NEKIA Business Development Progress Report Board of Directors

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NEKIA Business
Development
Progress Report
Board of Directors Meeting
May 7,2003
Task Force Members
Tim Waters, Ericka Miller, Chris Dwyer, Wes Hoover,
Bob McLaughlin, John Kofel, Jim Kohlmoos, Adie
Becker
Charge
To propose to the Board…
(A) One or more initiatives for NEKIA to undertake in the near future
that will enhance members’ competitiveness and/or business
development opportunities in the changing education and public
outreach market over the next three years.
(B) An organizational plan for making business development a
major component of NEKIA’s work.
(C) A strategy for strengthening NEKIA’s long term financial position
as a by-product of the new initiatives.
(D) An approach for how to address potential competitive conflicts
among members as a result of the initiative (s).
Considerations
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Complements and does not distract from NEKIA’s current and
future government relations program.
Adds clear value to participating members’ efforts
Is financially viable and self supporting
Is fully compatible with NEKIA mission and values
Has strong potential of improving members’ competitiveness
Focuses on a realistic time frame such as three years
Is more cost effective to do it as a group rather than as
individual organizations.
Does not have a high degree of financial or reputational risk.
Helps to strengthen NEKIA financial viability (generates
additional revenues that contribute to overhead).
Promotes collaboration within the trade association.
Helps members diversify revenues
Appeals to new members and retain current members
Criteria
Amount of time to implement
Cost of creating the opportunity
Return on investment for members
Return on investment for NEKIA
PRIMARY FOCUS
…the most vital, value added type of service
that NEKIA could provide members would be in
the form of brokering relationships
Stages of Brokering Activity
Stage #1 --- Informational
Conducting market research
Attending conferences and informational meetings
Packaging NEKIA and its members
Stage #2 --- Introductory
Convening introductory brokering forums
Holding one-on-one dinners or brokering meetings
Stage # 3--- Programmatic
Participating in advisory panels, board meetings
Applying for /requesting funding
Stages of Brokering Continued
Stage #4 --- Collaborative
Establishing long term strategic partnerships
Helping to merging organizations
Creating consortia
Implementing joint projects
Stage #5 --- New Business Creation
Developing new legislation
Developing new products
Developing new distribution systems
Market Segments
Government/ Department of Education --grants and contracts
Government/ Other agencies --- educationrelated grants and contracts
For profit and non-profit business --- Strategic
partnerships, mergers, acquisitions
Philanthropies --- grants and contracts
Private investment --- venture capital
MATRIX
Timeline
Board Meeting in DC
Present to Board a progress report on our thinking and collect additional
suggestions.
June 3-4 Planning Meeting in Denver
Further develop brokering ideas and begin development of business plan
proposal.
June –July
Conduct research and develop business plan for the initiative(s)
July 17-18Board Meeting in Honolulu
Present business plan to Board and make decision
July-September
Launch initiative (s)
September9 Board Meeting in DC
Review status
November 20-21
Retreat in Arizona
Implement, review and develop future options
Immediate Tasks
For each market segment determine current
stage
Identify desired stage for next three years
Develop specific plan for each segment for next
three years
Assess plans using the four evaluative criteria
Make proposal to board at July
Comprehensive Legislative
Campaign
Progress Report
Board of Directors Meeting
May 7, 2003
Compelling Factors
Proposed Budget Cuts
SERP (Strategic Education Research
Partnership)
Gap in ESRA
Foundation for next reauthorization
Goals
1.
2.
3.
4.
5.
6.
Support
Champions
Partnerships
Case
Visibility
Message
Campaign Elements
Legislation
Kickoff
Allies
Champions
Communications
Guiding Principles
Protects and expands current programs
Stimulate demand for our member
services
Has media appeal
Supports some ED goals (eg transform
education into evidence based field)
Gives something tangible to potential
collaborators.
Key Elements
S
Center
Placement
Leadership
Purposes
Current programs
New Programs for demand
New Programs for supply
pecial Activities
Considerations
Timing
Partners
Cost options
Immediate Issues
Should we time this strategy with short term
appropriations needs or take a longer view?
Where should place the national center?
What should we name the national center?
Which partners should we seek and what kinds of
benefits for them should we include in the legislation?
How should we position this legislation with the current
Administration?
How should we position this effort relative to the past
and future reauthorizations?
How much will it really cost?
How does this effort relate to the Business Development
initiative?
What more does the Board need to know in order to
make a go/no-go decision?
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