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2018-2020Strategic Plan and BudgetPresented to the Representative Assembly July 2018

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National Education Association

The National Education Association is the nation’s largest professional employee organization, representing 3 million elementary and secondary teachers, higher education faculty, education support professionals, school administrators, retired educators, and students preparing to become teachers.

NEA Executive Officers

Lily Eskelsen García, President

Rebecca S. Pringle, Vice President

Princess R. Moss, Secretary-Treasurer

John C. Stocks, Executive Director

Reproduction: No part of this report may be reproduced in any form without written permission from NEA, except by NEA affiliated associations and mem-bers. Address inquiries to NEA Executive Office, 1201 16th St., N.W., Washington, DC 20036-3290; (202) 822-7000.

Published June 2018

Copyright © June 2018 by the National Education Association

All Rights Reserved

2018–2020Strategic Plan and Budget

Presented to the Representative Assembly July 2018

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Table of Contents

The NEA Vision, Mission, and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Report of the Program and Budget Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2018–2020 Strategic Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Budgeted Full Time Equivalent Members and Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

S1: Increase Educator Voice, Influence, and Professional Authority . . . . . . . . . . . . . . . . . . . 9

S2: Recruit and Engage New and Early Career Educators . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

S3: Advance Racial Justice in Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

S4: Provide Professional Supports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

S5: Secure the Environment to Advance the Mission of the NEA and its Affiliates . . . . . . 22

S6: Enhance Organizational Capacity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

E1: Enterprise Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Budget Financial Line Item Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Total Budget Comparisons by Line Item . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Appendices

Appendix A: Recoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Appendix B: Highlights of The NEA Foundation’s Programs. . . . . . . . . . . . . . . . . . . . . . 48

Appendix C: Governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Appendix D: How Your 2016–2018 Dues Dollars are Allocated— Active Teaching Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Appendix E: How Your 2016–2018 Dues Dollars are Allocated— Education Support Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

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THE NATIONAL EDUCATION ASSOCIATION

We, the members of the National Education Association of the United States, are the voice of education professionals. Our work is fundamental to the nation, and we accept the profound trust placed in us.

OUR VISION

Our vision is a great public school for every student.

OUR MISSION

Our mission is to advocate for education professionals and to unite our members and the nation to fulfill the promise of public education to prepare every student to succeed in a diverse and interdependent world.

OUR CORE VALUES

These principles guide our work and define our mission:

Equal Opportunity. We believe public education is the gateway to opportunity. All students have the human and civil right to a quality public education that develops their potential, independence, and character.

A Just Society. We believe public education is vital to building respect for the worth, dignity, and equality of every individual in our diverse society.

Democracy. We believe public education is the cornerstone of our republic. Public education provides individuals with the skills to be involved, informed, and engaged in our representative democracy.

Professionalism. We believe that the expertise and judgment of education professionals are critical to student success. We maintain the highest professional standards, and we expect the status, compensation, and respect due all professionals.

Partnership. We believe partnerships with parents, families, communities, and other stakeholders are essential to quality public education and student success.

Collective Action. We believe individuals are strengthened when they work together for the common good. As education professionals, we improve both our professional status and the quality of public education when we unite and advocate collectively.

The National Education AssociationVision, Mission, and Values

Adopted at the 2006 NEA Representative Assembly

Lily Eskelsen GarcíaPresident

Rebecca S. PringleVice President

Princess R. MossSecretary-Treasurer

John C. StocksExecutive Director

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The 2018–2020 Strategic Plan and Budget

IntroductionTo realize our vision of great public schools for all students and to effectively advocate for education professionals and unite our members and the nation for public education, the success of our organization over the near and long-term future depends on our work in three areas: Capacity, Opportunity, and Defense. Capacity is the foundation for growth and strength of the organization, and critical to achieving our goal and priorities. Without constantly growing our member base, we cannot thrive. And without providing a strong association that meets the needs and desires of our members, they will not stay. Opportunity is the advancement of our priorities, and the ability of our members to achieve their personal and collective goals. Defense is the constant protection of our union, and of public education broadly. While the need to emphasize Capacity is constant over time, the relative emphasis of Op-portunity and Defense changes with the social and political climate of the country. At this time, the need for Defense is strong, so while we will never stop advancing our goals and those of our members, there is increased emphasis on protection—protecting our identity, protecting our members, and protecting our public education system and the millions of children it serves. And, as we seek to clarify our organizational value to a population of members who are faced with a choice to join with their union, reflecting member value proposition that is rooted in our opportunities is timely and critical. It is clear that a balance between seizing opportunities to reflect members’ professional desires and securing the environment necessary to thrive as a union is critical. Additionally, we must also resource the most essential of association operations to continue to run the organization.

To that end, the 2018–2020 Strategic Plan and Budget represents the organization’s plan to thrive within the current challenging political reality. This two-year plan and budget is built upon our need to:

• Makestrategicinvestmentsinopportunities;

• Continuetomitigateagainsttheexternalthreats;

• Andexpandourinternalcapacitybybuildingonouramazingstrengths.

Opportunity: Advancing an OffenseHow do we achieve what we aim to achieve? How do our members do the same? Seizing opportunities to move the ball forward is crucial, as it is our offensive work that allows our members to say, “My association understands what I care about and joins alongside me to get what we need for our students, schools, and professions.” The pri-ority initiatives that comprise our 2018–2020 opportunities focus on:

• Increasing Educator Voice, Influence, and Professional Authority

• Recruiting and Engaging New and Early Career Educators

• Advancing Racial Justice in Education

• Providing Professional Supports

Defense: Secure the Environment to Advance the Mission of the NEA and its AffiliatesWhat are we up against, and how do we fight it? The threats to the existence of public education as we know it have never been higher. This strategic initiative intends to use all available means, including organizing, legal, legisla-tive, electoral, and collective action, to secure the environment necessary to protect the rights of students and edu-cators, and the future of public education.

Capacity: Building Lasting Growth and StrengthAre we big enough and strong enough to achieve our mission? That is the question we must grapple with, and of course, the answer is always “no”. With an ever-growing population, and with the threats looming large, we will always need to be vigilant about ensuring that we have a large member base that provides us with the financial, technological, and human resources to achieve our vision of a great public school for every student. And, we must be the strong organi-zation that our member base needs us to be by improving our organizational capacity and our human capacity.

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The 2018–2020 Strategic Plan and Budget

Introduction (continued)

Enterprise Operations: On-going Efficiency and EffectivenessThere are certain functions of our organization that are necessary and constant and, in this two-year cycle, they have been consolidated into one area for prioritization and focus: Enterprise Operations. Included in this area are functions that are required to “keep the lights on,” such as building maintenance, accounts receivable, and human resources. Additionally, there are areas that undergird all functions and support the advancement of growth and strength, including leadership, communications, and legal services.

A Strategic Plan and Budget serves as an organization’s roadmap to navigate the anticipated challenges, as well as address the unanticipated events and forces with a certain nimbleness. This plan includes a prioritization of initia-tives and tactics to meet the political realities of the country. It offers clarity on what we will do and how we will do it. Most importantly, it reflects how we will continue to build Capacity to ensure we have a strong foundation from which to Defend and protect our members and public education, and capitalize on Opportunities to advance our important mission for the future that our members, their students, and the nation need and want for their schools, worksites, and communities.

