TAILIEUCHUNG - Teagasc Rolling Five Year Business Plan 2009 – 2013

Finally, the sample for this study is one of the most representative groups of small-busi- ness owners used to produce problem rankings and priorities. 2 Many published surveys of this nature confine themselves to particular segments of the small-business population. Focusing on one component is not debilitating for the survey per se. It simply warrants caution and appreciation for what the survey does and does not represent. A brief comparison between respondents and the small-business population produced by administrative records of federal agencies can be found in the Appendix. There are two major variances between the small- business population and the NFIB population | Teagasc Rolling Five Year Business Plan 2009-2013 June 2008 CONTENTS 1. . Purpose of the . Major Focus for the next five 2. Teagasc Mandate Vision and . . Vision for Irish Agri-Food . Vision for . Mission 3. . Staff . Physical 4. Management of . Authority and Senior . Corporate . Business Planning and Risk . Programme Monitoring and . Management Information . PMDS Management and Staff . Staff Communications and . Quality Customer . Health and . Corporate Calendar 5. Strategic . . . Evaluations and Strategic 6. Programmes . 15 . . Organisational . Food Research Annual Outputs for Planned Developments - Next 5 . Agriculture Research Annual Outputs for Planned Developments - Next 5 . Advisory Annual Outputs for Planned Developments - Next 5 . Education and Development Annual Outputs for 2 Planned Developments - Next 5 Years - Planned Developments - Next 5 Years - Development . Administration and Corporate and Management Services Planned Developments - Next Five 7. Resource . Teagasc Five Year Operating . Five Year Capital . Proposed Capital 8. Risk . . Teagasc Corporate . Teagasc Corporate Risk

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