Proposal Assignment Our final project, which will consume the last four weeks of class, is a major business-to-business (B2B) proposal with several different sections, well researched and well written. I would like you to imagine a business or non-profit organization you would possibly want to own or run one day—choose something that interests you. Pretend you need to earn new business, so you are pitching other local businesses or nonprofit organizations and offering your products and/or services to them with the hope that they will become a client and pay you. A proposal is a document that explains what products or services you can offer them to address a need they have, how you would carry out a plan to deliver those services, why your organization is their best option instead of one of your competitors, and the value it will bring to them. The “Proposal” folder in the “Lessons” section will have articles and examples to help you. I will add materials gradually as we go along and/or share more info in weekly announcements, but there is more than enough to get you started through your first three sections (Introduction, Mission Statement, and Situation Analysis). Our textbook also has great tips and information in Chapter 16, but it does not use the exact format I would like you to use, which I have described below: The Basics: • • • • • • Approximately 7 to 10 pages, single-spaced Consistent formatting of your choice Attractive layout At least two visual aids Several reputable sources credited in-text (citation style doesn’t matter as long as it is consistent) Where possible, use real facts; other details can be made up where reasonable Cover Page (Include in Final Draft) Executive Summary (Include in Final Draft) • 2-3 paragraphs Introduction & Mission Statement (Post Draft by Monday, July 16) • • Greetings (can be an actual letter) Tells about your organization and its mission • Highlights major points, especially those which distinguish you from competitors Situation Analysis (Post Draft by Monday, July 23) • • • Identifies and/or defines the problem(s) Provides background Makes sure you and the client are on the same page 1-2 pages Proposal Assignment • • • • Demonstrates knowledge of the client, their objectives, and their customers Can provide third-party and/or original research (polls, focus groups, and so on) Conditions the client for your approach 1-2 pages Strategy/Materials/Methods (Post Draft by Monday, July 30) • • • • • • • • • Defines philosophy behind your approach Describes measurable, achievable goals Defines scope Discusses strategy and a logical rationale Discusses tactics Describes your capabilities Identifies additional resources needed Describes metrics and quality assurance 2-3 pages Deliverables/Timeline (Post by Friday, August 3) • • • • • • Builds directly off of the ideas in the previous section Describes how the strategy is applied and/or implemented Describes which personnel will do which tasks and why Describes phases of project, specific benchmarks May provide an actual timeline diagram or layout information in a calendar or chart Describes deliverables • Explains how results will be measured and evaluated 1 page Budget (Post by Friday, August 3) • • Usually a table Some text can be used to introduce or explain parts • Use numbers as close to possible to the real-world values 1 page Value Proposition/Conclusion/Thanks (Include in Final Draft) • • • • Assuming the aforementioned sections are actually carried out, you should describe the value your work will add to the client Will it raise the client’s profile? Extend its reach? Will it strengthen the client’s talent and resources? Improve the client’s finances? Include a paragraph or two summarizing the proposal and thanking the reader should be at least one-half page Whole section Helpful staff For Your Situation Analyses: SWOT A major part of a Situation Analysis section, besides providing basic background information, is a narrative based on your SWOT (Strengths, Weaknesses, Opportunities & Threats). Check out this article to learn more. https://www.businessnewsdaily.com/4245-swot-analysis.html Below are a few different examples of proposals. #1, #3 & #4 are actual student proposals from my past classes that I thought were pretty good. These were face-to-face classes, not online, and students worked with partners or in groups. So they're what you should strive for, but they're much longer and the individual components will almost certainly be better and more in depth than what one person can create by themselves. So do not be intimidated, I don't expect you to match them. #2 Is a proposal from an actual client of mine. Please do not forward or post this any other place. The last document is a series of proposals I found online that are of different sizes, shapes, and formats. They give you an idea, but they are pretty different than what you are going to deliver. Proposal: Safety Regulation Inspection for Brake Ohio, Inc. GLOBAL SAFETY SOLUTIONS, INC. 4700 Morris NE Albuquerque, NM 87111 www.globalsafetysolutions.com (505) 224-5520 CCR/FTIN #: 4561254 DUNS #: 489722 TABLE OF CONTENTS 1.0 Introduction 1.1 Proposal Letter to Nissin Brake Ohio, Inc. 1.2 Mission Statement 1.3 Executive Summary 2.0 Situation Analysis 2.1 Industry Background 2.2 Industry Problems 2.3 Analysis of Nissin Brake Ohio, Inc. 3.0 Primary Services 4.0 Deliverables/Timeline 4.1 Project Strategy 4.2 Project Phases 4.3 Project Checklists 5.0 Budget 5.1 Project Cost 5.2 Competitor Comparison 6.0 Conclusion 7.0 Meet the Team Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 1.0 INTRODUCTION 1.1 Proposal Letter to Nissin Brake Ohio, Inc. Nissin Brake Ohio, Inc., Global Safety Solutions, Inc. welcomes the opportunity to work with you on your safety program. We have studied the information that you have sent us and thus far, see no obstacles to completing our final goal of total compliance with all local, state and federal safety regulations. Our company utilizes various methods, disciplines, and collaboration when working with any new or existing organization. We provide a team of experts, each with a specific knowledge in their respective areas. All of our professionals come from the industry and are highly educated in safety regulations. So far, all of the organizations that we have helped have been completely satisfied and have recommended our services to their colleagues. We place such a high value on safety in the workplace that we stand by our results with a complete total satisfaction guarantee. Our team of experts will not only locate areas of concern, but they will guide your team leaders in the right direction on who to contact to get your concerns remedied. We have a wide array of contracts in the brake pad manufacturing industry who will assist your company with any noted areas of concern. In order to facilitate communications and meet deadlines, we suggest one person in your office to whom we may report. This person will have the authority to respond to our findings and give approvals for any possible work from outside contractors that may need to be performed. Please be advised that it is not only in your best interest, but in ours, that your company pass all local, state and federal safety regulations. We will do everything within our ability to assist and give you the tools you need to be successful. We will fax this proposal to your headquarters with a follow-up hardcover via overnight shipment. If you have a standard confidentiality agreement that you wish to use in conjunction with this proposal, please send it to us promptly for our review. Respectfully, Global Safety Solutions, Inc. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 1.2 Mission Statement Global Safety Solutions, Inc.’s mission is to educate, promote, and encourage the practice of safety while reducing unsafe acts and hazardous conditions, for the good of all, directly and indirectly. 1.3 Executive Summary Global Safety Solutions, Inc. is committed to outstanding customer service. As you can see by our client testimonials, we have an excellent track record of success. Client Testimonials: “Global Safety Solutions was a great benefit to our safety program. If not for their professionalism and courtesy, we certainly would not have been in full EPA compliance by our scheduled deadline.” -Motorcraft 2014 “Our manufacturing plant was in dire need of safety upgrades and compliance review. The professional representatives from Global Safety Solutions, Inc. not only came up with a game plan but they also assisted us in finding the correct avenues to bringing our plant up to all local, state, and federal safety regulations.”-Duralast 2014 “Thank you Global Safety Solutions, Inc.! We do not know where we would be now if it wasn’t for your professional and knowledgeable experts. Thank you! Thank you! Thank you!”-Goodyear 2013 Global Safety Solutions, Inc.’s due-diligence in the areas of EPA and OSHA compliance are exemplary. We strive to maintain a competitive edge and assiduously maintain our costs within the constraints of our proposed budget. Our professionals work closely with your company representatives and strive for 100% compliance by placing emphasis on project strategy, project phases and project checklists. We expect nothing less. We are confident in our capacities and are quite convinced you will be, as well. Thank you for your attention. Sincerely, Global Safety Solutions, Inc. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 2.0 SITUATION ANALYSIS 2.1 Industry Background The brake pad manufacturing industry in the United States has been affected by new regulations that have been passed by a number of government agencies over the last thirty years. In a recent report by the Manufacturers Alliance for Productivity and Innovation (MAPI), approximately 197 unique regulations had been passed that affect the growth of friction product manufacturing businesses. The majority of these regulations were passed by the Environmental Protection Agency (EPA), while smaller numbers had been developed by the Occupational Safety & Health Administration (OSHA). The EPA has initiated 62 new regulations since 1981 that directly affect the brake pad manufacturing sector. The goals of the new regulations are to generate a cleaner environment and to provide a safer working environment for employees; however, the sheer number of regulations that have been passed force companies to spend large amounts of money to comply with each regulation, whether it is through changes in equipment and product composition, or time spent creating the documentation required by the agencies. The resources spent on these regulations directly detract from a company's ability to create growth. Global Safety Solutions, Inc. will provide opportunities for Nissin Brake Ohio, Inc. to innovate and to save money. Global Safety Solutions, Inc. believes that regulatory compliance is a matter of properly satisfying requirements and expectations of our society. We comply with laws, regulations and company rules, we act ethically, and we make ethical decisions that implement best practices. Best practices, something tried and true, are used to maintain employee safety and product quality as an alternative to mandatory legislated standards and can be based on self-assessment or benchmarking. Best practices continue to be major features of accredited Nissin Brake Ohio, Inc. management standards such as ISO/TS16949 and ISO 14000. To stand out in today's world, companies often need something more than best practices. A best practice should merely be viewed as a benchmark or starting point to build upon. In addition, a best practice can evolve to become better as improvements are discovered. At Global Safety Solutions, Inc., we are also committed to building relationships of trust with all stakeholders by conducting our business operations in a responsible manner and with a consistent focus on ethical decision-making. