Strategic Plan Report Tracking
What is SPRT in MQS?
SPRT is a single point for collecting summaries of outreach, stakeholder, host, operating and other events, outcomes, special client results, and, many other activities.
Adding a new activity:
Home » Strategic Plan » Add Activity
Present the highlights of the activity, its purpose and intended outcome(s) or the data you feel will help another reader understand what’s taking place.
Strategic Plan Area lets you choose using a dropdown from one of the seven sections of the strategic plan which include Market Space, Operations, Special Projects, Professional Development, Sponsors (SBA & host campuses), Other and Technology.
Activity Title is a free text area in which you add the title of your choice; a short phrase to summarize the activity is all that is required.
The Tag Area is where you use checkboxes and drop downs to ‘relate’ or ‘associate’ the write-up with ALL areas that apply. While some may only apply to one area, many can have multiple associations.
As noted, the Tagging Area utilizes drop downs and check boxes. All standard Windows functionality applies here allowing you to select multiples with <ctrl> or <shift> <click> on the drop downs. As with MQS in general, Windows functionality applies allowing cut & paste for write-ups as well.
Select tag definitions:
Annual Report: Tag items you might like to incorporate in the statewide or regional center annual reports.
Bizline: Automatically reported to Mary Hoffman for inclusion in the Bizline newsletter, news items for an internal SBDC audience.
Strategic Plan Deployment Gazette: Automatically reported to Mary Hoffman for inclusion in the SPD Gazette, information about best practices and activities conducted in pursuit of strategic objectives.
Social media: Topics for potential publication/promotion through the statewide social media channels.
Case Number: allows you to enter the case number of a client record that relates to your write-up. If, for example your client fits an Annual Report area, you can enter a brief write-up why this is a good client for the report and include the number in the record to link all of the information you’ll need for your report.
The date of activity will default to today’s date but is editable if you are entering data for another date.
Narrative: Your summary of the activity or event written in sufficient detail for some other person to read and understand what happened.. You should be sure to include as much data as needed but for complex events or efforts you can include additional references like “call or email Annie Advisor for more info” A good guideline for narratives is does the write-up inform and make sense of the associated tags. Like all MQS narratives we’re looking for concise descriptions that provide a good understanding and sufficient reference to locate any requisite additional materials.
The File Association box will let you browse your computer for additional material relevant to the write-up and may include pdf’s of a flyer or document, photos of the activity or similar. Larger files like videos or recordings of an event should be referenced in the narrative with instructions on who can provide the file, we don’t have enough space at this time for video and similar files.
Strategic Plan Areas
Primary Program Operations, Advisement Products and Services
The SBDC is committed to, and, will deliver innovative, practical and realistic advisement services responsive to the continuously evolving needs of small business, and, with such services to be consistently highly valued by recipients for their effectiveness and positive outcomes.
The SBDC will be the leading provider of direct management and technical assistance services to small businesses and entrepreneurs; the rapid deployment force for quick, effective response in New York’s small business community; the assistance access point of choice to enhance client usability of small business supports; and, the delivery network of choice for the small business services of other agencies and institutions.
The SBDC will measure operations performance through ongoing quality assurance systems, annual reviews of external relationships and partnerships, and, program services outcomes assessment.
Primary Program Operations |
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Priorities |
Tactics |
Measurable Outcomes |
Rapid deployment advisement and counseling |
Identify requirements and resources Develop specific action plans |
Response systems in place Written response procedures disseminated as needed |
Enhance advisement quality and outcomes |
Perform additional study/review of QA/QC surveys, update survey if needed |
Improvement in client satisfaction Coordinate for topical specifics with Staff Training efforts |
Marketspace & Position
The SBDC will brand the program through effective and consistent communication of the program vision, mission, products, services and achievements to potential clients, stakeholders and sponsors. Branding will be built upon the quality and effectiveness of services reflected by the compelling stories of those we assist and what they accomplish. Effective branding increases utilization of SBDC services, enhances the SBDC value proposition to stakeholders and foster economic sustainability in the small business community. Performance will be evaluated by measures of participation in program services as evidenced by client count, outcomes, growth in non-sponsor resources and training utilization.
Market Space & Position |
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Priorities |
Tactics |
Measurable Outcomes |
Brand awareness & value
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Currency, utility & uniformity of message and information Identify resources for outreach projects
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Add & rewrite publications for relevance and consistency |
Develop market (client) segmentation through analysis |
Identify client characteristics of highest performing sectors |
Increase percentage of impact clients, increase impact outcomes |
Resource development |
Identify grants, resource and partner opportunities |
Locate & secure 3 grants or resources for projects |
Representation of SBDC program at National and State level |
Identify boards and programs whose objectives are shared or overlap with SBDC |
Participate in efforts on national level and coordinate with Regional Centers for state and local efforts |
Legislative agenda |
Informational meetings, personal contact, coordination with Regional Centers |
Achievement of legislative agenda |
Professional Development and Intellectual Capital
The SBDC fully embraces the ongoing commitment to the education and specific skills development of all personnel in the program. We do this in support of every employee’s ability to deliver timely, accurate advisement information; to continuously develop the knowledge, creative and critical thinking skills of all staff; to collect, catalog and disseminate best practices in all program areas; and, to enable access and availability to the training tools important to job performance.
