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TASK 1

Name the organization and explain the external environment affecting

the organization of your choice.

TESCO

Introduction

Tesco was founded in 1924 by John Edward Cohen. Jack 'the Slasher' Cohen, as he

was better known, started out as a market stall trader in the East End of London.15 The name

Tesco, was first used on tea, and was derived from the initials of Cohen's tea supplier, T E

Stockwell, combined with the first two letters of Cohen. Tesco Stores Limited was incorporated

in 1932.16

Cohen was responsible for several small revolutions in retailing which led to the rise of 'the

supermarket' we know today.

In 1935, Jack Cohen visited the USA and was impressed by the supermarkets self-

service system which enabled more people to be served faster, with lower labour costs. In 1947,

the Tesco branch in St Albans, a small shop by 21 st century standards (200 square metres) was

the first Tesco to be converted to self service, although it didn't immediately catch the public'simagination.

In the early 1960's, Cohen lobbied Parliament to have the Retail Price Maintenance

(RPM) act abolished, efforts supported by Edward Heath. The RPM allowed manufacturers and

suppliers to set the price of goods thus preventing large retailers, who could buy in bulk and had

greater bu,ying power, from benefiting from economies of scale and undercutting the prices of

smaller shops. To get 'around' this, Tesco offered another incentive to get customers through

the doors - Green Shield Stamps. These were collected by customers when they spent money

in the store, and were then traded for goods in a catalogue.

In the 1960s, Tesco was buying up literally hundreds of grocery stores and small grocerychains around the country.17 It introduced 'Home 'n' Wear' departments into larger stores to

carry higher-margin non-food merchandise, including clothing and household items, and opened

its first 40,000ft 'superstore' in Crawley, Sussex.

Until the 1970's, Tesco operated on the 'pile it high, sell it cheap' formula Cohen had

imported from the USA. However, the market was changing, leaving the company with slim

margins and a serious image problem. Under the leadership of Ian MacLaurin, who

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succeeded ,,Jack Cohen in 1973, Tesco decided to try something dramatic and different: to

become an aspirational mass retailer. It discontinued the use of Green Shield trading stamps

and launched 'Operation Checkout' which cut prices across the board and started a price war

with major rivals Sainsburys. Next, Tesco decided to modernise itself, closing 500 unprofitable

stores, and extensively upgrading and enlarging others. At this time, Tesco prioritised the

development of large out-of-town stores where parking was convenient, the selection of goodsbroad, and where a higher volume of business could be generated at increased margins while

reducing overheads.

In 1974, in a deal with Esso, Tesco began to open petrol stations on the grounds of its

superstores. The idea was successful and by 1991 Tesco was the countrys largest independent

petrol retailer: it now accounts for 12.5% of all petrol sold in the UK.18

Other innovations throughout the 1980s included introducing own-label product lines;

computerising and centralising distribution systems and developing shopping centres outside of

the major cities. In 1983, Tesco Stores PLC renamed itself simply Tesco PLC.

In 1985, Tesco opened its 100th superstore on a 43-acre site in Brent Park, Neasden.

From the time it acquired the site in 1978, it had come into conflict with the local council whose

greatest concern was the impact that this, the largest food store in London, would have on

retailers in the surrounding areas.

In 1993, when ,Tesco introduced 'Value' lines, a cut-price range of own-label goods,

competitors scoffed and the share price sank. But Tesco had gauged the popular mood: after

years of recession, shoppers were looking for bargains, and sales soared. A year later, Tesco

started 'One in Front'opening a new till whenever a checkout line exceeded two trolleys. It

cost millions in extra staff, but customers loved it.19

1. In 1995 Tesco became the first super..market to introduce a company loyalty card, an

idea developed by the then Deputy Managing Director, Terry Leahy. At first the other

supermarkets were sceptical, but the concept caught the public imagination leaving the

others racing to catch up. See under Corporate Crimes for more on loyalty cards.

1.1Explanation of the importance of external factors affecting an

organization.

External Factors Affecting Organizational Structure

EXTERNAL FACTORS:

Environment

The environment is the world in which the organization operates, and includes conditions

that influence the organization such as economic, social-cultural, legal-political, technological,

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and natural environment conditions. Environments are often described as either stable or

dynamic.