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Report of the Program and Budget Committee

The NEA Program and Budget Committee (“The Committee”) unanimously recommends the proposed Strategic Plan and Budget for 2018–2020 to strengthen NEA’s commitment to our mission, vision, and core values. In completing its work, the Committee considered the current economic, political, and policy circumstances, NEA’s internal processes, and contributions from the broadest possible range of leaders and stakeholders across the organization. The Committee makes its recommendation with full confidence that the NEA has the right resources focused and aligned in the right ways to lead the growth and strength of the Association in turbulent times.

It is not possible to review the budget and the work that went into it without acknowledging the specter of an adverse decision in the pending case before the U. S. Supreme Court, Janus v. AFSCME. To prepare for the potential of a negative decision, the Committee anticipated a total revenue loss of $50 million over the two years.

In this light, the Committee strove from the outset for clarity and focus. That work commenced even before the RA approved the 2017–2018 budget modifications, as the Board of Directors engaged in interactive SWOT activities—assessing our Strengths, Weaknesses, Opportunities, and Threats—beginning at the May Board meeting and continuing through the summer. With this data and direction, the NEA Cabinet undertook a rigorous, collective process to draft a new strategic framework reflecting the current reality and the challenging future. In August, the Executive Committee modified the draft framework, and the Board of Directors adopted the current Strategic Framework at the October meeting.

The new resulting Strategic Plan and Budget is more focused and more strategic than ever, and it provides achievable and measurable goals. The six Strategic Objectives include four opportunities for investment for growth and strength:

• Identifyandorganizenewandearlycareereducators;

• Liftandamplifyeducatorvoice;

• Advanceracialjusticeineducation;and

• Buildasystemofprofessionalsupports.

A fifth objective will maintain the defense we need and must have, and it includes electoral strategies, legislative and regulatory strategies, and legal defense. The sixth objective is to build capacity across the enterprise—specifically to support capacity development in affiliates in five targeted areas: organizing, technology, leadership development, fiscal health, and partnerships. Undergirding all of this work, the Framework identifies Enterprise Operations—those essential functions necessary for a high performing organization to thrive.

Throughout the process, the Committee identified the need for clarity, focus, and alignment. It also recognized the importance of looking forward for inspiration. The NEA cannot rely solely on the strategies we have used in thepast;toprepareforthefuture,wemustactnowwithstrategicfocustoorganizeforthegrowthandstrengthof our association and the voice and authority of our members to advocate for their students. From the national headquarters to our smallest local, our futures are tied together and dependent on our ability to act collectively to strategically focus on opportunities for growth and strength. Quite simply, we rise or fall together.

Chairperson Princess Moss, Secretary-TreasurerVice Chairperson Becky Pringle, Vice President

Members: Joshua Brown, Director from Iowa Amber Gould, Director from Arizona James Frazier, ESP Director At-Large, New Jersey Robert Rodriguez, Director from California Amy Simpson, Director from Wyoming

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2018–2020 Strategic Framework

GoalTo achieve our mission, and realize our vision of a great public school for every student, we, the NEA, will grow and strengthen our Association and promote quality public education by:

• advancingopportunitiesthatwillidentify,organize,andengagenewandearlycareereducators;amplifythevoicesofalleducators;supportourmembers’professionalgrowth;andpromotesocialjusticeforourstudents,ourcommunities,andournation;

• securingapro-publiceducationenvironmentforstudents,educators,andfamilies;and

• buildingthecapacityofthelocal,state,andnationaluniontoensurethesuccessofpubliceducation.

Strategic ObjectivesTogrowand strengthenourunion,wewill organizeourmembers around issues that impact teaching andlearningandthelivesofourstudents.Inpartnershipwithouraffiliates,NEAwill:

Increase Educator Voice, Influence, and Professional Authority: Develop and sustain effective structures, processes, and leaders to increase educator influence in decision-making at worksite, district, state, and national levels.

RecruitandEngageNewandEarlyCareerEducators: Identify, recruit, support, and engage new educators in our Association, and connect them with opportunities for professional learning, leadership, and advocacy.

Advance Racial Justice in Education: Support members in advancing racial justice in education and improving conditions for students, families, and communities through, awareness, capacity-building, partnership, and individual and collective action.

Provide Professional Supports: Build a system of Association-convened, educator-led professional learning and supports for all educators across their career continua to ensure student success.

Secure theEnvironment toAdvance theMissionof theNEAand itsAffiliates:Use all available means, including organizing, legal, legislative, electoral, and collective action, to secure the environment necessary to protect the rights of students and educators, and the future of public education.

Enhance Organizational Capacity: Develop and leverage the collective organizational capacity across our Association that is necessary to advance the mission of the NEA and its affiliates, with particular focus on organizing, technology, fiscal health, leadership development, and internal and external partnerships.

Enterprise OperationsOngoing functions across the enterprise that support the strategic objectives, build lasting strength, and sustain the organizational infrastructure.

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Budgeted Full Time Equivalent Members and Revenue

Modified Proposed Proposed Members 2017–18 2018–19 2019–20

Active – Teaching Professionals 1,705,000 1,574,000 1,449,000 Active – Education Support Professionals 295,000 271,000 246,000 Active – Life 40,200 38,600 38,600 Agency Fee 31,000 – – Retired – Annual 97,000 97,000 97,000 Retired – Life 215,000 221,000 221,000 Subscriber 13,000 13,000 13,000 Reserve and Staff 3,600 4,750 4,750 Student 54,000 45,500 45,500

TotalMembers 2,453,800 2,264,850 2,114,850

Revenue Active – Teaching Professionals $ 322,245,000 $ 302,208,000 $ 282,555,000 Active – Education Support Professionals 34,072,500 31,571,500 29,151,000 Active – Life – – – Agency Fee 5,859,000 – – Retired – Annual 3,395,000 3,395,000 3,395,000 Retired – Life 1,250,000 1,250,000 1,250,000 Subscriber 65,000 65,000 65,000 Reserve and Staff 298,800 402,275 407,675 Student 810,000 682,500 682,500 Subtotal 367,995,300 339,574,275 317,506,175

Other Income and Adjustments 590,000 620,000 620,000 NEA Foundation Endowment Fund (1,885,300) (1,711,875) (1,574,375)

TotalRevenue $ 366,700,000 $ 338,482,400 $ 316,551,800

2017–18DuesDetermination(Modified)*The 2016–17 average annual salary of classroom teachers, as determined by NEA research, was $59,019 and the 2016–17 average annual salary of education support professionals, as determined by NEA Research was $32,693.

2018–19DuesDetermination(Proposed)*The 2017–18 average annual salary of classroom teachers, as determined by NEA research, is projected to be $60,180 and the 2017–18 average annual salary of education support professionals, as determined by NEA Research is estimated to be $33,465.

2019–20DuesDetermination(Preliminary)*The 2018–19 average annual salary of classroom teachers, as determined by NEA research, is projected to be $61,110 and the 2018–19 average annual salary of education support professionals, as determined by NEA Research is estimated to be $33,930.

Based upon these average salaries, the dues for Modified Proposed Proposed 2018–19 and 2019–20 will be: 2017–18 2018–19 2019–20 Active – Teaching Professionals $ 189.00 $ 192.00 $ 195.00 Active – Education Support Professionals 115.50 116.50 118.50 Retired – Annual 35.00 35.00 35.00 Retired – Life 250.00 250.00 300.00 Reserve and Staff 83.00 84.50 86.00 Subscriber 5.00 5.00 5.00 Student 15.00 15.00 15.00 Dues allocation to UniServ 32.00 33.00 34.00

* Dues are determined based upon Bylaw 2-a.

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Strategic Objective 1: Increase Educator Voice, Influence, and Professional Authority

Develop and sustain effective structures, processes, and leaders to increase educator influence in decision-making at worksite, district, state, and national levels.

