Congressmen Aaron Schock (R-IL) and Charles B. Rangel (D-NY) of the Ways and Means Committee have introduced a bill, H.R. 2082, Work Opportunity Credit Improvements Act, calling for a three-year extension of WOTC till December 31, 2014.

  

In addition, H.R. 2082 makes it easier to certify WOTC eligibility for target groups for which information is publicly available to an employer. This will result in quicker certifications and it will help reduce processing time from the states. The documentation obtained by the employer will remain on file as justification in case of an audit. The target groups include veterans, SSI recipients, summer youth, the disabled, ex felons and designated community residents.

  

The language of S. 146, Veteran Transition Act is incorporated into H.R. 2082, explaining WOTC and eligibility requirements for recently discharged veterans. This group will remain WOTC-eligible for five years preceding the hiring date. Veterans and National Guard members receiving Veterans' Administration compensation for a service-connected disability remain WOTC eligible as well as unemployed veterans in households receiving food stamps. Current law provisions allowing increased tax credits for disabled veterans remain the same.

  

The bill restores WOTC for "disconnected youth" hired after December 31, 2010 but renames it "at-risk youth." There was no change in the definition for this group.

  

Finally, the work opportunity tax credit is supported in the President's Budget for Fiscal Year 2012. White House support for WOTC is imperative to having WOTC renewed and extended. The passage of this bill is a win-win. It will increase employment while helping those in need especially our recently discharged veterans that have kept our country strong and safe.

There are four steps in developing an organization strategy: 1) determining the general structure of the organization; 2) defining the key functions and responsibilities assigned to each position 3) Identifying the key players to fill the critical positions (in some cases) and 4) outlining the general timetable required in implementing the strategic organization.

 

After the vision and overarching strategy for retaking Europe had been determined by the Allies, the questions regarding the structure of the organization required for accomplishing this massive strategy were not immediately answered. The Soviet Union's suspicions about the plans and motives of the Allies were only compounded by the fact that no one had been appointed to implement the plan upon which they had agreed. Determining that structure - what that organization would look like and who would ultimately lead the invasion of Europe - rested solely on America and Great Britain.

 

Roosevelt determined in his negotiations with Churchill that the Allied armies must be led by someone who shared his unyielding commitment to securing the unconditional surrender of Germany. (Churchill did agree that if the German people were to overthrow Hitler, there may be an environment created conducive to a negotiated peace). FDR insisted that the organization structure be built around one supreme commander who would have ultimate authority over all the Allied forces. Eventually, Churchill agreed that the supreme command would rest with an American; but he secured an agreement from FDR that the deputy and ground commanders would be British. After many months, the organization structure for implementing Overlord was in place.

 

Guidelines for creating an organization strategy:

• Define the general structure of the firm, the profit centers, and the key functions to be performed.
• Identify the functional responsibilities for each of the key positions.
• Where possible, identify specifically the people who will fill the key positions of the organization.
• Define quantitatively the macro expectations which must be met through the commitment of, and execution by, the key leaders.