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Our Members, Our Mission:A Strategic Plan for the

National Association of State Boards of Education

Fall 2018

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I. Letter from the Board Chair and CEO

DearMembers,Supporters,andFriends,ThisyearhasbeenanimportantoneforNASBE.It’sbeenayearofcelebration,aswemarkthe60thanniversaryoftheonlynationalorganizationgivingvoicetostateboardsofeducation.It’salsobeenayearoftransition,aswepreparetocompleteourrespectivetenuresasNASBE’sBoardofDirectorschairandpresident/chiefexecutiveofficer.Wearehonoredtohaveservedyou,andweareconfidentthatoursuccessors,incomingBoardChairRachelWiseandincomingPresident/CEORobertHull,willcontinueleadingNASBEtowardourvisionofequityandexcellenceforallstudents.IthasalsobeenayearofreflectionandplanningforNASBE.Specifically,weengagedinastrategicplanningprocessthatwillputNASBEontracktothriveformanymoreyearstocome.ThelandscapetodayisverydifferentfromevenwhenKristookthehelmfiveyearsago,withnewrealitiessuchastheEveryStudentSucceedsActandothermajorpolicyshiftsbringingunprecedentedchangetoourwork.SomeoftheserealitiesNASBEhasbeenpleasedtohelpbringabout;others,likethebudgetcrisesnowtroublingmanystates,NASBEwishesourmembersdidnothavetoface.Whatiscertain,however,isthattoday’slandscapefindsstatesatacriticaljuncture,moreinneedthaneverofcoherencegivenalltheirresponsibilitiesandtheirambitiousagendas.(It’snotacoincidencethatthetitleofour2018AnnualConferencespeakerMichaelFullan’slatestbookwasCoherence:TheRightDriversinActionforSchools,Districts,andSystems.)What’smore,webelievethatstateboardsofeducationareuniquelysuitedtoplayacentralrole,andwebelievewecanprovidetheguidance,action‐orientedanalysis,andpartnershipwithacommunityofpeerstoassistthem.Wearepleasedtopresentyouwiththisstrategicplan,whichoutlineshowweplantoempowerstateboardstofullyembracetheirroleascitizenleaders,whilecontinuingtoofferNASBE’scombineddecadesofexpertisetomeetboards’ongoingneedsandensuringthesustainabilityoftheassociationformanyyearstocome.Thisplanwouldnothavebeenpossiblewithoutthecounselofmanyrespectedpartners,includingtheAllianceforExcellentEducation,ASCD,theAspenInstitute,theBill&MelindaGatesFoundation,theCouncilofChiefStateSchoolOfficers,EducationCommissionoftheStates,theEducationTrust,InstituteforStudentAchievement,NationalCouncilofStateLegislatures,NationalGovernorsAssociation,PartnersforEachandEveryChild,andSeekCommonGround.ItespeciallywouldnothavebeenpossiblewithoutthegeneroussupportoftheWilliamandFloraHewlettFoundation.Wethankyou,ourstaff,andthemanyNASBEmemberswhoprovidedinputforthisplan,andwelookforwardtoyourcontinuedpartnershipintheyearstocome.Sincerely,JohnKelly,Chair,BoardofDirectorsKristenAmundson,PresidentandCEOOctober2018

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II. Executive Summary ThestrategicplanoftheNationalAssociationofStateBoardsofEducation(NASBE)isalivingdocumentthatwillguidetheorganization’sgrowthandservicesoverthenextthreetofiveyears.Itisinformedbyinterviewswithstaff,memberboards,andstakeholders;ascanofthecurrenteducationpolicycontext;areviewoftheorganization’sstrengthsandopportunities;andfeedbackfromtrustedexternalpartners.Theplansetsforththreemajorgoals,linkedtoNASBE’smissionstatementandcorevalues,withtheorganization’spremiercorevaluesofequityandexcellenceatthecenter.Eachgoalhasasetof

strategiesandmetricsbywhichNASBEwillmeasureitsimpact.NASBEwillcreateaplanwithactivitiestoguideimplementationofeachgoal,andtheorganizationwillreviewprogressregularlytodeterminewhattoaccelerateandwhattorefine.NASBElooksforwardtocontinueddecadesofserviceonbehalfofthecitizenleaderswhoserveonstateboardsofeducationacrosstheUnitedStates.Thisplanisdedicatedtothem.

