Nickers 'N Neighs Therapeutic Riding Center
Strategic Plan 2014-2018
Approved by Board of Directors on 3/18/2014
Mission
The mission of Nickers ‘N Neighs Therapeutic Riding
Center is to
adults
with
improve the
special
lives of
challenges
children and
through
a
therapeutic partnership with horses.
Vision
Nickers ‘N Neighs seeks to establish a sustainable center where
those in our community with a variety of risks and needs can
find benefit in body and mind through a premier equestrian
program. The ultimate goals include objective measurement of
benefit, collaboration with leading teaching and research
centers, and endowed support to achieve continued growth.
Organization
Nickers 'N Neighs Therapeutic Riding Center (NNNTRC) was
incepted in 2008 as an independent nonprofit and 501(c) (3)
corporation to help people with disabilities experience
physical, cognitive, emotional, and social benefits through
participation in therapeutic riding and equine assisted
activities. NNNTRC delivers individualized lessons in private
and group settings that encourage healthy bonding with the horse
and increased independence for students in lessons both in and
out of the saddle. Saddle instruction includes independent and
1
assisted riding. Ground instruction consists of basic grooming,
leading, lunging and general horsemanship.
Therapeutic riding encompasses components of therapy, education,
sport and recreation. Encouraged by the rhythmic, repetitive,
three-dimensional, and symmetrical movement of the horse, riders
typically gain in flexibility, balance, and muscle strength. For
individuals with emotional or behavioral challenges, the unique
nature of the horse-human relationship is known to build
confidence, increase communication, patience and self-esteem.
Many of the parents of the children we serve report improvement
in motivation due to their child’s enjoyment of horse-centered
activities.
For each student, specially trained and certified therapeutic
riding instructors create goals and lesson plans that include
strategies to address the special needs of that individual. An
example of this type of accommodation could be choosing a horse
with a certain type of motion to increase student output, either
in a physical or behavioral aspect. After each lesson, the
instructor tracks progression, which is used in developing
future lessons and goals.
In 2013 NNNTRC achieved Professional Association of Therapeutic
Horsemanship International (PATH Intl.) Premier Accredited
Center Status. In 2012 PATH, Intl. reported that only 28% of
their member centers reach accredited status. The Premier
Accredited Center (PAC) Program give centers the chance to
demonstrate their excellence in providing quality equineassisted activities. This voluntary process recognizes PATH
Intl. Centers that have met established industry standards. The
accreditation process is a peer review system in which trained
volunteers visit and review centers in accordance with PATH
2
Intl. standards. A center that meets the accreditation
requirements based on the administrative, facility, program and
applicable special interest standards becomes a Premier
Accredited Center for a period of five years. As a leading
representative of the Equine Assisted Activity and Therapy
(EAAT) industry, PATH Intl. PACs receive a lot of benefits with
being accredited. Prospective donors, volunteers and riders are
more willing to establish relationships with organizations that
have attained this respected benchmark. Likewise, staff and
volunteers can take pride in knowing that they represent a
center that meets the national standards. Accreditation provides
an advantage when raising funds — especially when approaching
private donors and state organizations that require proof that a
center meets industry standards before distributing funds. When
directors or other key staff members change at a PAC, riders can
be assured that they will continue to receive consistent,
therapeutically valid services that meet safety standards.
In 2013, NNNTRC served 149 individuals from multiple counties in
western Pennsylvania. Students ranged in age from four years old
to seniors, with the majority of students from ages four to ten.
The demographic served by Nickers ‘N Neighs in 2013 included
individuals with history of abuse, anxiety disorder, attention
deficit hyperactivity disorder, autism spectrum disorder,
cancer, cerebral palsy, developmental delay, Down’s syndrome,
epilepsy, fibromyalgia, fragile x syndrome, hearing disability,
manic depression, mental retardation, mitochondrial disease,
muscular dystrophy, oppositional defiance disorder, Rett’s
syndrome, history of stroke, traumatic brain injury and troubled
youth.
3
NNNTRC draws students from Ligonier, Mt. Pleasant, Latrobe,
Greensburg, North Huntingdon and New Kensington, as well as
other communities in and around Westmoreland County. NNNTRC
collaborates with school districts to provide therapeutic riding
to special education classrooms including: The Westmoreland
Intermediate Unit, Hempfield Area School District, and Norwin
Area School District. NNNTRC also is partnering with The Special
Olympics of Westmoreland County and Adelphoi Village to create
more competitive opportunities for its participants and to
broaden the demographics of students served.
NNNTRC relies heavily on the involvement of volunteers to run
programming efficiently and effectively. The program draws
volunteers with diverse talents, who donate their efforts to
participate in student lessons as leaders and side walkers, to
assist with horse care and facility maintenance and to assist
with marketing and clerical tasks. Nickers ‘N Neighs does not
require prior experience working with horses or individuals with
special needs. Therefore, training is provided to new volunteers
to ensure that they can volunteer safely and comfortably in
their chosen roles.
From the physical benefits of riding and grooming and the sense
of achievement that comes with learning a new skill, to the joy
of belonging that comes from building relationships with staff
and volunteers and especially the horse, the equestrian
experience offered by Nickers ‘N Neighs is life-changing for
children and adults with special needs.
Executive Summary
4
Situation Analysis
In 2013, NNNTRC completed its sixth year of serving the
community through its therapeutic riding program. The need for
and interest in equine assisted services remains high, as
evidenced by a constant waiting list. Due to the high demand of
existing services, a typical client has a wait of up to six
months prior to receiving services. Historically, NNNTRC has
primarily served individuals on the autism spectrum, which
demonstrates only a small segment of the population of
individuals with special needs that the program is qualified to
address.
Currently, the program is operating at 100% capacity of
instructional staff, support staff, horses, and physical plant
utilization with its therapeutic riding program. In addition to
NNNTRC’s private student waiting list, program staff continue to
field inquires regarding new partnerships with other community
schools and programs that NNNTRC has been unable to pursue due
to its current resources. Markedly, community interest in
additional equine assisted programs besides therapeutic riding
has induced the board of directors’ exploration of programs like
hippotherapy, equine assisted learning, equine assisted
psychotherapy, miniature horse visits to hospitals and group
homes, interactive vaulting, and therapeutic driving.
In order to fully realize the programs’ potential and explore
new mission-rooted possibilities, the Board of Directors has
developed this plan to improve existing program management in
order to continue the high quality of existing services, and
expand those services to include a larger and more diverse
population within the community.
5
Objective
Working together in a series of planning sessions with
facilitation from an area expert on Board planning, the Board
has set forth a framework for improvement, innovation, and
management transition.
Following are the five goals (with
strategies for their realization) developed as part of the
Strategic Plan for 2014-2018.
This plan assumes annual review
and revision, and is intended to provide a basis for
prioritizing and organizing ideas and planning implementation.
The five main goals and realization strategies are described
below.
Action plans for implementation are works in progress.
Those slated for implementation in 2014 are detailed later in
the plan.
Goals and Strategies
Goal I – Develop a High-Performance Board of Directors
The current Board consists of the program founders / facility
owners, a participant or family representative, and five
discipline experts (i.e., investment, education, occupational
therapy, and at-risk youth).
During the term of this plan, the
goal is to broaden the expertise represented on the Board to
complement existing assets, empower the Executive Director and
staff in mission execution and promote clear expectations and
accountability for Board performance.
Strategies for achieving this goal:

