SECTION B FISCAL YEAR ACTIVITY SUMMARY During 1976-77 efforts were made to identify more clearly the mission and objectives of BAC. As a result, the methods of gathering and classifying information relative to BAC operations have undergone an evolutionary process designed to show more effectively the correlation between resources employed and results obtained, and the primary mission and objectives.. An unfortunate by-product of this change made to benefit the future, is a loss of comparability with the past, except at the highest level of data summarization. It is clear that demand for BAC services remained high in 1976-77 although the total number of projects in which the Center was involved decreased slightly from 405 in 1975-76 to 401 in 1976-77 as shown in the following tabulation: 1 The BCS program also serves as a client screening process, and BCS clients may subsequently appear as "new projects" in the "Other" category. 2 Projects where no assistance was provided during the 4th quarter of the fiscal year, but further assistance is anticipated. The reduction of one percent in total projects is a reflection of a trend to more intensive effort in providing service to each project with a resulting increase in the completion rate and a dramatic reduction in the "inactive" backlog of cases. The demand for the Business Counseling Service continued to expand in spite of a relatively "low-profile" promotional program. As a result, 263 clients from 31 counties requested and received counseling under this program in 1976-77 as compared with 225 clients from 24 counties in 1975-76. In spite of the increased demand for short-term counseling shown by the growth in the BCS program, emphasis has been placed on in-depth counseling where the need is evident. As indicated in the following summary, 14 clients (3.5%) received 40 percent of the total client related time. *Includes all work related to client: direct contact, travel, office preparation, planning and telephoning. Geographically, service provided by the Center virtually blanketed the UGLRC area of Wisconsin. Of the 35 counties comprising the UGLRC area (excluding Menominee which has reverted to reservation status) only two counties failed to have anyone seek and hence receive counsel or service from the Center. In addition, four clients outside of the UGLRC area requested assistance from BAC. This figure does not include several DVR clients served in the southern portion of the state. BAC recently accepted responsibility for statewide coordination of assistance to the Division of Vocational Rehabilitation, involving primarily the evaluation of business plans of DVR clients. The Center is employing ad hoc personnel and not BAC staff members for these assignments located outside of the UGLRC area. The distribution of clients throughout the state is shown graphically on the map on page 8. Table 1 contrasts the program goals set for 1976-77 with actual performance. Several comments are in order. At the time these goals were established, the Center had not assumed the responsibility for statewide coordination of assisting Division of Vocational Rehabilitation clients. Because of this revenue, it was unnecessary to commit Center resources to intensive work with a second MBO firm as had been planned. As noted earlier, the changes made recently in methods of classifying clients will preclude strict comparability of data. The program components for the next fiscal year are organized to contrast in-depth and short-term work more readily. The Advisory Board has recently recommended that 60 percent of client-oriented time be devoted to in-depth work during 1977-78. The comparable figures for 1976-77 were: 40% 60% in-depth short-term (including BCS The following paragraph summaries are included to show the types of assistance provided by the Center and the nature of the problems faced by various clients. Examples of several short-term and DVR projects are included at the end of this section. 3202 (Wood Products) 1. Nature of the problem or request. The Center continued working with this MBO client, specifically in the following areas: management organization, quality control, product development, contract manufacturing, marketing planning, acquisition, warehousing, handling of cash and product drawings. 2. Counsel provided and/or work performed. The responsibilities of top management members were realigned according to Center recommendations. A quality control program was developed and implemented, along with a plan for new product development. The Center arranged for one new product to be manufactured by another BAC client. A price increase was recommended as was more travel by the marketing manager. Counsel was rendered on the feasibility of acquiring a competitive firm. It was suggested that a needed warehouse be built in a manner that would favor future conversion to manufacturing space. With respect to the management of cash on hand, it was suggested that this be deposited in a daily interest savings account and transferred to the checking account as needed. The staff also supervised the production drawings for each product. 3. Results to date. One new The quality control program is accomplishing the desired results. product has been developed and is ready for production, while production arrangements for a second product have been completed with another BAC client. The suggested price increase has been implemented as well as travel plans by the marketing manager. The acquisition of a competitive firm is in abeyance while the new warehouse is in the building stage. The cash handling system has been completed and is expected to yield additional profits annually. production product drawings are completed and in use. The In the few short years it has been in business this firm has become wellestablished in industrial markets. Management had no experience in marketing consumer products, and sought counsel with respect to four prospective consumer items. 2. Counsel provided and/or work performed. Center staff conducted an informal survey of retailers and members of the Business Resource Council to identify the product having the best sales potential. Once this was selected, a comprehensive market test was designed and |