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com Our compliance inspection programs are designed to ensure compliance with federal, state and local government requirements, including EPA and OSHA. We custom-tailor our inspection program to fit your health and industrial safety needs. The consultants and inspectors at Global Safety Solutions, Inc. are highly qualified professionals who possess field experience as well as current certifications and licenses. Backgrounds range from industrial hygiene, chemistry, general industry and engineering. Our team has a combined 65-year history of providing OSHA and EPA services. We offer a wide range of benefits for companies and employees with particular expertise in brake pad manufacturing. Our compliance inspection program offers to businesses an opportunity to fulfill their mandated OSHA and EPA requirements. Global Safety Solutions, Inc. is Nissin Brake Ohio, Inc.’s compliance solution. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 2.2 Industry Problems The state of Ohio has millions of manufacturing jobs and 22 brake pad manufacturing facilities dating as far back as 1930. Problems in meeting government standards have led to manufacturer litigation, costly recalls, bankruptcy, plant closures and human deaths. Global Safety Solutions, Inc. will ensure specified standards are met or exceeded prior to required government inspections. Our compliance inspection program for Nissin Brake Ohio, Inc. focuses on current major concerns and shortfalls pertaining to the brake pad manufacturing industry, as listed below: Manufacturing Processes     Factory Safety Zones Employee Injuries Factory Machine Safety Equipment Maintenance and Repair Environmental Protection (EPA)     Asbestos Safety Product Composition PPE Air Quality Occupational Safety & Health (OSHA)     Trip Hazards Lock-Out/Tag-Out Procedures Grinding Machine Exhaust Hazardous Waste Procedures Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 2.3 Nissin Brake Ohio, Inc. Analysis Nissin Brake Ohio, Inc. is a tier-1 supplier of brake pads for automotive and non-automotive applications for Honda and Harley-Davidson. Your company philosophy is simply stated as, “The future of Nissin Brake Ohio, Inc. is through the vision and involvement of our Associates.” Nissin Brake Ohio, Inc. is dedicated to integrity and self-reliance in supplying to an international market. Your company is committed to exceed customer expectations and manufacture the highest quality products. Nissin Brake Ohio, Inc. believes that safety is the most important concern for associates. As a direct result, Nissin Brake Ohio, Inc. received a 2012 Safety Award from the Hancock County Safety Council. The award symbolizes the hard work and attention to safety by Nissin Brake Ohio, Inc. associates. Global Safety Solutions, Inc., in conjunction with Nissin Brake Ohio, Inc., will demonstrate commitment to maintain a safe and healthy working environment. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 3.0 PRIMARY SERVICES Global Safety Solutions, Inc. offers expertise in helping companies fully comply with OSHA requirements and specific EPA regulations unique to the brake pad manufacturing industry. Failing to meet such requirements can result in accidents, lawsuits and fatalities. Global Safety Solutions, Inc. will prepare companies for the dramatic increases in OSHA and EPA laws that are currently being implemented or are on their way. Our OSHA and EPA compliance program is headed by former OSHA and EPA inspectors that are well versed in the adaption and intricacies of new codes and they take a proactive approach to compliance. Global Safety Solutions, Inc. will ensure specified standards, regulations and practices are met. Full documentation of findings and recommended courses of action will be produced upon completion of inspections. Below are some of the compliance-related services we offer: On-Site Audits: Our safety and health audits are customized to address all occupational safety and health and specific environmental protection regulations pertaining to brake pad manufacturing. Global Safety Solutions, Inc.’s business approach is to cater to Nissin Brake Ohio, Inc.’s specific needs to identify any hazards, program deficiencies and violations in your operations, and to develop programs to correct them. Mock OSHA and EPA Inspections: Our safety consultants will conduct actual OSHA and EPA-style inspections. Our primary goal is to accurately assess the level of safety and health regulatory compliance at any specific location. These inspections may be organized and arranged so that they are unannounced and unexpected by the facility. Quality Assurance Recordkeeping Compliance: We will assure that your OSHA 300 Log is current and accurate and that your EPA reporting (15 U.S.C. 2614) is complete and precise. Safety Program Development: We develop customized safety and health programs to guide and direct compliance with current regulations. Regulation Updates: We provide OSHA and EPA updates on new laws as they apply to your company’s needs Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com Counseling on Alleged Violations: If your company has been cited, we will provide assistance that may result in reduced penalties, classification change or violation withdrawal. We will also provide abatement assistance. OSHA and EPA Compliance Expert Witnesses: We can provide expert witness testimony on any aspect of compliance with OSHA and EPA regulations, if needed. Asbestos Product Composition and Substitutes: Asbestos is a human carcinogen, is ranked the most hazardous substance a human can be exposed to, and should never be inhaled. Ohio is in the top 10 states with asbestos-related deaths. The most significant source of exposure is during the manufacturing process, as asbestos dust is generated from grinding. Studies have proven asbestos disease, lung cancer, and mesothelioma are the results of inhalation of chemicals from brake pad manufacturing workers, and the diseases to worker’s families are also the result when workers take the dust home on their clothing. Global Safety Solutions, Inc. is able to provide to Nissin Brake Ohio, Inc. expertise in mediating new composite formulas to reduce the amount of asbestos used in such high temperature friction applications. Our team of trained professionals consists of understanding both the technical make-up of the formulas and the documentation procedures of these innovative environmentally safer components. Best Practices for Safety in Manufacturing: Global Safety Solutions, Inc. is excited to also be able to provide Nissin Brake Ohio, Inc. expertise in best practices for safety in the manufacturing process. We will ensure that safety specifics such as certified employee training compliance has been completed by operators of the unique equipment specific to Nissin Brake Ohio, Inc. We will also verify that lock-out/tag-out and hazardous waste procedures are adhered to, and that manufacturing zones are safe for workers. Global Safety Solutions, Inc. is dedicated to a productive workplace that is free of hazards to human health and the impact on the environment is minimal. Global Safety Solutions, Inc. in partnership with Nissin Brake Ohio, Inc. believes that together, we can achieve a safe accident-free workplace with environmental consciousness. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com Reduced Insurance Rates: The majority of our clients have reduced their worker’s compensation and general liability rates (some of them by over 40%) by using Global Safety Solutions, Inc.’s effective and reliable safety program. Please take a moment to call your worker’s compensation insurance carrier for a rate quote should you agree to partner with Global Safety Solutions, Inc. Team up with Global Safety Solutions, Inc. and your rates will decrease! 4.0. DELIVERABLES/TIMELINE 4.1 Project Strategy Global Safety Solutions, Inc. will begin the regulation compliance project with Nissin Brake Ohio, Inc. nine (9) months prior to government regulatory agency inspections. There will be eight (8) phases of the project. Throughout the first six (6) phases, Global Safety Solutions, Inc. will implement on-site inspections pertaining to worker, plant and environmental safety. Inspections and employee popquizzes will be executed by Global Safety Solutions, Inc. using the checklists in section 4.3, which cover all regulatory agency requirements. Two (2) Global Safety Solutions, Inc. inspectors will be present at the Nissin Brake Ohio, Inc. site, two (2) times per month. The completed checklists will provide “pass/fail” results combined with specific comment sections. During the last two (2) phases, the results will be compiled, off-site by Global Safety Solutions, Inc., into a summary report containing violations and recommendations to correct the failures. Global Safety Solutions, Inc., together with Nissin Brake Ohio, Inc. will then identify action items to correct the failures, and Nissin Brake Ohio, Inc. will complete the action items with the assistance of on-call Global Safety Solutions, Inc. personnel. A final inspection of completed action items will be performed by Global Safety Solutions, Inc. with a zero-tolerance final goal of “pass”. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 4.1.1 Project Phases    Each Phase = One (1) Month V1 = GSS On-Site Visit 1 V2 = GSS On-Site Visit 2 4.1.2 Phase I V1 – Meet and Greet: Nissin Brake Ohio, Inc. (NBO) and Global Safety Solutions, Inc. (GSS) teams will meet to collaborate and review the project timeline.  Attendees from NBO: Facilities Director, Project Manager, Employee Safety & Health (ES&H) Director and Quality Assurance (QA) Director  Attendees from GSS: All four (4) GSS Inspectors V2 – Inspection of QA Documents    Asbestos Compliance Hazardous Waste Procedures Equipment Maintenance & Repair 4.2.2 Phase II V1 – Inspection of Manufacturing Processes  Factory Safety Zones V2 – Employee Pop-Quiz  Factory Machine Safety 4.2.3 Phase III V1 – Mock EPA Inspection  Personal Protective Equipment (PPE) Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com V2 – Mock EPA Inspection (cont.)  Air Quality 4.2.4 Phase IV V1 – Mock OSHA Inspection   Trip Hazards Grinding Machine Exhaust V2 – Employee Pop-Quiz  Lock-Out/Tag-Out Procedures 4.2.5 Phase V  Summary Report of Findings Generated 4.2.6 Phase VI V1 – Presentation   Summary Report of Findings Recommendations for Failures V2 – Action Items Identified 4.2.7 Phase VII   Action Items Initiated and Completed by NBO GSS Available On-Call 4.2.8 Phase VIII  GSS Final Inspection of Completed Action Items Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 5.0 BUDGET 5.1 Project Cost Phase No. No. Hours No. Inspectors Rate ($) Cost ($) 1 2 3 4 5 6 7 8 10 12 8 12 16 8 Unlimited 4 2 2 2 2 2 2 2 2 $150.00 $150.00 $150.00 $150.00 $150.00 $150.00 No Charge $150.00 $3,000 $3,600 $2,400 $3,600 $4,800 $2,400 $0 $1,200 Total Cost: $21,000 5.2 Competitor Comparison Global Safety Solutions, Inc. offers award-winning service, completing the entire project in only 70 billable hours at a competitive rate of $150.00/hour. Our competitors, RFT Safety, Payne Consulting Services, and Integrated Safety Concepts, all within the Ohio area, complete their projects in the range of 75-85 hours at an hourly rate between $150 and $175. Another difference among our competitors is that during Phase 7, Global Safety Solutions, Inc. does not charge an hourly rate for our consulting and direction. Global Safety Solutions, Inc.’s aggressive project cost combined with the highest quality service from the most experienced professionals in the industry are the reasons behind choosing Global Safety Solutions, Inc. as your safety consultation professionals. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 6.0 CONCLUSION Global Safety Solutions, Inc. helps large companies comply with all local, state and federal safety regulations. This is very critical with large manufacturing companies. One of our recent clients, a large manufacturing company similar to yours, was struggling with how to manage their safety program. Global Safety Solutions, Inc. was able to get them completely OSHA and EPA-compliant within 9 months. Their management was happy and their employees were surprised at how easy it was to bring a manufacturing plant up to OSHA and EPA code. Here at Global Safety Solutions, Inc., we strive to maintain solid communication with our clients. Our track record with other large and small manufacturing companies has been successful. Some of our many clients have been Mopar, Duralast and Motorcraft. We would like to thank you for your consideration and we hope to work with Nissin Brake Ohio, Inc. in resolving all of your OSHA and EPA compliance needs. