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This document discusses building sustainable customer advocacy programs. It notes that businesses that optimize for their customers outperform competitors in margins and growth. New leadership mandates require engaging customers through digital platforms as customers educate themselves online. Customer advocacy programs aim to promote and support customer interests. The document outlines developing immersive advocacy experiences tailored to different audiences to build trust, belonging and knowledge. It also discusses measuring advocacy success through various metrics and strategic relationship value. Lessons learned include empowering client-facing teams, differentiating references from advocacy, and understanding and advancing the client's agenda.
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Customer or partner advisory boards can significantly help organizations gather insights into its corporate strategies and product direction. Join this insightful and educational webinar to learn how such an advisory council can bring tremendous value to your company.
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Succession Planning @ family run business
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Succession planning
This document discusses succession planning and outlines some key points:
1. Succession planning involves identifying and developing talent to fill future leadership needs in an organization. It is a proactive, ongoing process.
2. Succession planning aims to ensure leadership continuity and retain intellectual capital. It also encourages individual growth. The CEO, senior managers, HR, and department heads all share responsibility for succession planning.
3. Effective succession planning assesses critical positions, identifies and evaluates potential successors, develops talent through training plans, and monitors progress through reviews. It aims to have the right people ready to fill key roles when needed.
Business Case For Succession Planning
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
Webinar an objective succession planning process
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/__vRhlNAZtc or watch the video at end of the slide
Join us on this webinar with Paul Walsh, a leading HR Consultant and Trainer in the region, to discuss, question and improve your succession planning process. A high level process map will be the focus of the webinar with Paul discussing what steps we need to take to ensure, not only that we get the right succession candidates, but also how we can ensure that the process of selection is open, objective, transparent and fair.
About the Presenter:
Paul Walsh is a professional Human Resources Trainer, Consultant and Practitioner with over 20 years’ experience in the GCC, MENA and Asia.
Succession Planning
The document provides an overview of a webinar from CLC Human Resources on best practices for high-impact succession management, including frameworks for assessing vacancy risk, readiness risk, transition risk, and portfolio risk. It summarizes CLC's research on managing the four succession risks and translating them into strategic imperatives to safeguard critical capabilities, accelerate development, overcome executive derailment, and maximize talent leverage. The webinar outlines CLC's approach to moving from traditional succession planning to strategic executive talent management.
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The document outlines MCC's zero-based budgeting process which involves multiple steps: collecting data using templates, program experts reviewing and rating programs, prioritizing all programs to determine recommendations, and finalizing program prioritization and recommendations. Data is collected centrally and additional information may be requested from teams during the process. The process aims to base the budget on program prioritization rather than historical funding levels.
ZBB Timeline
The document outlines the Zero-Based Budgeting (ZBB) timeline from its introduction in August 2011 to the finalization of the FY2013 budget in January 2013. Key events include introducing ZBB to officers and committees in August-September 2011, testing the ZBB process in November 2012, reviewing programs and finalizing the budget from November 2012 to January 2013, and approving the FY2013 budget in January 2013.
ZBB program listing based on 2012 expense budget
This document provides a listing of programs and their associated funding sources for MCC's FY12 budget. It analyzes funds 110, 120, 180, 190, and 410. The listing includes administrative and academic programs across MCC's different campuses and locations, with two-digit codes indicating the program type and department. Funding sources are identified for each program.
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This document is a cost effectiveness template for a program that tracks revenues and costs over three fiscal years (FY2009 to FY2011). It collects information on revenue sources like tuition, fees, gifts, and grants, as well as expenses categories including salaries, benefits, supplies, equipment, and other program costs. The template also requests details on grants and anticipated future equipment needs and their estimated costs.
Academic demand data template 9 22
This document provides a template for tracking credit hours delivered by academic programs each term from 2009 to 2011. The template includes columns to record the number of credit hours delivered in the summer, fall, and spring terms for each year. The last column will calculate the percentage of student credit hours delivered for different program components.
Cultural Competence Panel
This document announces a cultural competency panel discussion for health care professionals to be held on July 19, 2011 from 5:30PM to 7:00PM at the MCC-Penn Valley Health Science Institute located at 3444 Broadway in Kansas City, Missouri. The panel will feature experts discussing efforts by local organizations to develop culturally competent healthcare systems in the Greater Kansas City area, followed by a question and answer session and brief tour of the institute.
