North Carolina

Small Business and TechnologyDevelopment Center

kills, tools, and performanceto enhance client outcomes

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STRASTRASTRASTRASTRATEGIC PLTEGIC PLTEGIC PLTEGIC PLTEGIC PLANANANANAN | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

TABLE OF CONTENTS

I. Executive Director’s Statement……………………………………………………………. 1

II. Vision and Mission Statements……………………………………………………………. 3

III. Guiding Principles…………………………………………………………………………. 3

IV. The SBTDC’s Role in North Carolina’s Economic Development System……………... 4

V. The Strategy………………………………………………………………………………… 5

First Strategic Focus – Client Needs and Services……………………………………….……

− First Goal – Client Needs and Services

5

Second Strategic Focus – Skills, Tools, and Performance to Enhance Client Outcomes…...

− Second Goal – Organizational Environment and Culture

− Third Goal – Professional Development

− Fourth Goal – Performance Measurement System

11

Third Strategic Focus – Partnerships and Alliances for Funding and Client Support…….

− Fifth Goal – Funding Partnerships

− Sixth Goal – Advisory Board and Alliances

20

Fourth Strategic Focus – Leadership………………………………………………………….

− Seventh Goal – Leadership and Organizational Values

27

VI. Strategic Plan (2003-2007) Committee…………………………………………………… 32

The SBTDC is a business development service of The University of North Carolina system

operated in partnership with the US Small Business Administration.

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I. EXECUTIVE DIRECTOR’S STATEMENT Beginning in 1998, the SBTDC’s strategic plan focused extensively on “who we serve” (client base) and “how we serve them” (specific approaches, services, and products). The primary outcome was a plan built around “client segmentation” with 65 percent of our efforts focused on existing small businesses and firms with growth potential. This required a shift in both our focus and our allocation of resources. It also required the development of new products and services – most notably our portfolio of management education services offerings. Finally, the shift in our focus in 1998 required a significant commitment to staff training and development to fully equip our staff with the skills and resources needed to effectively serve our clients. Our success in making the transitions expected under the 1998 strategic plan is now well documented. The results achieved in terms of client success are remarkable and serve to clearly confirm the efficacy of our strategic shift. The new strategic plan for 2003-2007 builds on that success. Built around four strategic foci, our new plan continues our client segmentation approach – slightly refined. It establishes a strategic blueprint for a learning organization which is committed to professional development, effective programs and services, strong operations support, and measurable outcomes. The four strategic foci of this new plan are: 1. Client needs and services Enhancing the scope and quality of services to clients. Our goal is to define needs and deliver products and services targeted at specific client segments in order to improve the performance of the businesses served and stimulate economic development in North Carolina. Under the 2003-2007 strategic plan, effective client portfolio management will play an important role for Regional Service Centers, Special Resource Area programs, and individual counselors. Portfolio management facilitates the identification, service, and management of the full range of services to clients in each segment served. The five key client segments are identified in the new plan: (1) information seekers, (2) early stage businesses, (3) small businesses, (4) small and medium-sized businesses, and (5) others. 2. Skills, tools, and performance to enhance client outcomes Equipping staff and management with the skills, tools, and resources necessary to deliver the highest quality service to clients. Our goal is to provide an organizational environment that values all employees and supports a culture that attracts, retains, develops, and rewards those employees who maximize their contribution and help achieve the SBTDC mission.

3. Partnerships and resources for client support Building partnerships and alliances and acquiring resources to support enhanced client services. Our goal is to respond to increased demand and deliver a broader range of client services by maintaining and enhancing the funding to support the SBTDC mission through preservation and diversification of funding sources. Diversification strategies are progressive and include potential joint ventures with strategic partners and exploring the formation of a separate, non-profit entity to carry out a portion of our work. 4. Leadership Providing a leadership and management system to support achievement of goals and objectives and ensuring quality of services to SBTDC clients. Our goal is to align all goals and strategies with organizational values by effectively demonstrating desired leadership principles and communicating the organizations strategic direction and priorities – while supporting an organizational culture that encourages, develops, and empowers all to achieve high performance levels that exceed client and stakeholder expectations. This plan establishes that leadership role around guiding principles, focused purpose, and people. It recognizes that leaders will play a key role in establishing and communicating the vision and guiding the SBTDC forward in implementing this plan and achieve its goals and mission. Our new strategic plan was developed by a planning group comprised of SBTDC staff elected by their peers, senior managers, Advisory Board members, and key partners. They have done a great job in developing a plan to keep us focused and guide our operations over the next five years. I thank the planning group for their efforts. I also thank all of the SBTDC family for their commitment to our prior strategic plan objectives and for their commitment to the new plan.

Scott R. Daugherty January 1, 2003

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II. VISION AND MISSION STATEMENTS

Vision Statement: The SBTDC envisions a new economic future for North Carolina using innovation and its focus on growth-oriented emerging companies and existing businesses to help drive economic growth and expand prosperity.

Mission Statement:

The University of North Carolina system’s Small Business and Technology Development Center (SBTDC), in partnership with the US Small Business Administration, is the recognized organization through which the State of North Carolina provides business counseling, management education, and technology development services to help the business community successfully meet challenges, manage change, and plan for the future.

III. GUIDING PRINCIPLES • To develop and deliver high quality, innovative, responsive services in a consistent and

timely manner. • To continually measure, evaluate, and report the quality, productivity, and impact of the

SBTDC. • To promote effective constituencies that advocate policies to support small and mid-sized

enterprises. • To sustain and expand a highly interactive network of university-based professionals who

leverage the vast resources of the UNC system. • To provide a work environment that encourages learning and innovation and ensures

employee satisfaction and respect while acknowledging and rewarding high performance exceeding client expectations.

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IV. THE SBTDC’S ROLE IN NORTH CAROLINA’S ECONOMIC DEVELOPMENT SYSTEM

The SBTDC was specifically established in 1984 by The University of North Carolina, and approved by the Governor, to become the vehicle through which the US Small Business Administration-funded Small Business Development Center (SBDC) program was made available to serve North Carolina’s small business community. Since then, the SBTDC has come to be recognized as the primary organization through which the State of North Carolina provides counseling and technical assistance to the business community. The SBTDC is also recognized for its strong role in technology development and commercialization, high quality educational programs and services, first-rate publications, and business resources and a strong advocacy role on behalf of small business.

The SBTDC functions as North Carolina’s federal/state partner for the:

♦ National SBDC Program – Funded by the US Small Business Administration (SBA)

♦ National Procurement Technical Assistance Center Program – Funded by the Defense Logistics Agency (DLA)

♦ National City/State Partnership Program – Administered by the US Export-Import Bank (Ex-Im)

♦ Federal and State Technology Partnership Program – Funded by the SBA.

As a lead state development resource, the SBTDC works in close partnership with the NC Department of Commerce to assure that the SBTDC’s extensive service delivery capacity is focused on:

♦ Meeting the needs of a targeted client base

♦ Providing business counseling and high value-added educational services

♦ Developing strong, funded referral and resource partnerships

♦ Achieving significant, measurable economic outcomes

As the largest inter-institutional program of The University of North Carolina system, the SBTDC:

♦ Supports The University’s public service mission

♦ Compliments The University’s direct educational mission

♦ Facilitates technology transfer and commercialization

♦ Leverages substantial university resources

♦ Coordinates with North Carolina Department of Commerce, economic development groups, and regional partnerships in implementing the State Economic Development Plan.

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V. THE STRATEGY FIRST STRATEGIC FOCUS: CLIENT NEEDS AND SERVICES

GOALS AND OBJECTIVES

FIRST GOAL – CLIENT NEEDS AND SERVICES Define needs, deliver products and services targeted at specific client profiles, improve the performance of businesses served, and stimulate economic development in North Carolina.

