Progress Report
Board of Directors Meeting
May 7,2003

Tim Waters, Ericka Miller, Chris Dwyer, Wes Hoover,
Bob McLaughlin, John Kofel, Jim Kohlmoos, Adie
Becker

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).


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

Amount of time to implement
Cost of creating the opportunity
Return on investment for members
Return on investment for NEKIA

the most vital, value added type of service that NEKIA could provide members would be in the form of brokering relationships

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

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

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

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

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

Progress Report
Board of Directors Meeting
May 7, 2003

Proposed Budget Cuts
SERP (Strategic Education Research
Partnership)
Gap in ESRA
Foundation for next reauthorization

1.
Support
2.
Champions
3.
Partnerships
4.
Case
5.
Visibility
6.
Message

Legislation
Kickoff
Allies
Champions
Communications

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.

Center
Placement
Leadership
Purposes
Current programs
New Programs for demand
New Programs for supply
S pecial Activities

Timing
Partners
Cost options

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 ?