership s mission and vision A. Each Sector Council should be chaired and co-chaired by Board members. B. Create a five-person Finance Committee that includes the Treasurer and at least one other Board Member, the President/CEO and support staff as needed to meet quarterly to review financials C. Form a task force comprised of Board members and staff to develop an Economic Development Plan for the San Gabriel Valley D. Better inform the Board of Directors the Partnership s achievements Strategy 5: Enhance working conditions for Partnership full-time staff members A. Obtain the financial resources and initiate actions to provide full-time staff members with a retirement investment program with matching employer-paid contributions B. Conduct biennial surveys of the compensation programs in similar membership-based organizations with the objective of ensuring that full-time Partnership staff members are provided with competitive salaries C. Explore the potential of consolidating the Partnership s divided office space in the San Gabriel Valley Corporate Campus into a single contiguous office space D. Complete revisions to the Partnership s Employee Handbook Page 5
6 Goal II: Better Market the strengths of the Partnership and the San Gabriel Valley STRATEGY 6: Market and communicate the achievements of the Partnership and its member organizations, as well as the features and advantages of San Gabriel Valley A. Create a new, active branding program, including development of a tag line and logo revolving around the Partnership s brand platform B. Develop a content marketing plan that includes member spotlights, short videos, articles C. Redesign the Partnership website D. Explore modifications to the agreement with LA News Groups relative to potential for publishing a monthly column, coverage of Partnership events, sponsorship ads, production of content for small community newspapers, etc. E. Establish a reputation as the key source of San Gabriel Valley demographic and commercial real estate data through the SGV Economic PowerSite, participation with realtor/broker associations, the Economic Outlook Breakfast, etc. F. Produce short pieces on our website and social media sites about interesting San Gabriel Valley demographic, economic, and industry information G. Distribute the weekly newsletter to a wider audience, both members and nonmembers to draw attention to Partnership efforts, programs and activities H. Publicize and feature the accomplishments and contributions of member organizations in enhancing the quality of life in the San Gabriel Valley Strategy 7: Increase the Partnership s outreach and connections to the Latino and Asian business communities A. Establish contacts and form relationships with global business organizations such as consulates and business associations in and from China, Taiwan, and Mexico B. Establish contacts and form relationships with Chinese and Spanish language media outlets and provide content and information resources. Page 6
7 C. Make contacts and form relationships with ethnic business associations such as the Hispanic Chamber of Commerce of Los Angeles, Chinese Chamber of Commerce of Los Angeles, the Hispanic MBA Association, etc. D. Produce video content for ethnic media companies and local outlets; and work with media organizations to produce videos via in-kind memberships E. Explore the creation Asian and Latino advisory councils. F. Explore utilization of social marketing platforms in languages other than English (e.g., We Chat and 58.com) to disseminate information regarding Partnership events, services and programs Goal III: Provide strong political advocacy services to member organizations STRATEGY 8: Maintain the effectiveness, and expand the influence, of the Partnership s political advocacy efforts in the public policy arena. A. Update the Political Advocacy pages on the Partnership s website to more effectively communicate activities such as the Legislator Breakfast series, Legislative Networking Reception (LNR) including providing access to the Public Policy Director to make regular updates and changes B. Create a page on the Partnership s website for the Legislative Action Committee (LAC) that describes its activities and effectiveness, including a current list of bills that the LAC has taken a position along with a links to advocacy letters C. Create a SGV caucus D. Explore the potential to create a SGV Political Advocacy blog to drive traffic to the site and enable post contributions by staff and member organizations E. Explore the potential to create podcasts on political topics F. Consider expanding the Partnership s political events beyond the Legislative Networking Reception and the Breakfast series. These could include small roundtables, paid luncheons, candidate forums and evening speaking events featuring prominent politicians. G. Strive to develop pro-growth legislation to be carried by a local SGV legislator that will improve the state s business climate and the regulations agencies and businesses operate under. H. Explore the feasibility of adding part-time or full-time policy staff. (Many other key business groups in Southern California, i.e., LA Chamber, VICA, BizFed, have 2 to 4 public policy staff members.) Page 7