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com 7.0 MEET THE TEAM Ronald Hinshaw, MA, BA After joining Global Safety Solutions, Inc. in 2004 as Director of Operations, Ronald Hinshaw was appointed Chief Operating Officer (COO) in 2008. In this current role, he holds the overall responsibility for Operations, Engineering, Regulatory Inspector, Procurement & Supply Chain Management and Quality & Information Technology. Mr. Hinshaw began his professional career in 1990 at Mercedes-Benz AG in Stuttgart, Germany, as Project Engineer in Central Materials Management. In 1994, Mr. Hinshaw became Director of Manufacturing at Daimler Chrysler South Africa (DCSA). In 1998, Mr. Hinshaw transferred to Beijing Benz Automotive Co., Ltd, in China, where he worked as President and Chief Executive Officer (CEO). Leading the joint venture, he relocated the operations to an all new state-of-the-art facility and he has set the footprint for sustainable profitable growth. Focusing on the introduction of lean manufacturing principles, he achieved a drastic improvement in plant productivity, quality and performance delivery. Mr. Hinshaw earned a Masters of Business Administration in Finance and a Bachelors in Marketing and Economics from the University of New Mexico. Anthony J. Sanchez, MA Anthony J. Sanchez obtained the position of Safety Inspector at Global Safety Solutions, Inc. in 2010. In this role, he holds the responsibility of overseeing factory, equipment, and product safety inspections. Mr. Sanchez brings expertise to Global Safety Solutions, Inc. by counseling clients on workplace safety and health laws, rules and regulations. Mr. Sanchez has successfully dealt with OSHA issues while working in both the public and private sectors, as a former OSHA official and as a Safety Inspector at Ford Motor Company. Mr. Sanchez spent 17 years with Ford Motor Company at their main headquarters in Detroit, Michigan, holding regional and global safety inspection positions in the many Ford manufacturing plants throughout the world. Mr. Sanchez received a Masters as an Industrial Hygienist from UCLA and is a professional member of the American Society of Safety Engineers. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com Aaron T. Smith, MA Aaron T. Smith obtained the position of Lead Safety Inspector at Global Safety Solutions, Inc. in 2006. In this role, he holds the responsibility of overseeing Global Safety Solutions, Inc.’s Safety Inspectors. Mr. Smith was formerly an OSHA Compliance Officer and the Corporate Director of Safety at Commercial Door & Hardware. Mr. Smith joined the U.S. Department of Labor’s Occupational Safety and Health Administration in 1990 as an OSHA Compliance Officer. Mr. Smith spent 15 years with OSHA in New York offices, holding regional and national leadership roles, including Regional Administrator. During his tenure, he was instrumental in creating many of the current OSHA policies and procedures. Mr. Smith received a Masters in Industrial Hygiene from SUNY, is a professional member of the American Society of Safety Engineers and is a member of the editorial advisory board for Jackson Publishing Group’s OSHA Guide for Steel Facilities. Jennifer S. Weber, PHD, MA Jennifer S. Weber worked for 25 years as an EPA compliance officer at General Mills. She was then brought on board with Global Safety Solutions, Inc., 5 years ago, and serves as Chief Financial Officer (CFO) and QA Regulatory Compliance Inspector. Ms. Weber received her PhD in Chemical Engineering from Harvard and her Masters in Mechanical Engineering from Stanford. Ms. Weber brings to Global Safety Solutions, Inc. a wealth of EPA compliance knowledge and experience. Nissin Proposal for Third Party Verification by GSS, Inc. July 14, 2014 www.globalsafetysolutions.com Proposal for THRIVE Clinic August 4, 2016 Project Manager - Liz Reid Head Writer - Emily Fontana Head Researcher - Jody Coletta Finance Manager - Eddie Samora Head Designer - Angie Hoover Welcome University of New Mexico Hospital! THRIVE’S MISSION It is THRIVE's mission to provide comprehensive therapeutic services to the public including Physical Therapy, Occupational Therapy, Speech Language Pathology and Clinical Dietetics all within one facility. We strive to assist individuals in improving their quality of life and believe that all individuals can succeed regardless of obstacles s/he may face. It is our duty and privilege to develop individualized, goal-oriented plans to promote higher functioning and personal independence. Who We Are: It is THRIVE’s greatest pleasure to introduce ourselves to the community and to the members of The University of New Mexico Hospital Network. THRIVE is an innovative, eco-friendly, technologically advanced and highly credentialed out-patient rehabilitation clinic in the central Albuquerque, New Mexico area. For nearly ten years, we have existed as Thriving Therapeutics in the Albuquerque, NM area but have evolved our practice to become THRIVE. We have a highly educated staff that has been meticulously trained to serve adults in need of rehabilitation services. Our staff is a combination of prior outstanding members of Thriving Therapeutics and now has welcomed over two dozen additional, highly trained staff members. It is our duty as a team to develop and communicate effective individualized, goaloriented plans to promote higher functioning and personal independence. Each plan is developed in our four main areas of therapeutic services; Occupational Therapy, Physical Therapy, Speech Language Pathology, and Clinical Dietetics. Considering the strength of our accomplishments and goals, we are looking to obtain a respected partner to assist us in funding and further developing the scope of THRIVE. We foresee excellent growth potential for rehabilitation clinics in the near future based on multiple reasons we will later touch on. Investing in THRIVE’s future would demonstrate UNMH’s true desire to contribute to the health and well-being of New Mexico’s residents. At THRIVE, we view the rehabilitation process as one that can rebuild lives. Rebuilding requires strength, patience, effort, knowledge and care. THRIVE will continue to strengthen our community now and for future generations. 2 Why New Mexico? As a company, we have serviced the Albuquerque, New Mexico community for nearly ten years as a small therapy clinic. We take great pride in our community and love New Mexico for many reasons, but primarily, it’s an ideal environment to exactly what we do. Albuquerque is renowned for having the best year round weather in the USA. Low humidity and warm temperatures (70°F/21°C is the yearly average) combine to make Albuquerque a fantastic place to explore, or live, any time of the year. • According to several sources, Albuquerque, NM receives about 310 sunny days per year. • Albuquerque lies at an elevation of about 5,000 feet and Santa Fe just over 7000 feet. New Mexico enjoys a high desert climate which has brought Olympic trainers from all around the world for decades. • With various landscapes of desert, mountains, the Rio Grande, white sands and pine forests, New Mexico has beautiful reasons for people to aspire to get outdoors and explore. • A mild and sunny climate often makes New Mexico an attractive destination for many retirees and for those desiring to live an active, outdoor lifestyle. • Many studies have revealed that sunlight exposure leads to improved mood, reduced depression, better sleep and reduced instance of diseases like Alzheimer’s and autoimmune disorders. • University of New Mexico, as a University Health System Consortium (UHC), rates as a 4-star hospital, placing UNMH in the upper third of academic health centers nationally. Here at THRIVE, we are appreciative of the beauty and opportunity New Mexico provides for adults undergoing rehabilitation and looking to remain physically and emotionally motivated to improve the quality of their lives. We are proud to be a central part of the New Mexico community and appreciate this Land of Enchantment’s ability to support our mission. 3 How THRIVE is Unique from its Competitors: • The incorporation of Clinical Dietitians within our all-inclusive, outpatient clinic is a forward-approach to providing our patients with a comprehensive therapeutic experience. • We are American Board of Physical Medicine and Rehabilitation certified and our Clinical Dietitians are licensed by the New Mexico Nutrition and Dietetics Practice Board. • We have developed a user-friendly website that includes online appointment scheduling, supplementary information about the practice, office hours, applicable health information, useful tips and much more. • We are a rehabilitation clinic that helps serve the community's needs and exceeds patient expectations while providing high-quality health care to residents of the area and surrounding areas. • We have developed an eco-friendly facility that reduces water usage, conserves natural resources, improves air quality, protects biodiversity and ecosystems, and reduces operating costs. • Our staff members are highly educated medical professionals and are trained using the most advanced methodologies and technologies. • Located in the heart of Albuquerque, we are in close proximity to UNMH, resulting in a short and easy commute to and from the hospital. • Flexible hours, 7am-8pm Monday thru Friday, allow those with busy schedules time to access our clinic. • Our clinic is new, modern, clean, open-concept, bright, positive, and welcoming. • We have a full staff to encompass not only therapy sessions, but also an M.D., Registered Nurses, Medical Supervisors and other crucial office staff to facilitate a smooth and safe experience. 4 Table of Contents Situation Analysis 6-9 Trends in Rehabilitation Services 6 In-patient vs. Out-patient Programs 7 How THRIVE Differs from Competitors Strategy/Materials/Methods 7-9 10-17 Philosophy 10 Belief/Goals 10-11 Strategy 11-12 Tactics 12 Our Clients 12 Capabilities 12-14 Testimonials 14-16 Additional Resources 17 Quality Assurance 17 Deliverables/Timeline 18-19 Objectives 18 Deliverables 18-19 Budget 20-21 5 Situation Analysis Trends in Rehabilitation Services Trends in Rehabilitation Services shows a growing need for nutritional therapy support in New Mexico, mainly because of chronic diseases such as diabetes, obesity, heart disease and a variety of other diseases. We need to address these growing health concerns of the community by providing dietetic services that will promote the awareness and education of some of the critical health issues facing New Mexicans. THRIVE has addressed the need for nutritional therapy, and we have expanded our staff to include 3 experienced clinical dietitians. They will provide our patients with the necessary tools and education to better manage chronic diseases and improve their quality of life. • An aging population requires rehabilitation more frequently. • Advances in medical technology increases survival rates of accident victims, those with disabilities, and those suffering from chronic illness. • The increased need for outpatient and in-home therapeutic settings. • Increased obesity rates have resulted in individuals requiring nutritional counseling in addition to physical therapies in order to obtain a comprehensive recovery. New technologies have resulted in advances in methods of diagnosis, treatment of injuries and disabilities. These trends are changing the model of how rehabilitation services are provided and their impact on the facilities that support the programs. Early discharge and reduced reimbursement are driving rehabilitation services to the outpatient setting. Many facilities have tried to run both inpatient and out- patient services out of the same facility without success. Outpatients with impaired mobility are unwilling and sometimes unable to negotiate the distance from visitor parking to the rehabilitation department. To improve customer satisfaction and generate revenue, many hospitals are establishing out-patient rehabilitation facilities that have easy access to strip shopping centers. Because of the similar space and equipment needs, rehabilitation services from across the spectrum are being consolidated. This and the trend toward bedside therapy have dramatically reduced the need for large central rehabilitation departments within a medical center. 