Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Collaborative Evaluation corporate training program.

Collaborative Evaluation – Part 1- Year 1Appleton Greene

  1. Part 1 Month 1 Internal Analysis – The first stage of the program is to understand the history, current position and future outlook relating to collaborative evaluation, not just for the organization as a whole, but for each individual department, including: customer service; e-business; finance; globalization; human resources; information technology; legal; management; marketing and production. This will be achieved by implementing a process within each department, enabling the head of that department to conduct a detailed and thorough internal analysis to establish the internal strengths and weaknesses and the external opportunities and threats in relation to collaborative evaluation and to establish a MOST analysis: Mission; Objectives; Strategies; Tasks, enabling them to be more proactive about the way in which they plan, develop, implement, manage and review collaborative evaluation, within their department.
  2. Part 1 Month 2 Consumer Demand – The feasibility study will provide information about consumer demand. If there is sufficient demand, the program knows that it can begin development of a program to advertise its future project to prospective clients. More details about this effort will be discussed under Product Advertising. It is also interesting to note that consumer demand can be determined in different ways. For example, there will be clients who are interested in the project’s particular qualities and processes involving evaluation or accreditation and will not need to be convinced. These are clients who have been searching for this type of program. On the other hand, there are potential clients who are required to undergo an evaluative process, but are not aware of benefits evident in this project. These are clients who have followed a more traditional accreditation or evaluation process and need to be educated about the contemporary avenues available to them. This means there would be merit in educating these clients about the benefits of technology, efficiency, collaboration and success. One means to pursue this is to advance a marketing campaign to raise awareness about these new avenues as well as present papers at conferences or less formal gatherings. A third group of clients is the one that has never been evaluated or accredited but would benefit greatly from the process. This type of project would encourage improvement in their program and, if successful, would be a prestigious accomplishment. Most educational, non-profit or for-profit facilities are eager to have stamps of approval demonstrating they have met national and/or international standards.
  3. Part 1 Month 3 Business Analysis – A business analysis is equally fundamental to develop as the feasibility study. In the business analysis, you acknowledge whether you are able to fulfill all of the categories necessary for the project. This involves a careful analysis of the income and expenses you determine will be needed for the first year. During the beginning phases of the project, it can usually serve as a provisional budget. Once it is finalized, it will be projected out for at least a period of five to ten years. In the case of our project, the first business plan would cover two years and include the planning, development, implementation and review. As the project continues, the business plan will continue to expand its budget on an annual basis and at one point may build one spanning the next decade. The business analysis for any company or organization is a calculated fiscal blueprint for the future, organizing the financial thinking of the company and determining whether the project as a whole is affordable or not over the course of time. The analysis provides the accountability that is mandated for any type of business operation. Accounting systems for the business processes should be developed by the financial department of the company or organization to satisfy boards of directors of non-profit organizations or corporate structures. These procedures would also be necessary for governmental or external agencies, such as auditors or potential foundations that provide grant awards. In addition to the project’s Chief Executive, there should be designated staff available to review and monitor the financial health of the project’s operation on a regular, if not daily basis.
  4. Part 1 Month 4 Business Partnering – As part of the development of this project, it will be necessary to determine business partnerships. Throughout the writing of the Client Information Hub (CIH), there has been discussion of client partnerships with the accreditation agency and how many positive relationships resulted from these professional bonds. This was where the ‘collaborative effect’ was important and clients involved with the accreditation body were treated with respect and with admiration for what they knew and were trying to accomplish. The same effort must be applied to other business relationships. These new relationships will stem from what is important to the growth and progress of the project and they will need cultivation. As an example, a business partnership that is paramount to the technology of this project is the department or company that will assist in the development of the online web-based system. From experience, extensive time will be necessary to spend with developers and programmers during the building stages of the platform. More about this subject will be discussed under Technology. Other critical partners will be the staff members. Their commitment to the success of the project is critical and to secure a promise from them, they must first feel that they are important colleagues in a project striving to succeed. In addition, there will be other stakeholders, such as external consultants, practitioners, and members of other departments who will be part of the team affiliated with the project. All should be enthusiastic about their work and feel that what they bring to the table is meaningful.
  5. Part 1 Month 5 Technology – By necessity technology will play a critical role in the efficient and effective implementation of the project. The technological interface will embed crucial factors to the system being built, and will bring innovative characteristics to the whole operation. In this day and age the advantages of technology are not only welcomed, they are expected. The technology expertise will be provided by an IT company specializing in computerized and software services or will be part of an IT department from within the company. This will be a cooperative effort between a group of programmers and developers and member(s) of the project’s team that will include the Appleton Greene consultant. All will work together to plan and create the software that will be suitable for the project. Integral to the system being developed will be features discussed in Executive Summary. Some of these include the ability to enter data once, update it and have permanent access to it, constructive interaction among staff in programs as well as with site visitors (if the program is undergoing a formal evaluation), user-friendly system to navigate, inclusion of standards or guidelines and an ability to provide trends and analysis. What is important in this development is establishing a timeline for the project to be completed. Given the fact that it will be part of the planning year, i.e., the first year, there should be sufficient time to have it finished before the beginning of the second year. This is realistic. What also is critical is to have staff learn how to navigate the system so training will be essential. Fortunately most users will have a familiarity with computer systems and data entry and retrieval.
  6. Part 1 Month 6 Human Resources – The key to success in any significant program is the ability to attract and retain capable, motivated personnel. No organization can achieve success and sustain a high level of productivity without the energetic buy-in from its employees. And just as important as ‘making the trains run on time’ these partners are the voices of the institutions – they tell the story the company wishes to convey and leadership must be creative in instilling motivation and a sense of mission from the top down. With that in mind, the job of Human Resources is to recruit, train and supervise the people who will define the organization. Employees must be recruited on the basis of their current skills and their potential for growth. From the initial interview they should be made aware of the basic requirements, the demand of excellence, and the possibilities for advancement concomitant with the contribution they are able to make to the organization. Specific requirements will be educational attainment in the fields of education and psychology as well as training in IT commiserate with the job. Because interaction with people is important when dealing with various programs it is vital that key personnel have the social interaction skills to successfully represent the organization. In addition to hiring, training and motivating employees, HR has the responsibly of continuous monitoring of the productivity and satisfaction level of employees. It is important that employees are recognized for their contributions and rewarded for outstanding work. Opportunities for self-improvement and advancement will result in employees who are loyal and motivated and who will return the investment in them by enhanced productivity.
  7. Part 1 Month 7 Internal Structures – It may be necessary to create several internal structures within the project to keep it running smoothly on a daily basis, to monitor its growth and to make decisions about its future. A few internal structures that may be appropriate are a Board of Directors, a structure for the senior staff and one for the department. In developing a board of directors, one must look for a group of independent individuals who bring expertise to the project as well as commitment to seeing it succeed. The board can vary in size, but one that approximates seven to nine people works well in that each person is heard and, more often than not, feels comfortable contributing to board meeting discussions. A relatively small board consists of officers, anywhere from two to four with remaining members serving as members-at-large. The board usually reviews major projects, approves an annual operating budget, follows the general rules of board governance and determines the overall vision and direction of the project. It does not intervene with the daily operations of the project. These latter responsibilities are handled by the staff. Bylaws frequently are written by or for the board documenting rules and procedures to follow. In essence, the board serves as the group accountable for the project’s program. The senior staff is considered the leadership group and is responsible for the day-to-day activities of the project. They take the lead in the development of the project’s program planning over the long-term and report on these plans to the board. Without question, the relationship between the senior staff and board of directors should be a collaborative one, recognizing that each group is dependent on the other. The department structure is created by the senior staff who ensure that each aspect of the program is handled well and in a timely fashion. The responsibilities of each area are outlined and regular reports about how each functions are sent to specific members of the senior staff. If departmental staff are confident that they have the trust of their leadership, they will be more motivated and committed to the overall project and to their individual responsibilities. Internal structures add another layer of organization to the project that helps promote better performance and success.
  8. Part 1 Month 8 Fund Raising – The successful implementation of a program such as this depends on securing adequate funding at the front end. It is unreasonable to expect revenue returns in the first year and up-front money will be required until the program is sufficiently in place to generate income. However, because of the vital nature of the program, it lends itself quite naturally to fund raising as a mechanism to supply an initial operating budget. Fund raising for the program will go hand in hand with marketing, targeting those organizations that are potential customers and making them aware of the ultimate benefits of the program. Fund-raising can be tailored to specific organizations and can be one on one or large scale. Examples of one on one would be direct connections to individual presidents and CEOs of target organizations. Making them aware of the advantages of investing in a program that would benefit their organization is a sure way of raising funds. On a large scale, presentations to boards and councils of organizations can achieve similar results. Conferences and relevant meetings also provide a venue for advertising the program and generating interest. It is important in Fund Raising to reach a critical mass of funding rather quickly and diligent efforts in this regard are rewarded. Once you can demonstrate that you have the financial backing of important players it is easier to appeal to those sitting on the fence. For that reason strong efforts at fund raising will be vital in the first year of the program and should be a priority.
  9. Part 1 Month 9 Product Advertising – Concurrent with fund raising efforts, it would be wise to begin advertising the project to all potential clients. Even those who do not contribute advanced funding can still be clients or consumers and they need to be continually apprised of the benefits the program supplies. There are many ways this can be done, both informally and with deliberation. Personal contacts are always important as well as networking to share what you have to offer in an informal way. In a more direct way, brochures and mailing should be developed and distributed to the community of interest. These brochures should be carefully devised to fully display the total range of opportunities and benefits the program will offer and should provide ways of getting additional information and easy follow-up. Webinars are another advertising example of providing an in-depth view of program benefits. More formal presentations can be given at relevant conferences and meetings. It will be important to maintain a presence at the venues that offer opportunities for advertising the product, especially if it can be done in a natural, non- adversarial way. It is always important to tailor any advertising to the target audience and to make presentations that appeal to the intellectual and educational level of the potential client. In our case, the unique characteristics of the program can be leveraged to advantage in advertising. It is actually an opportunity to promote the various features and talk about the ease of use, collaborative structure and interactive nature of the program. In many respects it is a program that ‘sells itself’.
  10. Part 1 Month 10 Project Evaluation – Evaluation is key to this project in that every aspect of it revolves around a form of assessment. Most of the discussion throughout the CIH has related to the project’s evaluation of a client. This brief discussion, however, will discuss the necessity to evaluate the project’s operations. A key point to make is that the evaluation should begin in the first year and continue on a regular basis. A strong organization does not wait until time has elapsed to begin an evaluation process. There is no question that you need to wait a period of time, but more months rather than years. The sooner you begin to self-reflect, the sooner you begin to improve and no individual or organization (no matter how successful) is exempt from improvement. More concretely, the evaluations for the project should be outlined for each of the four years. The first year’s evaluations should begin approximately after six months. This will provide a good assessment of the first half of the year and, at this point, the questions more likely to be asked are: How am I doing? What should be strengthened? What needs to be corrected? These are healthy queries about the organization and, at this juncture, can be remedied or easily ‘nipped in the bud’. Initial evaluations can take place informally within the operational structures over one or more meetings. In years two, three and four, relevant online surveys/questionnaires, interviews will be part of the evaluative system. All of the major players who have been active in the project will receive at least one evaluation form to complete for each particular year. Regarding the fourth year, the Review Year, evaluation questions will pertain to the overall impression of the project with emphasis on the Implementation Year, the year the project actually began. It will be key to hear from everyone who participated in the project over the four-year period, such as clients, staff, board members, consultants and IT personnel.
  11. Part 1 Month 11 Product Launch – It is important to be strategic in the Product Launch. The reception of the program in the community of interest depends upon a careful roll-out that proceeds at an optimum speed. Potential clients should be introduced to the product in a way that makes it easy and natural for them to adopt the program not only initially but in a sustaining way. A careful product launch can be divided into three phases: First year – initial discussions, focus groups, and formal presentation; Second year – midyear launch of a pilot program; Third year – full implementation. The first year is concerned with generating interest, the second with demonstrating the program and responding to any problems and the third year with putting it in full operation. The Product launch will move in conjunction with Marketing. Clients who express interest will be involved in the introduction of the program to the extent they want and can express their preferences and requirements. Some clients may choose to be involved in the pilot program and can even be part of Beta-testing. In any case, it is important that clients be fully informed and trained before the process is released to them. Premature adoption of the process could actually be counter-productive. As part of the second or third year, events could be arranged, in conjunction with Marketing, to showcase the product at relevant conferences and meetings. This would also be an opportunity to get feed-back from clients that would be useful in quality control and future developments. The timing of the product launch should be flexible and will depend on client reception and interest.
  12. Part 1 Month 12 Time Management – The first year of planning gathers information, organizes structures, hires personnel (as necessary), begins to prepare documents for standards/guidelines, policies and procedures – and has an overall idea of its time frame for the first four years. In fact, a skeletal outline of the major areas which need to be accomplished is also prepared for this span of time. This, then, is the first time management blueprint for the project. It is also one of the twelve planning processes identified in this Program Outline section that is critical for the smooth operation of the organization. It is designated the twelfth process because at the conclusion of the first planning year, the twelfth workshop of the year will be held. At this time, the senior staff and board of directors (if in place) will have more knowledge and facts about the project to discuss among themselves. The staff and Appleton Greene consultant will be positioned better to develop and flesh out a time frame for the entire project over the first four years. A word about the importance of time management: Time as everyone knows slips by quickly and what may seem to be in the distant future is suddenly upon one – an all too familiar concern. The simple but extremely central theme of managing time in organizations is to ensure that each important function is adequately addressed. This cannot be over-emphasized. In the initial years, it is often tempting to dwell on what seems more interesting and enjoyable, while neglecting essential roles, such as fund-raising, upon which the success of the entire organization could hinge. This is but one example. There are many more. The actual time frame for an organization is essential to develop, document distribute, discuss and follow as closely as possible. It is always feasible to modify the completion of a project, i.e., abbreviate or lengthen it, or even add others. It is essential, however, to establish beginning and concluding dates for each major task and to accommodate to them. Time management has the good fortune of making one’s life easier because of the boundaries it establishes and, eventually, the milestones it achieves.

