The Georgia SBDC Network Strategic Directives
|
|
- Rodger Nelson
- 5 years ago
- Views:
Transcription
1 The Georgia SBDC Network Strategic Directives GOAL I: Be an Effective Organization Objective A: Ensure that core consulting services meet the dynamic needs of our clients 1. Ascertain our markets needed areas of business management assistance. 2. Encourage the development of new programs and service a. Conduct a formal needs assessment of Georgia small businesses, concentrating on those with 5-99 employees. Study to be conducted every 3-4 years. b. Continually conduct informal needs assessments via contact with Chambers of Commerce and other economic development organizations, contacts at universities and colleges, private sector contacts, and professional development organizations. c. Utilize feedback from consulting evaluations and continuing education program evaluations. d. Consider input from stakeholders, including the SBA, the ASBDC, the State of Georgia, The University of Georgia, and other host institutions, as well as our Advisory Board regarding organizational mission, program development, and target markets. Ideas for new programs may originate anywhere within the organization. The Office, Director of Organizational Development, Area Directors, and Business Consultants. Any faculty or staff member may Completion of Needs Assessment Report. Incorporation of assessments findings and stakeholder recommendations into Area/Division Action Plans. Participation in relevant stakeholder sponsored events. The number of new consulting techniques, & Quarterly Reports, Consultant Evaluation ASBDC Accreditation documentation.
2 Objective A: Ensure that core consulting services meet the dynamic needs of our clients delivery mechanisms, based on the findings from the various needs assessments. 3. Integrate web-based technologies as an additional source of information and alternative service delivery system. division for Program Quality Assurance aides in the formulation of ideas, assists in the development process, and ensures that appropriate training is provided to familiarize the organization with new products and services. a. Provide additional information for clients and potential clients via FAQ s, downloadable reports or manuals (i.e., Business Basics ), and links to relevant breaking news. b. More interactive services might include list serve, chatroom, or discussion boards that should be considered. c. Video streams of training classes should also be investigated. d. Allow for training class registration via the web. participate. Director of Program Quality Assurance has specific development and training responsibilities. Office, Director of Program Quality Assurance, Director of Information Technology, Director of Professional Continuing Education. Outside consultants may also be utilized. new training classes, or new research methodologies instituted. Redsign and reconfiguration of website completed. Utilize Webtrends software to analyze website traffic. & Quarterly Reports. & Quarterly Reports, ASBDC Accreditation documentation. 2
3 GOAL I: Be an Effective Organization Objective B: Improve small businesses success in obtaining needed capital 1. Educate clients regarding various financing plans. 2. Provide special focus on finance education for minority business owners and women business owners (as prescribed in Needs Assessment report). 3. Become a resource for assistance with SBIR grants. a. Increase training to consultants to help clients understand financing needs and solutions. b. Add Pre-Qual Specialist in South Georgia, as presented in Statement of Work prepared for the SBA. c. Utilize the Loan Proposal workbook. Target the continuing education program Financing Myths and Realities to both of these market segments. a. Train consultants to become technology business specialists. b. Provide in-depth training regarding funding opportunities and the commercialization process for new technology products and services. c. Promote the extended services to the technology market. d. Route technology-based clients through the regional technology business specialists. Experts to provide training. Scheduling and arrangements are the responsibilities of the Director of Continuing Education and Professional Development. Minority Business Development Director and GWEN Director. Director of Program Quality Assurance, Area Directors, Technology Business Specialists. Completion of training. Evaluation of clients financing arrangements. Loan activity of minority clients and female clients will show an increase in the overall amount and diversity in funding mechanisms utilized. The number and amount of SBIR grants obtained by clients. CIS Loan Database, & Quarterly Reports. & Quarterly Reports. Reports, UGA Quarterly Reports. 3
4 GOAL I: Be an Effective Organization Objective C: Target specialized services to niche market segments 1. Increase Georgia businesses international sales opportunities. 2. Improve the competitiveness of Georgia s technology-based firms. 3. Improve the competitiveness of Georgia s minority-owned businesses Provide training and direct consulting with firms looking to expand their markets through international trade efforts. Work with the USEAC to provide introductory level training to all first-time exporters. a. Train consultants to become technology business specialists. b. Increase participation in Phase I and Phase II SBIR grants. c. Educate and promote various funding opportunities. d. Create a clear process for small businesses to develop and commercialize their technologies. e. Develop a network of professionals to mentor and assist emerging technology-based companies. a. Continue array of programs aimed at minority-owned businesses, including the Governor s Mentor- Protégé program, managerial assistance for 8(a) firms, the Entrepreneurship and Black Youth Program, the Myths and Realities of Financing for Minority Businesses continuing education class, and publication of the Minority Supplier Directory. b. Make a more concerted effort to reach Latino entrepreneurs through 4 International Trade Consultants. Director of Program Quality Assurance, Regional/Area Directors, Technology Business Specialists. Minority Business Development Director, Area Track dollar volume of export sales and financing arrangements. Completion of training; increase number of technology-based clients; number of SBIR/commercialization training seminars. Growth rate of minority clients businesses (sales, employees), number and amount of loans received, survival rate and conversion rate. Rates of client satisfaction and benefits from services. & Quarterly Reports. & Quarterly Reports, FAST Quarterly Reports. Reports, UGA Quarterly Reports, State of Georgia: Results-Based Budgeting documentation, SBDC Impact Assessment.
