We are pleased to present MCCC’s accomplishments and highlights from the 2016-2017 year - July 1, 2016 to June 30, 2017. MCCC remains committed to the success of our members by offering access to information and experts. Through membership engagement, MCCC helps your business succeed!
This document is the 2010 annual report of the National Minority Supplier Development Council (NMSDC). It summarizes that in 2010, NMSDC certified over 16,000 minority-owned businesses which were matched to supply goods and services to NMSDC's 3,500 corporate members, resulting in over $100 billion in purchases. It also describes NMSDC's leadership, programs like Centers of Excellence, and the transition to a new president.
The document provides highlights from the 1st quarter of 2015, including:
- Nearly 5,000 credit union leaders attended CUNA's 2015 Governmental Affairs Conference in Washington D.C.
- Tony Budet of University Federal Credit Union introduced CUNA's Member Activation Program to increase advocacy effectiveness.
- Dan Kester of Sooper Credit Union was inducted into the Credit Union House Hall of Leaders in recognition of his leadership.
- Regulatory relief for small institutions is a theme in Congress in the early part of 2015, with CUNA continuing to advocate for relief proposals.
There is a $175-200 billion revenue opportunity for wealth managers who prioritize client experience. While clients and firms agree on most key client experience drivers, there are three areas of disconnect: transparency, channels, and the role of the advisor. Firms who address these issues by rethinking their core advice models, fee structures, social media strategies, and the advisor role will be positioned to capitalize on industry changes and growth opportunities.
Supporting Sector Strategies In The District Of Columbiatimothy_riordan
This document summarizes discussions from forums on workforce trends in three sectors in Washington DC: hospitality and tourism, healthcare, and banking/financial services. Industry professionals provided insights into challenges they face in developing a qualified workforce. The findings provide recommendations for partnerships between businesses, education, and workforce programs to ensure DC residents can access jobs and the city has a talented labor pool. Suggestions include developing policies to enhance employment opportunities and training programs, leveraging underutilized populations, and establishing performance metrics to evaluate workforce strategies. The goal is collaboration between all stakeholders to align training with employer needs and support a workforce with the skills to fill current and future positions.
The Detroit Region's Opportunity: Creating Jobs by Developing the Transportat...Translinked
The Detroit Regional Chamber's transportation, distribution and logistics (TDL) initiative, TranslinkeD, is working to develop TDL and supply chain assets in southeast Michigan, northwest Ohio and southwest Ontario to bring jobs and investment. This is a report on the initiative's progress from March - July, 2011.
The document is an annual report from 2005 for the U.S. Chamber of Commerce Center for Corporate Citizenship (CCC), which details the CCC's mission to promote positive business involvement in society through initiatives like raising awareness of corporate citizenship, researching trends, facilitating partnerships, and coordinating disaster relief efforts particularly in response to the 2004 tsunami and 2005 hurricanes. The report provides an overview of the CCC's programs and activities in 2005, including presenting corporate citizenship awards, releasing a state of corporate citizenship survey, hosting conferences on education and globalization issues, and matching businesses with nonprofit partners.
Original air date: Dec. 21, 2017
Rebroadcast and recording info at http://www.mhmcpa.com
This quarterly webinar will bring you up-to-date on hot topics, technical matters and current events impacting financial reporting and the accounting profession.
Professionals from CBIZ and MHM will discuss recent happenings at the Financial Accounting Standards Board, American Institute of Certified Public Accountants, Securities and Exchange Commission, Public Company Accounting Oversight Board and other relevant governance bodies. We will also touch on recent tax changes and proposed legislation.
CONSUMER CREDIT: A RAPIDLY CHANGING LANDSCAPEDaniel Calçada
This analysis aims to examine changes in consumer
credit business models, which have been heavily impacted by the crisis, the recent
regulatory changes and the actions taken in response by specialist consumer credit
companies in order to continue to grow their business while restoring profits to pre-
2007 levels.
This document is the 2010 annual report of the National Minority Supplier Development Council (NMSDC). It summarizes that in 2010, NMSDC certified over 16,000 minority-owned businesses which were matched to supply goods and services to NMSDC's 3,500 corporate members, resulting in over $100 billion in purchases. It also describes NMSDC's leadership, programs like Centers of Excellence, and the transition to a new president.
The document provides highlights from the 1st quarter of 2015, including:
- Nearly 5,000 credit union leaders attended CUNA's 2015 Governmental Affairs Conference in Washington D.C.
- Tony Budet of University Federal Credit Union introduced CUNA's Member Activation Program to increase advocacy effectiveness.
- Dan Kester of Sooper Credit Union was inducted into the Credit Union House Hall of Leaders in recognition of his leadership.
- Regulatory relief for small institutions is a theme in Congress in the early part of 2015, with CUNA continuing to advocate for relief proposals.
There is a $175-200 billion revenue opportunity for wealth managers who prioritize client experience. While clients and firms agree on most key client experience drivers, there are three areas of disconnect: transparency, channels, and the role of the advisor. Firms who address these issues by rethinking their core advice models, fee structures, social media strategies, and the advisor role will be positioned to capitalize on industry changes and growth opportunities.
Supporting Sector Strategies In The District Of Columbiatimothy_riordan
This document summarizes discussions from forums on workforce trends in three sectors in Washington DC: hospitality and tourism, healthcare, and banking/financial services. Industry professionals provided insights into challenges they face in developing a qualified workforce. The findings provide recommendations for partnerships between businesses, education, and workforce programs to ensure DC residents can access jobs and the city has a talented labor pool. Suggestions include developing policies to enhance employment opportunities and training programs, leveraging underutilized populations, and establishing performance metrics to evaluate workforce strategies. The goal is collaboration between all stakeholders to align training with employer needs and support a workforce with the skills to fill current and future positions.
The Detroit Region's Opportunity: Creating Jobs by Developing the Transportat...Translinked
The Detroit Regional Chamber's transportation, distribution and logistics (TDL) initiative, TranslinkeD, is working to develop TDL and supply chain assets in southeast Michigan, northwest Ohio and southwest Ontario to bring jobs and investment. This is a report on the initiative's progress from March - July, 2011.
The document is an annual report from 2005 for the U.S. Chamber of Commerce Center for Corporate Citizenship (CCC), which details the CCC's mission to promote positive business involvement in society through initiatives like raising awareness of corporate citizenship, researching trends, facilitating partnerships, and coordinating disaster relief efforts particularly in response to the 2004 tsunami and 2005 hurricanes. The report provides an overview of the CCC's programs and activities in 2005, including presenting corporate citizenship awards, releasing a state of corporate citizenship survey, hosting conferences on education and globalization issues, and matching businesses with nonprofit partners.
Original air date: Dec. 21, 2017
Rebroadcast and recording info at http://www.mhmcpa.com
This quarterly webinar will bring you up-to-date on hot topics, technical matters and current events impacting financial reporting and the accounting profession.
Professionals from CBIZ and MHM will discuss recent happenings at the Financial Accounting Standards Board, American Institute of Certified Public Accountants, Securities and Exchange Commission, Public Company Accounting Oversight Board and other relevant governance bodies. We will also touch on recent tax changes and proposed legislation.
CONSUMER CREDIT: A RAPIDLY CHANGING LANDSCAPEDaniel Calçada
This analysis aims to examine changes in consumer
credit business models, which have been heavily impacted by the crisis, the recent
regulatory changes and the actions taken in response by specialist consumer credit
companies in order to continue to grow their business while restoring profits to pre-
2007 levels.
The document provides an overview of the Cambodia Microfinance Association (CMA) including its:
1) Legal foundation and functions as a sub-division of the Association of Banks in Cambodia recognized by the National Bank of Cambodia.
2) Highlights of CMA activity from 2002-2018 including establishing committees, growing staff size, implementing projects on topics like social performance, financial inclusion, and client protection.
3) CMA's strategic plan for 2018-2022 with pillars around sustainability, representation, information/research, and financial inclusion.
JN Small Business LoansYear 2000 And Beyond :: Thelma Yongcgrowth
This document provides information on the mission, objectives, products, and operations of JN Small Business Loans Ltd. (JNSBL). The mission is to provide innovative credit to micro and small entrepreneurs in Jamaica with limited banking access. Objectives include supporting microenterprise development and job creation. Products include microloans up to $1 million, Bizboost loans up to $3 million, and Tourism Enhancement Fund loans. Since 2000, JNSBL has expanded from 2,039 loans worth $37.9 million to over 11,000 loans worth $597.9 million, with 147 staff serving 26 locations across 6 regions of Jamaica. JNSBL aims to continue its growth and better serve clients through strategic initiatives
The document provides an economic update for Sri Lanka in March 2023. Key points include:
- Sri Lanka received IMF approval for a $3 billion Extended Fund Facility over 48 months to support economic recovery. The loan comes with conditions around fiscal consolidation, debt restructuring, price stability, and structural reforms.
- Sri Lanka's economy contracted 7.8% in 2022 but is projected to return to growth starting in 4Q 2023, according to government forecasts.
- Local industries like apparel and construction continue to struggle with declining orders amid a drop in demand from major export markets. However, fuel prices are expected to fall sharply due to plunging global oil prices.
Dave Lewis is an experienced executive who has driven significant revenue growth and cost savings for various companies. He conceived and built operations, marketing, and financial structures for a new beverage brand, growing its market valuation to $5 million in 2 years. For a $12 million e-commerce client, he redesigned processes and implemented systems, achieving $4.96 million in combined cost savings and revenue increases. Lewis has also founded and sold award-winning retail concepts, growing a wine and spirits store to $2 million in sales within 6 years for a 2200% return on investment.
This annual report summarizes the activities of the Undergraduate Marketing Organization (UMO) chapter of the American Marketing Association (AMA) at Carnegie Mellon University over the 2015-2016 school year. The report outlines the chapter's operations, events, achievements, and goals. Key events included professor dinners, speaker events featuring marketing executives from companies like PNC Financial, and the sixth annual AMA Pittsburgh Regional Conference which was attended by students from multiple schools. The chapter aims to provide professional development opportunities to expand members' marketing skills and networks. Metrics are used to evaluate events and the chapter is seeking to continually grow its presence and impact on campus.
Purchasing has the power to help mitigate climate change, reduce income inequality, and build strong local economies, but only if we make the commitment to invest in our future by investing in sustainable companies.
