Transcript NJSBA Strategic Plan

NJSBA Strategic Plan
2012-2014
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Strategic Planning Committee
Board Member Participants
Kevin E. Ciak, external coordinator
Sayreville BOE, Middlesex County; NJSBA
president 2006-2008
Rosemary Bernardi, Evesham Township BOE, Burlington County
Harry J. Delgado, external coordinator
South Brunswick BOE, Middlesex County; NJSBA
president, 2008-2010
Rachelle Feldman Hurwitz, West Windsor-Plainsboro Regional
BOE, Mercer County
Raymond R. Wiss, Northern Valley Regional
BOE, Bergen County; NJSBA president
Marie Lavigne, Magnolia BOE, Camden County
John Bulina, Tabernacle BOE, Burlington County;
NJSBA vice-president for legislation/resolutions
Irene LeFebvre, Boonton Town BOE, Morris County
Charles T. Miller, East Amwell BOE, Hunterdon
County; NJSBA vice-president for county activities
Jennifer Montone, Burlington City BOE, Burlington County
Donald Webster, Jr., Manchester BOE, Ocean
County; NJSBA vice president for finance
Debbie Boyle, South Plainfield BOE, Middlesex County
Michael Gluckman, Dumont BOE, Bergen County
Deborah Labbadia, Readington BOE, Hunterdon County
Michael Lee, Tabernacle BOE, Burlington County
Diane Lein, Greenwich Township BOE, Warren County
Eva Nagy, Franklin Township BOE, Somerset County
Jason Redd, Trenton BOE, Mercer County
Daniel Sinclair, Wanaque BOE, Passaic County
John Van Noy, Howell Township BOE, Monmouth County
Peter Wendrychowicz, Mahwah BOE, Bergen County
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
2009-2012 Key Wins
Revenue Sources
Advocate
 School employee contributions to healthcare
 Advancement of tenure reform initiatives
 Established the EAGLE Advocacy Group
 Successfully opposed bills to restrict boards’ authority to
subcontract services.
Train
 Launched revised Governance III training specifically focusing on
Student Achievement.
 10% increase in Delegate Assembly attendance since 2008.
 17% member and 30% district participation increase at county
meetings.
Provide Resources
 Leveraged social media, weekly blogs, Twitter to communicate
with membership.
Comments
 Board service credit ($2,000 and $800) reduced feebased revenue over last two years.
 Dues held flat over the period shown.
 BlogTalkRadio has reached 10,000 participants in the last year.
 Online Superintendent Evaluation/Board Self-Evaluation
 Launched NJEdge – IT Cooperative
 NJSBA HQ renovated; increased training/broadcasting capability
On-site Consultation
Field Services
Districts Visited by
Field Services
On-site Consultation
Labor Relations
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
2010
2011
551
695
270
272
60
85
An evolving NJSBA Vision
The New Jersey School Boards Association,
a federation of district boards of education
advocates, trains, and provides resources
for the advancement of public education in
New Jersey.
Comments:
NJSBA
 Provide
new
emphasis
on student
THE
public
education
achievement further justifying why local
resource for training,
school board governance is critical.
advocacy, and information
 Recognizes that public education serves all
children regardless of socio-economic
background.
 Identifies and maintains the “core” of who we
are and what we do as an Association
The New Jersey School Boards
Association, a federation of boards of
education, provides training, advocacy and
support to advance public education and
promote the achievement of all students
through effective governance.
Our Culture
The heart of NJSBA is its staff, a group of
can-do supportive people who pull together to
achieve common goals
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Sustainability
 Goal Area: Finance
 Goal Area: Governance
– Association Governance
– Staff Recruitment, Retention, Development & Recognition
Finance Strategy Road Map
Desired State
Close the Gap
Current State
• Service credit has led to an
increasingly dues-dependent
revenue stream.
• Current organizational structure
and culture is geared to a duesbased model and not a
business/service-based model.
• Legacy list of services which
have not been evaluated against
Association mission,
competition, and profitability
• Increased market share of existing
profitable products and services
• Creation of a year long affiliate
vendor/business program.
• New for-profit products and services
offered to local school boards.
• Strengthen the partnership with
ELFNJ and develop formalized plans
with the foundation as a resource for
programming.
• A comprehensive revised revenue
model executing a movement from
dues-based revenue toward servicebased revenue.
• Identify our core “must-have”
services and assess the
competition in these areas in terms
of market share and price.
