NEKIA Business NEKIA Business DevelopmentDevelopment

Progress ReportProgress ReportBoard of Directors MeetingBoard of Directors Meeting

May 7,2003May 7,2003

Task Force MembersTask Force Members

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

Becker Becker

ChargeChargeTo 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).

ConsiderationsConsiderations                Complements and does not distract from NEKIA’s current and Complements and does not distract from NEKIA’s current and

future government relations program.future government relations program.                Adds clear value to participating members’ effortsAdds clear value to participating members’ efforts                Is financially viable and self supportingIs financially viable and self supporting                Is fully compatible with NEKIA mission and valuesIs fully compatible with NEKIA mission and values                Has strong potential of improving members’ competitivenessHas strong potential of improving members’ competitiveness                Focuses on a realistic time frame such as three yearsFocuses on a realistic time frame such as three years                Is more cost effective to do it as a group rather than as Is more cost effective to do it as a group rather than as individual organizations.individual organizations.                Does not have a high degree of financial or reputational risk.Does not have a high degree of financial or reputational risk.                Helps to strengthen NEKIA financial viability (generates Helps to strengthen NEKIA financial viability (generates additional revenues that contribute to overhead). additional revenues that contribute to overhead).                 Promotes collaboration within the trade association.Promotes collaboration within the trade association.                Helps members diversify revenuesHelps members diversify revenues                Appeals to new members and retain current membersAppeals to new members and retain current members

CriteriaCriteria

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

PRIMARY FOCUSPRIMARY FOCUS……the most vital, value added type of service the most vital, value added type of service

that NEKIA could provide members would be in that NEKIA could provide members would be in the form of brokering relationshipsthe form of brokering relationships

Stages of Brokering ActivityStages of Brokering Activity

Stage #1 --- InformationalStage #1 --- InformationalConducting market researchConducting market researchAttending conferences and informational meetingsAttending conferences and informational meetingsPackaging NEKIA and its membersPackaging NEKIA and its members  Stage #2 --- IntroductoryStage #2 --- IntroductoryConvening introductory brokering forumsConvening introductory brokering forumsHolding one-on-one dinners or brokering meetingsHolding one-on-one dinners or brokering meetings  Stage # 3--- ProgrammaticStage # 3--- ProgrammaticParticipating in advisory panels, board meetingsParticipating in advisory panels, board meetingsApplying for /requesting fundingApplying for /requesting funding  

Stages of BrokeringStages of Brokering ContinuedContinued  Stage #4 --- CollaborativeStage #4 --- CollaborativeEstablishing long term strategic partnershipsEstablishing long term strategic partnershipsHelping to merging organizationsHelping to merging organizationsCreating consortiaCreating consortiaImplementing joint projectsImplementing joint projects  Stage #5 --- New Business CreationStage #5 --- New Business CreationDeveloping new legislationDeveloping new legislationDeveloping new productsDeveloping new productsDeveloping new distribution systems Developing new distribution systems

Market SegmentsMarket SegmentsGovernment/ Department of EducationGovernment/ Department of Education --- --- grants and contractsgrants and contractsGovernment/ Other agenciesGovernment/ Other agencies --- education- --- education-related grants and contractsrelated grants and contractsFor profit and non-profit businessFor profit and non-profit business --- Strategic --- Strategic partnerships, mergers, acquisitionspartnerships, mergers, acquisitionsPhilanthropiesPhilanthropies --- grants and contracts --- grants and contractsPrivate investment --- venture capitalPrivate investment --- venture capital

MATRIX MATRIX

TimelineTimelineBoard Meeting in DCBoard Meeting in DCPresent to Board a progress report on our thinking and collect additional Present to Board a progress report on our thinking and collect additional suggestions.suggestions.  June 3-4June 3-4 Planning Meeting in DenverPlanning Meeting in DenverFurther develop brokering ideas and begin development of business plan Further develop brokering ideas and begin development of business plan proposal.proposal. June –JulyJune –JulyConduct research and develop business plan for the initiative(s)Conduct research and develop business plan for the initiative(s)  July 17-18Board Meeting in HonoluluJuly 17-18Board Meeting in HonoluluPresent business plan to Board and make decision Present business plan to Board and make decision   July-September     July-September     Launch initiative (s) Launch initiative (s)   September9 Board Meeting in DCSeptember9 Board Meeting in DCReview statusReview status  November 20-21November 20-21 Retreat in ArizonaRetreat in ArizonaImplement, review and develop future optionsImplement, review and develop future options

Immediate TasksImmediate Tasks

For each market segment determine current For each market segment determine current stage stage Identify desired stage for next three yearsIdentify desired stage for next three yearsDevelop specific plan for each segment for next Develop specific plan for each segment for next three years three years Assess plans using the four evaluative criteriaAssess plans using the four evaluative criteriaMake proposal to board at JulyMake proposal to board at July   

Comprehensive Legislative Comprehensive Legislative CampaignCampaign

Progress ReportProgress Report

Board of Directors MeetingBoard of Directors MeetingMay 7, 2003May 7, 2003

Compelling FactorsCompelling Factors

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

GoalsGoals

1.1.            SupportSupport 2.2.            Champions Champions 3.3.            PartnershipsPartnerships 4.4.            CaseCase 5.5.            VisibilityVisibility 6.6.            MessageMessage

Campaign ElementsCampaign ElementsLegislationLegislationKickoffKickoffAlliesAlliesChampionsChampionsCommunicationsCommunications

Guiding PrinciplesGuiding Principles                Protects and expands current programsProtects and expands current programs       Stimulate demand for our member        Stimulate demand for our member servicesservices       Has media appeal       Has media appeal       Supports some ED goals (eg transform        Supports some ED goals (eg transform education into evidence based field)education into evidence based field)      Gives something tangible to potential       Gives something tangible to potential collaborators. collaborators.

Key ElementsKey ElementsCenterCenterPlacementPlacementLeadershipLeadershipPurposesPurposesCurrent programsCurrent programsNew Programs for demandNew Programs for demandNew Programs for supplyNew Programs for supply

SS pecial Activitiespecial Activities

ConsiderationsConsiderations

TimingTimingPartnersPartnersCost optionsCost options

Immediate IssuesImmediate IssuesShould we time this strategy with short term Should we time this strategy with short term appropriations needs or take a longer view?appropriations needs or take a longer view?Where should place the national center?Where should place the national center?What should we name the national center? What should we name the national center? Which partners should we seek and what kinds of Which partners should we seek and what kinds of benefits for them should we include in the legislation?benefits for them should we include in the legislation?How should we position this legislation with the current How should we position this legislation with the current Administration?Administration?How should we position this effort relative to the past How should we position this effort relative to the past and future reauthorizations?and future reauthorizations?How much will it really cost?How much will it really cost?How does this effort relate to the Business How does this effort relate to the Business Development initiative?Development initiative?What more does the Board need to know in order to What more does the Board need to know in order to make a go/no-go decisionmake a go/no-go decision? ?