From its inception in 1984, the SBTDC has fulfilled its mission in North Carolina by providing information, management counseling, technical assistance, and training to a broad range of constituencies. Its primary emphasis, however, has always been on business counseling. Prior to the 1988-2002 strategic plan, the SBTDC placed heaviest emphasis on serving start-ups. Beginning in 1998, the SBTDC shifted its emphasis to a more balanced approach with a stronger focus on existing firms. In the 2003-2007 strategic plan, this focus will be refined and continued. We will continue to serve information seekers, start-ups, and existing businesses. The refinements to the client market segment approach started in 1998 are designed to allow us to better align our resources and services to meet the varying needs of businesses at different stages of their development. Changes include: (1) focusing our approach on three business segments – early-stage companies (including start-ups), traditional small businesses and small and mid-sized enterprises, and (2) eliminating the prior plan’s client segment designation of “high growth/high impact.” We’ve eliminated the high growth/high impact segment because of the difficulty of reaching definition consensus as to high impact companies. We’ve also recognized that high growth companies may exist across the full spectrum of the business life cycle from start-up to mature company. Under the 2003-2007 strategic plan, the SBTDC will focus its resources on service to four (4) primary client segments. These are: 1. Information Seekers (4%) Information seekers include individuals; entrepreneurs; pre-venture clients; early-stage businesses; established businesses; government agencies; legislators and other elected officials; the media; students, faculty, and university administrators; non-profit entities; and internal staff members seeking specific information. The SBTDC strives to efficiently deliver appropriate, accurate, and consistent information in a timely manner thereby establishing itself as the primary source for business information in North Carolina. 2. Emerging Businesses (30%) This segment is comprised of pre-venture clients and early-stage companies. Pre-venture clients currently are “not in business” but are making decisions regarding business feasibility or are in the process of opening a business. Clients in this segment that have not formally started their business may be engaged in writing business plans, identifying funding needs and raising capital,

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conducting market research, and performing feasibility exploration. Early-stage companies are generating revenue and have been in business for less than 3 years. Characteristics of early-stage firms may include: simple organization structure; informal, face-to-face communications; short-term business planning; individual owner decision making; growth ranging from uneven to episodic to accelerated. By targeting specific services and programs to this segment, the SBTDC can provide counseling and training support that maximizes the emerging firm’s opportunity for successful start-up and operations. 3. Small Businesses (38%) This segment consists of firms that have been in business for over three years and have sales of less than $1,000,000. These companies typically exhibit low to moderate growth or have limited potential for prolonged growth. Contact with this market focuses on specific problems for a limited time and is based on the client’s request for service. The SBTDC provides direction and feedback to the small business segment through management counseling, Management Education Services (MES), training, technical assistance, and Specialized Market Development Services. 4. Small and Mid-Sized Enterprises (SME) (26%) This segment consists of small and mid-sized enterprises that have sales over $1,000,000 and have been in business for more than three years. Small and mid-sized enterprises tend to have moderate growth to high growth potential. Companies in this group have, or may be in the process of forming, management teams. Characteristics of small and mid-sized companies often include: a centralized organization structure, budgets, policies, and procedures. Medium range planning is beginning to evolve, and management group decision-making is emerging. Management counseling, training, Management Education Services (MES), technical assistance, and Specialized Market Development Services are valuable services and programs that the SBTDC provides to the small and mid-sized enterprise (SME) segment. 5. Other (2%) This segment includes any organization that is not in business to make a profit. This segment may include associations, government agencies, educational entities, and non-profits. The SBTDC does not emphasize service to this segment but responds from time to time to requests for assistance when appropriate. Normally this involves providing MES services, generally for a fee. STRATEGIC OBJECTIVE: 1.1 Redefine client segmentation based on a profiling system to better identify similar

clients and provide services to meet their specific needs. IMPLEMENTATION STRATEGY 1.1.1 Establish new client segmentation based on profile approach.

New segmentations: 1. Information Seekers – Phone and email inquiries 2. Emerging Businesses – clients exploring business feasibility through businesses

that have been operating for less than three years 3. Small Businesses – in business more than three years, with sales less than

$1,000,000

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4. Small and Mid-sized Enterprises (SMEs)- in business more than three years with sales over $1,000,000

5. Other – associations, government agencies, educational institutions, and non-profit organizations.

Primary responsibility and timeline: Client work group – 1st Quarter 2003. Measurement/Indication: STARnet reports. 1.1.2 Modify Management Information System to accommodate new client segmentation. Primary responsibility and timeline: Deputy Director and STARnet

Programmer - 4th Quarter 2002. Measurement/Indication: Abstracts/Session Form. 1.1.3 Introduce and train all staff in the use of the new client profiles for segmentation

purposes. Primary responsibility and timeline: Executive Director, Deputy State

Director and Associate State Directors 1st Quarter 2003 Measurement/Indication: Successful implementation of segmentation

system. 1.1.4 Evaluate the accuracy and effectiveness of the client profile. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors - 2nd Quarter 2003.

Measurement/Indication: STARnet reports. 1.1.5 Review current products and services for match with client segments. Research and

design new products and services to be responsive to the specific client segment needs. Primary responsibility and timeline: Executive Director, Deputy Director,

Director of MES, Associate State Directors – 2nd Quarter 2003, annually thereafter.

Measurement/Indication: Develop and launch new products as needed. STRATEGIC OBJECTIVE: Research client needs and impact. 1.2 Business and Research Services to continue research annually to identify business

needs. IMPLEMENTATION STRATEGY 1.2.1 Each year conduct research and develop annual business needs assessment. Primary responsibility and timeline: Executive Director, Business Research

Services – 2nd Quarter annually. Measurement/Indication: Annual assessment. 1.2.2 Analyze and report findings to all staff and stakeholders. Primary responsibility and timeline: Executive Director, Business Research

Services, Associate State Directors and Manager of Communication and Public Communications – 2nd Quarter.

Measurement/Indication: Annual report of findings. 1.2.3 Review current products and expand new products and services that are responsive to the

identified business needs. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 2nd Quarter annually.

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Measurement/Indication: Recommendation of new products and introduction of new products.

1.2.4 Review current economic impact survey methodology and approach. Enhance the information gathering system to improve client impact validation.

Primary responsibility and timeline: Business Research Services, Executive Director, Deputy State Director and Associate State Directors – 3rd Quarter annually.

Measurement/Indication: Survey findings and validation of services impact.

STRATEGIC OBJECTIVE: SBTDC Marketing plan. 1.3 Develop a marketing plan that focuses on clients segments. This plan should

reflect: (a) Client needs (b) Goals (c) Services provided by SBTDC (d) Resource allocation (e) Partnerships (f) External communication.

IMPLEMENTATION STRATEGY 1.3.1 Appoint a work group to develop a SBTDC Marketing Plan – including implementation

and evaluations procedures as well as performance measures – consistent with the client segmentation focus. The work group should include (but not be limited to the Director of Business Research and Services, Director of Management Education Services, Manager of Communication and Public Information).

Primary responsibility and timeline: Executive Director, Deputy State Director, Director of MES, Associate State Directors and Regional Directors – 1st and 2nd Quarter 2003.

Measurement/Indication: SBTDC Marketing Plan. 1.3.2 Implement Marketing Plan and strategy consistently throughout ALL Regional Centers

and special programs. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, and all Directors – 3rd Quarter 2003. Measurement/Indication: Full implementation of the Marketing Plan. 1.3.3 Incorporate marketing plan and client profile in the RSC Annual Work Plan process. Primary responsibility and timeline: Deputy State Director, Associate State

Directors, Director of MES, Regional Directors and SRA Directors – 4th Quarter 2003.

Measurement/Indication: Annual work plans emphasize implementation of the marketing plan.

1.3.4 Evaluation and feedback procedures to insure implementation of the Marketing Plan by ALL Regional Service Centers consistent with their work plans and SBTDC goals.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, and Director of MES – 1st Quarter 2004.

Measurement/Indication: Consistent implementation in all 2004 Regional Service Center work plans.

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1.3.5 Conduct an annual review of the effectiveness of the Marketing Plan by a Review Team consisting of the Director of Business Research and Services, Director of Management Education Services, and Manager of Communication and Public Relations and representative directors, counselors, and administrative staff.

Primary responsibility and timeline: Executive Director, Deputy State Director, Director of MES and review team – 4th Quarter annually.

Measurement/Indication: Report on effectiveness and make recommendations for improvement.

STRATEGIC OBJECTIVE: Client evaluation and feedback. 1.4 Create a client assessment system to more accurately measure client satisfaction

based on perceived needs and delivered services, and develop methodology for determining outcomes and impact.

IMPLEMENTATION STRATEGY 1.4.1 Appoint work group to evaluate current client evaluation process and recommend

modifications to achieve the strategic objective. Primary responsibility and timeline: Executive Director, Deputy State

Director – 1st Quarter 2004. Measurement/Indication: Work group selected. 1.4.2 Design and implement a system to measure outcomes and impact:

- Research other models including both SBDC and non-SBDC models - Link to national effort at ASBDC level - Develop and test system - Redesign evaluation cards based on modifications - Train staff, implement, and evaluate new system.

Primary responsibility and timeline: Work group – 3rd Quarter 2004. Measurement/Indication: New client evaluation process. 1.4.3 Modify Management Information System to record, track, and report evaluation results. Primary responsibility and timeline: Deputy State Director, Computer

Systems Administrator, STARnet Programmer – 4th Quarter 2004. Measurement/Indication: MIS system modified. 1.4.4 Train ALL staff regarding new assessment system, procedures, and reports. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES and all Directors – 4th Quarter 2004.

