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New Jersey School Boards Association – Serving Local Boards of Education Since 1914 NJSBA Strategic Plan 2012-2014
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
NJSBA Strategic Plan
2012-2014
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Strategic Planning Committee
Kevin E. Ciak, external coordinatorSayreville BOE, Middlesex County; NJSBA president 2006-2008 Harry J. Delgado, external coordinatorSouth Brunswick BOE, Middlesex County; NJSBA president, 2008-2010
Raymond R. Wiss, Northern Valley Regional BOE, Bergen County; NJSBA president
John Bulina, Tabernacle BOE, Burlington County; NJSBA vice-president for legislation/resolutions
Charles T. Miller, East Amwell BOE, Hunterdon County; NJSBA vice-president for county activities
Donald Webster, Jr., Manchester BOE, Ocean County; NJSBA vice president for finance
Rosemary Bernardi, Evesham Township BOE, Burlington County
Debbie Boyle, South Plainfield BOE, Middlesex County
Michael Gluckman, Dumont BOE, Bergen County
Rachelle Feldman Hurwitz, West Windsor-Plainsboro Regional BOE, Mercer County
Deborah Labbadia, Readington BOE, Hunterdon County
Marie Lavigne, Magnolia BOE, Camden County
Michael Lee, Tabernacle BOE, Burlington County
Irene LeFebvre, Boonton Town BOE, Morris County
Diane Lein, Greenwich Township BOE, Warren County
Jennifer Montone, Burlington City BOE, Burlington 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
Board Member Participants
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
2009-2012 Key WinsRevenue Sources
Comments
Board service credit ($2,000 and $800) reduced fee-based revenue over last two years.
Dues held flat over the period shown.
AdvocateSchool employee contributions to healthcare
Advancement of tenure reform initiatives
Established the EAGLE Advocacy Group
Successfully opposed bills to restrict boards’ authority to subcontract services.
TrainLaunched 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 ResourcesLeveraged social media, weekly blogs, Twitter to communicate with membership.
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
2010 2011On-site Consultation Field Services 551 695Districts Visited by Field Services 270 272On-site Consultation Labor Relations 60 85
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
An evolving NJSBA Vision
NJSBATHE public educationresource for training,
advocacy, and information
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.
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.
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.
Comments:
Provide new emphasis on student achievement further justifying why local school board governance is critical.
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
Our Culture
The heart of NJSBA is its staff, a group of
can-do supportive people who pull together to achieve common goals
Our Culture
The heart of NJSBA is its staff, a group of
can-do supportive people who pull together to achieve common goals
Sustainability
Goal Area: Finance
Goal Area: Governance
– Association Governance
– Staff Recruitment, Retention, Development & Recognition
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Finance Strategy Road Map
• Creation of a year long affiliate vendor/business program.
• Strengthen the partnership with ELFNJ and develop formalized plans with the foundation as a resource for programming.
• 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.
• Creation of a year long affiliate vendor/business program.
• Strengthen the partnership with ELFNJ and develop formalized plans with the foundation as a resource for programming.
• 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.
Close the Gap
Current State
• Increased market share of existing profitable products and services
• New for-profit products and services offered to local school boards.
• A comprehensive revised revenue model executing a movement from dues-based revenue toward service- based revenue.
• Increased market share of existing profitable products and services
• New for-profit products and services offered to local school boards.
• A comprehensive revised revenue model executing a movement from dues-based revenue toward service- based revenue.
• Service credit has led to an increasingly dues-dependent revenue stream.
• Current organizational structure and culture is geared to a dues- based model and not a business/service-based model.
• Legacy list of services which have not been evaluated against Association mission, competition, and profitability
• Service credit has led to an increasingly dues-dependent revenue stream.
• Current organizational structure and culture is geared to a dues- based model and not a business/service-based model.
• Legacy list of services which have not been evaluated against Association mission, competition, and profitability
Desired State
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Effective Governance Road Map
• 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.
• Review and recommend amendments to current staff development policy.
• 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.
• Review and recommend amendments to current staff development policy.
Close the Gap
Current State
• A right-sized, highly engaged board of directors.
• A consistent county governance structure with consistent officer job descriptions.
• A structure which provides for in-depth 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.
• A right-sized, highly engaged board of directors.
• A consistent county governance structure with consistent officer job descriptions.
• A structure which provides for in-depth 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.
• 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.
• 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.
Desired State
Advocacy
Goal Area: Leadership
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Advocacy: Engaging all stakeholders
• Promote programs engaging all stakeholders in driving student achievement.
• 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
• Establish ways to integrate advocacy efforts through county associations. and enable the counties to involve other educational stakeholders.
• Promote programs engaging all stakeholders in driving student achievement.
• 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
• Establish ways to integrate advocacy efforts through county associations. and enable the counties to involve other educational stakeholders.
Close the Gap
Current 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.
• 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.
• 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.
• 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.
Desired State
Professional Development
Goal Area: Communication
– Board Member Professional Development
– External Communications and Marketing
– Internal Communications
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Member Professional Development
• Develop improved methods of delivering training.
• Develop master calendar for all programs to be published 12 months in advance; calendar on website
• Investigate providing mandatory training through vehicles and forums that are most convenient to members.
