A GPMHA Strategic PlanVision 2018

August 17, 2015Facilitated by

TEAMWORKS CANADA INC.

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Table of Contents

Introduction and Strategic Plan History..........................................................................................................3

GPMHA Vision Statement.............................................................................................................................. 4

GPMHA Mission Statement............................................................................................................................5

GPMHA Core Values...................................................................................................................................... 6

Strategic Plan Key Success Factors................................................................................................................. 7

Strategic Plan Core Strategies........................................................................................................................ 91. Organizational Governance Strategy.........................................................................................................................102. Hockey Development Strategy..................................................................................................................................133. Financial Strategy......................................................................................................................................................154. Marketing and Communications Strategy..................................................................................................................17

SWOT Analysis............................................................................................................................................... 20

Environmental Scan....................................................................................................................................... 22

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Introduction and Strategic Plan History

This Vision 2018 Strategic Plan reflects the Board of Director’s planning vision for the next three years of GPMHA and is designed to identify priorities and responsibilities in a variety of core areas important to achieving the vision of becoming a leader in our sport and in the Peace Country.

The process of developing this Strategic Plan began early in the 2013-14 season following a period of change in association leadership. The Board of Directors had significant discussion and a decision was made to perform a review of the association. In May 2014 the Board of Directors participated in an association review that included a “Team Effectiveness Review” to identify strengths and issues at the executive level followed by a mini summit approach to discuss key issues facing the game in Alberta, Grande Prairie and the Peace Country. A series of short presentations followed by discussion and review identified a number of key areas for ongoing attention and commitment. Following this review in May 2014 a major and important outcome was a director commitment to engage in a strategic planning process.

An initial Strategic Planning retreat was conducted on June 13 and 14th, 2014 to draft a new vision and mission for the association, identify core values of GPMHA and to establish criteria to consistently evaluate the association’s efforts over the life of the strategic plan. A second workshop on August 25th further developed our plan. Two additional meetings in November 2014 and April 2015 completed this strategic plan.

Through this strategic planning process the Board has identified and agreed to five key measurement areas (pg7). These key measurement areas are Organizational Excellence, Volunteer and Staff Satisfaction, Member and Participant Satisfaction, Regional Leadership and Innovative Programs and Services. Annually an evaluation will be undertaken to ensure we are doing as we said we would, a key component in ensuring our commitment to continuous improvement and success.

Four Core Strategies were articulated during the planning process and work to help frame the focal points for Board and Senior Staff over the next three years. These core strategies include:

1. Organizational Strategy2. Financial Strategy3. Hockey Development Strategy4. Marketing and Communications Strategy

The Board of Directors have made a commitment to continue evolving as a governance board that operates in an ethical manner with modern and high level governance practices. The value that the staff and volunteers of GPMHA contribute to the overall success of GPMHA has been reinforced and initiatives have been identified to recognize their contributions and ensure their long term stability and ongoing professional development.

Since 1960, GPMHA has been a place for Peace Country athletes to participate and learn important skills to participate in the game of hockey and to become positive contributors to our communities. The future is bright for Grande Prairie Minor Hockey Association as we become “a leader and ambassador for young athletes and families throughout the Peace Country”.

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A GPMHA Vision

A Vision Statement is an idealistic view or image of what we want our future to look like at a certain future point in time. It has dreamlike qualities, future hopes and aspirations, even if they are never fully attainable. It is an energizing and inspiring statement of where and what we want to be in the future.

Visioning is a process that enables us to put reason aside – temporarily – and look beyond the present to the future, as we would like it to be. “It can’t be done” is irrelevant. How to turn a vision into a reality is something that happens after the vision is created.

A Vision must be:1. Leader initiated, shared and supported2. Positive & inspiring – it is a reach, a challenge.3. Comprehensive and detailed

Our Vision for GPMHA is:

To Be……..

. . . a leader and ambassador for young athletes and families throughout the Peace Country.

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A GPMHA Mission

Our mission statement outlines the purpose towards which we commit our people and their efforts. These are the reasons for the existence of Grande Prairie Minor Hockey Association and it clearly describes whom we are making our commitment to, and what we produce as outcome benefits for them. Our Mission Statement is more pragmatic than the Vision Statement. It is more realistic, more focused and more achievable – by design. It describes our unique purpose and outlines the business we are in. The Mission Statement helps us answer important questions.