5 Objective C: Target specialized services to niche market segments 4. Improve the competitiveness of Georgia s women-owned businesses 5. Ensure that military veterans have ready access to our services 6. Support existing and foster new sustainable economic development programs that lead to business creation, expansion, and retention, with priority given to rural areas of the state targeted continuing education programs. Also plan to hire a consultant of Latin decent to better communicate with this market. Contact Hispanic Chamber of Commerce to jointly and formally assess needs of these small businesses. a. Continue the Georgia Women Entrepreneurs (GWEN) by conducting an annual conference and appropriate CE programs throughout the state. b. Continue the strategic alliance with the National Women Business Owners Corporation (NWBOC) to conduct certifications of womenowned businesses in the state. a. Hold workshops at military facilities. b. Offer continuing education seminars at no charge to veterans. c. Provide printed information at military facilities and note web links to additional information. d. Send our Georgia Advantage newsletter to military facilities. e. Participate in transition assistance programs. a. Provide dedicated, technical consulting services that respond to the broad-based business development needs of Georgia communities. Consulting services include, but are not limited to GWEN Director, GWEN Task Force Members. Regional/Area Directors, Publications and Promotions Coordinator. Office, Economic Development Consultants, Research Faculty, and OEDA. Growth rate of female clients businesses (sales, employees), number and amount of loans received, survival rate and conversion rate. Rates of client satisfaction and benefits from services. Number of veterans served, number of programs and attendees held at military facilities. Achievement of positive results from survey of community clients regarding satisfaction with and impact of services. & Quarterly Reports, SBDC Impact Assessment. Reports. UGA Annual & Quarterly Reports and Client Satisfaction and Impact Studies. 5
6 Objective C: Target specialized services to niche market segments economic development planning, downtown development, economic restructuring, and tourism development. b. Continue partnership with Carl Vinson Institute of Government and J.W. Fanning Leadership Institute in developing and delivering training programs to Downtown Development Authorities and Economic Development Authorities. c. Continue providing research assistance to communities including, but not limited to economic impact analyses, tax policy analyses, labor market studies, over/under supply analyses, outshopping studies, shopper surveys, visitor surveys, and relevant GIS analyses. Training programs will be deemed successful based on attendee evaluations and continued support/ demand for the programs. The strength of the programs will also be measured by stakeholder input in the form of contractual relationships with the Ga. Cities Foundation and co-sponsorships provided by the Ga. Economic Developers Assoc., the Ga. Municipal Assoc., the Assoc. of County Commissioners of Ga. the Institute of Continuing Legal Education, and others. Increased public recognition of Business Outreach Services research capacity as measured by client demand and revenue generation. 6
7 Goal I: Be an Effective Organization Objective D: Create a more responsive service delivery system 1. Improve responsiveness to clients needs by utilizing inter-office collaboration 2. Improve internal communications a. Appoint a committee of diverse representation to explore the concept of a regional organizational structure, and if deemed acceptable, recommend regions and implementation procedures (i.e., pilot program, staggered roll-out). b. Encourage interoffice professional staff meetings to discuss client issues. a. Send monthly s from the State Director s office regarding upcoming activities, personnel changes, etc. b. Disseminate Reports and UGA Quarterly Reports to all faculty via . c. Take minutes at state-wide Area Director meetings and distribute throughout the organization. d. Provide additional opportunities for internal networking. State Director, Committee, Area Office, and Area Decision will be made by 07/01/02 whether to enact statewide. Internal Evaluations (i.e., job satisfaction surveys, replication of OEC-type assessments) Organizational Chart, Job Descriptions, Policies & Procedures Manual, CIS, SBA Semi-Annual Reports, UGA Annual & Quarterly Reports. & Quarterly Reports. 7
8 Goal II. Be an Efficient Organization Objective A: Ensure that all qualitative and quantitative measures are merged into a fully-integrated evaluation system that emphasizes continuous improvement and adherence to the needs of our clients. 1. Utilize Action Plan templates that link the organizational objectives (Strategic Plan) to the daily work functions (Job Descriptions). Action Plans are required at the office and division levels. 2. Continue to have a positive impact on the Georgia economy and deliver demonstrable benefits to our clients. a. Components of the Action Plans include Consulting Goals/Initiatives Continuing Education/Program Development Economic Development Activities Public Relations/Marketing Internal Service/State Initiatives b. Action Plan components are to be described in terms of target audience(s), evaluation/reporting measures, schedules, and resource allocation. a. Client evaluations including consulting evaluations, website evaluations, continuing education evaluations, community evaluations and client impact assessments will be included in annual reviews of offices, divisions, and individuals as appropriate. b. Stakeholder evaluations including those from the SBA, the University of Georgia and other host institutions, the ASBDC, and other state or federal governmental entities will be included in annual 8 Office, Director for Program Quality Assurance, Director for Organizational Research, Area Office, Director for Program Quality Assurance, Director for Organizational Research, Area Regional/Area Directors and Division Heads to evaluate progress quarterly for their areas of responsibility; amend actions as necessary (and to the extent possible) in order to reach annual milestones. Review results show acceptable or planned levels of improvement. Findings may also lead to new strategic initiatives. UGA Annual Report, ASBDC Certification Documentation. Review Findings, UGA Annual Report, Action Plans.
9 Objective A: Ensure that all qualitative and quantitative measures are merged into a fully-integrated evaluation system that emphasizes continuous improvement and adherence to the needs of our clients. 3. Evaluate internal perspectives of the Georgia SBDC Network. Communicate findings and recommendations from internal reviews (Operational Reviews and Quality Program Reviews) with the offices and divisions upon completion. When necessary, recommendations for improvement/change will be noted and incorporated into Action Plans. Best practices will be communicated to the field. 4. Evaluate objective, third-party perspectives of the Georgia SBDC Network. reviews of offices, divisions, and individuals as appropriate. c. Apply the National Delivery System standards to the structure and operations of the organization. a. Operational Reviews of each office will take place once per year. One person from the state office conducts reviews. b. Quality Program Reviews of offices and divisions will take place once every three years. One person from the state office and a peer director conducts reviews. Disseminate findings from Organizational Effectiveness and Change (OEC) doctoral students project. Establish dialogue groups to reflect on findings and prioritize recommendations for organizational improvement. Office, Director for Program Quality Assurance, Area Office, Area Review results show acceptable or planned levels of improvement. Elements of evaluations are covered in the Policy and Procedures Manual. Track job satisfaction levels utilizing elements from OEC survey (at least every two years). Review Findings, UGA Annual Report, Action Plans. Review Findings, UGA Annual & Quarterly Reports, and ASBDC Accreditation documentation. 9