6 In-patient vs. Out-patient Programs Out-patient Therapy Pros • Out-patient therapy is a great way to benefit from therapy without committing to inpatient rehab care. • Staffed with the same type of highly trained staff as inpatient rehab centers, but patients only attend during designated office hours. • Out-patient care may be a convenient option for patients who reside near the clinic. • Patients obtain greater control over his/her progress when able to practice exercises in the comfort of their own home. • There is often less pressure on the patient to meet timing goals in terms of their progress. In-patient Rehab Cons • An in-patient rehab stay is a lengthy commitment that not everyone can make or afford. • While in-patient rehab centers produce impressive results and can help patients achieve therapy goals quickly, many people are unable to be away from work or family members for an extended period of time. • In-patient rules and regulations tend to be stricter since they are providing a temporary living facility in addition to rehabilitation programs. How THRIVE Differs from Competitors Opportunities THRIVE has the ability to affect the community in a positive way. We are looking forward to a productive partnership with the University of New Mexico Hospital through a team approach that focuses on patient goals. We are different from other outpatient facilities with the incorporation of Clinical Dietitians, aquatic therapy, eco-friendly standards, and state of the art technology. 7 Clinical Dietitians We strive to provide the best client service, knowledge and products so patients feel comfortable when they are in our facility and receiving therapy. THRIVE stands out above its competitors in Albuquerque, primarily because of the addition of Clinical Dietitians within our all-inclusive, outpatient clinic. Our competitors do not offer nutritional services in their clinics. Studies have shown a growing need for dietician services because of the increasing Diabetic population in the United States, especially in New Mexico. Dietitians also provide crucial nutritional therapy for those who have chronic illness and require a drastic change of diet in order to maximize recovery outcomes. THRIVE’s approach to patient care is holistic making us unique to other outpatient facilities. Nutritional support is a huge need in our community, and we have addressed this need by including three certified Clinical Dietitians who can provide patients with nutritional education and guidance. We believe that good nutrition is a key element in any patient’s recovery program, especially when exercise isn’t much of an option. We can make a difference in the lives of our patient’s by providing programs that are tailored for their unique, individual needs. Specialized Clinical Dietitians counsel those with chronic disease. • Heart disease • Hypertension- New Mexico ranks number 10 in the nation for hypertension • Digestive complications • Obesity – New Mexico has the 32nd highest adult obesity rate in the nation • Diabetes –Approximately 214,120 people in New Mexico have Diabetes, and health care costs comprise 1.7 billion. • Inflammation reduction related to joint pain • High cholesterol can lead to heart disease and strokes Aquatic Therapy In addition to Dietetics, THRIVE is unique in its approach with aquatic therapy. The pool is diverse with allowing access to all needs of the client. The underwater equipment allows there to be less stress on the body and provides resistance similar to that of land-based exercises. • • • • • • • Specialized form of physical and occupational therapy Best environment to achieve full function regardless of injury Zero depth entry allowing easy mobility into the pool Chair lift which allows patients easy access in and out of pool Low impact workouts that can be done with under water equipment Aging clients feel successful with their therapy sessions Aids in relaxation and reduce swelling, along with improving strength and flexibility 8 Eco-Friendly A modern and unique feature to THRIVE is the development of an eco-friendly business that will not only benefit the environment, but also the patients and staff. THRIVE’s green building will enhance the patients experience/therapy sessions by providing natural light, organic materials and the reduction of waste throughout the facility. Green buildings are proven to benefit the community. Economic/Environmental Benefits of a green building • Reduce operating cost • Reduce wastage of water • Conserve natural resources • Improve air and water quality • Improves overall occupant health and production of services • Create market for green products and services THRIVE supports the concept of a sustainable earth, but it really does go deeper than that. When a company decides to go green, their goal is to sustain the environment without disrupting the surrounding natural habitats. Even the smallest will help promote a healthier planet rendering it a better place for us all to live- not just us humans, but as part of an extensive ecosystem. By adopting greener practices, we can take maximum advantage of environmental and economic performance. Future A community-based, holistic center is our goal. Our current growth has inspired us to explore future areas of opportunity. In the future we will offer: • Massage therapy • Acupuncture • Chiropractic • Yoga/Pilates classes THRIVE believes that adding these services to our business will increase revenue, while benefiting the community in a positive and holistic way. 9 Strategy/Materials/Methods Philosophy THRIVE intends to leverage its clientele by having the state of the art facility that is equipped with necessary tools that help facilitate the needs and goals set out for the patient. THRIVE, being the only “one-stop” facility in New Mexico, will have access to a full team of comprehensive therapeutic services. This is a notable value to the hospital since all services can be achieved in one place. The importance of this is exemplified as clinicians are able to directly able to communicate with each other when creating treatment plans. The THRIVE team is able to work together and provide services in a timely manner which is convenient for the patients. Also, it will ease the travel for families and caregivers who are responsible for transporting patients to appointments. In addition, the facility will have a therapeutic pool. The pool will offer the clients a gravityeliminated environment that will facilitate the development of gross and fine motor skills. The pool includes a zero depth entry and a chair lift, which will allow easy access in and out of the pool. While in the pool, clients can experience low-impact workouts or use under water equipment. Belief/Goals It is THRIVE's greatest mission to provide comprehensive therapeutic services to the public including Physical Therapy, Occupational Therapy, Speech Language Pathology and Nutritional Counseling all within one facility. We strive to assist individuals in improving their quality of life and believe that all individuals can succeed regardless of obstacles s/he may face. It is our duty and privilege to develop individualized, goaloriented plans to promote higher functioning and personal independence. The following are key goals of THRIVE: • Patient Bond – patients are identified and placed in the support of the THRIVE team. • Patient Care Center – majority of services are offered to patients in a “one-stop” clinic for their care. • Continuity of Care – the patient will receive “cradle-to-grave” care from the consistent care of the THRIVE team. • Multiple Points of Access – a collaborative, comprehensive therapeutic services allow patients to obtain services to their appropriate situation. 10 • Service Integration - a patient’s medical information is received and passed along confidentially and to whichever clinician is providing him/her services. • Service Enhancement – THRIVE will enhance the existing treatment plan for patients and promote higher functioning and personal independence. Strategy Location THRIVE will be located in the heart of Albuquerque. Our clients will be able to easily access and find the location of our facility. This location will maximize the amount of people who have easy access to the facility. Flexible Hours Our hours will ensure that our clients will be able to see us at any time of day. We will be open from 7am to 8pm, Monday through Friday. These hours will allow people who work during the day to make it to an evening session. All appointments can be made over the phone or at our office. Environment and Overall Experience THRIVE’s building will be cheerful and bright with the colors scheme being similar to our logo. We are an eco-friendly environment with many windows for natural light and have solar panels to help with energy costs. There will be plants inside and outside to give to the added natural environment. Each client will be welcomed and greeted with a smile. Pricing While a large portion of our patients are referred to us directly from UNMH, we are also available to the community with a prior authorization from accepted insurances and/or a provider referral. Each session for the clients will be billed according to the industries procedures and standards. The pricing will be consistent with nearby competitors and agreements with the top three largest insurers within the area. Revenue Forecast THRIVE has been functioning as a small therapy clinic for ten years and has gained great experience in managing revenue. As THRIVE, a larger clinic, we have the potential to increase our revenue exponentially as we are able to obtain a higher client intake. Marketing Our primary marketing strategy will be increasing the SEO on our website. We will also do direct mail marketing seasonally as well as internal marketing such as business cards and upcoming events, ads, etc. 11 Technology The use of technology it is key to making sure all clients are current with their appointments and medical history. Furthermore, client information can be sent right there and then to their next therapist or doctor. While information is being sent, their information stays confidential and protected by our computer servers. Pool Equipment Our underwater therapeutic equipment is a fantastic benefit for our clients. The soothing pool and weightless experience provide clients with relief from muscle and joint pain. It aids in relaxation and reduces swelling, along with improving strength and flexibility. Tactics After treatment at UNMH, clients will be released to an out-patient facility that will further their therapeutic services. THRIVE’s facility will have all necessary services in a “onestop” clinic. The first meeting will be an evaluation with the client and all personnel s/he will be working with and a home visit to assess the patient’s daily life. All procedures and goal-oriented plans will be discussed and organized for the client in order to have a smooth transition into the facility. While a large portion of our patients are referred to us directly from UNMH, we are also available to the community with a prior authorization from accepted insurances and/or a provider referral. Our Clients THRIVE’s clientele range from teens to adults. Each client has their own customized plan that is designed to fit the needs and goals for improving their quality of life. Each plan is regularly evaluated to make sure if any additional or unnecessary practices need to be addressed. Most clients will have continuous services, but will be advancing in