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III. Introduction For60years,NASBEhasbeenareliablesourceofinformationandaction‐orientedguidanceforstateboardsofeducation.Wecontinuetogivestateboardsavoiceatthefederallevelandremainstheonlynationalorganizationbringingboardmemberstogethertosharesolutionsandideasinanonpartisansetting.Becausethecontextinwhichstateboardsoperateconstantlychanges,NASBEalsoadaptsandgrowstobetterservememberboards.ThatdriveforcontinuousimprovementledNASBEtodevelopanewstrategicplanthisyearthatbuildsonpastsuccessesandrefinescoreservices:lessabouttheprovisionoflengthypolicypapersandinformationaboutfederalpoliciesandmoreaboutanalysistailoredtostateboards’work,thecreationofacommunityofcitizenleaderstosolveproblems,andcallstoactionthatarerootedindeepknowledgeofstateboards’rolesandauthority.ThisisNASBE’sultimatevalue‐added:Atatimewhenstatesareagainassertingtheirauthorityforeducationpolicymaking,NASBEwillbeasteadystrategicpartnerhelpingstateboardsseizethemomentboldlyandwithafocusonallstudentssothatboardsremaininthedriver’sseat.Tothatend,NASBEdevelopedthisstrategicplantodothefollowing:

SetactionableexpectationsaboutwhatNASBEwilldoandhowwewillapproachourwork,throughnewmissionandcorevaluesstatementsandatheoryofchange;

ExplicatehowNASBEwillrecruit,retain,andengagemembersinordertosustainandgrowtheorganization;

DetailhowNASBEwillenhancestateboards’influencebothintheirstatesandnationallybyhelpingmemberboardscapitalizeontheircriticalpolicymakingroles;

AdvancewaysNASBEwillbecomeanevenmorecollaborativeandengagingplacetowork.Atitscore,NASBEisamembershiporganization:Weoweourexistencetomembers,andwestrivetoassistthemastheyshapeeducationpolicyindozensofstatecontexts.NASBEbothleadsandisledbyitsmembers,bringingissuestotheirattentionandshapingtheirknowledgeandunderstandingoftheirrolesotheycanactonthoseissueswiththebestinterestsofstudentsandfamiliesinmind.ThestrategicplanexplainshowNASBEwillundertakethiswork,drivenbyboththeorganization’spastandpresentandguidedtowardthefuture.

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IV. Mission, Core Values, and Theory of Change Anonpartisan,nonprofitorganization,NASBEelevatesstateboardmembers’voicesinnationalandstatepolicymaking,facilitatestheexchangeofinformedideas,andsupportsmembersinadvancingequityandexcellenceinpubliceducationforstudentsofallraces,genders,andcircumstances.Wehaverevisedourmissionandcorevaluestobetterreflectoursteadfastcommitmenttoempoweringmemberswiththeservicesandtoolstheyneedtocreatetheconditionsforallstudentsintheirstatestoachieveexcellenceacrossmultipledomains.

NASBE Mission Statement NASBEdevelops,supports,andempowerscitizenleadersonstateboardsofeducationtostrengthenpubliceducationsystemssostudentsofallbackgroundsandcircumstancesarepreparedto

succeedinschool,work,andlife.

NASBE Core Values Webelieveinequityandexcellence:

Webelievethatstudentsofallraces,genders,andcircumstancesdeservethesupportstheyneedtothriveinschool.

Webelieveallstudentscanlearnathighlevelsandmusthavetheopportunitytodoso

throughstatepoliciesthataddresstheirdiverselearningneeds.

Weprioritizestateleadershipofpubliceducation:Webelievethatstateboardsofeducation,inpartnershipwithchiefstateschoolofficers,governors,andlegislatures,arebestpositionedtocraft,promote,andoverseestateeducationpolicies.

Weempowercitizenleaders:Webuildthecapacityofstateboardmemberstoquestion,convene,andactboldlywithandforstudents,educators,andfamilies.

Weelevateevidenceinpolicymaking:Wegroundourresources,tools,andservicesinthestrongestevidenceavailableandhelpourmembersmakeinformeddecisionsinthebestinterestofstudents.

Webuildcommunity:Wefacilitateproductivedialogueandnonpartisanexchangeamongmemberswithdiverseperspectives,creatinglastingchannelsforthesharingofevidence‐basedstrategiesandsolutions.