1. Why do we exist?a. What’s our reason for being?

2. What do we produce and provide? a. In benefit and outcome terms.

3. Who do we serve?a. Who are our customers and clients?

Our Mission at GPMHA is:

To provide our community a safe and fun environment using progressive tools, innovative programs and skill development to promote long term growth for players, coaches and volunteers,

giving respectful leaders and contributors.

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The GPMHA Core ValuesCore Values are our fundamental beliefs about how we should act while accomplishing our mission and conducting our business. These form the principles that guide our daily behaviours. The way we apply our values will contribute to our overall public image as an organization. This will help others to form their impressions of us, based on how they are treated by our staff and our volunteers. Our core values describe what we believe in and how we will act at individually and collectively. We are expected to honour, practice and live all of them in every situation.

Team Work and CollaborationWe are committed to teamwork. Working together with respect and trust being a key to our health and which supports our ability to work as a team.

Ethical Behaviors, Professional Reputation and RespectWe will be a strong organization built on ethical behaviors which commands trust and respect within our community.

Trust and CommunicationWe provide a framework of expectations and clarity of roles. With consistent communication and feedback, the best interest of the association will be achieved.

Service, Contribution and AcknowledgementWe will provide a progressive, safe and organized environment for individuals to develop as leaders and positive contributors to society. We will acknowledge the contributions, excellence and achievements’ and efforts of all our stakeholders.

CreativityWe seek challenges and progressive ideas to provide solutions that foster fun and excitement at every level.

Personal GoalsIn recognizing individual strengths and weaknesses, we commit to personal growth and development as an individual and as a team.

Relationships, Family and FriendsWe will create an atmosphere of accessibility and opportunities for all to build and maintain positive relations.

Health and FitnessWe will promote the physical and emotional well-being of our participants by providing a fun, safe and healthy environment.

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Key Success FactorsOur key success factors are our measures of success. They measure how effectively Grande Prairie Minor Hockey is achieving their vision, mission and values on a year-by-year basis. It is our scorecard for continuous improvement and success. These factors should be evaluated annually. Year One will establish a benchmark to enable more accurate data on how we are doing at our business. Each year’s evaluation data will clearly shows how we are doing and can help us be effective in our efforts.

Organizational Excellence Financial accountability and transparency with fiscally responsible record keeping. Clear roles and responsibilities and expectations at all levels. Policies and Procedures are implemented consistently and we are accountable. Annual planning and evaluation.Measurement Tools

Regular analysis of Budget Variances. Ongoing review of Financial Processes. Monthly Team Financial Statements. Exceptional Board Governance exemplified by:

Identified Yearly Priorities developed collaboratively by the Executive Director and Board. Annual reviews and evaluation of programs and policy & procedures. Annual board evaluation survey.

Volunteer and Staff Satisfaction Positive and fulfilling experiences for all staff, elected and appointed volunteers. Positive growth and experiences of our staff and volunteers. Numbers of volunteers is maintained and / or increased. Measurement Tools

Annual satisfaction survey of volunteers. Annual reviews with staff. Provide consistent opportunities for feedback. Number of complaints and issues.

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Key Success Factors continued

Member and Participant Satisfaction Positive experiences for all our members and participants. Retention of our current registration base and growth in numbers. Members are positive ambassadors for GPMHA and the game of hockey.Measurement Tools

Satisfaction surveys from members, coaches and players. Post event evaluations, annual reviews. Informal feedback.

Innovative and Progressive Programs and Services Innovative programs and services that respond to our customer needs.Measurement Tools

Variety of programs and services offered year to year. Number of people participating in our programs and services. Number of opportunities where our clients and stakeholders are engaged (Town Halls). Tracking of players coming back as coaches and volunteers (medium and long term). Summary reports on what we did and why we did it. Community, member and participant feedback.

Regional Leadership Our programs and services are offered to other communities and groups in the Peace Region. Our leaders also provide support and leadership regionally providing for positive impacts.Measurement Tools

Number of players and coaches coming to GPMHA to participate for try-outs and to make our teams where allowed. Number of programs and services offered to the zone. GPMHA leaders graduate or are involved at the regional or zone level.