Measurement/Indication: 1.4.5 Review and assess the effectiveness of the new evaluation process biannually. Primary responsibility and timeline: Executive Director, Deputy State

Director and Associate State Directors – 4th Quarter 2004. Measurement/Indication: Annual reviews beginning in 4th Quarter 2005. STRATEGIC OBJECTIVE: Case management and client service. 1.5 Institute a systematic case management approach that improves counselor

delivered services and follow-up to enhance client satisfaction. IMPLEMENTATION STRATEGY 1.5.1 Appoint work group to develop a systematic case management approach that ensures

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effective counselor services and follow-up. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Director of MES – 4th Quarter 2003 ongoing.

Measurement/Indication: Case management model. 1.5.2 Conduct a GAP analysis of any deficiencies created by the new case management

approach, and develop appropriate professional development activities and best practices consistent with desired outcomes.

Primary responsibility and timeline: Deputy State Director, Associate State Directors, Director of MES and work group – 4th Quarter 2003 ongoing.

Measurement/Indication: Recommended professional development and best practices.

1.5.3 Modify Management Information System to facilitating monitoring of the case

management approach. Primary responsibility and timeline: Deputy State Director, STARnet

Coordinator, and STARnet Programmer – 4th Quarter 2004. Measurement/Indication: System modifications. 1.5.4 Provide training to ALL staff in utilizing the case management approach. Primary responsibility and timeline: Deputy State Director, Associate State

Directors and Director of MES – 1st Quarter 2005. Measurement/Indication: Case management recommendations

implemented and included in STARnet. 1.5.5 Evaluate effectiveness of the case management approach for all counselors, Regional

Centers, and the SBTDC statewide network quarterly. Evaluation will include feedback from clients.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES and SRA Directors – 1st Quarter 2006 ongoing.

Measurement/Indication: Quarterly reports documenting case management activity.

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SECOND STRATEGIC FOCUS: SKILLS, TOOLS AND PERFORMANCE TO ENHANCE CLIENT OUTCOMES

GOALS AND OBJECTIVES SECOND GOAL – ORGANIZATIONAL ENVIRONMENT AND CULTURE

To provide an organizational environment and culture that values attracts, develops, rewards, and retains high performing employees and maximizes their contribution toward achieving the SBTDC mission

STRATEGIC OBJECTIVE: Human Resources System 2.1 To review, evaluate, and make recommendations related to the SBTDC human

resource system including organizational structure, recruitment and retention practices, job descriptions and compensation policies and also assess the potential for expanded career path options within the SBTDC.

IMPLEMENTATION STRATEGY 2.1.1 Appoint task force to review and modify the SBTDC statewide HR system that blends

with local campus policies and provides for consistency in recruiting, hiring, evaluation, compensation, and promotions.

Primary responsibility and timeline: Executive Director, Deputy State Director, and Associate State Directors – 1st and 2nd Quarter 2004.

Measurement/Indication: New Human Resources system. 2.1.2 Review and standardize SBTDC tools and resources for consistency in recruiting,

hiring, and evaluating employees and for acknowledgment, incentives, and rewards. Include hiring policies, standard interview questions, and case studies.

Primary responsibility and timeline: Task Force, Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 2nd and 3rd Quarter 2003.

Measurement/Indication: Strategize tools, policies, and procedures related to hiring and reward.

2.1.3 Develop and implement an annual review process of staff salaries for consideration of in-range salary increases.

Primary responsibility and timeline: Executive Director, Deputy State Director, and Associate State Directors – 2nd Quarter annually.

Measurement/Indication: Annual review and salaries of all staff. 2.1.4 Review current SBTDC career ladder to assess its appropriate fit with expected

organizational performance targets and strategic direction. Investigate other models including public service faculty designation.

Primary responsibility and timeline: Task Force, Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2003.

Measurement/Indication: Recommendation to enhance SBTDC career ladder options.

STRATEGIC OBJECTIVE: Environment and Culture 2.2 Enhance the organizational environment and culture to foster openness, freedom

of expression, sharing of ideas, and improved employee satisfaction and performance.

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IMPLEMENTATION STRATEGY 2.2.1 Utilize employee section of website and additional communication channels to provide

information to employees. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, all Directors, and Webmaster – 1st Quarter 2003 ongoing.

Measurement/Indication: Implementation of additional channels of communication.

2.2.2 Develop web-based applications for employees to ask questions, provide suggestions, and receive feedback.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, all Directors, and Webmaster – 3rd Quarter 2003.

Measurement/Indication: A functioning web-based application for employees.

2.2.3 Establish and implement an SBTDC system and routine practice of conducting exit interviews to monitor and improve organizational culture and practices.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2003.

Measurement/Indication: Exit interviews with all departing staff beginning 2003.

2.2.4 Research, design, and implement a system to measure employee satisfaction and garner feedback every two years.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 2nd Quarter 2003.

Measurement/Indication: Completed employee survey and tabulated results.

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THIRD GOAL – PROFESSIONAL DEVELOPMENT Enhance the learning environment of the SBTDC by providing the opportunity for all employees to acquire and apply the knowledge, skills, and attitudes necessary to grow professionally and contribute to the accomplishment of the SBTDC mission

STRATEGIC OBJECTIVE: Professional Education Program 3.1 Fulfill our organizational commitment to continuous learning through ongoing

enhancement of the SBTDC’s continuing professional education (CPE) program consistent with the SBTDC strategic plan and ASBDC accreditation standards.

IMPLEMENTATION STRATEGY 3.1.1 Convene a representative planning group to evaluate and make recommendations to

enhance the SBTDC’s continuing professional education (CPE) program, including policies and procedures, committee structure and responsibilities, core competencies, new employee orientation, annual development plans, and ongoing staff education.

Primary responsibility and timeline: Executive Director, Deputy Director, ASDs – 1st Quarter 2003.

Measurement/Indication: Representative group appointed and provided a charge.

3.1.2 Seek feedback from all staff on the planning group’s recommendation and revise if necessary.

Primary responsibility and timeline: Executive Director, Deputy Director, ASDs – 3rd Quarter 2003.

Measurement/Indication: Feedback received and summarized. 3.1.3 Implement continuing professional education (CPE) program recommendations. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 4th Quarter 2003.

Measurement/Indication: Implement changes into PD Program for beginning 2004.

3.1.4 Maintain the present commitment to semi-annual (Spring & Fall) professional development conferences. Make recommendations that will enhance these events.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, all Directors, and PD Work Group – 3rd Quarter 2003.

Measurement/Indication: Implementation of recommendations in 2004. 3.1.5 Review and recommend improvements to the current professional development

materials on the SBTDC employee Intranet including CPE policies and procedures, forms, and the Core Competency Handbook.

Primary responsibility and timeline: Executive Director, Deputy Director, Associate State Directors, Webmaster, Asst. State Director for Administration & Operations – 2nd Quarter 2003.

Measurement/Indication: Website updated with current materials. 3.1.6 Explore and implement best options for future enhancements to the CPE section of the

SBTDC Intranet such as write-in forms, on-line PD registration, core competency self-directed learning modules, Q&A forum.

Primary responsibility and timeline: Executive Director, Deputy State

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Director, Associate State Directors, Director of MES, all Directors, Webmaster, PD Committee – 4th Quarter 2003.

Measurement/Indication: CPE section of website updated. STRATEGIC OBJECTIVE: Core Competencies 3.2 Enable all SBTDC employees to develop and apply core competencies in the areas

of organizational knowledge, counseling skills, and technical skills necessary to achieve excellent results.

IMPLEMENTATION STRATEGY 3.2.1 Request the representative PD planning group to review, evaluate, and make

recommendations to enhance the SBTDC’s approach to core competency development and implementation. Consider changes in structure (committees/staff engagement), process (ease/barriers, expectations), policies (required vs. optional), and internal communication with an aim toward maximizing impact and return.

Primary responsibility and timeline: Executive Director, Deputy Director, PD Planning Group – 2nd Quarter 2003.

Measurement/Indication: Core competency recommendations sent to all staff for feedback.

3.2.2 Seek feedback from all staff on the planning group’s recommendations and review if necessary. Implement core competency development and implementation recommendations.

Primary responsibility and timeline: Executive Director, Deputy Director, PD Planning Group – 3rd Quarter 2003.

Measurement/Indication: Summary of feedback from all staff. 3.2.3 Planning group to identify and recommend additional core competencies, beyond

“organizational knowledge,” for administrative and support staff as well as for Special Resource Area (SRA) staff.

Primary responsibility and timeline: PD Planning Group – 3rd Quarter 2003.

Measurement/Indication: Core competency recommendations. STRATEGIC OBJECTIVE: Advanced Competencies 3.3 Identify and develop advanced competencies needed to support an advanced level

of service delivery. IMPLEMENTATION STRATEGY 3.3.1 Planning group to evaluate the implementation of “advanced” competencies (higher

level knowledge and skills) for employees who have demonstrated proficiency in designated core competency areas and recommend appropriate action.

Primary responsibility and timeline: PD Planning Group – 3rd Quarter 2003.