Wecollaborate:Wepromoterespectfulcollaboration,bothamongourmembersandbetweenourmembersandthebroadereducationcommunity.

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NASBE’s Theory of Change

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V. Goals, Areas of Opportunity, and Strategies NASBEusedthelandscapescanasthefoundationforcreatinggoals,areasofopportunity,andstrategiesthatwillenableustofulfillourmissionandcorevalues.Asdemonstratedinthegraphicbelow,eachgoalisunique,buteachalsohasdependencieswiththeothertwo.

Twoprioritiescutacrossourgoalsandstrategies:NASBE’spremiercorevalues,equityandexcellencewillbeintegratedintoeverythingwedo.Wewilldefineequityandexcellenceandthenusethosedefinitionsandassociatedmeasurestodriveourservicesandactivities.Asalearningorganization,weperiodicallywillrefineandreflectuponourdefinitionandhowwehaveintegrateditintoourwork.EnsuringthatourservicesandoverallapproachincorporateanequityandexcellencelenshelpsNASBEandourmemberboardspursuethegreatergoalofensuringthatallstudentsreceivethesupporttheyneedtosucceed.Withthisconstantfocusandcontinuousreflectiononwhetherwearelivinguptoourequitydefinition,NASBEwillbebetterequippedtoupholdthesecorevaluesandfulfillourmission.

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Eachofourgoalsalsoneedstacticalorganizationalstepstosucceed.Wewilldevelopactivitiesinacomprehensiveplanthatwillguidethestrategicplan’simplementationoverthenextthreetofiveyears.NASBEwillmonitorandrefinetheimplementationplanmultipletimesayeartomakesurewearemeetinginternalandexternalmilestonesinordertoachievethestrategicplan’sgoalsandstrategies.Finally,itisimportanttorememberthatallaspectsofthisplanalsoapplytotheworkwewillundertakewithourvaluedaffiliates,theNationalCouncilofStateBoardsofEducationExecutives(NCSBEE)andtheNationalCouncilofStateEducationAttorneys(NCOSEA).Weanticipateworkingwiththeirmembersascloselyasweworkwithourmemberboards.

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VI. Goal 1: A Thriving Membership Organization

NASBE will build on knowledge of boards’ policy goals to recruit, retain, and engage members and attract robust regional and national funding to advance

those goals. InGoal1,NASBEfusestogethertwoprioritiesthatwepreviouslyperceivedasdistinct:avigorousmembershiprecruitment,retention,andengagementstrategy,andtheoverallfinancialsustainabilityoftheorganization.Wearehousingthemunderonegoalbecausewedonotthinkwecanhaveahealthy,sustainableorganizationwithoutarobustmembershipstrategy;thetwogohandinhand.

Goal1ImplicationsforDiversity,Equity,andInclusion

Createastaff‐drivendefinitionofequitythatNASBEintegratesintointernalandexternalwork(note:appliestoallthreegoals).

Reflectthedefinitionofequityintoolssuchasamemberneedsassessmentandfee‐for‐serviceofferings,aswellasgrantapplicationsandfundraisingproposals.

Aggressivelypursuegrantopportunitiesandfee‐for‐serviceactivitiesthatadvanceequityinstates.

Strategy1:AssessSBEpolicyandknowledgeprioritiesandusefindingstodefineNASBE’svalue‐addedineffortstorecruitandretain

memberboards.

Strategy2:Increasecontactswithandamongcurrentboardmemberstobuildacommunityofmemberboardsregionallyandnationallytoincreasememberretentionandengagement.

Strategy3:Createasetofserviceofferingsthroughfee‐for‐serviceactivitiesandstate‐

issuedRFPstobetterassistmemberboardsandincreaseorganizationalsustainability.

Strategy4:RaisefundsfromadiversearrayofphilanthropicandcorporatesourcesbasedonNASBE’sorganizationalprioritiesandmember

boards’needsregionallyandnationally.

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VII. Goal 2: A Distinctive and Influential Voice

NASBE will amplify the collective voice of state boards of education by increasing recognition of boards as the stable center of state education

governance and empowering members to lead and advocate in states and nationally.