10 Goal II. Be an Efficient Organization Objective B: Manage internal resources to maximize impact 1. Resource allocation balanced visà-vis budgetary constraints and market needs. 2. Obtain supplemental funding for programs that compliment our current skill sets and extend the services we are able to offer to clients. a. Evaluate the number of consultants per number of small businesses in coverage area considering distance and alternative business assistance resources. Evaluate opportunities for new locations in Americus and Douglas. b. Consider concentrations of niche markets and place extended resources to accommodate specialized needs. c. Continue scheduled updates of equipment and make available additional equipment to faculty and staff as budget permits and via program income. a. Seek grants and special contracts. b. Recoup out-of-pocket costs for assistance that goes beyond the traditional SBDC services. c. Seek sponsorships for continuing education programs, conferences, and publications. Office, Director for Information and Technology. Office, Director for Program Quality Assurance, Director for Applied Research, Area Minimize variance of coverage between offices under stated conditions. Goals are recorded in Action Plans that are monitored quarterly. Reports, UGA Quarterly and Annual Reports, ASBDC Accreditation documentation. Reports, UGA Quarterly and Annual Reports, ASBDC Accreditation documentation. 10
11 Goal II. Be an Efficient Organization Objective C: Maintain a high degree of business acumen and professionalism among all employees, as these skill sets are our greatest asset. 1. Design and implement an organizational Professional Development Plan to acquire and nurture core competencies among the faculty. a. Integrate existing individual professional development plans into an organizational PDP. The individual plans should include topics of need/interest, type of training required and the result or impact of the training. b. Each consultant shall be encouraged to partake in an average of 40 hours of continuing education to maintain familiarity with current business topics. c. Orientation for new consultants, core competency development and specialization skill advancement will be outlined by each faculty member in their individual professional development plans and used as benchmarks to measure progress. Office, Director for Program Quality Assurance, Director for Continuing Education and Professional Development, Area After one year with the organization, all consultants will have equivalent set of baseline business skills and all faculty members will have area(s) of specialization with definitive plans to enhance/expand knowledge in chosen area(s). Individual professional development plans. 2. Provide on-going, comprehensive training and professional development opportunities; thereby, assuring a high quality level of consulting. a. Initiate PDP steering committee to recommend curriculums for orientation, core competencies and specialized skills. Steering committee will also suggest training benchmarks for the organization. b. Provide orientation, mentoring and basic business skills for new consultants and area directors. Office, Director for Program Quality Assurance, Director for Continuing Education and Professional Development, Area Track all professional development activities to ensure progression and utilization throughout the organization. CIS, Professional Development Database. 11
12 Objective C: Maintain a high degree of business acumen and professionalism among all employees, as these skill sets are our greatest asset. 3. Encourage and reward exemplary performance. Provide additional orientation on leadership and office management techniques for new Area c. On a quarterly basis, provide training opportunities that aim to establish core competencies in basic business management principles. d. Offer other educational opportunities (internal or external) to promote in-depth consulting specialties and skills, including relevant designations and certifications. a. Participate in the UGA Public Service Career ladder. b. Apply for Hill Award for Outstanding Public Service (available only to UGA faculty). c. Continue Consultant of the Year Award. d. Pursue recognition of achievements by other relevant, outside organizations. Office, Director of Continuing Education and Professional Development. Faculty continue to utilize the promotion process successfully. UGA Quarterly & Annual Reports. 12
13 Goal III. Be a Highly Regarded Organization Objective A: Develop a positive and valued image 1. Improved public awareness, understanding, and appreciation of the SBDC program by primary market, special target markets, and third party referral sources a. Continue branding efforts through consistent use of the Georgia SBDC Network name and logo on all standardized print collateral, websites, research publications and continuing education materials. b. Distribute organizational brochures, newsletters and annual reports, as well as continuing education announcements in public libraries, chambers of commerce, and other city/county/state government offices, as appropriate. c. Utilize newly created PSA Turn to Georgia s SBDC for television and radio exposure. d. Continue distribution of Writer s Guild articles in order to demonstrate themes of consulting and capabilities of consultants. e. Maintain communications with government representatives, offices, and agencies; host institutions and other members of the University System of Georgia; local business associations and other community groups. f. Fully integrate website with communications programs. Emphasize upcoming training programs and conferences. Office, Publications and Promotions Coordinator, and Regional/Area See Strategy #4: Measure effectiveness and impact of various communication tools and programs. See Strategy #4: Measure effectiveness and impact of various communication tools and programs. 13
14 Objective A: Develop a positive and valued image 2. Meet particular needs of specific markets within a geographic context. 3. The image projected and skills displayed by all employees and representatives of the Georgia SBDC Network shall encompass professionalism, consideration, and a relevant degree of business acumen. 4. Measure effectiveness and impact of various communication tools and programs. a. Develop short term (1 year) marketing plans for each area office. Assess progress quarterly. Include initiatives, as appropriate, to reach the ethnic and cultural communities and other special focus groups in each office s coverage area. b. Develop short term (1 year) marketing plans for overall small business market and each niche market segment as part of the Action Plans. Assess progress quarterly. Coordinate activities with Area a. Provide training for all faculty and administrative staff on marketing the organization emphasizing customer service, continuing education, and product promotion, as well as topical professional development. b. Establish and support the credentials and credibility of consulting faculty and other instructors. a. Include awareness and usage questions regarding SBDC services and other public sector business resources in future needs assessments. b. Consolidate tracking elements from existing CIS and Consultant Evaluations into one report to assist in resource allocation and evaluation procedures. Area Directors, Minority Business Development Director, GWEN Director, International Trade Director, FAST Program Coordinator, and Economic Development Consultants. Office, Director for Program Quality Assurance, Director for Continuing Education and Professional Development, Regional/Area Office, Director for Information Technology, and Director for Program Quality Assurance. Accomplishment of marketing plans goals. Maintenance/ improvement of responses from consultant evaluation surveys and other internal evaluations. Development of a statelevel, activity-based marketing plan complete with itemized budget. Reports, UGA Quarterly Reports. Consultant Evaluation Surveys. Final report from this analysis. 14