Elevating the voice and influence of educators on decisions related to teaching and learning at the state, district, and local levels in alliance with students, parents, and communities is the goal of this objective.

Voice and Influence:The work in this area involves increasing member capacity as messengers, leaders, and activists to demonstrate voice at their schools or worksites and to advance opportunities on behalf of students by providing training in political arenas, e.g., school board and other local offices, communications and professional practice leadership, etc. Work geared towards increasing educator readiness for empowerment also includes improving leaders’ and members’ capacity to engage families and communities in joint efforts to advance student-centered goals at the worksite level. Sustainable educator empowerment is supported by the existence of structural elements that codify the inclusion of educator voice and engagement in the decisions that affect teaching and learning. Work in this area seeks to expand these structures. Of particular interest is leveraging the many provisions of the Every Student Succeeds Act (ESSA) that encourage implementation to include the development of processes, regulations, policies, and joint committees that ensure meaningful and lasting educator involvement through their associations. This work will involve a new emphasis on direct member involvement and local affiliate targeting. In addition this objective will leverage, expand, and enhance national, state, local, and worksite alliances and coalitions between affiliates, educators, communities, families, and other stakeholders in the quest for educator-led, student centered policies and outcomes, and shared-decision making processes that improve teaching and learning.

Work in this objective will include:

• Increasingmembercapacityasmessengers,leaders,andactiviststodemonstratevoiceattheirschoolsorworksites to advance opportunity on behalf of students.

• Inpartnershipwithalliedorganizations,increaseleaders’andmembers’capacitytoengagefamiliesandcommunities in joint efforts to advance student-centered goals at the worksite level.

• Leveraging,expanding,andenhancingnational,state,local,andworksitealliancesandcoalitionsbetweenaffiliates, educators, communities, families, and other stakeholders that seek to achieve educator-led, student-centered policies and outcomes, and shared-decision making processes that improve teaching and learning.

10 NEA 2018–2020 Strategic Plan and Budget

S1: Increase Educator Voice, Influence, and Professional Authority

1 Voice and Influence 2018–2019 2019–2020

1 Increase member capacity as messengers, leaders, and activists to demon- $ 6,383,757 $ 6,383,757 strate voice at their schools or worksites to advance opportunity on behalf of students.

• Builddigitalandothercommunicationtoolstomobilizeandempowerlocal member leaders, help them grow their knowledge and seize oppor-tunities made available via Every Student Succeeds Act (ESSA) in order to improve the quality of practice, build capacity and lead on building a cycle of student success driven by members strengthening their voice—further demonstrating the value of membership.

• Buildusable,easilyunderstoodengagementtoolsformembersinavarietyof roles in their worksites, and support their efforts to successfully build on the narrative of value of their membership with potential members and early career educators.

• IdentifyandrecruitprofessionalpracticeleaderstobetrainedaslocalMySchool, My Voice organizers who incorporate membership growth and local capacity building into their organizing plans.

• Increaseknowledge,engagement,andunderstandingofEveryStudentSucceeds Act (ESSA) by community members, NEA members, and leaders to grow, strengthen member voice at the local and state affiliate level to lead influence and impact policy and practice and improve equity and opportunity for students.

• Maintain,update,anddisseminatetoolsusedtotrackcollective-bargaining developments and assist local affiliates achieving bargaining andlocaladvocacygoals:assistaffiliateswithbargainingstrategy;providetechnical assistance and training on bargaining and advocacy approaches to selected public policy, legislative and contract issues, including advo-cating in a new environment without agency fee.

• Mobilizeeducators,parents,andcommunityleaderstosupportschoolboard policy around the Great Public Schools indicators and Community Schools Pillars in a campaign that includes both membership growth and local capacity building.

• Partnerwithaffiliatestosupportandrecognizemember-leaders’variedroles along a continuum of actions (planned and organic) designed to use the leverage points of Every Student Succeeds Act (ESSA) to influence decision-making to close access and equity gaps.

• Provideandleadstudent-centered,opportunitymessagetrainingtoexplicitly control the narrative, demonstrate union value, improve equity, policy learning, teaching, and practice provided for disciplined messenger voice for messengers, affiliates, ESP members, surrogates, families, and communities.

• Recruitandtraineducatorstorunforlocalofficeandschoolboardstoinfluence and create educator and student friendly policy and legislation.

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S1: Increase Educator Voice, Influence, and Professional Authority

1 Voice and Influence 2018–2019 2019–2020

2 In partnership with allied organizations, increase leaders’ and members’ $ 551,997 $ 551,997 capacity to engage families and communities in joint efforts to advance student-centered goals at the worksite level.

• Leveragesuiteofcommunicationstoolstoliftupandamplifytoexternalaudiences, within NEA membership and activists key partnerships and coalitions that build community investment in driving ESSA-related policy decisions that improve learning and teaching, expand opportunities and improve equity to sway decision makers and to empower members and activists to identify, cultivate, and leverage those same partnerships in their respective communities.

• Useavailablestateandnationalpartnershipstoleveragethedevelopmentof local level capacity to support family and community engagement at the worksite, particularly in communities of color.

03 Leverage, expand, and enhance national, state, local, and worksite alliances 2,443,243 2,443,243 and coalitions between affiliates, educators, communities, families, and other stakeholders that seek to achieve educator-led, student-centered policies and outcomes, and shared-decision making processes that improve teaching and learning.

• AdvanceandpromoteNEA’sstudent-centeredadvocacyandbargainingfor the Common Good initiative (BCG) to activate local affiliates to transform their traditional union bargaining/advocacy from one that is inwardly focused to a process that intentionally focuses on building community alliances and coalitions and collectively identifies common interests to win at the bargaining table.

• Developandsupportpartnershipsaroundissuesoffederalandstatepolicythat strengthen educator voice to improve teaching and learning practices in order to close opportunity gaps.

• Improvememberandaffiliateinfluenceonteachingandlearningdecisionsby supporting the expansion of collaborative structures that foster local-level shared decision making processes among educators in their worksites, parents and community, and school district management that results in common, student-centered goals and increased educator empowerment and voice.

• Inpartnershipwithstateaffiliatesandotherdepartments,supportinter-ested locals in building effective organizing campaigns that grow member-ship, support leadership development, and win specific policies and prac-tices for great public schools through leveraging Every Student Succeeds Act (ESSA).

Direct Cost: 3,846,148 3,846,148

Personnel Cost: 5,532,849 5,532,849

Total: $ 9,378,997 $ 9,378,997

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Strategic Objective 2: Recruit and Engage New and Early Career Educators

Identify, recruit, support, and engage new educators in our Association, and connect them with opportunities for professional learning, leadership, and advocacy.

Enhancing the connection of aspiring, new and early career educators with the local, state, and national Associations is the goal of this objective.

New Educators This strategic objective seeks to partner with state and local affiliates to identify, recruit, and build relationships with aspiring educators through intentional and coordinated programs designed to prepare them for their profession, develop their leadership skills, and provide pathways for them to become professional practice leaders and association activists. Similar partnerships will be cultivated to identify and recruit new educators and early career educators and build relationships with them, support them in their practice, and provide an intentional pathway for them to become association members and leaders and professional practice leaders, who advocate for the necessary teaching and learning conditions for all students to be successful. Competencies outlined in the NEA Competency Framework will be used as the foundation for leadership development initiatives.

Work in ths objective includes:

• Partneringwithstateandlocalaffiliatestoidentify,recruit,andbuildarelationshipwithaspiringeducatorsthrough intentional and coordinated program design that prepares them for their profession, develops their leadership skills based on the NEA Competency Framework, and provides pathways for them to become professional practice leaders and association activists.

