Vermont Insights Business Plan 2017
|
|
- Candace Hudson
- 5 years ago
- Views:
Transcription
1 Building Bright Futures 600 Blair Park, Suite 306, Williston, VT buildingbrightfutures.org Vermont Insights Business Plan 2017 Building Bright Futures statewide network: Addison Building Bright Futures, Bennington Building Bright Futures, Caledonia and Southern Essex Building Bright Futures, Central Vermont Building Bright Futures, Chittenden Building Bright Futures, Franklin Grand Isle Building Bright Futures, Lamoille Valley Building Bright Futures, Northern Windsor and Orange Building Bright Futures, Orleans and Northern Essex Building Bright Futures, Rutland Building Bright Futures, Southeast Vermont Building Bright Futures and Springfield Area Building Bright Futures
2 Table of Contents 1.0 Executive Summary (to be added) 2.0 Overview of the Business Concept page Who We Are and What We Do Building Bright Futures Vermont Insights Product Description Why Vermont Insights? 2.2 Value of Vermont Insights 3. 0 Vermont Insights Market page Data Seekers/Consumers Current Market and Size Potential Market and Size 3.2 Data Producers/Suppliers Current Market and Size Potential Market and Size 3.3 Organizations Seeking Public Data-Reporting Platform/Infrastructure Current Market and Size Potential Market and Size 4.0 Financial Plan page Financial model and pricing strategy 4.2 Projected financials: FY18, FY19, FY Implementation Plan page Goals, strategies and tactics 5.2 Setting priorities 5.3 Risk management 5.4 Key performance metrics Appendices (to be added) A. Organizational Summary: Personnel and Operations B. Marketing Analysis and Plan
3 1.0 EXECUTIVE SUMMARY (To be added) 2.0 OVERVIEW 2.1 Who We Are and What We Do Building Bright Futures Building Bright Futures is a non-profit organization charged by Vermont s legislature to serve as the state s early childhood advisory council. Through its network of 12 regional councils it engages community members and partner organizations to ensure access, quality, and affordability of early care, health, and education of young children and their families at the local level with effective policy at the state level. Building Bright Futures has three programs that support its mission: Systems and Policy, Community Regional Council Network, and Data - Vermont Insights Vermont Insights Product Description Launched in April 2016, Vermont Insights is a new product, developed by Building Bright Futures in partnership with ctechnica, a Vermont software development company, with funding from the federal Early Learning Challenge grant program. It is an online resource, designed to share data on early childhood, families, and communities from trusted data sources in an easy-to-understand format using its free-to-the public platform. Not only does Vermont Insights support Building Bright Futures to meet its legislative responsibility to establish a means for regularly collecting, analyzing, and reporting on key indicators of success in the lives of young children and their families -- and from this data, to develop a strategic plan to address key needs and ongoing issues directed toward improving outcomes -- it provides a solution to other agencies and organizations who are looking for a similar product to support their work Why Vermont Insights? Building Bright Futures-Vermont Insights is the first in Vermont, go-to data hub for Vermont specific child, family, and community data. It provides:
4 1. Well-designed and comprehensive one-stop data, free-to-the public, shopping experience for all data seekers, 2. Economical and beneficial distribution platform for data producers, and a 3. Simple and flexible alternative platform solution for organizations looking for a public data-reporting infrastructure. Access and use of the data made available through Vermont Insights will assist policy makers, organizations, and communities to ensure all families and young children have access to a continuum of comprehensive, high quality early childhood programs and services that meet established standards, promote school readiness, and address the needs of the child and family. 2.2 Value of Vermont Insights BBF-Vermont Insights is the only organization that brings together Vermont specific early childhood, cross-sector and cross-agency data at state and sub-geographies in one publicly accessible online site. BBF-Vermont Insights supports data consumers find current, relevant, accurate and comprehensive data through a one-stop data, free to the public, shopping experience that is more efficient than searching many data sources. BBF-Vermont Insights provides a platform for data producers to present their data and information to a broader audience in a professional, accurate, and collaborative manner that is more beneficial and efficient to the organization than trying to distribute the information alone. BBF-Vermont Insights offers organizations an alternative solution to creating their own public data-reporting infrastructure, resulting in more efficiency as well as visibility and credibility to their organization. 3.0 VERMONT INSIGHTS MARKET Vermont Insights has three segmented markets within Vermont: data seekers/consumers, data producers/suppliers, and organizations seeking a public data-reporting infrastructure/platform. A number of Vermont Insights target audience fall into more than one of the market segments. Market Segment s Data Seekers/ Consumers Data Producers/ Suppliers Organizations seeking public data-reporting platform/ infrastructure
5 3.1 Data Seekers/Consumers Current Market and Size The current estimated data consumer customer base is 1,361 from 82 Vermont municipalities. Nine months from its launch in April 11, 2016, an estimated 1,361 Vermont data consumers, as presented in Table 1, used Vermont Insights to access its available data in 2,431 sessions in total. Figure 1: Vermont Insights Users from Vermont and the United States (Google Analytics) The bounce rate, the percentage of visitors to a website who navigate away from the site after viewing only one page, is low for Vermont users, 41%. This gives us a good indication that users are exploring the site rather than visiting a page and then leaving after one click (bounce out.) The information on users, sessions, page views, and more in Table 1 provides a high-level view of product, Vermont Insights, use. More precise information on user demographics, behaviors, and interest will be needed so that Building Bright Futures can: Find and engage more customers like them, and Align BBF s marketing, customer service, product management and revenue generation to leverage BBF s effectiveness Potential Market and Size BBF-VI s potential market size is estimated to be over 10,000 data seekers/consumers. These include: elected officials/public policymakers, government agencies, early childhood individuals and organizations, and families with young children and the communities where they live. See Figure 2 for further detail