Purchasing has the power to help mitigate climate change, reduce income inequality, and build strong local economies, but only if we make the commitment to invest in our future by investing in sustainable companies.
Evolution of CARD MBA and its impact to microinsurance industryICMIF Microinsurance
This presentation was delivered by Ms May Dawat (General Manager at CARD MBA, The Philippines) at the ICMIF-AOA Development Network Seminar (18-20 September 2013; Manila, The Philippines)
The document provides a summary of the activities of the BCITMA (British Columbia Institute of Technology Marketing Association) over the 2015-2016 academic year. It discusses the club's professional development events including a marketing week with industry speakers, tours of local companies, and workshops. It also highlights the club's regional conference, community fundraising events, growth in membership and sponsorship, and student participation in competitions. The summary evaluates the success of events in meeting objectives like attendance numbers and member satisfaction ratings. Overall it describes a year of continued success for the BCITMA in delivering valuable experiences for students while strengthening community partnerships.
This document discusses the evolution of CPA firms providing wealth management services. It argues that true wealth management involves a holistic and customized approach to clients' entire financial picture, rather than just facilitating access to products. Most CPA firms begin by offering basic access to products but can evolve to a more sophisticated wealth management model by deepening their solutions, client engagement processes, and practice structure over time. The optimal model involves comprehensive client service, an effective organizational structure, and strong financial performance aligned with the firm's goals.
Missouri Can Company (A Hypothetical company) The Miss.docxraju957290
Missouri Can Company
(A Hypothetical company)
The Missouri Can Company (MCC) was a firm with a long and uneven history. At one time or
another it had been a competitor in more than two dozen industries with varied success. Each of
the several CEOs had developed a different strategy and over the decades the firm had had many
manifestations. The only real constant in MCC’s strategy had been a commitment to the
packaging business in its several forms. But, even in this business there had been any number of
changes in direction which diluted the impact of capital spending and had the effect of MCC
never achieving a strong position in any of the packaging segments although, briefly, in the early
years MCC’s total packaging revenues made it the largest packaging company in the world. The
lack of a competitive advantage in any of the large packaging segments resulted in MCC being
pushed into producing commodity products, which had them penned between powerful steel and
tinplate suppliers and powerful food and beverage producers as customers. Also, as its large
customers grew there was pressure for them, especially in the low margin food business, to build
their own packaging facilities, especially can plants. The long term effect of this was to cause
MCC’s packaging profitability to lag its better positioned competitors.
At one time or another, the company produced auto parts, electrical equipment, power
equipment, electric motors, metal alloys, airplane wings, furniture, appliances, communications
equipment, specialty chemicals, and consumer products, to name only the most important of its
many businesses. MCC also bought several regional retail chains. None of these businesses
worked out well and all were either sold or liquidated at a loss. The financial and human capital
devoted to these businesses was largely lost. Further, the problems they caused diverted capital
and management attention from better opportunities.
NEW STRATEGIES FOR THE COMPANY
Under still another new CEO, a management consensus had developed. The consensus was to (1)
reduce holdings in operations that fall short of performance goals or do not fit the long-term
strategy of the company, and a target of realizing $600-$700 million from the sale of such assets
was established, (2) reinvest these funds in areas promising profitable growth, (3) improve return
on equity over the long term as a consequence of this reinvestment strategy, and (4) strengthen
MCC’s balance sheet and credit standing. The new benchmarks for the firm included having a
well-balanced BCG matrix that considered fast growing industries to be those that were growing
at more than 10% per year. The end result would be a firm with four main businesses: financial
services, energy, packaging and forest products. The latter was primarily a paper, fiber drum, and
cardboard business that also generated about 25% of revenues from selling lumber and woo ...
Catalyst are experts in optimising our clients’ balance sheet, reducing the total cost of trading and enabling regulatory compliance. We work in joint teams with our clients, combining our experience in financial markets and programme execution to deliver results. We provide honest guidance to help you succeed. We are Catalysts for enduring excellence
The document provides an annual review of the BC TIA (British Columbia Technology Industry Association) for 2004-2005. It highlights several initiatives and programs undertaken by the BC TIA during this period, including launching a new health benefits program, insurance services, and technology scholarship fund. It also summarizes events like the Technology Impact Awards and efforts to strengthen the BC TIA brand and promote its focus on people in the technology community. In addition, it lists the BC TIA's board of directors and team for 2004-2005.
The document discusses a webinar presented by CBIZ & MHM on how not-for-profit organizations can prepare for revenue recognition. It provides background information on new accounting standards Topic 606 and ASU 2018-08. Examples are given to illustrate how these standards would be applied to common not-for-profit transactions such as memberships, sponsorships, and grants. Attendees of the webinar can receive CPE credits by answering polling questions throughout the presentation.
Does it really make a difference if a local government aDustiBuckner14
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, Starbucks,
or Four Seasons Hotels and Resorts. Surely,
counties already have a monopoly on their
services, many of which are regulatory in
nature, and Ottawa County is no exception.
Given its assets, why should the county be
concerned with customer service? Responding
to this question, a county official noted that the
county has earned its reputation largely due to
the people who live, visit, and do business with
it. As such, it owes great service to visitors,
residents, and employees. Besides, it’s just
good business.
When a new business locates within a
region, for example, the effect on employment
is: 1) a direct impact from the jobs provided
by the business itself; 2) an indirect impact if
By Al Vanderberg and
Bill Capodagli
icma.org/pm : online and mobile accessible J U LY 20 1 5 | P U B LIC MANAG E M E NT 1514 P U B LIC MANAG E M E NT | J U LY 20 1 5 icma.org/pm
A Michigan county adopts a
customer-centric culture
The
“Ottawa Way”
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, S ...
Does it really make a difference if a local government a.docxelinoraudley582231
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, Starbucks,
or Four Seasons Hotels and Resorts. Surely,
counties already have a monopoly on their
services, many of which are regulatory in
nature, and Ottawa County is no exception.
Given its assets, why should the county be
concerned with customer service? Responding
to this question, a county official noted that the
county has earned its reputation largely due to
the people who live, visit, and do business with
it. As such, it owes great service to visitors,
residents, and employees. Besides, it’s just
good business.
When a new business locates within a
region, for example, the effect on employment
is: 1) a direct impact from the jobs provided
by the business itself; 2) an indirect impact if
By Al Vanderberg and
Bill Capodagli
icma.org/pm : online and mobile accessible J U LY 20 1 5 | P U B LIC MANAG E M E NT 1514 P U B LIC MANAG E M E NT | J U LY 20 1 5 icma.org/pm
A Michigan county adopts a
customer-centric culture
The
“Ottawa Way”
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, S.
This document provides an overview of management buyouts (MBOs) and was prepared by Carleton McKenna & Co., an investment bank. It discusses the key considerations and steps for successfully executing an MBO, including having a strong management team, defining roles, obtaining financing, and establishing an exit plan. The document also provides an overview of Carleton McKenna's services, which include assessing MBO feasibility, preparing business plans and financial projections, and identifying funding sources.
PPT Prepared for Knowledge sharing Presentation by Yitbarek H. 27-04-2015....etebarkhmichale
ANALYZING BANK FINANCIAL PERFORMANCE
OVERVIEW
This session introduces bank financial statements and provides a traditional, ratio-based
procedure for analyzing bank financial performance using historical data. It demonstrates the
interrelationship between the income statement and balance sheet and describes the risk and
return trade-off underlying management decisions. Data are provided that compare the
performance characteristics of small banks versus large banks and differentiate between high
and low performers.
LEARNING OBJECTIVES
Following the successful completion of this session, you should be able to:
• recognize the basic balance sheet accounts and income statement components and
understand how they relate to each other
• apply the ROE model to analyzing bank profitability over time and against peers
• comprehend the importance of net interest margin, earning assets, and operating
efficiency as sources of bank profitability
• identify key ratios that signify the degree of credit risk, liquidity risk, interest rate risk,
and capital risk assumed by a bank
• explain the factors that affect a bank's CAMELS rating
• understand how and why the performance characteristics of small and large banks
differ
• relate key financial concepts and data to planning and managing a bank.
2
THE BALANCE SHEET
A bank's balance sheet presents financial information that compares what a bank owns with
what it owes and the ownership interest of stockholders. Assets represent what a bank
owns; liabilities represent what a bank owes; and equity refers to stockholders' ownership
such that:
Assets = Liabilities + Equity
The balance sheet represents a snapshot taken at a point in time. Account values indicate what
a bank owns or owes on that date. Bank regulators require that banks report balance sheet
data quarterly, so most published figures are dated at the end of March, June, September,
and December of each year. Exhibit 2-1 presents balance sheet data for SCBS Bank, an $80
million community bank.
Bank Assets
Bank assets fall into one of four types, each with different yield and risk features.
Cash and Due from Banks
Cash and due from banks consists of vault cash, deposits held at Federal Reserve Banks
(Fed), deposits held at other financial institutions, and checks in the process of collection.
These accounts generally facilitate check clearing and customers' currency withdrawals
and serve to meet legal reserve requirements. Their distinguishing feature is that they do not
earn interest, although balances at the Fed and other depository institutions can be used to
obtain correspondent banking services.
Investments
Investment securities are primarily fixed-income securities held to meet liquidity needs and
earn interest. Short-term securities have maturities less than one year and can be readily
sold if a bank needs cash and the securities are not pledged as collateral against a bank
liability. In Exhibit 2-1, SCBS Bank reports owning time deposits issued by other
The document summarizes activities of the Caribbean Institute of Certified Management Consultants (CICMC) over the past two months. It announces that CICMC has officially launched chapters in Jamaica and Trinidad & Tobago. It also discusses the first "Principles of Consulting Training" held in St. Lucia in collaboration with the local management consulting association. Additionally, it provides details on CICMC presenting jointly with Caribbean Export at a Commonwealth Secretariat workshop on professional services. The newsletter concludes by providing membership updates and announcing upcoming professional development opportunities and meetings for CICMC members.
goDCgo implemented new programs and tactics over the past year to expand their reach. They launched residential and university services programs to promote sustainable transportation to those groups. Their employer services program continued successfully promoting options like Capital Bikeshare and Circulator. goDCgo hosted various events, grew partnerships, and saw increases in metrics like new employers enrolled and transportation benefit programs.