• Fix “must-have” services and
eliminate non-core services.
• Identify new services including
services which would benefit charter
school members.
• Revise dues formula based upon
increase in service-derived revenue.
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Effective Governance Road Map
Close the Gap
Current State
• Large Board of Directors with
voting/non-voting members.
• Independent standing committee
structure.
• Governance and program
schedules aligned to an April
election calendar.
• Concern with the performance
management system, the
promotional process and the
overall compensation program
• County officer job descriptions
and organizational structures
are not consistent and hinder
communications and training.
• Review BOD and standing
committee structures and, if
necessary, recommend
improvements.
• Review and revise organization
structures and officer job
descriptions across county
associations.
• Explore NJSBA staff career
advancement options and report
findings.
• Research alternatives to current
performance management system;
review existing compensation policy
• Research and recommend formal
mentoring program.
• Develop and communicate culture
statement to optimize employee
engagement.
Desired State
• A right-sized, highly engaged board
of directors.
• A consistent county governance
structure with consistent officer job
descriptions.
• A structure which provides for indepth study and assessment of key
issues with a high level of
engagement and school board
member participation.
• Governance and program schedules
aligned to a November election
calendar with options available for
boards who retain the option of April
elections.
• New performance management
process and compensation program
that attracts and retains quality staff.
• Review and recommend
amendments to current staff
development policy.
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Advocacy
 Goal Area: Leadership
Advocacy: Engaging all stakeholders
Close the Gap
• Promote programs engaging all
stakeholders in driving student
achievement.
Current State
• Current programs, website and
initiatives are generally targeted
toward school board members
as a single group.
• Limited opportunities to target
groups of school board
members with similar interests
and needs.
• Limited opportunities for parents
and other key stakeholders to
create a relationship with
NJSBA.
• Create programs for use in various
venues to inform parents and other
educational stakeholders on critical
issues and the importance of local
governance.
• Create marketing/information
programs and customize the
website to create interactive forums
and collections of resources for
specific groups, such as –
– Most active members
– New school board members
– Experienced school board
members
– Parents
– Legislators
Desired State
• NJSBA recognized as THE GO-TO
PARTNER for advancing public
education and promoting student
achievement through effective
governance.
• Programs customized to key
stakeholders based on their needs
and interests.
• Partnerships that include school
board members, parents, teachers,
and public education advocates.
• Website that welcomes all
stakeholders, provides a customized
experience and presents an
opportunity for interaction.
• Establish ways to integrate advocacy
efforts through county associations.
and enable the counties to involve
other educational stakeholders.
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Professional Development
 Goal Area: Communication
– Board Member Professional Development
– External Communications and Marketing
– Internal Communications
Member Professional Development
Close the Gap
Current State
• State-imposed travel restrictions
present challenges in effectively
delivering content and
underscore need to implement
new training strategies.
• Limited access to convenient
mandatory training.
• Not all county programs are
consistent with training
requirements and needs.
• Governance III is the 21st
century model which serves as
the “gold” standard for content
and delivery.
• Majority of programs were
created around school board
members and do not fully
encompass needs of charter
school trustees.
Desired State
• Develop improved methods of
delivering training.
• Members can access high-quality
mandatory training in a convenient
manner.
• Develop master calendar for all
programs to be published 12 months
in advance; calendar on website
• County meetings enhance
mandatory training.
• Investigate providing mandatory
training through vehicles and
forums that are most convenient
to members.
• NBMO reaches a level of
effectiveness equal to the legacy
weekend conferences previously
offered and is updated to reflect 21st
century learning needs.
• Update the training academy
programs to reflect 21st century
board member learning needs.
• Charter school members receive
development opportunities
appropriate to their needs.
• Revise NBMO to better engage new
members and charter trustees in
their roles in governance, finance,
negotiations and curriculum, while
providing the mandated components
of ethics/legal, HIB and CSA
evaluation.
• Professional development is flexible
to the time constraints of today’s
school board member and charter
school trustee.
• Review Delegate Assembly
programming to ensure optimal
leverage as a training opportunity.
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
External Communications & Marketing
Close the Gap
Current State
• Establish an outreach program using
NJSBA staff, Officers, BOD and
board volunteers to interact directly
with local boards of education.
• No defined “personal” memberto-member outreach other than
Workshop or county meetings.
• Review ways to increase the social
aspects of county meetings to build
attendance.
• Limited networking at county
meetings.