6 Figure 2: Building Bright Futures-Vermont Insights Data Seeker/Consumer Market and Size BBF State Advisory Council (22), Committee (50), and Regional Councils (355) Elected ofgicals - public policymakers : state and federal (192) Government agencies: agency administration and teams (120) and State of VT Councils and Commissions (11) Early childhood practitioners, administrators/managers, researchers, philanthropists, advocates, and organizations: 6,000 + and state and local organizations, and coalitions (4) Families and communities with young children live: 15,000 families and 246 organized cities and towns A secondary data consumers target audience come from the social, environmental or economic sectors that do not serve young children and families directly but have overlapping data needs such as housing and employment that affect the well-being of all people and places. These include Regional Planning Commissions, VT Housing Financing Authority, and VT Department of Labor. 3.2 Data Producers/Suppliers Current Market and Size The current data producer/supplier customers are the following 9 key data producers who supply early childhood, family, and community data to Vermont Insights: Child Development Division, Department for Children and Families, Agency of Human Services Family Services Division, Department for Children and Families, Agency of Human Services Department of Health, Agency of Human Services Agency of Education Vermont Head Start Association Let s Grow Kids Gross National Happiness USA U.S. Census Bureau Vermont State Data Center, Center for Rural Studies, University of Vermont Potential Market and Size Efforts are underway to expand upon the data from these key data producers as well as seek out new suppliers. These include:
7 Agency of Education, Early Learning Challenge Grant, Project 22 (Early Childhood and State Longitudinal Data System) Agency of Human Services, Early Learning Challenge Grant Project #19 (Children s Integrated Services) Department of Health Department of VT Health Access, Blueprint for Health Department for Children and Families o Child Development Division o Family Services Division Department for Vermont Health Access, Blueprint for Health US Census Bureau Substance Abuse and Mental Health Agency National Survey of Children s Health 3.3 Organizations Seeking a Public Data-Reporting Platform/Infrastructure Current Market and Size There are 3 current customers, organizations using the Vermont Insights platform/infrastructure to meet their data-reporting infrastructure needs: Building Bright Futures, VT State Data Center, Center for Rural Studies, University of Vermont Potential Market and Size The goal of BBF-Vermont Insights is to work collaboratively with organizations that share a similar mission to promote data access and use and have a data-reporting infrastructure need. Building Bright Futures wants to complement similar initiatives and provide opportunities to leverage and use resources wisely. Potential customers may include the following organizations: Vermont state agencies and organizations with missions similar to Building Bright Futures. These include: 1. Agency of Human Services, Results Scorecard 2. Agency of Education, Interactive Report Viewer 3. Department of Health, Maps and Trends and Performance Measures 5. Vermont Department of Health Access, Health Service Area Profiles 6. Voices for Vermont Children, Kids Count Vermont agencies and organizations that have some similar data interests such as: 1. Chittenden Regional Planning Commission, ECOS Scorecard 2. Rutland s Project Vision, Open Police Data. 3. Agency of Commerce and Community Development, VT Center for Geographic Information 4. VT Housing Finance Agency, Vermont Housing Data Outside of Vermont Markets: Exploration of early childhood sector markets in other states or national agencies and organizations may be of interest in the future
8 There is a growing national market for platforms such as Vermont Insights that make data available to anyone via the Internet in an easy to access and at no cost to the individual. The following are some examples of organizations that provide this type of product and service: Two notable state examples are California s Lucille Packard Foundation for Children s Health Kids Data ( and New York s New York State Kids Wellness Indicator Clearinghouse ( At the national level Annie E. Casey Foundation ( has led the way over the last several decades, however, it does not include sub-state data. A new initiative, the Institute for Child, Youth and Family Policy, at Brandeis University provides important state and county data for a set of diversity data indicators. The most robust site that addresses all sectors (education, social and environment) and age groups using a geographic information system framework, tapping into many federal public data sources, is Community Commons (communitycommons.org) 4.0 FINANCIAL PLAN 4.1 Financial Model and Pricing Strategy The Vermont Insights financial model will be based upon value-model pricing strategy and will also include these additional revenue-generating strategies: sponsorships, donor investments, and Foundation and grant funding. The value-model pricing strategy fits with the overall business model objective to provide a platform for data seekers and producers to access and represent early childhood data. Vermont Insights pricing strategy will prioritize product quality through ease of access and usability for both data users and producers. Vermont Insights pricing strategy will be based on early childhood data producers as the primary customer/investor. The value-model demand assumption is that early childhood data producers wish to have their data sets made publically available in a user friendly format. Vermont Insights investors may include: i) Vermont State & Government Departments ii) Private early childhood organizations iii) Non-profit charitable organizations that focus on children, family & community iv) Philanthropic organizations v) Other Pricing will also take into account the systems and fiscal environment in which Vermont Insights operates. Given the mission and vision of the umbrella organization, Building Bright Futures, Vermont Insights serves to improve the early childhood data system by making important community data available to the public. The challenging and shifting fiscal environment of early childhood system will also be considered. Pricing needs to be set high enough to provide a quality product and reasonable enough for public and private partners to be able to afford. A tiered pricing model will be utilized as outlined in the Figure
9 Figure 3: Tiered Pricing Strategy 1 FEATURES Partner Contributor (Tier 1) PLANS Professional (Tier 2) Enterprise (Tier 3) Price $500 - $1,000 Annually $2,500 - $5,000 Annually $5,000 - $20,000 Annually $20,000 - $50,000 Annually Organizational website presence Customized reports Listed as a data partner Included in search function simple data set(s) 1-2 filters 3 basic visuals basic narratives Included in search function 1-2 complex data sets filters 3 basic visuals basic narratives Included in search function Featured homepage presence 1-2 complex data sets with data prep assistance 4-6 filters 1-2 tailored visuals tailored narratives Integrated marketing & communication support -- 1 The needs of the data producer customer will be carefully assessed with particular attention to IT related costs before a tier and price within the tier is set. 2 The complexity of a data set and related cost within the professional and enterprise price plan is determined by a number of factors including: 1. data type (e.g., raw, aggregated, derived), 2. data digital format and structure; 3. number and relationships between variables and attributes, 4. analysis and manipulation required, 5. data documentation, and 6. data sensitivity and security