ThelandscapescansurfacedmanystrengthsaboutNASBE’sinfluence,namely,thatourpublicationsandotherproducts(e.g.,webinars,policypapers)arehigh‐qualityandthatourrepresentationofstateboards’prioritiesatthefederallevelisstrong.Membersandstakeholdersalsourgedustoleadboardmembersandmemberboardsbyhelpingthembetterrealizetheirpolicymakingrolesandunderstandemergingissues,whileusingournationallyfacingpublicationsasalaunchingpadforworkortechnicalassistanceinindividualstates.Thiskindofengagementisessentialifstatesaretoretaintheirpolicymakingleadership.Goal2inourstrategicplanattemptstoaddresstheseareas.

Goal2ImplicationsforDiversity,Equity,andInclusion

Modeldiversity,equity,andinclusionvaluesbyelevatingdiverseboardmembersinthoughtleadershipopportunities.

Allmemberproducts,convenings,trainings,andpublicationsincludeaspecifictie‐intoequity.

Pursuepartnershipswithstate‐facingorganizationsthathaveanequityfocusorequityexpertise.

Strategy1:ContinuallyshapeNASBEproducts,convenings,andpublicationstoensurethattheyidentifyandelevatetoolsforstateboardsthatdistillandrecommend

potentialSBEactionsbasedonboardpriorities.

Strategy2:Enhancememberboards’understandingoftheircriticalrolein

policymakingandequipthemwithresourcestoraisetheirpublicprofilesamongthemselves,theirconstituents,otherpolicymakers,advocates,andthenews

media.

Strategy3:Expandmembers’capacitytorepresentSBEinterestsinfederaladvocacy

andpolicymaking.

Strategy4:Increasememberboards’effectivenessbystrengtheningtheirrelationshipswithotherstate‐level

policymakersthroughNASBEtrainingandpartnershipswithotherstate‐facingnational

organizations.

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VIII. Goal 3: A Trusted, Knowledgeable, and Expert Team

NASBE will attract, develop, and retain expert personnel who lead and collaborate to accomplish organizational and individual goals in an excellent

way. Allorganizationsaredefinedbytheirpeople,andNASBEisfortunatetohaveatalentedandexperiencedteamoffull‐timestaffandoccasionalcollaborators.NASBEstaffembracedthestrategicplanningprocessandcontributedtotheplan,especiallyincreatingavisionforastrongerorganization.Goal3inthestrategicplanoutlineshowstaffandleadershipwillworktogethertobuildanentitythatcanfulfillthevisionofGoals1and2:athrivingmembershiporganizationwithadistinctive,influentialvoice.Wewillpayparticularattentiontoourtalentpipeline—bothleadershipopportunitiesforthosewhoworkhereandemploymentopportunitiesforthosewhowanttoworkhere—andensurewehaveateamthatreflectsdiversityofthought,background,andcircumstance.

Goal3ImplicationsforDiversity,Equity,andInclusion

Maintainadiversestaffintermsofage,race,gender,background,experience.

EnsureNASBE’sownBoardofDirectorsisadiverserepresentationofSBEmembers.

Makepathwaysforadvancementmoretransparentandinclusivebydefiningclearexpectationsforpromotion.

Modelequityvaluesbysupportingdiversestafftosecurethoughtleadershipopportunities.

Strategy1:Determinetheknowledge,skills,andabilities(k/s/a)necessarytoachieve

strategicplangoalsandprovideopportunitiesforstafftobuildandexpandthosek/s/a

throughtraining,feedback,andothermeans.

Strategy2:DesignaprofessionallearningagendaforstaffthatstrengthensNASBE’s

cultureofmemberserviceandsupportsstaffinapplyinganequityandexcellencelensto

theirwork.

Strategy4:Engagestaffmeaningfullyinmajororganizationaldecisionmaking.

Strategy3:Distributeleadershipandresponsibilityforgoalsandstrategiesamongstaffaccordingtotheirroles,strengths,and

identifiedgrowthareas.