8 Goal IV: Expand the impact of the Business Assistance program through strategic alliances Strategy 9: Collaborate with member cities, businesses, and governmental agencies, educational institutions and other partners in Business Assistance efforts to retain, expand, and attract businesses to the San Gabriel Valley. A. Schedule, organize and conduct regular Business Walks to business establishments conjunction with member cities, chambers of commerce and other partner agencies such as Southern California Edison, Gas Company, Small Business Development Centers (SBDC), LA County Department of Community and Senior Services (CSS) and Department of Consumer and Business Affairs (CBA), Go-Biz, state legislators offices, etc. B. During Business Walks and other interactions with businesses, identify problems and concerns with doing business in the respective jurisdiction and the San Gabriel Valley; then follow-up on the stated problems/concerns in an effort to resolve them. In addition, disseminate information and literature on best practices and incentive programs and services such as SCE s Direct Install program, LA County s Community Business Enterprise program, state income tax credits, sales tax exemptions for manufacturing, WorkSource Centers, etc. C. Increase participation in industry conventions, trade summits and meetings (e.g., real estate association meetings and conferences), industry conferences and conventions, trade summits, etc. to promote opportunities in member cities and the San Gabriel Valley. D. Enhance the number of attendance of member cities at annual ICSC RECon events. E. Assist local governmental organizations (e.g., water districts, member cities, county departments, SBDCs, etc.) in their outreach efforts to minority populations regarding services and programs. F. Provide business assistance outreach efforts to minority businesses in their languages in an effort to increase awareness of best practices and information on available programs and services. G. Participate in the coordination of job fairs and business resource expos in partnership with other organizations. H. Create a questionnaire to interview business owners to collect data. Goal V: Expand the role of the Partnership as a bridge between businesses and education STRATEGY 10: Establish collaborative working relationships with community colleges, K-12 school districts, universities by serving as an intermediary between education and businesses to facilitate Career Technical Education (CTE) opportunities for students Page 8
9 A. Utilizing the Education & Workforce Development Sector Council, work with community colleges, school districts, businesses and other organizations to facilitate education pathways and technical training pipelines into well-paying, technology-intensive jobs. B. Enter into service agreements with community colleges in the San Gabriel Valley, similar to an existing agreement with Pasadena Area Community College District, to provide education pathways Career Technical Education (CTE) services by functioning as an intermediary between schools and businesses. C. Participate with Workforce Development Boards to ensure alignment between business sectors and higher education and school districts to target the needs of key industries and education curricula. D. Expand and track metrics for workplace learning into K-12 school districts, community colleges, and universities curricula by facilitating experiential career activities such as business field trips, speakers on campuses and speaker s luncheons, job shadowing, externships and internships. E. Create an interactive education pathways map on the Partnership website depicting institutions and their respective disciplines serving the San Gabriel Valley, i.e., universities, community colleges, adult schools, school districts, CTEC at Fairplex, etc Page 9
The Strategic Plan will focus on the following key initiatives:
2016-2017 The Greater Florence Chamber of Commerce Strategic Plan is a comprehensive look at six key initiatives to help local Pee Dee community and businesses achieve a more sustainable economy and quality
More informationACCE Awards for Communications Excellence Entry Campaign and Programs 5a Chamber Image Campaign
The Greater Sarasota Chamber of Commerce Corporate Brand Identity Program 1945 Fruitville Road Sarasota, FL 34236 941-955-2508 941-366-5621 sarasotachamber.com Submitted By: Tiffany Soukhaphaly, Communications
More informationEXECUTIVE SUMMARY... 3 INTRODUCTION... 3 VISION, MISSION, GUIDING PRINCIPLES... 4 BUSINESS PLAN OUTLINE... 4 OVERVIEW OF STRATEGIC DIRECTIONS...
TABLE OF CONTENTS EXECUTIVE SUMMARY... 3 INTRODUCTION... 3 VISION, MISSION, GUIDING PRINCIPLES... 4 BUSINESS PLAN OUTLINE... 4 OVERVIEW OF STRATEGIC DIRECTIONS... 5 ACCESSIBLE EDUCATION INITIATIVES SUMMARY...
More informationNorthern College Business Plan
2018-2019 Northern College Business Plan Approved By The Board Of Governors May 8th, 2018 Table of Contents Executive Summary 3 Introduction 4 Vision, Mission And Guiding Principles 4 Business Plan Outline
More informationDelaware County Chamber of Commerce Work Plan
Delaware County Chamber of Commerce 2017 Work Plan The Chamber s Plan of Work is its one-year document outlining the work of its committees and the priorities for staff as approved by the Board of Directors.
More informationMUNICIPALITY OF TRENT HILLS ECONOMIC DEVELOPMENT STRATEGIC PLAN
1 MUNICIPALITY OF TRENT HILLS ECONOMIC DEVELOPMENT STRATEGIC PLAN 2010-2013 WWW.TRENTHILLS.CA INTRODUCTION The purpose of this document is to provide a guideline for taking actions that will strengthen
More informationU.S. Chamber of Commerce 1615 H Street NW Washington, DC INTERNSHIP PROGAM
U.S. Chamber of Commerce 1615 H Street NW Washington, DC 20062 INTERNSHIP PROGAM Fall 2017 Internship Opportunities Center for Capital Markets Competitiveness Title: Intern Department Description: The
More information1. INTRODUCTION TO CEDS
1. INTRODUCTION TO CEDS TABLE OF CONTENTS INTRODUCTION... 1 CEDS STRATEGY COMMITTEE... 2 CEDS COMPONENTS... 2 Community Profiles... 2 Strategic Planning... 2 Bottom up Economic Development Strategies...