This document provides a year-in-review summary for the Montgomery County Chamber of Commerce (MCCC) for fiscal year 2015-2016. It discusses the MCCC's advocacy efforts at the local, state, and federal levels. It also summarizes the MCCC's signature events, programs, government contracting initiatives, and operational highlights for the year. Key accomplishments included advocating for economic development reforms, hosting successful signature events, expanding programming for small businesses and government contractors, and maintaining strong financial controls and membership retention.
The document provides an overview of the Cambodia Microfinance Association (CMA) including its:
1) Legal foundation and functions as a sub-division of the Association of Banks in Cambodia recognized by the National Bank of Cambodia.
2) Highlights of CMA activity from 2002-2018 including establishing committees, growing staff size, implementing projects on topics like social performance, financial inclusion, and client protection.
3) CMA's strategic plan for 2018-2022 with pillars around sustainability, representation, information/research, and financial inclusion.
JN Small Business LoansYear 2000 And Beyond :: Thelma Yongcgrowth
This document provides information on the mission, objectives, products, and operations of JN Small Business Loans Ltd. (JNSBL). The mission is to provide innovative credit to micro and small entrepreneurs in Jamaica with limited banking access. Objectives include supporting microenterprise development and job creation. Products include microloans up to $1 million, Bizboost loans up to $3 million, and Tourism Enhancement Fund loans. Since 2000, JNSBL has expanded from 2,039 loans worth $37.9 million to over 11,000 loans worth $597.9 million, with 147 staff serving 26 locations across 6 regions of Jamaica. JNSBL aims to continue its growth and better serve clients through strategic initiatives
The document provides an economic update for Sri Lanka in March 2023. Key points include:
- Sri Lanka received IMF approval for a $3 billion Extended Fund Facility over 48 months to support economic recovery. The loan comes with conditions around fiscal consolidation, debt restructuring, price stability, and structural reforms.
- Sri Lanka's economy contracted 7.8% in 2022 but is projected to return to growth starting in 4Q 2023, according to government forecasts.
- Local industries like apparel and construction continue to struggle with declining orders amid a drop in demand from major export markets. However, fuel prices are expected to fall sharply due to plunging global oil prices.
Dave Lewis is an experienced executive who has driven significant revenue growth and cost savings for various companies. He conceived and built operations, marketing, and financial structures for a new beverage brand, growing its market valuation to $5 million in 2 years. For a $12 million e-commerce client, he redesigned processes and implemented systems, achieving $4.96 million in combined cost savings and revenue increases. Lewis has also founded and sold award-winning retail concepts, growing a wine and spirits store to $2 million in sales within 6 years for a 2200% return on investment.
This annual report summarizes the activities of the Undergraduate Marketing Organization (UMO) chapter of the American Marketing Association (AMA) at Carnegie Mellon University over the 2015-2016 school year. The report outlines the chapter's operations, events, achievements, and goals. Key events included professor dinners, speaker events featuring marketing executives from companies like PNC Financial, and the sixth annual AMA Pittsburgh Regional Conference which was attended by students from multiple schools. The chapter aims to provide professional development opportunities to expand members' marketing skills and networks. Metrics are used to evaluate events and the chapter is seeking to continually grow its presence and impact on campus.
Purchasing has the power to help mitigate climate change, reduce income inequality, and build strong local economies, but only if we make the commitment to invest in our future by investing in sustainable companies.
Purchasing has the power to help mitigate climate change, reduce income inequality, and build strong local economies, but only if we make the commitment to invest in our future by investing in sustainable companies.
Evolution of CARD MBA and its impact to microinsurance industryICMIF Microinsurance
This presentation was delivered by Ms May Dawat (General Manager at CARD MBA, The Philippines) at the ICMIF-AOA Development Network Seminar (18-20 September 2013; Manila, The Philippines)
The document provides a summary of the activities of the BCITMA (British Columbia Institute of Technology Marketing Association) over the 2015-2016 academic year. It discusses the club's professional development events including a marketing week with industry speakers, tours of local companies, and workshops. It also highlights the club's regional conference, community fundraising events, growth in membership and sponsorship, and student participation in competitions. The summary evaluates the success of events in meeting objectives like attendance numbers and member satisfaction ratings. Overall it describes a year of continued success for the BCITMA in delivering valuable experiences for students while strengthening community partnerships.
This document discusses the evolution of CPA firms providing wealth management services. It argues that true wealth management involves a holistic and customized approach to clients' entire financial picture, rather than just facilitating access to products. Most CPA firms begin by offering basic access to products but can evolve to a more sophisticated wealth management model by deepening their solutions, client engagement processes, and practice structure over time. The optimal model involves comprehensive client service, an effective organizational structure, and strong financial performance aligned with the firm's goals.
Missouri Can Company (A Hypothetical company) The Miss.docxraju957290
Missouri Can Company
(A Hypothetical company)
The Missouri Can Company (MCC) was a firm with a long and uneven history. At one time or
another it had been a competitor in more than two dozen industries with varied success. Each of
the several CEOs had developed a different strategy and over the decades the firm had had many
manifestations. The only real constant in MCC’s strategy had been a commitment to the
packaging business in its several forms. But, even in this business there had been any number of
changes in direction which diluted the impact of capital spending and had the effect of MCC
never achieving a strong position in any of the packaging segments although, briefly, in the early
years MCC’s total packaging revenues made it the largest packaging company in the world. The
lack of a competitive advantage in any of the large packaging segments resulted in MCC being
pushed into producing commodity products, which had them penned between powerful steel and
tinplate suppliers and powerful food and beverage producers as customers. Also, as its large
customers grew there was pressure for them, especially in the low margin food business, to build
their own packaging facilities, especially can plants. The long term effect of this was to cause
MCC’s packaging profitability to lag its better positioned competitors.
At one time or another, the company produced auto parts, electrical equipment, power
equipment, electric motors, metal alloys, airplane wings, furniture, appliances, communications
equipment, specialty chemicals, and consumer products, to name only the most important of its
many businesses. MCC also bought several regional retail chains. None of these businesses
worked out well and all were either sold or liquidated at a loss. The financial and human capital
devoted to these businesses was largely lost. Further, the problems they caused diverted capital
and management attention from better opportunities.
NEW STRATEGIES FOR THE COMPANY
Under still another new CEO, a management consensus had developed. The consensus was to (1)
reduce holdings in operations that fall short of performance goals or do not fit the long-term
strategy of the company, and a target of realizing $600-$700 million from the sale of such assets
was established, (2) reinvest these funds in areas promising profitable growth, (3) improve return
on equity over the long term as a consequence of this reinvestment strategy, and (4) strengthen
MCC’s balance sheet and credit standing. The new benchmarks for the firm included having a
well-balanced BCG matrix that considered fast growing industries to be those that were growing
at more than 10% per year. The end result would be a firm with four main businesses: financial
services, energy, packaging and forest products. The latter was primarily a paper, fiber drum, and
cardboard business that also generated about 25% of revenues from selling lumber and woo ...
Catalyst are experts in optimising our clients’ balance sheet, reducing the total cost of trading and enabling regulatory compliance. We work in joint teams with our clients, combining our experience in financial markets and programme execution to deliver results. We provide honest guidance to help you succeed. We are Catalysts for enduring excellence
The document provides an annual review of the BC TIA (British Columbia Technology Industry Association) for 2004-2005. It highlights several initiatives and programs undertaken by the BC TIA during this period, including launching a new health benefits program, insurance services, and technology scholarship fund. It also summarizes events like the Technology Impact Awards and efforts to strengthen the BC TIA brand and promote its focus on people in the technology community. In addition, it lists the BC TIA's board of directors and team for 2004-2005.
The document discusses a webinar presented by CBIZ & MHM on how not-for-profit organizations can prepare for revenue recognition. It provides background information on new accounting standards Topic 606 and ASU 2018-08. Examples are given to illustrate how these standards would be applied to common not-for-profit transactions such as memberships, sponsorships, and grants. Attendees of the webinar can receive CPE credits by answering polling questions throughout the presentation.
Does it really make a difference if a local government aDustiBuckner14
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, Starbucks,
or Four Seasons Hotels and Resorts. Surely,
counties already have a monopoly on their
services, many of which are regulatory in
nature, and Ottawa County is no exception.
Given its assets, why should the county be
concerned with customer service? Responding
to this question, a county official noted that the
county has earned its reputation largely due to
the people who live, visit, and do business with
it. As such, it owes great service to visitors,
residents, and employees. Besides, it’s just
good business.
When a new business locates within a
region, for example, the effect on employment
is: 1) a direct impact from the jobs provided
by the business itself; 2) an indirect impact if
By Al Vanderberg and
Bill Capodagli
icma.org/pm : online and mobile accessible J U LY 20 1 5 | P U B LIC MANAG E M E NT 1514 P U B LIC MANAG E M E NT | J U LY 20 1 5 icma.org/pm
A Michigan county adopts a
customer-centric culture
The
“Ottawa Way”
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, S ...
Does it really make a difference if a local government a.docxelinoraudley582231
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, Starbucks,
or Four Seasons Hotels and Resorts. Surely,
counties already have a monopoly on their
services, many of which are regulatory in
nature, and Ottawa County is no exception.
Given its assets, why should the county be
concerned with customer service? Responding
to this question, a county official noted that the
county has earned its reputation largely due to
the people who live, visit, and do business with
it. As such, it owes great service to visitors,
residents, and employees. Besides, it’s just
good business.
When a new business locates within a
region, for example, the effect on employment
is: 1) a direct impact from the jobs provided
by the business itself; 2) an indirect impact if
By Al Vanderberg and
Bill Capodagli
icma.org/pm : online and mobile accessible J U LY 20 1 5 | P U B LIC MANAG E M E NT 1514 P U B LIC MANAG E M E NT | J U LY 20 1 5 icma.org/pm
A Michigan county adopts a
customer-centric culture
The
“Ottawa Way”
D
oes it really make a
difference if a local
government adopts
a customer-centric
culture? Yes, say
government officials
in Ottawa County,
Michigan, who have undergone training to
learn “The Disney Way” of providing quality
customer service.
Ottawa County, Michigan, is located in the
southwestern section of the state. Located 174
miles west of Detroit and 150 miles northeast
of Chicago, the county includes six cities, 17
townships, and one village within 565 square
miles. More than 272,000 residents enjoy
famous Lake Michigan beaches and 7,000
acres of county parks.
Ottawa County is also a vacation destina-
tion with Holland, Michigan’s Tulip Time
festival and Grand Haven’s Coast Guard
Festival held during the summer.