• Partneringwithstateandlocalaffiliatestoidentifyandrecruitneweducatorsandearlycareereducatorsandbuild a relationship with them, support them in their practice, provide an intentional pathway to develop them as association leaders (based on the NEA Competency Framework) and professional practice leaders who will grow and strengthen the association to advocate for the necessary teaching and learning conditions for all students to be successful.

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S2: Recruit and Engage New and Early Career Educators

1 New Educators 2018–2019 2019–2020

1 Partner with state and local affiliates to identify, recruit, and build a relation- $ 796,705 $ 796,705 ship with aspiring educators through intentional and coordinated program design that prepares them for their profession, develops their leadership skills based on the NEA Competency Framework, and provides pathways for them to become professional practice leaders and association activists.

• DriveanengagingcontentstrategytoadvancethegoalsoftheNEAAspiring Educators Program through the NEAToday for aspiring educa-tors targeted to prospective and current student members and association leadership in digital platforms.

• Inadditiontolocalchapters,expandbeyondphysicalchaptersandontargeted campuses create a MoveOn-style advocacy community to iden-tify and recruit potential educators and draw students into a relationship with the association that can then be channeled into issue and recruitment programs.

• PartnerwithaffiliatesandlocalstosupportNEAAspiringEducatorProgram chapters to provide NEA-branded resources and supports, including organizing training, with a priority on affiliate organizing programs that connect student teaching programs to active NEA members.

2 Partner with state and local affiliates to identify and recruit new educators 8,783,198 8,783,198 and early career educators and build a relationship with them, support them in their practice, provide an intentional pathway to develop them as association leaders (based on the NEA Competency Framework) and professional practice leaders who will grow and strengthen the association to advocate for the necessary teaching and learning conditions for all students to be successful.

• Developfactsheetsandotherresourcesdescribingthebenefitsandimpor-tance of bargaining and joining NEA.

• Developresourcestohelprecruit,retain,andenhancetheprofessionalstatus of early career educators such as advocating for higher pay and strong health and pension benefits.

• Digitaloutreachandseamlessbridgetoteacherproducinguniversities,including minority serving institutions, to engage aspiring educators in preparation for their profession, develop leadership skills and provide pathways for them to lead organizing when they enter the education profession. Identify and provide training to members who will serve as alumni ambassadors to engage graduating seniors in these universities.

• DriveprospectstojointheAssociation,throughallavailablemeans,tosign up online.

• Expandyear-roundrecruitmentandengagementprogramswithstateandlocal affiliates with tools, resources, and trainings to successfully grow, engage, and retain membership (pre-K–12, Higher Education, Retired, and ESP) through seasonal programs such as Education Summer, the New Educator Recruitment, Engagement, and Supports Campaign, Winter Listening and Engagement Tours, and Spring Early Enrollment.

• Hostaseriesofadvocacy-relatedwebinarsspecifictonewandearlycareereducators to help them become advocates for education/labor causes and impact legislation and policy decisions.

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S2: Recruit and Engage New and Early Career Educators

1 New Educators 2018–2019 2019–2020

• Inpartnershipwithidentifiedtargetedaffiliatesbuildanorganizingmodelfor identifying, recruiting and retaining aspiring, new and early career educators based on racial justice principles. Utilize, test and measure membership growth based on the value proposition of racial justice advocacy.

• PartnerwithNEAandaffiliatestakeholderstoincorporatestateEarlyCareer Educator (ECE) Groups into New Ed and other organizing programs and use New Ed and other organizing programs as strategies to create ECE Groups.

• PartnerwithNEACenterforGreatPublicSchoolsandNEAAffiliatestakeholders on Early Career Learning Labs, Early Career Leadership Institute, Early Career Leadership Fellow, Micro-credentialing and other professional development programs to marry organizing and growth frame to professional development support for pilot sites, and incorporate professional development programming into the existing Early Career Educator (ECE) groups or use to develop ECE groups.

• Providestateandlocalaffiliateswiththeresourcesandresearchtoeffec-tively engage their new and potential members.

• Providesupport,trainingandstrategicplanningsupporttostateswithEarly Career Educator (ECE) Groups, or in the process of developing one, to implement a distributive leadership model that develops early career members to lead on new and early career educator engagement, support and recruitment, including NEA priorities, in their association.

• UseTrainOfTrainers(TOT)frameworktoidentifynew/earlyeducatorstolead the training of racial and social justice content in their state and local affiliates.

• Utilizedigitalanddirectstrategiestoprovideaspiring,newandearlycareer educators with regular communication from their Associations in partnership with state and local affiliates that is customized to their job, interests and needs, educate potential and existing members on the value of membership, and provide support to efforts within growth campaigns.

• Workwithstateaffiliatesonsessionsatstateconferences,specifictonewand early career educators, that focus on becoming advocates for public education.

Direct Cost: $ 5,039,780 $ 5,039,780

Personnel Cost: 4,540,123 4,540,123

Total: $ 9,579,903 $ 9,579,903

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Strategic Objective 3: Advance Racial Justice in Education

Support members in advancing racial justice in education and improving conditions for students, families, and communities through awareness, capacity-building, partnership, and individual and collective action.

Enhancing the advancement of racial justice in education to improve educator practice, along with conditions for students, families, and communities is the goal of this objective.

Racial JusticeIn partnership with NEA affiliates, work in this area seeks to identify and support direct member engagement, mobilization, and activism on racial and social justice. Training, resources, and leadership development will be used to encourage members’ deepened understanding of the application of racial and social justice principles to enhance their practice and create just learning environments. Work in this objective will develop and leverage these partnerships that engage families and communities alongside of educators in advancing a student-centered agenda on racial and social justice. This objective also seeks to raise awareness of the effects of institutional and systemic racism and social inequities, and to provide technical assistance to affiliates working to advance just policies, practices, and budgets. Finally, this objective seeks to integrate a racial justice framework throughout NEA’s programs, policies, and practices to assure organizational leadership in the racial justice arena, via technical assistance, cross-departmental working groups, training, resource development, and message guidance.


• InpartnershipwithNEAaffiliates,identifyingandsupportingdirectmemberengagement,mobilization,and activism on racial and social justice through training, resources, and leadership development, resulting in members’ deepened understanding of how they can apply racial and social justice principles to enhance their practice and create just learning environments.

• Partneringwith targeted state and local affiliates in raisingawarenessof the effectsof institutional andsystemic racism and social inequities, and provide technical assistance to these affiliates’ work to advance just policies, practices, and budgets.

• Integrating a racial justice framework throughoutNEAprograms, policies, andpractices, via technicalassistance, cross-departmental working groups, training, resource development and message guidance resulting in an organization that leads on racial justice.

• Developing and leveraging national, state, and local partnerships to engage families and communitiesalongside educators in advancing a student-centered agenda on racial and social justice.

16

S3: Advance Racial Justice in Education

1 Racial Justice 2018–2019 2019–2020

11 In partnership with NEA affiliates, identify and support direct member $ 6,291,230 $ 6,291,230 engagement, mobilization, and activism on racial and social justice through training, resources, and leadership development, resulting in members’ deepened understanding of how they can apply racial and social justice principles to enhance their practice and create just learning environments.

• Atalllevelsoftheorganization,coordinatememberengagementandcollective action around racial, social, and economic justice issues impacting communities of color, women, lesbian, gay, bisexual, trans-gender, and questioning (LGBTQ) and other marginalized groups.