Stable environment

customers' desires are well understood

remains consistent for a relatively long time

Examples of orgizations that face relatively stable environments include manufacturers ofstaple items such as detergent, cleaning supplies, and paper products.

mechanistic structures to be advantageous

This system provides a level of efficiency that enhances the long-term performances of

organizations that enjoy relatively stable operating environments

Dynamic environment

Customers' desires are continuously changingthe opposite of a

stable environment

This condition is often thought of as turbulent

the technology that a company uses while in this environment may need to be

continuously improved and updated

An example of an industry functioning in a dynamic environment is electronics.

Technology changes create competitive pressures for all electronics industries, because as

technology changes, so do the desires of consumers.

organic structure provides the greatest benefits

This structure allows the organization to respond to environment change more

proactively.

Organizations are now increasingly desned to be more organic now days. The HR

Organizational Structure has to fit to new challenges born in the external environment. All the

important and influencing people speak about the changes in the business world, as the current

recession seems to be one of the worst recessions ever. The way the business was done will be

discontinued and new business ethics and new business rules will be born.

1.2 Analysis of the needs and expectations of stakeholders of an

organization.

Introduction

Stakeholders can be defined as a group or individuals who can affect or is affected by

the achievements of the organizations objectives (Freeman, 1984). In other words, the

stakeholders range from owners to shareholders, employees to management, creditors to

customers, unions and suppliers etc., who either directly or indirectly have a strong influence on

the organizations dendent on the targets of the organizations. The stakeholders are of prime

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importance in the business body as it is their investment in the enterprise which is at risk. So all

the stakeholders expect these companies to create economic values in return of prospect they

show in their firm. This makes the stakeholders a very integral, vital and critical element for all

the marketing strategies adopted and implemented by a firm. The significance of building good

relations with stakeholders is as important as maintaining and sustaining them. The rationale

behind this approach is that stakeholders are not only the beneficiaries of the corporationsfinancial success, but they are the referees who determine managements financial power. The

success of an organization is evaluated in fractions, by reports of financial compliance, and in

parts by other less tangible aspects such as meeting expectations of its stakeholders.

Successful organizations recognize that stakeholder contribute to the success or failure of their

activities (Bourne, L., Stakeholder Relatiohip Management: A Maturity Model for Organisational

Implementation). A common postulation has come up in much of the practical and theoretical

work that developing and sustaining relationships are wanted goals for both the stakeholder and

the organization (Dwyer, Schurr & Oh, 1987; Wilson, 1995). However, missing from much of the

stakeholder management literature is a discussion of when relationships... 1.3 Analysis of

the major changes taking place in the external environment that will effectstrategy.

The relationship between the external environment and organizations strategy.In recent

years researches have devoted a great deal of attention to examining the linkage between the

external environment and organizations strategy. Based on research evidence to date, it is

becoming increasingly clear that the general and task environment determine one organizations

strategy and by responding to these environmental changes, organizations make the changes

to the environment for their competitors at the same time.

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TASK 2

Review existing business plan and strategy of your organization

Internal and External Analysis

Internal | External | SWOT Matrix | Competitive Analysis | Market Analysis

SWOT Analysis

SWOT is an acronym used to describe the particular Strengths, Weaknesses,

Opportunities, and Threats that are strategic factors for a specific company. A SWOT analysisshould not only result in the identification of a corporations core competencies, but also in the

identification of opportkjunities that the firm is not currently able to take advantage of due to a

lack of appropriate resources.

The SWOT analysis framework has gained widespread acceptance because it is both

simple and powerful for strategy development. However, like any planning tool, SWOT is only

as good as the information it contains. Thorough market research and accurate information

systems are essential for the SWOT analysis to identify key issues in the environment.

Assess your market:

What is happening externally and internally that will affect our company?

Who are our customers?

What are the strengths and weaknesses of each competitor? (Think Competitive

Advantage)

What are the driving forces behind sales trends?

What are important and potentially important markets?

What is happening in the world that might affect our company?

What does it take to be successful in this market? (List the strengths all

companies need to compete successfully in this market.)

Assess your company:

What do we do best?

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What are our company resources assets, intellectual property, and people?

What are our company capabilities (functions)?

Assess your competition:

How are we different from the competition?

What are the general market conditions of our business?

What needs are there for our products and services?

What are the customer-market-technology opportunities?

What are the customers problems and complains with the current products and

services in the industry?

What If only. Statements does a customer make?