15 Goal III. Be a Highly Regarded Organization Objective B: Actively promote the achievements of the Georgia SBDC Network and of our clients 1. Recognition of our clients for their efforts and success 2. Recognition of our faculty and staff for their efforts and success a. Nominate Georgia SBDC Network clients for the SBA Small Business of the Year and other resources/partners for other SBA awards. b. Nominate clients who meet the criteria for the GWEN Women- Owned Business of the Year award. c. Nominate client success stories for the annual report publications of the University of Georgia, Public Service & Outreach, and other host institutions. d. Produce an annual report of the Georgia SBDC Network highlighting client achievements. a. Increase the number of press releases regarding the achievements of faculty and staff. Ensure that host institutions and local media are notified. b. Utilize organizational webpage, newsletter, annual report and internal reports to broadcast successes. Office, Publications and Promotions Coordinator, and Area Office, Publications and Promotions Coordinator, Information and Technology Division, and Area Distribution/receipt of awards. Inclusion/ completion of publications. The number of reputation-based referrals. & Quarterly Reports, ASBDC Accreditation Documentation. & Quarterly Reports, ASBDC Accreditation Documentation. 15
16 The Georgia SBDC Network Region 5 (Athens & Augusta) 2003 Action Plan GOAL I Be an Effective Organization A. Ensure that consulting services meet the dynamic needs of our clients. Program Goals: 1. Strategic Focus: The staff of Region 5 will meet quarterly to evaluate how our services are meeting the needs of clients. We will review on-going programs as well as monitor the progress of new initiatives as outlined in the 2003 Action Plan. Current or future small business owners and Region 5 staff. The Regional Director will schedule quarterly meetings. The last meeting will focus on developing next year s Action Plan. Chicopee meeting rooms. Staff time. Meeting minutes will be distributed among staff. Final quarterly meeting will result in next year s Action Plan. 2. CE Development: Five CE programs will be developed during 2003 by consultants in Region 5: A. Oracle Small Business Suite: The Georgia SBDC will work with California-based NetLedger to develop a introductory course for SBDC consultants and a comprehensive two-day course for SBDC consultants and the public. B. Selling: This CE program will focus strictly on the art of selling. C. Family Businesses: One or possibly more CE programs that focus on specific challenges faced by familyowned firms, such as cross-generation conflict and succession planning. D. Retail Institute: A series of CE programs geared to small retailers. E. SBIR: Two-hour program that outlines SBIR/STTR grant process. A. Existing small businesses. B. Existing small businesses. C. Small family-owned businesses D. Small retailers. E. Technology transfer opportunities at UGA. A. June 2003 B. March 2003 C. June 2003 D. August 2003 E. February 2003 A. Carol McDonell, John Maynard, Robert Dixon, Beth Melnik, Oracle/NetLedger staff. B. Ella Silverman, Toni Antrum C. Jackie Moore D. Ella Silverman, Heather Woods E. John Maynard, Jeff Sanford CeTrac, CIS. B. Improve small businesses success in obtaining needed capital. Program Goals:
17 1. Bank Contacts: Create a comprehensive list of bank contacts. Arrange individual meetings with bankers to determine banks policies on loans to new and existing businesses, and to reacquaint bankers with SBDC services and programs. Each staff consultant will arrange meetings based on his/her contacts that other staff members will attend so that each staff member expands his list of bank contacts. Banks. During the first half of 2003, each consultant will be responsible for arranging at least one meeting with his or her best bank contact. Staff time. Report meetings in CIS. Add bank contacts to Professional Resources database (See I.D.) 2. Updated Proforma: Update financial proforma developed by Bernie Meineke to take advantage of improvements in Microsoft Excel and to allow clients that know Excel to input data into spreadsheet. Existing business and pre-venture clients. Proforma model will be completed and tested by March Consultant Thom Thies. Preparation time in CIS. New proforma will be distributed to other consultants. Possible staff training on new proforma. C. Target specialized services to niche market segments. Program Goals 1. Minority Business Division and GWEN programs: Region 5 will coordinate CE programs with these two divisions. Specifically: A. How to Start classes in Spanish B. Myths and Realities of Minority Financing (full day program) C. Government Contracting for Minority Business Owners D. GWEN certification and annual conference Existing businesses and pre-ventures owned by minorities, Latinos and women. To be developed with the Minority Business Division and the Georgia Center for Continuing Education. Minority Business Division and GWEN as well as Region 5 staff. CE program evaluations. 2. FAST: Region 5 will participate actively in the FAST program by developing and presenting CE programs on SBIR and STTR financing as well as working with Technology-based companies and technology transfer efforts from the University of Georgia. Current and prospective technology companies. SBIR program: February Region 5 staff, Jeff Sanford and FAST committee. 2
18 Development time recorded in CIS, programs reported in CeTrac. D. Create a more responsive service delivery system. Program Goals: 1. Professional Resources Database: Design and develop a database of local professionals. The database will be on a network in each regional office so that consultants and support staff can easily maintain, update and print reports for clients. Database could be a model for possible statewide internet-based database similar to RFI database. Existing and pre-venture clients. Completed February John Maynard Preparation time in CIS. 2. Georgia SBDC Tool Shed: Create a collection of tools for internal and external use that will save consultants and clients time. Initially, the tool shed would be available for Region 5 consultants and clients. If it proves successful, the concept could be adapted by other regions or be offered statewide as a centralized, internet-based resource. A. Tools: 1. Redesigned Blue Form Questionnaire. New questionnaire will be revised to include inventories of personal skills, as well as financial and technological resources available to the client. The additional information will expedite the consulting process. 2. Redesign Meineke proforma spreadsheet 3. Industry Factsheeets developed by Applied Research 4. CE Programs 5. Industry Checklists (Daycare, Restaurants, Landscaping, Adult Daycare/Personal Care Homes). 6. Writers Guild articles SBDC professional staff and existing and pre-venture clients. 1. Tool Shed: May Redesigned Blue Form: March Industry Checklists: August CE: On-going 5. Industry Factsheets: On-going 6. Writers Guild: on-going 1. Tool shed: John Maynard, Thom Thies, Carol McDonell, Heather Woods 2. Blue Form: Toni Antrum, Jackie Moore, Ella Silverman 3. Carol McDonell, Ella Silverman, Jackie Moore and Heather Woods 3
19 4. Industry Factsheets: Applied Research 5. Consultants, Sharon Cheely Goal II Be an Efficient Organization A. Ensure that all qualitative and quantitative measures are merged into a fully-integrated evaluation system that emphasizes continuous improvement and adherence to the needs of our clients. Program Goals: 1. Timely Management Response: Immediately address problems identified in consulting evaluations. Consultants As necessary Internal If corrective action is necessary, address individually with consultant and incorporate training or remedial action into consultant s work plan. B. Manage internal resources to maximize impact. 1. CE Marketing Program: Improve CE marketing efforts of Athens Area office using proven methods from Augusta office. Marketing efforts will be targeted toward existing clients and professional service providers (accountants, attorneys, etc.). Implementation will be according to Athens Area marketing plan. John Maynard, staff Review marketing plan quarterly. C. Maintain a high degree of business acumen and professionalism among all employees, as these skill sets are our greatest asset. Program Goals: 1. Professional Development: Consultants Professional Development Plans will be written and followed to accomplish three goals: 1.) Completing specific assignments given to consultants in the Region s Work Plan; 2.) Taking advantage of SBDC CE classes on subjects the consultant is either weak in or has not been exposed to, and 3.) Completing self-study on subject matter the consultant would like to develop an expertise in. Each consultant and Area Director will work directly with the Regional Director to write his/her plan. Consultants Quarterly monitoring of plan results and deliverables by consultants and Area/Regional 4
