It is my pleasure to present the 2009/2011 Strategic Business Plan for the Crown Registry and Geographic Base which provides the basis for strengthening this legacy over the next year.
The branch is dedicated to serving the public interest and focused on delivering results where outcomes align with strategic goals and objectives.
We will continue to structure the organization and mobilize the branch around our mission, vision, change, employee engagement, staff empowerment, promotion, two way communication, and innovation through exemplary leadership, best-in-class processes, a culture of excellence, integrity, and teamwork. These activities allow us to be responsive to today’s world and to the challenges of the new century. Each section has performance goals, strategies, and metrics measure achievements and improve internal business operations. Changes are an important part of how we drive our business to meet our employee’s satisfaction and client’s needs at CRGB.
We have already entered into organizational and business transformation.
Over the short-term, the Branch is faced with a significant loss of corporate expertise and knowledge. This is occurring at the same time new technology is redefining the business transformation of the branch. Identifying necessary skills and knowledge and eliminating others will require good management and planning. Therefore we will focus on branch succession planning in 2009.
The branch is fervently committed to creating the conditions that allow its programs and activities to perform efficiently and effectively, while continuing to drive results through performance and cost-based decision-making, aligning resources to deliver outcomes, investing in, securing and leveraging technology, closing skill gaps, recruiting and retaining a high performing workforce, and developing effective leadership. Collectively, the strategic objectives are clear, the priorities distinct, and the outcomes are meaningful.
Through the use of performance-based management (EPDP), we establish the foundation for linking funding to performance, helping CRGB employees understand, accept, and meet their responsibilities for achieving organizational excellence. To accomplish our initiatives we are continuing to build our leadership capacity within CRGB and career paths that are essential to drive CRGB’s growth and long term aspirations.
To restructure and reposition the CRGB as a whole in order to more effectively meet the fast- changing needs of both internal and external clients we continue to focus on two fronts:
- People, Innovation, Technology, and Process
- Client Satisfaction and Service Delivery
“This generation thinks differently, behaves differently and is already starting to demand, aggressively, big changes in the way society, business and individuals interact. Is your workplace prepared for the changes?” “ CIO Insight Magazine”
The key is to align people, process and technology more closely to the business strategy, vision and client services. Looking forward, we need to make sure we’re not living in the past, that our core purpose is sound for the future, that we have proper strategy to achieve it and that we know our internal and external clients, their needs, and how we will meet them.
With this plan, the branch is well-positioned to embrace change, innovation, technology, perform to expectations and fulfill our obligations to our internal and external clients. I salute all CRGB employees for their dedication to the tasks and for their determination in meeting our many challenges we face as we move forward through our Business Transformation.
Sincerely,
Fary Eriksson
Director