More information1321 Garden Highway Sacramento, CA 95833
FRIDAY, MARCH 24, 2017 SIERRA HEALTH FOUNDATION CONFERENCE CENTER 1321 Garden Highway Sacramento, CA 95833 1 SUMMIT AGENDA FRIDAY, MARCH 24, 2017 SIERRA HEALTH FOUNDATION CONFERENCE CENTER 8:00 AM 4:30
More information2018 Program of Work The Year of the BACC
1 2018 Program of Work The Year of the BACC 2018 Edition Building Business & Community Together The Bartlett Area Chamber of Commerce declares 2018 to be a year of growth and positive change for its membership.
More informationAMERICA S FASTEST GROWING MARKET NHCCHQ.ORG
AMERICA S FASTEST GROWING MARKET NHCCHQ.ORG Since 1985, NHCC has gathered forwardlooking corporate leaders from FORTUNE 1000 companies to explore the tremendous business potential of the rapidly growing
More informationDETAILED STRATEGIC PLAN
www.dcedc.org DETAILED STRATEGIC PLAN 421 N. California Street Suite 200 Sycamore, IL 60178 [phone] 815.895.2711 [fax] 815.895.8713 MISSION STATEMENT: DCEDC is a public/private partnership working to facilitate
More informationSUPPORTING SOUTHERN CALIFORNIA S AEROSPACE & DEFENSE MANUFACTURERS
SUPPORTING SOUTHERN CALIFORNIA S AEROSPACE & DEFENSE MANUFACTURERS AMP SoCal - USC Center for Economic Development WHAT IS AMP SOCAL? he Advanced Manufacturing Partnership for Southern California (AMP
More informationAPPENDIX F. Sector Specific Objectives
APPENDIX F Sector Specific Objectives 2017-2018 Each Sector Navigator, in collaboration with Sector Deputy Sector Navigators, has developed Sector Specific Objectives as the first step in 2016-2017 planning.
More informationVincent Price Art Museum AUP for Administrative Units
East Los Angeles College Vincent Price Art Museum AUP for Administrative Units 2018-19 Strategic Initiative Report Vincent Price Art Museum Date: 12/9/2017 -LATE Strategic Initiative Type: Annual Update
More informationA Call to Action: Trustee Advocacy to Advance Opportunity for Black Communities in Philanthropy. April 2016
A B F E A Philanthropic Partnership for Black Communities A Call to Action: Trustee Advocacy to Advance Opportunity for Black Communities in Philanthropy April 2016 1, with the assistance of Marga, Incorporated
More informationUnion County Community Improvement Corporation Investment Portfolio
Union County Community Improvement Corporation Investment Portfolio Our MISSION is to expand the economy of Union County by working together with our local, regional, and state economic development partners
More informationA DECADE OF EXCELLENCE TEN-YEAR STRATEGIC PLAN FOR UTIA WORKING DRAFT 01/22/18
As we celebrate fifty years as the University of Tennessee Institute of Agriculture (UTIA), it is only fitting that we honor the past while turning our focus to the future. In 2017, UTIA began the process
More information2017 ANNUAL REPORT TAKING BUSINESS TO THE NEXT LEVEL
2017 ANNUAL REPORT TAKING BUSINESS TO THE NEXT LEVEL MESSAGE FROM Governor Eric J. Holcomb CHAIR, IEDC BOARD OF DIRECTORS 2017 was a record-setting year for Indiana, and we re continuing that momentum
More informationConcept Paper for ANN VISTA Project for FY 2012 Submitted
Executive Summary Concept Paper for ANN VISTA Project for FY 2012 Submitted 12-11-11 1. Provide a brief description of the proposed project, including the project goal(s) as well as an overview of the
More informationFinal Grant Report Executive Summary. U.S. Coast Guard Nonprofit Grant Awarded to the National Association of State Boating Law Administrators
Partnering with the U.S. Coast Guard & Recreational Boating Community to Implement the National Recreational Boating Safety Strategic Plan: NASBLA and the States U.S. Coast Guard Nonprofit Grant 1102-15
More informationRoanoke Regional Chamber of Commerce 2012 Legislative Policies
Roanoke Regional Chamber of Commerce 2012 Legislative Policies The Roanoke Regional Chamber works on behalf of its members to create a thriving business climate, strengthen private enterprise, and improve
More informationSUPPORTING SOUTHERN CALIFORNIA S AEROSPACE & DEFENSE MANUFACTURERS
SUPPORTING SOUTHERN CALIFORNIA S AEROSPACE & DEFENSE MANUFACTURERS AMP SoCal - USC Center for Economic Development WHAT IS AMP SOCAL? he Advanced Manufacturing Partnership for Southern California (AMP
More informationSPONSORSHIP. OPPORTUNITIES 2018 Programs. Building Connections. Strengthening Business. YOUR County Chamber