Opportunity an area of need in which a company can perform profitably.

Threat

challenge posed by an unfavorable trend or development that would lead (in absence of a

defensive marketing action) to deterioration in profits/sales.

An evaluation needs to be completed drawing conclusions about how the opportunities and

threats may affect the firm.

EXTERNAL: MACRO- demographic/economic, technological, social/cultural, political/legal

MICRO- customers, competitors, channels, suppliers, publics INTERNAL RESOURCES: thefirm

Competitor analysis is a critical aspect of this step.

Identify the actual competitors as well as substitutes.

Assess competitors objectives, strategies, strengths & weaknesses, and

reaction patterns.

Select which competitors to attack or avoid.

The Internal Analysis of strengths and weakesses focuses on internal factors that give anorganization certain advantages and disadvantages in meeting the needs of its target market.

Strengths refer to core competencies that give the firm an advantage in meeting the needs of its

target markets. Any analysis of company strengths should be market oriented/customer focused

because strengths are only meaningful when they assist the firm in meeting customer needs.

Weaknesses refer to any limitations a company faces in developing or implementing a strategy

(?). Weaknesses should also be examined from a customer perspective because customers

often perceive weaknesses that a company cannot see. Being market focused when analyzing

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strengths and weaknesses does not mean that non-market oriented strengths and weaknesses

should be forgotten. Rather, it suggests that all firms should tie their strengths and weaknesses

to customer requirements. Only those strengths that relate to satisfying a customer need should

be considered true core competencies.

The following area analyses are used to look at all internal factors effecting a company:

Resources: Profitability, sales, product quality brand associations, existing

overall brand, relative cost of this new product, employee capability, product

portfolio analysis

Capabilities: Goal: To identify internal strategic strengths, weaknesses,

problems, constraints and uncertainties

The External Analysis eamines opportunities and threats that exist in the environment. Both

opportunities and threats exist independently of the firm. The way to differentiate between a

strength or weakness from an opportunity or threat is to ask: Would this issue exist if the

company did not exist? If the answer is yes, it should be considered external to the firm.Opportunities refer to favorable conditions in the environment that could produce rewards for the

organization if acted upon properly. That is, opportunities are situations that exist but must be

acted on if the firm is to benefit from them. Threats refer to conditions or barriers that may

prevent the firms from reaching its objectives.

The following area analyses are used to look at all external factors effecting a company:

Customer analysis: Segments, motivations, unmet needs

Competitive analysis: Identify completely, put in strategic groups, evaluate

performance, image, their objectives, strategies, culture, cost structure,strengths, weakness

Market analysis: Overall size, projected growth, profitability, entry barriers, cost

structure, distribution system, trends, key success factors

Environmental analysis: Technological, governmental, economic, cultural,

demographic, scenarios, information-need areas Goal: To identify external

opportunities, threats, trends, and strategic uncertainties

The SWOT Matrix helps visualize the analysis. Also, when executing this analysis it is

important to understand how these element work together. When an organization matched

internal strengths to exjernal opportunities, it creates core competencies in meeting the needs ofits customers. In addition, an organization should act to convert internal weaknesses into

strengths and external threats into opportunities.

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SWOT

Focus on your strengths. Shore up your weaknesses. Capitalize on your opportunities.

Recognize your threats.

Identify

Against hom do we compete?

Who are our most intense competitors? Less intense?

Makers of substitute products?

Can these competitors be grouped into strategic groups on the basis of assets,

competencies, or strategies?

Who are potential competitive entrants? What are their barriers to entry?

Evaluate

What are their objectives and strategies?

What is their cost structure? Do they have a cost advantage or disadvantage?

What is their image and positioning strategy?

Which are the most successful/unsuccessful competitors over time? Why?

What are the strengths and weaknesses of each competitor?

Evaluate competitors with respect to their assets and competencies.

Size and Growth What are important and potentially important markets? What are their sizeand growth characteristics? What markets are declining? What are the driving forces behind

sales trends?

Profitability For each major market consider the following: Is this a business are in which the

average firm will make money? How intense is the competition among existing firms? Evaluate

the threats from potential enttrants and substitute products. What is the bargaining power of

suppliers and customers? How attractive/profitable are the market now and in the future?

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Cost Structure What are the major cost and value-added components for various types of

competitors?

Distribution Systems What are the alternative channels of distribution? How are they

changing?