Measurement/Indication: Evaluation. 3.3.2 Planning group to review, evaluate, and make recommendations to enhance the MES

advanced competency qualification process with special attention to accelerating outcomes while maintaining quality standards.

Primary responsibility and timeline: PD Planning Group, Director of MES, Deputy Director, ASDs – 3rd Quarter 2003.

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Measurement/Indication: Recommendations for advanced competencies qualification.

FOURTH GOAL – PERFORMANCE MEASUREMENT SYSTEM

Provide the appropriate systems to effectively measure individual and organizational performance, outcomes, and impact.

STRATEGIC OBJECTIVE: Performance Measurement System 4.1 Develop a comprehensive, equitable performance measurement system that

encompasses an employee’s performance, conduct, and contribution and is appropriately integrated with other SBTDC and university evaluation systems.

IMPLEMENTATION STRATEGY 4.1.1 Conduct research on existing performance measurement systems that may serve as a

model for the SBTDC plan. Primary responsibility and timeline: Business Research Services and

Director of Operations – 3rd Quarter 2003. Measurement/Indication: Research reports and analysis by 4th Quarter

2003. 4.1.2 Form a representative planning group to recommend a comprehensive and functional

performance measurement system. Primary responsibility and timeline: Executive Director, Deputy State

Director and Directors – 4th Quarter 2003. Measurement/Indication: Formation of Planning Group to complete work

by 4th Quarter 2004. 4.1.3 Beta test and evaluate the system. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 1st – 4th Quarter 2005.

Measurement/Indication: Implement system including adjustment. 4.1.4 Make appropriate adjustments based on feedback. Primary responsibility and timeline: Work Group – 4th Quarter 2005. Measurement/Indication: Revised system including adjustment. 4.1.5 Implement system statewide and use it to recommend acknowledgements, incentives,

rewards, and compensation. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2006.

Measurement/Indication: Fully functional performance measurement system.

STRATEGIC OBJECTIVE: Unit Performance 4.2 Provide a performance measurement system that assesses a unit’s performance

and contribution to the organization’s overall goals and mission. IMPLEMENTATION STRATEGY 4.2.1 Continue and enhance the practice of annual center reviews. Primary responsibility and timeline: Executive Director, Deputy State

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Director and Associate State Directors – 1st Quarter annually. Measurement/Indication: Enhanced Center Review Model. 4.2.2 Conduct center annual work plan reviews in the third quarter to review performance

against current year’s annual work plan and to discuss strategy for developing and completing the upcoming annual work plan by the end of the current year.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 3rd Quarter annually.

Measurement/Indication: Year-end performance review. 4.2.3 Establish criteria to identify and certify high performing regional service centers (RSCs)

and special resource areas (SRAs). Primary responsibility and timeline: Executive Director, Deputy State

Director, Director of MES and Associate State Directors – 3rd Quarter 2005. Measurement/Indication: Certification policy/procedures and

implementation. 4.2.4 Develop methodology to evaluate performance of HQ. Primary responsibility and timeline: Deputy State Director and Work

Group to be appointed – 3rd Quarter 2004. Measurement/Indication: Evaluation process developed by 4th Quarter

2004. STRATEGIC OBJECTIVE: Integration of Performance Measurement Systems 4.3 Integrate all performance measurement systems and link to competency

development, compensation, rewards /incentives, and acknowledgements. IMPLEMENTATION STRATEGY 4.3.1 Maintain communication and coordination between planning groups assigned to develop

employee, regional center, client, and stakeholder performance measurement systems. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, all Directors, and planning group – 4th Quarter 2003.

Measurement/Indication: Coordinated effort between Work Groups. 4.3.2 Link new performance measurement systems to existing SBTDC and university

programs. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, all Directors, and Director of Operations – 2nd Quarter 2004.

Measurement/Indication: Performance system linked and consistent with university programs.

4.3.3 Communicate performance expectations to professional development planning groups to coordinate development of appropriate core competency and training programs consistent with the SBTDC's strategic direction.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 3rd Quarter 2005.

Measurement/Indication: Professional Development/Core Competency consistent with SBTDC Strategic Plan.

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STRATEGIC OBJECTIVE: Acknowledgements, Incentives, and Rewards 4.4 Develop and implement an incentive and rewards system, linked to the performance

measurement system, which delivers commensurate acknowledgements, incentives, and rewards to employees who exceed expectations and optimize management and service delivery. Definition of terms: Acknowledgements (recognition of exceptional performance), Rewards (compensation for exceptional performance). Incentives (clearly stated promise of rewards and/or acknowledgements for specific, positive performance).

IMPLEMENTATION STRATEGY 4.4.1 Conduct research on existing employee reward programs. Primary responsibility and timeline: Business Research Services, Executive

Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 4th Quarter 2003.

Measurement/Indication: Research report by end of 4th Quarter 2003. 4.4.2 Convene a planning team with both internal and external representatives to research and

develop an acknowledgement and incentive/reward program. Primary responsibility and timeline: Executive Director, Deputy State

Director and Associate State Directors – 1st Quarter 2004. Measurement/Indication: Work Team and recommendations by 3rd

Quarter 2004. 4.4.3 Implement an acknowledgement and incentive program that rewards individual, regional

center, and SRA performance for outstanding delivery of programs and services based on specific outcome criteria and the strategic plan.

• Assess compliance with NC Office of State Personnel and with university HR policies

• Assess proposed program against S.M.A.R.T. E. R.* criteria. *Specific, Measurable, Achievable, Realistic, Time-driven, Extended, Reward

Primary responsibility and timeline: Work Team, Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors - 1st Quarter 2004.

Measurement/Indication: Acknowledgement and Incentive Program recommended by end of 3rd Quarter 2004.

4.4.4 Solicit input from employees on draft recommendations for the proposed acknowledgement and incentive/reward options.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, all Directors, and Work Team – 4th Quarter 2004.

Measurement/Indication: Feedback from all staff and referred recommendations.

4.4.5 Determine annual funding requirements and identify funding options to support the incentives and rewards program.

Primary responsibility and timeline: Executive Director, Deputy State Director and Senior Directors – 4th Quarter 2004.

Measurement/Indication: Recommended budget and options. 4.4.6 Implement program.

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Primary responsibility and timeline: Executive Director , Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2005.

Measurement/Indication: Program implemented. 4.4.7 Conduct annual employee survey to gain feedback, help assess results, and evaluate the

system. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2006.

Measurement/Indication: Employee survey results and analysis. STRATEGIC OBJECTIVE: Technology 4.5 SBTDC to utilize technology to improve communication, enhance performance,

and to effectively monitor quality, effectiveness, and impact. IMPLEMENTATION STRATEGY 4.5.1 Explore adding a financial feedback or measurement system in STARnet for both

management and employee use. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Director of Operations – 2nd Quarter 2004.

Measurement/Indication: STARnet enhanced with reports structure in place for centers and staff.

4.5.2 Leverage technology to effectively communicate policies, procedures, and best practices on the SBTDC’s web site and develop a practice for managing and maintaining

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors and Director of Operations – 1st Quarter 2003.

Measurement/Indication: Policy, procedures and best practices in SBTDC web site.

4.5.3 Design and develop a system for monitoring, tracking, and analyzing client relationship management including electronic client interactions.

Primary responsibility and timeline: Executive Director, Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 2nd Quarter 2004.

Measurement/Indication: System implemented for monitoring, tracking, and analyzing client relationship management.

4.5.4 Investigate and recommend a statewide e-mailing software and Internet browser platform – ones that are supported in whole or in part by the host university and have ongoing security updates and development programs.

Primary responsibility and timeline: Executive Director, Deputy State Director and Director of Operations – 4th Quarter 2004.

Measurement/Indication: Statewide email system. 4.5.5 Include an in-house SBTDC extranet system to disseminate information across the state

including a database for inventory of skills of staff, Advisory Board members, and other outside resources.

Primary responsibility and timeline: Executive Director, Deputy State

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Director, Associate State Directors, Director of Operations and PR/Communications Manager – 1st Quarter 2005.

Measurement/Indication: Functioning extranet system.

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THIRD STRATEGIC FOCUS: PARTNERSHIPS AND ALLIANCES FOR FUNDING AND CLIENT SUPPORT

GOALS AND OBJECTIVES The objectives and strategies related to funding are among the most progressive addressed within the SBTDC strategic planning process. This is attributable to three primary factors:

1. The continuing uncertain budget environment 2. The need to expand the ability to compensate high-performing SBTDC staff. 3. The need to strengthen the SBTDC’s presence and role in the economic and business

development community in support of The University of North Carolina and North Carolina’s economic development strategy.

FIFTH GOAL – FUNDING PARTNERSHIPS

To maintain and expand the funding available to support the SBTDC mission through preservation and diversification of funding sources to ensure that the SBTDC can continue to provide quality services and meet a growing client demand.

