Square One Downtown Bryan Event Center 211 W William J Bryan Pkwy, Bryan Tx
Join us at Square One Downtown Bryan Event Center this October First Friday for our 2nd Annual Oktoberfest at First Friday Celebration! Bryan College Station Zoigl will have their beer garden area open for you to sit back, relax, and Prost! Das Ist Lustig will be playing polka music and entertaining your family in the newly renovated beer garden. We will be providing our own spin on some Oktoberfest traditions with food from The Village Cafe available inside Square One. We would love showing you around our event space while you snack, dance, and sing along, too. Follow us on Facebook and RSVP our our Facebook Event for updates and more info.
We are located right behind Corner of Time Antiques and across the street from the Post Office in Downtown. See ya there! Prost y'all!
First Friday is back this month in Downtown Bryan and at the SEAD Gallery and Bookshop on October 6th from 6-9 PM. We are thrilled to display work from our newest installation “Intersections”, our very first juried fiber arts show, containing diverse work from 17 finalists. New books are on display in the bookshop, so stop by for a look or to see the beautiful fiber arts on display!
We are raffling off a 1966 427 4speed matching numbers CORVETTE Every dollar made from this raffle will be sent to build a school in Uganda clothing educating and feeding almost 800 children. $20.00/ticket You do not have to be present to win!!
Debby or Steven Sodolak 3500 Hwy 21 east Bryan tx 77807 979-436-4985
Birthday Party in the Parking Lot at Saint Andrew's
Event Dates and Times
Saint Andrew's Episcopal Church, 217 W. 26th Street, Bryan, TX
Come listen to music by Joey McGee and help Saint Andrew's celebrate its 150th birthday. McGee is a Texas-based songwriter and New Orleans native. His music features a blend of soul, country, rock, and blues. He will be playing in the parking lot at this free event. Tour the historic church with its beautiful stained glass windows.
The Star of the Republic Museum and Barrington Living History Farm are pleased to present a program specifically for home school families.
On Wednesdays & Fridays in September and Thursdays in October, the staff at the museum and the farm will present Childhood in Early Texas, an interactive, hands-on program for the entire family. Discover what life was like for a child in the mid-19th century during a visit to this historic site. In the museum, learn about childhood chores, clothes, and schools, and then make some old-fashioned toys to take home. Take a break with a picnic lunch in the pecan grove along the Brazos River. At Barrington Farm, experience life on an early Texas farm, complete with a stroll through the cotton field, picking a boll or two along the way.
Curriculum materials including lesson plans and activity sheets will be available online to help continue the learning experience at home.
Donna Barker 936-878-2461 x245 www.starmuseum.org/calendar/
The TrainHR webinar is approved by HRCI and SHRM Recertification Provider.
Overview: Many organizations are far from where they want and need to be with improving performance, and they apply intuition, rather than hard data, when making decisions. Enterprise and corporate performance management (EPM / CPM) is now viewed as the seamless integration of managerial methods such as balanced scorecards, strategy maps, enterprise risk management, driver-based planning and budgets, rolling financial forecasts, activity-based costing (ABC). customer profitability and relationship management, supply chain management, lean and Six Sigma quality management, and resource capacity planning. Each one should be embedded with business intelligence (BI) and business analytics (BA) of all flavors,such as correlation, segmentation, and regression analysis,and especially predictive analytics. This presentation will describe how to complete the full vision of analytics-based enterprise performance management to improve organizational performance. Regarding planning, the annual budget is often perceived as a fiscal exercise done by the accountants that is 1. disconnected from the executive team's strategy and risk management mitigation plans,and 2.Does not adequately reflect future volume drivers.