SPONSORSHIP OPPORTUNITIES 2018 Programs Building Connections. Strengthening Business. YOUR County Chamber Waukesha County Business Alliance, Inc. 2717 N. Grandview Blvd., Suite 300, Waukesha WI 53188 p:
More informationCAPITAL CONVERGENCE THE INTERSECTION OF TRANSPORTATION, INFRASTRUCTURE, AND TECHNOLOGY IN THE DC METROPOLITAN REGION
THE INTERSECTION OF TRANSPORTATION, INFRASTRUCTURE, AND TECHNOLOGY IN THE DC METROPOLITAN REGION PARTNERSHIP OPPORTUNITIES CONTACT: Patrice Davenport Director of Development pdavenport@enotrans.org 202.879.4700
More informationReport Responding to Requirements of Legislation: Student and Employer Connection Information System
Report Responding to Requirements of Legislation: Student and Employer Connection Information System Executive Summary The RealTime Talent Exchange was recently introduced to Minnesota to bring greater
More informationCorporate Partner Program Prospectus
Corporate Partner Program 2018 Prospectus Table of Contents About ElevatingHOME 2 About the Alliance. 2 Program Overview. 3 Program Benefits 3 Corporate Partner Membership Benefits 4 Thought Leadership
More informationREGIONAL INDUSTRY CLUSTERS OF OPPORTUNITY SFP COVER/SIGNATURE PAGE AND PROPOSAL SUMMARY. Funding
COVER/SIGNATURE PAGE AND PROPOSAL SUMMARY CWIB Use Only Proposal No. Funding Request Amount 1. Clusters of Opportunity Diagnosis $89,750 2. Collaborative Priority-Setting $85,250 3. Cluster of Opportunity
More informationArlington Economic Development FY 2019 PROPOSED BUDGET HIGHLIGHTS
FY 2019 PROPOSED BUDGET HIGHLIGHTS General Fund & Tourism Promotion Fund County Board Work Session Monday, March 19, 2018 4:00 PM Making Arlington a leading community that is vibrant, accessible VISION
More informationSIGNATURE EVENTS & PROGRAMS Sponsorships
SIGNATURE EVENTS & PROGRAMS 2018 Sponsorships SIGNATURE EVENTS & PROGRAMS 2018 Sponsorships The Greater Houston Partnership is Houston s leading business organization, representing diverse businesses and
More informationRural Co-op Marketing Program
Rural Co-op Marketing Program Ongoing Program Description CTTC s Rural Co-op Marketing Program is responsible for bringing together the many rural constituencies under the California umbrella and unifying
More informationStrategic Plan. The Five Pillars of Success. CopCopyright 2013 Fort Bend Chamber of Commerceyright 2013 Fort Bend Chamber of Commerce
Strategic Plan 2014 2017 The Five Pillars of Success CopCopyright 2013 Fort Bend Chamber of Commerceyright 2013 Fort Bend Chamber of Commerce Introduction Various stakeholder groups were interviewed to
More informationECONOMIC DEVELOPMENT STRATEGIC PLAN. Adopted by the Riverbank City Council March 2011
ECONOMIC DEVELOPMENT STRATEGIC PLAN Adopted by the Riverbank City Council March 2011 INTRODUCTION Economic development is a priority for Riverbank citizens and decision makers alike. The City wishes to
More informationSummary of Focus Groups Lycoming County 2016 Comprehensive Plan Update April May 2016
Summary of Focus Groups Lycoming County 2016 Comprehensive Plan Update April May 2016 Focus Group Overview As part of the 2016 Comprehensive Plan community outreach strategy, Lycoming County conducted
More informationRegional Economic Development Commissions/Partnerships
Regional Economic Development Commissions/Partnerships ORGANIZATION OVERVIEW AND IMPACT 1. MISSION & PROGRAMS North Carolina s seven regional economic development commissions and partnerships (hereinafter
More informationPlan of Action July 1 - December 31, 2016
Plan of Action July 1 - December 31, 2016 OBJECTIVE #1 Lead economic and community development efforts to ensure a prosperous future. Creating jobs and wealth, while enhancing the tax base, is a major
More informationBusiness Services Report
Business Services Report Danville-Pittsylvania County 2016-17 Presented by: Danville Pittsylvania County Chamber of Commerce P.O. Box 99 8653 US Highway 29 Blairs, Virginia 24527 (434) 836-6990 www.dpchamber.org
More informationAMERICA S FASTEST GROWING MARKET NHCCHQ.ORG
AMERICA S FASTEST GROWING MARKET NHCCHQ.ORG Since 1985, NHCC has gathered forwardlooking corporate leaders from FORTUNE 1000 companies to explore the tremendous business potential of the rapidly growing
More informationComox Valley Economic Development Society Strategic Priorities Plan