STRATEGIC OBJECTIVE: Maintain, Increase and Diversify Funding 5.1 To maintain, increase, and diversify funding from government and university

sources in accordance with the strategic direction of the SBTDC. IMPLEMENTATION STRATEGY 5.1.1 Continue compliance with SBA grant requirements. Primary responsibility and timeline: Executive Director, Deputy State Director,

Associate State Directors, Director of MES, and all Directors - annually. Measurement/Indication: annual work plans, regional center reviews, Deliverables

reported quarterly, semi-annually, annually. 5.1.2 Maintain and enhance the relationship with the SBA District Office through a high level

of communication with the SBA District Director, SBA project office, and Office of Small Business Development Centers in Washington, DC

Primary responsibility and timeline: Executive Director - ongoing. Measurement/Indication: Quarterly communication, negotiated agreement, and

joint projects and training. 5.1.3 Secure additional State matching fund sources in order to capitalize on additional SBA,

DLA, and other federal funding sources. Primary responsibility and timeline: Executive Director, Deputy State Director and

Associate State Directors - ongoing. Measurement/Indication: Funding increase of at least $500,000 in first two years

of plan. 5.1.4 Maintain compliance with Defense Logistics Agency (DLA) grant requirements. Primary responsibility and timeline: Executive Director, Deputy State Director

and PTAC Director – 1st Quarter annually. Measurement/Indication: Time reports and accomplish of award goals and

objectives. 5.1.5 Diversify NC Department of Commerce funding and to support initiatives consistent

with the State Economic Development Plan. Primary responsibility and timeline: Executive Director and Deputy State Director

– 3rd Quarter annually.

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Measurement/Indication: Coordinate agency efforts and maintain or increase 5.1.6 Evaluate new opportunities and retain funding from appropriate current local sources. Primary responsibility and timeline: Executive Director, Deputy State Director,

Associate State Directors, Director of MES, and all Directors - ongoing beginning 1st Quarter 2003.

Measurement/Indication: Evaluate local funding opportunities annually and maintain and increase those funds to at least $100,000.

STRATEGIC OBJECTIVE: Legislative Strategy 5.2 Design and implement legislative strategy to increase elected officials’

understanding and awareness of the SBTDC’s important role in economic development and business assistance.

IMPLEMENTATION STRATEGY 5.2.1 Assess and evaluate the best approach to be taken for maximum impact with

elected officials. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2003.

Measurement/Indication: Legislative strategy and approach. 5.2.2 Develop appropriate materials for most effective communication of the SBTDC

message. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 2nd Quarter 2003

Measurement/Indication: New materials for distribution. 5.2.3 Allocate resources and assign staff, other resources. Primary responsibility and timeline: Executive Director, 1st Quarter

annually. Measurement/Indication: Resources allocated and assignment made. STRATEGIC OBJECTIVE: Private Sector Funding 5.3 To maintain, increase, and diversify funding through existing private sector

partnerships and through new and creative channels in accordance with the strategic direction of the SBTDC.

IMPLEMENTATION STRATEGY: 5.3.1 Assess existing funding sources and identify potential new private sector sources, then

formulate and implement plans for assessing such sources. Primary responsibility and timeline: Executive Director, Deputy State Director,

Associate State Directors, Director of MES, and all Directors – ongoing beginning 1st Quarter 2003.

Measurement/Indication: Gain additional $100,000 annually from existing and new sources.

5.3.2 Attract funding sources as partners that have a vested interest in entrepreneurship and economic development (e.g., banks, utilities, Kaufman Foundation, Federal Reserve) and effectively manage relationships.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors - ongoing, beginning

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1st Quarter 2003. Measurement/Indication: Add 2 new funding - 1st Quarter 2005. 5.3.3 Increase funding sources for sponsorships (and grants) with programs and events that

are not currently funded or replace direct costs for existing programs and events with sponsored or subsidized funding.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors - ongoing beginning 1st Quarter 2003.

Measurement/Indication: Add three new sponsorships by 2006. 5.3.4 Engage investor and angel groups such as Dogwood Equity, PIED, PAN and negotiate

funding to develop educational programs and sources for them and their clients. Primary responsibility and timeline: Executive Director, Deputy State Director,

Director of MES and Associate State Directors - ongoing beginning 1st Quarter 2003.

Measurement/Indication: Two new funded programs by end of 2005. STRATEGIC OBJECTIVE: Program Income 5.4 To maintain, increase, and diversify program income generated by the SBTDC by

providing service to targeted clients and partners in accordance with the SBTDC’s strategic direction.

IMPLEMENTATION STRATEGY 5.4.1 Achieve MES training milestones and generate targeted program income annually. Primary responsibility and timeline: Executive Director, Deputy State Director,

Director of MES, Associate State Directors, and all Directors – quarterly beginning 1st Quarter 2003.

Measurement/Indication: All RSCs achieve MES training milestones and program income goals annually.

5.4.2 Leverage the client relationships of the SRAs and enhance the integration with regional centers to deliver a level of service to this selected client base.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate Directors, Director of MES, and all Directors – 2nd Quarter 2003.

Measurement/Indication: Percent of SRA clients referred to RSCs to reach 70 percent by 2004.

5.4.3 Focus the strategy of regional centers on the allocation of resources, utilization of client profiling, management of client portfolios, consistent delivery of a higher level of service, evaluation of priorities, and time management.

Primary responsibility and timeline: Executive Director, Deputy State Director, Director of MES, Associate State Directors, and all Directors – Quarterly throughout plan. 1st Quarter 2003 quarterly thereafter.

Measurement/Indication: Annual Work Plan - performance to plan and Quarterly reports.

5.4.4 Review current Business and Research Services including fee-based services, establish a fee structure and incorporate more directly as level of service.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate Directors, Director of MES and Director of Business & Research Services – 4th Quarter annually.

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Measurement/Indication: Business & Research Services Annual Work Plan including Milestones. Complete income generating projects are included in Regional Center Annual Work Plans.

5.4.5 Exploit the national leadership position of the SBTDC and partner with selected other SBDCs for qualification in MES products and delivery of fee-based services.

Primary responsibility and timeline: Executive Director, Deputy State Director and Director of MES – 2nd Quarter 2003 and ongoing.

Measurement/Indication: One additional training for each SBDC already engaged, three new SBDC trainings, $10,000 revenue from licensed materials annually beginning in 2004.

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SIXTH GOAL – ADVISORY BOARD AND ALLIANCES STRATEGIC OBJECTIVE 6.1 Maintain statewide SBTDC Advisory Board and develop active regional advisory

boards at each center. IMPLEMENTATION STRATEGY 6.1.1 Measure performance of advisory board system and adjust membership to maximize

participation, gain broad representation, and identify/attract members with specialized advice as needed. Enhance importance of advisory board role by having appointments made by the President of the University system or chancellor of the SBTDC regional center campus.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors and RSC Directors – 1st and 4th Quarter annually.

Measurement/Indication: Update statewide and regional boards. 6.1.2 Statewide SBTDC Advisory Board to meet at least four times per year; two in

conjunction with SBTDC Spring and Fall Professional Development meetings, when possible.

Primary responsibility and timeline: Executive Director – 1st Quarter 2003 and ongoing.

Measurement/Indication: Updated board and scheduled meetings 6.1.3 Review regional advisory board activity at annual regional center review. Primary responsibility and timeline: Executive Director, Deputy State

Director and Associate State Directors year-to-year, beginning with Center Reviews in 1st Quarter 2003.

Measurement/Indication: Annual center review report and Regional Center Advisory Board schedule.

6.1.4 Maximize regional advisory board activity and participation by including advisory board activity as an expectation in the annual planning process.

Primary responsibility and timeline: Associate State Directors and RSC Directors – 3rd Quarter annually beginning in 2003.

Measurement/Indication: Annual work plan with advisory board review and impact.

6.1.5 Regional Center Advisory Board to meet a minimum of twice per year. Primary responsibility and timeline: Associate State Directors and Regional

Center Director – twice per year, beginning every 1st and 3rd Quarter in 2003.

Measurement/Indication: Each Regional Board to meet at least two times per year.

STRATEGIC OBJECTIVE: Partnerships and Alliances 6.2 Enhances relationship with economic development community including

Department of Commerce, Biotech Center, State Economic Development Board, Board of Science and Technology, and regional economic partnerships.

IMPLEMENTATION STRATEGY 6.2.1 Strengthen relationships with key partnerships and stakeholders including (1) funding

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partners, (2) resource partners, (3) advisory boards, and (4) university partners. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – 1st Quarter 2003.

Measurement/Indication: New funding, resources, and partnerships. 6.2.2 Maintain high profile role within the state’s economic development community. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors - ongoing beginning 1st Quarter 2003.

