Strategic Plan
ALASBO Strategic Plan
ALASBO will be working on an updated Strategic Plan when post-COVID-19 circumstances allow.
Theme 1 – Professional Development
- Membership Survey and Evaluations
- The Professional Development committee will review the conference evaluation forms to ensure they accurately and effectively ask participants about what they need to become better, more efficient employees.
- The Professional Development committee will achieve 75% participation in annual conference evaluations by utilizing effective participation incentives.
- The Professional Development committee will utilize data from evaluations to propose and determine professional development needs for both ongoing training and future conferences.
- Power Lunches
- ALASBO will provide no less than nine power lunches annually, directly based on the input received from membership surveys and evaluation.
- School Business Academy
- Continue offering the academy at capacity of 15 per year.
- Mentorships
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- ALASBO will develop a job description for mentors by December 31, 2015.
- ALASBO will assign a mentor to each new ALASBO member within one month of membership.
- Mentors will engage with mentees monthly based on ALASBO’s calendar of training and the school business calendar.
- Mentors will report to a Mentor Facilitator quarterly on mentor/mentee meetings, so that information about mentorship activity can be recorded.
- Annual Conference
- Increase annual conference participation by 25% within the next five years.
- Investigate awarding CEU credit for annual conference sessions.
- Increase marketing of conference to partnering associations.
- Support for Professional Development
- Continue to solicit vendor support so members can attend conferences. (Goal is enough financial support for at least one member annually to attend ASBO International and ALASBO Summer Leadership.)
- Continue to financially support attendance of ALASBO officers at ASBO International and ASBO Leadership.
- Encourage member attendance at ASBO International conference by providing regular updates on ASBO activities and providing ALASBO member activities for those attending the ASBO conference.
- Provide at least one study group series annually to support members preparing to take the ASBO SFO certification exam.
- Provide regular information through the website, email and newsletter to encourage members to take the ASBO SFO certification exam.
- Provide regular information through the website, email and newsletter about training that may be relevant to members.
Theme 2 – ALASBO will be THE Resource for School Business Best Practices
- Legislative Engagement
- Legislative Committee members will visit at least 80% of legislators (or appropriate staff) annually, primarily during the Legislative Fly-In.
- ALASBO Improvement Model (AIM) Development
- ALASBO will develop resources to support at least one new AIM module per year.
- For each AIM module developed to include supporting resources, ALASBO will identify and develop a peer-review team to be available for district level reviews.
- Peer reviews will occur at a rate of no less than two and up to five annually.
- Data Review Protocol
- ALASBO will create a data review protocol to respond to data gathering requests from legislators or other entities within 2-5 years. This will include identifying a team of subject matter experts and developing a response plan for timely review of data requests.
- ACSA Joint Position Statements
- ALASBO will participate annually in the development, data analysis and approval process for ACSA Joint Position Statements.
Theme 3 – Sustainability
- Partnerships
- Executive Director will communicate to membership annually on key partnerships and their benefit to ALASBO.
- ALASBO will work with ACSA, AASB, ASBO and other relevant entities to share resources. For example, this could include increasing presence during legislative session, sharing resources on newsletters, co-developing reports, being active on partnering entity Boards of Directors, increasing ALASBO participation on Ed Connector, continued promotion and participation in ASBO conferences.
- Sources of Revenue
- Identify no less than five new districts to market pcard program to annually.
- Increase ALASBO corporate sponsorships by performing the following:
- no later than December of 2015, identify base-line data of revenue from current sponsorships
- no later than February 15 annually, outline annual targets for number of sponsors and sponsor revenue for the following year
- research and solicit sponsorships according to targets.
- Membership
- Increase ALASBO membership by performing the following:
- no later January of each year, identify base-line data of membership data including: position title, time in career, district information, proposed tenure/retirement date and any other data that may prove useful to future planning for ALASBO
- no later than February of each year, outline membership targets for the following year
- research and solicit potential members according to targets.
- Increase ALASBO membership by performing the following:
- Membership Development
- ALASBO will establish a “New Member Committee” to perform the following each year:
- identify an ALASBO member who has been in his/her career area for 1-3 years
- solicit interest in ALASBO Board or Committees and nominate to Board or committees accordingly.
- ALASBO will establish a “New Member Committee” to perform the following each year:
Adopted October 2015