The Georgia SBDC Network Strategic Directives

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