• ConducttheNEAConferenceonRacialandSocialJusticewithacontinued increased focus on developing activists in the organization at all levels of membership (emerging, new, early career, and retired) to be advocacy leaders in the movement for racial, social, and economic justice.

• Developandsupportanetworkofstateandlocalbasedleadersandmember activists connected to racial, social, and economic justice to facili-tate greater connection and coordination across education justice work occurring at the national, state, and local level.

• HoldtheannualHumanandCivilRightsAwardsProgramtohonorheroes for social, racial, and economic justice.

• IncollaborationwiththeCenterforSocialJusticeandgrassrootspartners,develop and implement campaigns that win specific policy or practice changes on equity and racial justice issues impacting our schools and communities and that provide pathways for measurably deep member engagement, membership growth, and leadership development.

• Inpartnershipwithaffiliates,identify,train,andengageAssociationeducators advocating for equity to equip them with the tools, resources and knowledge to analyze opportunity gaps within their schools, districts, and states and position them to leverage state and federal policies to positively impact student achievement.

• Inpartnershipwithstateandlocalaffiliates,administerCommunityAdvocacy and Partnerships Engagement grants to engage members to build capacity through the social justice continuum to increase the academic achievement of students of color by collaborating and creating joint advocacy opportunities with national, state, and local organizations who represent communities of color.

• Inpartnershipwithstateandlocalaffiliates,leverageworkinMinorityServing Institutions (MSIs) to identify, recruit, and retain members of color by organizing alumnae networks, engaging aspiring educators of color and planning with higher education faculty to promote a diverse workforce, provide pathways into the education profession and develop diverse Association leaders.

• Raiseawarenessoflegaltoolstocombatracialdiscrimination,harass-ment, and inequity in schools against students and educators, Support legal activism around these issues. Strengthen relationships with allies to do the same.

17


1 Racial Justice 2018–2019 2019–2020

• Utilizingblendedlearningandmember-leddeliverystrategies,provideprofessional development to impact educator practice, to address racial and social justice (including topics related to gender, race, lesbian, gay, bisexual, transgender,andquestioning(LGBTQ)bias,andculturaldifferences);andenhance the capacity of targeted and interested affiliates to deliver profes-sional development to scale.

2 Partner with targeted state and local affiliates in raising awareness of the $ 3,800,392 $ 3,800,392 effects of institutional and systemic racism and social inequities, and provide technical assistance to these affiliates’ work to advance just policies, practices, and budgets.

• Advanceracialjusticeissuesthroughstudent-centeredbargaining,bargaining for the common good and advocacy through grants, technical assistance, and advocacy tools for state and local affiliates.

• Inpartnershipwithstateandlocalaffiliates,engagememberstopartnerwith parent and community based organizations to build coalitions and connect our members to organizations who are currently working on racial justice issues.

• Intargetedstateandlocalaffiliates,developacampaign-based,intentionalco-learning practice with the primary objective of engaging a cross-section of members, students, parents, and communities to move racial justice work at the local level.

• Providecommunicationtoolsandengagementcampaignsthatassistaffili-ates in engaging members, leaders, and staff on racial justice work.

• Supportaffiliateswithdataandinformationtocreategreaterequityandopportunity in legislation and issue campaigns.

3 Integrate a racial justice framework throughout NEA programs, policies, 1,719,627 1,719,627 and practices, via technical assistance, cross-departmental working groups, training, resource development, and message guidance resulting in an organization that leads on racial justice.

• IncollaborationwithallNEACentersanddepartments,integratearacialjustice framework throughout the NEA programs, policies, and practices.

• Incollaborationwithstateandlocalaffiliates,engageinconveningsandstrategic conversations to provide training, technical assistance, develop plans and programs for leaders of color to ensure diversity in state and local leadership engagement and the education workforce/profession.

• InpartnershipwithkeystrategicpartnersandtheCenterforSocialJustice,create and utilize an assessment tool and process that will ensure the inclu-sion of racially explicit language in organization-wide policies, programs, and content.

• IntegratearacialjusticeframeworkintothetrainingofcurrentNEAstaffand onboarding of new staff to further connect the cross-departmental work of the Association to advance racial justice in education.

18


1 Racial Justice 2018–2019 2019–2020

• ProvidecounselandcommunicationstrategiestoAssociationleadersonescalating national, state, and local based race-related incidents where there will and/or has been significant impact on communities of color to position NEA and its affiliates as effective communicators and advocates against racism and for racial justice.

4 Develop and leverage national, state, and local partnerships to engage $ 1,922,018 $ 1,922,018 families and communities alongside educators in advancing a student- centered agenda on racial and social justice.

• ConnectNEAdirectlytothenewCenterforInnovationinWorkerOrga-nization (CIWO), Women Innovating Labor Leadership (WILL) Empower project, a multipronged leadership program for women’s emerging leaders, particularly women of color.

• Developstrategiccontentpartnershipswithorganizationsfocusedonhuman and civil rights, lesbian, gay, transgender, bisexual, and questioning (LGTBQ), women’s, and students’ racial and social justice to create policy and practice resources, training content and materials to advance NEA’s student-centered, education justice agenda.

• Developstrategicpartnershipsandconductjointadvocacywithpartnerorganizations around shared core values and advocacy priorities, particu-larly those priorities which impact communities of color and/or uplift social, racial, and economic justice.

• LeveragepartnershipswiththeNewAmericanMajority(NAM)organiza-tions at state and local level to support and engage NAM voters in targeted campaigns.

• PromoteandadvancetheDiverseAssetManagersInitiative(DAMI)through our pension advocacy.

Direct Cost: $ 6,812,960 $ 6,812,960

Personnel Cost: 6,920,307 6,920,307

Total: $ 13,733,267 $ 13,733,267

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Strategic Objective 4: Provide Professional Supports

Build a system of Association-convened, educator-led professional learning and supports for all educators across their career continua to ensure student success.

Ensuring accessibility to quality Association-led, member developed professional development for educators at all stages of their career and enhancing views of the Association as a valuable and relevant resource in fostering educator professional quality is the goal of this objective.

Professional Support DevelopmentThis component will identify and cultivate promising professional supports developed by members, affiliates and/or external partners. Where gaps have been identified, this area will develop the needed modules in collaboration with members and affiliates.

Professional Support DeliveryThis area seeks to develop a system to track information on available professional development modules that have been developed by Association members, affiliates, or partner organizations. Once collected, information about existing professional development will be disseminated and partnerships with affiliates will support scaling and spreading the professional development options sponsored by the Association.

Sustain a System of Professional SupportsThis component is designed to enhance the value placed on a quality professionalized educator workforce and to validate the role and responsibility of the Association in creating a system which provides high quality Association-led, member-developed, and curated professional development. Work in this objective will include:

• Developingandtestingnewprofessionalsupportsincollaborationwithmembersandaffiliates.

• Identifying and cultivating promising professional supports developed by affiliates and externalorganizations.

• Creatingandmaintainingarobustandsustainablesystemtotrackanddisseminateprofessionalsupportsdeveloped by members, affiliates, and partner organizations.

• Partneringwithaffiliatestoscaleandspreadprofessionalsupports.

• Supporting and engaging in activities that promote a system that establishes the value of a quality,professionalized educator workforce and the role of the Association in creating and sustaining a system of professional supports.

20

S4: Provide Professional Supports

1 Professional Support Development 2018–2019 2019–2020

1 Develop and test new professional supports in collaboration with members $ 2,691,608 $ 2,691,608 and affiliates.

• Buildacoalitionindeveloping,implementing,andmonitoringastan-dards-based performance assessment system for initial licensure and a system of performance demonstrations to attain full licensure.