(CLP) Programs

People 3

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

People 4

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

Methodology

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The Model for Collaborative Evaluations (MCE)

The (MCE) is a framework for guiding collaborative evaluations in a precise, realistic, and useful manner (RodríguezCampos & Rincones-Gómez, 2013). A collaborative evaluation is an evaluation in which there is a substantial degree of collaboration between the evaluator, collaboration members (CMs) and stakeholders in the evaluation process, to the extent that they are willing and capable of being involved (Rodríguez-Campos, 2012a; Rodríguez-Campos, 2012b). An evaluator who wishes to use a collaborative evaluation approach should be flexible and tolerant of contextual difficulties and variations in stakeholders’ willingness to participate (Garaway, 2005). To optimally use this type of approach, there must be clear expectations of its advantages and disadvantages based on the specific situation. In any case, the benefits gained by adopting a collaborative evaluation approach should outweigh the potential difficulties that may ensue. The MCE constitutes a theoretical foundation for accreditation self-studies because its systematic structure provides a basis for decision-making through the development of formative and summative evaluations. The model has been successfully used in business, non-profit, and educational sectors (Rodríguez-Campos, 2015), and it belongs to the use branch of the evaluation theory tree (Alkin, 2012). The MCE is flexible so it supports both summative and formative evaluation processes within a framework that is efficient and systematic, and it is sturdy enough to allow for a variety of elements to be incorporated (e.g., Danielson, 2015;Marzano, Frontier, & Livingston, 2011; Popham, 2013).

The MCE revolves around six interactive and interdependent components. This cyclic, iterative, and systematic model and its step-by-step process is robust enough to allow for handling unforeseen issues that may occur along the way. This is important when evaluating the wide range of situations that take place across departments, curricula, policies, and procedures. A sound self-study design provides a mechanism that allows development and maintenance of effective planning and continuous improvement processes. The MCE literature, includes examples of how they could help frame aspects of accreditation self-studies. These examples represent just the tip of the iceberg for how collaborative evaluations can work in this highly complex venue. The MCE helps ensure end-products of the evaluation are satisfactory to stakeholders, including those for accrediting bodies.