• Update the training academy programs to reflect 21st century board member learning 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.
•Review Delegate Assembly programming to ensure optimal leverage as a training opportunity.
• Develop improved methods of delivering training.
• Develop master calendar for all programs to be published 12 months in advance; calendar on website
• Investigate providing mandatory training through vehicles and forums that are most convenient to members.
• Update the training academy programs to reflect 21st century board member learning 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.
•Review Delegate Assembly programming to ensure optimal leverage as a training opportunity.
Close the Gap
Current State• Members can access high-
quality mandatory training in a convenient manner.
• County meetings enhance mandatory training.
• NBMO reaches a level of effectiveness equal to the legacy weekend conferences previously offered and is updated to reflect 21st century learning needs.
• Charter school members receive development opportunities appropriate to their needs.
• Professional development is flexible to the time constraints of today’s school board member and charter school trustee.
• Members can access high-quality mandatory training in a convenient manner.
• County meetings enhance mandatory training.
• NBMO reaches a level of effectiveness equal to the legacy weekend conferences previously offered and is updated to reflect 21st century learning needs.
• Charter school members receive development opportunities appropriate to their needs.
• Professional development is flexible to the time constraints of today’s school board member and charter school trustee.
• 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.
• 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
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
External Communications & Marketing
• Establish an outreach program using NJSBA staff, Officers, BOD and board volunteers to interact directly with local boards of education.
• Review ways to increase the social aspects of county meetings to build attendance.
• Re-tool the website. Include an FAQ page highlighting member services.
• Adopt a multimedia approach to further expand informational and training topics that would be accessed on an “as needed” basis.
• Present legislative updates in a timely, succinct, easy-to-track manner. Tie them to sample letters and resolutions related to proposed legislation.
• Develop a business plan to market training for certified boards and certified and master board members.
• Establish an outreach program using NJSBA staff, Officers, BOD and board volunteers to interact directly with local boards of education.
• Review ways to increase the social aspects of county meetings to build attendance.
• Re-tool the website. Include an FAQ page highlighting member services.
• Adopt a multimedia approach to further expand informational and training topics that would be accessed on an “as needed” basis.
• Present legislative updates in a timely, succinct, easy-to-track manner. Tie them to sample letters and resolutions related to proposed legislation.
• Develop a business plan to market training for certified boards and certified and master board members.
Close the Gap
Current 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.
• 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.
• No defined “personal” member-to-member outreach other than Workshop or county meetings.
• Limited networking at county meetings.
• Website needs improvement.
• Membership not fully aware of all NJSBA services.
• Limited communication outside the membership base.
• Need for more “on-demand” multimedia information, such as BlogTalkRadio.
• No defined “personal” member-to-member outreach other than Workshop or county meetings.
• Limited networking at county meetings.
• Website needs improvement.
• Membership not fully aware of all NJSBA services.
• Limited communication outside the membership base.
• Need for more “on-demand” multimedia information, such as BlogTalkRadio.
Desired State
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
Internal Communications
• Executive Director appoints NJSBA staff to task force.
• 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.
• Executive Director appoints NJSBA staff to task force.
• 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.
Close the Gap
Current State
• Staff indicates that internal communication has improved, enabling them to more effectively and efficiently serve the membership.
• Staff indicates that internal communication has improved, enabling them to more effectively and efficiently serve the membership.
• Through the strategic planning process, staff identified the need for improved, streamlined internal communication.
• Through the strategic planning process, staff identified the need for improved, streamlined internal communication.
Desired State
Financials
A look forward at revenue and cost projections
New Jersey School Boards Association – Serving Local Boards of Education Since 1914
2012-2014 Financial Outlook
Summary of Operations
Key Financial Drivers
Key Revenue AssumptionsDues revenue will decrease slightly (to $7,115,738) for FY13 due to discount for certified boardsNon-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 revenueIncrease in market share of existing profitable products/services
Key Expense AssumptionsOn 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 AssumptionsNew business model and development of new fee-based services and markets to increase the non-dues percentage of revenue by FY15Summer 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
ProjectionREVENUES 2011-2012 2012-2013 2013-2014
General Membership Dues 7,142,910 7,115,738 6,995,000
Affiliate Membership 3,000 4,000 4,000
Individual Associate Membership 100 100 100
Charter School Assoc. Membership 116,000 146,000 150,000
PAA - ENA Dues 29,900 28,800 28,800
AMPSA Dues 30,000 30,000 30,000
Workshop 1,360,360 1,358,080 1,550,000
Conferences 131,425 73,475 75,000
Advertising 78,230 74,880 75,000
Service and Subscriptions - - -
Publications 31,631 25,145 22,500
Contracted Services 420,283 438,283 400,000
Investment Income 10,000 10,000 7,500
Business Revenue 43,400 200,000
Miscellaneous 12,500 2,000 2,000
TOTAL REVENUES 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
Housing: Trenton headquarters 391,222 355,222 372,983
Insurance 79,775 75,973 76,000
Office Expenses 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
Contracted Services 232,922 227,322 230,000
TOTAL EXPENSES 9,366,339
9,349,901
9,539,900
Thank you
