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Strategic Acquisition Rationale Presentation Template

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Project Rationale Presentation

Transcript: Metal Halide Lights are comparatively less efficient than other lights The use of coal energy is harmful to Rose both economically and environmentally Efficacy is the power to produce lighting seen by the human eye per input power (measured as Lumens per Watt). HPS lights produce poor color rendering "yellow light," creating a difficult environment for sports. Solar Power provides a feasible option for an alternative energy source. Coal produces nearly twice the amount of CO2 emissions as the 2nd highest fuel (natural gas) [3]. HPS lights are easy to install, require little to no maintenance, and are a cheaper alternative. Rose-Hulman spends nearly $14,000 per year on lighting the IM fields [2]. A comparision of tree colors reveals that LEDs provide much better color rendition High Pressure Sodium lights are a low cost alternative to Metal Halide Lights Alternative Lighting Solutions for IM Field Lights Recrational field lighting plays a major role in energy cost and consumption. Light Comparison [6] HPS lights are efficient but impractical for use in sports due to poor color rendition. High Pressure Sodium lights produce a dull, yellow light that makes colors nearly indistinguishable. Metal Halide lights have a shorter life, produce more CO2 emissions and have a worse efficacy. LEDs provide lighting that suits sports needs, while HPS lights do not. LEDs consume 75% less energy, produce more lumens per watt, and run at a lower cost than Metal Halide lights [6]. Electricity accounts for over 66% of emissions annually produced by Rose-Hulman [2]. LEDs produce an intense, white light that meets sports lighting requirements in color distinction and brightness. Large-scale LED lighting at night provides excellent color rendition and visibility. Over one ton of CO2 emissions a year is created by the burning of coal to create power for just the IM lights [4]. Nearly 82 tons of coal are required to light the intramural fields alone each year. LEDs provide excellent color rendition with a low running cost

Template: Strategic Plan

Transcript: Reading assistance and teaching Rent reimbursement Training parents to teach and read Reading WORKS April 2010 Elementary schools: Coit, Mulich, Sibley, Covell Grand Rapids Property Owners Association Mission Organizational Mandates Expand program to additional schools Obtain ACSET funding/support Obtain GRPS funding/support Seek additional grants for funding Expand marketing, create website and/or brochure O The Other Way Weaknesses Recommendation #3 Questions ReadingWORKS: Strategic Plan Funders Campfire USA Keystone Church Devos Foundation Currently serving four elementary schools, and the surrounding communities. They hope to Strategies to manage issues •Diversify funding base •Develop and maintain outcome evaluation measure •Apply for 501(c) 3 status and pursue grants independently from ASCET •Develop better marketing tools. (e.g. website, pamphlet) •Avoid 501(c) 3 status and become a program funded and sustained by ASCET •Partner with ASCET and work collaboratively, neither becoming an independent 501(c) 3 nor a program of ASCET •Identify key community partners with whom to team up Strong and committed leadership History of success and growth Positive community relationship Adequate funding to meet needs Diverse funding stream provided to program Provides networking for parents Kent Schools Services Network We recommend that Reading WORKS establishes a unified mission and vision statement Opportunities Sustain funding by diversifying funder base through website design, resource management, and donor aquisition Introductions: Internal Stakeholders What they're about SWOC ACSET Issue #3 How can Reading WORKS sustain funding over the next five years? Adults play an important role in the lives of children It is the day to day experiences that count most within families Issue #2 Should Reading WORKS formalize their organization? Recommendation #2 That Reading WORKS formalizes the organization by: Clearly identified roles, contracts, structure Students Todd Workman Strengths Lack of concrete structure to the program No sustainable leadership Struggle between ACSET/Mary Lack of specific goals and direction Lack of volunteer board or advisors Decentralized training for teachers No website or brochure Lack of communication •Become a part of ASCET •Independently apply for 501(c) 3 status •Hire a Director to oversee programming, funding and community partnering •Develop a clearly identified organizational structure •Recruit a volunteer Board of Directors Strategic Issues Mission:(tentative) A collaborative community effort to educate families thereby promoting the love of literacy that is transferred from one generation to another producing stronger families and communities "I have learned to be more understanding and patient with my son." "This program has helped me a lot because I am learning with him" •Identify a singular mission statement that guides their acting, thinking, and decision making •Identify a vision for the future of Reading WORKS and take appropriate actions to achieve that vision External Stakeholders G Shane Schamper Challenges Teachers Recommendation #1 W Mary Engelsman: Creator GRPS ! Strategy Change Cycle Recommendations Services Mary Englesman Organization Description Issue #1 What are Reading WORKS' mission and vision for the future? Gathering data and reporting Sustainability Communication Need for financial reporting and day-to-day direction Ability to measure changes in GRPS Communities R Scope Stakeholders

