TAX EXECUTIVES INSTITUTE'S STRATEGIC PLAN.On March 20, 1999, the Board of Directors of Tax Executives Institute approved the following strategic plan for the Institute. Please see the story elsewhere in this issue. Vision Tax Executives Institute is the preeminent pre·em·i·nent or pre-em·i·nent adj. Superior to or notable above all others; outstanding. See Synonyms at dominant, noted. [Middle English, from Latin prae association of business tax professionals. Mission Tax Executives Institute is an association of business tax professionals serving its members and their employers through education, networking, and advocacy The act of Pleading or arguing a case or a position; forceful persuasion. . Values Tax Executives Institute is a member-driven community of business tax professionals with the following organizational values: Integrity Effectiveness and efficiency Dedication to improving the tax system Goals Goal 1: Provide high quality education that is responsive to the needs of members and their employers. Goal 2: Maximize In a graphical environment, to enlarge a window to the full size of the screen. See Win Maximize windows. and facilitate networking opportunities for members. Goal 3: Expand and enhance the effectiveness of advocacy efforts. Goal 4: Attract and retain TEI 1. (communications) TEI - Terminal Endpoint Identifier. 2. (text, project) TEI - Text Encoding Initiative. members. Goal 5: Ensure an efficient and effective organization. Objectives Goal 1: Provide high quality education that is responsive to the needs of members and their employers. Objective 1.1: Conduct an ongoing review and comparison of the cost, content, length, and location of programs offered by TEI and other sponsors, and make recommendations for change. Objective 1.2: Determine whether and to what extent TEI should partner with other education providers or expand access to programs. Objective 1.3: Explore whether and how TEI should modify the delivery of educational content. Objective 1.4: Develop a more effective marketing program for TEI's educational programs. Goal 2: Maximize and facilitate networking opportunities for members. Objective 2.1: Review and promote networking opportunities provided to members. Objective 2.2: Develop enhanced networking opportunities, possibly based on demographic See demographics. classifications (such as type of tax, industry, and company size). Goal 3: Expand and enhance the effectiveness of advocacy efforts. Objective 3.1: Promote the benefits and successes of TEI's advocacy efforts. Objective 3.2: Identify new opportunities for successful advocacy. Objective 3.3: Review and improve the means of achieving advocacy goals. Objective 3.4: Conduct an assessment of the member and staff skills needed to have an effective advocacy program and determine what changes, if any, are necessary to ensure those skills. Goal 4: Attract and retain TEI members. Objective 4.1: Review and, if necessary, revise membership criteria criteria (krītēr´ē  ),n. . Objective 4.2: Develop a cost-effective cost-effective, n the minimal expenditure of dollars, time, and other elements necessary to achieve the health care result deemed necessary and appropriate. marketing program to inform potential members of the benefits of membership. Objective 4.3: Develop a mentoring program for new members. Objective 4.4: Develop ongoing means of assessing membership satisfaction. Objective 4.5: Enhance membership database and develop additional ways to utilize member information. Objective 4.6: Identify areas underserved by current TEI chapters. Goal 5: Ensure an efficient and effective organization. Objective 5.1: Conduct a review of the structure of the organization and determine what changes, if any, are necessary. Objective 5.2: Conduct a review of staff organization and determine what changes, if any, are necessary. Objective 5.3: Explore TEI's relationships with other organizations. Objective 5.4: Review governance Governance makes decisions that define expectations, grant power, or verify performance. It consists either of a separate process or of a specific part of management or leadership processes. Sometimes people set up a government to administer these processes and systems. and decision-making processes Presented below is a list of topics on decision-making and decision-making processes: | width="" align="left" valign="top" |
| width="" align="left" valign="top" | Objective 5.5: Develop succession succession: see ecology. plans for volunteer leaders and staff. Objective 5.6: Identify potential volunteers and facilitate their ability to volunteer. The Institute's volunteer leadership is in the process of developing implementing strategies under each of the objectives. Anyone wishing to obtain a copy of the draft strategies or to offer their own suggestions should send a voice-mail (202-638-5601 x307) or e-mail (tmccormally@tei.org See .org. (networking) org - The top-level domain for organisations or individuals that don't fit any other top-level domain (national, com, edu, or gov). Though many have .org domains, it was never intended to be limited to non-profit organisations. RFC 1591. ) to Timothy Timothy, epistles in the New Testament Timothy, two letters of the New Testament. With Titus they comprise the Pastoral Epistles, in which St. Paul addresses his coworkers as the guardians and transmitters of his teaching. J. McCormally, the Institute's General Counsel and Director of Tax Affairs. Comments may also be posted on TEI On-Line. |
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