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Core StrategiesOur Core Strategies are the primary means for GPMHA to keep focused on its vision and mission… “to be a leader and ambassador… thus they are the “glue” and “organizing framework” for all parts of the organization. Core Strategies are the key important areas where we will focus our efforts and work in “bridging the gap” over the life of our strategic plan – from our Current State Assessment (where we are today) to our Ideal Future State (where we want to be in the future).

Organizational Governance Strategy

The Board of Directors have made a commitment to continue evolving towards a board that operates in an ethical manner with modern and high level governance practices. They will endeavor to provide an effective, efficient and responsive mechanism to govern and manage Grande Prairie Minor Hockey that honours and respects our By-Laws, Policies and Procedures, as well as those of Hockey Alberta and Hockey Canada.

Hockey Development StrategyWe will provide training, education and skill development programs and services for players and those who support them. We believe it to be important that our players are taught appropriate skills at all levels and that early in their participation young players must be taught the basic skills important to their participation and safety. We believe it important to develop our coaches so that they in turn can develop young players that will enjoy the game and participate in the game for life.

Finance Strategy

We will endeavor to maintain stable financial operation, covering our costs, maintaining positive cash flows and to meet our financial obligations including the maintenance of the fixed costs of our operation. Balanced budgets and the development of a reserve to support critical situations and or emergencies is our responsibility. We believe that facilities and ice access is key to our future success. We will be diligent in our relationships with our partners.

Marketing and Communications Strategy

We will move towards incorporating social media into our operations including enhancing our web page, the use of social media.We believe it a very important requirement to continually develop, monitor and maintain our relationships with our sponsors.

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Core Strategies and ActionsThe following pages provide a more detailed list of goals to be achieved within each of the Core Strategies. It also includes a three year view and an indication of the lead role to accomplish the actions.

Strategy #1 Organizational Development Strategy

Strategy Description: The Board of Directors have made a commitment to continue evolving towards a board that operates in an ethical manner with modern and high level governance practices. They will endeavor to provide an effective, efficient and responsive mechanism to govern and manage Grande Prairie Minor Hockey that honours and respects our By-Laws, Policies and Procedures, as well as those of Hockey Alberta and Hockey Canada.

FROM 2014 TO 2018

Experiential and historical knowledge is used to make decisions.

Reactive in our work.o Unable to analyze.o Unable to forecast.o Limited number of people willing to be

responsible.

Formalized process.

Be more proactive in our work. Improved analytics. Improved planning processes and timing of planning

activities. Clear awareness of the business cycles of minor

hockey. Organizational efficiencies are identified and improved.

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Organizational Governance Strategy

KEY GOALS EXPLANATION & ACTIONS 2015 2016

2016 2017

2017 2018

LEAD ROLE

Organizational Structure

1. Review the board committee structure to identify changes and adjustments to accurately reflect our operations. .15-16

2. Establish new Standing Committees as required. .15-16

PresidentCommittees

Policy & Procedure Manual (PPM)

1. Review and approve work done to date by committee. .15-162. Publish completed PPM for membership. .15-163. Governance Committee to review all governance documents and report back to the

executive with recommendations annually.

GovernanceCommittee

Conduct a “gap analysis” in our

formalized processes

1. Determine what already exists in writing and what needs to be developed.2. Committee to report findings to the Board for review. Prioritize and assign development of

process.3. Committee to present completed process to the Board for approval.4. Conduct yearly reviews of our processes.

GovernanceCommittee

Formalize Job Descriptions

Executive Members

1. Standing Committee to research and develop appropriate descriptions for all executive members and committees.

2. Review and approval by the Board.3. Committee to review and recommend changes and adjustments annually.

GovernanceCommittee

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Formalize Job Descriptions forNon-executive

Positions

1. Standing Committee to review and update all in a consistent format.a. Commissionersb. Office Staffc. Committeesd. Team Staffe. Other Volunteer Positions

GovernanceCommittee

Executive Director

Organizational Governance Strategy continued

KEY GOALS EXPLANATION & ACTIONS 2015 2016

2016 2017

20172018

LEAD ROLE

Succession Planning 1. Develop a succession plan for executive positions. Governance Committee

Succession Planning 1. Develop a succession plan for staff positions. Governance Committee

Information Gathering

1. Develop a plan including methodology for conducting surveys, town halls etc.2. Conduct regular feedback sessions with members and coaches.