The budget exercise is often scorned as being obsolete soon after it is produced, and biased toward politically muscled managers who know how to overstate and "pad" their budget request. To complicate matters, traditional budgets are typically incremented or decremented by a small percent change from each cost center's prior year's spending level, but "use it or lose it" behavior by managers in the last few months of the fiscal year to unnecessarily pump up their prior year's costs and serves to confuse analysis of who really needs what. Some organizations revert to rolling financial forecasts, but these projections may include similarly flawed assumptions that produce the same sarcasm about the annual budgeting process. Two components of the enterprise and corporate performance management (EPM / CPM) framework, strategy maps and activity-based costing principles, can be drawn on to resolve these limitations. Ideally, the correct and valid amount of future spending for capacity and consumed expenses should be derived from two broad streams of workload that cause the need for spending-demand-driven and project-driven.Demand-driven expenses are operational and recurring from day to day. Their requirements are typically from customers. In contrast, project-driven spending is nonrecurring and can take from days to years in time duration.
Building a core competency in strategy execution creates a competitive advantage for commercial organizations and increases value for constituents of public sector organizations. This competency links the strategy to the resources required to achieve plans.
Why should you Attend:
How well do our managers and employees understand our executive team's strategy? Are we measuring the right metrics? If we are measuring key performance indicators (KPIs),are they "balanced" between financial outcomes and the non-financial measures related to customer loyalty, process improvement, employee learning and growth,and innovation? Are we measuring too many strategic KPIs where many are arguably operational performance indicators(PIs)? Are our product and service-line costs accurate? Or are our accountants mis-allocating indirect expenses(i.e. overhead support)? Do we measure non-product channel and customer costs to report profit or loss by each customer? How effective is our annual budgeting process? Does its benefit exceed the costs to produce it? Is the budget out of date within a few months after it is published? Do experienced managers "pad" their department's budgets? Is consolidating cost center budgets bottom-up cumbersome? Do we understand incremental / marginal expense analysis classifying the behaviour of our resource capacity expenses as sunk, fixed, step-fixed, or variable based on the planning time horizon? Are many of our decisions based on intuition or experience rather than on fact-based data? How much competency does our organization have with analytics? How much resistance to change does our organization have that is slowing our adoption rate of progressive managerial methods?
Areas Covered in the Session:
What the pressures are compelling organizations to adopt EPM (e.g.greater volatility, uncertainty, insights for problem solving) Why business analytics, with emphasis on predictive analytics and pro-active decision making, is becoming a competitive advantage differentiator and an enabler for trade-off analysis How strategy maps and their companion balanced scorecards communicate strategic objectives with target-setting to help cross-functional employee teams align their behavior to the strategy and better collaborate How all levels of management can quickly see and assess how they are doing on what is important using key performance indicators (KPIs). How activity-based cost management (ABC/M) provides not only accurately traced calculated costs (relative to arbitrary broad-averaged cost allocations), but more importantly provides cost transparency back to the work processes and consumed resources, and to what drivers cause work activities Why measures of channel and customer profitability and customer value now supersede profit and service-line measures and shifting from product to customer-focused organizations including future potentialvalue customer lifetime value How managerial accounting enables internal chargeback invoices of shared services (e.g.information technology services) How analytics-based enterprise performance management solves the problem of poor budgeting How three types of project-related costs are included in the budget capital, risk mitigation, and strategy execution projects How improvements to the managerial accounting system not only provides accuracy and visibility to costs, but they enable predicting required future resource capacity expense requirements The increasing need for probabilistic financial projections The increasing need for "what if scenarios" How effective planning increases productivity from processes and reduces costs How to overcome implementation barriers such as behavioral resistance to change and fear of being held accountable
Who Will Benefit:
CFO,Financial Controller,Accounting Staff CIO and Information Technology Staff Strategic and Business Planning Marketing and Sales Managers Budget Managers Risk Managers
Instructor: Gary Cokins is an internationally recognized expert, speaker, and author in enterprise and corporate performance management improvement methods and business analytics. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina at www.garycokins.com . Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA with honors from Northwestern University’s Kellogg School of Management in 1974.
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