The MCE framework provides an alternative guidance to undertake the complex accreditation self-study process. We have outlined here how the approach could assist to organize this institution-wide endeavor. By conducting accreditation self-studies using the MCE, an institution can tap into its greatest resource – its students, faculty, and staff. The MCE gives an entire campus community or specific department the opportunity to engage in the process and to see how they can positively contribute. Each component of the MCE builds commitment to the process with the added benefit of creating a sound system to follow throughout the self-study. The greatest strengths of this model are that it gives focus to collaborative processes and provides a strong basis for establishing long-term relationships. The MCE assumes that important decisions can be made collaboratively in the early evaluation stages and that ongoing alternatives can be easily incorporated as necessary. Therefore, it is a tool that helps us better understand how to develop priorities and achieve a high level of support within a collaborative evaluation. The MCE provides an important learning opportunity. This model can help you understand and account for the nature of the work and the full range of stakeholders in a self-study effort. Results from a collaborative approach provides a useful basis for guiding the decision-making process because people work collaboratively while understanding the added value of their interactions. This paper illustrates promising practices that could be widely integrated in different self-studies. James Sanders (2005), former president of the American Evaluation Association (AEA), summed up his impressions of the MCE: “The model…serves as a guide for evaluators who believe that making evaluation an integral part of everyday work in programs and organizations is important… It is a significant next step in the evolution of the practice of evaluation. It could not have come at a better time. In my judgment, this contribution to the evaluation literature is excellent”

 

Collaborative Evaluation – Program Planning (Months 1-6)

Program Planning is fundamental to the success of this project and there are at least four components of development that need to begin as soon as possible. The first is the preparation of a Feasibility Study (or a detailed outline of one) that defines the many aspects of the project, such the purpose, goals and objectives, development of program and resources, budgeting process, business plan, potential fund-raising, marketing and time frame over a four-year period. The study would take the time of two to three members of staff influential in the creation of the project to meet for approximately two months to discuss and write the document. Assignments for completing aspects of the study would be made to different staff members. The final document should be completed by the end of the first three months. The feasibility study should be dynamic in nature, not static, meaning that as the program evolves, the study could be modified or changed, as necessary. Simultaneously, and if approved by senior officials, it may be necessary to begin the design of the web-based program that would incorporate customized questions for the organization into a web-based template with assistance from the Appleton-Greene consultant. This would involve working with the IT department of the company or possibly outsourcing the work to a technology company. The platform development would be sustainable for the company or organization for decades. Again, those who have been influential in the creation, implementation and/or maintenance of the program could be involved. This process could take anywhere from six to eighteen months. The third component is a potential fund-raising program that may be in order to subsidize the platform for the project, i.e., similar the one described in the Executive Summary. The methodology used could be the development of a campaign over the course of the first year to raise necessary funds. It would include presentations, meetings, events, marketing to interested communities and the development of donors. The fourth is raising awareness about the project and seeking buy-in from various communities of interest internal and external to the organization. This is the marketing aspect of the project which should be vigorous in the first year and continued, as needed, during the ongoing year. In addition, six monthly workshops will be arranged requiring staff to attend. At this time, presentations and updates on major project areas will be discussed plus potential agenda items and tasks.

Program Benefits

Management
  1. Collaborative evaluation
  2. Decentralized approach
  3. Process improvement
  4. Performance improvement
  5. Cooperative partnerships
  6. Achieving excellence
  7. Stakeholder management
  8. Time efficient
  9. Accreditation process
  10. Proactive evaluation
 
 
Human Resources
  1. Employee ownership
  2. Personnel commitment
  3. Interactive process
  4. Engaging innovation
  5. Talent retention
  6. Team building
  7. Empowering employees
  8. Human capital performance
  9. Engaged stakeholders
  10. Evaluation & assessment
Marketing
  1. Improved research
  2. Product innovation
  3. Service improvement
  4. Product launch
  5. Brand re-positioning
  6. Business development
  7. Improved globalization
  8. Strategic engagement
  9. Evaluation process
  10. Process accreditation

Curriculum

Collaborative Evaluation – Part 1- Year 1Appleton Greene

  1. Part 1 Month 1 Internal Analysis
  2. Part 1 Month 2 Consumer Demand
  3. Part 1 Month 3 Business Analysis
  4. Part 1 Month 4 Business Partnering
  5. Part 1 Month 5 Technology
  6. Part 1 Month 6 Human Resources
  7. Part 1 Month 7 Internal Structures
  8. Part 1 Month 8 Fund Raising
  9. Part 1 Month 9 Product Advertising
  10. Part 1 Month 10 Project Evaluation
  11. Part 1 Month 11 Product Launch
  12. Part 1 Month 12 Time Management

Locations

This service is primarily available within the following locations:

Appleton Greene

Washington DC

Washington, District of Columbia is the nation’s capital and for this reason, alone, attracts many young, enthusiastic, vibrant and intellectual people to the city. As the political center of the nation for years, it brought a thoughtful, hard-working group to assume civil service positions in government. In addition, Washington has been home to the nation’s government institutions, think tanks, legal and lobbying firms, many universities and colleges and hundreds of non-profit organizations. These latter groups include the non-profit associations that frequently undergo accreditation or validation processes. Further, the city has a history of fine arts, offering free public museums filled with cherished treasures and concert halls with orchestras, trios, quartets and soloists offering musical artistry of breathtaking quality. I have lived in Washington D.C. for the past twenty years and during this time, have seen the city change exponentially from a quiet nation’s capital and politically-centered city to a thoroughly cosmopolitan urban mecca, While it also experienced racial strife in the late 60s through the 90s, local government has found its feet and the city is now safer and healthier economically and has a more diversified economy and population. In the first five years of this century, there were tax incentives for people to move into the city and purchase homes. This movement had a positive effect on thousands of people including my husband and myself. In recent times, Washington has increased its number of for-profit businesses and companies. Further discussion about recent arrivals to the city, both individuals and businesses will be discussed under “Current Position”. Washington also is close to Northern Virginia and Maryland. As a result, many people commute to Washington from these areas to work and participate in extra-curricular activities, such as cultural, educational, social and political events. Since 1790, it has been been a city of political power and influence for the citizens of the United States and world. It is a beautiful city of trees and parks. George Washington, first President of the United States appointed Pierre Charles L’Enfant to design Washington with grand boulevards and ceremonial spaces reminiscent of L’Enfant’s native Paris ((John Sanderson, The History of Washington D.C.)

Today, there are 691,170 people living in Washington, with a median age of 33.9 and a median household income of $75,506 (datausa.io/profile/geo/Washington-dc) with an economy growing rapidly and not totally dependent on government positions and law firms. They exist, but there are many for-profit businesses as well as non-profit organizations. In addition, there are technology start-ups within the area plus the financial industry has grown since 2000. This is specifically true of major banks and private investment companies in the D.C. region. This is a diverse city with, Asian, Hispanic and White populations increasing. The African-American population, however, has seen a decrease over the last twenty years. It had been the largest population for many years, prior to 1998. The millennial population is plentiful because there is a growth of job opportunities within the areas of Washington, Maryland and Virginia and the city caters to young professionals. What is noticeable is the development of these two surrounding states, Northern Virginia and Maryland. Here, the growth of businesses has grown over the past ten years and it is anticipated to continue within the next decade. The city is also culturally important in art, music and dance. It has a new interest in a variety of cuisines and this development has had a phenomenal growth over the past ten years. The city now boasts of several Michelin star (from 1 to 3 star restaurants in the city and region) as of two years ago. Washington is a cosmopolitan city with a good transportation system, but the city is also enjoyable for walking and cycling. In addition, it seems more manageable to govern. This said, given the increased numbers of new residents in the city, potential clients would seem to be drawn to this area.

As touched upon in the paragraphs under, “Current Position”, I would view the future commercial outlook for Washington to be extremely positive. It is now a vibrant city and one that will continue to grow. Traditionally, as a result of the political environment, there are ongoing changes in the population every few years – those coming to assume positions in government, embassies and think tanks, This, draws not only on US citizens, but international people as well. The city brings more than 20 million visitors to Washington over the course of each year for meetings / conferences, parades, special events and festivals, such as the Cherry Festival, rallies and protests. This, too, will continue and it will be excellent for the economy. Today, the city also sees an increase in the number of entrepreneurial groups. This means that the more traditional comment about Washington being a ‘political city’ primarily is diminishing. The variety of business – financial, investment companies, hotel and beverage companies, technological companies educational opportunities are almost as prolific as civil service positions. This diverse growth in business and economy is energetic and welcoming to people of all ages. As of November 13, 2018, the latest headline about new growth in the Washington/Virginia area is from Amazon. The decision to build one of its two new headquarters in Crystal City, adjacent to downtown Washington was announced. This decision means that the company will employ 25,000 new people and increase the growth of the population and economy for the foreseeable future. The possibilities of other companies moving to the city to support the needs of Amazon are in the offing too (The New York Times and Washington Post, November 13, 2018).