......... Comox Valley Economic Development Society 2018-19 Strategic Priorities Plan PRIORITY ECONOMIC OUTCOMES Increase in Class 6 (Business) property assessment Increase in population in core areas
More informationCity of Kingston Report to Council Report Number
To: From: Resource Staff: City of Kingston Report to Council Report Number 17-247 Mayor & Council Gerard Hunt, Chief Administrative Officer Craig Desjardins, Senior Manager, Innovation & Institutional
More information2016 Marketing Opportunities Guide
2016 Marketing Opportunities Guide Engage. Enhance. Empower #YourBusinessAdvocate 1725 Eye Street, Bakersfield, CA 93301-661.327-4421 - www.bakersfieldchamber.org WELCOME The Greater Bakersfield Chamber
More informationWATERLOO EDC QUARTERLY REPORT
WATERLOO EDC QUARTERLY REPORT APRIL TO JUNE 2017 MESSAGE FROM THE PRESIDENT AND CEO Our momentum and hard work continues as we enter the second half of our sophmore year and I am indeed pleased to share
More informationWIB incentivize faculty to join these discussion so to educate industry on the needs (e.g., Videotape or live feed for broader access shared online
BOARD OF GOVERNORS WORKFORCE, JOB CREATION, AND A STRONG ECONOMY RECOMMENDATIONS 1 NOTE: THE COMMENTS IN RED ARE FROM THE REGIONAL MEETINGS AND ARE NOT SPECIFICALLY ENDORSED BY THE ACADEMIC SENATE STUDENT
More informationSHASTA EDC BUSINESS PLAN
SHASTA EDC BUSINESS PLAN 2016-2017 TABLE OF CONTENTS Vision, Mission, Principles & Values 3 Responsibilities & Focus 4 Company Recruitment 5-7 Business Expansion & Retention 8 Entrepreneurial Development
More informationPartial Action Plan No. 5 for Tourism and Communications
DRAFT FOR PUBLIC COMMENT (AS OF 9/18/03) LOWER MANHATTAN DEVELOPMENT CORPORATION Overview Partial Action Plan No. 5 for Tourism and Communications The Lower Manhattan Development Corporation (LMDC) has
More informationOverview Cluster Development Seed Fund Objectives Eligible Activities Eligible Applicants Eligible Costs Evaluation of Applications Reporting
APPLICATION GUIDE CONTENTS Overview... 3 Cluster Development Seed Fund Objectives... 4 Eligible Activities... 4 Eligible Applicants... 5 Eligible Costs... 6 Evaluation of Applications... 8 Reporting...
More informationEconomic Development Services Join Us On the Road to Success
Economic Development Services Join Us On the Road to Success Table of Contents 1 Staying Competitive In California 2 Why Southern California? 3 Our Transportation Network 4 The Southern California Workforce
More informationRequest for Proposals:
Central Pennsylvania Workforce Development Corporation Request for Proposals: Career Hub Website Issue Date: January 4, 2018 Submission Deadline: January 19, 2018 The enclosed specifications may be modified
More informationADJOURNMENT TO THE REGULAR MEETING, 5 P.M., MONDAY, January 23, 2016, in Room 101, Community Services Building, 150 N.
CITY OF BURBANK AGENDA FOR THE TRANSPORTATION COMMISSION MEETING Monday, December 12, 2016, 5:00 p.m. Community Services Building, Room 101, 150 North Third Street This agenda contains a summary of each
More informationGreater Oklahoma City Chamber 123 Park Ave., Oklahoma City, OK
Greater Oklahoma City Chamber 123 Park Ave., Oklahoma City, OK 73102 www.okcchamber.com Submitted by Sherry Mullin Marketing & Communications Copywriter SUMMARY Retaining Oklahoma s graduates is key to
More informationYour Austin. Your Chamber. Why I'm a Member
Your Austin. Your Chamber. Why I'm a Member Austin has always embraced Kerbey Lane Cafe as a part of its community; supporting the Austin community through the Austin Chamber is one way we are able to
More informationADVANTAGE COASTAL ALABAMA
ADVANTAGE COASTAL ALABAMA Investing In Our Future Coastal Alabama, blessed with natural beauty and resources that connect the region and the world, must continue to position its strengths, opportunities
More informationU.S. Chamber of Commerce 1615 H Street NW Washington, DC INTERNSHIP PROGAM
U.S. Chamber of Commerce 1615 H Street NW Washington, DC 20062 INTERNSHIP PROGAM Summer 2017 Internship Opportunities Communications Title: Communications & Strategy Intern Department Description: The
More informationBALANCED SCORECARD
MISSION STATEMENT The Society for Redox Biology and Medicine (SfRBM) is a professional organization comprised of scientists and clinicians investigating redox biology, a unifying theme in the pathophysiology