Governance Committee

Training & Development

1. Ensure funding is available to train staff as required.2. Put together “development plans” for all staff positions.

Executive Director and HR Committee

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Strategy #2 Hockey Development Strategy

Strategy Description: We will provide training, education and skill development programs and services for players and those who support them. We believe it to be important that our players are taught appropriate skills at all levels and that early in their participation young players must be taught the basic skills important to their participation and safety. We believe it important to develop our coaches so that they in turn can develop young players that will enjoy the game and participate in the game for life.

FROM 2014 TO 2018

Mandatory certification is causes resentment.

Minimal recognition for coaches and volunteers.

Lack of direction to coaches from the Board.

Coaches actively seeking more education, showing pride in learning.

Rewards including coach and player of the month with clear criteria identified.

Regular opportunities for dialogue between executive

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Lack of communication between the Board and coaches.

Sense of entitlement.

Not accountable for what is happening???

Finding non-parent coaches is a challenge.

and coaches.

Consistent awareness and education messages for parents.

Improved oversight and support for Technical Director by the Board.

Commissioners hold persons and teams accountable.

We have a policy that is right and works to have the best available coaches in place.

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Hockey Development Strategy

KEY GOALS EXPLANATION & ACTIONS 2015 2016

2016 2017

2017 2018

LEAD ROLE

CoachDevelopment

1. Sell the value of certification and supplemental training and host several of each.2. Develop a rewards system for team staff. Participation goes towards Yearly Awards, Rewards and

hiring implications for next season.3. Simplify coach, team staff evaluations – forms and timing.4. First Coach meeting must be mandatory.

Development Committee

PlayerDevelopment

1. Coaches to have seasonal plans for their teams and players with support from the Technical Director.2. Conduct special skills sessions for both recreation and competitive coaches for development.3. Conduct classroom sessions for mental skills training and team building.4. Shared initiatives with the Junior A Storm.

Development Committee

Board andVolunteer

Development

1. Conduct an orientation session for all board members after each AGM.a. Review roles and expectations.

2. Provide ongoing regular training for volunteers as required. Identify and to develop new leaders.3. Continue with annual board retreats for planning, evaluation and program reviews.

President

Executive Director

ParentAwareness

1. Incorporate awareness programs for players and parents as players move up categories.2. Offer awareness programs around bullying, nutrition, respect and others as identified.

Development Committee

StaffDevelopment

1. Identify and plan for “continuing education” for staff.2. Incorporate staff in board and staff retreats for planning and evaluation of programs.

PresidentExecutive Director

1. Create a Rewards and Recognition Program for players, coaches, volunteers of the month and Board Development

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Reward & Recognition

Program

Member of the Year.2. Develop criteria for all rewards.3. Conduct monthly and annual recognition exercises.

& Volunteer Committees

Core Values 1. Incorporate core values into all of our hockey programs.2. Create an orientation program and package for all coaches.

Development Committee

Strategy #3 Financial Strategy

Strategy Description: We will endeavor to maintain stable financial operation, covering our costs, maintaining positive cash flows and to meet our financial obligations including the maintenance of the fixed costs of our operation. Balanced budgets and the development of a reserve to support critical situations and or emergencies is our responsibility. We believe that facilities and ice access are key to our future success. We will be diligent in our relationships with our partners.

FROM 2014 TO 2018

Teams are fundraising too much in the community.

As an association we do not do enough large company fundraising.

We do not have a long term financial stability plan.

We are unable to identify all that a member receives for their registration dollars, or where and how those dollars are used.

Teams must set budgets that are approved by the treasurer and monitored monthly.

Identified proven methods of fundraising are in place.

More community marketing.

We are aware of our long term needs and have initiatives in place to ensure our long term financial stability.

Accurate cost breakdowns for each category.

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We are not knowledgeable about government grants that may be available for our association and programs.

We are knowledgeable about all available grants from both corporate and government sources and we take initiative to always apply for available grants.

Finance Strategy

KEY GOALS EXPLANATION & DETAILED ACTIONS 2015 2016

20162017

2017 2018

LEAD ROLE

Team Fund Raising

1. Budgets are set for each team and monitored by the Treasurer. Atom Competitive team budgets will be set by the Treasurer.