Appleton Greene

New York NY

New York, frequently known as the borough of Manhattan, is the largest city in the United States. Throughout its history, it was the port of entry and opportunity for immigrants from around the world seeking to settle in this country. It was especially evident in the 19th and 20th centuries. This being the case, it has one of the most diverse populations in the United States. There are probably 800 languages spoken in the city, even though English is predominant. For decades, New York has been a world-class city and compares to London, Paris, Barcelona, Milan, Sydney, Berlin, St. Petersburg, Cape Town, Buenos Aires, Rio de Janeiro and other wonderful metropolitan areas. New York has been the center of finance within the United States for more than two centuries and it draws on one of the most diverse populations in the United States. I had the pleasure of living in the city for almost fifteen years in the 1980s and 1990s when the population was 7 million. I grew to love the city because of its many different neighborhoods and ethnic groups. Although visitors to the city would say they loved to visit, but not live there because of the hectic life and large population, I did not find this true. New York is divided into communities or neighborhoods and when you grew to know several and live in one, it was an extremely welcoming and warm experience. You also were part of the busy atmosphere of the city, but this was energizing and productive.

Today, New York has a population of 8.55 million and continues to be the largest city in the country. The median age is 36.2 (similar to Washington), the median income is $58,856 and the number of employees is 4.11 million. The most common employment in New York for those who actually live there is Healthcare, Social Assistance, Retail Trade, and Professional Scientific Tech Services. Finance is one of the most highly paid positions, along with Insurance, Management of Companies and Professional Scientific Services (datausa.io/profile/geo/Washington-dc). As Washington was and continues to be the political city of the country, New York continues to be the financial center. Although one experienced a financial crisis of 2008 in the United States, it also saw financial experts manage the crisis and assist the economy to recovery. New York also is the second highest state that shows people earning an average of $2.2 million dollars per year (howmuch.net). A casual look at the burgeoning number of ongoing avante-garde architecture projects will convince one that this is a city of extreme wealth. It is also true that residents of NY as well as casual visitors continue to say that the energy and creative spirit of the city is unmatched. This is one reason that creative types continue to gravitate to the city. New York is also the benchmark for almost every category of business, educational or artistic pursuit. From finance, to fashion, architecture, theater, television, ballet, music, publishing, healthcare, education and haute cuisine – whatever one experiences, the best is possible in the city. As Frank Sinatra sang, “If you can make it there, you’ll make it anywhere” – still just as true.

The future is looking bright. As noted under Location # 1, Washington, Long Island City, adjacent to Manhattan, is the second city to be named as one of the 2 new headquarters for Amazon, according to The New York Times and Washington Post on November 13, 2018. This means that an additional 25,000 highly paid employees of Amazon will be moving to the city. Although logistical problems for this new business need to be addressed, i.e., housing, every household service, electricity, transportation, in a city already overcrowded, there is also the fact that the economy will rise by virtue of the additional spending in the city. But New York is beginning to look at a vision for 2040, knowing full well that it might have a population of 9 million. With this possibility in mind for the next two to three decades, there will be a need for more of ‘everything’. The city will need to be a greener and smarter city and expand into boroughs that are adjacent to it, such as Brooklyn, Staten Island, Bronx, and Queens. As noted under “Current Conditions”, the transformation has begun in the city, especially on the West side along the Hudson River and the architectural design is impressive. In addition, there is considerable development of future skyscrapers in other parts of the city. The high energy in many of the creative people in the city promotes this new vision for New York in the future.


Appleton Greene

Philadelphia PA

Having spent my childhood in the City of Brotherly Love, Philadelphia, I grew to admire and respect one of the most historic cities in the country. Founded by William Penn, an English Quaker in 1682, the city’s Quaker influence extended to its tolerance of worshiping freely, its high quality of education, its equality for all and to its communities, the “Friends” who were members of the Quaker Meeting Houses in and around the border towns of Philadelphia. These principles also included fairness, honesty, and social justice and were upheld for centuries throughout the city. Philadelphia was the city where the founding fathers signed the Declaration of Independence in 1776 and the Constitution of the United States in 1787. For a brief time, it was the nation’s capital during the American Revolution and George Washington asked that it be a temporary capital during the period when the city of Washington was being built. It was against this background that Philadelphia established highly regarded institutions, such as the Ivy League and Quaker university, the University of Pennsylvania, the Pennsylvania Hospital, the first library and fire protection society, each founded by Benjamin Franklin. The city I knew was a family-oriented city with such diverse groups of people, as the Quakers, Irish, Germans, Italians, Polish, African-Americans and Puerto Ricans. The city grew to be a major center for medicine with seven medical schools and attached hospitals in the 1970s plus more than 80 educational institutions, i.e., colleges and universities and vocational schools, in and around the city. The city also provided excellent transportation, such as subways, bus transportation, trolleys and the Pennsylvania Railroad. It was a city that easily transported commuters between New York and Washington. In 1976, the city saw an influx of funding to pay for the improvement of the city’s infrastructure, housing, skyline and entertainment and tourist industry. As a result, it created a more cosmopolitan environment.

Presently, Philadelphia is a city of more than 1.5 million people with a median age of 34.1 and a median income of 41,449, less than Washington and New York (datausa.io). Today, it is an infinitely more vibrant city than described under the “History” section above and it has an active downtown area with homes, apartments, restaurants, shops and museums. One of the areas along the Benjamin Franklin Parkway is almost totally devoted to excellent museums and these are bordered by a boulevard of trees and plantings. It is one of the more beautiful areas of the city. Other sections of the mid-city area have completely restored its beautiful eighteenth century Georgian homes and to the west of the city both the University of Pennsylvania and Drexel University have expanded their campuses to include major medical and science centers as well as housing facilities. Philadelphia has always been home to a famous orchestra and academy of music. Today, it has a relatively new Performance Arts center and within this area are numerous theaters. As a result of the many post-secondary educational institutions, it has a young professional group of people living, studying and working in center city or in its surroundings. Philadelphia is also surrounded by a great number of beautiful towns outside of the city’s limits. As a result, it is an extremely pleasant city in which to live and work. With regard to employment, the major current employers are in Healthcare, Education, Management, Finance, Law, Hospitality and Social Services.

By virtue of the fact that Philadelphia resides between New York and Washington, the future outlook seems positive for the city. Sheer numbers indicate that a projected increase in growth population along the east coast would make Philadelphia a center for a large variety of businesses, especially ones that wish to be close to New York and Washington and prefer to be in a less congested city. Philadelphia also offers the vibrancy and charm of the large city but with a cost of living that is more reasonable. In addition, there will continue to be commuters traveling to New York or Washington, but living in Philadelphia. This currently happens in nearby towns, such as Allentown PA which has daily and direct return trip buses to New York or Philadelphia. Also, with the expansion of innovative facilities for educational institutions in Philadelphia, the work force needed for positions in engineering, technology, medicine / healthcare and science will increase. Further, a large labor force needed for the maintenance of a new STEM infrastructure will be required. It will be exciting to see the city grow in directions that will assist both the skilled and unskilled worker. Philadelphia’s development of its skyline will also define its city center and provide a background for its vibrant life. As noted in Aubrey Nagle’s article in phillyvoice.com, Is Philadelphia finally getting the new skyline it deserves? – the new skyline will be “a mosaic of styles, with one foot in the past and one in the future”. The architecture of the future will be both a highlight and drawing card for the city.


Appleton Greene

Boston MA

Boston was the largest town in British America until Philadelphia grew larger in the mid-18th century. Boston’s oceanfront location made it a lively port, and the city primarily engaged in shipping and fishing during its colonial days. However, Boston stagnated in the decades prior to the Revolution. By the mid-18th century, New York City and Philadelphia surpassed Boston in wealth. Boston encountered financial difficulties even as other cities in New England grew rapidly. In the 1820s, Boston’s population grew rapidly, and the city’s ethnic composition changed dramatically with the first wave of European immigrants. Irish immigrants dominated the first wave of newcomers during this period, especially following the Irish Potato Famine; by 1850, about 35,000 Irish lived in Boston. In the latter half of the 19th century, the city saw increasing numbers of Irish, Germans, Lebanese, Syrians, French Canadians, and Russian and Polish Jews settling in the city. By the end of the 19th century, Boston’s core neighborhoods had become enclaves of ethnically distinct immigrants. The city went into decline by the early to mid-20th century, as factories became old and obsolete and businesses moved out of the region for cheaper labor elsewhere. Boston responded by initiating various urban renewal projects, under the direction of the Boston Redevelopment Authority (BRA) established in 1957. In 1958, BRA initiated a project to improve the historic West End neighborhood. By the 1970s, the city’s economy had recovered after 30 years of economic downturn. A large number of high-rises were constructed in the Financial District and in Boston’s Back Bay during this period. This boom continued into the mid-1980s and resumed after a few pauses. Hospitals such as Massachusetts General Hospital, Beth Israel Deaconess Medical Center, and Brigham and Women’s Hospital lead the nation in medical innovation and patient care. Schools such as Boston College, Boston University, the Harvard Medical School, Tufts University School of Medicine, Northeastern University, Massachusetts College of Art and Design, Wentworth Institute of Technology, Berklee College of Music, and Boston Conservatory attract students to the area. Nevertheless, the city experienced conflict starting in 1974 over desegregation busing, which resulted in unrest and violence around public schools throughout the mid-1970s.