More informationLos Angeles County s Jobs outlook for 2017 and Beyond June 21, Tracy Hernandez BizFed Founding CEO
Los Angeles County s Jobs outlook for 2017 and Beyond June 21, 2017 Tracy Hernandez BizFed Founding CEO Connecting Job Creators to Policy Makers to Improve Our Local Economy Who is BizFed? Grassroots alliance
More informationThe Physicians Foundation Strategic Plan
The Physicians Foundation Strategic Plan 2015 2020 Introduction Founded in 2003, The Physicians Foundation is dedicated to advancing the work of physicians and improving the quality of health care for
More informationA helpful tactic to achieve the strategy is to use Historically underutilized. Richmond based companies
1. UCB and LBNL shall set a goal of 25% local spend and adopt policies for increasing procurement from Richmond businesses in design and construction and through regular procurement: Local Definition includes
More informationCaliforniaVolunteers Service Enterprise Initiative
EXECUTIVE SUMMARY Building on past volunteer generating initiatives, CaliforniaVolunteers (CV) proposes a 3-year program to develop the capacity of volunteer centers (VCs) to deliver relevant, comprehensive
More informationCanada s east coast universities: Contributing to a better future. Submitted by the Association of Atlantic Universities (AAU)
Canada s east coast universities: Contributing to a better future Submitted by the Association of Atlantic Universities (AAU) August 13, 2010 Executive Summary Canada s east coast universities play a pivotal
More informationFY 2017 Year In Review
WEINGART FOUNDATION FY 2017 Year In Review ANGELA CARR, BELEN VARGAS, JOYCE YBARRA With the announcement of our equity commitment in August 2016, FY 2017 marked a year of transition for the Weingart Foundation.
More informationInnovation Village, Cal Poly Pomona Economic Benefits Analysis City of Pomona
City of Pomona Executive Summary Prepared for: Cal Poly Pomona Foundation, Inc. 3801 W. Temple Avenue, Building #55 Pomona, CA 91768-4038 SRHA Job #1231 11661 San Vicente Blvd. Suite 306 Los Angeles, California
More informationFLORIDA FARM BUREAU FEDERATION
FLORIDA FARM BUREAU FEDERATION THE VOICE OF AGRICULTURE Florida Farm Bureau Internship Program The Florida Farm Bureau Internship Program is available to students enrolled in post-secondary education majoring
More informationSERVING THE CALL CENTER COMMUNITY SINCE JOBS. EDUCATION. KNOWLEDGE
SERVING THE CALL CENTER COMMUNITY SINCE 1998. JOBS. EDUCATION. KNOWLEDGE. WE CULTIVATE BETTER QUALITY CANDIDATES FOR YOU. Beginning as a job board nearly 20 years ago, CallCenterJobs.com has evolved into
More informationMEMBERSHIP INVESTMENT GUIDE
MEMBERSHIP INVESTMENT GUIDE YOUR 5-STAR ACCREDITED CHAMBER OF COMMERCE Founded in 1946, the Plano Chamber of Commerce is here to serve the business community. Accredited as a 5-Star Chamber of Commerce
More informationInvitation to submit bids to host ESOF 2020
Invitation to submit bids to host ESOF 2020 Strasbourg, June 10 th 2016 EuroScience established the EUROSCIENCE OPEN FORUM meetings in 2004. They are the only pan- European meeting place for scientists,
More informationSmall Business, Nonprofit & Church Services and Solutions. Partner Program. BizCentral USA
Small Business, Nonprofit & Church Services and Solutions Partner Program CONSULTANT PROGRAM WE DO THE WORK. YOU MAKE MONEY! BECOME AN INDEPENDENT CONSULTANT Are you currently working in the B2B arena,
More informationDiversity Plan California State Polytechnic University, Pomona
Diversity Plan 2011-2015 California State Polytechnic University, Pomona 1 Office of Diversity & Compliance California State Polytechnic University, Pomona (Cal Poly Pomona) 2011-2015 2 Diversity Plan
More informationBUSINESS DEVELOPMENT:
Project/Program Profile Name: (ETP) Organization: Asian Pacific Islander Small Business Program (API SBP) Location of Project/Program: 231 E. Third Street, Suite G-106, Los Angeles, CA 90013 Year Project
More informationSan Jacinto Economic Development Program January 3, 2008
San Jacinto Economic Development Program January 3, 2008 SAN JACINTO ECONOMIC DEVELOPMENT PROGRAM I. Introduction II. Economic Development Program III. Budget IV. Flowchart V. Schedule A. Background I.