2031 Strategic Template

Transcript: Combined 2016 & 17 revenues by market 2016 | at a glance 2031 | dream big Weekly BD reporting at Monday am meeting aligning strategic plan to opportunities being chased Monthly financial reporting to partners communicating financial state of HGC to owners based on strategic plan Monthly reporting at meetings communicating status of strategic plan to all employees Monthly team lead reporting tracking team lead involvement in strategic plan Quarterly Exec reporting - communicate & redefine strategy of strategic plan with execs and dept. leads Build Our People Recruiting strategy: Columbus full time hires Diversity in co-ops HGC & SSRG field re-organization Leadership Academy classes Continue & evolve mentor / apprenticeship program 2017 | forecast 2017 | forecast Built Our People HGC Timeline - thru the years Preparing people for path for growth Built Our People Built Our Culture Built Our Processes Built Financial Performance 2016 | at a glance Build Financial Performance Build Our People Build Our Processes Build Every Day Staying on Track Enhance Office Operations: PM process improvement Accounting efficiencies CRM process evolution Go/NoGo process refinement Enhance Field Quality Control: Mentor / apprenticeship program evolution Safety training & implementation Built Our Processes graph showing people vs revenue and graph showing revenue by role type (PM, SPM, etc) 2016 | revenues by market Build Our Culture Build Our People Path to $1B | revenue goals by office 2031 | dream big Target growth areas for existing HGC markets : Entertainment Healthcare Target growth areas for new HGC markets: Industrial Mixed use Target growth area for secondary HGC markets: Windows Increase National footprint: Columbus office 2016 | at a glance Strategic Template to Strategic Plan 2017 | Forecast 2017 | revenues by market Build Our Processes Recruiting strategy: 3,000 FTE diverse, international candidates Be the "go to" company for co-ops Create an environment that provides meaning, career growth, empowerment for current and future employees Evolve apprenticeship program into professional series Questions, comments, next steps... Up Next... graph showing projected people vs revenue in 2017 Office re-organization (Market Leaders, Definition of markets & services) Began apprenticeship program - masonry Paid skills training - carpentry Professional Development series with Tommie Lewis Focused recruitment (industrial expertise (Brickett), national account expertise (Hothem), traveling supers) New PTO plan Additional members to Executive Team Build Cool Sh*t across state lines and country borders Maintain reputation as respected contractor National / Global community outreach involvement HGC expansion: Increase footprint (national & international presence Self-perform in new locations - strong field presence Acquisitions / mergers Growth into new service markets Growth of niche / specialized markets 2017 revenues by market (forecasted) Our Path to 2031 100 Years Build Our People Build Every Day Enhance Operations: Innovation Lab (3D printing/scanning, robotics, automation, modularization) Increase service offerings (Design/Engineering services, expand Project Delivery offerings, etc) Enhance Field Quality Control: Incorporate latest IT advancements (ie. self-healing building materials) Build upon reputation as a leader in safety Build Financial Performance Grow existing markets: entertainment, healthcare, industrial/manufacturing, multi-family Grow into new markets: data centers/IT advances, power, international TBD Secondary market growth: additional niche market segments Increase footprint: multiple offices (national and international presence) Built Our Culture HGC Construction Revenue $84.5M Annual Growth 2010-2016 18% SSRG Revenue $20.5M Annual Growth 2010-2016 26% Stanton Revenue $3.5M Annual Growth 2010-2016 26% Blueprint for consistent Operations: Playbook refinement Preconstruction Department created Software integration: Procore, Cosential, On-Screen, Enterface Technology integration: iPad roll out New Websites Build Our Processes 2031 | dream big Consistency in how we do things, wherever we are 2016 | at a glance Who? Obtain input from all departments to finalize the strategic plan for future growth & success Why? Preparing for long-term growth that fits the vision of HGC How? Focus on growing in a smart & sustainable way so we preserve our culture and maintain our reputation for quality, integrity, and innovation What? Define metrics of what we measure to ensure we're on the right path to meet our vision Blueprint for our Culture booklet Formed the Culture Committee Sports, internal outings, significant events, education Health & wellness, community engagement Improvements to HGC Campus - accounting area & SSRG space - courtyard - HR suite - fitness room - property acquisition Built Financial Performance Build Our People 2016 | at a glance Build Financial Performance Build culture & communication across field /