Boston is an intellectual, technological, and political center but has lost some important regional institutions, including the loss to mergers and acquisitions of local financial institutions such as FleetBoston Financial, which was acquired by Charlotte-based Bank of America in 2004. Boston-based department stores Jordan Marsh and Filene’s have both merged into the Cincinnati–based Macy’s. The 1993 acquisition of The Boston Globe by The New York Times was reversed in 2013 when it was re-sold to Boston businessman John W. Henry. In 2016, it was announced General Electric would be moving its corporate headquarters from Connecticut to the Innovation District in South Boston, joining many other companies in this rapidly developing neighborhood. Boston has experienced gentrification in the latter half of the 20th century, with housing prices increasing sharply since the 1990s. Living expenses have risen; Boston has one of the highest costs of living in the United States and was ranked the 129th-most expensive major city in the world in a 2011 survey of 214 cities. Despite cost-of-living issues, Boston ranks high on livability ratings, ranking 36th worldwide in quality of living in 2011 in a survey of 221 major cities. On April 15, 2013, two Chechen Islamist brothers detonated a pair of bombs near the finish line of the Boston Marathon, killing three people and injuring roughly 264. In 2016, Boston briefly shouldered a bid as the US applicant for the 2024 Summer Olympics. The bid was supported by the mayor and a coalition of business leaders and local philanthropists, but was eventually dropped due to public opposition. The USOC then selected Los Angeles to be the American candidate with Los Angeles ultimately securing the right to host the 2028 Summer Olympics.

In 2016, Boston was estimated to have 673,184 residents (a density of 13,841 persons/sq mi, or 5,344/km2) living in 272,481 housing units, a 9% population increase over 2010. The city is the third-most densely populated large U.S. city of over half a million residents. Some 1.2 million persons may be within Boston’s boundaries during work hours, and as many as 2 million during special events. This fluctuation of people is caused by hundreds of thousands of suburban residents who travel to the city for work, education, health care, and special events. In the city, the population was spread out with 21.9% at age 19 and under, 14.3% from 20 to 24, 33.2% from 25 to 44, 20.4% from 45 to 64, and 10.1% who were 65 years of age or older. The median age was 30.8 years. For every 100 females, there were 92.0 males. For every 100 females age 18 and over, there were 89.9 males. There were 252,699 households, of which 20.4% had children under the age of 18 living in them, 25.5% were married couples living together, 16.3% had a female householder with no husband present, and 54.0% were non-families. 37.1% of all households were made up of individuals and 9.0% had someone living alone who was 65 years of age or older. The average household size was 2.26 and the average family size was 3.08. Boston has one of the largest LGBT populations in the United States. The median household income in Boston was $51,739, while the median income for a family was $61,035. Full-time year-round male workers had a median income of $52,544 versus $46,540 for full-time year-round female workers. The per capita income for the city was $33,158. 21.4% of the population and 16.0% of families are below the poverty line. Of the total population, 28.8% of those under the age of 18 and 20.4% of those 65 and older were living below the poverty line.

A global city, Boston is placed among the top 30 most economically powerful cities in the world. Encompassing $363 billion, the Greater Boston metropolitan area has the sixth-largest economy in the country and 12th-largest in the world. Boston’s colleges and universities exert a significant impact on the regional economy. Boston attracts more than 350,000 college students from around the world, who contribute more than US$4.8 billion annually to the city’s economy. The area’s schools are major employers and attract industries to the city and surrounding region. The city is home to a number of technology companies and is a hub for biotechnology, with the Milken Institute rating Boston as the top life sciences cluster in the country. Boston receives the highest absolute amount of annual funding from the National Institutes of Health of all cities in the United States. The city is considered highly innovative for a variety of reasons, including the presence of academia, access to venture capital, and the presence of many high-tech companies. The Route 128 corridor and Greater Boston continue to be a major center for venture capital investment, and high technology remains an important sector. Tourism also composes a large part of Boston’s economy, with 21.2 million domestic and international visitors spending $8.3 billion in 2011. Excluding visitors from Canada and Mexico, over 1.4 million international tourists visited Boston in 2014, with those from China and the United Kingdom leading the list. Boston’s status as a state capital as well as the regional home of federal agencies has rendered law and government to be another major component of the city’s economy. The city is a major seaport along the East Coast of the United States and the oldest continuously operated industrial and fishing port in the Western Hemisphere.


Appleton Greene

Chicago IL

Chicago’s flourishing economy attracted huge numbers of new immigrants from Europe and migrants from the Eastern United States. Of the total population in 1900, more than 77% were either foreign-born or born in the United States of foreign parentage. Germans, Irish, Poles, Swedes and Czechs made up nearly two-thirds of the foreign-born population (by 1900, whites were 98.1% of the city’s population). Labor conflicts followed the industrial boom and the rapid expansion of the labor pool, including the Haymarket affair on May 4, 1886, and in 1894 the Pullman Strike. Anarchist and socialist groups played prominent roles in creating very large and highly organized labor actions. Concern for social problems among Chicago’s immigrant poor led Jane Addams and Ellen Gates Starr to found Hull House in 1889. Programs that were developed there became a model for the new field of social work. During the 1870s and 1880s, Chicago attained national stature as the leader in the movement to improve public health. City, and later, state laws that upgraded standards for the medical profession and fought urban epidemics of cholera, smallpox, and yellow fever were both passed and enforced. These laws became templates for public health reform in other cities and states. In the 1800s, Chicago became the nation’s railroad center, and by 1910 over 20 railroads operated passenger service out of six different downtown terminals. In 1883, Chicago’s railway managers needed a general time convention, so they developed the standardized system of North American time zones. This system for telling time spread throughout the continent. In 1893, Chicago hosted the World’s Columbian Exposition on former marshland at the present location of Jackson Park. The Exposition drew 27.5 million visitors, and is considered the most influential world’s fair in history. The University of Chicago, formerly at another location, moved to the same South Side location in 1892. The term “midway” for a fair or carnival referred originally to the Midway Plaisance, a strip of park land that still runs through the University of Chicago campus and connects the Washington and Jackson Parks. The Great Depression brought unprecedented suffering to Chicago, in no small part due to the city’s heavy reliance on heavy industry. Notably, industrial areas on the south side and neighborhoods lining both branches of the Chicago River were devastated; by 1933 over 50% of industrial jobs in the city had been lost, and unemployment rates amongst blacks and Mexicans in the city were over 40%. The Republican political machine in Chicago was utterly destroyed by the economic crisis, and every mayor since 1931 has been a Democrat. From 1928 to 1933, the city witnessed a tax revolt, and the city was unable to meet payroll or provide relief efforts. Unemployed workers, relief recipients, and unpaid schoolteachers held huge demonstrations during the early years of the Great Depression.

Chicago today is the third most populous city in the United States. As of the 2017 census-estimate, it has a population of 2,716,450, which makes it the most populous city in both the state of Illinois and the Midwestern United States. Chicago is the county seat of Cook County, the second most populous county in the United States, and the principal city of the Chicago metropolitan area, which is often referred to as “Chicagoland.” The Chicago metropolitan area, at nearly 10 million people, is the third-largest in the United States, the fourth largest in North America, and the third largest metropolitan area in the world by land area. Located on the shores of Lake Michigan, Chicago was incorporated as a city in 1837 near a portage between the Great Lakes and the Mississippi River watershed and grew rapidly in the mid-nineteenth century. After the Great Chicago Fire of 1871, which destroyed several square miles and left more than 100,000 homeless, the city made a concerted effort to rebuild. The construction boom accelerated population growth throughout the following decades, and by 1900 Chicago was one of the five largest cities in the world. During this period, Chicago made noted contributions to urban planning and zoning standards, including new construction styles (including the Chicago School of architecture), the development of the City Beautiful Movement, and the steel-framed skyscraper. Chicago is an international hub for finance, commerce, industry, technology, telecommunications, and transportation. It was the site of the creation of the first standardized futures contracts at the Chicago Board of Trade, which today is the largest and most diverse derivatives market in the world, generating 20% of all volume in commodities and financial futures. O’Hare International Airport is the one of the busiest airports in the world, and the region also has the largest number of U.S. highways and greatest amount of railroad freight. In 2012, Chicago was listed as an alpha global city by the Globalization and World Cities Research Network and it ranked seventh in the entire world in the 2017 Global Cities Index. Chicago has one of the highest gross metropolitan products in the world, generating over $679.69 billion in 2017. In addition, it has one of the worlds most diversified and balanced economies, not being dependent on any one industry, with no single industry employing more than 14% of the workforce.