2. Tournament budgets require approval

Finance CommitteeTournament Committee

Team Travel andTournament Play

1. Establish a framework and guidelines for team travel for Zone and Out of Zone travel.

2. Establish guidelines for numbers of games and tournament participation.

Development & Tournament Committees

Inform Membership

about fees and expenses

1. Conduct a cost analysis for all levels of play and communicate with membership.

2. Provide a “cost and expense» overview each year to parents. . 15-16

3. Develop an investment policy for funds generated.

Executive DirectorTreasurer

Long Term Financial Stability

1. Establish good relationships with large corporations and solicit larger sponsorship packages.

2. Continue to participate in raffles. . 15-16

3. Look into ways to use our webpage to increase revenues.

MarketingCommittee

Government and Corporate Grants

1. Work with elected officials to determine available grants for minor hockey. Engagement &

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2. Identify all government grant opportunites that may benefit minor hockey.

3. Work with municipalities to build opportunities to work collectively to enhance minor sport and hockey.

MarketingCommittees

Strategy #4 Marketing and Communications Strategy

Strategy Description: We will move towards incorporating social media into our operations including enhancing our web page, the use of social media. We believe it a very important requirement to continually develop, monitor and maintain our relationships with our sponsors.

FROM 2014 TO 2018

We need to update our website, improve our use of social media including Facebook and Twitter.

We maintain our sponsors only.

We have a GPMHA only Raffle.

Passive recruitment strategy.

Delayed Communications and not enough communication with our partner associations.

Basic use of Technology in our operations.

We have up-to-date social media presence and we are able to “monetize” our webpage.

We see increased growth in our corporate sponsorships.

We have a community partnership raffle.

Active recruitment of players.

Real time situational awareness and much improved communications.

We have an operational communications strategy.

We have incorporated progressive technologies into our operations.

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Our image is that of “just another non-profit organization.

We become a leader and flagship organization in the Peace Country.

Marketing and Communications Strategy

KEY GOALS EXPLANATION & DETAILED ACTIONS 20152016

2016 2017

2017 2018

LEAD ROLE

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Web Siteand

Social Media

1. Investigate ways to create revenue from our web page and other online opportunities.

2. Update web page and look at how we might incorporate other social media tools into our operations and communications. I.E. Twitter

3. Utilize RAMP to assist and support cash flow opportunities.

MarketingCommittee

Operations Communication

1. Establish and identify a Communications / Media Coordinator.

2. Develop a Policy and Protocol for our communications.

3. Establish communications via our website and social media.

4. Ensure regular communications via newsletters, tip of the week etc.

MarketingCommittee

Board

Staff

Active Recruitment

ofPlayers, Coaches and Volunteers

1. Appoint a Hockey Champion.

2. Develop a strategy to sell hockey and recruit players and volunteers including coaches and executive.

3. Support programs like Kidsport, Jumpstart and First Shift.

Board

SponsorshipGrowth

1. Develop and communicate a cost/benefit sponsorship plan.

2. Identify potential corporate sponsors and invite to face to face conversations.

3. Communicate with and recognize our current sponsors.

4. Establish a Marketing budget to support and attract potential sponsors.

2017

2017

MarketingCommittee

Marketing and Communications Strategy continued

KEY GOALS EXPLANATION & DETAILED ACTIONS 20152016

2016 2017

2017 2018

LEAD ROLE

Communications 1. Identify a Communications Person / Director. Marketing

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withRegional Partners 2. Develop active protocol, strategy and means for our communication.

3. Implement outreach to MHA and partners in the Peace Country.

Committee

EngagementCommittee

IncreasedGrant Access

1. Identify an experienced and knowledgeable person to oversee this initiative.

2. Research existing funding and grant opportunities.

3. Submit applications annually.

EngagementCommittee

Community Partnership

Raffle & Casino

1. Meet with Jr. A Storm to formalize raffle for coming year. .15-16

2. Identify Chairs for Raffle and Casino.

3. Meet with Alberta Gaming as required.

4. Mobilize community partners and supporters.

MarketingCommitteeExecutiveDirector

Volunteer Committee

Flagship Non-ProfitOrganization

1. Ensure that we are incorporating current governance practices into our operations.

2. We have a Yearly Evaluation and Planning retreat for Board and Staff each year.

PresidentExecutive Director

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Current State Assessment (SWOT)

Internal Assessments (S – T)

Current State Assessment (SWOT)

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Strengths(To Build On)

Weaknesses(To Eliminate)