Measurement/Indication: Evidence of partnering, quarterly report activity. 6.2.3 Play key role in implementation of State Economic Development Strategy. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, and all Directors – ongoing beginning 1st Quarter 2003.

Measurement/Indication: Participation in related activities and regional economic planning activity.

6.2.4 Review, evaluate, and determine the SBTDC’s community and economic development role in North Carolina.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 2nd Quarter annually.

Measurement/Indication: Improve involvement in economic development area and specific role at NC Department of Commerce and UNC.

STRATEGIC OBJECTIVE: University Economic Development 6.3 Maintain presence and participation with the University of North Carolina

President’s office and other system campuses in developing and implementing the University’s economic development, technology commercialization, and public service missions.

IMPLEMENTATION STRATEGY 6.3.1 Continue interaction with president of system and vice presidents in developing and

participating in the university’s economic, technology, and public service roles. Primary responsibility and timeline: Executive Director, Deputy State

Director, Director of MES, Associate State Directors, and all Directors – ongoing beginning 1st Quarter 2003.

Measurement/Indication: Number of UNC projects and regional planning sessions.

6.3.2 Provide direction and communication to ALL regional centers regarding their participation and key role at their campus.

Primary responsibility and timeline: Executive Director, Deputy State Director and Associate State Directors – ongoing, beginning 1st Quarter 2003.

Measurement/Indication: Center reviews, annual work plan planning process, and active participation.

6.3.3 Provide SBTDC resources and staff as appropriate to assist the university in planning

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and implementing economic development strategy. Primary responsibility and timeline: Executive Director – ongoing,

beginning 1st Quarter 2003. Measurement/Indication: 1) number of projects, 2) implementation

initiatives, 3) research delivered, and 4) support provided for projects and captured in the projects module of STARnet.

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FOURTH STRATEGIC FOCUS: LEADERSHIP SEVENTH GOAL - LEADERSHIP AND ORGANIZATIONAL VALUES

To align all goals and strategies with organizational values by effectively demonstrating desired leadership principles and communicating the strategic direction and priorities – while encouraging, developing, and empowering all to achieve high performance levels that exceed client and stakeholder expectations.

STRATEGIC OBJECTIVE: Focus 7.1 Maintain a clear focus that sets and communicates direction consistent with both

client and stakeholder needs. IMPLEMENTATION STRATEGY 7.1.1 Review and evaluate every other year the organizational structure, positions, and

leadership roles of the SBTDC to ensure consistency and relevance to the accomplishment of the SBTDC’s strategic objectives.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 3rd Quarter 2003, 2005, 2007.

Measurement/Indication: Summary report and recommendations. 7.1.2 Establish and communicate performance expectations to regional service centers and

program initiatives annually. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Director of MES – 3rd Quarter annually.

Measurement/Indication: Annual work plan guide with targets for client hours, resource allocation, and MES training events.

7.1.3 Review and strengthen feedback methodology to ensure consistent delivery of appropriate and integrated services at regional service centers statewide.

Primary responsibility and timeline: Executive Director, Deputy State Director, all Director level staff – 4th Quarter 2003 forward/annually.

Measurement/Indication: Analysis of services, clients, and integration of services in each center and program.

STRATEGIC OBJECTIVE: Organizational Values 7.2 Consistently demonstrate and communicate organizational values and direction. IMPLEMENTATION STRATEGY 7.2.1 Post organization’s updated vision, mission statement, and guiding principles in all

offices, including acknowledgment of SBA’s funding partnership role. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Director of Communication – 1st, 2nd Quarter 2003.

Measurement/Indication: Updated vision, mission statement in each RSC by end of 2nd Quarter 2003.

7.2.2 Communicate values to strategic partners and stakeholders through publications, promotional materials, and in public presentations.

Primary responsibility and timeline: Executive Director, Deputy State

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Director, Associate State Directors, Director of MES and Manager of Communications – 4th Quarter 2003.

Measurement/Indication: Redesigned material and new publications. 7.2.3 Include organizational values and direction in organizational knowledge core

competency materials Primary responsibility and timeline: Executive Director, Deputy State

Director, PD Committee – 2nd Quarter 2003. Measurement/Indication: Organization values and direction included in

organizational knowledge core competency. STRATEGIC OBJECTIVE: Performance Expectations 7.3 Establish and communicate performance expectations as related to both internal

and external measures. IMPLEMENTATION STRATEGY 7.3.1 Establish and communicate to regional center directors the performance expectations

and measures consistent with client and stakeholder needs as recommended by the performance measures workgroup and supported by the SBTDC strategic plan.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors and Performance Work Group – 1st Quarter each year.

Measurement/Indication: 7.3.2 Executive Director to review and annually update the annual planning directive to

ensure consistency with modified performance measures, expectations, and organizational new opportunities while clearly defining rewards and consequences.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, and Director of MES – 3rd Quarter each year.

Measurement/Indication: Update annual planning directive. 7.3.3 Communicate counselor performance expectations and measures. Establish and

communicate client satisfaction goals, client impact performance measures and goals for each center.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors – 3rd Quarter annually.

Measurement/Indication: Regional center performance and measures communicated.

7.3.4 Review and enhance feedback system to monitor performance, client satisfaction, client impact and measures.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – quarterly each year, beginning 2nd Quarter 2003.

Measurement/Indication: Feedback and reports on performance, client satisfaction and impact.

STRATEGIC OBJECTIVE: Learning Organization 7.4 Embrace creativity and support a culture and environment conducive to life-long

learning and innovation.

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IMPLEMENTATION STRATEGY 7.4.1 Provide necessary resources in annual budget process to support a learning organization. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Director of Operations – 2nd Quarter annually.

Measurement/Indication: Annual budget amount to support learning and professional development.

7.4.2 Review and communicate commitment, expectations, and standards for all staff related to professional development.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 2nd Quarter annually.

Measurement/Indication: Professional development plan developed as part of performance evaluation each May.

7.4.3 Encourage innovative ideas to improve processes, products, and enhanced delivery of services.

Primary responsibility and timeline: Executive Director, Deputy State Director and all Director level staff – ongoing beginning 1st Quarter 2003.

Measurement/Indication: Process to encourage innovation, new ideas, and recommended improvements.

STRATEGIC OBJECTIVE: Environment and Culture 7.5 Annually assess the organizational environment and culture striving to insure

openness for all staff to have liberty to offer comments and suggestions related to organizational issues and concerns.

IMPLEMENTATION STRATEGY 7.5.1 Explore and establish ways to encourage openness and sharing of ideas and concerns. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Senior Directors – ongoing beginning 1st Quarter 2003.

Measurement/Indication: Methodology implemented to encourage openness and sharing of ideas.

7.5.2 Implement means to share ideas and concerns with strong leadership support and communication.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors and Senior Directors – 1st Quarter 2003.

Measurement/Indication: Coordinate with Associate Directors and RSC Directors to implement approach state wide.

7.5.3 Document and evaluate approved methodologies with feedback from all staff Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors and Senior Directors – ongoing beginning 1st Quarter 2003.

Measurement/Indication: Summary of feedback from each RSC at least every other year.

STRATEGIC OBJECTIVE: Management System

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7.6 Maintain an effective and responsive management system to support regional service centers and enhance SBTDC services/delivery.

IMPLEMENTATION STRATEGY 7.6.1 Review and strengthen feedback methodology to ensure consistent delivery of

appropriate and integrated services at regional service centers statewide. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors – 2nd Quarter 2003 Measurement/Indication: Quarterly reports – annual reviews. 7.6.2 Develop a systematic review of program income activities (revenues and expenses) and

report quarterly performance to Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all directors.

Primary responsibility and timeline: Executive Director, Deputy State Director, Assistant Director for Administration and Operations and Regional Services Assistant – 1st Quarter 2003 ongoing.

Measurement/Indication: 7.6.3 Develop and use a systematic model to project and evaluate the financial needs,

resources, and work effort requirements for all new projects – prior to undertaking project. If project approved, provide for project accountability related to resources and work effort.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, Assistant Director for Administration and Operations and Regional Services Assistant – 1st Quarter 2004.

Measurement/Indication: Decision model. 7.6.4 Track the strategic plan – statewide marketing plan – regional service center work plans.

For consistent implementation and validate the impact of the various plans. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Director of MES, Assistant Director for Administration and Operations and Regional Services Assistant – 3rd Quarter 2003 ongoing.

Measurement/Indication: Tracking system and impact verification. 7.6.5 Implement consistent budget management practices and reporting contacts at each

regional service center. Provide budget feedback on budgets to each staff member. Primary responsibility and timeline: Executive Director, Deputy State

Director, Associate State Directors, Assistant Director for Administration and Operations and Regional Service Center Directors – 1st Quarter 2004.

Measurement/Indication: Consistent budget practices and reporting by each regional center.