their own personal achievements to be well-adapted to their environment. Capabilities THRIVE is a company that works together to promote the well-being in our clients and staff. We strive to assist in improving the quality of life and believe that all individuals can succeed. It is our duty as a team to develop and communicate effective individualized, goal-oriented plans to promote higher functioning and personal independence. Each plan is developed in our four main areas of therapeutic services; Occupational Therapy, Physical Therapy, Speech Language Pathology, and Clinical Dietitians. Each client will have different goals that will be met and will be customized by their 12 therapist. Evaluations will be conducted regularly to ensure that goals are being met or if changes need to be made to assist in improving the client. Overall the therapists will focus on making sure the client is able to adapt in his or her environment. Occupational Therapists (OTs) - Assist in helping clients reach their full potential by applying things they need and want through everyday activities. Common practices: • Helping people regain skills after injury. • Assist in guiding people in social and work situations. • Allow aid to people who are experiencing cognitive and physical changes. • Will support in improving the client’s daily performances in activities and goals. Physical Therapists (PTs) - Assist in helping clients restore/improve mobility and reduce pain. Common practices: • Educate their clients about how to control or prevent their condition from happening again. • Design a customized plan that will help establish practices and techniques that will be met by their client. • Practices will set forth the ability to move, restore function, reduce pain, and prevent any re-injury. Speech Language Pathologists (SLPs) - Assist in helping clients communicate who usually have difficulty producing sounds or saying words/sounds correctly. Also language disorder when the client shows signs of having trouble understanding others or sharing their feelings or thoughts. Client’s language may include inappropriate use of speech in social situations and may be verbal or nonverbal communication. Common practices: • SLPs will assess, diagnose, prevent, and treat speech. • Will work with clients to ease social and cognitive communication. • Assist in speech and communication disorders, which are a result of traumatic brain damage, dementia, birth defects, and stroke. • Aid in swallowing disorders; which can be related to injury, surgery, or illness. 13 Clinical Dietitians – Assist in patient medical nutrition therapy. The incorporation of nutritionists within our facility is a forward-approach to providing our patients with a comprehensive therapeutic experience. Common practices: • Create individualized and/or group nutritional programs based on the health needs of patients. • Clinical Dietitians support, counsel, educates and motivate clients with regular meetings and formulate realistic and worthwhile goals. • Goals focus on the right diet and exercise plans in accordance with PT, OT and SLP protocols. Testimonials Nutritional Counseling: “A few years ago I was diagnosed with T2 diabetes by my primary care physician. I did the things he advised me to do which was exercise, eat healthy, and lose weight. Pretty good advice but over the years and especially this past year, my numbers continued to increase until the point where my doctor told me I needed to have a foot amputated. In re-evaluating things it was readily apparent that doctors are great at diagnosing diabetes, but lack the time and experience to advise patients how to live their everyday life as a diabetic, and now without a foot. What I needed was someone to help me learn to be a diabetic in addition to learning how to walk again! That’s when I found THRIVE via their website. With a referral from my doctor, I started seeing a Physical Therapist and started meeting with the Clinical Dietitian. They answered every question with understanding, knowledge and empathy. The Dietitian provided dietary suggestions, helping me understand A1C levels, reading BG tests and the nuances of daily life as a diabetic. My A1C is on track to be around 6.4 next month and I absolutely could not have done this without the help of THRIVE. Not only that, I’ve learned to walk again thanks to their physical therapist!” -Brock Lee 14 Occupational Perspective: “My name is Will Schnurnberger. I was born with Cerebral Palsy, spastic quadriplegia, which means that I’ve always had to work hard to move my arms and legs. For the twentyfour years of my life, I’ve had OT, PT, and Massage Therapy on a regular basis to keep me moving as best I can. I’m able to walk short distances in a walker, but I mostly get around in a manual wheelchair. I want to tell you about how Adaptive Swim has changed my life. A swimming pool has always been a great place for me to move my body, free of equipment. All I needed was three or four Dolfin Swim Rings on each arm, and I could be independent in the water, bounce on my feet and play games with my dad. Then, in the summer of 2014, when I was twenty-one years old, I started the first Adaptive Swim Lessons Program with the team at THRIVE. In that first summer of weekly lessons I learned to stay afloat without supports. Now, in my third summer of lessons, I can swim. ● I swim underwater, moving my arms and kicking my legs. ● I’m learning to swim on the surface. ● I roll over in the water, from front to back, and back to front. ● I float on my back with ease. ● I swim on my back, using alternating arm strokes and kicking my legs. ● I’m safe in the water. ● And I get myself in and out of the pool chair! I knew Adaptive Swim would be good exercise. I’m stronger now than I have ever been thanks to the team at THRIVE. I am also working on additional stuff on the side with my PT to become stronger. Swimming is also really fun! The unexpected extra is that it has allowed me to be more independent and encouraged me to try new things. It’s pretty amazing what you can achieve when you’re motivated!” 15 Speech Language Pathology Perspective: “My name is Nancy and a year ago I suffered from a severe stroke that left me with no movement in my right arm and leg. I also suffered from speech and cognitive problems. I couldn’t do most activities that I had done before, especially the things I do every day. I did inpatient therapy for a few months, was discharged and referred an outpatient clinic called THRIVE. My doctor recommended THRIVE because they have an experienced staff and a variety of therapies. I could get all the therapy I needed at one place! I was relieved because I needed everything that Thrive offered speech, occupational, physical and nutritional. When I first started therapy there, I was struggling with the most basic things - my speech and memory, concerned me the most. Katie, a wonderful speech therapist, helped me by giving me memory tools to remember the daily activities that I needed to accomplish. She also helped me to regain normal speech, and now I feel like I sound more like my good ‘ol self again. Katie and the THRIVE staff worked as a team to help me reach my goals, and I’m so grateful to all of them.” Physical Therapy Perspective: “I have been playing basketball ever since I could start dribbling the ball. I was the leading high schooler in the division. My dreams were to play professionally after college. My dreams came to a stand still when at my last game of the season I injured my ankle. I thought my life and my scholarship to play basketball in college was over. However, if it wasn’t for the amazing team at THRIVE, I would not be where I am today. They helped me to restore and improve all mobility in my ankle. The team even went over other practices and techniques that could assist me in preventing any further damage. THRIVE is incredible and I can not thank them enough. I am now in my senior year of college and my dreams of playing professionally are looking good!” -Ted Jordan 16 Additional Resources From working with our clients, we will improve our ongoing efforts with having all access to therapeutic needs. THRIVE will continue its efforts to emphasize good quality of life, while utilizing new equipment and technologies that will help aid in patient well-being. We understand that when it comes to managing one’s health, many of life’s everyday factors can interfere with treatment. However, with all four areas of therapeutic services working together closely in one facility, we have the potential to help eliminate some of those conflicts that may hinder progress. Our goal is to allow the client to have the most inclusive experience to improve the efficiency of their health. Quality Assurance THRIVE Quality Assurance Goal: To continually improve patient quality and safety, while meeting clinical outcomes. THRIVE Quality Assurance Objectives: THRIVE will meet service objectives and goals by the following: 1. Timely evaluation of THRIVE staff about their performance, standards and job descriptions 2. Providing education to set the standard for THRIVE’s performances 3. Uplifting staff to take their professional performance as their full responsibilities 4. Provide support to managing teams to help develop professional and successful practices for their therapeutic team 5. Evaluate and educate to ensure all THRIVE staff is current with the standards, protocols, and regulations. 6. Monitoring values in order to ensure that objectives are being met and practiced correctly and safely. 7. Maintaining HIPAA regulations are abided by. 8. Adjusting any practices that demonstrate an inappropriate, unnecessary, harmful or ineffective result. 9. Conduct meetings regularly to communicate performances, evaluations, research, ideas etc. 17 Deliverables/Timeline Objectives The objectives for the first year of operation include: • To create a full service rehabilitation clinic that will exceed patients' expectations. • To provide high-quality health care to residents of the area and surrounding areas. • To create a rehabilitation clinic that helps serve the community's needs. • To form a health care practice that is able to survive off its own cash flow in 12 • • • • months or less. To increase the number of patients by 20% per year through superior performance, word-of-mouth referrals and help from UNMH. To develop a comprehensive website that includes online booking capability, as well as additional information about the practice, hours, demographic information, health information and much more. Collections of 95% or more and missed appointments under 5%. Average visits per week of 720 patients. Deliverables Design Phase • Process Flow Diagrams • Preliminary Equipment List • Budgetary Equipment Quotes • Emission Review & Permit Plan • Factory Performance Goals • Preliminary Project Milestone Schedule • Financial Analysis • Risk Management & Project Evaluations Detail Design Phase • Majority of equipment will be purchased during this phase. • Environmental, Instrument, and Controls Design Services • Code Compliance • Final Drawings/3-D Model Plan, Elevation, Details, Isometrics • Final Equipment List and Specifications 18 • • • Initiate Equipment Procurement, Vendor Quotes, Vendor Final Selection, Order Equipment Project Specifications and Drawings Update to Project Milestone Schedule Construction Management Phase • On-Site Construction Management of Civil, Structural, Mechanical, and Electrical • Equipment Tracking • Detailed Project Schedule Tracking • Detailed Project Budget Tracking • Monitor/Coordinate Daily Construction • Construction Quality Control • Progress Meetings • Owner Update Meetings Opening of THRIVE • • • • • • • • • Final review of therapist and other staff that will be available for week of opening. Training and Start up Assistance Owner/Operator Assistance Equipment Troubleshooting Therapists will design programs based on needs of the patients. Therapists will give and receive feedback on patients from other therapists in weekly meetings. There will be 150 patients per day within the three months of THRIVE opening. A newsletter will be sent monthly that will include topics such as people to know like your THRIVE therapist or client, community events, or informative practices to educate clients. THRIVE will provide annual reports by weekly, monthly, and quarterly. 