10 Plan Plus Services Data development and technical assistance Individualized training Application Program Interface (API) Data Collection/Profile Often times organizations are looking for technical assistance to better understand what child, family, and community data is available (and where are the gaps) to help answer important early childhood questions. Vermont Insights team can provide technical assistance. Training will help organizations reap the benefit of their investment. This includes virtual and in-person individualized training of the organization s customized reports and other features and reports within Vermont Insights. API (Application Program Interface) is a digital strategy that allows and manages the interaction between two online connected services. For example, BBF-Vermont Insights uses the Census Bureau API to pull annual 5-year America Community Survey data into vermontinsights.org. The Vermont Insights team can explore with organizations what and how to access API data through VI as well as pushing data from vermontinisghts.org to the organization s scorecards and dashboards. A new feature under development is the ability to create a customized collection of individual reports. 4.2 Projected Financials: FY18, FY19, FY20 In the section that follows, Vermont Insights financial planning documents are presented. Financial projections indicate that Vermont Insight s will realize a positive cash flow through the end of FY2017. The desire is for additional revenue sources be established and for cash flow to remain stable and steadily grow. It should be noted that Vermont Insights runs on a fiscal year cycle, from July 1 - June 30. The following financial documents include: 1. Current annual base operating budget (Table 1) a. It should be noted that in the current annual base operating budget for Vermont Insights 45% of revenue is through Race to the Top Grant Funds 2. Current Operating Budget FY17 and Proposed Operating Budget (Table 2) 3. Projected Financials/Scenarios FY18, FY19, FY20 (Table 3) a. FY18 assumes: i. $80K in Race to the Top grant funds, ii. $30K in other Foundation and grant funding, iii. $20K in sponsorships and donor investments, and iv. Public/Private Investors: Tier 1 Investors, Tier 2 Investors b. FY19 assumes: i. $0 in Race to the Top grant funds, ii. $40K in other Foundation and grant funding, iii. $30K in sponsorships and donor investments, and iv. Public/Private Investors: Tier 1 Investors, Tier 2 Investors, and 3. 1 Tier 3 Investor
11 c. FY20 assumes: i. No Race to the Top Funds ii. $40K in other Foundation and grant funding, iii. $30K in sponsorships and donor investments, and iv. Public/private investors: Tier 1 Investors, 2. 4 Tier 2 Investors, and 3. 1 Tier 3 Investor Table 1. Vermont Insights Current Base Operating Budget FY17 Current Operational Budget FY17 Revenue Race to the Top TA $81, RTT Carryforward $8, Center for Rural Studies $20, Turrell Fund Grant $10, Project 2 Funds $12, Total Revenue $131, Expenses Senior Consulting Director $50, Director (1 FTE) Data Analyst (.8FTE) $56, Technical Contract $14, Salaries Communications/Marketing Consultation Seminars & Workshops Benefit Allocation $5, Taxes $4, Postage Telephone Copier Advertising Hospitality Staff Travel Office Supplies Subscriptions Rent /Overhead Website Total Expenses $130, Total Revenue $131, Net $
12 Table 2. Current Operating & Proposed Expenses Only Revenue Current Operational Budget FY17 Race to the Top TA $81, RTT Carryforward $8, Center for Rural Studies $20, Turrell Grant $10, Project 2 Funds $12, Expenses Total Revenue $131, Senior Consulting Director $50, Proposed Operational Budget FY18 Director (1 FTE) $65, Data Analyst (.8FTE) $56, $56, Technical Contract $14, $36, Salaries $157, Communications/Marketing $1, Consultation $5, Seminars & Workshops $2, Benefit Allocation $5, $12, Taxes $4, $8, Postage $ Telephone $ Copier $ Advertising Hospitality $ Staff Travel $ Office Supplies $ Subscriptions $1, Rent /Overhead Website $14, Total Expenses $130, $204, Total Revenue $131, Net $
13 Table 3. Projected Financials FY18, FY19, FY20 FY18 July 1st, June 30th, 2018 FY19 July 1st, June 30th, 2018 FY20 July 1st, June 30th, 2018 Revenue Grant Revenue Race to the Top $80, Foundation and Grant Funding $30, $40, $40, Sponsorships and Donor Investments $20, $30, $30, Investors Tier 1 ($5,000) $15, $20, $20, Tier 2 ($20,000) $60, $75, $80, Tier 3 ($50,000) $50, $50, Total Revenue $205, $215, $220, Expenses Director (1 FTE) $65, $65, $65, Data Analyst (.8FTE) $56, $56, $56, Total Salary $121, $121, $121, Communications/Marketing $1, $1, $1, Consultation $5, $5, $5, Seminars & Workshops $2, $2, $2, Benefit Allocation $12, $12, $12, Taxes $8, $8, $8, Postage $ $ $ Telephone $ $ $ Copier $ $ $ Advertising Hospitality $ $ $ Staff Travel $ $ $ Office Supplies $ $ $ Subscriptions $1, $1, $1, Rent /Overhead Website $14, $14, $14, Technical Contract $36, $46, $46, Total Expenses $204, $214, $214, Total Revenue $205, $215, $220, Net $ $ $5,
14 5.0 IMPLEMENTATION PLAN 5.1 Goals, Strategies, and Tactics Goals 1. Grow and strengthen the content, functionality, and design of Vermont Insights 2. Build a strong Vermont Insights customer base, both data consumers and data suppliers 3. Create a sustainable financial model and partnerships over the next three years Strategy Summary To ensure sustainability, Building Bright Futures will implement a five-pronged, implementation plan targeting the following areas: 1. Product maintenance, growth, and development 2. Financial 3. Data producers-suppliers 4. Marketing and customer service 5. Strategic partners Strategies and Tactics for FY 2017 and FY 2018 Focus Areas Strategies Tactics Product maintenance, growth, and development Financial Continue to build reports, design product, and control quality at the BBF Williston office using product software development and maintenance through ctechnica LLC, a Vermont small business based in Waterbury with a strong commitment to BBF-Vermont Insights. Implement a sustainable financial model that offers value to financial partners. Develop and implement a prioritized content, function, and design list with costs to maintain, grow, and develop Vermont Insights based on target customer needs. Attract new financial partnerships focused on early childhood public and private organizations, data producers, as the primary customers of the tiered pricing plan. Data producers-suppliers Build business relationships with data steward organizations that can use the VI platform and operations to easily distribute their data to their audiences. Plan and apply for Foundation and grant funding in 2017 and Create agreements and application programming interfaces, at an affordable cost, with trusted data suppliers, that will build the VI inventory of useful