7.6.6 Determine annual funding requirements and identify funding options to support the incentives and rewards program.

Primary responsibility and timeline: Executive Director, Deputy State Director, Associate State Directors, Director of MES, and all Directors – 3rd Quarter 2004.

Measurement/Indication: Funding to support incentives and rewards program.

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STRATEGIC OBJECTIVE: Organizational structure and leadership development 7.7 Maintain an organizational structure to effectively implement the SBTDC strategic

plan, maximize services and benefits to the business community - while maintaining the integrity and continuity of the SBTDC.

IMPLEMENTATION STRATEGY 7.7.1 Review and evaluate annually the organizational structure and leadership roles to ensure

consistency with the SBTDC’s strategic objectives. Primary responsibility and timeline: Executive Director, Deputy State

Director, State Advisory Board – 4th Quarter annually. Measurement/Indication: Bi-annual review and appropriate

recommendations and implementation. 7.7.2 Develop an SBTDC Leadership/Manager Development Program. Primary responsibility and timeline: Executive Director, Deputy State

Director, Director of MES – 2nd Quarter 2003. Measurement/Indication: Leadership management curriculum. 7.7.3 Implement Leadership/Manager Development Program. Primary responsibility and timeline: Executive Director, Deputy State

Director, Director of MES and Associate State Directors – 4th Quarter 2003. Measurement/Indication: Leadership Development Program implemented

within the SBTDC. 7.7.4 Evaluate effectiveness of program through participant feedback and improved

performance measures. Primary responsibility and timeline: Executive Director, Deputy State

Director, Director of MES and Associate State Directors – 4th Quarter 2004. Measurement/Indication: Feedback collected and summarized. 7.7.5 Establish entity (foundation, institute) that will attract partners that share purpose and

strategic direction, have capacity, and willingness to provide funding. Primary responsibility and timeline: Executive Director and Deputy State

Director – 3rd Quarter 2003. Measurement/Indication: Entity established. 7.7.6 Explore creating an asset through ownership of building funded by foundation, local

banks, or local government bond fund. Primary responsibility and timeline: Executive Director, Deputy State

Director, Director of MES and Associate State Directors – 3rd Quarter 2005. Measurement/Indication: Building.

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SBTDC STRATEGIC PLAN (2003-2007) COMMITTEE MEMBERS

Marc King – Headquarters (Chair)

Jerry Blain – Advisory Board Member

Mike Bradley – Marine Trades

Gene Byrd – Department of Commerce

Scott Daugherty – Headquarters

Jim Ensor – Eastern Regional Center

Ron Ilinitch – Central Carolina Regional Center

Eileen Joyce – US Small Business Administration

Leslie Langer – Southeastern Regional Center

Larry Loucks – Headquarters

George McAllister – Southern Piedmont Regional Center

Dan Parks – Management Education Services

Barry Phillips – Management Education Services

Lisa Ruckdeschel – Headquarters

Jerry Saunders – Southern Piedmont Regional Center

Mike Seibert – Capital Regional Center

Lynn Small – Advisory Board Member

Allan Steinberg – Western Regional Center

Horace Stimson – Advisory Board Member

Angie Wills – Northeastern Regional Center

2002Complete? Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

CLIENT NEEDS AND SERVICES1.1.1 Establish new client segmentation based on profile

approach.1.1.2 Modify Management Information System to accommodate

new client segmentation1.1.3 Introduce and train all staff in the use of the new client

profiles for segmentation purposes.1.1.4 Evaluate the accuracy and effectiveness of the client profile.

1.1.5 Review current products and services for match with client segments and research and design new products and services to be responsive to the specific client segment needs.

1.2.1 Each year conduct research and develop annual business needs assessment.

1.2.2 Analyze and report findings to all staff.

1.2.3 Review current economic impact methodology and approach. Enhance information gathering system to improveclient impact validation.

1.3.1 Appoint a work group to develop a SBTDC Marketing Plan, including implementation and evaluations procedures, and performance measures, consistent with the client segmentation profile focus. The work group would include (but not be limited to the Director of Business Research and Services, Director of Management Education Services, Manager of Communication and Public Communications

1.3.2 Implement Marketing Plan and strategy consistently throughout ALL Regional Centers and special programs.

1.3.3 Incorporate Marketing Plan and client profile in the RSC Annual Work Plan process

1.3.4 Evaluation and feedback procedures to insure implementation of the Marketing Plan by ALL Regional Service Centers consistent with their work plans and SBTDC goals.

1.3.5 Conduct an annual review of the effectiveness of the Marketing Plan by a Review Team consisting of the Director of Business Research and Services, Manager of Education Services, and Manager of Communication and Public Communications and representative Directors, counselors, and Administrative Staff.

1.4.1 Appoint work group to evaluate current client evaluation process and recommend modifications to achieve the strategic objective.

1.4.2 Design and implement an improved system to measure outcomes and impact

1.4.3 Modify Management Information System to record, track andreport evaluation results.

1.4.4 Train ALL staff regarding new assessment system, procedures and reports.

1.4.5 Review and assess the effectiveness of the new evaluation process biannually.

1.5.1 Appoint work group to develop a systematic case management approach that ensures effective counselor services and follow-up.

1.5.2 Conduct a GAP analysis of any deficiencies created by the new case management approach, and development appropriate professional development activities and best practices consistent with desired outcomes.

1.5.3 Modify Management Information System to allow for notification and monitoring of the case management approach.

1.5.4 Provide training to ALL staff in utilizing the case management approach.

1.5.5 Evaluate effectiveness of the case management approach for all counselors, Regional Centers and the SBTDC Statewide network quarterly. Evaluation will include feedback from clients

ORGANIZATIONAL ENVIRONMENT AND CULTURE

20072003 2004 2005 2006

1

2002Complete? Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

20072003 2004 2005 2006

2.1.1 Appoint Task Force to review and modify the statewide HR system that blends with local campus policies and provides for consistency in recruiting, hiring, evaluation, compensation review and promotions.

2.1.2 Review and standardize SBTDC tools and resources for consistency in recruiting, hiring, and evaluating employees for acknowledgment, incentives, and rewards. Include hiring policies, standard interview questions, and case studies.

2.1.3 Develop and implement an annual review process of staff salaries for consideration of in-range salary increases.

2.1.4 Review current SBTDC career ladder to assess its appropriate fit with expected organizational performance targets and strategic direction. Investigate other models including public service faculty designation.

2.2.1 Utilize employee section of website and additional communication channels to provide information to employees.

2.2.2 Develop web-based applications for employees to ask questions, provide suggestions and receive feedback.

2.2.3 Establish and implement a SBTDC system and routine practice of conducting exit interviews to monitor and improve organizational culture and practices.

2.2.4 Research, design, and implement a system to measure employee satisfaction and feedback every 2 years.

PROFESSIONAL DEVELOPMENT3.1.1 Convene a representative planning group to evaluate and

make recommendations to enhance the SBTDC’s continuingprofessional education (CPE) program, including policies and procedures, committee structure and responsibilities, core competencies, new employee orientation, annual development plans, and ongoing staff education.

3.1.2 Seek feedback from all staff on the planning group’s recommendation and revise if necessary

3.1.3 Implement continuing professional education (CPE) program recommendations.

3.1.4 Maintain the present commitment to semi-annual (Spring & Fall) professional development conferences. Make recommendations that will enhance these events unless budget requires revision.

3.1.5 Review and recommend improvements to the current professional development materials on the SBTDC “employees only” website including CPE policies & procedures, forms, Core Competency Handbook.

3.1.6 Explore and implement best options for future enhancements to the CPE section of the SBTDC Intranet such as write-in forms, on-line PD registration, core competency self-directed learning modules, Q&A forum.

3.2.1 Request the representative planning group to review, evaluate, and make recommendations to enhance the SBTDC’s approach to core competency development and implementation. Consider changes in structure (committees/staff engagement), process (ease/barriers, expectations), policies (required vs. optional), and internal communication with an aim toward maximizing impact and return.

3.2.2 Seek feedback from all staff on the planning group's recommendations and review if necessary. Implement core competency development and implementation recommendations.

3.2.3 Planning group to identify and recommend additional core competencies, beyond “organizational knowledge”, for administrative and support staff as well as for Special Resource Area (SRA) staff.

3.3.1 Planning group to evaluate the implementation of “advanced” competencies (higher level knowledge and skills) for employees who have demonstrated proficiency in designated core competency areas and recommend appropriate action.

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3.3.2 Planning group to review, evaluate and make recommendations to enhance the MES advanced competency qualification process, with special attention to accelerating outcomes while maintaining quality standards.

PERFORMANCE MEASUREMENT SYSTEM4.1.1 Form a representative planning group and conduct research

on existing performance measurement systems that may serve as a model for the SBTDC plan.

4.1.2 Form a representative planning group to design a comprehensive and functional system

4.1.3 Beta test and evaluate the system

4.1.4 Make appropriate adjustments based on feedback.

4.1.5 Implement system statewide and use it to determine distribution of acknowledgements incentives /rewards and compensation.