Clarify roles, responsibilities and expectations for
existing Board members
6

Create process for developing existing Board (recruiting,
orientation, evaluation)

Identify needed expertise and recruit high-quality Board
candidates

Create a lean and highly relevant set of committees
Goal II – Develop a 3-Year Fund Development Plan
Develop a 3-5 year fund development plan covering special
events, cultivation of individual donors, foundation funding,
and corporate sponsors.
This plan includes both new donor
acquisition and upgrades of current donors.
Strategies for achieving this goal:

Develop a Fundraising Committee

Pursue institutional funding, corporate sponsorship and
individual donors

Capture organization needs in an easy-access format

Conceive and develop a unique signature fundraising event
Goal III – Develop and Extend Existing Infrastructure and Staff
The facility’s capabilities and staff directly affect the
ability to serve the population.
Through implementation of this
goal plan, Nickers ‘N Neighs will:

Upgrade accessibility to all areas to improve all-season
operation and service to students who have physical
challenges

Increase/improve capacity for keeping more horses and
serving more students.

Grow the volunteer base in size, improve retention, and
involve volunteers in all aspects of mission execution
through a well-developed volunteer program.
7
Strategies for achieving this goal:

Create facility and program enhancement plan to inform
fundraising priorities.

Fully develop capabilities of existing staff.

Nurture volunteer base.
Goal IV – Develop Community Collaborations and Outreach
As an accredited therapeutic riding center, NNNTRC is intimately
tied to the equine assisted activity industry.
Students,
volunteers, and funding come from the local community, and by
working with existing local and international organizations that
also serve the same target populations NNNTRC can increase its
impact in the community.
Strategies for achieving this goal:

Develop mentor relationships within the equine assisted
activity industry through PATH, Intl., PACTH, and HETI.

Share the NNNTRC mission with the network of professionals
in the local community working with the same targeted
populations

Increase community awareness of the program and its
benefits, offerings and opportunities.