15 Focus Areas Strategies Tactics data and tools for their shared audiences. Marketing and customer service Strategic partners 5.2 Setting Priorities Use the BBF-Vermont Insights brand, multiple communication channels, and customer service to build a solid customer base. Use technology, financial, marketing, and public policy experts as BBF strategic partners to grow, build, and sustain Vermont Insights. Update and implement BBF-VI s marketing plan developed in FY2016. Develop and implement a customer service plan. Form an advisory group to the BBF Executive Director and the SAC Executive Committee with representatives from technology, financial, marketing and public policy. In February 2016, the BBF leadership team agreed upon the following set of criteria for setting priorities that support BBF-VI s goal to make data easily available and used (increase data access, increase data use and reduce data gaps). Mission and Scope Customers Support & Revenue Generation 1. Is it BBF mission driven, directed and supported? 2. Is it doable (scope and capacity)? 3. Will it support the Early Learning Challenge Project #20 Vermont Insights deliverables? 1. Will it attract users? Will it increase our user base in a way that VI is the go-to data source for VT's children, families and the communities where they live? 2. Will it strengthen the relationships and partnerships with data owners? 1. Will it deepen and broaden BBF s base of champions? 2. Will it position BBF in the best possible way to generate revenue? 5.3 Risk Management Identifying, analyzing and responding to potential risks proactively rather than reactively is critical to the success of any business. These can include risks related to financial, market, management, technology, and product. The following are the identified major risks and corresponding mitigation response. Potential Risks 1. Financial: Transition from fully funded from the Early Learning Challenge federal grant to sustainable funding by FY19. Mitigation Response The BBF FY17 budget was successfully developed and approved by the BBF Board with
16 Potential Risks 2. Market: Data supply isn t able to meet the data demand. Vermont Insights is a data distribution system and its success is dependent on the quality and quantity of its data content. Its key data suppliers are government agencies at the national and state level. 3. Early Childhood Landscape: Many early childhood initiatives are underway in Vermont with new federal funding. Key early childhood organizational and leadership stakeholder groups are pushed to maximize their resources such as staff with much work to be done. 4. Technology: The cost of technology and availability of software development and architecture expertise. Technology is the cornerstone to doing BBF-VI business. In addition to ongoing maintenance, data platforms like Vermont Insights must continue to create new content, functionality and track performance so as to keep its customers engaged and coming back. Mitigation Response the Vermont Insights program reduced in size but with enough staff and resources to sustain the program and a budget plan for FY18 is under development. The BBF Executive Director and VI Team are reaching out and building strong relationships with data producers-suppliers and build compelling use cases that support their data distribution and use needs. In addition, the VI Team will look for opportunities maximize the use of APIs (Application Programming Interfaces) to welldocumented and high-quality open-data sources. The Building Bright Futures Executive Director is working closely with its State Advisory Council to align and maximize efficiency across the multiple early childhood systems initiatives. A strong relationship has been developed with the BBF-VI technology contractor and a maintenance budget line item has been established. The technology work required of the tiered pricing model will be carefully assessed before the tier level and plan price is set
17 5.4 Key Performance Metrics By the end of FY 2018, BBF-VI will have: Successfully implemented 1. Add new revenue streams: its financial model 35% from key early childhood public/private organizations using the tiered pricing model 15% from Foundation and grant funding 10% from sponsorships and donor investors who support the collective benefit of having free access to Secure a solid data consumer - customer base Secure a solid data supplier customer base high quality child, family, and community data 2. Increase the data seeker/consumer base by 25% (1,300 to 1,625) with a monthly average of 300 customers tapping into Vermont Insights (70% increase from 175 to 300) 3. Increase the number of data suppliers and data content by 25% (9 to 12 suppliers; 57 to 72 reports/content) APPENDICES (To be added)
Vermont Arts Endowment Fund - Individual Artists
Individual Artists Report Fields Project Title* Character Limit: 100 Project Description* Please provide a one sentence description of your project. Character Limit: 300 Amount Requested* Maximum $5,000
More informationThe Vermont Primary Care Workforce
The Vermont Primary Care Workforce 2013 SNAPSHOT workforce continues to show improvement but shortage in adult PRIMARY CARE persists Franklin Grand Isle Lamoille Orleans Essex Caledonia Chittenden Washington
More informationReport Responding to Requirements of Legislation: Student and Employer Connection Information System
Report Responding to Requirements of Legislation: Student and Employer Connection Information System Executive Summary The RealTime Talent Exchange was recently introduced to Minnesota to bring greater
More informationShared Intelligence for the Greater Good: Plan for
Shared Intelligence for the Greater Good: Plan for 2017-2021 Giving Institute and Giving USA Foundation Strategic Plan ASSUMPTIONS Membership grows steadily over 5 years: grow from 50 members 8/1/16 to
More informationPartnership HealthPlan of California Strategic Plan
Partnership HealthPlan of California 2017 2020 Strategic Plan Partnership HealthPlan of California 2017 2020 Strategic Plan Message from the CEO While many of us have given up making predictions, myself
More informationLuc Gregoire Chief Financial Officer. Internet & Technology Services Conference. February,
Luc Gregoire Chief Financial Officer Cantor Fitzgerald 4 th Annual Internet & Technology Services Conference February, 23 2017 Cantor Fitzgerald 4 th Annual Internet & Technology Services Conference February
More informationFY2025 Master Plan/ FY Strategic Plan Summary
FY2025 Master Plan/ FY2016-19 Strategic Plan Summary April 2016 Key Planning Concepts GSFB Mission Statement & Core Values The mission of Good Shepherd Food Bank is to eliminate hunger in Maine by sourcing
More informationINNAUGURAL LAUNCH MAIN SOURCE OF PHILOSOPHY, APPROACH, VALUES FOR FOUNDATION
FOUNDATION PHILOSOPHY DOCUMENT SEPTEMBER 29, 2015 INNAUGURAL LAUNCH MAIN SOURCE OF PHILOSOPHY, APPROACH, VALUES FOR FOUNDATION Foundation Philosophy TABLE OF CONTENTS 1) Introduction a. Foundation Approach
More informationSTRATEGIC PLAN
2017 2020 STRATEGIC PLAN STRATEGIC GOALS 1 Increase the number and engagement of nurses with ANA OBJECTIVES: Deliver the most relevant content, programs, services, practices, policies, and advocacy to
More informationRequest for Proposals Marketing, Communications, and Website Management, Social Media
Request for Proposals Marketing, Communications, and Website Management, Social Media Proposal Submittal Deadline: March 2, 2018 Introduction In 2011, the City of Arroyo Grande formed a Tourism Business
More information9th Annual Central Vermont Job Fair Report
9th Annual Central Vermont Job Fair 2018 Report Table of Contents 1. Introduction 2. Key Findings 3. Towns & Counties 4. Demographics 5. Work Prefences 6. Employment Status 7. Event Feedback 8. Vendor
More informationThe creative sourcing solution that finds, tracks, and manages talent to keep you ahead of the game.