Chicago has the third-largest gross metropolitan product in the United States, about $670.5 billion according to September 2017 estimates. The city has also been rated as having the most balanced economy in the United States, due to its high level of diversification. In 2007, Chicago was named the fourth-most important business center in the world in the MasterCard Worldwide Centers of Commerce Index. Additionally, the Chicago metropolitan area recorded the greatest number of new or expanded corporate facilities in the United States for calendar year 2014. The Chicago metropolitan area has the third-largest science and engineering work force of any metropolitan area in the nation. In 2009 Chicago placed ninth on the UBS list of the world’s richest cities. Chicago was the base of commercial operations for industrialists John Crerar, John Whitfield Bunn, Richard Teller Crane, Marshall Field, John Farwell, Julius Rosenwald and many other commercial visionaries who laid the foundation for Midwestern and global industry. Chicago is a major world financial center, with the second-largest central business district in the United States. The city is the seat of the Federal Reserve Bank of Chicago, the Bank’s Seventh District. The city has major financial and futures exchanges, including the Chicago Stock Exchange, the Chicago Board Options Exchange (CBOE), and the Chicago Mercantile Exchange, which is owned, along with the Chicago Board of Trade (CBOT) by Chicago’s CME Group. In 2017, Chicago exchanges traded 4.7 billion derivatives with a face value of over one quadrillion dollars. Chase Bank has its commercial and retail banking headquarters in Chicago’s Chase Tower. Academically, Chicago has been influential through the Chicago school of economics, which fielded some 12 Nobel Prize winners.

The city and its surrounding metropolitan area contain the third-largest labor pool in the United States with about 4.63 million workers. Illinois is home to 66 Fortune 1000 companies, including those in Chicago. The city of Chicago also hosts 12 Fortune Global 500 companies and 17 Financial Times 500 companies. The city claims three Dow 30 companies: aerospace giant Boeing, which moved its headquarters from Seattle to the Chicago Loop in 2001, McDonald’s and Kraft Heinz. According to Site Selection magazine, the Chicago area has seen the most corporate headquarters relocation or expansion projects in the US for each of four consecutive years from 2013 to 2016. Caterpillar Inc. will be moving its global headquarters, with about 300 executives and staff and support personnel, to the Chicago suburb of Deerfield, Illinois, while its high-technology center is in Chicago, by the end of 2018. The headquarters of United Continental Holdings, its subsidiary United Airlines, and its operations center are in the Willis Tower in Chicago. Manufacturing, printing, publishing and food processing also play major roles in the city’s economy. Several medical products and services companies are headquartered in the Chicago area, including Baxter International, Boeing, Abbott Laboratories, and the Healthcare division of General Electric. In addition to Boeing, which located its headquarters in Chicago in 2001, and United Airlines in 2011, GE Transportation moved its offices to the city in 2013 and GE Healthcare moved its HQ to the city in 2016, as did ThyssenKrupp North America, and agriculture giant Archer Daniels Midland. Moreover, the construction of the Illinois and Michigan Canal, which helped move goods from the Great Lakes south on the Mississippi River, and of the railroads in the 19th century made the city a major transportation center in the United States. In the 1840s, Chicago became a major grain port, and in the 1850s and 1860s Chicago’s pork and beef industry expanded. As the major meat companies grew in Chicago many, such as Armour and Company, created global enterprises. Although the meatpacking industry currently plays a lesser role in the city’s economy, Chicago continues to be a major transportation and distribution center. Lured by a combination of large business customers, federal research dollars, and a large hiring pool fed by the area’s universities, Chicago is also the site of a growing number of web startup companieslike CareerBuilder, Orbitz, Basecamp, Groupon, Feedburner, Grubhub and NowSecure. Prominent food companies based in Chicago include the world headquarters of Kraft Heinz, Mondelez International, Ferrara Candy Company, McDonald’s, Quaker Oats, and ConAgra. Chicago has been a hub of the Retail sector since its early development, with Montgomery Ward, Sears, and Marshall Field’s. Today the Chicago metropolitan area is the headquarters of several retailers, including Walgreens, Sears, Ace Hardware, Claire’s, ULTA Beauty and Crate & Barrel.


Testimonials

University Chancellor – United States of AmericaAppleton Greene

The Chancellor of a well-known University in Florida commented on the accreditation process offered by our agency at the exit conference. He noted that in his many years of tenure as Chancellor, he had never been handed a Preliminary Report on-site of the results and findings from the evaluation team until our agency presented one to him that day. He noted that he had twenty-two programs on campus that underwent accreditation processes, but this was the first team to inform him at the conclusion of the site-visit of the recommendations that would be sent to the agency’s Board of Directors. He realized that this was not the final report, but the value of having insight into what evaluators thought at the time demonstrated transparency and integrity to him, the senior staff, faculty and students. Further, they did not have to wait three to four months wondering what type of decision would be made.


Board Chairperson – Accreditation Council, Washington, D.C.Appleton Greene

An achievement highlighted by one of the Board Chairpersons of our Accreditation agency, noted that the most successful aspect of accreditation was the detailed ‘process’ developed by the agency. This thorough and comprehensive step-by-step account of what a program undergoes during its accreditation evaluation, made it possible to study all of the intricacies of the department or program, such as, the mission, goals and objectives, recruitment and admissions, resources, curriculum, faculty qualifications, finances, facilities, student advisement, to mention just several. In addition, evaluators make an on-site visit to the institution and by virtue of the online process followed prior to the visit can quickly verify the materials submitted to them for study and review.

Liaison International IncAppleton Greene

Liaison International Inc. and our accrediting body were able to develop the first web-based, online, integrated accreditation system in the United States and world. The development of this system was started in 2004 and completed in 2007. The ability to eliminate a paper trail and complete all aspects of the accreditation process online was an achievement for programs undergoing our review. Not only was there efficiency within the process, but also there was an ability to benchmark and compare (confidentially) programs with one another. This was successful not only for the program’s accreditation, but for its internal reviews within the institutions and for external organizations, such as governmental or national agencies.


Accrediting Standards AgencyAppleton Greene

The accrediting agency took pride in the recent standards it developed in 2017. This was a three to four yearlong effort that involved communities of interest both internal and external to the profession. The standards are the foundation for accreditation agencies, since programs are required to satisfy each one before receiving full accreditation. Standards must be clear, up-to-date and relate to every aspect of a department or program. Because there was inclusion of members of the profession (over 15000) and a buy-in to what was being requested in each standard, the comments about their relevancy now and what they should be over the next ten years were immensely high. Standards are reviewed for continued relevancy on an annual basis, but an overhaul of each one is undertaken every eight to ten years.

Executive summary

Key Knowledge Transfer

Acquisitive Growth

In today’s context of changing markets, technologies and business models, and in conjunction with historic levels of available capital, acquisitive growth has emerged as an increasingly compelling approach to transformational growth. However, as has been empirically proven growth through acquisitions is fraught with pitfalls and inherently risky. Successfully acquisitive growth requires the confluence of many factors that go beyond the traditional phased steps of a typical process. In my experience success is a function of bringing together the elements of people, processes, and technologies into a set of capabilities that are custom-made for an organization’s particular strengths, circumstances and aspirations. Winning in today’s dynamic markets demands bold, unique and sustainable strategies. The following are the stages of such an approach that I have found to create high probability, profitable growth that stands the test of time.

Additionally, while the M&A industry has many advisors available, they tend not to be operating executives who have lived through all the elements I will lay out below. Many simplistic guidelines exist, however what its clear is that the difference between success and failure with acquisitive growth is not in rote adherence to some set of processes, rather it is found in the combination of process discipline and strong application of experiential, practical knowhow. The nature of this knowhow is to apply and allocate the elements below in a smart, efficient manner to achieve exemplary outcomes for the specific client’s unique situation and circumstances.