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IX. Conclusion ThisstrategicplancomesatanopportunemomentforstateboardsofeducationandforNASBEasanorganization.Statesarereassertingtheirpolicymakingauthority,andstateboardsareincreasinglyfocusedoneducationagendasthatprioritizeequity.Astheonlymembershiporganizationforstateboardsofeducation,NASBEhastheresponsibilitytoelevatethevoiceofstateboards,ensuringthatstateboardsarerepresentedinthenationaldiscourseaboutourpublicschools.NASBEalsomustequipstateboardswiththetools,resources,andstrategicadvicetheyneedtoensureequityandexcellenceforallstudents.Thatremainsourmission:todevelop,support,andempowercitizenleadersonstateboardsofeducationtostrengthenpubliceducationsystemssostudentsofallbackgroundsandcircumstancesarepreparedtosucceedinschool,work,andlife.Wewillaccomplishthismissionbyexpandingandgrowingourmembership;ensuringthatouractivitiesandservicesadvancememberboards’policyprioritiesandreflectourcorevaluesasanorganization;andcultivatingadynamic,diverseteamthatthrivesinacollaborative,engagingenvironment.Aboveall,wewillapplyalensofequityandexcellencetoeverythingwedosothatourfocusandthatofourmemberboardsremainsfixedonensuringthatallstudentsgettheresourcestheyneedtosucceed.Weareexcitedaboutthejourneyaheadandinviteyoutojoinus.

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X. Appendix: Process Theseven‐monthprocesstodeveloptheplankickedoffwithadetailedscanofthelandscapeinwhichNASBEoperatestoday,includinganassessmentofitscurrentstrengthsandareasforgrowth.ConductedbyEducationFirst,thelandscapescaninvestigatedsuchquestionsas,Whatarethepolicytrendsthatwillinfluencetheworkofstateboardmembersintheyearstocome?WhatisNASBE’sprimaryroleinthislandscape?TowhatextentisNASBEmeetingtheneedsofitsmembers?NASBEstaffthencompletedaseriesofgroupandindividualactivitiestogeneratekeyelementsoftheplan.Theprocessconcludedwiththeplan’sratificationbyNASBE’sBoardofDirectorsinSeptember.Eachstageofplanninginvolvedextensivestakeholderengagement.Individualsfrom10NASBEmemberboardsand13partnerorganizationsparticipatedinhour‐longinterviewstoinformthelandscapescan.Toroundoutmemberinput,NASBEalsoheldtwofocusgroupsatitsNewMemberInstituteandrevisitedthefindingsfromitsfall2016surveyofstateboardmembers.NASBEstaffprovidedsignificantinputatmultiplestagesofplanning,beginningwithtwostafffocusgroupstoinformthelandscapescan,andlaterthroughtwohalf‐dayworkingsessionstobrainstormNASBE’snewmissionstatement,corevalues,goals,andstrategies.NASBEleadershipmetweeklywithEducationFirstduringthelandscapescanandwhiletheplantookshapetoreviewprogress,discussfindings,andrefinetheplan’scontents.NASBE’sBoardofDirectorsprovidedvaluablefeedbackatthreemeetingsofasubcommitteeforstrategicplanningandfourmeetingsofthefullBoardofDirectors.

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XI. Appendix: History of NASBE Inmanyways,thehistoryofstateboardsofeducationisthehistoryofpubliceducationintheUnitedStates.Thefoundersofthiscountryunderstoodthatademocracyrequirededucatedcitizens.Asearlyasthe1600s,statesandlocalitiescreatedschoolstoeducatetheirchildren,andlocalschoolboardsweretaskedwithestablishingandmaintainingthem.Intheearly1800s,NewYork,Virginia,andMassachusettsallestablishedboardsthatweretheearliestprecursorsofstateboardsofeducation.Theseboardshelpedestablishacultureofcitizenleadershipofpublicschoolsthatcontinuesintothe21stcentury.Bythemid‐20thcentury,moststateshadestablishedstateboards.Inmorethanhalfthestates,theboardwascreatedbythestateconstitution,enshriningtheimportanceofitsrole.Butboardmembers,whooftenservedwithoutsalary,neededsupportandtrainingsotheycouldeffectivelyrepresentthecitizen’svoiceineducation.In1958,asmallgroupofstateboardmembersformedtheAssociatedStateBoardsofEducation.In1963,thegroupchangeditsnametotheNationalAssociationofStateBoardsofEducation.Theyadoptedaconstitutionandbylawsandchargedannualduesof$100perstate.ThefirstheadquartersofficewasinDenver,Colorado.Thecreationofaneworganizationforstateboardsofeducationcameinthecontextofbigchallengesfacingstates,fromBrownv.BoardofEducationtothelaunchofSputnik.Intheseearlyyears,NASBEfunctionedasaclearinghousewherestatescouldshareinformationaboutresearchandbestpractices.Butasthefederalgovernmentexpandeditsinfluence(althoughnotnecessarilyitsfinancialsupport),NASBEresponded.By1975,theorganizationhadmovedtoWashington,DC.ThenextdecadessawNASBEtakingonchallengingissuesineducation—fromestablishingHIV/AIDSpoliciesinschoolstopromotingearlychildhoodeducation.Thefederalinfluenceovereducationpolicyreacheditsapexwiththepassageofthe2002reauthorizationoftheElementaryandSecondaryEducationAct(ESEA),whichwasknownasNoChildLeftBehind,andthestimuluspackageadoptedduringthe2009recession.NASBEworkedtoinfluencefederalpolicyevenasitsupportedchangesinthelawthatwouldreturnmoreauthoritytothestates.AndNASBEsupportedstatesastheyledonpolicyissuesrangingfromaccountabilityandassessmentstoimprovingscienceeducation.Stateboardsplayaprimaryroleindevelopingastateaccountabilitysystem.In45states,thestateboardadoptsthelearningstandardsonwhichthestate’ssummativeassessmentshouldbealigned.Nearlyallstateboardshaveprimaryresponsibilityforsettingthequalitystandardsforteachersandschoolleaders.In2015,CongresspassedanotherreauthorizationofESEA,knownastheEveryStudentSucceedsAct(ESSA).Today,thebalancebetweenstateauthorityandfederalregulationisbeingrestored.Stateshaveprimaryresponsibilitytodothefollowing:

Ensureequityandexcellence; Establishhighexpectations; Promotemeaningfulaccountability;

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Supportstateandlocalleadershipandcapacitybuilding;and Promotealigned,coherentsystemsforchildrenfrombirththroughhighereducation.

AsNASBEentersitsseventhdecade,theneedforcitizenleadershipandnonpartisan,evidence‐basedpolicymakingisgreaterthanever.AsNASBEPresidentandCEOKrisAmundsonobserves,“ThatiswhatNASBEhasadvocatedsinceitsfoundingandthereasonIbelievethefutureforthisorganizationisbright.”

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XII. Appendix: Current Context Theseven‐monthprocesstodevelopthestrategicplankickedoffwithadetailedscanofthelandscapeinwhichNASBEoperatestoday.ThelandscapescansynthesizedimportantlearningsfromrecentstateandnationalpolicytrendsthatinspiredNASBEtoreconsiderhowitissupportingmemberstobeeffectiveintheiruniqueroleinstatepolicymaking.ThescanalsohighlightedNASBE’sareasofstrengthandsurfacedavarietyofpotentialopportunitiesforgrowthoverthecomingyears.PolicyLandscapeThepassageofESSAin2015reflectsageneralshiftinbalancebacktostateauthorityovereducation.Stakeholdersagreethatoversightofdevelopmentandimplementationofastateagendaforeducatingallstudentstohighlevelswillbeoneofstateboards’keyrolesmovingforward.However,manyintervieweesemphasizedthatbeyondtraditionaloversight,statepolicymakersshouldtakeonambitiouseducationagendaswithequity‐focusedstudentoutcomesthatmeritthecontinuedstatecontrolofeducationpolicymaking.Inthislandscape,stateboardsofeducation—whichinmanyplacesarethemoststableamongastate’srotatingcastofeducationpolicymakers—haveaprimaryroletoplayinsteeringanystatewideeducationagendatofruition.AtNASBE,thisunderstandingmustinformitsservicesandtoolsforandonbehalfofmembers.Theriskofnotequippingboardstoseizethismomentisthattheeducationpolicypendulumwillswingbacktowardgreaterfederalcontrol,deprivingstateboardsoftheirfullabilitytoshapeandguidetheirstates’educationagendas.NASBE’sStrengthsMemberboardsandpartnerorganizationscheeredNASBEonanumberofcounts.NASBEwillcontinuetobuildonthesestrengthsgoingforward:

MemberspraiseNASBEforthequalityofitsconvenings.Membersespeciallyappreciatetheopportunitytoexchangeideaswithrole‐alikepeersinotherstates.

AmongitspartnersinWashington,DC,NASBEhasaninfluentialpresenceandstrongcredibility.ThesepartnerslooktoNASBEforstrategicadvice,observehowNASBEworkswellwithpeerorganizations,andtrustNASBEtodeliveronitscommitments.

MembersandpartnersagreethatNASBEisnonpartisanandbringstogetherdiversegroupswithmanydivergentopinionsaroundimportantissues.