Jobvite Engage: Advertising & Marketing The creative sourcing solution that finds, tracks, and manages talent to keep you ahead of the game. As any recruiter in Advertising & Marketing can tell you, today
More informationK-12 Statewide Longitudinal Data System, AH
Agency: 350 Office of Superintendent of Public Instruction Budget Period: 2013-15 Recommendation Summary Text: Superintendent Dorn requests $1,174,000 to maintain and operate the K-12 Statewide Longitudinal
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 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 informationFostering Effective Integration of Behavioral Health and Primary Care in Massachusetts Guidelines. Program Overview and Goal.
Blue Cross Blue Shield of Massachusetts Foundation Fostering Effective Integration of Behavioral Health and Primary Care 2015-2018 Funding Request Overview Summary Access to behavioral health care services
More informationAn EHR Overview for Pharma Marketers
An EHR Overview for Pharma Marketers April 2018 EHR Overview The Electronic Healthcare Record (EHR) is used by the provider and their staff to manage a broad range of patient care, such as administrative,
More informationStronger Economies Together Doing Better Together. Broadband: Session 1
Stronger Economies Together Doing Better Together Broadband: Session 1 SET COACHES GUIDE Broadband: Session 1 DEVELOPING A COMMUNITY BROADBAND ROADMAP O V E RV IE W Purpose: This slide deck is to highlight
More informationVirginia Growth and Opportunity Fund (GO Fund) Grant Scoring Guidelines
Virginia Growth and Opportunity Fund (GO Fund) Grant Scoring Guidelines I. Introduction As provided in the Virginia Growth and Opportunity Act (the "Act"), funds are allocated, upon approval of the Virginia
More information3 Ways to Increase Patient Visits
3 Ways to Increase Patient Visits 3 Ways to Increase Patient Visits www.kareo.com kareo.com Table of Contents Introduction 03 Create an Effective Recall/Recare Program 04 Build and Manage Your Online Presence
More informationA RECRUITER S SOCIAL RECRUITING SURVIVAL GUIDE MASTER THE SOCIAL ARENA icims Inc. All Rights Reserved.
A RECRUITER S SOCIAL RECRUITING SURVIVAL GUIDE MASTER THE SOCIAL ARENA Social Recruiting Defined Social recruiting is when companies and recruiters use social platforms to source and recruit candidates
More informationebook How to Recruit for Local Government in the Digital Age
ebook How to Recruit for Local Government in the Digital Age Local government human resource teams across the country are faced with the same challenge: how to attract quality talent in today s digital-first
More informationRegional Economic Development Commissions/Partnerships
Regional Economic Development Commissions/Partnerships ORGANIZATION OVERVIEW AND IMPACT 1. MISSION & PROGRAMS North Carolina s seven regional economic development commissions and partnerships (hereinafter
More informationMichigan s Vision for Health Information Technology and Exchange
Michigan s Vision for Health Information Technology and Exchange Health information exchange or HIE is the mobilization of health care information electronically across organizations within a region, community
More informationEXECUTIVE SUMMARY THE ECONOMIC IMPORTANCE OF THE ARTS & CULTURAL INDUSTRIES IN SANTA FE COUNTY
EXECUTIVE SUMMARY THE ECONOMIC IMPORTANCE OF THE ARTS & CULTURAL INDUSTRIES IN SANTA FE COUNTY Financial support for this research was provided by The McCune Charitable Foundation The Azalea Foundation
More informationPROJECT SUPPORT GUIDELINES
PROJECT SUPPORT GUIDELINES The City Arts Grants program is designed to provide financial support for arts programs and projects in Salt Lake City that merit public funding. There are five City Arts Grants
More informationABOUT TIGR PATIENT BENEFITS HOSPITAL BENEFITS. Patient-Specific Education. Engaged Patient Population. Improved Nursing Efficiency
ABOUT TIGR Tigr is the leading acute care, interactive patient engagement system. More than 450 hospitals nationwide are experiencing new levels of patient satisfaction, improved processes of care, and
More informationPhase II Transition to Scale
Phase II Transition to Scale Last Updated: July 11, 2013 FULL PROPOSAL INSTRUCTIONS Grand Challenges Canada is dedicated to supporting bold ideas with big impact in global health. We are funded by the
More informationAccountable Care Atlas
Accountable Care Atlas MEDICAL PRODUCT MANUFACTURERS SERVICE CONTRACRS Accountable Care Atlas Overview Map Competency List by Phase Detailed Map Example Checklist What is the Accountable Care Atlas? The
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 information1 st Quarter FY2016 IR Presentation
1 st Quarter FY2016 IR Presentation Zhaopin Limited Nov 2015 Safe Harbor Statement and Disclaimer This presentation contains forward-looking statements made under the safe harbor provisions of Section
More informationRequest for Proposals (RFP) Fundraising/Advancement Consulting Services
Request for Proposals (RFP) Fundraising/Advancement Consulting Services Organization Overview World Renew, an agency of the Christian Reformed Church in North America (CRCNA), is a non-profit, international
More informationDISCOVER THE BENEFITS