Market Trends What are the trends in the market?

Key Success Factors What are the key success factors, assets and competencies needed to

compete successfully? How will these change in the future?

Environmental Analysis An environmental analysis is the four dimension of the External

Analysis. The interest is in environmental trends and events that have the potential to affect

strategy. This analysis should identify such trends and events and the estimate their likelihood

and impact. When conucting this type of analysis, it is easy to get bogged down in an extensive,

broad survey of trends. It is necessary to restrict the analysis to those areas relevant enough to

have significant impact on strategy.

This analysis is divided into five areas: economic, technological, political-legal, sociocultural,

and future.

Economic What economic trends might have an impact on business activity? (Interest rates,

inflation, unemployment levels, energy availability, disposable income, etc)

Technological To what extent are existing technologies maturing? What technological

developments or trends are affecting or could affect our industry?

Government What changes in regulation are possible? What will their impact be on our

industry? What tax or other incentives are being developed that might affect strategy

development? Are there political or government stability risks?

Sociocultural What are the current or emerging trends in lifestyle, fashions, and other

components of culture? What are there implications? What demographic trends will affect the

market size of the industry? (growth rate, income, population shifts) Do these trends represent

an opportunity or a threat?

Future What are significant trends and future events? What are the key areas of uncertainty as

to trends or events that have the potential to impact strategy?

Internal Analysis Understanding a business in depth is the goal of internal analysis. This

analysis is based resources and capabilities of the firm.

Resources A good starting point to identify company resources is to look at tangible, intangible

and human resources.

Tangible resources are the easiest to identify and evaluate: financial resources and physical

assets are identifies and valued in the firms financial statements.

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Intangible resources are larely invisible, but over time become more important to the firm than

tangible assets because they can be a main source for a competitive advantage. Such

intangible recourses include reputational assets (brands, image, etc.) and technological assets

(proprietary technology and know-how).

Human resorces or human capital are the productive services human beings offer the firm in

terms of their skills, knowledge, reasoning, and decision-making abilities.

strategic planning analysis

Capabilities

Resoures are not productive on their own. The most productive tasks require that

resources collaborate closely together within teams. The term organizational capabilities is used

to refer to a firms capacity for undertaking a particular productive activity. Our interest is not in

capabilities per se, but in capbilities relative to other firms. To identify the firms capaibilities we

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will use the functional classification approach. A functional classification identifies organizational

capabilities in relation to each of the principal functional areas.

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TASK 3

3.1 Construct a strategy plans and strategies of your organization.

A suitable structure for a strategy plan that ensure appropriate participation

from all stakeholders of an organization.

There is a great deal of importance for strategic planning and management in all

business environments. The small business that I want to start would be an Automobile detailing

business, which would have a stationary location as well as a mobile unit. Strategic

management and planning is the companys strategy and the management of the companyaccording to this strategy. Strategic management and planning focuses on achieving and

maintaining a strong competitive edge by outlining the goals, strategies, objectives, and action

plans for the company. Strategic management and planning involves analyzing the companys

internal and external environments when making strategic decisions. The company will need to

create an all-inclusive action-plan for reaching long-term goals. This is the start of the strategic

plan is important to the success of the automobile detailing business because it will create

effective business goals. The strategic planning outline will help the business to stay afloat in

the market despite of any opposition. When creating a strategic plan, it is important to involve

top-management in the decisions to be made, it will require large amounts of the companys

resources; will affect the companys long-term prosperity, also future oriented, the possibility of

multi-business consequences, and external forces have to be considered because it could affectthe business (Pearce, II & Robinson, 2009). Strategic planning will involve three business

levels, which are corporate, business, and functional levels. The corporate level involves a

board of directors, chief executives and administrative officers and they set objectives and

formulate strategies to be used at all levels. The business level is involves business and

corporate managers who translates the direction of the corporate level into understandable

objectives and strategies. The last of these business levels is the functional level, which is

involves...

Stakeholder analysis in conflict resolution, project management, and business administration,

is the process of identifying the individuals or groups that are likely to affect or be affected by a

proposed action, and sorting them according to their impact on the action and the impact theaction will have on them. This information is used to assess how the interests of those

stakeholders should be addressed in a project plan, policy, program, or other action.

Stakeholder analysis is a key part ofstakeholder management.

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3.2Criteria for reviewing potential options for a strategy plan.