More informationStrategic Plan
Strategic Plan 2016-2018 Approved by Board of Directors on February 25, 2016 Introduction Summit Artspace is a nonprofit 501(c)(3) organization established in Akron, Ohio in 1991 as the Akron Area Arts
More informationBusiness Plan Diversity & Inclusion Forum
2018 Business Plan 2017 Diversity & Inclusion Forum Action Items and #1 Organizational Value Align operations with member needs 1. Re-evaluate the return on investment computation to quantify and articulate
More information»» General Fund revenue allocation for transportation. »» TRANS bond renewal. »» Federal infrastructure funding
DRIVING THE FUTURE $270.5M secured to widen I-25 $11.4M Berthoud hill climbing lane COMPLETE $22.1M Crossroads Interchange bridge rebuild ETC DEC. 2017 Fueling infrastructure with the Fix North I-25 Business
More informationTHE GERMAN MARSHALL FUND OF THE UNITED STATES TRANSATLANTIC LEADERSHIP INITIATIVES
THE GERMAN MARSHALL FUND OF THE UNITED STATES TRANSATLANTIC LEADERSHIP INITIATIVES Project Links Marshall Memorial Fellowship Transatlantic Inclusion Leaders Network Marshall Seminar Transatlantic Leadership
More informationSUSTAIN ARTS/BAY AREA A Portrait of the Cultural Ecosystem
SUSTAIN ARTS/BAY AREA A Portrait of the Cultural Ecosystem INTRODUCTION For more than a year, the Sustain Arts research team has located, gathered, cleaned, reconciled, integrated, and analyzed more than
More informationMission Through cooperation of businesses, residents, and governments, the tourism industry will develop, promote, and care for our great outdoors.
Clearwater Regional Tourism Strategy - DRAFT Vision Where the adventurous can renew their spirit through experiencing the challenge of water, wildlife, and wilderness unique to the Clearwater Region. Mission
More informationUNIVERSITY OF CALIFORNIA, IRVINE INTEGRATED UC IRVINE MEDICAL CENTER & SUE & BILL GROSS SCHOOL OF NURSING STRATEGIC PLAN
1 UNIVERSITY OF CALIFORNIA, IRVINE INTEGRATED UC IRVINE MEDICAL CENTER & SUE & BILL GROSS SCHOOL OF NURSING STRATEGIC PLAN Clinical Program Goals Revised 11/13/2017 2 CLINICAL PROGRAM GOALS Create a UCI
More informationFinal Grant Report Executive Summary
Partnering with the U.S. Coast Guard & Recreational Boating Community to Implement the National Recreational Boating Safety Strategic Plan: NASBLA and the States U.S. Coast Guard Nonprofit Grant No. 3312FAN120206
More informationAMERICA S FIRST HISPANIC CHAMBER OF COMMERCE ESTABLISHED IN 1929 COMMITTED TO YOUR BUSINESS. COMMITTED TO OUR SAN ANTONIO.
AMERICA S FIRST HISPANIC CHAMBER OF COMMERCE ESTABLISHED IN 1929 COMMITTED TO YOUR BUSINESS. COMMITTED TO OUR SAN ANTONIO. Membership in the San Antonio Hispanic Chamber of Commerce means unparalleled
More informationNEW YORK BUILDING CONGRESS PROGRAMS & SERVICES
NEW YORK BUILDING CONGRESS PROGRAMS & SERVICES PROGRAMS & SERVICES Table of Contents Who We Are... 1 Membership... 2-3 Committees & Councils... Policy & Advocacy... 4-5 6 Reports... 7 Events... 8 Sponsorship
More information2017 Program of Work Focus on Workforce & Community
1 2017/2018 Edition 2017 Program of Work Focus on Workforce & Community A Great Place to Live, Work and Play Inside this issue: Economic Development 2 Marketing 3 Membership 4 Community & Public Policy
More information6,600+ Facebook Followers 5,500+ Twitter Followers 1,000+ Instagram Followers 10,000+ List 2 Million+ Website Views Annually
When you support a Nonprofit Connect program, you are supporting professional education for thousands of nonprofit professionals in Kansas City. Align your organization with the leading educational programs
More informationFIVE YEAR STRATEGIC PLAN. Preservation10-NEXT
FIVE YEAR STRATEGIC PLAN Preservation10-NEXT Positioning the National Trust for Further Success In the fall of 2011, the National Trust for Historic Preservation embarked on Preservation 10X, an ambitious
More informationECONOMIC DEVELOPMENT. Page 2-141
A ECONOMIC DEVELOPMENT The City of Sacramento recognizes the importance of increasing individual wealth and creating employment opportunities while at the same time generating sufficient revenues for the
More informationECONOMIC DIVERSIFICATION HOW COMMUNITY COLLEGES PARTNER WITH ECONOMIC DEVELOPMENT ORGANIZATIONS
ECONOMIC DIVERSIFICATION HOW COMMUNITY COLLEGES PARTNER WITH ECONOMIC DEVELOPMENT ORGANIZATIONS BY THE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL & THE AMERICAN ASSOCIATION OF COMMUNITY COLLEGES November