LET S TALK CHAMBER VISIBILITY SUPPORT REFERRALS NETWORKING OPPORTUNITIES DISCOVER THE BENEFITS BUSINESS DEVELOPMENT COMMUNITY EXCELLENCE ADVOCACY WHAT S IN IT FOR YOU? Business Credibility Increase your
More informationA Call to Action: Trustee Advocacy to Advance Opportunity for Black Communities in Philanthropy. April 2016
A B F E A Philanthropic Partnership for Black Communities A Call to Action: Trustee Advocacy to Advance Opportunity for Black Communities in Philanthropy April 2016 1, with the assistance of Marga, Incorporated
More informationLeadership Annual Giving: A Case Study in Increasing Revenue and Participation NEDRA CONFERENCE 2012
Leadership Annual Giving: A Case Study in Increasing Revenue and Participation NEDRA CONFERENCE 2012 Dan Lowman Grenzebach Glier and Associates dlowman@grenzglier.com Date of Presentation/Report AGENDA
More informationSmall Business Center
Martin Community College Small Business Center Martin & Bertie Counties FREE BUSINESS SEMINARS FREE ONE-ON-ONE BUSINESS COUNSELING FREE BUSINESS RESOURCE CENTER FOR START UP BUSINESSES NEW BUSINESSES EXISTING
More informationAdvancement: Best Practices
Advancement: Best Practices The advancement office exists to contribute to the strength and vitality of the school: to build relationships with current and new constituents; to manage communication programs;
More informationThe Strategic Plan of the University of Vermont Foundation. July 1, 2015 June 30, 2020
The Strategic Plan of the University of Vermont Foundation July 1, 2015 June 30, 2020 MISSION The mission of the UVM Foundation is to secure and manage private support for the benefit of the University
More informationAnnual Report Vermont - SIU Grants Program ~January 2018~
Department of State s Attorneys & Sheriffs Annual Report Vermont - SIU Grants Program ~January 2018~ Progress Report for the establishment and sustainment of Special Investigation Units established pursuant
More informationInclusive Digital Entrepreneurship Platform for Africa
Inclusive Entrepreneurship Platform for Africa A collaborative platform that channels funding and support to catalyze the growth of inclusive digital businesses and the next generation of technology leaders.
More informationThe IRS Form 990, Schedule H Community Benefit and Catholic Health Care Governance Leaders
The IRS Form 990, Schedule H Community Benefit and Catholic Health Care Governance Leaders New Obligation, New Opportunity VI V II III I IV The Information the IRS asks Hospitals to Report on the Form
More informationOntario s Digital Health Assets CCO Response. October 2016
Ontario s Digital Health Assets CCO Response October 2016 EXECUTIVE SUMMARY Since 2004, CCO has played an expanding role in Ontario s healthcare system, using digital assets (data, information and technology)
More informationVoluntary Sector. Community Snapshot. Introduction
Community Snapshot Voluntary Sector Introduction The work done by voluntary organizations is intrinsically linked to the concept of community wellbeing. Various efforts have been made to measure both the
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2018-2020 STRATEGY #1 RE AC H M O RE GI RLS GROW SUSTAINABLE GIRL MEMBERSHIP ACROSS LOS ANGELES, AND PARTICULARLY IN UNDERSERVED & UNDERREPRESENTED COMMUNITIES. INITIATIVES 1. Recruit more
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 informationTHE ROLE AND VALUE OF THE PACKARD FOUNDATION S COMMUNICATIONS: KEY INSIGHTS FROM GRANTEES SEPTEMBER 2016
THE ROLE AND VALUE OF THE PACKARD FOUNDATION S COMMUNICATIONS: KEY INSIGHTS FROM GRANTEES SEPTEMBER 2016 CONTENTS Preface 3 Study Purpose and Design 4 Key Findings 1. How the Foundation s Communications
More informationStrategic Plan
Mission Statement: The Herb Society of America is dedicated to promoting the knowledge, use and delight of herbs through educational programs, research, and sharing the knowledge of its members with the
More informationTECHNICAL ASSISTANCE GUIDE
TECHNICAL ASSISTANCE GUIDE COE DEVELOPED CSBG ORGANIZATIONAL STANDARDS Category 3 Community Assessment Community Action Partnership 1140 Connecticut Avenue, NW, Suite 1210 Washington, DC 20036 202.265.7546
More information**Important** Due to recent software upgrades, applicants must create a grant portal user account to access the online grant portal.
ABOUT THE COMMON GRANT APPLICATION In an effort to respond to requests from local nonprofit organizations, Dallas Women s Foundation has joined a group of funders in North Texas and developed the Common
More informationCONTENTS. Academic Fundraising 2. Advancement Services and Operations 2. Alumni Relations 3. Annual Giving 4. Corporate and Foundation Relations 5
M E M B E R S H I P ADVANCEMENT Get connected with expert training to help you identify best practices, replicable models, and practical solutions to the challenges you face at your institution. Whether
More informationPopulation Health. Collaborative Care. One interoperable platform. NextGen Care
Population Health. Collaborative Care. One interoperable platform. NextGen Care We ve become very proactive in identifying at-risk patients and getting them in our door before they get sick. Our physicians
More informationTallahassee Community College Foundation College Innovation Fund. Program Manual
Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED APRIL 2018 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...