Is an organization's process of defining, often in hyperbolic terms, its strategy, or

direction, and making decisions on allocating its resources to pursue this strategy, including its

capital and people. Various business analysis techniques can be used in strategic planning,

including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST

analysis (Political, Economic, Social, and Technological), STEER analysis(Socio-cultural,

Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment,

Political, Informatic, Social, Technological, Economic and Legal).

Strategic planning is the formal consideration of an organization's future course. All strategicplanning deals with at least one of three key questions:

1. "What do we do?"

2. "For whom do we do it?"

3. "How do we excel?"

In business strategic planning, some authors phrase the third question as "How can we beat or

avoid competition?" (Bradford and Duncan, page 1). But this approach is more about defeating

competitors than about excelling.

In many organizations, this is viewed as a process for determining where an organization is

going over the next year ormore typically3 to 5 years (long term), although some extend

their vision to 20 years.

In order to determine where it is going, the organization needs to know exactly where it stands,

then determine where it wants to go and how it will get there. The resulting document is called

the "strategic plan."

While strategic planning may be used to effectively plot a company's longer-term direction, one

cannot use it to reliably forecast how the market will evolve and what issues will surface in the

immediate future. Therefore, strategic innovation and tinkering with the "strategic plan" have tobe a cornerstone strategy for an organization to survive the turbulent business climate.

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3.3 An agreed strategy plan that includes resource implication.

Strategic planning determines where an organization is going over the next year or

more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic

plan is usually on the entire organization, while the focus of a business plan is usually on a

particular product, service or program .There are a variety of perspectives, models and

approaches used in strategic planning. The way that a strategic plan is developed depends on

the nature of the organization's leadership, culture of the organization, complexity of the

organization's environment, size of the organization, expertise of planners, etc. For example,

there are a variety of strategic planning models, including goals-based, issues-based, organic,

scenario (some would assert that scenario planning is more of a technique than model), etc.

Goals-based planning is probably the most common and starts with focus on the organization's

mission (and vision and/or values), goals to work toward the mission, strategies to achieve the

goals, and action planning (who will do what and by when). Issues-based strategic planning

often starts by examining issues facing the organization, strategies to address those issues and

action plans. Organic strategic planning might start by articulating the organization's vision and

values, and then action plans to achieve the vision while adhering to those values. Some

planners prefer a particular approach to planning, e.g., appreciative inquiry. Some plans are

scoped to one year, many to three years, and some to five to ten years into the future. Some

plans include only top-level information and no action plans. Some plans are five to eight pages

long, while others can be considerably longer. Quite often, an organization's strategic plannersalready know much of what will go into a strategic plan (this is true for business planning, too).

However, development of the strategic plan greatly helps to clarify the organization's plans...

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TASK 4

Examine factors affecting an organization strategic plan.

4.1 COMPARISON OF CORE ORGANISATIONAL VALUES WITH THE

CURRENT BUSINESS.

No doubt the core organizational values have a strong link with the current business .To

run a successful business we should keep in mind the ethical, cultural, environmental, social

and business values. There are many kinds of cultural variables. For example if we are selling

garments or any other type of products they should be according to the culture and time

otherwise people will not buy the products and the business will be effected.

Language is perhaps the most obvious aspect of culture .When two people get together

and speak two different languages and neither is bilingual. Cross cultural ex changes often

utilize interpreters. A person from China if wants to start a business in UK , so it is important

from him to know the British language otherwise it would be difficult for him and he will face

different problems in the business. Whatever the beliefs of the marketer, religious values shape

the behavior of others with whom business is conducted. In many Islamic countries business

must be closed during prayer times and on certain holidays events. Even in the West Christian

holidays restrict business activities.

4.2 VISION AND MISSION STATEMENT FOR AN ORGANIZATION

Vision Statements and Mission Statements are the inspiring words chosen by successful

leaders to clearly and concisely convey the direction of the organization. By crafting a clear

mission statement and vision statement, you can powerfully communicate your intentions and

motivate your team or organization to realize an attractive and inspiring common vision of the

future.Tescos mission statement is to Retain Loyal People To make sure

Tesco achieve their mission statement, they need to know who their

loyal customers are. That is why Tesco has got a club card service,

through which they can award people by giving them special vouchers and extra points.

Mission Statements" and "Vision Statements" do two distinctly different jobs.