Some may wonder about a possible
disconnect between the public sector and
a Disney-like customer-centric culture. At
least in the private sector, competitive forces
provide an incentive to emulate outstanding
customer service icons like Disney, S.
This document provides an overview of management buyouts (MBOs) and was prepared by Carleton McKenna & Co., an investment bank. It discusses the key considerations and steps for successfully executing an MBO, including having a strong management team, defining roles, obtaining financing, and establishing an exit plan. The document also provides an overview of Carleton McKenna's services, which include assessing MBO feasibility, preparing business plans and financial projections, and identifying funding sources.
PPT Prepared for Knowledge sharing Presentation by Yitbarek H. 27-04-2015....etebarkhmichale
ANALYZING BANK FINANCIAL PERFORMANCE
OVERVIEW
This session introduces bank financial statements and provides a traditional, ratio-based
procedure for analyzing bank financial performance using historical data. It demonstrates the
interrelationship between the income statement and balance sheet and describes the risk and
return trade-off underlying management decisions. Data are provided that compare the
performance characteristics of small banks versus large banks and differentiate between high
and low performers.
LEARNING OBJECTIVES
Following the successful completion of this session, you should be able to:
• recognize the basic balance sheet accounts and income statement components and
understand how they relate to each other
• apply the ROE model to analyzing bank profitability over time and against peers
• comprehend the importance of net interest margin, earning assets, and operating
efficiency as sources of bank profitability
• identify key ratios that signify the degree of credit risk, liquidity risk, interest rate risk,
and capital risk assumed by a bank
• explain the factors that affect a bank's CAMELS rating
• understand how and why the performance characteristics of small and large banks
differ
• relate key financial concepts and data to planning and managing a bank.
2
THE BALANCE SHEET
A bank's balance sheet presents financial information that compares what a bank owns with
what it owes and the ownership interest of stockholders. Assets represent what a bank
owns; liabilities represent what a bank owes; and equity refers to stockholders' ownership
such that:
Assets = Liabilities + Equity
The balance sheet represents a snapshot taken at a point in time. Account values indicate what
a bank owns or owes on that date. Bank regulators require that banks report balance sheet
data quarterly, so most published figures are dated at the end of March, June, September,
and December of each year. Exhibit 2-1 presents balance sheet data for SCBS Bank, an $80
million community bank.
Bank Assets
Bank assets fall into one of four types, each with different yield and risk features.
Cash and Due from Banks
Cash and due from banks consists of vault cash, deposits held at Federal Reserve Banks
(Fed), deposits held at other financial institutions, and checks in the process of collection.
These accounts generally facilitate check clearing and customers' currency withdrawals
and serve to meet legal reserve requirements. Their distinguishing feature is that they do not
earn interest, although balances at the Fed and other depository institutions can be used to
obtain correspondent banking services.
Investments
Investment securities are primarily fixed-income securities held to meet liquidity needs and
earn interest. Short-term securities have maturities less than one year and can be readily
sold if a bank needs cash and the securities are not pledged as collateral against a bank
liability. In Exhibit 2-1, SCBS Bank reports owning time deposits issued by other
The document summarizes activities of the Caribbean Institute of Certified Management Consultants (CICMC) over the past two months. It announces that CICMC has officially launched chapters in Jamaica and Trinidad & Tobago. It also discusses the first "Principles of Consulting Training" held in St. Lucia in collaboration with the local management consulting association. Additionally, it provides details on CICMC presenting jointly with Caribbean Export at a Commonwealth Secretariat workshop on professional services. The newsletter concludes by providing membership updates and announcing upcoming professional development opportunities and meetings for CICMC members.
goDCgo implemented new programs and tactics over the past year to expand their reach. They launched residential and university services programs to promote sustainable transportation to those groups. Their employer services program continued successfully promoting options like Capital Bikeshare and Circulator. goDCgo hosted various events, grew partnerships, and saw increases in metrics like new employers enrolled and transportation benefit programs.
This document provides a year-in-review summary for the Montgomery County Chamber of Commerce (MCCC) for fiscal year 2015-2016. It discusses the MCCC's advocacy efforts at the local, state, and federal levels. It also summarizes the MCCC's signature events, programs, government contracting initiatives, and operational highlights for the year. Key accomplishments included advocating for economic development reforms, hosting successful signature events, expanding programming for small businesses and government contractors, and maintaining strong financial controls and membership retention.
The document outlines the Montgomery County Chamber of Commerce's (MCCC) advocacy report and priorities from September 2015. It summarizes MCCC's wins and priorities in the areas of economic competitiveness, infrastructure investment, and business opportunities from 2014-2015. It also details MCCC's influential input, strategic access to thought leaders, and engagement with members and elected officials during this period.
This document provides a review of the activities of the Montgomery County Chamber of Commerce for the 2014-2015 year, including:
1) Letters from the Chair of the Board, Immediate Past Chair of the Board, and President & CEO highlighting the Chamber's advocacy efforts, programs and events that connect members to opportunities for success and growth.
2) An executive summary and details about the Board of Directors, signature events, programs and services provided to members in areas like economic development, government contracting, infrastructure, and small business.
3) Initiatives like Startup Maryland and global trade efforts that connect businesses to opportunities, as well as the Chamber's foundation and its support of programs for veterans, public safety scholarships,
The document is a program for the 2015 GovConNet Procurement Conference held on May 15, 2015. The key points are:
1) The conference was hosted by the Montgomery County Chamber of Commerce and featured breakout sessions, a keynote panel, matchmaking sessions between government agencies/prime contractors and businesses, and an expo hall.
2) The honorary chair was Congressman Chris Van Hollen and speakers included the Commanding General of CECOM and the Secretary of the Maryland Department of Business and Economic Development.
3) The purpose of the conference was to provide businesses access to information and connections to boost their ability to secure contracts with federal, state, and local governments as well as prime contractors.
This document provides information about and sponsorship opportunities for the 2015 GovConNet Procurement Conference happening on May 15th in Rockville, Maryland. The conference typically hosts over 800 businesses and connects them with 24 federal agencies, 14 state and local governments, and 7 prime contractors. Sponsorship levels range from $1,000 to $5,000 and provide benefits like introducing speakers, hosting matchmaking sessions, logo placement in marketing materials, and exhibit space. The top-level "Event Sponsor" receives prominent logo placement and acknowledgment during the opening ceremony.
More from Montgomery County Chamber of Commerce (6)
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
2. Table of Contents
Executive Summary ................................................................................................................................ 3
MCCC Leadership..................................................................................................................................... 5
Member Services and Programs ............................................................................................................ 7
Member Services............................................................................................................................ 7
Business EXCELerator & Member Exchange Meetings..................................................................7
Chamber After-Hours .....................................................................................................................11
Green Business Forums ................................................................................................................11
Global Trade ..................................................................................................................................11
Advocacy .................................................................................................................................................13
Federal Advocacy ..........................................................................................................................13
State Advocacy ..............................................................................................................................14
Local Advocacy ............................................... ..............................................................................14
Partnerships ...................................................................................................................................15
Signature Events .....................................................................................................................................17
Business Awards Dinner ................................................................................................................17
43rd
Public Safety Awards ..............................................................................................................18
58th
Annual Dinner .........................................................................................................................19
MCCC Legislative Receptions .......................................................................................................21
Government Contracting Network .........................................................................................................21
GovConNet Council ...................................................................................................................... 21
GovConNet Thought Leadership ................................................................................................. .21
GovConNet Forum .........................................................................................................................22
On-sites Agency Visits ...................................................................................................................22
Montgomery County Chamber Community Foundation .............................................................. .......23
Veteran Institute for Procurement ..................................................................................................23
Montgomery County Green Business Recertification 24
Public Safety Scholarship 24
Communications Outreach ....................................................................................................................25
2
3. Executive Summary from President & CEO Georgette “Gigi” Godwin
MCCC continued to expand the ways that we advance our mission to accelerate our members success.
Strategic thought leadership from our Board of Directors and the support of our members and partners provide
inspired vision and subject matter expertise to fulfill our mission. We are proud to announce that MCCC and its
Foundation produced another successful year of advocacy, programs, events resulting in being recognized for
the second consecutive year as #2 out of the top 25 chambers of commerce in the Greater Washington D.C.
Region by the Washington Business Journal.
Advocacy Hightlights
• New Federal Midsize Initiative: MCCC launched the Midsize Initiative to ensure federal government
contractors can build growth beyond small procurement set-asides.
• Maryland R&D Tax Credits: MCCC successfully secured a $3 million increase from $9 to $12 million.
• Veteran-owned Businesses in Maryland: MCCC successfully advocated for the removal of state
regulatory barriers for veteran-owned businesses to participate in state procurement.
• County Subdivision Staging Policy: MCCC’s Business Environment Council successfully influenced the
final Subdivision Staging Policy.
• State and County for Marriott Headquarters: MCCC advocated for Marriott to secure $20 million to
relocate its headquarters to Downtown Bethesda.
Signature Events
• New Legislative Receptions: MCCC successfully introduced a Montgomery County Legislative Reception
to complement the annual Annapolis Legislative Reception.
• 2016 MCCC Business Awards Dinner celebrated a record 12 diverse leaders and companies representing
a range of industries who impact the marketplace through creative problem-solving.
• 43rd MCCC Public Safety Awards featured a first-time airing of body-camera footage from the 2016
Flower Branch Apartment Fire and received tremendous media coverage of the event.
• 58th Annual Dinner honored Norm Augustine and Dr. Martine Rothblatt and recognized Montgomery
College and The Honorable Anne Kaiser for exceptional business advocacy, visionary leadership,
partnerships and expanded business successes. During a riveting acceptance speech, Norm Augustine
stated “You can’t be for jobs and against employers.”
Programs
• New U.S. Commercial Service Forums: MCCC hosted two forums about Chinese business and export
economies in partnership with the U.S. Commercial Service.
• Member Exchange Meetings: 45 speakers at 30 Member Exchange Meetings provided members with
valuable information about Small Business growth and Government Contracting, Economic Development,
Infrastructure and Land Use, and Legislative Affairs.
• Green Business Forums: MCCC hosted two Green Business Forums that offered members the
opportunity to ascertain the benefits of environmentally-friendly business practices.