• Developandsynthesizeeffectiveapproachesonmentoring,induction,andcoaching and promote implementation of promising models.

• Developresourcesandprofessionalsupportsforgrowthanddevelopmentof aspiring educators.

• Engageeducatorsandotherstakeholderstodevelopprofessionalsupports.

• Evaluatenewprofessionalsupports,includingdevelopingandtrackingmetrics related to their development, implementation, and outcomes.

2 Identify and cultivate promising professional supports developed by affil- 7,914,725 7,464,725 iates and external organizations.

• AdministerandtrackmetricsonGreatPublicSchoolgrantprogramstosupport affiliate innovation and identify promising affiliate-developed supports.

• Developandtrackmetricsrelatedtothecurationofprofessionalsupports.

• Identify,Intakeand/ormodifyexternallycreatedsupportsandresourcesfor dissemination to affiliates.

2 Professional Support Delivery

1 Create and maintain a robust and sustainable system to track and dissem- 2,475,389 2,475,389 inate professional supports developed by members, affiliates, and partner organizations.

• Buildandpromotedigitalandothercommunicationtoolsformembersand affiliates to access NEA promoted supports to improve practice, enhance student learning, and increase equity.

• Build,promote,anddisseminatematerialsandresourcesforaffiliates.

• Developandtrackmetricsrelatedtothedisseminationanduseofprofes-sional supports.

2 Partner with affiliates to scale and spread professional supports. 3,946,818 3,946,818

• CollaboratewiththeCenterforGreatPublicSchoolsonissuesthatrelateto recruitment, retention, and the career continuum.

• Evaluateeffortstoscaleandspreadprofessionalsupports,includingdevel-oping and tracking metrics related to their development, implementation, and outcomes.

• PartnerwithaffiliatesandNEAcontentdepartmentstogrowprofessionalsupports into their suite of programs.

• Providedataanalyticstoeffectivelytargetprofessionalsupportsbasedonaffiliate characteristics.

21

S4: Provide Professional Supports

2 Professional Support Delivery 2018–2019 2019–2020

• Usevariouscommunicationschannelsanddisciplinestotellcompel-ling stories and share communication resources with NEA affiliates and of affiliate-led professional supports adopted and resourced to scale to other affiliates while positioning these intrinsically valuable resources and supports as an essential skill for quality professional practice afforded as a value of membership with NEA, state education associations (SEAs), and local education associations (LEAs).

3 Sustain a System of Professional Supports

1 Support and engage in activities that promote a system that establishes the $ 6,587,719 $ 6,587,719 value of a quality, professionalized educator workforce and the role of the Association in creating and sustaining a system of professional supports.

• Createandpromotememberinformedcontentandresourcesaboutimproving professional practice as a value of membership.

• Createopportunitiesforaccomplishededucatorstoprovideprofessionalsupports to their colleagues.

• EngageinpartnershipsthatadvanceandenhanceNEA’sprofessionalsupports priorities.

• Fosterthedevelopmentofprofessionaleducatorswithdeepunderstandingof racial justice and personal commitment to growth and action as educa-tors and educator leaders.

• PartnerwiththeCenterforGreatPublicSchoolstoensureblendedlearning curriculum is intentionally developed, identified, and maintained with a racial and social justice lens.

• Providebargaining/advocacyresourcessuchascontractlanguageandother materials to support NEA’s community school initiatives.

• Providetechnicalassistanceonpolicy,practice,andsocialjusticeissuestoNEA departments and state and local affiliates.

• ProvidetechnicalsupporttoNEAdepartmentsandstateandlocalaffili-ates related to their research and data needs, including processing and analyzing OpScan surveys.

• Supportactivitiesthathighlighteducatorqualityandprofessionalism.

• SupportthemaintenanceofaCenterforGreatPublicSchoolsprogramparticipant database.

Direct Cost: $ 14,466,314 $ 14,016,314

Personnel Cost: 9,149,945 9,149,945

Total: $ 23,616,259 $ 23,166,259

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Strategic Objective 5: Secure the Environment to Advance the Mission of the NEA and its Affiliates

Use all available means, including organizing, legal, legislative, electoral, and collective action, to secure the environment necessary to protect the rights of students and educators, and the future of public education.

Protecting the rights of educators, students, communities, and the future of public education is the goal of this objective and work in this area includes the use of all available means needed to secure an environment that will positively undergird Association efforts to foster quality public education and student success.

Securing the Environment This objective seeks to use federal, state, and local legislative techniques to protect and strengthen public education, ensure opportunity for all students, empower educators to have a voice in teaching and learning, and foster social, racial, and economic justice advocacy. This objective will target federal, state, and local political and issue campaigns that increase and secure educator involvement, promote educational opportunities for all students, and support the Association’s pro-public education agenda message and leverage its partnerships with affiliates and other pro-public, pro-labor coalitions to obtain favorable outcomes. Work in this objective will also focus on defending against legal attacks that would diminish the rights of students, educators, and the Association.


• SupportingtheAssociation’sefforts,inpartnershipwithaffiliates,toprotectandstrengthenpubliceducationthrough federal, state, and local legislation that ensures opportunity for all students, empowers educators to have a voice in the legislative process, and further fosters the Associations’ social, racial, and economic justice advocacy collaboration with partners.

• Targeting,inpartnershipwithaffiliatesandotherpro-public,pro-laborcoalitions,federal,state,andlocalpolitical and issue campaigns that increase and secure educator involvement, promote education opportunity for all students, and support the Association’s pro-public education agenda message.

• Protectinganddefendingagainstlegalattacksthatwoulddiminishtherightsofstudents,educators,andtheAssociation, including, but not limited to, advice, counsel, compliance assistance, and litigation.

23

S5: Secure the Environment to Advance the Mission of the NEA and its Affiliates

1 Securing the Environment 2018–2019 2019–2020

1 Support the Association’s efforts, in partnership with affiliates, to protect $ 6,997,636 $ 6,997,636 and strengthen public education through federal, state, and local legislation that ensures opportunity for all students, empowers educators to have a voice in the legislative process, and further fosters the Associations’ social, racial, and economic justice advocacy collaboration with partners.

• Developandimplementcomprehensiveadvocacyplans,includingthroughanalysis, that help advance pro-public education legislation, policies, and regulations while ensuring opportunity for all students, and when neces-sary, defeat legislation, policies, and regulations that work against the Association’s pro-public education mission.

• Developandleadonproactiveapproachestoprotectinganddefendinghealth care benefits for our members. This includes developing strategies and analyzing and acting on legislation, policy, and collective bargaining language at the state and national level.

• Developandleadonproactiveapproachestoprotectinganddefendingpublic pensions and retirement security through legislative analysis and action, technical assistance, and training for our members, affiliates, member trustees, and NEA staff. This includes leveraging our pension partnerships.

• Develop,compile,utilize,anddisseminateresearchanddatatosupportlegislative, bargaining, and advocacy campaigns that will advance pro-public education legislation and policy, secure equitable compensation and school funding, defend against privatization efforts, and defeat legislation and policy that runs counter to the Association’s mission.

• Increasestateaffiliatecapacitytoadvancepro-publiceducationlegislationand policies while ensuring opportunity for all students.

• Strengthentieswithmembersandadvocatesbyprovidingthemwiththetools to advocate for contract language, pro-public education legislation and policies, and coordinate objections to anti-public education legislation and policies, particularly those that exacerbate the lack of opportunity for all students. This is done through coordinated action around issue advo-cacy campaigns.