COMMUNITY PARTICIPATION PROGRAM

CITY OF COMMERCE, GA, COMPREHENSIVE PLAN

December 2009

Defined

Community Participation Program means the portion of the comprehensive plan that

describes the local governments program for insuring meaningful public andstakeholder involvement in the preparation of the Community Agenda portion of the

plan. According to local planning requirements of the Georgia Department of

Community Affairs, the community participation program is prepared in conjunction

with the community assessment part of the comprehensive plan, then submitted

along with the community assessment, after public hearing, for regional and state

review (see review process below).

There are three required components of the community participation program:

(a) Identification of Stakeholders

(b) Identification of Participation Techniques

(c) Schedule for Completion of the Community Agenda

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A Mission Statement defines the organization's purpose and primary objectives. Its prime

function is internal to define the key measure or measures of the organization's success and

its prime audience is the leadership team and stockholders.

Vision Statements also define the organizations purpose, but this time they do so in terms of the

organization's values rather than bottom line measures (values are guiding beliefs about how

things should be done.) The vision statement communicates both the purpose and values of the

organization. For employees, it gives direction about how they are expected to behave and

inspires them to give their best. Shared with customers, it shapes customers' understanding of

why they should work with the organization.

4.3 AimsAndObjectives

Every business has aims that they wish to achieve, they might be overall goals and

purposes that the business was set up to fulfil. Aims can therefore be seen as not only long

term, but in some cases, almost impossible to reach, Heinz aims for its tomato sauce to be the

world's favourite ketchup, on every table' (every table; total Customer satisfaction). But thisdoesn't the organisation from trying to reach the aim, and from always working towards it.

Typical aims of a business might include:

Making a profit

Providing goods or services to the local or wider community

Maximising sales or improving the quality of a product service

Being environmentally friendly .

4.4 Measurement And Evaluation

Assessment can be seen to affect the three different domains as put forward by Bloom, which

are the cognitive, affective and psychomotor domain. Cognitive domain in assessment is

associated with the process of knowledge and understanding. While the affective domain

applies to the characteristics such as attitude, motives, interests and other personality traits. As

for the psychomotor domain in relation to assessment involves assessing the learners ability to

use his or her own hands for example in handwriting, construction and projects. For my chosen

business which is a local newsagent in Heston Hounslow, which is located in west London, its

aims is to provide enough income to support the owner and his family. Therefore he is a soul

trader.

The program seeks to obtain meaningful involvement of stakeholders and the general

public in the preparation of the comprehensive plan. This community participation

program describes the City of Commerces strategies for ensuring meaningful public

and stakeholder involvement in the preparation of the Community Agenda portion of the

comprehensive plan. It is important to emphasize here that this means little if any

active involvement in preparing and conducting the community assessment part of

the plan, other than what is obtained through the required public hearing for the

community participation program and the community assessment.1

1 Commerce was advised by its planning consultant to proceed with appointment of acomprehensive plan steering committee at the outset of the planning process, and it

did so. The steering committee was formed and met twice in order to provide some

preliminary feedback on issues and opportunities as well as preliminary character

areas and areas requiring special attention.

Review Process

The community participation program is submitted along with the Community

Assessment to the Northeast Georgia Regional Commission for review, after holding a

public hearing. Within seven (7) days of receipt, the commission will determine

whether the Community Participation Program meets or does not meet the standard of

completeness as determined by the Department of Community Affairs (DCA). Upon

determination of completeness, the commission transmits the participation program to

DCA. DCA will review the program for its adequacy in identifying specific mechanisms

to ensure meaningful involvement of the community in the development of the

Community Agenda. DCA will transmit a complete report of its findings and

recommendations for addressing such findings to the commission for inclusion in its

Report of Findings and Recommendations. Community Participation Program, City of

Commerce Comprehensive Plan, December 2009 2

Publication of the Approved Program and Community Assessment

Once reviewed, the Community Participation Program and Community Assessment

must be publicized by the local government for public information. This requirement

may be met by providing notice in a local newspaper of general circulation identifying

where complete copies of the Community Assessment and Community Participation

Program may be reviewed.

City of Commerce Comprehensive Plan Steering Committee2 Lula Pittman

Jimbo Stephenson

Patsy Morrison

Sammy Thomason

Barry LordJoe Leffew

8/6/2019 Tesco MIAN

17/17

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