3
4. Montgomery County Chamber Community Foundation
• New VIP International MCCCF launched a new program: VIP International to train service disabled and
veteran-owned businesses bringing the total number of graduates of VIP to 873 small veteran-owned
businesses from 42 states, Washington D.C., and Guam since the program started in 2009.
• Recertification as a Montgomery County Green Business: The Chamber was recertified as a
Montgomery County Green Business and was rewarded by having our logo associated with the “Follow the
Leader” campaign on Ride-On buses.
GovConNet
• New Industry Days: GovConNet partnered with the U.S. Treasury and NOAA for industry days in which
government contractors met with key executives from government and industry, networked and attended
informational break-out sessions.
• GSA Thought Leadership: Milissa L. Gary, Ombudsman, GSA, Office of Procurement, led a forum and
advised MCCC members on how to navigate the federal contracting maze.
Marketing and Communications: Growing MCCC’s Profile
• Media Presence: MCCC staff, members and events were featured by The Washington Post, NCB4 News,
NPR, Comcast and The Washington Business Journal among other prominent local news sources.
• Increased Social Media Following:
o 17% increase in Twitter followers, now up to 2,071
o 13% increase in Facebook followers, now up to 1,510
o MCCC now has 568 followers on LinkedIn
4
5. Operational Best Practices
MCCC uses operational best practices to ensure that the organization is able to serve the needs of our
members.
• Audit: MCCC received a clean unqualified audit opinion with no journal entries or Management letter
for the fifth consecutive year.
• Government Grants: MCCC managed complex Federal and state grants for the fourth consecutive year
meeting stringent compliance standards.
• Critical Risk Categories: MCCC continued to tighten controls on critical risk categories: insurance, tax and
financial reporting, secure personnel and customer data.
• IT: MCCC continued to upgrade its IT to ensure greater cyber security and information systems operations.
• Expense Management: MCCC achieved effective operations expense management.
I would like to thank our Board for their commitment to making MCCC a regional and national thought leader in
advocacy and programs that advance our members’ success.
Sincerely,
Georgette “Gigi” Godwin
President & CEO, Montgomery County Chamber of Commerce
MCCC Leadership
MCCC is guided by an incredible group of thought leaders who represent the diversity and strength of the
regional business community. This includes the individuals who serve on the MCCC Board of Directors as
Leadership Circle and Strategic Partners. We are also indebted to the thought leadership of members of the
GovConNet Council and the MCCC Foundation.
Each year, the MCCC Board of Directors gathers in July for a Board Retreat. In 2016, Governor Larry Hogan
addressed the Board and spoke of his efforts to make Maryland Open for Business. He was accompanied by
Maryland Department of Commerce Secretary Mike Gill and Deputy Secretary Ben Wu.
5
6. 2016-2017 MCCC Board Leadership:
MCCC Board of Directors meetings serve as a means to conduct the business of MCCC and also to hear
from business leaders and subject matter experts on timely and relevant topics of interest to MCCC members.
Speakers at MCCC Board of Directors meetings included:
• Norm Augustine, Retired Chairman & CEO, Lockheed Martin Corporation
• Dr. Jack Smith, Superintendent, Montgomery County Public Schools
• D. Nathan Sheets, U.S. Treasury Under Secretary for International Affairs
• Dr. Wallace Loh, President, University of Maryland College Park
• Paul J. Wiedefeld, General Manager & CEO, WMATA
CHAIR OF THE BOARD
Jim Young
Vice President
Corp. Facilities, Services
and Real Estate
Marriott International, Inc.
CHAIR-ELECT
Dusty Rood, AICP
President
Rodgers Consulting, Inc.
IMMEDIATE PAST CHAIR
Jerry Shapiro
President
Shapiro & Duncan, Inc.
GENERAL COUNSEL
Pamela J. Mazza
Managing Partner
PilieroMazza PLLC
TREASURER
Derek Whitwer
Senior Vice President
Team Lead,
Commercial Lending
EagleBank
SECRETARY
Annice Cody
President
Holy Cross
Health Network,
Holy Cross Health
VICE-CHAIR, AUDIT COMMITTEE
James P. Martinko, CPA
Managing Partner
CohnReznick LLP
VICE-CHAIR, ECONOMIC
DEVELOPMENT COMMITTEE
Bruce H. Lee
President
Lee Development Group
CO-CHAIR, ECONOMIC
DEVELOPMENT COMMITTEE
Stewart L. Edelstein, Ph.D.
Executive Director
The Universities at Shady Grove
VICE-CHAIR, GOVCONNET
COMMITTEE
Kwesi Rogers
President & CEO
Federal National Commercial
Credit
GOVCONNET COMMITTEE
CO-CHAIR & GOVCONNET
COUNCIL REPRESENTATIVE
Lexy B. Kessler, CPA, CGMA
Partner
Aronson LLC
VICE-CHAIR, INFRASTRUCTURE &
LAND USE COMMITTEE
Gus B. Bauman, Esq.
Counsel
Beveridge & Diamond, P.C.
CO-CHAIR, INFRASTRUCTURE &
LAND USE COMMITTEE
Dusty Rood, AICP
President
Rodgers Consulting, Inc.
VICE-CHAIR, LEGISLATIVE AFFAIRS
COMMITTEE
Leslie Ford Weber
Director, Campus, Govt. &
Community Affairs, Montgomery
County
Johns Hopkins
CO-CHAIR, LEGISLATIVE
AFFAIRS COMMITTEE
Joshua Bokee
Director of
Government Affairs
Comcast
VICE-CHAIR, SMALL BUSINESS
COMMITTEE
Neil Simons
Area President, Investment
Advisor Rep. and Retirement Plan
Consulting
Arthur J. Gallagher & Company
CO-CHAIR, SMALL BUSINESS
COMMITTEE
Larry Gross
Executive Director, Market
Development
Kaiser Foundation Health Plan Mid-
Atlantic States, Inc.
MCCC BOARD REPRESENTATIVE
TO MARYLAND STATE CHAMBER
OF COMMERCE
Julie Garner
Director, Government Affairs
AstraZeneca
MONTGOMERY COUNTY CHAMBER
OF COMMERCE
Georgette “Gigi” Godwin
President & CEO
6
7. Member Services and Programs
MCCC welcomed 66 new members in FY 17 and had a membership retention rate of 83%. MCCC is future-
focused and provides 3 ways for members to be visible, relevant and successful:
1. Advocacy – MCCC interfaces with over 100 elected and government officials on behalf of members
and their interests. Efforts include targeted legislation to create opportunities for more members.
2. Business Development – Engaged members find customers, partners or vendors at MCCC
programs and events.
3. Competitive Advantage– Experts share knowledge that promotes business practices and growth
Membership Services
• Strategic counseling is provided to members who seek connections and opportunities.
• New members receive welcome messages as well as plaques and an MCCC logo for online usage.
• New members are invited to the Chamber’s Annual and Business Awards Dinner and seated
strategically to foster business relationships.
• Member information is shared via social media upon request.
• A “Special Thank You” section has been added to the “Welcome New & Renewed Members” e-blast,
which has over 4,000 subscribers, to recognize members who have contributed to MCCC’s growth.
Member Exchange Meetings
Member Exchange Meetings are
exclusive to MCCC members and provide
them with information and insights from
experts that give their businesses a
competitive edge in today’s knowledge
economy. The 2016-2017 programs
welcomed 45 speakers for 30 meetings to
discuss topics related to Small Business, Government Contracting, Economic Development, Infrastructure and
Land Use, and Legislative Affairs. Each cohort met approximately once a month to discuss timely and relevant
topics.
Business EXCELerator (Small Business and GovConNet)
The MCCC Business EXCELerator series features speakers and curriculum that provide resources and
best-practice advice to small businesses in the commercial and government contracting marketplaces. The first
hour of the two-hour session offers information on a subject applicable to all businesses, and the second hour
is tailored to small businesses in government contracting. 260 MCCC members participated throughout the
year in these valuable sessions.
• 2016-2017 Small Business Vice-Chair and Co-Chair
• Vice-Chair: Neil Simons, Area President, South Atlantic Region, Arthur J. Gallagher & Co.
• Co-Chair: Larry Gross, Executive Director, Marketing Development, Kaiser Foundation
Health Plan Mid-Atlantic States, Inc.
• Co-Chair: Greg Knoop, Vice President of Architecture and Engineering, NIKA
• 2016-2017 GovConNet Vice-Chair and Co-Chair
• Vice-Chair: Kwesi Rogers, President & CEO, Federal National Commercial Credit
• Co-Chair: Alexandra “Lexy” Kessler, CPA, CGMA, Partner, Aronson LLC
The new Business EXCELerator program looks great and we’d
love to get involved with that since we work with so many small
businesses.
- Recently renewed member
{ }7
8. Topics and Speakers:
• Employment Law Workshop
o Speaker: Marc Engel, Principal, Lerch, Early & Brewer
• Executive Storytelling: How Leaders Use Stories to Engage, Persuade and Inspire
o Speaker: Ira Koretsky, The Chief Storyteller
• How to Tell Your Story When Speaking to the Government
o Speaker: Gloria Larkin, TargetGov
• Panel: Procurement Opportunities In Your Own Backyard
o Wesley Stith, Vice President and Purchasing Manager, Clark Construction
o Brad Colton, Strategic Projects – Global Procurement, Marriott International
o Rich Newman, Executive Director of Finance Operations, Kaiser Permanente
o Audrey Johnson, Manager of Procurement Operations, Kaiser Permanente
• Award Winning Performances – How Do They Do It?
o Speakers: Todd Marks, President & CEO, Mindgrub Technologies, and David Nguyen,
President & CEO, United Solutions, LLC
• Exceptional Customer Service
o Speakers: Pete Strickland, Coach & Founder, Strickly Speaking, and Richard J. Martin, Vice
President, Health IT Programs, Inc.
• Building a Pipeline/ Business Development
o Speakers: Tom Cates, President & Chairman, The Brookside Group, Inc. and Ann Sullivan,
President, Madison Services Group, Inc.
• You Got the Appointment – Now What?
o Speaker: Patrick Johnson, Director of Procurement, Montgomery College
• Customer Retention Strategies
o Speaker: Jeremy Williams, President and CEO, i3 Design & Consulting
Economic Development
The Economic Development series highlights programs and services that support economic development
initiatives in both the county and the state, allowing the Chamber and its members to work with county and
state officials to foster a business climate that attracts and retains high-quality employers and jobs. This year’s
series included sessions on cybersecurity, the Purple Line and the 2018 County budget.