Strategy Development: Whether at the corporate level or in a specific business unit, clients would be taken through steps to clarify the markets and segments where they currently compete and where they want to go in the future, what differentiates them from competition, where capabilities need to be refined or built, and the various functional elements (e.g. systems, processes, structures, etc.) critical to sustain profitable growth. Approach would be a combination of review of current strategies/capabilities, interviews and facilitated discussions and structured workshops. Outcomes might be a strategy to bring a particular business into a new growth phase or to meet changing competitive environments, or at the enterprise level might entail “platform building” whereby new businesses, sectors or legs are build from the ground up through foundational initial acquisitions and subsequent organic and inorganic initiatives.

Market Focus: Where will we hunt for acquisition targets? If a company allows too-wide of a scope will find themselves suffering from expensive resource drains/distractions and/or dilute efforts. Therefore, following the alignment of enterprise/business strategies the process will seek to focus the market segments and the business criteria to qualify a company to be elevated to possible target.

Research Possible Targets: Simply put, take the descriptions and criteria from above and create lists of potential targets that might fit. Each such company is researched for available information, any currently available knowledge the client might have, etc. Output is a gross list of possible targets.

Target Approach: Utilizing a number of possible approaches, one that is appropriate for the client is determined. For example, some companies may have business development or sales teams who could participate in this stage, or on the other hand for reasons such as confidentiality, resource scarcity, etc this might need to be put into the hands of specific individuals (senior executives, dedicated M&A executives, 3rd party services, etc.). Each company is different, so this is an exercise of matching needs with capabilities. The objective is to screen the gross target list to elminate those who have “killer facts” such as big contingent liabilities, prohibitive complexity such as a company with a complex ownership structure, our any other aspects that renders a target not acceptable for the next step.

Cultivation: This is a very critical part of the overall process. The essence of this authentic, genuine and meaningful relationship-buidling which requires a combination of individuals with certain skill-sets to ‘sell’ the prospects on being acquired, patience and persistence. I have many approaches, processes and techniques that I have and continue to use to great effect in this regard. Output is a short list of interested targets who have moved to active discussions and in-person meetings.

Target Assessment: During the cultivation phase as it gets more advanced, a critical success factor for effective acquisitive growth is the ability to narrow the list with limited amounts of information. This is important because the next phase is quite intensive so any company can not practically thoroughly assess all such targets. In other words, how does a client gain the insights needed to do this? Some might consider this the ‘phase I due diligence’ whereby, prior to the engagement of expensive resources such as lawyers, accountants, etc., an overview of a target’s current status is determined. Through structured and open discussions, the client engages in discussions with the targets to learn as much as possible..

Preliminary Offer: Structuring of a term sheet or letter of intent based on finding to date. Depending on these findings, certain terms may be included to lay out a) value expectations; b) focus for due diligences and commitment to support it; and c) various legal terms typical for these agreements. This tend to be non-binding agreements meant to establish exclusivity of dealings for a period of time, high level terms that both parties agree to, and confidentiality. Given my background, I have the abilility to craft these documents with minimal legal cost.

Due Diligence: This is yet another element of acquisitions that can take several different forms. Depending on the situation and capabilities of both clients and targets, due diligence activites tend to have different scopes and approaches that match each particular circumstance. A simple example would be a private company target versus a public company. With the latter, sellers often limit potential acquirers to only publicly available information whereas private companies may have limited information at their disposal. Therefore, each approach must be designed for purpose, with the output being a customized plan for a particular target. This leads to both more efficient and cost effective processes as well as deeper insights to help with final decisions.

Deal Making: After the due diligence phase, and with a set of terms already agreed, the negotiations begin to finalized the terms of value, liabilities and the myriad legal and busses considerations that must be addressed and finalized. Whether as chief negotiator or as a trusted advisor to the same, I would bring my experience and talent to bear on this phase as well as some structured approaches/guidelines.

Integration Planning: Concurrent with the commencement of due diligence, full attention is required to determine the structure, resources, plans and teams for post-closing integration. Specific approaches and processes would be employed here to ensure that a proper integration leader is named (critical), robust but prioritized integration plans (e.g. IT and Finance integration might be a first priority for some companies), organizational and assimilation plans, and specific actions in several other area. Among the more difficult and critical elements of integration is culture. While culture is a key consideration in the pre-offer phases, it tends to be among the more challenging aspects to successful acquisitions and an area where experience from a career of hands-on accountability of acquisitions brings valuable insights. Several pro-active approaches can be introduced to the clients to determine which is best to employ with any particular integration.

Execution: From plans to execution requires much more than a roadmap. While such roadmaps are critical, it is the confluence of leadership and human capital, prioritized focused actions to achieve specific results, and finally sustainable integration to bring into the client’s company the full potential of the value creation possible. Tools exist and can be created to provide structure and management support to achieve this consistently.


Appleton Greene

Important And Strategic Elements Of A Growth By Acquisition Approach

This program has thus far concentrated on the role that acquisition strategies play in driving growth.

However, this assumes that the acquisitions are carried out properly on its own. Experience has shown that acquisitions may both produce and destroy value, with the execution of the transaction typically making the difference.

The following are crucial and strategic elements that support successful acquisitions:

• Considering strategic fit: Purchasing merely for the sake of purchasing is little more than management hubris. The target businesses should in some manner meet the needs of the buyer’s company strategy (i.e. product or service line, geographic reach, etc.).

• Addressing culture fit: Due to cultural mismatches between the two merging organizations, some of the largest mergers in history have failed. It is important to take into account a company’s culture because it directly affects how it creates value.

• Doing thorough due diligence: This guarantees that the buyer “looks beneath the hood” of the company they are buying and that the price they are looking to pay for the company reflects its intrinsic value.

• Integration: Even when the share purchase agreement’s ink dries, the deal is not finalized. The two businesses must now start an integration process to ensure that they grow into something greater than the sum of their individual parts.


Appleton Greene

Advantages Of Growth Acquisition

10 advantages of expanding your company through acquisition

If you’re deciding whether to enter into an acquisition contract, you might wish to take into account the following list of acquisition benefits:

1. Strengthens a failing business

The company you work for might be going through a period of underperformance, and an acquisition might be the answer. The ability to work together as a team rather than alone may be a key factor in the business’ success. As you get to share resources with the company you’re merging with, this can assist keep the business from failing.

2. Secure financing for growth

By making an acquisition, a company might gain access to money or other important assets that it might not otherwise have at its disposal. You can easily acquire these assets with the aid of an acquisition. The firm and its employees may benefit from collaborating with a company that has sufficient resources because the development of the enterprise is the ultimate objective.

3. Have access to skilled personnel of high caliber

An acquisition can aid in boosting both the amount and quality of employees who are knowledgeable about the demands of the company. The experienced staff often stays on the firm payroll after an acquisition is completed so they can integrate. Their business acumen contributes to the companies’ success after the merger.

4. Expand the company’s market.

The corporation may diversify its offerings of goods and services as a result of the acquisition. You can make a variety of goods and distribute them to various target consumers. An acquisition often aids in a company’s development and growth.

5. Increase market influence

When you enter a new market, making an acquisition might help you combine market forces and exercise control. The synergy it offers increases your market presence and market share. If you plan to establish branches or subsidiary businesses, an acquisition may assist you lessen competition and preserve market dominance.

6. Make sure more capital is available.

Because the company is now larger after an acquisition, access to cash is improved. Higher cash and funds are available and accessible as a result of the arrangement. Amountable capital may be extended to both companies according on the agreement the companies come to when making the purchase.

7. A decrease in training expenses

Through an acquisition, your company may be able to cut internal training costs by using resources from the other acquired company. The cost of employee training is not necessary if the acquired firm develops its resources. You can use the company’s resources, depending on their state of development, to train other employees so they can develop their skill set.

8. Boost the competitiveness of your business

A purchase can take care of the requirement to adhere to higher standards as a result of the development in technical advancements. By joining forces with a smaller company that possesses the required technologies, a larger corporation can maintain its competitive position. Long-term gains from this may accrue to both businesses.

9. Lower production expenses

If you can use another company’s production facilities, facilities, and storage space, merging with them can save your production expenses. Building these kinds of facilities can be expensive, but if the business expands, it might be necessary. Sharing resources could significantly affect the budget and production costs.

10. Enable you to fulfill stakeholder expectations

Stakeholders could have expectations for the company’s growth, and making an acquisition is an effective strategy to achieve such expectations. An purchase increases the likelihood of investment returns, which may gratify the stakeholders. The pressure from the stakeholders can be handled more easily by making an acquisition, and you can even surpass their expectations.


Appleton Greene

What To Watch Out For During The Entire Acquisition Growth Process

Investigating less evident problems within the target company is the goal of the due diligence procedure.