Coaching Hiring a Technical Director (9) Large numbers in lower levels Current commitment Vast pool to draw from Complete opportunity beginner to elite Junior team is a resource

Programs Strength in female program (3) Opportunities for all skill levels Elite stream Strong partner with Hockey Alberta and

Hockey Canada Player exposure regionally and provincially

Volunteers Large community to draw from (4) Opportunities for personal growth and

development Passion and personal experiences

Finance Resourceful community Wealth in the community Financial policies and fiscal accountability Partners, Kids Sport and Jump Start We have a plan

Operations Willingness to evolve and progress (3) Willingness to accept responsibility (1) Long term retention of volunteers and staff

o Lorna LeBlanc Willingness and ability to adjust quickly Teamwork and Excellence in process Opportunity

Coaching Lack of development commitment (4) Lack of direction and communication (4) Lack of accountability (4) Sense of entitlement (2) Lack of people willing to coach and volunteer Lack of leadership depth in the organization Lack of qualified staff

Programs Availability of qualified trainers, development

staff in local area (5) Costs associated with development Lack of program availability Lack of ice time Closed mindedness

Volunteer Numbers and Engagement Lack of guidance and communication (3) Not enough volunteers

o Willingness and availability given the job situation in the Peace Country

Apathy

Finance High costs for ice time and likelihood of

significant increases due to electricity costs in the future.

High demand for fundraising for travel and other expenses

Apathy for fundraising

Operations Size of the association High turnover of board members Transient community Technology

Current State Assessment (SWOT)

External Assessments (O – T)

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Volunteers Not enough volunteers Dissention and lack of agreement / consensus

among volunteers / board level (1)

Registrations Sustainability

Geographics Grande Prairie is growing but the rural

surrounding area is not.

Finance Ice Costs and Availability

Coaching

Lack of Support from Associations within Region (2) Willingness to work together

Recession Lack of sponsors or loss of sponsors

Programs Sport Schools are a direct competitor (2)

Operations To not address the perception of weakness (1)

Coaching Involve and attract younger coaches and

qualified coaches (7) Involve moms as coaches at lower levels (1) Hockey Share (1) Website/Facebook/Twitter = information

sharing (1) Improved communication Economy attracts Elite stream

Programs Coach and player development (14) Alternate hockey including Pond Hockey (1) Novice and Initiation Levels (1) Hockey Alberta Pilots – Regional Centre(1) Try Hockey Days

Volunteers Higher level coaches to support / mentor

lower levels (5) Female (1) Attract more graduating midget players (1) Older players helping younger players

Operations Business community, volunteers / mentors

(1) Attract major sponsors Staff knowledge Grants

Finance Recreation, non-contact / Pond Hockey (2) Hockey School – summer Grants Website / Facebook / Twitter

Opportunities(To Take Advantage of)

Threats(To Eliminate)

Environmental ScanSocio demographic Factors

Population is increasing and will for the foreseeable future. The average age level of Grande Prairie is 30 years which is young. Immigration in Canada and Alberta is generally from non-hockey playing countries. We will need to recruit

“other nationalities” to our game to maintain or increase registration numbers. The “Oil Patch” when busy impacts the availability of volunteers and coaches. Our leadership group is

challenged by this. We need more volunteers now and will require more staff in the future. There is a family impact (gain) in the community.

Kompetion Factors Soccer and other sports.

o Becoming more flexible = indoor soccer New challenges with Ringette.

Economics/Ecological Hockey is becoming more expensive in terms of dollars and time commitment required to participate. Cost of living is increasing. Travel is more expensive. Sponsorship is harder to get.

Political Body checking – does it stay or go in minor hockey. Emphasis on fun vs competition or striving for success or to be the best that you can be. Association boundaries may blur or disappear in the future. A loosening up on limitations. Negative legal issues.

Technological Technology can help us improve communications but can also add challenges to incorporate new

technology such as Twitter and Facebook – someone has to monitor and update. More responsibility on the association to incorporate social media into operations. Hockey Share – practice planning. Equipment is changing and improving. Customers want instant feedback and / or access.

Industry/Supplier Costs are going up for equipment, arena usage. Entitlements for the next fad – hockey sticks and equipment.

Customer/Client Customers want more bang for their buck – demand for accountability. Other sports are similar costs and commitments.

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