• 2016-2017 Economic Development Vice-Chair and Co-Chair
o Vice-Chair: Bruce H. Lee, President & CEO, Lee Development Group
o Co-Chair: Stewart Edelstein, Executive Director, The Universities at Shady Grove
Topics and Speakers:
• Finding Talent Ready for Hire
o Speaker: Ellie Giles, Ed.D., CEO, WorkSource Montgomery, Inc.
• Meet the New CEO
o Speaker: David Petr, CEO, Montgomery County Economic Development Corporation
• Global Cities Initiative
o Speakers: Bob Sweeney, Council of Governments, and Roger Berliner, Montgomery County
Council
8
9. • The FY 18 Budget: What Lies Ahead
o Speaker: Jennifer Hughes, Director, Montgomery County Office of Management and Budget
• Economic Development Opportunities in the Montgomery County Agricultural Reserve
o Speaker: Councilmember Craig Rice, District 2
• Bethesda, Rock Spring, Lyttonsville – The Evolution of the Down-county—Planning at the
County Council
o Speaker: Marlene Michaelson, Council Staff, Planning/Park
• The CyberSecurity Sector in Montgomery County
o Speaker: Sarah Miller, Director, Strategic Initiatives, Montgomery County Economic
Development Corporation
• Purple Line Progress
o Rob Chappell, President and CEO, Purple Line Transit Partner
Infrastructure and Land Use
The Infrastructure and Land Use series closely follows matters relating to the county’s Planning Board, Board
of Appeals and Master Plan process, including funding, capacity and innovative thinking in land use planning
and design.
• 2016-2017 Infrastructure and Land Use Vice-Chair and Co-Chair
o Vice-Chair: Gus Bauman, Esq. Counsel, Beveridge & Diamond, P.C.
o Co-Chair: Dusty Rood, AICP President, Rodgers Consulting, Inc.
Topics and Speakers:
• The 2016 Subdivision Staging Policy and Implications for Business
o Speaker: Glenn Orlin, Deputy Council Administration, Montgomery County Council
• Transportation Priorities and Fix 270 Now Coalition
o Speakers: Rich Parsons and Jennifer Russel, SMTA (Suburban Maryland Transportation
Alliance
• Preview of the “Road Show” – Projects and Opportunities in Montgomery County
and Maryland
o Speaker: Greg Johnson, Director, State Highway Administration (SHA)
• Role of Montgomery County Planning Board
o Speaker: Jerry Cichy, Planning Board Commissioner
• Update on White Oak and Opportunities in East Montgomery County
o Speakers: Jonathan Genn, Executive Vice President & General Counsel, Perecontee, Inc./
Global LifeSci Development Corporation, and Pete Fosselman, Implementation Coordinator,
White Oak Science Gateway Master Plan, Office of the County Executive
• Update on County Projects and Priorities
o Speaker: Al Roshdieh, Director of the Montgomery County Department of Transportation
• Vision for Planning and Development in Montgomery County
o Speaker: Casey Anderson, Chair, Montgomery County Planning Board
9
10. Legislative Affairs
This series pertains to the Chamber’s advocacy at the local, state and federal levels, promoting legislation and
policies that will keep Montgomery County and Maryland competitive in today’s global economy. Attendees
this year had the opportunity to meet both candidates vying for Maryland’s 6th Congressional district and learn
about the priorities of both the county and state governments.
• 2016-2017 Legislative Affairs Vice-Chair and Co-Chair
o Vice-Chair: Leslie Ford Weber, Director, Campus, Government & Community Affairs,
Montgomery County, Johns Hopkins University
o Co-Chair: Joshua Bokee, Director of Government Affairs, Comcast
Topics and Speakers:
• Meet the Candidates Roundtable: Maryland’s 6th Congressional District
o Speaker: Amie Hober, candidate for Maryland’s 6th district
• Meet the Candidate—Priorities and Plans
o Speaker: Congressman John Delaney, Maryland’s 6th district
• Priorities for the Delegation in the 2017 Legislative Session
o Speakers: Delegates Shane Robinson (D39) and David Fraser-Hidalgo (D15)
• Panel: Key Issues for Finance and Economic Matters
o Delegate Jeff Waldstreicher, District 18
o Delegate Charles Barkley, District 39
o Delegate Bill Frick, District 16
o Delegate Benjamin Kramer, District 19
o State Senator Brian Feldman, District 15
• Montgomery County Government Priorities in Annapolis and on Capitol Hill
o Speaker: Melanie Wenger, Director, Montgomery County Office of Intergovernmental
Relations
• Mid-Session Update
o Speaker: Team Venable, MCCC contract lobbyist in Annapolis
• Wrap-Up of the 2017 Session
o Speaker: Delegate and Ways and Means Chairman Anne Kaiser, District 14
{ }
I trust the Chamber’s Team to worry about and solve
advocacy problems. But I rely on them to develop and
expand my network so that I can help others and also find the
solutions and help I need. It is about relationships!
–Terry Kenny, Market President, TD Bank
10
11. Chamber After-Hours
MCCC hosts Chamber After-Hours networking events at member venues throughout the county for members
and prospective members to network in an informal setting. Over 400 people—an average of 57 per event—at-
tended the seven after-hours events at these locations:
o Norbeck Country Club, Rockville
o Stanford Grill, Rockville
o Denizens Brewing Co., Silver Spring
o Clyde’s Tower Oaks Lodge, Rockville
o CAMBRiA hotel & suites, Rockville
o Argyle Country Club, Silver Spring
o Smokey Glen Farm, Gaithersburg
Green Business Forums
The MCCC hosted two Green Business Forums, in partnership with the Montgomery County Department of
Environmental Protection (DEP) and Montgomery College. The forums featured experts, ranging from county
officials to company executives, who offered their perspective on the benefits of sustainability best practices
and answered questions following their presentations.
• Energy Savings for Your Business: Commercial and Industrial Energy Savings Program
(Panel)
o William R. Ellis, Manager, Demand Side Management (DSM) and Green Power Connection,
Pepco Holdings
o Christopher Weatherly, Energy Program Manager, Office of Energy and Sustainability,
Montgomery County Department of General Services
• How Employers Can Save Money and the Planet: Take Advantage of Public Transit Rebates
(Panel)
o Sandra Brecher, Chief of Commuter Services, Montgomery County Department
of Transportation
o Rachel Healy, Director of Sustainability, WMATA
o Kerri Morehart, Vice President, The Cadmus Group, Inc.
11
12. Global Trade
As part of the MCCC’s continued partnership with the U.S. Commercial Service (Maryland), two events took
place:
China
MCCC members were invited to meet with Nathan Donohue, Commercial Officer,U.S. Consulate General
Shanghai. Mr. Donohue shared a wealth of knowledge about actual and projected growth areas in China,
specifically regarding Design and Construction, and Information & Communication Technology including Cyber
and Manufacturing.
Exports
MCCC hosted the U.S. Export Assistance Center in Baltimore, the Small Business Administration (SBA) the
Export-Import Bank of the United States (EX-IM Bank), and the Overseas Private Investment Corporation
(OPIC) free workshop on Export and Investment Finance plus Political Risk Insurance for Maryland companies.
Global Cities Initiative
MCCC hosted Bob Sweeney, Managing Director of the Global Cities Initiative as a featured speaker at an
MCCC Member Exchange Meeting. MCCC also facilitated a focus group with MCCC members on the
opportunities for participating in an export economy. MCCC also supported the GCI effort by sharing a survey
conducted by GCI on exporting from the Washington D.C. region.
12
13. Advocacy
As the voice of business in Montgomery County and the region, MCCC engages our members and works
proactively with over 100 elected and appointed officials at the federal, state and local levels to create
opportunities for members. There are more than 3,000 bills at the State level alone. MCCC monitors federal,
state and county bills, resolutions and regulations of importance to the business community and takes positions
on more than 100 pieces of legislation each year focused on tax reform, business climate and strategic capital
investments.
Highlights in 2016-2017 include:
• New Montgomery County Legislative Reception held in Rockville in September
• Ongoing collaboration with the Montgomery County Business Coalition
• Greater opportunities for Veteran Owned businesses seeking state contracts
• Funding for Montgomery College Math and Science Building
• Formation of the Montgomery County Government Business Solutions Unit
MCCC Signature Event participation:
• MCCC saw tremendous participation by elected and appointed officials at signature events througout
the 2016-2017 year including members of Maryland’s Congressional Delegation,
the Governor’s cabinet, members of the Montgomery County Delegation, the County Executive,
County Council, Board of Education, Planning Board and officials from numerous county
departments.
Candidate Interviews:
• In May 2017, MCCC conducted interviews with candidates for the M-NCCP Montgomery County
Planning Board and provided recommendations to the Montgomery County Council.
The Council appointed a candidate recommended by MCCC.
Federal Advocacy
Midsize Initiative: The GovConNet Council launched the Midsize Initiative to help midsize federal contracting
companies address common challenges including handling growth and winning future contracts. MCCC will
advocate for three initial policy changes to help government contractors to build growth beyond small business
set-asides:
• Agency wide: Bring Multiple Award Contracts (MAC) requirements in line with the capabilities of mid
size firms
• SBA: Require a five-year look-back for the purpose of Small Business Administration size
determination
• Congress: Deduct research and development (R&D) expenses and expenditures from total revenue
for size determination
Congressional Advocacy: MCCC worked closely with newly elected members of Team Maryland in the U.S.
Senate (former U.S. Representative Chris Van Hollen) and House of Representatives (former State Senator
Jamie Raskin).
Administration Advocacy: MCCC continues the process of building new relationships in the U.S. Small
Business Administration and across Federal government posts as a result of the change of administrations.
13
14. State Advocacy
At the state level, MCCC works with the Governor and his administration and the Maryland General Assembly
on business climate issues and legislative action that impacts business in Maryland.
Maryland’s 2017 legislative session was influenced not only by the new presidential administration, but by it
being the third year—traditionally the busiest—of a four-year term for state legislators and the Governor. Next
year, the Governor, state legislators, the Montgomery County Executive and all nine County Council members
are up for election.
Despite the chaotic nature of the 2017 session, MCCC secured several strategic wins and laid the groundwork
for next year’s session. MCCC participated in numerous discussions on ways to support employers with
workers in Montgomery County. MCCC provided testimony for over 70 bills in the State legislature in 2017.