More informationExpenditures by Program Explore Minnesota Tourism 0 9,915 10,626 11,626 22,252. Full-Time Equivalents (FTE)
Governor s Recommendations EXPLORE MINNESOTA TOURISM Agency Overview Dollars in Thousands Current Governor Recomm. Biennium FY2004 FY2005 FY2006 FY2007 2006-07 Direct Appropriations by Fund General Current
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 informationFY 2017 Year In Review
WEINGART FOUNDATION FY 2017 Year In Review ANGELA CARR, BELEN VARGAS, JOYCE YBARRA With the announcement of our equity commitment in August 2016, FY 2017 marked a year of transition for the Weingart Foundation.
More informationRural Co-op Marketing Program
Rural Co-op Marketing Program Ongoing Program Description CTTC s Rural Co-op Marketing Program is responsible for bringing together the many rural constituencies under the California umbrella and unifying
More 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 informationInventory: Vision and Goal Statements in Existing Statewide Plans 1 Developing Florida s Strategic 5-Year Direction, 29 November 2011
Inventory: and Goal Statements in Existing Statewide Plans 1 Developing Florida s Strategic 5-Year Direction, 29 November 2011 Florida Department of Economic Opportunity: State of Florida Job Creation
More information1 P a g e. Strategic Plan
1 P a g e Strategic Plan 2015-2020 ABAG Board of Directors Facilitated by Quinn Consulting June 10, 2015 2 P a g e Acknowledgements The Association of Baltimore Area Grantmakers is grateful to the Strategic
More informationTerms of Reference. Digital Fundraising Consultant. Private Sector Partnerships Service (PSP), UNHCR London, UK
Terms of Reference Digital Fundraising Consultant Private Sector Partnerships Service (PSP), UNHCR London, UK UNHCR, the UN Refugee Agency, is offering a consultancy contract within the Private Sector
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 informationTABLE OF CONTENTS B. FISCAL STRATEGIC PRIORITIES C. FISCAL BUSINESS PLAN GOALS D. SHARED SERVICES...
TABLE OF CONTENTS A. FISCAL 2013-14 FORECASTED PERFORMANCE... 3 Fiscal 2013-14 Strategic Priorities... 3 Milestones... 5 Business Plan Goals for Fiscal 2013-14... 6 Shared Services Goals... 10 B. FISCAL
More informationGrande Ronde Hospital, Inc. Community Needs Health Assessment Implementation Strategy Fiscal Years
Grande Ronde Hospital, Inc. Community Needs Health Assessment Implementation Strategy Fiscal Years 2016-2018 In 2015, Grande Ronde Hospital (GRH) completed a wide-ranging, regionally inclusive Community
More informationCAL ALUMNI ASSOCIATION CAL ALUMNI ASSOCIATION STRATEGIC PLAN
Since its founding in 1872, the Cal Alumni Association (CAA) has endeavored to connect Cal alumni with each other and our alma mater, UC Berkeley. 145 years later, CAA continues as one of the nation s
More informationFund for Children, Youth, and Families 2016 Grant Cycle
2016 Grant Cycle Contact: Alicia Reid Philanthropic Services Officer fund4cyf@cfncr.org www.fund4cyf.org Program Objective The purpose of the (FCYF) is to provide support to organizations providing services
More informationMinistry of Health Patients as Partners Provincial Dialogue Report
Ministry of Health Patients as Partners 2017 Provincial Dialogue Report Contents Executive Summary 4 Introduction 6 Balanced Participation: Demographics and Representation at the Dialogue 8 Engagement
More informationUsing A Data Warehouse and Analytics to Drive Population Health Management
Success Story Using A Data Warehouse and Analytics to Drive Population Health Management HEALTHCARE ORGANIZATION Large Medical Center TOP RESULTS Enabled pay-for-performance (P4P) incentive payment reporting
More informationPOPULATION HEALTH LEARNING NETWORK 1
In partnership with the California Health Care Foundation (CHCF) and the Blue Shield of California Foundation (BSCF), the Center for Care Innovations (CCI) is launching a Population Heath Learning Network
More informationMISSION INNOVATION ACTION PLAN
MISSION INNOVATION ACTION PLAN Introduction Mission Innovation (MI) is a global initiative designed to accelerate the pace of innovation and make clean energy widely affordable. Led by the public sector,
More informationStrategic Direction. Organizational Commitment. The Race for Relevance Framework
Strategic Direction Organizational Commitment NSPE is committed to an ongoing process of continuous, organizational improvement in order to: remain relevant to the licensed professional engineers whom
More information1.1 Introduction. 1.2 Strategic Context HES Corporate Plan
1.0 OUTCOMES FRAMEWORK 1.1 Introduction Historic Environment Scotland has implemented an outcomes framework across its grant programmes. Outcomes are the benefits or changes that your project will deliver
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 informationTHE ULTIMATE GUIDE TO CROWDFUNDING YOUR STARTUP
THE ULTIMATE GUIDE TO CROWDFUNDING YOUR STARTUP Wouldn t it be nice to fund your startup, gain new customers, market your product and gain valuable customer feedback all at the same time? Contents Part
More informationMorCare Infection Prevention prevent hospital-acquired infections proactively
Infection Prevention prevent hospital-acquired infections proactively Enterprise Software and Consulting Solutions for Improved Population Health s Enterprise Software and Consulting Solutions Healthcare
More informationOverview Cluster Development Seed Fund Objectives Eligible Activities Eligible Applicants Eligible Costs Evaluation of Applications Reporting
APPLICATION GUIDE CONTENTS Overview... 3 Cluster Development Seed Fund Objectives... 4 Eligible Activities... 4 Eligible Applicants... 5 Eligible Costs... 6 Evaluation of Applications... 8 Reporting...