19 Budget THRIVE is a company that is going to take pride in having the best of everything including our staff. We set aside $1.7 million in our budget to obtain the best available staff in each department. Our department Leads are exceptional in their professions and their support staff have been selected from the of top of their classes. We have taken great care when selecting our floor plan and materials for the construction of our expansion which is set to break ground on January 22, 2017 and is expected to be complete the winter of 2017. The THRIVE facilities are going to cost $2.2 million to expand and are going to be built with eco-friendly in mind because our staff has learned that a good environment promotes healing. THRIVE will have the best insurance coverage to help protect our staff and clients with a cost of $5,000. The last part of our budget will be starting operational cost and operational needs for the year which is $362,775. The next few pages cover our spending and what future operational cost should be along with our plan for the future. In the second year of THRIVE, we expect to be the top organization and the most profitable in Albuquerque. The overhead cost to make the changes will be cut down to $12,000 for operating cost and staff cost will stay the same. We are expecting to help an average of 17 guest per hour with an expected 3-million-dollar intake per year. THRIVE will be a pillar to the community and an asset to UNMH. 20 21 Example Proposal #1 This is an actual proposal drafted for one of my clients. I have scrubbed all identifying information; but please do not forward or post this document publicly. In this case, XYZ is a public relations firm working in government affairs pitching Acme, an energy company. There is no cover sheet, executive summary, timeline or conclusion in this particular example for proprietary reasons. I. Situation Analysis America’s electric utility industry is going through a transformative period that is affecting Acme’s business model and changing how it engages its customers and works with its regulatory partners in government to deliver reliable, affordable, and increasingly clean power. This shift has been underway for some time. Consumer demands on utilities have increasingly developed into a dual mandate often at odds with itself: continue to deliver affordable and reliable energy while at the same time increase the percentage of renewables in the portfolio mix. Government has adopted similar demands and during the past decade has taken an aggressive posture on climate through domestic actions (the Clean Power Plan) and international accords (COP21), which—if fully adopted—would have a profound impact on Acme’s business model. While this drive towards greater reliance on carbon-neutral energy was led by the environmental left, it has become mainstreamed in energy policy discourse and is now a starting point for most regulatory negotiations at the public utility commission level. In fact, Acme has voluntarily committed to stabilize its greenhouse gas emissions and is proud of this fact. Acme was able to adapt and meet these shifting consumer and government demands thanks in large part to the low price of natural gas and new technologies that allow for power generation plants to operate much more efficiently. However, some activists are calling for standards beyond what industry is currently able to accommodate and is demanding a full cessation of fossil fuel-powered electricity. Their mission has very real consequences for Acme’s ability to provide affordable energy to its consumers. Understanding this changing landscape, Acme launched its public relations program recently to ensure that decisions makers understood Acme’s role in the changing demands in the utility space. The program has taken important first steps to establish processes and buy-in; impact Key Initiatives; and track relationships with targeted decision makers. However, the 2016 election has shifted the narrative once again and presents new challenged and opportunities. The utility industry has to promote its capabilities, demonstrate it is being as proactive as possible while maintaining reliable service, and educate consumers on what they can do to manage their energy use. 1 The 2016 election may have also set false expectations that if regulations are eased, a utility business can simply change their business plan to take advantage of the new rule. For instance—for both economic as well as policy reasons—Acme has been decommissioning coal and old natural gas-fired power stations to comply with more stringent regulations and to take advantage of cost savings that new technologies provide. There is a very real threat that Acme might need to defend ongoing investments in infrastructure in the face of diminishing regulatory requirements at the federal or PUC level—a situation the industry has not had to face in a very long time. So to say that the utility industry is in a period of transformation might be an understatement. Acme must be able to navigate the changing regulatory winds at the federal level and defend ongoing or planned investments before the PUC. All this speaks to the need—and the power—of a multitude of voices that can speak on behalf of Acme with honesty, authority, and credibility. Building a public relations program designed to support Acme’s Key Initiatives provides a counterbalance to these political challenges. Establishing a threat monitoring system, socializing organizational knowledge, and providing company officials with a large repository of supportive arguments across various media will give Acme’s government and regulatory affairs and customer service professionals the tools to operate at maximum efficiency. As a threat to a Key Initiative arises, Acme officials will have at their fingertips early insight into the nature of the threat, the right materials to push back on the opposition, and knowledge from their colleagues on how similar challenges have been mitigated in other jurisdictions. This model supports a deeper engagement between policy makers and Acme staff as individual projects need not be discussed in isolation, but rather as part of the broader story of Acme’s $5 billion energy upgrades that will improve quality of life across the region. II. Our Strategy Acme’s Public Relations Program will play a critically important role as it continues the implementation of its $5 billion customer-centric investment plan. By leveraging employees with existing stakeholder relationship responsibilities, the program has the potential to: • • • • Change/impact how decision makers and community leaders perceive Acme, demonstrating the company’s strong ties in the communities it serves; Build an apparatus of company stakeholders and independent third-party voices to enhance Acme’s ability to impact the legislative and regulatory processes; Bolster employee morale and motivation to act on behalf of Acme; And enhance the company’s brand among stakeholders, lawmakers, regulators, and consumers. 2 To achieve these objectives, XYZ will work with Acme to evaluate the current program’s strengths and opportunities; structure a strategic approach for 2017 – 2019; and implement infrastructure and tactical improvements to institutionalize the program and expand its impact. XYZ is uniquely positioned to work with Acme to develop a successful program, relying on its expertise in the following areas: • • • Technology. XYZ has been a pioneer in public affairs technology for the last 20 years and delivers the most sophisticated and efficient tools for managing Public Relations Programs, communicating impact, and reaching targeted audiences and decision makers. Our technology platforms and expertise support many of the most successful federal, state, and local government affairs programs in the U.S. Campaign Team. XYZ’s Campaign Team works daily with the largest trade associations and corporations in the industry, shaping public policy outcomes, fighting electoral battles, and anticipating and stopping threats before they obstruct growth and operations. We specialize in crafting messages to key stakeholders and finding the best means to deliver that message, whether to employees, organized labor, vendors and suppliers, or government, commercial, industrial, or retail customers. Centralized, In-House Operations. XYZ’s total offering is the equivalent of a vertically integrated, national campaign operation that can be deployed anywhere in the country and with a high degree of flexibility. We provide reach into every county, centrally managed by veteran political experts with access to full in-house creative, communications, and technology capabilities. As the opposition continues to change its tactics to localize the fight, it is more important than ever that Acme evolve its tactics to better establish itself in the communities in which it operates. In the past, the jobs and capital infrastructure projects brought to communities was enough to build support for a project. Now regulators and lawmakers who may have never heard from their constituents on energy infrastructure issues are being inundated by environmentalist tactics. Even perceived strong friends at a minimum need cover. To be successful, community stakeholders need to be educated and engaged and willing to speak out. By investing in these long-term relationships, Acme will be able to establish credibility, combat the climate community, and protect its Key Initiatives. III. Strategic Approach XYZ will conduct a comprehensive audit of Acme’s current Program and provide subsequent strategic and tactical recommendations, both anchored in several core principles: • Make it Matter and Make it Easy. Acme recognizes that many of its employees are well positioned to be effective connectors between the company and community stakeholders. To get the most out of these connections, Acme’s program should: o Empower participating employees. Employees responsible for maintaining and leveraging relationships with critical stakeholders are essential to the company’s interests and should be recognized as such. The program should be structured and branded to appoint participants as “Ambassadors” or “Diplomats” to assign the 3 appropriate importance to the role and establish connections between participating employees. • o Educate employees on the importance of stakeholder engagement. Targeted employees should understand the regulatory/legislative process (where needed); the role key stakeholders play; the impact of positive community relations; the goals of environmentalists and opposition movements; and the financial, reputational, and other implications for the company. o Communicate and reinforce for employees the broad value Acme brings to the communities it serves. Acme’s vision speaks directly to this value, and the Public Relations Program should seek out ways to localize this message so it will resonate with a broad range of stakeholders as well as speak to the impacts of local Key Initiatives. o Establish and invest in a robust infrastructure that makes participation easy. Employees have many demands on their time, so to maximize engagement from targeted participants and create momentum for the program, Acme should build and maintain a program infrastructure that makes active participation easy. The program can leverage integrated technology platforms to centralize inputs from employees (such as meetings, contacts, feedback, etc.); program materials (fact sheets, emails, public comments, etc.); and outputs such as economic impact reports, stakeholder relationship assessments, etc. Invest in Long-Term Relationships. Local communities are built on relationships, many of which are decades in the making, particularly among influentials and decision makers. Corporations can struggle to make local connections that are able to influence key decision-making processes, and too often, companies invest in communities only when