Key wins in the 2017 Legislative session included:
Economic Competitiveness
• Research & Development Tax Credits: passed a modest increase from $9 million to $12 million
• $20 million for Marriott headquarters to relocate to Downtown Bethesda
• Biotechnology Tax Credits: extended eligibility for this credit
• MOVE: matching grant from State for businesses relocating into offices in Montgomery County
• Spirits available in beer and wine stores: Agency store model allows beer and wine stores to apply
for license to sell liquor
• Expand craft brewing in Montgomery County: allowing a class 7 licensee to operate in more than
one location
• Defeated a series of employment bills that would harm Maryland’s competitiveness including pay
stub transparency, job salary disclosure, fair scheduling and overtime pay
Transportation
• Washington Metrorail Safety Commission Act
• Advocacy to Fix 270 Now
Education
• Montgomery College: funding for new Math & Science Building, Takoma Park Campus
• Universities at Shady Grove Campus: funding for Biomedical & Engineering program
Tax Relief
• Transfer of property from sole proprietor to LLC exempted from Transfer/Recordation Tax:
• Extended tax credits for SCIF’s and Security Clearances
• Defeated effort to repeal Estate Tax recoupling to federal rate
• Defeated combined reporting proposition
Veteran-owned Businesses
• Removed obstacles for veteran-owned businesses to compete for state procurement
• Secured $150,000 for MCCCF’s FY 2018 Veteran Institute for Procurement (VIP) training program
Local Advocacy
MCCC advocacy at the local level focuses on the annual operating and capital budgets as well as monitoring
and participating in local legislation and land use policy that impacts Montgomery County-based businesses
and employees.
Legislation
Subdivision Staging Policy: MCCC’s Business Environment Council successfully influenced the final version
of the biannual Subdivision Staging Policy, first at the Planning Board and again in hearings at the Montgomery
County Council.
14
15. Minimum Wage: MCCC successfully stopped a second increase of Local Minimum Wage, arguing that no
economic analysis had been conducted on the current increases that have yet to be fully implemented. The
County Executive vetoed the proposed legislation.
Bethesda Master Plan: MCCC successfully advocated for flexibility and density in the Bethesda Master Plan
and the companion Bethesda Overlay Zone. Together with The Greater Bethesda Chamber of Commerce,
MCCC published a letter to the editor of The Washington Post supporting the work of the Planning Department.
Business Solutions Group: MCCC successfully advocated for the creation of the Business Solutions Group
within the County Executive’s Office to focus on business interactions with the government.
Short Term Residential Rental: MCCC participated in community meetings and public hearings on Short
Term Residential Rental to encourage creating a level playing field for this commercial activity in Montgomery
County.
Initiatives
New: Business Portal: MCCC has been an active participant in discussions about how the County Govern-
ment can be responsive and supportive of business in the County. MCCC works with the Small Business
Navigator and supports the initiative to create a Business Solutions Group within the Office of the County Ex-
ecutive. One manifestation of this collaboration is the recently launched Business Portal which is a web-based
platform to support businesses that need to interact with the County government.
Partnerships
New: Montgomery County Economic Development Corporation: MCCC is a strong proponent of an inde-
pendent economic entity in Montgomery County and has begun to work with the new team hired during the
year.
New: MCBRE/MCPS/WorkSource Montgomery: Attracting and retaining talent continues to be a pressing
issue for many MCCC employers. MCCC coordinates with WorkSource Montgomery to identify better ways to
work with the newly formed business community. MCCC has also participated in specific initiatives launched
by MCBRE and MCPS to understand what K-12 students need to be ready to enter the workforce.
New: Partnered with the National 8(a) Association on a GovConNet Agency Outreach event
Montgomery County Business Coalition: MCCC continues to collaborate with other business organizations
including AOBA, MBIA, GCAAR as well as local chambers including those of Greater Bethesda, Greater Silver
Spring, Gaithersburg-Germantown and Rockville. The Montgomery County Business Coalition shares informa-
tion and focuses its efforts on legislation at the County.
15
16. MCCC also collaborated on regional issues with various partner organizations:
• MCCC was an invited participant in a number of efforts to strengthen the regional economy
including:
• Regional Roadmap and branding of the region
• Global Cities Initiative
• WMATA funding
• Purple Line project approval
• I-270 congestion relief
• NBC4 Working 4 the Community Advisory Group
• MCCC works with a range of Partner Organizations on a variety of issues
• Economic Development
• Comprehensive Strategic Economic Development Advisory Group
• Maryland Competitiveness Coalition
• Committee for Montgomery
• Visit Montgomery
• Transportation
• Purple Line Now
• Suburban Maryland Transportation Alliance (SMTA)
• Fix 270 Now
• WMATA Momentum Champions
• Other
• Maryland Chamber of Commerce
• Maryland Association of Chamber of Commerce Executives (MACCE)
• Maryland Tech Council
16
17. Signature Events
November 17, 2016 The Awards Committee was chaired by Immediate
Past Chair Jerry Shapiro. Over 800 of the region’s most prominent business
and government leaders gathered at the Bethesda North Marriott Hotel and
County Conference Center to celebrate innovation, achievement and ongoing
commitment to the community.
The award categories represent the values of MCCC and include:
MCCC is hands down #1 in terms of being the best chamber
of commerce, and is leading the way in showcasing that our
businesses can truly lift up a community.
Tim Regan, President and CEO
The Whiting-Turner Contracting Company
17
{ }
18. March 31, 2017- The 43rd Annual MCCC Public Safety Awards
Luncheon was chaired by Steven A. Robins of Lerch, Early &
Brewer for the 16th consecutive year. The event brought together
over 1,100 business, government and public safety leaders to
honor the men and women who serve our community. For the
first time, first responder body-camera footage of the 2016 Flower
Branch Apartment Fire was presented in an edited video, demonstrating the bravery and courage of the MCPD
and MCFRS first responders. The body-camera footage, along with early news releases announcing the
awardees attracted widespread media attention for the event.
The event acknowledged a PSA Corporate Vital Link, PSA Government Partner and PSA Champion and
culminated in the presentation of 21 Valor Award recipients, three Unit Citations, a MCCC Public Safety
Community Service award.
Award Winners:
Government officials who participated in the program included:
• U.S. Senator Chris Van Hollen
• Congressman John Delaney
• Congressman Jamie Raskin
• Montgomery County Executive Isiah Leggett
• Montgomery County Council President Roger Berliner
Recognized for their actions in the Flower Branch Apartment Fire:
• Police officer III Jeffrey Hughes (Silver)
• Fire fighter Rescuer III David Braun (Bronze)
Two MCCC Unit Citation of Valor awards presented in relation to the Flower Branch Apartment Fire:
Montgomery County Department of Police 3rd District patrol officers, represented by Sergeants Troy Brenner
and Paul Bandholz, Corporal Jason Halko and POII Shannon Mattingly
• Montgomery County Fire and Rescue Service members:
o Captain William Cooke (Truck 716)
o Fire Fighter Rescuer III Enrique Escolero (Truck 716)
o Fire Fighter Rescuer III David Wakeley (Paramedic Engine 701)
Additional individuals honored for their actions and responses to incidents in 2016:
• Corporal Johnny Beason (Silver)
o In response to shooting in Clarksburg
Award Winner Sponsor
MCCC Public Safety
Government Partner of the Year
The United States Attorney’s
Office for the District
of Maryland
Motorola Solutions, Inc.
MCCC Public Safety
Corporate Vital Link Award
Coalition of Ignition Interlock
Manufacturers: Intox-a-lock,
LifeSafer and Smart Start
TD Bank
MCCC Public Safety Champion
of the Year
Mothers Against Drunk
Driving (MADD)
Fitzgerald’s Lakeforest
Toyota
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19. • Police Officer III David Kocevar, and members of the MCPD Repeat Offenders Unit:
Sergeant Brady Clouser, Corporal Jeffery Rachael, and Detectives Donnie Oaks, Kenneth Halter,
Roger St. Louis, Thomas Tippett, Richard Volpe, Charles Bullock, Dominic Disinio (Bronze)
o In response to deadly shooting spree in Prince George’s and Montgomery Counties
• Police Officer III Dale Steffen (Honorable Mention)
o In response to suicide attempt in Germantown
• Sergeant Manuel Saponara and Police Officer III Brian Holloway (Honorable Mention)
o In response to Domestic Violence in Germantown
• Resident Supervisor II Alicia Jackson and Resident Supervisor III Andre Stepp (Honorable Mention)
o Life-saving attempt in Pre-Release Center
• Deputy Sheriff III Jason Carew and Deputy Sheriff II Steven McDonald (Honorable Mention)
o In response to suicide attempt in Silver Spring
• Police Officer III Yves Didier N’Kodia (Honorable Mention)
o In response to North Hampton Drive repeat offender
MCCC Unit Citation:
Montgomery County Department of Correction and Rehabilitation Critical Stress Management Team
MCCC Public Safety Community Service Award:
• Sergeant Sabrina Pirtle
NBC News4 Anchors Aaron Gilchrist and Erika Gonzalez expertly emceed the 2016 Public Safety Awards.
June 12, 2017 The Annual Dinner Awards Selection and Nomina-
tions Committee was chaired by MCCC Board of Directors General
Counsel Pam Mazza. Over 800 business and government leaders
attended to celebrate individuals and companies who made signif-
icant business contributions over the past year, and to induct the
2017-2018 Board of Directors. Members of the Montgomery County
Business Coalition and other Economic Development partner organizations were recognized with their logos
being displayed on the jumbo screens in the ballroom. One of the most memorable moments of the event was
during Norm Augustine’s acceptance speech for MCCC Business Advocate of the Year: “You can’t be for jobs
and against employers.”
MCCC’s newly-elected Board of Directors took the oath of office and pledged to uphold the mission of the
Chamber, and the ceremony concluded with the traditional passing of the torch to welcome the new leadership:
• Chair of the Board: Dusty Rood, AICP, President & CEO, Rodgers Consulting, Inc.
• Chair-Elect: Leslie Ford Weber, Director, Campus, Government & Community Affairs,
Montgomery County, Johns Hopkins University
• Immediate Past Chair: Jim Young, Vice President, Corporate Facilities, Services and Real Estate,
Marriott International, Inc.