2 Target, in partnership with affiliates and other pro-public, pro-labor coali- 31,247,380 29,447,380 tions, federal, state, and local political and issue campaigns that increase and secure educator involvement, promote education opportunity for all students, and support the Association’s pro-public education agenda message.

• BuildandexpandcoalitionsandpartnershipstoadvancetheAssociation’sgoals to elect candidates who support public education and opportunity for all students.

• Developandutilizestrategicresearchtoshapedebateinstatesabouteduca-tion funding, taxes, and revenues.

• Developpilotandimplementtechnical,analytical,andonlinetoolstoelect pro-public education candidates and defend against threats facing the Association, affiliates, and campaigns.

24

S5: Secure the Environment to Advance the Mission of the NEA and its Affiliates

1 Securing the Environment 2018–2019 2019–2020

• Develop,execute,andwinelectoralcampaignsbyengagingandtrainingmembers, third party validators, parents, and other pro-public education advocates. Develop and execute message, paid and earned media, and digital strategies that support local, state, and national electoral work.

• Partnerandsupportaffiliatestoengageinballotmeasurecampaignsthatadvance opportunity for students and working families while increasing their capacity to handle legislative crises that threaten students, educators, and working families.

• Partnerwithaffiliatestosupportandenhancecapacityinanefforttocreate the conditions to win and move a pro-public education agenda that engages members, strengthens infrastructure before, during, and after the election.

• Preparefor2020electioncyclebyengagingmembersaroundtheirpriori-ties, create a process and structure that enables members to endorse a presidential candidate in a way that maximizes their power and influence.

3 Protect and defend against legal attacks that would diminish the rights of $ 35,972,109 $ 35,966,553 students, educators, and the Association, including, but not limited to, advice, counsel, compliance assistance, and litigation.

• AdministerNEAinsuranceprogramsthatsupportmemberrecruit-ment, defend members from false criminal accusations, protect members, leaders, and staff from professional liability lawsuits, minimize the impact of fiduciary losses, and indemnify affiliates against errors and omissions.

• AdministertheUnifiedLegalServicesProgram(ULSP)tostrengthenaffiliate capacity to defend, advocate, and advance the rights of educators and the Association.

• Conductaffirmativelitigationtosecuretherightsofstudents,educators,the Association, and its affiliates.

• Developandexecutemessage,media,anddigitalstrategiesthatsupportaffiliate and national efforts in protecting and defending against legal attacks.

• Providelegalcompliance,advice,andcounselforlegislative,electoral,and other campaigns to secure the rights of students, educators, and the Association and its affiliates including, but not limited to, the advancement of the Association’s social, racial, and economic justice agenda in public schools and communities.

• ProvidelegaldefensetoNEAandaffiliatesinlitigationattackingtherightsof members, the Association and its affiliates.

Direct Cost: $ 59,868,494 $ 58,062,938

Personnel Cost: 14,348,631 14,348,631

Total: $ 74,217,125 $ 72,411,569

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Strategic Objective 6: Enhance Organizational Capacity

Develop and leverage the collective organizational capacity across our Association that is necessary to advance the mission of the NEA and its affiliates, with particular focus on organizing, technology, fiscal health, leadership development, and internal and external partnerships.

This objective seeks to develop and enhance the capacity of our organizations to increase the number of locals engaged in the organizing required to stabilize membership and lead to a long-term growth trend, resulting in improved fiscal health for the state and local organizations. Work in this area also will include a renewed approach to leadership development, external and internal partnerships that result in tangible outcomes and improvements in the technological capacity available to support NEA and affiliate needs.

Organizing In this area, NEA will partner with state and local affiliates to develop and expand their organizing capacity and enhance their effectiveness in organizing, advocating for, engaging, recruiting, and retaining membership, as well as developing leaders. The skills necessary for state and local affiliate leaders and staff to thrive as organizers will also be provided as a result of work in this area.

Technology NEA will partner with affiliates to develop and enhance their capacity to adopt, implement, and apply technology tools to support their plans and goals. This area also will examine technological resource availability throughout NEA and within affiliates and develop plans to improve NEA’s ability to gather and analyze data about their members, to communicate effectively, and to support their business practices.

Fiscal Health NEA will partner with affiliates to support their achievement of financial stability and sustainable fiscal health, and improve the effectiveness of accounting and operating control. NEA will design and deliver effective financial training for staff, management, and leaders at all levels of the association.

Leadership DevelopmentIn partnership with governance and affiliates, NEA will develop and enhance members’ capacity to lead relevant and thriving Associations and measurably advance the organization’s Strategic Objectives by effectively expanding the use of NEA’s leadership competency framework.

PartnershipsThis area seeks to improve the Association’s ability to have optimal impact, reach, and influence through its external partnerships and to develop authentic and mutually-reinforcing partnerships with NEA affiliates, councils and constituencies in order to co-create and advance a powerful shared agenda and realize our fullest potential as an enterprise.

Work in this objective includes:

• Partneringwithstateandlocalaffiliatestodevelopandexpandtheirorganizingcapacityandenhancetheireffectiveness to grow membership and develop leaders.

• Developingandtrainingnecessaryskillsforstateandlocalaffiliateleadersandstafftothriveasorganizers.

• Supportingstateaffiliatesinbuildingandmaintainingtheorganizationalcapacitynecessarytoorganize,advocate for, engage, recruit, and retain members.

• Partneringwithaffiliatestodevelopandenhancetheircapacitytoadopt,implement,andapplytechnologytools to support their plans and goals through: 1) identification, enrollment, and targeting of members to engagethemintheirareasofinterest;2)supportoforganizationalstrategicdecisionmaking;and3)improvedcapabilities for increased educator activism, voice, and influence.

26

Strategic Objective 6: Enhance Organizational Capacity (continued)

Develop and leverage the collective organizational capacity across our Association that is necessary to advance the mission of the NEA and its affiliates, with particular focus on organizing, technology, fiscal health, leadership development, and internal and external partnerships.

• ExaminingtechnologicalresourceavailabilitythroughoutNEAandwithinaffiliatesanddevelopplanstoimprove NEA’s ability to gather and analyze data about their members, to communicate effectively, and to support their business practices.

•Partneringwithaffiliatestoachievefinancialstabilityandsustainablefiscalhealth,improvetheeffectivenessofaccounting and operating controls, and design and deliver effective financial training for staff, management, and leaders at all levels of the Association.

• Inpartnershipwithgovernanceandaffiliates,developingandenhancingmembers’capacitytoleadrelevantand thriving Associations and measurably advance the organization’s Strategic Objectives by effectively expanding the use of NEA’s leadership competency framework.

• Improving the Association’s ability to have optimal impact, reach, and influence through its externalpartnerships.

•Developingauthenticandmutually-reinforcingpartnershipswithNEAaffiliates,councils,andconstituenciesin order to co-create and advance a powerful shared agenda and realize our fullest potential as an enterprise.

27

S6: Enhance Organizational Capacity

1 Organizing 2018–2019 2019–2020

1 Partner with state and local affiliates to develop and expand their organizing $ 15,902,756 $ 15,902,756 capacity and enhance their effectiveness to grow membership and develop leaders.

• Assistlocalandstateaffiliatesinimprovingmembershipretentionandresponding to drop campaigns.

• Identifyandshareorganizingbestpracticesthroughmultiplevehiclesthatinclude webinars, regular reporting, and cross-training of staff and leaders.

• IncreaseNEAFundPoliticalActionCommitteefundraisingandparticipa-tion of member activists by partnering with affiliates.

