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STRATEGIC PLAN
REVISED
2007 – 2012
MASBO Strategic Planning Committee Members
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Mary Jane Handy
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James Jolicoeur
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Paul Schaefer
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Business Manager
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Assistant Superintendent
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Business Administrator
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Pathfinder Regional Vocational Technical High School
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Marlborough Public Schools
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King Philip Regional School District
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240 Sykes Street
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17 Washington Street
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18 King Street
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Palmer, MA 01069
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Marlborough, MA 01752
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Norfolk, MA 02056
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INTRODUCTION
This document represents the strategic plan for the Massachusetts Association of School Business Officials (MASBO). This is a continuation of the long range direction of the organization established in 2002 and provides a clear focus for future pursuits by identifying priorities for improvement.
Strategic planning is a process for creating an organization’s preferred future. It is a long-range planning process for organizational growth, renewal and transformation. The plan provides a framework for improving programs, management functions, and evaluation of an organization’s progress.
Strategic planning helps organizations think and act strategically, develop effective strategies, clarify future directions, establish priorities, improve organizational performance, build teamwork and expertise, and deal effectively with a rapidly changing environment.
The strategic planning process involves a series of steps that moves an organization through:
- analyzing relevant external trends and their implications;
- assessing organizational capacity to manage external change;
- developing a mission, vision, and guiding beliefs;
- establishing goals/objectives and action plans designed to move the organization to where it wants to be;
- setting a strategic direction to follow to achieve its mission and objectives;
- communicating its mission, beliefs, and goals/objectives to all stakeholder groups;
- implementing action plans it has developed; and
- monitoring progress, solving problems, and renewing action plans.
Organizations implement strategic planning to effectively deal with change in a proactive, rather than reactive manner by establishing a common purpose, a sense of direction, priorities for change, and a blueprint for action. This plan presents an analysis of the organization’s strengths and weaknesses as well as opportunities and threats anticipated by emerging trends and changing conditions. Based upon this understanding and analysis, the strategic plan defines the mission, vision, guiding beliefs, and goals and objectives which will guide the work of MASBO during the next five years.
This revised strategic plan is the result of a review process conducted by members of an ad hoc Strategic Planning Committee and with the collaboration and approval of the Board of Directors of MASBO.
MISSION STATEMENT:
The Massachusetts Association of School Business Officials is a professional organization that enables school business officials to contribute to the education of students in their school districts.
GUIDING BELIEFS:
We believe:
- School business officials perform their duties consistent with the highest ethical standards.
- Professional development is critical to the effectiveness of school business officials.
- Standards and practices for school business officials are important to their success.
- Communication among school business officials is important.
- Technology is an integral tool in the functions of school business officials.
- Involvement of school business officials in MASBO activities is essential to the success of the organization.
- MASBO’s pro-active involvement in the legislative process will result in more effective delivery of educational services.
- Formulation of partnerships with professional, state, regional, and national organizations enhances the effectiveness of the organization.
VISION STATEMENT:
MASBO is an organization of highly skilled school business professionals who effectively carry out the responsibilities of their positions for the betterment of education within the Commonwealth of Massachusetts. The organization promotes the highest professional standards and business practices through professional development programs designed to effectively manage resources to support local education.
GOALS AND OBJECTIVES:
- To strengthen the organization by increasing memberships, establishing partnerships, and expanding school business official’s involvement
1.1 To increase MASBO membership by 15%.
1.2 To increase the involvement of school business officials in MASBO.
1.3 To ensure financial stability by increasing membership, establishing professional development programs, and procuring vendor contributions.
1.4 To develop at least one cooperative project with MASS and MASC.
1.5 To create a new level of membership, “Associate” for members of the Business Office Support Staff who do not qualify for full membership (i.e. Facilities Director, Transportation Coordinator, etc.).
1.6 To develop strategies by which future leaders of MASBO may be identified and recruited.
- To develop and disseminate model school business practices.
2.1 To develop a budget guide for Massachusetts schools using ASBO’s Meritorious Budget Award standard as a model.
2.2 To schedule and conduct workshops on how to implement ASBO’s strategic planning guide for maintaining school facilities.
2.3 To research, establish, and publish recommendations for local financial reporting tools for all school districts.
2.4 To provide a more formal professional consulting source to the membership.
- To provide relevant and effective professional development opportunities for school business officials.
3.1 To develop a program to assist school business officials in becoming certified.
3.2 To develop a program whereby MASBO members can gain re-certification through attendance at MASBO sponsored activities.
3.3 To provide knowledge to new school business officials relevant to the responsibilities and requirements of their position.
3.4 To develop a series of half-day workshops specifically devoted to a particular function that would be meaningful and educational to other members of the Business Office Support staff (Payroll, Personnel, Payables & Purchasing, etc.)
- To develop a fully functional, bi-directional medium of communication.
4.1 To enhance MASBO’s professional reputation by expanding partnerships with other organizations including, but not limited to: MASS, MASC, MGFOA, IG, DOE, AND DOR.
4.2 To increase the awareness of the educational community as to the importance of a professional credentialed business administrator. (Note the increased appointments of “unqualified” candidates).
4.3 To inform the members of the Association of pending or amended legislation, and other information pertinent to their jobs.
4.4 To solicit input from the membership and to propose new legislation relevant to school business affairs.
- To develop a recruiting program for “Future” School Business Administrators.
5.1 To develop a DOE approved program authorized and operated by MASBO for the certification of school business officials.
5.2 To provide school district personnel with information and other types of outreach in order to attract any qualified professionals that may be interested in transitioning in to the position of School Business Administrator.
5.3 To conduct an outreach program with area colleges and universities that offer business and administrative degrees.
5.4 To endorse and participate in School-to-Career and Internship opportunities and activities in our high schools.
5.5 To promote diversity within MASBO by providing assistance to all who desire to become a school business administrator.
- To explore the purchasing of an office property for MASBO to establish a resource center.
6.1 To stabilize the equity position of the Association.
6.2 To provide an income source for the Association by renting out space to other organizations or entities.
6.3 To provide sufficient classroom space to allow the Association to conduct small meetings, seminars and conferences without having to rent space from an outside source.
6.4 To locate a site that is most advantageous to the membership of the Association.
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