• Re-tool the website. Include an FAQ
page highlighting member services.
• Website needs improvement.
• Adopt a multimedia approach to
further expand informational and
training topics that would be
accessed on an “as needed” basis.
• Membership not fully aware of
all NJSBA services.
• Limited communication outside
the membership base.
• Need for more “on-demand”
multimedia information, such as
BlogTalkRadio.
• Present legislative updates in a
timely, succinct, easy-to-track
manner. Tie them to sample letters
and resolutions related to proposed
legislation.
Desired State
• Members learn the benefits of the
Association from active members.
• County meetings become a hub of
information exchange and learning.
• Website is easy to navigate and
provides needed information.
• Information in a multimedia format
will enable communications
“anywhere” and “anytime.”
• Legislative updates are timely and
motivate members to interact with
legislators.
• Stronger awareness of the
certification opportunities for board
members and boards.
• Develop a business plan to market
training for certified boards and
certified and master board members.
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Internal Communications
Desired State
Close the Gap
Current State
• Through the strategic planning
process, staff identified the need
for improved, streamlined
internal communication.
• Executive Director appoints NJSBA
staff to task force.
• Staff indicates that internal
communication has improved,
enabling them to more effectively
and efficiently serve the membership.
• Members meet to identify
communications problems.
• Task force collects data; analyzes
results as a group.
• Task force develops a report that
may address strategies, such as
updates on Executive Staff meetings
and departmental initiatives and
responsibilities.
• Establish a system of schedule
management that provides a
comprehensive Association
master calendar.
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Financials
 A look forward at revenue and cost projections
2012-2014 Financial Outlook
Summary of Operations
REVENUES
General Membership Dues
2011-2012
Key Financial Drivers
2012-2013
Projection
2013-2014
7,142,910
7,115,738
6,995,000
3,000
4,000
4,000
100
100
100
116,000
146,000
150,000
PAA - ENA Dues
29,900
28,800
28,800
AMPSA Dues
30,000
30,000
30,000
1,360,360
1,358,080
1,550,000
131,425
73,475
75,000
Advertising
Service and Subscriptions
78,230
-
74,880
-
75,000
-
Publications
31,631
25,145
22,500
Contracted Services
420,283
438,283
400,000
Investment Income
10,000
10,000
7,500
43,400
200,000
Affiliate Membership
Individual Associate Membership
Charter School Assoc. Membership
Workshop
Conferences
Business Revenue
Miscellaneous
12,500
2,000
2,000
9,366,339
9,349,901
9,539,900
Salary Accounts
4,654,762
4,869,616
5,015,700
Personnel Administration
2,360,945
2,136,537
2,140,000
391,222
355,222
372,983
TOTAL REVENUES
Housing: Trenton headquarters
Insurance
79,775
75,973
76,000
324,275
339,246
356,208
Committees
98,773
99,957
100,000
Conferences
122,828
88,264
90,000
Workshop
548,450
629,350
699,009
Advertising, Promotions & Pub.
173,695
163,337
165,000
Travel/Liaison/Training
164,556
168,995
170,000
Membership Services & Programs
214,136
196,082
125,000
Office Expenses
Contracted Services
TOTAL EXPENSES
232,922
227,322
230,000
9,366,339
9,349,901
9,539,900
Key Revenue Assumptions




Dues revenue will decrease slightly (to $7,115,738) for FY13 due
to discount for certified boards
Non-dues income will increase from 24% of total revenue to 27%
by FY14.
New initiatives, including NJEdge, USBAFlex and the NJSBA
Partnership Program, will increase non-dues revenue
Increase in market share of existing profitable products/services
Key Expense Assumptions
On Jan. 20, 2012, the Board of Directors approved a $340,262.80
transfer to fund Strategic Plan initiatives. The allocation will support
the following:





$25,000 – various elements to update website
$10,000 – creation of an app for mobile devices
$25,000 – performance management review
$10,000 – broadcast studio equipment
$125,000 – Phase II website upgrades, including content mgmt.
The fund may also support other expenditures identified through a
comprehensive evaluation of services, products and programs,
starting in the summer of 2012.
Strategic Plan Implementation Assumptions



New business model and development of new fee-based
services and markets to increase the non-dues percentage of
revenue by FY15
Summer 2012 re-evaluation of existing services and products
and a late 2012 proposal for new programs and services.
Review of current dues formula, scheduled for March 2013
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Thank you