Develop outreach strategies

Create professional brand identity
Board of Directors
8
John L. McCain, Jr. is the founder of The Stoneybrook
Foundation and Nickers 'N Neighs Therapeutic Riding Center. He
graduated from Lafayette College in 1964 with an undergraduate
degree in economics. He served in the United States Army as an
officer from 1964-1966. He retired in 1992 from PNC Bank as a
Business Development Trust Officer. Mr. McCain currently resides
in Ligonier, Pa with his wife Debbie.
Deborah N. McCain graduated from Robert Morris University
with an associate’s degree in secretarial science with extra
classwork in business education. She worked as an administrative
assistant with the Equitable Life Assurance Society for eight
years, and later as a bookkeeper for an individual investor. She
resides in Ligonier, Pa with her husband John. Mrs. McCain
raised two children, and she loves spending time with her six
grandchildren.
James Schrott has over 35 years of experience in the financial
services industry in Western Pennsylvania working with high net
worth individuals, Foundations/Endowments and Pension and Profit
Sharing Plans. As an advisor for Medallion Wealth Management,
Mr. Schrott co-manages the Global Blue Chip Growth, Blue Chip
Growth, Global Equity Income and Equity Income Strategies. Prior
to joining Medallion, Mr. Schrott served as a financial advisor
and portfolio manager with a regional financial services company
and as a senior relationship manager, senior investment officer
and metro-region team leader at a large wealth management
organization. He was also a member of various investment and
strategy committees for National City’s Private Client Group.
Mr. Schrott earned a Bachelor of Business Administration degree
with a major in Finance from the University of Miami, Coral
Gables, Florida, graduated from the Central Atlantic School of
9
Trust and is a Certified Wealth Strategist®. He is a board
member of the Nickers N’ Neighs Therapeutic Riding Center and is
a Trustee at the National Aviary in Pittsburgh. Mr. Schrott and
his wife, Cris, reside in the Mars area of Butler County.
Mary Ann DeMarco is a founding member of the Nickers ‘N Neighs
Board of Directors. She holds an undergraduate degree of
education from Duquesne University as well as a Masters of
Education Degree in Library Science. She has a broad range of
education and early childhood experience, including both
classroom and curriculum development. Mrs. DeMarco lives in
O’Hara Township where she continues to be active in charitable
work including early childhood vision screening and as a Meals
on Wheels volunteer. She joined the board to focus on services
to young children from an educator’s perspective.
Julie Whitbeck-Lewinski joined the Board of Directors in May
of 2013. In the past she has volunteered for therapeutic riding
programs as a side-walker and provider of animal husbandry.
She
has completed several hippotherapy courses through the American
Hippotherapy Association.
Ms. Whitbeck-Lewinski, who is a
licensed and registered Occupational Therapist, has been working
with children and adults with special needs for over two
decades.
In the past, Ms. Whitbeck-Lewinski served as an
adjunct faculty member for the Occupational Therapy Assistant
Program at the Community College of Allegheny County in
Monroeville, PA.
She currently provides a variety of
therapeutic and management services from her private practice
and contracts with organizations throughout Western PA to
provide services to individuals with special needs.
Ms.
Whitbeck-Lewinski will complete a Doctorate of Occupational
Therapy at Chatham University in 2014. Originally from Western
10
New York, she currently resides with her husband, son, and two
therapy dogs in Robinson Twp, PA.
Margaret Cox is the President of Cantering for Exceptional
Children, a NNNTRC parent & caregiver group, and represents that
group on the NNNTRC board. She has two grandsons, who are
diagnosed with autism who ride at NNNTRC.
She has worked in the
retail field as an Operations Manager for Homelife Furniture,
Roomful Express and Sears.
Mrs. Cox was previously a secretary
for James A. Hall Insurance. She was a stay at home mom when her
daughters were young, and when her twin grandsons were born she
retired to take care of them. Mrs. Cox also does various
volunteer and fundraising projects at Good Shepherd Catholic
