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
Transcript: Formative Research Analyzing Situation Situation Background Significance Analyzing Organization Internal Environment Quality Comm. Resources Support Public Perception Well Known Reputation Affect External Environment Competition Opposition Environment Analyzing Publics Identifying Publics Major Publics Key Publics Major Opinion Leaders Analyzing Publics Nature of Key Publics Key Public Needs Benefits for Publics Strategy Goals and Objectives Goals Objectives Action/Response Strategies Proactive Strategies Reactive Strategies Consistency Effective Communication Message Source Spokesperson Credibility Charisma Control Tactics Comm Tactis Interpersonal Organizational New Media Advertising/Promotional Implementing Strategic Plan Workability Goals of Tactics Schedule 3 months 2 months 1 month Evaluation Awareness Measurement Acceptance Action Presented By: Tom Conran Peter Ireland Samantha Silberman Pilar Aquire Ben Paparieto Put press releases up on Arizona athletics website Ad’s in the daily wildcat Feature story on the local news stations It publicizes the event all over Arizona to attract key publics and it helps promote the event statewide. Resources will require extensive work from the Arizona athletics media relations team We hope to stimulate awareness through invitations to alumni and boosters. Ads in the Daily Wildcat as well as the Arizona Golf homepage. Feature story on local Tucson news channels. Always achive high standards of excellence. Consistently produce top class professional golfers such as Jim Fuyrk and Ricky Barnes Non-revenue sports like golf need outside funding in order to pay for the logitics of a season By gathering conations, we want to increase the team's ability to recruit and travel to compete Erica Barnes Head of Wildcat Club Maintain contact with donors via. regular email and phone calls Well known locally nationally and internationally We will be able to measure our action objectives by how many people show up. How many people use their raffle tickets. How many people donate money to Arizona Athletics. It gets them involved with the program. The donors who do not give as much money may feel less significant compared to those who donates hundreds of thousands of dollars. Press release about professional athletes attending Erica Barnes, Officer of Wildcat Club Phone calls and face-face meetings Maintaining relationships will help maintain donations Volunteers will help make phone calls, Wildcat Club will organize meetings Questions asked about the ad’s. Downloaded information on the Arizona Golf homepage. How many people reserve raffle tickets. Local feedback on our feature news story. Golf team is overshadowed by revenue sports such as Football and Basketball Keep alumni aware of Golf Team's success Keep donors coming back to make consistent donations In-house media relations team Links with IMG Without the fundraiser there would be no golf team. Money is needed for travel and equipment expenses. Team uses PR to inform community of their results and events Students, athletes, alumni, business owners in Arizona Very personable Can relate to athletes Arizona Daily star Interviews with key publics in Daily Wildcat KGUN news channel. This will help make people aware of the program and the donors. Contacts with broadcast and print journalists in Tucson Send donors formal invitations Tell them where the money will go Give them information of the organization Help them understand how important the donations are Business owners wan to be recognized for helping the program Interviews with athletes in order to send stories to journalists Oficer for Wildcat Club Oversees all donations establishes relationships with donors Donors get athletic memorabilia and recognition of supporting the program Fundraiser maintains relationships with former athletes and builds new relationships with local donors Organized by Athletic Director Greg Byrne and Head Coach Rick LaRose We would then measure our audience’s objectives by how many mentions on television and estimate the number of people watching. On the newspaper ads, we will be able to find the media impressions through the number of newspapers circulated. On the website ads, we can measure our awareness objective by how many visits to the website. Professional athletes want to give back to the program for helping them develop their skills send invitations to donors The fundraiser needs to attract former athletes as well as new donors Fundraiser occurs annually and provides 85% of the funding for the entire year The key publics and tactics working together make this plan workable. The plan offers a lot of interaction with the publics Gives former athletes an opportunity to give back to the program keeps clients aware of how donations helped them when they were in college 1992 National Champions 21 consecutive years of post season action The stategies are consistent with Arizona Athletics because they operate on avery formal and personal level
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 /
Transcript: huddle Mrs. Rossi huddle to crowd together crowd huddle separate
Transcript: Developing a Strategic Plan for the RAC In May of 2012, the RAC Board agreed to initiate a Strategic Planning process during its next Board meeting, to be completed within the year for the 2014-2016 triennial period. A Strategic Plan is required to give focus to RAC’s activities, to drive annual priorities and plans and to ensure alignment between members and the association. ""Strawman" documents: have we identified the right issues? Have we forgotten anything? Today: choices, ranking, perhaps amalgamate Timeline Draft and refine Fall-Winter 2012-2013 1st draft: Strategic Plan: Spring 2013 Spring RAC Board Meeting: validate Final draft: approval 2013 AGM The End Strategic Plan: Process Strategic Plan: 2014-2016 Environmental Scan, Issues and Choices
Transcript: Nobody knows babies like we do! Quality products . Good Customer service. Every Kid really loves this store.. BABYLOU ABOUT US About Us BabyLou was established in 2004. It has been more than a decade since we started, where we have ensured to take care of every need and want of every child and infant under one roof, true to the caption “NO BODY KNOWS BABIES LIKE WE DO”. Our benchmark is to provide 100% customer service and satisfaction and continue to deliver the same with a wide range of toys, garments and Baby Products. Play and Create We Are Best 01 02 03 Block games Building Blocks help Kids to use their brain. PLAY TO LEARN in Crusing Adventures Our Discoveries Enjoy a sunny vacation aboard a luxury yacht with the LEGO® Creator 3in1 31083 Cruising Adventures set. This ship has all the comforts you need, including a well-equipped cabin and a toilet. Sail away to a sunny bay and take the cool water scooter to the beach. Build a sandcastle, enjoy a picnic, go surfing or check out the cute sea creatures before you head back to the yacht for a spot of fishing. Escape into the mountains Disney Little Princes in Also available for your Babies..... Also... Out of The World… Our reponsibility BABYLOU…. Our Responsibility All children have the right to fun, creative and engaging play experiences. Play is essential because when children play, they learn. As a provider of play experiences, we must ensure that our behaviour and actions are responsible towards all children and towards our stakeholders, society and the environment. We are committed to continue earning the trust our stakeholders place in us, and we are always inspired by children to be the best we can be. Innovate for children We aim to inspire children through our unique playful learning experiences and to play an active role in making a global difference on product safety while being dedicated promoters of responsibility towards children.