Project Rationale Presentation

Transcript: A server at idle uses less power, but a server is idle much more than it is active (probably WASTE) So what are the possible solutions? Longevity Long Term Gain Opportunity Aggressively Consolidated Storage > 4 Server Power 8 6 Large Is design time required? Would IAIT staff have relevant experience? By the Numbers 1 Major projects must be planned years in advance Server Power Solutions are designed to last, but some last longer than others Can IAIT do it themselves? Baseline comparison (5 is current system) H 2 10 servers running at 10% utilization Implementation Cost Server Load 41.7% of power being used 4 6 Integrating into a New Building Implementation Cost Mix of Microsoft and Unix servers, some standalone and some virtualized 4 but some of these numbers are off the charts... 0 /260 Can it be planned years in advance? Personnel Required the rest of the unit is outside the room Specific to server setup 5 Cooling Power Consumption Server Power Correlation with server power consumption [6] 2 servers at 80% utilization Turn off servers when they are not being used 4 Power Usage Cooling power is not trivial and scales with server power usage Can it be done with Summer time constraints? 0 On campus, at ventures, or purchase new land Can be done quickly Bleed 9 5 Other solutions are independent of other projects on campus 2 Server Reliability 1 Integrate into Next New Building 1 Initial startup costs 1 1 Implementation Cost Maintenance Cost Ease of Implementation So which is the best? 1 Limited yearly budget Cooling Power C 8 Ease of Implementation Wait for next building construction project 3 Implementation Cost If it goes down, everyone connected to Rose is affected Implementation Cost Reliability 2 The cooling unit... Personnel Required Cooling Power 7 8 Different servers contain different RHIT services 0 * Get permission to utilize space for improved server room Meets limited budget requirements Server Power Consumption 7 3 Maintenance Cost Baseline from current reliability Reliability Bleed 1 Long Term: Maintenance Cost 6 How risky is it? (chance it will take longer than predicted) Will it be more or less efficient than current system? 7 A Greener Server Room The Problem 2 Running approximately 52 servers on racks Cooling Power 5 5 Cooling Power 9 Integrating into a new building requires IAIT's narrow project window to line up with the construction of a new building Personnel Required 8 0 Breakdown of where a server spends it's power [1] Ease of Implementation Personnel Required 2 Maintenance Cost 6 New criteria evolve for longer term and larger budget solutions: 3 Decreasing Power Consumption of IAIT Servers Personnel Required Baselined comparison to current costs 7 Insulate Hot/Cold Aisles Servers running 24/7 The scope of the long term solution is decades larger Ease of Implementation Short Term: Everything must be compl- eted during the Summer m-onths Insulate Hot/Cold Aisles 8 Cost of ownership is increasingly maintenance Compared to 116 KwH are used for cooling 1 Less effective emissions Ease of Implementation Cooling Power Personnel Required 0 New equipment is purchased on a yearly basis 3 1 2 9 [2] 5 1 Staff needed for installation? Reliability [2] Isolation of hard drive to maximize effects of cooling 6 Cooling Systems Large machines cooled best by up and down air flow Design New Room * Server Power 9 The value of return in the long term is higher, but exceeds the implementation restrictions Reliability 4 So what is IAIT using at Rose-Hulman? Contributes to installation time Directly correlated to cooling power consumption Maintenance Cost 7 [3] Current IAIT Setup 3 About 162 KwH are used by server 9 Need for specialists for maintenance 3 Consolidating Servers Maintenance Cost 5 Improves cooling efficiency up to 80% Implementing a new server room is a multi-million dollar investment that will take decades to return cost, unlike short-term solutions 1 [5] Implementation Cost Transitioned to racks a decade ago Reliability 41.7% of power is used by server What Makes a Good Solution? A Server Power The server room is about the size of a standard dorm room in the triplets Construct IAIT building designated for server room and computer maintenance Need more staff to maintain? Ease of Implementation Racks are cooled best by horizontal air flow 4

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