Church.
Michael McCalpin has in the past served on the board of High
Hopes Therapeutic Riding Program in Blair County, Pa. In
addition to serving on the board of directors for NNNTRC, Mr.
McCalpin also has served as a volunteer for the Corolla Wild
Horse Fund, Corolla, NC since 2007. Currently, he is the
President/COO of Adelphoi Village, and has been with Adelphoi
since 2004. He was a chief probation officer for twenty-seven
years, and a director of The Center for Juvenile Justice for
four years. Mr. McCalpin has a Masters of Science in Criminal
Justice from Eastern Kentucky University.
Staff
Lin M. Podolinsky, Executive Director
Mrs. Podolinsky earned a BA in German from Dickinson College and
a BS from Wilson College in Equine Facilitated Therapeutics.
While at Wilson College, she studied under Master Level PATH,
Intl. Instructor and PACTH Executive Director Ann O’Shallie.
11
Mrs. Podolinsky has a background in Hunt Seat Equitation and
Dressage.
Kristin Jones, Head Riding Instructor
Ms. Jones earned her Bachelor of Technology in Animal Science:
Equine Management and Associates degree in Applied Science in
Animal Science with a concentration in Therapeutic Riding from
the State University of New York at Cobleskill. She is a Level
One Recreational Riding and Stable Management instructor of the
American Riding Instructors Association, a PATH International
registered instructor, and a Pennsylvania Qualified Instructor.
Ms. Jones has a background in hunter/jumper competition.
Kimberley Reynolds, Barn Manager
Kim has a BS in Business Management and Communications from the
University of Phoenix. She has a background in AQHA and dressage
showing, and a lifelong love of horses.
Lu McElhatten, Office Manager
Ms. McElhatten has an extensive background of over twenty years
in office administration in the medical field. She has a
lifelong love of horses and a passion to serve others.
Kayla Umbaugh, Riding Instructor Assistant
Ms. Umbaugh has a background in Western riding, and is currently
training in Dressage. She is a Member of Pennsylvania Council on
Therapeutic Horsemanship (PACTH). She is currently an Instructor
in Training and working on becoming certified Therapeutic Riding
Instructor.
Ashleigh Eutsey, Riding Instructor Assistant
Ms. Eutsey earned her Associates Degree in Early Childhood
Education at Westmoreland County Community College. She has a
12
Western riding background, and is currently training in
Dressage.
Ms. Eutsey is a Member of Pennsylvania Council on
Therapeutic Horsemanship. (PACTH) She is currently an Instructor
in Training and working on becoming a Pennsylvania qualified
instructor.
She also competes with her horse Scout at barrel
shows, through IBRA - International Barrel Racing Association.
Rebecca Kostley
Ms. Kostley earned a BA in Legal Studies from the University of
Pittsburgh and a Paralegal Certificate from Duquesne University.
Before coming to NNNTRC, she worked 15 years as a
Paralegal, with a concentration in Real Estate and Foreclosure.
She has volunteered with various children and animal charities,
including caring for local rescue horses and volunteering at
Nickers 'N Neighs. Ms. Kostley has also served as a wish granter
for the Make-a-Wish Foundation. She has a Western riding
background, and is just starting lessons in English riding.
Keith Martin, Facility Maintenance Technician
Keith is AWS Welding Certified, NOCTI Welding Certified, Trained
in OSHA Safety, and is an equine farrier apprentice.Appendix I:
Action Plans
Goal I:
Develop a High-Performance Board of Directors
Tactic: Clarify roles, responsibilities, and
expectations for existing Board members
Action Steps
Action
Champion
Date
13
Create and approve job descriptions and expectations
MM
7/14
MM
7/14
Create election timeline for Board members
MM
7/14
Review bylaws, create (if necessary) and approve
MM
7/14
MM
7/14
for Board members
Create and approve board of director executive
committee job descriptions.
changes to enhance board best practices
Review existing board calendar and meeting months
Resources/Info required:
Goal I:
Develop a High-Performance Board of Directors
Tactic: Create process for developing existing Board
(recruiting, orientation, evaluation)
Action Steps
Action
Develop a self-evaluation questionnaire to identify
Champion
MM
Date
7/14
board strengths and weaknesses
14
Develop a board matrix to identify existing board
MM
7/14
MM