corporate initiatives are at risk. This approach is ineffective and fosters mistrust and resentment among community members. To address this challenge, Acme’s focus on Sustained Engagement will be a critical aspect of the evolution of the Program. Ongoing, proactive engagement with key regulatory, legislative, and community-based stakeholders provides a platform for employees to tell the Acme story independent of a specific project or initiative. The goal of the Sustained Engagement initiative should be to ensure decision makers and local influencers understand Acme’s vision; its goals associated with its customer-centric investment plan; what the company’s economic development investments mean for the broader region; and why the investments are being made before a Key Initiative is being considered. An effective program will demonstrate Acme’s commitment to the communities where it does business while also gathering key intelligence to inform ongoing strategic and tactical plans, including: o Vulnerabilities with decision makers, influencers, or relative to Key Initiatives; o Where messages are or are not resonating; o Opposition focus, tactics, and successes; 4 o • Outreach gaps with stakeholders, geography, etc. that may require third-party engagement and partnerships. Key Initiatives Require Special Attention. Acme’s Key Initiatives reflect more than $5 billion in capital investments through 2019 and provide valuable benefits to impacted communities and stakeholders. Their successful implementation has significant consequences to Acme’s bottom line. Therefore, Key Initiative engagements require appropriate, targeted attention to ensure timely procedural approvals in an environment that does not erode community and stakeholder support. Key Initiative engagements require jurisdictional leadership and coordination paired with a plan specific to the Key Initiative, including: o Targeting strategies that reflect specific legislative, regulatory, or electoral approvals required; o Community assessments that inform the targeting strategy as well as the need for thirdparty engagement and partnerships; o Outreach plans specific to stakeholders, strength of Acme’s relationship, and appropriate communications channels; o Timelines that reflect key inflection points in the established process; o Media and opposition tracking and rapid response. XYZ is uniquely positioned to partner with Acme to evolve their existing Public Relations Program to ensure these principles are appropriately applied and to implement an efficient and powerful program. Our Campaign Team possesses deep and diverse experience in energy issues and operations as well as the goals and capabilities of the opposition. Our team has a proven record of helping to shape public policy outcomes, fight electoral battles, and anticipate and stop threats before they obstruct growth and operations. We work with our energy clients every day to build the most effective local, communitybased issue stakeholder outreach programs that center on building lasting advocate relationships and mobilizing supporters to maximum effect. IV. Materials and Methods/Scope of Work a. Program Audit XYZ will begin by conducting a comprehensive audit of Acme’s existing Program to identify the program’s strengths and opportunities, along with recommendations for improvements. The audit will review internal and external factors that play a significant role in the success or failure of any stakeholder engagement effort, including: • Corporate Culture and Structure. Every corporation—and often operating units within corporations—have different cultures, leadership styles, and structures. These differentiations require attention and awareness, especially when program success depends on employee buy-in and participation. XYZ has extensive experience working with successful companies and other large corporations to build employee engagement programs that successfully engage their key audiences, speak to audience motivations at an individual level, and connect the advocacy 5 efforts to the organization’s larger mission and goals. These efforts focus on communicating the value of participation, removing barriers to participation, and cultivating long-term engagement and communication to encourage buy-in. • Issue, Community, and Political Realities. Politics really is local and there is no onesize-fits-all approach to issue, community, or stakeholder engagement. A primary basis of XYZ’s audit will be in-depth issue, community, and political assessment for states and jurisdictions where Acme does business. XYZ maintains a close-knit, bipartisan network of political operatives, with reach into every Congressional District and state in the country. Our political operatives are well-connected insiders in their communities, with deep ties to local, state, and federal leadership. We work closely with our operatives to gather issue-specific local intelligence and inform legislative and regulatory strategies. Our talented, bipartisan operatives help: o Provide crucial local perspective and real-time political intelligence that provides lobbyists and corporate teams with the most complete issue picture possible for individual legislators—a powerful complement to any state or federal outreach effort; o Reach out to and recruit local influentials and decision makers to participate in traditional outreach activities with lawmakers and members of their senior staffs, including in-person meetings, telephone calls, informal intercepts, personal letters, and more; o Build local issue coalitions to raise awareness and condition the media environment; o Generate valuable earned media in relevant, impactful outlets (op-eds, letters to the editor, news articles, talk radio interviews, etc.); o Drive public education campaigns that are issue-based with the development of a strategy that produces measurable results. Understanding the importance of these internal and external factors, XYZ’s audit will concentrate on the following core areas: • Program Structure. The program structure should accurately reflect Acme’s culture and organizational realities while also maximizing its potential impact, specifically considering: o Management and leadership; o Targeted and participating employees ▪ Existing and potential stakeholder relationships; ▪ Barriers to active participation; ▪ Gaps in access to community stakeholders. o Tracking and evaluation system; 6 • • • • • o Technology infrastructure; o Reporting mechanisms. Employee/Participant Perceptions and Feedback. XYZ will conduct interviews with employees who have participated in the program in 2016 to get specific perspectives on their experiences, successes, and challenges. XYZ will also seek inputs from and survey the broader employee populations to determine additional personal connections to stakeholders. XYZ has extensive experience working with clients in the corporate and association worlds to develop comprehensive understandings of their brands, programs, industries, and challenges. Through methods including opinion polling, surveying, and qualitative and quantitative research models, we are able to understand views and perceptions toward companies and their issues, identify where messaging is falling short, and inform strategies to increase overall engagement. Existing and Potential Stakeholders. Based on XYZ’s in-depth issue, community, and political analysis, XYZ will review and propose changes/additions to Acme’s current list of stakeholders. “Sustained Engagement” and “Key Initiative” Successes and Failures. XYZ will work with Acme to assemble “case studies” reflecting current and past Sustained Engagement initiatives and Key Initiative engagements. This effort will demonstrate how the current program approach works in practice; identify gaps; and pinpoint potential points of success and failure. Messaging and Communications Channels. Leveraging Acme’s inputs and XYZ’s issue, community, and political analyses, XYZ will evaluate the program’s messaging, materials, and communications channels. This effort will consider both Acme’s communications and channels to participating employees as well as communications among employees and other stakeholders. Opposition Focus, Strengths, and Weaknesses. XYZ maintains a sophisticated system for tracking opposition activity, and as part of our initial program audit, we will leverage that system to produce state and jurisdictional reports on the opposition’s focus, grassroots activities, and vulnerabilities. The program audit will provide XYZ with the appropriate intelligence and data to recommend constructive improvements that will have immediate and long-term impacts on program success. Specifically, the audit will summarize: • • • The current program’s strengths and opportunities; Our recommended strategic approach for 2017 – 2019; Infrastructure and tactical improvements to institutionalize the program and expand its impact. b. Tactical Implementation and Support 7 Following the audit, XYZ will work with Acme to formalize a plan for ongoing strategic counsel, program infrastructure, and tactical support for the Public Relations Program. In addition to the expertise of our Campaign Team, XYZ is the only public affairs firm with deep experience engaging employees, comprehensive in-house capabilities, and in-community reach into every state/locality, specifically: • Sustained Engagement and Key Initiative Alignment and Planning. XYZ has extensive experience working with corporations and associations to develop and implement Public Relations Programs. Guided by the audit recommendations, XYZ will work with Acme to maximize the effectiveness of the two core components of the program: Sustained Engagement and Key Initiatives. While the mission for each component is distinct, as described above, efforts must be aligned to ensure: o o o o o o • Barriers are removed from employee participation by streamlining internal processes, intelligence sharing, and reporting. Planning appropriately reflects Acme business impacts, strengths, and weaknesses; community characteristics; and stakeholder vulnerabilities. While it’s important to maintain close ties to “friends,” Sustained Engagement must aggressively identify and build bridges with nontraditional, yet influential audiences. Key Initiatives should benefit from the goodwill developed through the long-term relationship building and take pains to avoid eroding established community and stakeholder support. Third-party alliances and partnerships are leveraged to maximum effect, in conjunction with employee-driven Stakeholder Engagement efforts. Environmentalists don’t win the day. Acme must be aggressive in maintaining and nurturing ties with long-time friends, allies, and nontraditional audiences, alike. Environmentalists are targeting energy infrastructure projects in sophisticated and forceful ways, and even the industry’s strongest supporters will likely need strong political cover to ensure ongoing support. Technology Infrastructure. Successful stakeholder engagement—and securing buyin from targeted employees—depends on an advanced technology infrastructure that streamlines information sharing, materials dissemination, communications, and reporting. Our technology experts have built and developed all of our solutions and are available in-house to customize resources to fit your needs. The technology infrastructure supporting this program needs to accomplish three broad goals. o Qualitative and quantitative tracking of Acme employee interactions/relationships with key officials. o Collaboration space for information sharing across jurisdictions: ▪ Key Initiative progress; 8 o ▪ Repository of supporting materials; ▪ Discussion of successes and lessons learned. Highly transparent reporting to establish a culture of participation, allowing the leads of various jurisdictions to benchmark their team’s participation against their peers. In addition to our proprietary SAAS solutions, XYZ has experience leveraging a variety of reporting, database, and collaboration software tools developed by third parties to execute successful programs for our clients. While the broad technology needs are understood, the deployment of specific tools will be chosen based upon a set of requirements drafted by technical program architects to ensure that all programmatic requirements are met. To achieve this, XYZ will develop a solution that does some or all of the following, as needed: o o o o • Integrate with Acme’s CRM partner. XYZ has developed APIs to allow for direct interaction between the CRM system and our platform, XYZ’s proprietary advocacy software system. Use our platform to turn Acme’s data into a compelling, actionable visualization in real time. Establish a centralized website hub for participating employees to access stakeholder data, messaging, issue, and communications materials; communicate directly with elected officials and regulators; and share experiences and information with other participating employees. Create a public-facing website that will allow external stakeholders to access issue information and communicate with decision makers on issues important to Acme. Measurement and Reporting. For reports to be useful, they must be accurate and actionable. If done correctly, reports will help drive adoption of new processes and technology; provide leadership with a clear picture of staff activity; and solidify buyin at higher levels. XYZ will develop custom reports across multiple platforms to help both understand the efficacy of the program and provide easily consumable visualizations to support outreach efforts. With Acme’s reporting requiring inputs from employees across the organization, the reporting interface must be very easy to use and the inputs requested very clearly understandable. Building an input dashboard that standardizes these inputs is a key component of the program’s underlying technology infrastructure. 