Fifty years ago, Richard L. "Dick" Nelson started his career with a small loader. He established his business in Princeton, Illinois, a small rural community with a current population of 7,600. today, he is the founder of Nelson Enterprises which includes Advanced Asphalt Company, TCI Manufacturing and Sales, Tri-Con Materials, Northwest Illinois Construction LLC, Pavement Maintenance Services, Inc., D&J Leasing and AAA Aviation LLC. Nelson Enterprises has achieved $1.5 billion in total sales, has worldwide patent recognition, employs approximately 300 people and rents 100 trucks a day during construction season. Dick is the son of Malcolm and Frances Nelson (both deceased) and was raised in Princeton with five siblings (three of whom are deceased). He is a graduate of Princeton High School and served in the Army. He and his wife, Judy, have three grown children, Leanne (Jeff) Martin, Laurie Wallace and Steve (Gina) Nelson. They also have four grandchildren, Nicole Martin, Kelsey Wallace, Colin and Audrey Nelson. Dick attributes much of his success to his "team" of talented and dedicated professionals. He has also achieved success and national awards because of his God given mechanical talent, hard work, determination and what he calls a "Bachelor of Common Sense Degree from Life University". Dick has contributed a multitude of volunteer service hours to the Princeton Park Board, United Way, Cub Scouts, Little League and St. Matthew's Church. His passion is flying. And to that end, he built his own helicopter. In honor of his 50th anniversary in business, an open house was held to recognize his "team" and business milestones. At this event, the Nelson family established an annual scholarship at Princeton High School for a senior student planning to attend a vocational school. Doug Oberhelman, CEO of Caterpillar, was also in attendance at the open house and announced that Caterpillar will match the Nelson family annual scholarship. This is a tribute to the Nelson family and Nelson Enterprises for service to the community, central Illinois and the State of Illinois.

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The Practical Guide to Transforming Your Company is a concise handbook for conducting business transformations—defining and implementing a redirection in the company’s core business or in its strategic positioning. Starting where such programs as LEAN and Six Sigma leave off, the text offers a well-proven methodology for conducting a comprehensive transformation (not a process-by-process efficiency enhancement). The book provides dozens of forms, figures, templates, and checklists the authors have developed through personal experience leading successful corporate efforts. In a sequence paralleling the process of transformation, individual chapters are devoted to the roles and responsibilities of the company leadership, the workforce, and the board of directors. Principles are reinforced by illuminating key success factors by examining government and commercial projects from the United States, Canada, and the United Kingdom. Written by two individuals with proven track records, this book is sure to produce success in any transformation endeavor.

How do the benefits of higher education compare with its costs, and how does this comparison vary across individuals and institutions? These questions are fundamental to quantifying the productivity of the education sector. The studies in Productivity in Higher Education use rich and novel administrative data, modern econometric methods, and careful institutional analysis to explore productivity issues. The authors examine the returns to undergraduate education, differences in costs by major, the productivity of for-profit schools, the productivity of various types of faculty and of outcomes, the effects of online education on the higher education market, and the ways in which the productivity of different institutions responds to market forces. The analyses recognize five key challenges to assessing productivity in higher education: the potential for multiple student outcomes in terms of skills, earnings, invention, and employment; the fact that colleges and universities are “multiproduct” firms that conduct varied activities across many domains; the fact that students select which school to attend based in part on their aptitude; the difficulty of attributing outcomes to individual institutions when students attend more than one; and the possibility that some of the benefits of higher education may arise from the system as a whole rather than from a single institution. The findings and the approaches illustrated can facilitate decision-making processes in higher education.

The five Ps - people, process, planning, prioritization, and participation - are the keys to making a public agency responsive and reliable. The author explains the necessary guidelines for creating a new paradigm for public agencies to deliver more efficient service, and describes how each of the five Ps work together and harmonize to achieve this goal.