20 Staff time. CIS, Annual self-evaluation report. Develop a positive and valued image. Goal III Be a Highly Regarded Organization 1. Strengthen Media Contacts: Develop contacts with local reporters and editors and share with them resources available through the SBDC. Develop a media kit for the Athens and Augusta office that lists consultants and their areas of expertise as well as other value resources. If appropriate, include past Writers Guild articles. Local reporters, media contacts Develop media kit by June Complete media visits by December Staff Review progress quarterly. A. Actively promote the achievements of the Georgia SBDC Network and of our clients. Program Goals: 1. Marketing Program: Develop marketing program to clients, CE participants and other relevant parties that highlights accomplishments of Region 5 offices, such as announcements of new CE classes or new business tools. Current and past clients, CE participants, legislators, and other stakeholders. According to Region 5 marketing plan. John Maynard CIS, published materials. 5
RURAL HERITAGE DEVELOPMENT INITIATIVE
THE NATIONAL TRUST FOR HISTORIC PRESERVATION INVITES PROPOSALS FOR PILOT PARTICIPATION IN THE RURAL HERITAGE DEVELOPMENT INITIATIVE OVERVIEW PROJECT DESCRIPTION. The National Trust for Historic Preservation,
More informationMs. Nino Elizbarashvilli, President
BEST BUSINESS INCUBATOR IN Georgia 1. Name of the business incubator and name of its head: Name of the Business Incubator: Georgian Business Incubator Name of the Head: Ms. Nino Elizbarashvilli, President
More informationSMALL BUSINESS LEGISLATION INTRODUCED 111TH CONGRESS, FIRST SESSION As of May 28, 2009
SMALL BUSINESS LEGISLATION INTRODUCED 111TH CONGRESS, FIRST SESSION As of May 28, 2009 S.177: Strengthening Our Economy Through Small Business Innovation Act of 2009 H.R. 456: Disabled Veteran Small Business
More informationRegional Development Plans
League of Economic Assistance & Planning Regional Development Plans Comprehensive Economic Development Strategy Stronger Economies Together Colorado Blueprint Regional Development Plans Stronger Economies
More informationCity of Tacoma Community & Economic Development Department Business Plan: Prosperity on Purpose for the City of Destiny*
City of Tacoma Community & Economic Development Department Business Plan: Prosperity on Purpose for the City of Destiny* City Vision The City of Tacoma will be recognized as a livable and progressive international
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 informationWeaverville Economic Development Commission
Weaverville Economic Development Commission Wednesday, 5 December 2012 4.30 p.m. Agenda 1. Call to Order 2. Approval of November 2012 Minutes 3. Welcome & Introductions 4. Certified Entrepreneurial Community
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 informationNorth Dakota Critical Access Hospital Quality Network Evaluation Executive Summary
North Dakota Critical Access Hospital Quality Network Evaluation Executive Summary December 2010 Evaluation author: Brad Gibbens, MPA Contributors: Marlene Miller, MSW, LCSW; Jody Ward, RN, BSN; Kristine
More informationCen-Tex African American Chamber of Commerce Economic Development Service Plan
CEN-TEX AFRICAN AMERICAN CHAMBER OF COMMERCE, INC MCLENNAN COUNTY 715 Elm Avenue, Suite 110 Waco, Texas 76704 254-235-3204 2007-2008 Officers Chairman of the Board Robert D. Dorsey 1 st Vice-President
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 informationINNOVATE STAMFORD. Enhance it, and more will come.
INNOVATE STAMFORD 1 Enhance it, and more will come. Innovate Stamford will unite people, ideas and investment. 2 Was awarded $2 million for FY18 by CTNext, a program of Connecticut Innovations. Contract
More informationEconomic Development Concept Plan
Economic Development Concept Plan A. As the lead economic development organization, the Clay County Economic Development Commission (EDC) will enhance Clay County s capacity to engage in economic development
More informationCalifornia Main Street Four Point Approach
California Main Street Four Point Approach California Main Street Structure Advisory Committee Program Manager Board of Directors Financial Funding Advocacy Policy Planning Personnel Broad based A Working
More informationSTRATEGIC WORK 014 PLAN
STRATEGIC WORK PLAN 2013-2014 MISSION STATEMENT The mission of the Tomball Economic Development Corporation is to promote economic growth in the City of Tomball through the attraction of new business and
More informationRequest for Grant Proposals. Small Business Assistance and Capacity Building Grant
Request for Grant Proposals Small Business Assistance and Capacity Building Grant Program Department: Address: Massachusetts Growth Capital Corporation 529 Main Street, Suite 1M10 Charlestown, MA 02129
More informationMAINE TOURISM MARKETING PARTNERSHIP PROGRAM
MAINE TOURISM MARKETING PARTNERSHIP PROGRAM REGIONAL MARKETING GRANT INTRODUCTION -- FY 2019 SCOPE The primary objective of the Maine Tourism Marketing Partnership Regional Grant Program (MTMPP) is the
More informationDevelopment Ready Communities Strategic Plan
Louisiana Economic Development Development Ready Communities Strategic Plan 1 City of New Roads Development Ready Communities Strategic Plan Vision Statement The City of New Roads is a picturesque community
More informationACTION ENTREPRENEURSHIP GUIDE TO GROWTH. Report on Futurpreneur Canada s Action Entrepreneurship 2015 National Summit
ACTION ENTREPRENEURSHIP GUIDE TO GROWTH Report on Futurpreneur Canada s Action Entrepreneurship 2015 National Summit REPORTING BACK INTRODUCTION Futurpreneur Canada launched Action Entrepreneurship in
More informationCarlos Honorato Comandari
(ProChile) Holds a degree in Commercial Engineering from Finis Terræ University (Chile) and an MBA from Babson College, USA. In 2010, he took over as International Assistant Director of ProChile, where
More informationBusiness Accelerator Operator Request for Proposals. Release Date: March 14, 2017
Business Accelerator Operator Request for Proposals Release Date: March 14, 2017 Submission Date: April 14, 2017 TABLE OF CONTENTS BUSINESS ACCELERATOR OPERATOR PARTNERSHIP OPPORTUNITY Introduction 3 Project
More informationNational Public Health Performance Standards. Local Assessment Instrument
National Public Health Performance Standards Local Assessment Instrument Table of Contents Acknowledgments...3 Introduction...5 Using the Local Instrument...7 Local Instrument Format... 7 Completing the
More informationAmbassador Handbook W Maple Street River Falls, WI
Ambassador Handbook 2018 715-425-2533 215 W Maple Street River Falls, WI 54022 info@rfchamber.com Welcome New Ambassador! On behalf of the River Falls Chamber of Commerce & Tourism Bureau Board of Directors,
More informationOPERATIONS PAPER STARTING A COUNCIL
OPERATIONS PAPER STARTING A COUNCIL 1200 18th St., NW, Suite 902, Washington, DC 20036 Phone (202) 833-4557 Fax (202) 833-4555 Email: waca@worldaffairscouncils.org www.worldaffairscouncils.org Proprietary
More informationEconomic Development Element
Economic Development A. INTRODUCTION Purpose of the The overall purpose of the is to improve the local economy through diversification and integration with the regional economy. While the State Growth
More informationTIPPERARY COUNTY COUNCIL POST OF SENIOR ENTERPRISE DEVELOPMENT OFFICER QUALIFICATIONS
TIPPERARY COUNTY COUNCIL POST OF SENIOR ENTERPRISE DEVELOPMENT OFFICER QUALIFICATIONS 1. CHARACTER Candidates shall be of good character. 3. HEALTH Candidates shall be in a state of health such as would
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 informationWisconsin SCORE: An Overview 2016 LENDERS CONFERENCE ALL THE PLAYERS. Foster vibrant small business communities through mentoring and education.