7/14
talents
Create a training program for new board members
Identify and participate in community resources geared LMP
7/14-
for board development
ongoing
Establish a yearly board of directors’ retreat to
JWL
2015
engage and increase board energy and knowledge
Resources/Info required:
Goal I:
Develop a High-Performance Board of Directors
Tactic: Identify needed expertise and recruit Board
candidates
Action Steps
Action
Champion
Use board matrix in identifying skill sets missing Board Dev.
in board dynamic
Date
Ongoing
Chair (MM)
15
Identify existing NNNTRC events that are
MM
Ongoing
Create and plan additional board recruitment events MM
Ongoing
Create training program for non-board sub-committee MM
Ongoing
opportunities for new board member recruitment
members to develop as potential future members
Network and establish corporate partnerships with
MM
Ongoing
high prevalence of missing skill sets
Resources/Info required:
Goal I:
Develop a High-Performance Board of Directors
Tactic: Maintain a lean and highly relevant set of
committees
Action Steps
Action
Champion
Date
16
Identify and establish Board committees to engage
LMP/JWL
7/14
Create and approve committee chair and committee job LMP/JWL
7/14
Board participation and address the needs of NNNTRC
in sustaining and promoting organizational growth
descriptions.
Establish calendar of annual sub-committee meeting
Committee
months
Chair
Identify technology that can be implemented to
Committee
create a cohesive working group in each committee
Chair
Identify existing NNNTRC events that are
Committee
opportunities for committee member recruitment
Chair
Create and plan additional committee member
Committee
recruitment events
Chair
Network and establish corporate partnerships related Committee
to each committee
Yearly
Yearly
Ongoing
Ongoing
Ongoing
Chair
Resources/Info required:
Goal II:
Develop a 3-Year Fund Development Plan
Tactic: Develop a Fundraising Committee
Action Steps
Action
Champion
Date
17
Select a committee chair from board of directors
Nominating
Chair
Engage an experienced fund development
Fundraising Yearly
professional.
Chair
Create a fund development plan including analysis
Fund
of current situation with SWOT analysis
development
Professional
Develop a fundraising event sub-committee to
Fund
Phased
establish an equine-focused flagship fundraising
development in over
event.
Professional 4 years
of this
plan
Cooperate with other entities to achieve
LMP
7/14
scholarship or fundraising sources
Resources/Info required:
Goal II:
Develop a 3-Year Fund Development Plan
Tactic: Pursue institutional funding
Action Steps
Action
Champion
Date
18
Identify relevant foundations
Fund development
Ongoing
professional
Identify existing personal connections for
Fund development
introductions
professional
Augment existing database with targets,
Fund development
professional
Ongoing
Fund development
professional
Ongoing
Pursue grants
Fund development
professional
Ongoing
Maintain reporting for grantor
Fund development
professional
Ongoing
giving profile, and contact information
Prepare calendar of deadlines for grant
applications
Ongoing
Resources/Info required:
Goal II:
Develop a 3-Year Fund Development Plan
Tactic: Pursue corporate sponsorship
Action Steps
Action
Champion
Date
19
Develop a Corporate Sponsorship Sub-Committee Fundraising
TBD by
as a sub committee of the fundraising
Committee
fundraisin
committee
Chair
g
committee
Identify local and regional corporations
Fundraising
TBD by
including medical providers, insurance
Committee
fundraisin
companies, and industries
Chair
g
committee
Identify existing personal connections for
Fundraising
TBD by
introductions
Committee
fundraisin
Chair
g
committee
Augment existing database with targets,
Fundraising
TBD by
giving profile, and contact information
Committee
fundraisin
Chair
g
committee
Develop approach strategies for individual
Fundraising
TBD by
targets
Committee
fundraisin
Chair
g
committee
Resources/Info required:
Goal II:
Develop a 3-Year Fund Development Plan
Tactic: Pursue individual donors
20
Action Steps
Action
Champion
Date
Identify and acquire appropriate technology to Fundraising As
target donors
Professional established
by
fundraising
committee
Augment existing database with targets, giving Fundraising As
profile, and contact information
Professional established
by
fundraising
committee
Develop approach strategies for individual