This ranges from contracts with sizable clients that are about to expire to potential legal proceedings resulting from past business decisions.

But there are a few things that the buyer should watch out for on a more strategic level.

They consist of the following:

• Culture: Even if this phrase keeps coming up, it is crucial to the success of M&As. The culture of the target company should be thoroughly researched by prospective buyers in order to have a sense of what they are getting into.

• Competitive Edge: Is the target company “plain vanilla” or does it engage in any activities that offer it a competitive advantage (which we’ll define as the capacity to produce above-market value over the long term)?

• Leadership: Would the target company’s leadership complement your own leadership team in a positive way? Spend some time with them while conducting your research to see whether this might be the case.

• Possibilities: Are there any prospects that the target firm can take advantage of that your business won’t be able to in the near future? Let’s say it’s because of a service or product line they offer that is expected to see rapid expansion.

• Synergies: Where do your two companies’ synergies lie? Are they really complementary, or does purchasing the target company actually run the danger of causing some of your company’s income streams to be cannibalized?

Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Acquisitive Growth corporate training program.

Acquisitive Growth – Part 1- Year 1Appleton Greene

  1. Part 1 Month 1 Business Assessment – Assessments can be incredibly valuable tools for organizations of all sizes. A comprehensive assessment methodology can help you evaluate your organization across multiple dimensions. But what are business assessments, what do they entail, and what are the benefits? Business assessments can help you identify areas of improvement and potential acquisitive growth. By taking a comprehensive approach, you can get an accurate picture of your organization’s strengths and weaknesses. Assessments can also help you develop actionable plans to improve your business. At their core, business assessments are all about providing clarity. When you’re feeling overwhelmed by the day-to-day details of running a business, it can be difficult to step back and get a clear picture of where your company is headed. That’s where assessments come in. By taking a comprehensive look at your company’s strengths and weaknesses, you can develop a clear road map for success. Assessments are an essential part of any business plan. By evaluating your company’s strengths and weaknesses, you can develop a roadmap for growth. Furthermore, assessments can help identify areas where your company may be at risk. By addressing these risks early on, you can avoid potential problems down the road. In addition, assessments can help you benchmark your company’s performance against others in your industry. This benchmarking process can give you valuable insights into areas where your company may need to improve. Ultimately, regular business assessments are a crucial tool for any organization that is looking to grow and thrive.
  2. Part 1 Month 2 Strategic Aspiration – A Winning Aspiration defines the purpose of your enterprise, its guiding mission and aspiration, in strategic terms. The first choice of the strategic choice cascade is winning aspirations. Here we ask, “what is our winning aspiration.” Strategically, our winning aspiration defines our purpose. Aspirations are a view of the future. Qualified with “winning,” it is the ideal future that we strive to achieve. Unless you deliberately set out to win, it is impossible to do so. A business that only wants to participate rather than succeed will invariably fall short of making the difficult decisions and large investments necessary to succeed. Aspirations that are too modest rather than lofty are much more harmful. Most businesses fail because they have low expectations.
  3. Part 1 Month 3 Segment Focus – Every company aspires to grow. But, in a market where competition is fierce, inorganic business growth requires insight and innovation. Segmenting the market and customers is among the most effective techniques to promote acquisitive growth. Yet as numerous businesses have shown, artful segmentation can result in a significant competitive advantage. The purpose of segmentation is to inform your marketing approach. Using this method, it is feasible to recognize and categorize groups of potential clients based on their shared preferences, needs, and interests. This method effectively identifies the demographics most likely to value a specific good or service you provide. Furthermore, it may assist you in positioning that service so that it outperforms that of your rivals.
  4. Part 1 Month 4 Targeted Offerings – Everything the market offers, be it products or services or any experience, is known as a market offering. Market offerings are also divided among themselves based on the nature of the offering. Read along to understand the role and value of market offerings. Individuals within a market have different wants and needs. As a result, businesses in the market offer various products and services. The ultimate aim of businesses is to fulfill all the varying wants and needs of the population. Providing better target offerings and standing out in the market will eventually lead to more loyal customers and a broader customer base. People expect businesses to add value to their lives in various ways, precisely the purpose of market offerings – satisfying customer needs.
  5. Part 1 Month 5 Target Pool – The purpose of this workshop is to map out the offerings that one wants to develop or enhance for the focus segments defined by WDP3. A target pool is at the intersection of Targeted Offerings and Focused Segments. For example, if your strategy is focused on growing a currently manufactured product beyond your existing markets, you’ll want to know all the players who make these products in the markets where you don’t currently play but aspire to. In this simple case, the target pool would be derived by researching the current suppliers in these focus segments and profiling them for certain things such as size, channels to market, etc. The approach of this workshop is to take the Targeted Offerings and in a way and ‘map’ them with the Segment Focus areas we developed previously. In reality you might only need to do one or few of these approaches, but the workshop can develop the understanding and skills to do this work, which is in essence synthesizing the ‘strategic play’ associated with any acquisitive growth program.
  6. Part 1 Month 6 Target Identification – Target identification in acquisitive growth is the process of identifying potential companies or assets that align with the strategic objectives of the acquiring company. It involves conducting comprehensive research, market analysis, and due diligence to evaluate various factors such as financial performance, growth potential, synergies, industry trends, competitive landscape, and cultural fit. The goal is to identify targets that offer strategic value and can contribute to the acquirer’s growth, profitability, market position, or diversification objectives. This process requires careful evaluation, consideration of risks, and alignment with the acquiring company’s overall M&A strategy to ensure successful integration and value creation.
  7. Part 1 Month 7 Target Approach – All business investors are “financial” investors – the real question is how “strategic” is their ability to leverage the assets of the target. Providing practical guidance on approaching a business target and conducting initial due diligence depends on the investor’s criterion, competencies, and execution bandwidth. At this point, you will have identified a target or group of targets and you are attempting to learn enough about the target to determine whether to proceed with developing a meaningful indication of interest. Of course, an active seller is likely prepared for the sale process and represented by an advisor who is postured to provide the financial and operating information necessary for investors to quickly determine the suitability of a deal (i.e., a pitchbook and defined protocols for communication and information access). However, many desirable targets may not be seeking a sale because business conditions are favorable, and their businesses have been managed to provide options to the owners regarding continued independence and turn-key ownership and management succession. If the former, you, as a prospective buyer may have already pinged on the radar of the seller, and if the later, you have mined for target opportunities and are ready for the next step to accomplish an acquisition.
  8. Part 1 Month 8 Deal Approach – The M&A landscape is becoming increasingly competitive and the balance of power is shifting further in favour of buyers. For attractive businesses, however, sellers may wish to make divestments through an auction process which is designed to elicit competitive bidding among interested parties to facilitate the sale of a business or stake in a company at the highest price and on the best possible terms. Not all transactions require collaboration between the buyer and the seller, however. In many instances, an auction is still a better approach than a negotiation. The trick is in knowing which process to use when. To make that choice, you need to clearly understand your potential buyers, the characteristics of the asset in question, your own priorities, and the relative importance of speed and transparency to obtaining the best price.
  9. Part 1 Month 9 Cultivation – (non-auction)
  10. Part 1 Month 10 Cultivation – (organized process)
  11. Part 1 Month 11 Confirm Target – Assuming initial contact and conversations go well, the acquirer asks the target company to provide substantial information (current financials, etc.) that will enable the acquirer to further evaluate the target, both as a business on its own and as a suitable acquisition target. After producing several valuation models of the target company, the acquirer should have sufficient information to enable it to construct a reasonable offer; Once the initial offer has been presented, the two companies can negotiate terms in more detail.
  12. Part 1 Month 12 Talent Assessment – Talent decisions can be made with less precision, discipline, and data but frequently require more complexity than other integration decisions (such as decisions about goods, markets, or customers). M&A leaders must “up their game” in talent assessment if they want to succeed. In the end, the acquirer must decide if current employees from the target (the acquired company) are the most qualified to carry out the goals of the new organization.

Methodology

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Acquisitive Growth

It’s challenging to make this kind of acquisition successful. Seven fundamental operating principles are used by profitable corporate and financial purchasers, according to research. Almost all phases of the acquisition process, from the selection of candidates through post-merger management, are impacted by these ideas.

• Insist on cutting-edge operating tactics.
• If you can’t identify the leader, don’t make the deal.
• Provide top executives with significant incentives.
• Connect pay to variations in cash flow.
• Accelerate the rate of change.
• Encourage lively interactions between the board, managers, and owners.
• Employ the top acquirers.