SBDC will continuously express and measure this commitment through multi-level staff certifications, resource allocation and client feedback systems.
Professional Development |
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Priorities |
Tactics |
Measurable Outcomes |
Annual Staff Training |
Coordinate with designated regional center to deliver annual staff training |
Deliver annual statewide staff training |
Advisor Certification, Recognition |
Coordinate with the PDC committee |
Develop additional certification ‘levels’ |
Advisement tools |
Secure access to centralized resources and software |
Secure such packages as Profit Cents, Quickbooks, etc. |
Resources for ongoing training and development |
Identify and allocate funds for training and development |
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Technology
The SBDC is committed to development of technology literacy at all levels of the program; to the integration of technologies in the innovative delivery of program services; to the furtherance of client technology utilization capabilities; and, to enhanced use of programmatic technology resources (MQS, internal blogs) to drive operating technology in Regional Centers through improvements in information utility, efficiency and shared resources.
Metrics in this area will evaluate improvement of operating efficiency measures, annual reviews of the state of SBDC capacities and capabilities, and, external confirmations.
Technology |
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Priorities |
Tactics |
Measurable Outcomes |
Drive operating efficiency through technology |
Develop resources and capabilities with webinars and other information distribution |
Establish regular internal use of webinars for internal and external uses |
Advance client interaction and advisement efficiency through technology |
Enhance client access to, and utility of, information through technology |
Develop video streaming and alternative publication formats for distribution |
Evaluate new technologies and potential applications within the program |
Environmental scanning |
Effective use of new media such as social networking |
Advance technology client advisement capability |
Utilize ASBDC Tech Training track for qualified staff Develop and maintain partnerships with technology resource partners |
Increase the number of certified tech advisors Expand coordination for client service delivery; increase effectiveness and utility of resource partner services through integration with client action plans |
Sponsors, Host Institutions, and, Partners, Alliances
The SBDC will be the network that adds value and achievement for sponsors and hosts. The SBDC will work to more effectively direct sponsor priorities reflecting small business and entrepreneurial needs as learned through effective listening posts and research; to align SBDC service delivery as an expression of, and consistent with, sponsor priorities; to advocate on behalf of small business communities with sponsors and stakeholders; and, to develop partnerships and alliances providing high utility and positive outcomes for small business and entrepreneurial service recipients.
Achievement will be measured by annual review of sponsor positioning and support, and, assessment of small business services in sponsor priorities.
Sponsors, Hosts, Partners & Alliances |
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Priorities |
Tactics |
Measurable Outcomes |
Improve dissemination of performance and outcome data to sponsors, hosts & partners |
Periodic reporting |
Improved report utility and readability |
Maintain high profile and awareness of SBDC values & outcomes at State & Federal levels |
Increase personal and informational contacts |
Percentage increase in contacts |
Special Projects
The proactive aspect of special projects is SBDC’s commitment to leadership for the future of small business and the SBDC program; to be a small business laboratory for testing and evaluating new client service tools and strategies to be developed, refined and tested prior to broader implementation. Success in this area will be measured by annual review of new efforts begun, new practices implemented and new tools disseminated across the program.
The second, reactive, engenders the commitment to responsiveness in current, emerging and disaster small business environments; to monitor and capitalize on opportunities, to respond to current trends and opportunities, to locate and utilize resources supporting the SBDC mission and client need. Measurement in this area will be by annual team review of statistical and anecdotal data reflecting challenges identified and the outcomes of responses delivered.
An additional significant component of SBDC’s reactive strategy is maintaining the programmatic ability to field a rapid, flexible, well-configured response to unusual occurrences – SBDC staff as small business first responders. Measurement will be by cross-functional team evaluation of incident and response data to evaluate efficiency, timeliness and utility of response to small business needs as reflected by outcomes.
This broad spectrum strategy helps to assure the currency of the SBDC service mix in multiple, fast-changing business environments, advances client services and improves client outcomes.
Special Projects |
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Priorities |
Tactics |
Measurable Outcomes |
Environmental scanning to determine emerging needs and trends for small business and entrepreneurs |
Undertake scans at national, regional and local level |
Disseminate scan results to centers and stakeholders |
Resource Identification |
Identify resource opportunities and coordinate with Regional Centers to capitalize |
Achievement of awards, grants and new partnerships |
Alignment of resources with overall priorities |
Validate and verify utilization and focus consistent with planning and (internal/external) priorities and needs |
Coordinate between Regional Centers for more effective response |
Small Business First Responders |
Develop protocols and resources necessary to be ‘ready to respond’ to physical and economic disasters for small business |
Written plans, procedures and protocols |