targets
As
Fundraising Professional
established
by
fundraising
committee
Identify existing personal connections for
Fundraising As
introductions
Professional established
by
fundraising
committee
Identify new major gift donors
Fundraising As
Professional established
by
fundraising
committee
21
As
co
Resources/Info required:
Goal II:
Develop a 3-Year Fund Development Plan
Tactic: Capture funding needs in easy-access format
Action Steps
Action
Champion
Date
Create a “hot list” of discrete projects suitable Development Phased in
for one-off execution to be funded and/or
Committee
and
performed by volunteers, individual donors, or
establishe
targeted grants
d by 2018
Create a “wish list” of discrete projects for
Development Phased in
pitching to funders.
Committee
and
establishe
d by 2018
Refine wish list on an ongoing basis to reflect
Development Phased in
changing needs
Committee
and
establishe
d by 2018
Create case statement for each funding objective Development Phased in
Committee
and
establishe
d by 2018
22
Refine case statements as needed to reflect
Development Phased in
changing objectives
Committee
and
establishe
d by 2018
Resources/Info required:
Goal III:
Develop and Extend Existing Infrastructure, Staff and
Volunteers
Tactic: Create facility and program enhancement plan to
inform fundraising priorities
Action Steps
Action
Champion
Date
Develop and maintain prioritized list of
Development
As established
facility enhancements with cost
Committee
by development
assessments annually
with staff
committee
involvement
Develop and maintain a prioritized list of Development
As established
programming enhancements with cost
Committee
by development
assessments annually
with staff
committee
involvement
Revise list to priority levels for that
Development
As established
year
Committee
by development
with staff
committee
involvement
23
Resources/Info required:
Goal III:
Develop and Extend Existing Infrastructure, Staff, and
Volunteers
Tactic: Fully develop capabilities of existing staff
Action Steps
Action
Review and implement performance review process
Champion
Date
MAD/LMP 11/15
oriented towards growth path.
Provide opportunities for structured continuing
education
Develop a succession plan
MAD/LMP Annuall
y
MAD/LMP 6/15
24
Resources/Info required:
Goal III:
Develop and Extend Existing Infrastructure, Staff, and
Volunteers
Tactic: Nurture volunteer base
Action Steps
Action
Develop a volunteer plan to address
Champion
Volunteer
Date
7/14
recruiting, training, retaining engaging, and Coordinator
rewarding volunteers
Create a volunteer booster organization
Volunteer
9/14
Coordinator
Develop social media strategy for keeping
Volunteer
volunteers engaged in the daily events and
Coordinator &
life of the program
booster
7/15
organization
Develop online tools for volunteer training
Volunteer
and scheduling
Coordinator &
7/16
Carney & Co.
25
Resources/Info required:
Goal IV:
Community Collaborations and Outreach
Tactic: Develop mentor relationships within the equine assisted
activity industry and share the NNNTRC mission with the network
of professionals in the local community working with the same
targeted populations
Action Steps
Action
Explore and fund opportunities for staff and board to
Champion
Date
LMP/MAD 11/14
visit with other PATH, Intl. accredited centers
Increase focus of staff continuing education
LMP/MAD 11/15
opportunities toward accredited center located
trainings
Increase staff and board involvement with
LMP/MAD 12/16
organizations like PATH, Intl., PACTH and HETI
26
Identify local organizations with missions that serve
LMP/MAD 11/14
the same targeted population
Identify existing personal connections for
LMP/MAD 11/14
introductions
Identify NNNTRC activities that are opportunities to
LMP/MAD Ongoing
share the NNNTRC mission with the community
Resources/Info required:
Goal IV:
Community Collaborations and Outreach
Tactic: Create a consistent and professional marketing
identity
Action Steps
Action
Develop website
Champion
Marketing
Date
8/14
Committee &
Carney & Co.
Develop templates to ensure consistent visual
Marketing
8/14 &
identity in all communications
Committee
ongoing
27
Define target audiences: potential students,
Marketing
volunteers, complementary services, job
Committee
12/16
candidates
Define a role for and identify a marketing and
Marketing
development director
Committee
12/18
Resources/Info required:
28