9 • The Brand. Leveraging the inputs of the audit and coordinating with Acme’s existing “We Power Life” and other communications efforts, XYZ recommends creating a brand for the Public Relations Program. The brand will help bring employee recognition to the program, build credibility among employees, and offer direction and motivation to employees. The brand should appropriately position participating employees as “Ambassadors” (or something similar) to reflect the importance of the role and establish a group connective identity. Whether formally established or not, all business process improvement projects acquire a brand. Developing an actual brand conveys the Public Relations Program’s value to the organization and key individuals within the organization whose buy-in is critical to the success of the program. Branding the Public Relations Program will also help to convey the totality of the program. By understanding the gaps in perception of the program’s utility, the program brand can be a key tool to reorient users’ understanding. • Messaging and Material Development. XYZ’s communications and creative teams will also develop community and state-specific messaging strategies focused on establishing a connection between Acme’s goals, stakeholder values, and engaging stakeholders according to their priorities. Leveraging existing research, messaging playbooks will be created distinctly and in coordination with Sustained Engagement and Key Initiatives and will target both internal and external audiences in ways that align with Acme’s public positions and with “We Power Life” and other companywide messaging. To maximize resonance and effectiveness, messaging will be tested through appropriate qualitative and quantitative measures with targeted stakeholders. Importantly, all materials that we distribute to stakeholders will be in the public domain, so reconciliation of internal and external messaging and communications is vital. Based on these messaging strategies, XYZ will develop collateral materials that will include, but not be limited to: o o o o o o o Employee training packages; Issue backgrounders and fact sheets: o Visualizations of key economic impact data; o State- and community-specific, as appropriate. Email and telephone scripts; Social media content; Letters to the editor; Op-eds; Public comments. XYZ recommends these collateral materials—along with other elements described throughout this proposal—be housed on a centralized website for easy access and collaboration. 10 • Media Tracking and Rapid Response. XYZ will implement an extensive social and traditional media monitoring system to track activity as it relates to Sustained Engagement and Key Initiatives, as well as state and local opposition activities. XYZ will also leverage our online conversation and media monitoring capabilities using a suite of social intelligence tools to monitor and track digital discussions surrounding key issues, keep tabs on your opposition, identify influential participants in the online conversation, and target critical decision makers with informed messaging. This system will provide the program with critical intelligence on where and how to target messages and resources, allowing the Program to establish Acme’s narrative in a highly targeted but effective manner. As discussed above, the current political and opposition environments pose real threats to Acme’s effective implementation of its $5 billion customer-centric investment plan. Acme’s ongoing investment in its Public Relations Program will position it to respond quickly and effectively to challenges to Key Initiatives while simultaneously advancing the company’s broader mission. XYZ’s industry and issueadvocacy expertise, coupled with its broad operational capacity, make it the right partner to assist Acme as it assesses its current capability and positions the program for maximum effectiveness. V. Budget Phase One: Program Audit • • • • • In-Jurisdiction Situational Analysis (4 Jurisdictions) Online Discussion Monitoring In-depth Interviews/analysis with Acme Stakeholders o In-person Interviews (40 interviews) o Project Management o Qualitative Analysis and Synthesis Opposition Research Expenses (Travel) $270,000 $80,000 $30,000 $120,000 $40,000 $40,000 $40,000 $20,000 $20,000 Phase Two: Converting Audit Insights into Action Plan $60,000 Phase Three: Relaunch and Execution of Stakeholder Engagement Plan * $830,000 – 1,155,000 • • • • Technology Setup Staff Trainings Program Branding Ongoing Support (Monthly) o Creative o Communications o Technology Support (Support and Licensing) o Program Management o Online Conversation Monitoring $150,000 – 200,000 $20,000 – 40,000 $30,000 – 40,000 $45,000 – 62,500 $5,000 – 12,500 $7,500 – 5,000 $7,500 – 12,500 $15,000 – 20,000 $5,000 – 7,500 11 Total $1,160,000 – 1,485,000 *Phase three Budget assumes four months for phases one and two and 14 months of phase three. 12 How to Write a Mission Statement By Janel M. Radtke Every organization has a mission, a purpose, a reason for being. Often the mission is why the organization was first created — to meet a need identified years ago. Sometimes, the same problems that the organization initially tried to address continue to haunt generation after generation. In that case, the organization's purpose doesn't change — although how it does business has probably evolved. Other times, even 10 or 20 years can change the landscape so markedly that the original mission must be updated, altered, or changed dramatically in order to address those new realities. That your organization's mission is current, alive, and well, however, doesn't necessarily mean that the organization has translated that purpose into a clear, concise mission statement. A good mission statement should accurately explain why your organization exists and what it hopes to achieve in the future. It articulates the organization's essential nature, its values, and its work. This should be accomplished in a brief paragraph that is free of jargon and "terms of art." In other words, it should avoid the kind of shorthand that you may be in the habit of swapping with others who work in the field, but is unfamiliar to anyone who is outside the organization or the field in which it works. Another important consideration is how recently your mission statement was reviewed by board or staff members. If it has been more than five years, now is probably a good time to review and, if necessary, fine-tune or even rewrite your mission statement. All too often an organization's mission statement, which has been handed down over the years, loses relevance and ceases to speak to staff, board members, or supporters. An effective mission statement must resonate with the people working in and for the organization, as well as with the different constituencies that the organization hopes to affect. It must express the organization's purpose in a way that inspires commitment, innovation, and courage -- not an easy task! At the very least, your organization's mission statement should answer three key questions: ──── Page 1 of 3 ──── Copyright © 1998, Janel M. Radtke. This article may not be reprinted, reproduced, or retransmitted in whole or in part without the express written consent of the author. Reprinted here by permission given to The Grantsmanship Center. (800) 421-9512 Join Our Mailing List http://www.tgci.com 1. What are the opportunities or needs that we exist to address? (the purpose of the organization) 2. What are we doing to address these needs? (the business of the organization) 3. What principles or beliefs guide our work? (the values of the organization) You can begin the process of drafting a mission statement by creating a worksheet based on these questions Ask staff, volunteers, and constituents to list any words, phrases, or ideas that come to mind with respect to the organization and these various categories. Do not edit at this point. Give everyone a chance to be heard. Look for language and concepts that enjoy broad consensus. Here are three mission statements that do attempt to answer these questions. Let's see what they have in common. 1. The mission of Big Brothers/Big Sisters of America is to make a positive difference in the lives of children and youth, primarily through a professionally-supported, one-to-one relationship with a caring adult, and to assist them in achieving their highest potential as they grow to become confident, competent, and caring individuals, by providing committed volunteers, national leadership and standards of excellence. The purpose: to make a positive difference in the lives of children and youth so that they'll achieve their highest potential The business: providing and supporting committed volunteers who have one-to-one relationships with children and youth The values: individuals who are confident, competent, and caring; leadership and standards of excellence 2. The National Conference, founded in 1927 as the National Conference of Christians and Jews, is a human relations organization dedicated to fighting bias, bigotry, and racism in America. The National Conference promotes understanding and respect among all races, religions and cultures through advocacy, conflict resolution, and education. The purpose: to fight bias, bigotry, and racism in America ──── Page 2 of 3 ──── Copyright © 1998, Janel M. Radtke. This article may not be reprinted, reproduced, or retransmitted in whole or in part without the express written consent of the author. Reprinted here by permission given to The Grantsmanship Center. (800) 421-9512 Join Our Mailing List http://www.tgci.com The business: advocacy, conflict resolution, and education The values: understanding and respect among all races, religions, and cultures 3. Planet 3000 is committed to healing the earth. Using research into natural ecosystems, Planet 3000 develops policy recommendations and pilot projects that apply these underlying principles to human ecosystems that are in harmony with other life on the planet. By bringing the human social order into balance with ecological principles, diversity of all living things can be sustained and the evolutionary process that has guided and nurtured life on this planet for millions of years can continue unabated. The purpose: to "heal" the planet The business: advocacy, research, and demonstr...
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