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NEOA Strategic Plan

Click here to download the NEOA strategic plan for 2010-2015 (PDF)

Click here to download the draft strategic plan for 2016-2021 (PDF)

The NEOA Strategic Plan is divided into five sections:

Goal 1: Strengthen and support state associations

  • 1.1 Create regional structures to enhance coordination with states
    • Create a menu professional development workshops/trainings available to state organizations or board members
    • Formalize training for the policy seminar for New England state team leaders
    • Continue state initiative grant process and COE grant proposal process

  • 1.2 Conduct annual assessment of state association (i.e. state report cards)
    • Develop a survey sent to all state members to assess needs and satisfaction of NEOA services
    • Help states respond to COE state report card

  • 1.3 Develop strategies that strengthen states ability to meet their individual goals and objectives
    • Identify a goal with each state each year to help with a specific need.
    • Strategic planning for outreach to new members of Congress

  • 1.4 Dedicate appropriate resources in support of strategy implementation to strengthen and support state associations
    • Strategic planning for a dedicated advocacy budget for outreach to newly elected members of congress
    • Strategic planning for a dedicated state initiative budget
    • Coordinate information sharing from COE and NEOA – i.e. clearinghouse or website

Goal 2: Provide Professional Learning Opportunities for Membership

  • 2.1 Identify and assess professional learning needs of membership (i.e. annual survey)
    • Summarize evaluations from annual conference
    • Collect information at program round tables
    • Broadly survey members annually using accessible online tool in order to capture needs/trends including those who may not have attended conference in prior year

  • 2.2 Develop comprehensive Professional development activities to meet member needs
    • Establish vision for professional development
    • Use assessment information from 2.1 to plan professional development activities that meet needs of membership
    • Consult/coordinate with technology chair & access concerns chair to make sure needs of specific audiences are considered

  • 2.3 Provide professional development opportunities that are responsive to the needs of Educational Opportunity Programs (EOP)
    • Implement professional development activities including annual conference, professional development days & leadership institute
    • Coordinate with individuals willing to chair professional development days
    • Event chairs provide registration confirmation information to the membership chair to determine if participants are NEOA members
    • If applicable, coordinate technology needs of professional development activities

  • 2.4 Maximize technology as a vehicle for information gathering and dissemination
    • Send information to listserve and post on website
    • Develop and explore online survey options

  • 2.5 Distribute membership materials to Education Opportunity Personnel and new hires
    • Distribute membership materials to new programs and new hires
    • Call new directors and programs to provide information about NEOA and its professional development activities

Goal 3: Foster Leadership within NEOA

  • 3.1 Define and publicize various leadership opportunities within NEOA
    • Provide information on leadership opportunities and benefits at each professional development day and state conference
    • Immediate Past-President to discuss opportunities for leadership as part of soliciting nominations for officer positions
    • Cultivate future leaders at state and regional conferences
    • Promote leadership positions in newsletter and online

  • 3.2 Encourage board members to identify, recruit and mentor individuals for Board leadership roles
    • Leadership workshops at NEOA annual and state conference
    • Promote leadership opportunities at newcomers reception

  • 3.3 Encourage the involvement of Leadership Institute alumni with NEOA
    • Maintain list and develop listserve of Leadership Institute Alumni
    • President and Past-President attend Leadership Institute to encourage importance of Board Leadership

  • 3.4 Provide leadership opportunities to staff with five plus years in TRIO/GEAR UP with the goal of reengagement in NEOA
    • Identify veteran staff
    • Develop workshops for veteran staff
    • Develop speaking opportunities for veteran staff

  • 3.5 Develop and promote leadership opportunities for state and regional board positions
    • Promote COE Leadership Summit in March as leadership opportunity
    • Conduct the NEOA Leadership Institute
    • Promote the Leadership Institute at state association conferences and the NEOA annual conference
    • Encourage attendees of NEOA Newcomers reception to consider getting involved with the state and regional association

Goal 4: Build and strengthen NEOA’s Financial & Organizational Resources

  • 4.1 Create and maintain a reserve equal to one-half of annual expenses
    • Establish annual budget reflecting goals and priorities
    • Analyze annual budget and calculate amount of reserve needed
    • Monitor, reconcile and report fiscal status on a monthly basis
    • Conduct monetary transactions – i.e. opening certificates of deposit and other forms of investment

  • 4.2 Create an annual development plan to support NEOA activities each year
    • Establish annual development goal with president initiating and following through with contacts
    • Represent Association in public arena to potential funders to identify and cultivate contacts
    • Provide information and local contacts as appropriate to review and contribute to development plan

  • 4.3 Explore new revenue generating activities to increase NEOA visibility in New England
    • Task Board to brainstorm and select new ideas at board meetings each year
    • Implement new ideas as appropriate

  • 4.4 Develop and implement a marketing plan for NEOA
    • Identify target audiences
    • Develop customized messages to reach target audiences
    • Review and revise existing materials and medias
    • Evaluate effectiveness and results of marketing plan

Goal # 5: Strengthen NEOA's capacity to advocate on behalf of TRIO/Gear Up students and programs

  • 5.1 Review existing committee structures and revise bylaws if necessary to ensure strong advocacy efforts
    • Conduct annual transition meeting to assess existing committee structures and by-laws to determine if they meet advocacy goals
    • Develop advocacy goals
    • Charge committees to address advocacy goals

  • 5.2 Provide information and training to promote link between state and national advocacy issues
    • Provide training on seasonally pertinent political issues
    • States identify needs and write State Initiative grant applications to address those needs
    • Provide training prior to policy seminar for policy seminar state leaders

  • 5.3 Expand TRIO/Gear Up alumni presence in NEOA to assist advocacy efforts
    • Promote alumni presence at conference and policy seminar
    • Increase contacts by 5% in alumni database and through social network presence on web
    • Have state initiative grant focused on alumni issues and identification

  • 5.4 Facilitate and support attendance of members and alumni at state and national advocacy events
    • Hold alumni events at the regional conference and throughout the year
    • Publicize regional, state and national TRIO alumni events