Transcript: Hypothesis Background Information/Evidence for your Plan of Action We think the environment and host should be broken. Since researchers know the origin of Ebola they can either quarantine the area and close the caves where the host lives or exiterminate the hosts or use them for research. Goal and Outcome Statement of the Issue The goal of our strategic plans are to get civilians educated about the virus so that there's are less Ebola infections caused. Resources Ebola Outbreak Strategic Plan Ebola is getting better globally considering the decreasing percent of deaths from Ebola as of 2015 Plan of Action Although parts of Africa still struggle with the outbreak and have false information about the virus Red Cross workers educated people in the town about the dangers of the Ebola virus. Since, Red Cross workers informed people about the virus resulting into less cases of Ebola in the Guinea. U.S clinics have prepared for the Ebola outbreak and have taken many precautions to preventing the spread of Ebola. Even though there is no known cure or treatments for Ebola Doctors work hard to treats the symptoms the at make fatal such as hemorrhaging, fevers, and lose ofw Step 1: Educate - Inform people about the virus, and have an Ebola hotline to call if anyone has questions or believe they have the virus. Step 2: Clean - Make sure public places are clean. For example: bathrooms, restaurants, bus stations, planes etc Step 3: Separate the infected from the uninfected - Anyone Ebola positive should be quarantine. Step 4: Find a cure - If we find a vaccine, Ebola can be controlled Trained health care professionals and volunteer staff Disinfect Scientist Ebola protection suits More Ebola clinic rooms Estimate of 50,000,000 dollars
Transcript: WHY we do what we do WHAT we are building #9 Scriptures #10 Declarations: Revelation: To Do To Do Elder Leader A s i t i s H e a v e n . . . To Do To Do To Do To Do To Do To Do Core Value: Senior Leader(s): Leader To Do To Do Core Value: Leader: Change Owner: To Do #5 Vision Statement Goal: Testimonies To Do Change Owner: Elder Board . . . o n E a r t h Leader: To Do To Do #4 Desired Culture To Do Goal: To Do Leader: To Do #7 The Plan for Practical Development #7 Needs Leader: To Do Department: Culture: To Do To Do To Do To Do To Do To Do To Do To Do To Do Core Value: (c) Paul Manwaring & Ken Williams #6 Elder To Do Change Owner: To Do Goal: Department: To Do Culture: Leader: Apostolic Strategic Planning Chart To Do #8 Apostolic Relational Government Department: To Do To Do To Do Core Value: Goal: Department: To Do To Do T r a n s f o r m a t i o n & I n c r e a s e Core Value: To Do Leader ORIGINAL APOSTOLIC STRATEGIC PLAN TEMPLATE Change Owner: To Do To Do Change Owner: To Do Leader: To Do To Do Prophesies Fathers Culture: To Do #7 Goals To Do #4 Values & Beliefs To Do Leader: Core Value: To Do Change Owner: To Do To Do To Do To Do To Do Department: To Do Elder To Do To Do To Do To Do Change Owner: Elder Elder Core Value: To Do Elder To Do Goal: #4 The Plan for Cultural Development (Lived-out Behaviour) DNA To Do Leader: To Do Leader: Culture: History Leader: Leader To Do Department: To Do To Do Leader: Leader: Ministry's Name To Do Core Value: Activities Elder To Do To Do Change Owner: Core Value: One Year from Today To Do Core Value: Change Owner: W h e r e w e h a v e c o m e f r o m Culture: To Do To Do To Do To Do To Do Leader #4 Cultural Strengths Elder To Do Whole Ministry Leader: #2 Mission Staement Change Owner: To Do #1 Department: To Do #3 To Do Leader To Do To Do Leader: To Do Today's date Elder To Do To Do Elder To Do Department: To Do To Do W h e r e w e a r e h e a d e d Leader: To Do To Do Leader: To Do To Do To Do To Do
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