2016 LENDERS CONFERENCE ALL THE PLAYERS ALL THE PLAYERS Panel Members Dave Maaske, SCORE Luke Kempen, SBDC Wenda Roycraft, Lincoln Opportunity Fund Mike Hetzel, WWBIC Dave Kircher, WI Minority Chambers
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 informationBiloxi-Gulfport Black Chamber of Commerce INC. Making MS Gulf Coast Communities A Better Place for All
Biloxi-Gulfport Black Chamber of Commerce INC. Making MS Gulf Coast Communities A Better Place for All Membership Application Company Name Contact Title/ Position Mailing Address Suite # City State Zip
More informationPaper on Business Incubator Framework
HIGHER EDUCATION H-9, Islamabad (Pakistan) Phone :(051) 90400000 Paper on Business Incubator Framework 1 Table of Contents Background 3 Advantages of Academic Affiliated incubator 4 Incubator Structure
More informationGREAT BEND/BARTON COUNTY E-COMMUNITY FUND APPLICATION
GREAT BEND/BARTON COUNTY E-COMMUNITY FUND APPLICATION NetWork Kansas was established as a component of the Kansas Economic Growth Act of 2004 to further entrepreneurship and small business growth as a
More informationDepartment of Defense INSTRUCTION
Department of Defense INSTRUCTION NUMBER 4205.01 June 8, 2016 Incorporating Change 1, September 13, 2017 USD(AT&L) SUBJECT: DoD Small Business Programs (SBP) References: See Enclosure 1 1. PURPOSE. In
More informationChapter 5: Economic Development Strategies
Page 1 of 19 Chapter 5: Economic Development Strategies Fundamental Goals of Economic Development 1. INCREASE THE COMMERCIAL AND INDUSTRIAL TAX BASE 2. INCREASE THE MEDIAN INCOME AND OPPORTUNITIES FOR
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 informationREPORT ON AMERICA S SMALL BUSINESSES
THE MEGAPHONE OF MAIN STREET: REPORT ON AMERICA S SMALL BUSINESSES presented by Contact SCORE: media@score.org 703.487.3677 www.score.org 2017 Volume 1 TABLE OF CONTENTS Executive Summary...2 What Makes
More informationSPD Gazette. Week of December 4, 2006 Issue 13. Improved performance = improved quality = higher customer satisfaction
SPD Gazette Week of December 4, 2006 Issue 13 Improved performance = improved quality = higher customer satisfaction One of the core values of the Baldrige system, which the ASBDC Accreditation Committee
More informationCITY OF EAST WENATCHEE COMMUNITY DEVELOPMENT DEPARTMENT
CITY OF EAST WENATCHEE COMMUNITY DEVELOPMENT DEPARTMENT DOUGLAS COUNTY TRANSPORTATION & LAND SERVICES Public Involvement Plan Supplement 2013 Greater East Wenatchee Area Comprehensive Plan & Development
More informationBUTTE COUNTY REGIONAL ECONOMIC DEVELOPMENT STRATEGY UPDATE
BUTTE COUNTY REGIONAL ECONOMIC DEVELOPMENT STRATEGY 2017-2020 UPDATE Introduction Local economic development is a process by which public, business, and nongovernmental sector partners work collectively
More informationTreasure Coast 2010 Comprehensive Economic Development Strategy
ACTION PLAN This section of the report outlines a series of programs and projects designed to implement the desired vision for the Region s future. The action plan prioritizes program activities and identifies
More informationPresentation to Community Planning and Economic Development Standing Committee July 20th, 2017
Presentation to Community Planning and Economic Development Standing Committee July 20th, 2017 PROMOTE & MAXIMIZE GROWTH Measurement Baseline 2016/17 Progress Report Grow Halifax's GDP to $22.5 Billion
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 informationCITY OF GILROY ARTS AND CULTURE COMMISSION
CITY OF GILROY ARTS AND CULTURE COMMISSION Strategic Plan OCTOBER 18, 2010 City of Gilroy Arts and Culture Commission Strategic Plan October 18, 2010 Approved Arts and Culture Commission 10/18/2010 Acknowledgements
More informationOverview of the Community Venue Initiative...1. Vision... 2
TABLE OF CONTENTS Overview of the Community Venue Initiative...1 Vision... 2 Goal No. 1...3 Assist the development and support of local, small and historically disadvantaged businesses as an important
More informationSMALL BuSiNESS AdMiNiSTRATiON
2010 SMALL BuSiNESS AdMiNiSTRATiON Funding Highlights: Provides $28 billion in loan guarantees to expand credit availability for small businesses. Supports disaster recovery for homeowners, renters, and
More informationCamp SEA Lab. Strategic Plan July June Adopted 7/17/2013 by the Friends of Camp SEA Lab Board of Directors
Camp SEA Lab Strategic Plan July 2013 - June 2018 Adopted 7/17/2013 by the Friends of Camp SEA Lab Board of Directors CSU Monterey Bay 100 Campus Center Building 42 Seaside, CA 93955 (831) 582-3681 phone
More informationPlan of Action for the Information Society in Latin America and the Caribbean elac 2007
Plan of Action for the Information Society in Latin America and the Caribbean elac 2007 A. Access and digital inclusion 1.1 Promote the development of regional ICT infrastructure, including broadband capacity
More informationKLAMATH COUNTY TOURISM TRADITIONAL GRANT PROGRAM APPLICATION
KLAMATH COUNTY TOURISM TRADITIONAL GRANT PROGRAM APPLICATION Date Issued: September 26, 2017 Issued By: Klamath County Finance 305 Main Street Klamath Falls, Oregon 97601 (541) 883-4202 Applications Due:
More informationObjective 1 Provide a collection of current topics and titles for all ages in all formats.