Listening to the honorees’ stories of trial and valor left no one
in the room untouched. The event served as a reminder of
how thankful we are to have such men and women
keeping us safe.
– Staci Redmon, President & CEO
Strategy and Management Services
{ }
19
20. Government leaders who provided remarks included the following:
• Congressman Jamie Raskin
• Montgomery County Executive Ike Leggett
• On behalf of Governor Hogan, Special Secretary Jimmy Rhee, Office of Minority Affairs
Maryland-based local band Nelly’s Echo provided live entertainment at the dinner, including the singing of
the national anthem and accompaniment during the passing of the torch. Led by former NBC’s “The Voice”
contestant Nelson Emokpae, the band also performed “I’m Okay,” their single which was used in Visit
Montgomery’s newly-released promotional video which was also shown at the Annual Dinner.
As technology continues to challenge our businesses and
reshape our business models, the Montgomery County
Chamber of Commerce is at the forefront, shaping the
economic landscape so that our County businesses can
thrive.
– David Nguyen, Founder & CEO
United Solutions, LLC.
MCCC recognized five business pioneers who strengthened the business environment in Montgomery County
and Maryland:
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21. MCCC Legislative Receptions
New: 2016 Montgomery County Legislative Reception
September 28, 2016 MCCC members gathered in Rockville Town Center to
network and engage informally with elected officials. The 96 attendees shared
successes and highlights of doing business in Montgomery County as well as
challenges and ideas of ways to remain relevant in a competitive region and
global market. Officials in attendance included members of the County Council,
Board of Education, Planning Board and the Montgomery County Delegation to
the Maryland General Assembly.
January 30, 2017 MCCC members had the opportunity to connect with State
Delegates at the Governor Calvert House in Annapolis for the 2017 Annapolis
Legislative Reception. The event included informal time for networking, as well
as speeches by State Senator Nancy King (D39) and Delegate Shane Robinson
(D39). Opening remarks were delivered by Legislative Affairs Vice-Chair Leslie
Ford Weber and Co-Chair Joshua Bokee.
Government Contracting Network
MCCC’s Government Contracting Network (GovConNet) programs are designed to support Maryland and
Greater Washington Region-based government contractors. In addition to the programs listed below, Gov-
ConNet programs also include the Business EXCELerator Member Exchange Meetings (see the Member
Exchange Meetings section for more information).
GovConNet Council
The GovConNet Council is comprised of Government Contracting industry experts who develop GovConNet
programs and provide industry specific advocacy. The Council advises the MCCC Board of Directors on how
best to direct MCCC resources to ensure the continued success of the contracting community. The Council’s
mission statement is “To promote the economic impact of the federal government presence and to advocate on
behalf of the contracting community for business opportunities.”
GovConNet Thought Leadership:
Mid-Size Initiative: The Council took action following a number of disturbing trends concerning midsize federal
contractors. Starting in August 2016 the Council hosted stakeholder meetings, work sessions and meetings
with key agencies in developing policy changes that would reverse the trend. In May the Council finalized its
Mid-Size policy priorities and has now begun the work of advocating for their implementation. On November
4th the Council hosted a briefing with Jackie Robinson-Burnette, Associate Administrator, U.S. SBA to discuss
policy changes and market concerns.
On February 24, 2017, Milissa L. Gary, Ombudsman, GSA Office of the Procurement led a forum about the
GSA’s new programs and initiatives and provided members with advice on navigating the federal marketplace
contracting maze. At this meeting the Chamber was asked to participate in an Agency Reverse Training Day
• Speaker: Millisa L. Gary, Ombudsman, Office of the Procurement, GSA
• Discussion Moderator: Michelle E. Litteken, Associate, PilieroMazza PLLC
The GovConNet Council also helped to organize and participate in a high-level Reverse Industry Day with
GSA executives.
21
22. GovConNet Forum
GovConNet hosted a forum October 28, 2016, with speaker Gloria Larkin, Founder and CEP of TargetGov.
Larkin provided invaluable advice for government contractors on developing an effective capability statement
as well as guidance on how to market to the government.
On-sites Agency Visits
New 2017 Treasury Industry Day: On March 9, 2017, over 300 government contractors attended the 2017
Treasury Industry Day at the Silver Spring Civic Building, where they connected with other contractors, as well
as government employees. The event featured breakout sessions on topics including Capability Statement
Essentials, Mentor Protégé Programs, Graduating Out of the 8(a) Program and Set-Asides for GSA Schedules.
Fourteen corporations held exhibits and 21 government agencies and contracting firms attended for
matchmaking. MCCC partnered with the National 8a Association as well as the U.S. Treasury Department.
New National Oceanic and Atmospheric Administration (NOAA): Hundreds of government contractors
connected with NOAA leadership at their offices on April 6, 2017. Among the nine presenters were leaders of
the NOAA Acquisition and Grants Office and Barry E. Berkowitz, Senior Procurement Executive, United States
Department of Commerce. Breakout sessions included meetings with the National Weather Service, Oceanic
and Atmospheric Research and the National Institute of Standards and Technology. In addition, NOAA Prime
Contractors seeking subcontractors participated in the event.
22
23. Montgomery County Chamber Community Foundation
Veteran Institute for Procurement
The National Center for Veteran Institute for Procurement (VIP) is the country’s first-ever training center to train
veteran service-disabled and veteran-owned small businesses to succeed in the federal contracting market.
The MCCCF launched VIP as a pilot program in 2009.
Today, VIP is a 3-day, 27-hour comprehensive certification program held at the Bolger Center in Potomac that
is designed to equip veteran businesses to increase their ability to win government contracts. Funded entirely
by the Montgomery County Chamber Community Foundation, Partners and VIP Sponsors, the Institute is
offered at no cost to participants. Donations are required to sustain and expand VIP to meet the needs of
veteran-owned businesses, VIP alumni and the growing community of veterans seeking jobs.
The VIP program continues to expand in its offering of curricula and number of veterans served. In 2016-2017,
VIP Grow held two training sessions, one in December and one in June. Since the program launched in 2009,
VIP Grow has graduated 727 veteran-owned businesses from 42 states, Washington D.C., and Guam.
New: VIP International was launched to train service-disabled veteran-owned small businesses (SDVOSB)
and veteran-owned small businesses (VOSB) who want to enter or expand their Federal and commercial
contracting opportunities overseas. VIP International has graduated 47 veteran-owned businesses from 11
states, Washington, D.C., and Guam.
New: VIP Start, launched in April 2016, held its second training session in October 2016. VIP Start has
graduated 99 veteran-owned businesses from 21 states and Washington, D.C. The next session is scheduled
for October 3-5, 2017.
In all, the National Center for Veteran Institute for Procurement (VIP) has graduated a total of 873 companies
from 42 states, D.C. and Guam and has received over 1500 applications to attend its training programs. On
average, graduates grow 50% one year after graduation.
VIP is offered at no cost to participants. The Montgomery County Chamber Community Foundation (MCCCF)
funds this program through a public-private partnership made up of a cooperative agreement with the U.S.
Small Business Administration (SBA) support from the State of Maryland and Montgomery County, and private
sponsorships. MCCCF hosts an annual golf tournament to raise private funds to support VIP.
727
Graduated
42from states,
Washington DC
&
Guam
47
Graduated
11from states,
Washington DC
&
Guam
99
Graduated
21from states,
Washington DC
On average, graduates grow
one year of graduation
23
24. Montgomery County Green Business Recertification
MCCC secured re-certification and continues to promote its designation as a Montgomery County Green
Certified Business. New changes include composting.
SPARK – MCCC and the Montgomery County Department of Environmental Protection partnered
with WeSpire to develop an online community for Montgomery County Green Certified Businesses to track
individual employee achievements in sustainability. Carbon “credits” were tallied for the New Year’s Eve Ball
drop.
Ride-on Bus Campaign - Montgomery County Department of Environmental Protection re-instated the
campaign to award re-certified and newly certified businesses by featuring the logo of the Montgomery County
Green Certified Business on the sides of Ride-On Buses.
Public Safety Scholarship
The Montgomery County Chamber Community Foundation supports the Public Safety Scholarship Fund at
Montgomery College.
The scholarship is targeted to students who are children of a Montgomery County fallen, law enforcement
officer, firefighter or other public safety professional or volunteer in one of the county public safety agencies
identified by MCCC.
24
25. Communications & Outreach
MCCC uses a variety of communication mediums to update members about advocacy and events, and
influence decision-makers on business issues.
Email Marketing
MCCC communicates with members, prospects, and interested parties using Constant Contact email
marketing to distribute the monthly “What’s Next” newsletter, a weekly update of programs “This Week @
MCCC,” advocacy highlights and updates, new and renewing member information, and updates on programs
and events.
Social Media
• Increased Following: MCCC continues to use social media to engage and inform members,
potential members, members of the press and government officials. Through increased posting,
engaging in discourse and tagging organizations, MCCC has increased its reach.
o Twitter: In 2016-2017, MCCC increased its Twitter followers by 17% to a total of 2,071
followers.
o Facebook: In 2016-2017, MCCC increased its Facebook likes by 13% to a total of 1,510
likes.
o LinkedIn: In 2016-2017, MCCC increased its LinkedIn followers by 64% to a total of 568
followers.
In the News
• Power Rankings: In June 2016, MCCC was ranked second among the Top 25 Chambers of
Commerce in the Washington region by the Washington Business Journal for the second
consecutive year.
• Washington Business Journal Guest Column: MCCC President and CEO Gigi Godwin penned a
guest commentary in the Washington Business Journal supporting the FBI’s potential relocation to
Prince George’s county.
• Kojo Nnamdi Show: Godwin also appeared on the Kojo Nnamdi Show on WAMU to discuss the $15
minimum wage proposal.
• Washington Post Letter to Editor: In May 2017 MCCC and The Greater Bethesda Chamber of
Commerce published a Letter to Editor in the Washington Post regarding Bethesda Downtown Plan
• In the Spotlight: In 2016-2017, MCCC was highlighted by NBC4 News, the Washington Business
Journal, Montgomery County Sentinel and Bethesda Beat, among other news sources.
New Website
• MCCC began constructing a new responsive website which will launch in FY 18. The site will include
an improved user interface and increased navigability to provide greater support to our MCCC Board
of Directors and Members.
It is now that we seize the moment. It is now that we do the
disrupting. And it is now that we settle for nothing less than
to be the best.
-Dusty Rood, Chair of the Board{ }25