Information Center Introduction
The document summarizes plans for an MCC Information Center that will serve as a central point of contact for students by answering questions from various departments over the phone in order to provide quick answers and direct students to necessary resources. The Information Center will be located on the Penn Valley campus and staffed by 12 employees including a manager overseeing 5 full-time and 6 part-time student services specialists. It is projected to open in February 2012 and will operate Monday through Friday from 8am to 6pm, handling an estimated 500,000 calls annually.
Early retirement and budget overview board
This document provides an overview and analysis of Metropolitan Community College's (MCC) early retirement program and budget. It finds that MCC is currently spending over $5 million annually on its early retirement program, with a growing $3.5 million liability. The Chancellor recommends changes to the early retirement program to reduce costs and liabilities going forward, including limiting premium pay and healthcare benefits for current and future retirees. The changes are estimated to reduce MCC's liability by $1-2 million initially and lower annual expenses to around $500,000. The document also reviews MCC's debt, reserves, and other budget considerations like the allocation model and compensation packages.
Closing the gap 4.14.2011
The document summarizes the current early retirement plan and costs for MCC, including:
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- Insurance benefits for retirees that cost $2.6 million annually.
- Premium pay for 69 early retirees who are reemployed, costing $1.6 million annually.
The total annual cost of the current early retirement plan is $4.9 million. The document also outlines an option to implement a "Rule of 80" retirement eligibility with incentive payments only and discontinue insurance benefits after July 1, 2013 to reduce costs.
Closing the Budget Gap 4.7.2011
The document summarizes the current early retirement plan and costs for MCC, including an incentive payment, insurance benefits for retirees, and premium pay for reemployed retirees. It shows the annual costs total around $4.9 million. It then presents an option to implement a "Rule of 80" retirement plan on July 1, 2013 that would provide a reduced incentive payment but discontinue retiree insurance benefits. This option shows the annual costs decreasing over time as current retirees are no longer receiving insurance benefits.
MCC actuarial report 3.21.11
This document from Hay Group Actuarial compares the financial impact of 6 retirement scenarios for a company's retiree benefits program. Scenario A reflects the current program. Scenarios B-F present alternatives with variations to eligibility ages and benefit types. The analysis calculates the present value and actuarial accrued liability for each scenario based on employee data and assumptions provided to the actuaries. The key variations between scenarios include changes to retirement eligibility ages, the availability of health benefits only or health and incentive pay benefits, and the duration of incentive pay benefits after retirement.
MCC BRT actuarial report 3-11-11
This document summarizes an actuarial report from Hay Group that analyzes the financial impact of 6 different retirement plan scenarios for Monroe County Community College. Scenario A represents the current retirement program, while Scenarios B-F present alternatives that were discussed or suggested. The report calculates the present value and actuarial accrued liability for each scenario based on medical, dental, vision and claims data provided to the actuaries. It provides details on how the incentives were calculated for each relevant scenario.
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The document summarizes the financial analysis of MCC's athletic programs for fiscal year 2010, breaking down revenue and expenses by category, program, and campus location. It shows the total revenue and expenses for MCC athletics, how expenses were categorized, and the revenue and expenses for each athletic program at the Longview, Maple Woods, Penn Valley, and Blue River campuses. Scholarship funds listed represented tuition waivers for some student athletes rather than direct distribution in the budget.
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This document summarizes MCC's financial ratios from fiscal years 2006 to 2010 according to standards set by the Higher Learning Commission. It shows that MCC had a primary reserve ratio above 0.40, indicating it could cover 5 months of expenses from reserves. The net operating revenue and return on net assets ratios were mostly within or above the ideal ranges, demonstrating operating surpluses and increased wealth. The viability ratio was close to the ideal of 1.00. MCC's composite financial indicator score was above 3.0 each year, meaning strengths in some ratios offset weaknesses in others.
Highlights from Oct. 2010 in-service presentation
The document discusses projected state aid cuts, MCC's projected budget deficits, early retirement costs, projected retirement liability, fringe benefit increases, and how employee compensation packages have increased from 74.5% of the operating budget in 2002 to 78.6% in 2010.
BRT Aug 27 handout
The handout summarizes the university's debt schedule and funding sources, showing that the unexpended plant fund balance would be depleted by 2019 if only used to pay off planned debt. It also discusses the financial outlook for 2012 and beyond, which has worsened with potential additional state funding cuts. Projections assume a 5% state aid cut in 2012 and $2 tuition increases annually. For forecasting, a 17% state aid cut is being used as the most likely scenario. The current financial plan has some known issues with its assumptions about state aid increases after 2012, investment income increasing while reserves decrease, and understating potential insurance rate increases.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
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The complex relationship between human activities and the environment has been the focus
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significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
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diverse human activities.
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and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
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Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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