STURGIS LIBRARY Barnstable, Massachusetts FY2012 ACTION PLAN GOAL 1: ENHANCE AND EXPAND THE RESOURCES AVAILABLE TO THE PUBLIC. Objective 1 Provide a collection of current topics and titles for all ages
More informationMARKETING OPPORTUNITIES
2014 MARKETING OPPORTUNITIES GUIDE Member exclusive sponsorship, advertising and community benefit opportunities BUILD YOUR BRAND GROW YOUR NETWORK SHAPE YOUR COMMUNITY Build Your Brand. Grow Your Network.
More informationWHITEPAPER: BUSINESS INCUBATORS
WHITEPAPER: BUSINESS INCUBATORS I. Business incubator generally Business incubators are programs designed to support the successful development of start-up and fledgling companies by providing entrepreneurs
More informationOverview: Core Services for Members
Overview: Core Services for Members Government Relations The Oklahoma Hospital Association provides advocacy representation for member hospitals on both the state and federal levels. The Association s
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 informationTourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS
Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS DRAFT PREPARED FOR GREY HIGHLANDS COUNCIL MARCH 29, 2016 EXECUTIVE SUMMARY Rich in natural outdoor assets Grey Highlands (GH) is
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 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 informationCommunity Economic Development
HANDBOOK Community Economic Development for Municipal Councils Table of Contents 1. What is Community Economic Development?... 1 2. The Role of Municipalities in CED... 2 3. Community Readiness for CED...
More informationBACP Program: Neighborhood Business Development Centers (NBDC)
BACP Program: Neighborhood Business Development Centers (NBDC) PROGRAM DESCRIPTION: The City of Chicago Department of Business Affairs and Consumer Protection (BACP) will provide funding to not-for-profit
More informationStrategic Plan March 2009
Strategic Plan 2009-2012 March 2009 SAUL and DAYEE G. HAAS FOUNDATION STRATEGIC PLAN 2009-2012 Approved March 13, 2009 STRATEGIC POSITIONING STATEMENT In 2008 The Haas Foundation s Board of Directors voted
More informationNominee Information Rising Stars
2018 Rising Stars Thank you for your interest in the 2018 Rising Stars - Business Excellence Awards. After you complete this form, you will be able to submit your nomination which is the first step of
More information2018 IEDC EXCELLENCE IN ECONOMIC DEVELOPMENT AWARDS TABLE OF CONTENTS
Entry Packet 2018 IEDC EXCELLENCE IN ECONOMIC DEVELOPMENT AWARDS TABLE OF CONTENTS SUBMISSION INFORMATION & GUIDELINES 1 CATEGORIES AT A GLANCE...2 FREQUENTLY ASKED QUESTIONS...3 ENTRY FORM CHECKLIST...4
More information4 YORK REGION SMALL BUSINESS ENTERPRISE CENTRE 2004 ANNUAL REPORT AND 2005 WORK PROGRAM
4 YORK REGION SMALL BUSINESS ENTERPRISE CENTRE 2004 ANNUAL REPORT AND 2005 WORK PROGRAM The Planning and Economic Development Committee recommends the adoption of the recommendations contained in the following
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 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 informationFontana Small Business. Resource and Reference Guide
Fontana Small Business Resource and Reference Guide F O N T A N A C A L F O R N A Business Services Business Licenses/ Tax Certificate Applications and instructions can be obtained at the front counter
More informationUrbantech NYC Marketing and Expansion Project: 6092 Contract: Questions & Answers September 27 th, 2017
Urbantech NYC Marketing and Expansion Project: 6092 Contract: 60920003 Questions & Answers September 27 th, 2017 General Questions: 1. Is there a preference to work with a local NYC or Tri-State area provider?
More information2017 Blue Pencil & Gold Screen Awards Competition
Entry fee discounts for early registration and for being an NAGC member! GOOD COMMUNICATION...GOOD GOVENMENT CALL FO ENTIES 2017 Blue Pencil & Gold Screen Awards Competition Are you an employee or contractor
More informationDepartment of Economic Development. Small Business & Innovation Division Governor s Entrepreneur & Small Business Office
Department of Economic Development Small Business & Innovation Division Governor s Entrepreneur & Small Business Office SARL January 2008 GA Department of Economic Development Small Business & Innovation
More informationREGION 5 INFORMATION FOR PER CAPITA AND COMPETITIVE GRANT APPLICANTS Updated April, 2018
Background Virginia s economy is the aggregate of multiple regions. Because Virginia is a large and diverse state, the opportunities for private-sector growth vary significantly from one part of the state
More informationLOCAL ECONOMIC DEVELOPMENT GRANT FISCAL YEAR TECHNICAL ASSISTANCE GUIDE
LOCAL ECONOMIC DEVELOPMENT GRANT FISCAL YEAR 2012-2013 TECHNICAL ASSISTANCE GUIDE WEST VIRGINIA DEVELOPMENT OFFICE STATE CAPITOL COMPLEX BUILDING 6, ROOM 553 CHARLESTON, WEST VIRGINIA 25305-0311 LOCAL
More informationHealthy Gallatin Community Health Improvement Plan Report
Healthy Gallatin Community Health Improvement Plan Report Year One, Ending December, 2013 Introduction: Gallatin County community partners, led by staff at Gallatin City-County Health Department in collaboration
More informationUpdate on HB2 Preparation. Presentation to FAMPO May, 2016
Update on HB2 Preparation Presentation to FAMPO May, 2016 Preparing for Next Round of HB2 and Next CLRP Positioning GWRC/FAMPO HB2 Projects to maximize project scores Candidate projects need to be in:
More informationLocal Economic Assistance and Development Support LEADS. POLICY MANUAL Fiscal Year 2018 (July 1, 2017 June 30, 2018)
Local Economic Assistance and Development Support LEADS POLICY MANUAL Fiscal Year 2018 (July 1, 2017 June 30, 2018) PROGRAM OVERVIEW Introduction Through the Local Economic Assistance and Development Support
More informationBroward Alliance Scholars Program
Program Overview & Benefits Annually, The Broward Alliance selects up to ten (10) qualified Minority and Women Business Leaders to join its Scholars Program. The Broward Alliance believes in the importance
More informationSubmitted by: Demetria P. Scott & Tamika Reynolds
Small Business Inclusion (SBI) Strategic Plan FY 2016-2017 UAB Enterprise-Wide Submitted by: Demetria P. Scott & Tamika Reynolds UAB Mission To be a research university and academic health center that
More informationStafford County Economic Development FY 2018 Business Plan. February 10, 2017
Stafford County Economic Development FY 2018 Business Plan February 10, 2017 Recommendations Provided in Stafford County Economic Development Strategic Plan OBJECTIVE DESCRIPTION LEAD TIME FOR IMPLEMENTATION
More information1. Executive Summary Introduction Methodology... 5
Made in Madagascar: Exporting Handicrafts to the U.S. Market Final Report A Project with the UN Public-Private Alliance for Rural Development Produced by Charlotte Ashamu, Diego Gomez-Pickering, Amanda
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 informationTownship of Scugog Action Plan
Township of Scugog Action Plan 2013-2018 Township of Scugog Action Plan 2013-2018 Explanation: The Action Plan implements the four strategies of the Vibrant North Durham Economic Development Plan. The
More informationDEPARTMENT OF LABOR AND EMPLOYMENT DIVISION OF EMPLOYMENT & TRAINING th Street, Suite 1200 Denver, Colorado
BILL RITTER, JR. Governor DONALD J. MARES Executive Director CLARKE D. BECKER Director, Workforce Development Programs DEPARTMENT OF LABOR AND EMPLOYMENT DIVISION OF EMPLOYMENT & TRAINING 633 17 th Street,
More informationDear Public Awareness Campaign Proposer,
Dear Public Awareness Campaign Proposer, The Education Alliance is launching an enormously exciting yet challenging effort through a statewide public engagement initiative. Through this initiative, The
More informationA decision is expected within two weeks after proposal deadline has been reached.