More informationGoodyear Strategic Plan
City of Goodyear, Arizona 2 Goals for Tonight s Meeting Review strategic planning process steps that have taken place to date Goodyear Mission Council s vision and priorities Present administration s interpretation
More informationINNOVATIONS IN CARE MANAGEMENT. Michael Burcham, Narus Health
INNOVATIONS IN CARE MANAGEMENT Michael Burcham, Narus Health Innovations in Care Management Dr. Michael Burcham, CEO Narus Health Part 1 Care Management Trends & Headwinds Four Mega Trends Transforming
More informationBusiness Plan
Business Plan 2011-2015 Vision: all children achieve success in life. Mission: provide children facing adversity with strong and enduring, professionally supported one-to-one relationships that change
More informationDigital technologies have spread rapidly
#wdr2016 www.worldbank.org/wdr2016 1 2 Digital technologies have spread rapidly The world, based on internet population (2014) SOURCE: World Bank. Data at http://bit.do/wdr2016-mapo_1. 3 Digital revolution
More informationMetrics Goal Actual Goal Actual Goal Actual Goal
STRATEGIES & METRICS Attraction: FY 2012 FY 2015 Progress Report Objective 1: Attract Companies from Outside the Reno-Sparks Region that Provide Jobs with Salaries Above the Regional Average in Target
More informationComox Valley Economic Development Society Strategic Priorities Plan
......... Comox Valley Economic Development Society 2018-19 Strategic Priorities Plan PRIORITY ECONOMIC OUTCOMES Increase in Class 6 (Business) property assessment Increase in population in core areas
More informationUNIFYING THE 4-H BRAND
UNIFYING THE 4-H BRAND AN INVESTMENT PARTNERSHIP BETWEEN COOPERATIVE EXTENSION AND NATIONAL 4-H COUNCIL FOR DISCUSSION: 1) What excites you most about this opportunity? 2) What benefits do you see providing
More informationU.S. Naval Academy Alumni Association and Foundation Draft Enterprise Strategic Plan FY ( )
U.S. Naval Academy Alumni Association and Foundation Draft Enterprise Strategic Plan FY 2012-2020 (3-30-11) Introduction This draft strategic plan outlines a 10-year strategic direction and goals for the
More informationREB Strategic Plan July 1, 2014-June 30, 2017 Summary Scoreboard. Year 3 / QTR 2 Progress July 1, 2016 December 30, 2016.
REB Strategic Plan July 1, 2014-June 30, 2017 Summary Scoreboard Year 3 / QTR 2 Progress July 1, 2016 December 30, 2016 KPI Metric Key: KPI Metric Trend between Quarters: 1. Changing = Moved from one Level
More informationMaximize the value of CHF population management programs with advanced analytics PLAYBOOK
Maximize the value of CHF population management programs with advanced analytics PLAYBOOK STEP ONE: Analyze your patient population Bend the cost curve: Learning more about your patients can lead to higher-quality
More informationLeveraging Health Care IT Investment
Leveraging Health Care IT Investment A Harvard Business Review Webinar featuring David M. Cutler and Robert S. Huckman Sponsored by OVERVIEW In recent years, health care organizations have made massive
More informationStrategic Plan
Strategic Plan 2013-2015 Board approved on September 25, 2012 Presented to the membership February 28, 2013 Building a Stronger Community Together MISSION STATEMENT The Quinte West Chamber of Commerce
More informationLow-Income Health Program (LIHP) Evaluation Proposal
Low-Income Health Program (LIHP) Evaluation Proposal UCLA Center for Health Policy Research & The California Medicaid Research Institute BACKGROUND In November of 2010, California s Bridge to Reform 1115
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 informationCorporation for Supportive Housing. Request for Proposals for. Service Provider Capacity Building: Advancing Pay for Success,
Corporation for Supportive Housing Social Innovation Fund Pay for Success Request for Proposals for Service Provider Capacity Building: Advancing Pay for Success, Systems Change, and Supportive Housing
More informationHive Waterloo Region Membership Guidelines
Hive Waterloo Region Membership Guidelines - 2017 Thank you for your interest in becoming a member of Hive Waterloo Region! With your support, we will be able to continue our work promoting digital literacy
More informationAppendix H Sample Partnership Policy
Appendix H Sample Partnership Policy 231 Appendix H Sample Partnership Policy and Proposal Format Created By: 3050 Industrial Lane, Suite 200 Broomfield, CO 80020 303-439-8369 Fax: 303-439-0628 Toll Free:
More informationArizona Coyotes Foundation Application Guidelines
Page 7 Arizona Coyotes Foundation Application Guidelines Available: June 1, 2016 Close Date: July 29, 2016 at 5:00PM Introduction The Arizona Coyotes Foundation mission is to enhance the quality of life
More informationAscension Columbia St. Mary s Ozaukee
Ascension Columbia St. Mary s Ozaukee Community Health Needs Assessment & Implementation Strategy 2017 2020 1 Community Served by the Hospital Although Ascension Columbia St. Mary s Ozaukee (CSM) serves
More informationPond-Deshpande Centre, University of New Brunswick
The following information is an excerpt from the Letter of Intent submitted to the J.W. McConnell Family Foundation in response to the RECODE Request for Proposals of Spring 2014. Pond-Deshpande Centre,
More informationPhilanthropic Director. Search conducted by: waldronhr.com
Philanthropic Director Search conducted by: waldronhr.com The Organization Tides is a philanthropic partner and nonprofit accelerator, dedicated to building a world of shared prosperity and social justice
More informationGuidelines for Grantseekers
INTRODUCTION Guidelines for Grantseekers OUR MISSION The Findlay-Hancock County Community Foundation is dedicated to improving the quality of life in the Hancock County area through collaborative leadership,
More informationTrends in Nonprofit Accountability and Its Impact on Reporting Requirements
Trends in Nonprofit Accountability and Its Impact on Reporting Requirements Increased Stewardship and Accountability Requirements Raises the Importance of Integrated, Accurate, and Easy-to-Use Reporting
More informationFamily and Community Support Services (FCSS) Program Review
Family and Community Support Services (FCSS) Program Review Judy Smith, Director Community Investment Community Services Department City of Edmonton 1100, CN Tower, 10004 104 Avenue Edmonton, Alberta,
More informationPromising Practices #9 May Community Health Center Incubator Programs: Providing State Support to Leverage Federal Dollars
Promising Practices #9 May 2010 Community Health Center Incubator Programs: Providing State Support to Leverage Federal Dollars The unprecedented federal investment in community health centers made in
More information