More informationFilipino Young Leaders Program
Filipino Young Leaders Program 2017 Board of Directors Kit Zulueta President, Maui Dondi Quintas President-Elect, Guam Jennifer Coliflores Secretary, Boston Donny Rojo Treasurer, Seattle Noel Aglubat New
More informationPRESIDENT INVITATION FROM THE. Our Mission CHATTANOOGA AREA CHAMBER
MEMBER BENEFITS INVITATION FROM THE PRESIDENT Welcome. Chattanooga is a place for everyone and we re thrilled you re considering joining our Chattanooga Area Chamber of Commerce. We are proud of our dynamic,
More informationJOINT PROMOTION PLATFORM Pilot project on joint promotion of Europe in third markets
JOINT PROMOTION PLATFORM Pilot project on joint promotion of Europe in third markets What is joint promotion? For the purpose of this pilot project, joint promotion is understood as a marketing tool designed
More informationTier I Supplier Diversity Spending Report FY13
Tier I Supplier Diversity Spending Report FY13 (CULTURAL DIVERSITY COMMITTEE 03/07/14) Ref. CD-5a, Page 1 of 26 BoR Handbook, Title 4, Chapter 10, Section 2: Supplier Diversity Spending and Inclusion Policy
More informationBUSINESS AND ECONOMICS
This preliminary draft element was prepared by City staff on the basis of input from the CAC and members of the public received from January 2017 through February 2017. The Element will be reviewed by
More informationReport on 2016 Direct Charitable Activities
Direct charitable activities (DCAs) are philanthropic activities that the foundation engages in directly, rather than by making grants to grantees. Under IRS regulations, the expenses associated with DCAs
More informationJob Title: Development & Communications Manager (DCM)
Job Title: Development & Communications Manager (DCM) The National Junior Tennis & Learning of Trenton (NJTLT) seeks an adaptable, articulate, and highly- motivated professional with 3 to 5 years of development
More information2017 BUSINESS SPONSORSHIPS GMA BUSINESS ALLIANCE PROGRAM ADVOCACY SERVICE INNOVATION
2017 BUSINESS SPONSORSHIPS GMA BUSINESS ALLIANCE PROGRAM ADVOCACY SERVICE INNOVATION OUR VISION OUR VISION IS TO CREATE SUSTAINABLE, MUTUALLY BENEFICIAL RELATIONSHIPS BETWEEN THE GEORGIA MUNICIPAL ASSOCIATION
More informationCity Enrichment Fund Arts Program
Appendix A to Report FCS14024(b) Part 1 Page 1 of 29 City Enrichment Fund Arts Program Guidelines August 2014 Appendix A to Report FCS14024(b) Part 1 Page 2 of 29 ARTS PROGRAM CONTENTS Arts Program Objectives...
More informationSUPPORTING THE LOCAL BUSINESS COMMUNITY.
SUPPORTING THE LOCAL BUSINESS COMMUNITY. What is THE TENTERFIELD CHAMBER OF TOURISM, INDUSTRY & BUSINESS? THE TENTERFIELD CHAMBER OF- TOURISM, INDUSTRY & BUSINESS is a not-for-profit business support organisation
More informationInclusion, Diversity and Excellence Achievement (IDEA) Strategic Plan
Inclusion, Diversity and Excellence Achievement (IDEA) Strategic Plan 2015-2020 University of Virginia School of Nursing The School of Nursing Dean s Initiative on Inclusion, Diversity and Excellence was
More informationEngagement Plan. Engaging our partners to be a University of Influence
Engagement Plan 2015 2018 Engaging our partners to be a University of Influence INTEGRATED ENGAGEMENT SCHOLARLY ENGAGEMENT ENGAGEMENT PLAN 2015 2018 Engagement a new integrated approach This plan outlines
More informationSTRATEGIC PLAN
2013-2017 STRATEGIC PLAN Adopted by the Board of Directors on February 5, 2013 South Kansas City Chamber of Commerce 1 Vision South Kansas City will be recognized as a premier location for businesses to
More informationVice President of Institutional Advancement for the March 2016
Vice President of Institutional Advancement for the March 2016 3/10/16.MMD Music Institute of Chicago Providing the foundation for a lifelong engagement with music. Founded in 1931, the Music Institute
More informationExecutive Director Southface Energy Institute Atlanta, GA
LEADERSHIP PROFILE Executive Director Southface Energy Institute Atlanta, GA Southface promotes sustainable homes, workplaces and communities through education, research, advocacy and technical assistance.
More informationBuilding the Next Metropolitan Centre. The City of Surrey Economic Strategy Overview
Building the Next Metropolitan Centre The City of Surrey Economic Strategy Overview 2017-2027 City of Surrey Economic Overview PROGRESSIVE ECONOMIC POLICIES AND GROWTH 2nd lowest municipal tax for business
More information