OpportunitiesforGrowthThoughthemostrecentreemphasisonstateandlocalauthorityovereducationissignificant,thisisnotthefirsttimeinNASBE’s60‐yearhistoryofservingstateboardsthatNASBEhasbeenfacedwiththetaskofadaptingtochangingtimes.NASBEremainsascommittedasevertoaccommodatingitsmembers’emergingneedswhilecontinuingtoupholdasetofenduringvaluesforlong‐termsuccess.Withthiscommitmentinmind,NASBEseesseveralopportunitiestobuilduponitslongtimerecordofmemberservice,nationalandstateinfluence,sustainableandeffectiveoperations,andpursuitofequity:

Memberservice:EvennormalturnoverofstateboardmembersrequiresNASBEtobestrategicaboutengagementofindividualmemberboards,andthesearenot“normal”times.Asaresultofthe2018gubernatorialelections,NASBEneedstobepreparedtomeettheneedsofanexpandedcohortofnewboardmembersstartingin2019.Incomingstateboardmemberswanttoknowthevaluetheyreceiveinexchangefortheirdues.ThusNASBEmustcontinuetoeducatememberboardsaboutitsvalueproposition.NASBEmustensurethatitofferstherightmixofproductsandservicessothatdifferentmemberboardswithdifferent

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needsareequallylikelytoseeNASBE’sofferingsasrelevantandusethem.Currently,NASBE’smembership‐wideproducts(suchaspublications,webinars,andnationalconvenings)deliverqualityinsightsonabreadthoftopicsofinterest.Butsomemembersareinterestedinmoredepthontheirparticularissuesclosertohome,forexample,throughin‐stateorarea(regional)conveningsandtechnicalassistance.Givenlimitedstaffresources,NASBEmustcontinuetostriketherightbalancebetweenitsrelativeinvestmentsinmembership‐wideproductsandindividualizedmemberservicestomaximizeitsmemberengagementovertime.

Developmentofcitizenleaders:Thecharacteristicsofstateschoolboardmembershavechangedoverthepast60years.Onaverage,theyaretrendingyoungerandmorediverseintermsofrace,ethnicity,andgender(50percentarewomen);theytendtobemoreactivepolitically;andtheytendtohaveshortertenuresonstateboards.Butonetraitremainsthesame:ThoseservingonNASBEmemberboardsarededicatedcitizenleaders,oftenservinginavolunteercapacity,andtheyholdtheirboardservicetobeofutmostimportance.NASBE’smostvaluablecontributionremainstodevelopthesecitizenleaderstoservewithintegrity,besteepedincutting‐edgepolicyknowledge,andbefullyversedinthepoweroftheirrolestoquestionandconvene.Noothernationalorganizationfulfillsthisresponsibilityofbuildingontherichhistoryofcitizenleaderswhodeftlysteerstateeducationpolicyinthebestinterestsofstudentsandfamilies.

Nationalandstateinfluence:NASBEhassignificantinfluenceinWashington,DC,butcouldincreaseitsimpactbymoreconsistentlyelevatinginterestedstateboardmembersasadvocatesonthenationalstage.Giventhepressurestateboardsfacetounitestatepolicymakersaroundambitiouseducationagendas,NASBEalsocouldincreaseitsstateimpactbyhelpingmemberboardsasserttheirroleaspolicyleadersanduseNASBE’srelationshipswithotherstate‐facingorganizationstoworkwithpartnersincludinggovernors,legislatures,andchiefstateschoolofficerstoprovideexpertiseandresources.

Sustainableandeffectiveoperations:Likeallnonprofitorganizations,NASBEmustcontinuetoensureitsfinancialsustainabilitybysecuringdiversesourcesofrevenue.NASBEmustdevelopstaffexpertiseintheareasofgreatestneedtoitsmembersthatalsoalignwiththeorganization’smission.NASBEwantstoraisetheprofileofitsstaffexpertsandincreasestaffcollaborationaroundorganization‐widegoals.NASBEalsowillworkwithtrustedpartnerswhenitsmemberboardsneedexpertisebeyondwhatitprovides.

Pursuitofequity:AllofthestakeholdersinterviewedemphasizedtheimportanceofequityasoneofNASBE’sforemostvalues.However,awarenessofNASBE’sapproachtoequityvaries,revealingtheneedforNASBEtoarticulateitsdefinitionofequityforstudentsandNASBEinternallyaswell.