4.2.1 Continue and enhance the practice of Annual Center Reviews.

4.2.2 Conduct Center Annual Work Plan Reviews in the third quarter to review performance against current year’s Annual Work Plan and to discuss strategy for developing and completing the upcoming annual work plan by the end of thecurrent year.

4.2.3 Establish criteria to identify and designate high performing regional service centers (RSCs) and special resource areas (SRAs).

4.2.4 Develop methodology to evaluate performance of HQ.

4.3.1 Maintain communication and coordination between planning groups assigned to develop employee, regional center, client and stakeholder performance measurement systems.

4.3.2 Link new performance measurement systems to existing SBTDC and university programs.

4.3.3 Communicate performance expectations to professional development planning groups to coordinate development of appropriate core competency and training programs consistent with the SBTDC's strategic direction.

4.4.1 Conduct research on existing employee reward programs.

4.4.2 Convene a planning team with both internal & external representatives to research and develop an acknowledgement and incentive / reward program.

4.4.3 Implement an acknowledgement & incentive program that rewards both individuals, regional centers, and SRA’s performance for outstanding delivery of programs and services based on specific outcome criteria and the strategic plan.

4.4.4 Solicit input from employees on draft recommendations for the proposed acknowledgement and incentive / reward options.

4.4.5 Determine annual funding requirements and identify funding options to support the incentives and rewards program.

4.4.6 Implement program.

4.4.7 Conduct annual employee survey to gain feedback, help assess results, and evaluate the system

4.5.1 Explore adding a financial feedback or measurement system in StarNet for both management and employee use.

4.5.2 Leverage technology to effectively communicate policies, procedures and best practices on the SBTDC’s web site and develop a practice for managing and maintaining.

4.5.3 Design and develop a system for monitoring, tracking and analyzing client relationship management.

4.5.4 Investigate and recommend a statewide e-mailing software and Internet browser platform – ones that are supported in whole or in part by the host university and have ongoing security updates and development programs.

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4.5.5 Include an in-house SBTDC extranet system to disseminate information across the state including a database for inventory of skills of staff, Advisory Board members and other outside resources.

FUNDING PARTNERSHIPS5.1.1 Continue compliance with SBA grant requirements.

5.1.2 Maintain and enhance the relationship with the SBA District Office through a high level of communication with the SBA District Director, SBA Project Office, and the Office of Small Business Development Centers in Washington DC.

5.1.3 Secure additional appropriate State matching fund sources in order to capitalize on available DLA federal funds.

5.1.4 Maintain compliance with Defense Logistics Agency (DLA) grant requirements.

5.1.5 Diversify NC Department of Commerce funding and to support initiatives consistent with the State Economic Development Plan.

5.1.6 Evaluate new opportunities and retain funding from appropriate current local sources

5.2.1 Assess and evalutate the best approach for maximum impact with elected officials.

5.2.2 Develop appropriate materials for most effective communication of the SBTDC message

5.2.3 Allocate resources and assign staff, other resources.

5.3.1 Assess existing funding sources and identify potential new private sector sources, then formulate and implement plans for increasing them.

5.3.2 Attract funding sources as partners that have a vested interest in economic development (e.g., banks, utilities, Kaufman Foundation, Federal Reserve) and effectively manage relationships.

5.3.3 Increase funding sources for sponsorships (and grants) with programs and events that are not currently funded or replace direct costs for existing programs and events with sponsored or subsidized funding.

5.3.4 Engage investor and angel groups such as: Dogwood Equity, PIED, PAN and negotiate funding to develop educational programs and sources for them and their clients.

5.4.1 Achieve MES training milestones and generate substantial program income annually.

5.4.2 Leverage the client relationships of the SRAs and enhance the integration with Regional Centers to deliver a higher level of service to selected client base.

5.4.3 Focus the strategy of Regional Centers on the utilization of client profiling, client portfolio management, delivering a higher level of service, evaluation of priorities, and time management.

5.4.4 Review current fee-based Business & Research Services, design fee structure, and incorporate more directly as higherlevel of service.

5.4.5 Exploit the national leadership position of the SBTDC and partner with selected other SBDCs for qualification in MES products and delivery of fee-based services.

ADVISORY BOARD AND ALLIANCES6.1.1 Measure performance of Advisory Board system and adjust

membership to maximize participation, gain broad representation, and identify/attract members with specialized advice as needed. Enhance importance of Advisory Board role by having appointments made by the President of the University system or Chancellor of the SBTDC Regional Center Campus.

6.1.2 Statewide SBTDC Advisory Board to meet at least 4 times per year

6.1.3 Review Regional Advisory Board activity at Annual Regional Center Review

6.1.4 Maximize Regional Advisory Board activity and participation by including Advisory Board Activity as an expectation in the Annual Planning process

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6.1.5 Regional Center Advisory Board to meet a minimum of twiceper year

6.2.1 Strengthen relationships with key partnerships and stakeholders including (1) funding partners, (2) resource partners, (3) advisory boards, and (4) university partners

6.2.2 Maintain high profile role within the state's economic development community.

6.2.3 Play key role in implementation of State Economic Development Strategy

6.2.4 Review, evaluate, and determine the SBTDC's community and economic development role in North Carolina.

6.3.1 Continue interaction with President of system and Vice Presidents in developing and participating in the university economic technology and public service role.

6.3.2 Provide direction and communication to ALL Regional Centers regarding their participation and key role at their campus.

6.3.3 Provide SBTDC resources and staff as appropriate to assist the university in planning and implementing Economic Development Strategy.

LEADERSHIP AND ORGANIZATIONAL VALUES7.1.1 Review and evaluate every other year the organizational

structure, positions and leadership roles of the SBTDC to ensure consistency and relevance to the accomplishment of the SBTDC's strategic objectives.

7.1.2 Establish and communicate performance expectations to Regional Service Centers and Program Initiatives annually.

7.1.3 Review and strengthen feedback methodology to ensure consistent delivery of appropriate and integrated services at Regional Service Centers statewide.

7.2.1 Post organization's updated Vision, Mission Statement, and Guiding Principles in all offices, including acknowledgment of SBA's funding partnership role.

7.2.2 Communicate values to strategic partners and stakeholders through publications, promotional materials and in public presentations.

7.2.3 Include organizational values and direction in OrganizationalKnowledge Core Competency materials.

7.3.1 Establish and communicate to Regional Center Directors the performance expectations and measures consistent with client and stakeholder needs as recommended by the Performance Measures workgroup and supported by the SBTDC Strategic Plan.

7.3.2 Executive Director to review and annually update the Annual Planning Directive to ensure consistency with modified performance measures, expectations and organizational new opportunities while clearly defining rewards and consequences.

7.3.3 Communicate counselor performance expectations and measures. Establish and communicate client satisfaction goals, client impact performance measures and goals for each Center.

7.3.4 Review and enhance feedback system to monitor performance, client satisfaction, client impact and measures.

7.4.1 Provide necessary resources in annual budget process to support a learning organization.

7.4.2 Review and communicate commitment, expectations and standards for all staff related to professional development.

7.4.3 Encourage innovative ideas to improve processes, products and enhanced delivery of services

7.5.1 Explore and establish ways to encourage openness and sharing of ideas and concerns.

7.5.2 Implement means to share ideas and concerns with strong leadership support and communication.

7.5.3 Document and evaluate approved methodologies with feedback from all staff.

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7.6.1 Review and strengthen feedback methodology to ensure consistent delivery of appropriate and integrated services at Regional Service Centers statewide.

7.6.2 Develop a systematic review of Program Income activities (revenues and expenses) and report quarterly performance to Senior Management team

7.6.3 Develop and use a systematic model to project and evaluatethe financial needs, resources and work effort requirements for all new projects - prior to undertaking project. If project approved, monitor to assure resources stay within guidelines and maintain accountability.

7.6.4 Track the Strategic Plan - Statewide marketing plan - regional service center work plans. For consistent implementation and validate the impact of the various plans.

7.6.5 Implement consistent budget management practices and reporting contacts at each Regional Service Center. Provide budget feedback on budgets to each staff member.

7.6.6 Determine annual funding requirements and identify funding options to support the incentives and rewards program.

7.7.1 Review and evaluate annually the organizational structure and leadership roles to ensure consistency with the SBTDC's strategic objectives.

7.7.2 Develop an SBTDC Leadership/Manager Development Program.

7.7.3 Implement Leadership/Manager Development Program.

7.7.4 Evaluate effectiveness of program through participant feedback and improved performance measures.

7.7.5 Establish entity (foundation, institute) that will attract partners that share purpose and strategic direction, have capacity, and willingness to provide funding.

7.7.6 Explore creating an asset through ownership of building funded by foundation, local banks, or local government bondfund.

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