Northern Maine Development Commission Request for Proposal Term: January 2012 December 2012 (12 months) Background Northern Maine Development Commission (NMDC) and the other six Maine Economic Development
More informationUSAID Civic Initiatives Support Program. Civic Initiatives Support Fund Annual Program Statement 2014
USAID Civic Initiatives Support Program Civic Initiatives Support Fund Annual Program Statement 2014 FREQUENTLY ASKED QUESTIONS (FAQs) as of August 26, 2014 This document provides information on a variety
More informationMONROVIA PUBLIC LIBRARY STRATEGIC PLAN
REQUEST FOR PROPOSAL (RFP) RFP ISSUANCE DATE Wednesday, May 11, 2016 RFP RESPONSE DUE DATE Monday, June 6, 2016 @ 5:00 p.m. DIRECT QUESTIONS Tina Cherry, Public Services Director E-mail: tcherry@ci.monrovia.ca.us
More informationREQUEST FOR PROPOSALS
REQUEST FOR PROPOSALS This is a Request for Proposals (RFP) from individuals or firms interested in providing professional services on a contract basis for the proposed project described below. Proposals
More informationSmall Business Development Assistance Programs In Wisconsin Mark Stover UWSP Extension Office of Outreach Education
INTRODUCTION Small Business Development Assistance Programs In Wisconsin Mark Stover UWSP Extension Office of Outreach Education Recently, Wisconsin received a grade of 'A' from a national association
More informationEconomic Development Strategy
2017-2022 Economic Development Strategy Township of Muskoka Lakes Economic Development 1 Bailey Street, Port Carling, Ontario, P0B 1J0 www.muskokalakes.ca economic.development@muskokalakes.ca 705-765-3156
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 informationSession 2: Programme of Action
Session 2: Programme of Action The why Services SETA rationale High Unemployment Rates Entrepreneurship = viable vehicle for higher rate of employment Entrepreneurship promotes real empowerment Opportunity
More informationREQUEST FOR PROPOSAL (RFP) # CONSULTANT SERVICES FOR DEVELOPMENT OF A DISTRICT SUSTAINABILITY PLAN
REQUEST FOR PROPOSAL (RFP) #1314-15 CONSULTANT SERVICES FOR DEVELOPMENT OF A DISTRICT SUSTAINABILITY PLAN Request for Proposal must be received no later than January 3, 2014 at 2:00 pm CARRI MATSUMOTO
More informationWells Fargo Works for Small Business : Diverse Community Capital
Program Guidelines Wells Fargo Works for Small Business : Diverse Community Capital September 2017 Table of contents Background...3 Overview... 4 Parameters and guidelines...5 Potential Grant Capital uses...5
More informationColorado Blueprint 1
1 Domestic and International marketing and promotions Global Business Development Business Recruitment/Retention International Trade Business Finance Financial assistance, incentives, grants and tax credits
More informationStarting A Business in Worcester
Starting A Business in Worcester Edward M. Augustus, Jr., City Manager Michael E. Traynor, Esq., Chief Development Officer Paul D. Morano, Jr., Asst. Chief Development Officer Business & Community Development
More informationSECTION 16: EXTERNAL RELATIONSHIPS AND FUNDING
SECTION 16: EXTERNAL RELATIONSHIPS AND FUNDING 16.1 Introduction 16.2 Principles 16.3 Mandatory Referrals 16.4 Practices Part A: Funding from BBC Commercial Services, the Open University and Co-Productions
More informationco~;p#~ D New Administrative Unit
Abbreviated Template Institution Submitting Request: University of Utah Proposed Title: Lassonde Entrepreneur Institute Currently Approved Title: School or Division or Location: David Eccles School of
More informationECONOMIC DEVELOPMENT PROGRAMS
ECONOMIC DEVELOPMENT PROGRAMS K ENTUCKY CABINET FOR ECONOMIC DEVELOPMENT: (502) 564-7670 - The Cabinet is the primary state agency in Kentucky responsible for creating new jobs and new investment in the
More informationRequest for Proposals Evaluation of the Respite Partnership Collaborative
Sierra Health Foundation: Center for Health Program Management Request for Proposals Evaluation of the Respite Partnership Collaborative DECEMBER 2012 Funding provided by the County of Sacramento, Mental
More informationU.S. Small Business Administration Small Business Week Eastern Missouri Award 2018 Guidelines (Revised October 11, 2017 GDA)
U.S. Small Business Administration Small Business Week Eastern Missouri Award 2018 Guidelines (Revised October 11, 2017 GDA) In recognition of the small business community s contributions to the American
More informationSchool of Public Health and Health Services Department of Prevention and Community Health
School of Public Health and Health Services Department of Prevention and Community Health Master of Public Health and Graduate Certificate Community Oriented Primary Care (COPC) 2009-2010 Note: All curriculum
More informationEntrepreneur Handbook. Resources for Starting a Business in Fairbanks, Alaska
Entrepreneur Handbook Resources for Starting a Business in Fairbanks, Alaska invent plan compete fund innovate. grow introduction. f.a.q. What type of assistance can OIPC provide in starting my company?
More information