• ProvideeditorialcontentintheHigherEducationAdvocatetoprospectiveand current higher education members, education and labor media, poli-cymakers, opinion leaders, and state affiliate communications via digital platforms.

• Providetargetedcommunicationssupporttostateandlocalaffiliatesthat helps win on targeted campaigns and builds infrastructure to ensure the affiliate can continue the work once the support is no longer on the ground.

• SupportanddelivermemberconferencesandtrainingssuchasHigherEducation and Retired.

• Supportlocalsinbuildingworksiteandotherdistributiveleadershipmodels that create sustainable capacity through natural leadership that recruits, engages, and mobilizes a majority of works, e.g. issue based campaigns, Bargaining for the Common Good.

• Useresearchanddataanalyticstoinformtargetingofresourcesanddrive resources toward Aspiring Educators, pre-K–12, Higher Educa-tion, Retired, ESPs, and Charter organizing campaign efforts most likely to succeed and also design and implement procedures for measuring the progress and outcomes of the Center’s work at targeted sites based on precise goals and regular reporting of progress.

• Utilizeorganizingcommunicationstrainingtocontinuetoexpandtheability of local and state staff as well as member-leaders, to use commu-nications to drive action to meet goals to grow and strengthen the Association.

• WorkinginpartnershipwithNCSEA,createopportunitiesforsharingstrategies, resources, and programs that support and foster the successful implementation of the NEA-NCSEA shared priorities and partner with NCSEA to lead in a culture of organizing and demonstrating successful approaches to organizing at the state level.

• WorkinginpartnershipwithNCUEA,createopportunitiesforsharingstrategies, resources, and programs that support and foster the successful implementation of the NEA-NCUEA shared priorities and partner with NCUEA to lead in a culture of organizing and demonstrating successful approaches to organizing at the local level.

28


1 Organizing 2018–2019 2019–2020

2 Develop and train necessary skills for state and local affiliate leaders and $ 4,451,112 $ 4,451,112 staff to thrive as organizers.

• Designanddeliverexecutiveleadershipdevelopmentopportunitiesforstate presidents and executive directors that include management develop-ment, leadership development grounded in the NEA Leadership Compe-tencies, and related competencies and skills that support the president and executive director to successfully fulfill their roles (President and Executive Leadership Team Development, New Presidents Orientation, Executive Director Hiring support, Affinity Group Topical Convening).

• DesignanddeliverorganizingtrainingforstateaffiliatestaffthroughUniServ training, UniServ Managers meeting, and other convenings.

• Designanddeliverstrategicorganizingtrainingstofosterorganizingonagreater scale at the local and state affiliate level that focus on 1) enhancing organizing skills, 2) net membership growth, 3) smart routine use of data, 4) distributive leadership, and 5) engaging educators early in their careers.

• Providetargetedcommunicationssupportandtrainingnecessaryforstateand local affiliate leaders and staff to thrive as organizers and in bargaining campaigns that engage the community.

• Providetechnicalandconceptualtrainingindatasystems/analyticstobuild local and state affiliate capacity to incorporate the use of data in plan-ning and evaluating their organizing campaigns.

• Supportthecapacitybuildingoflocalaffiliatesbydeliveringlocalpresi-dents organizing training to increase local capacity to organize and build sustainable leadership structures that are grounded in the NEA leadership competencies and provide support to NCUEA for their fall conference and summer meeting.

• Supportthecapacitybuildingofstateaffiliatesthroughthefollowingleadership conference/trainings: NEA/NCSEA Management Collec-tive Bargaining Conference, NCSEA Fall Conference, and NEA/NCSEA Affiliate Financial Forum.

• Supportthecapacityofstateaffiliatesonpolicyandtechnicalinformationrelated to pensions, collective bargaining, compensation, and health care, including through the distribution of information, responses to requests for assistance, and virtual or in-person meetings using the Pension Liaison Network, Health Care Benefits Liaison Network, Collective Bargaining Coordinators, State Education Research Staff Association (SERSA), and National Association of Bargaining Professionals (NABP).

3 Support state affiliates in building and maintaining the organizational 68,642,883 65,387,883 capacity necessary to organize, advocate for, engage, recruit, and retain members.

• AdministerSmallStatesFoundationGrantstoprovidefoundationalsupport to small states.

• AdministertheLocalPresidentsReleaseTimeProgram.

• AdministertheNEAStrikeLoanPolicytoprovidesupporttomemberswho have been on strike.

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1 Organizing 2018–2019 2019–2020

• Design,disseminate,andanalyzesurveysinordertoevaluatetheUniServProgram as required by UniServ Guidelines.

• Developcapacity,infrastructure,andsupportforaffiliatesfacingexternalorganizing threats and/or preparing for statewide actions to advance student learning conditions and educator working conditions.

• LeveragetheAffiliateFinancialAssistanceProgramtosupportstateaffili-ates in crisis.

• LeveragetheUniServFundandProgramtoadvanceorganizing.

• UtilizetheUnifiedStateExecutiveDirectorProgram(USEDP)tosupportsmall states and support a stable state affiliate executive director corp.

2 Technology

1 Partner with affiliates to develop and enhance their capacity to adopt, $ 6,307,662 $ 6,307,662 implement, and apply technology tools to support their plans and goals through: 1) identification, enrollment, and targeting of members to engage them in their areas of interest; 2) support of organizational strategic decision making; and 3) improved capabilities for increased educator activism, voice, and influence.

• Adoption:Facilitatetheenterpriseadoptionprocessincollaborationwithstate affiliates to ensure successful implementation and utilization of NEA360 to advance organizational priorities.

• AffiliateUserSupportSystemthataddressesusersissuesandinspiresincreased and successful implementation.

• Analytictoolsandskillstosupportstrategicdecisionmakingacrosstheenterprise.

• LearningSolutions:Implementacomprehensivelearningprogramtosupport the adoption and analyze NEA360 implementation learnings from affiliates to broadly suggest solutions that advance organizational goals and priorities and create effective and efficient business processes.

• Productdevelopmentandinnovationtobuildandcreatefunctionalitythatincreases our application of NEA360 tools towards growth and strength.

• ProvidetechnicalassistanceandtrainingforNEAandstateaffiliatestaffand leaders to use these digital engagement best practices, strategies and tools.

• Supportthedevelopmentofunifiedandalignedcontentstrategies,digitalengagement standards and enterprise tools and platforms for online orga-nizing, advocacy, and professional collaboration, for NEA and its affiliates.

• Supportthedevelopment,scaling,andtrainingofkeyenterprisedigitalengagement strategies including email platform, content management system, text messaging, social listening and digital analytics tools that facilitate comprehensive, real-time analysis to understand trends and make strategic decisions around messaging and response strategies.

30


2 Technology 2018–2019 2019–2020

2 Examine technological resource availability throughout NEA and within $ 716,529 $ 716,529 affiliates and develop plans to improve NEA’s ability to gather and analyze data about their members, to communicate effectively, and to support their business practices.

• DevelopandlaunchatechnologysolutionforNEAandaffiliatestaffthatcompiles key information – including research, statistics, talking points, NEA policies/products, and successful interventions – on high-priority requested topics.

• DevelopandlaunchdatadashboardsthatallNEAandaffiliatestafftoeasily access and use data products such as Rankings and Estimates and the ESP Data Book.

• EngageindataanalyticstosupportNEAstrategicpriorities.

3 Fiscal Health

1 Partner with affiliates to achieve financial stability and sustainable fiscal 980,402 980,402 health, improve the effectiveness of accounting and operating controls, and design and deliver effective financial training for staff, management, and leaders at all levels of the association.

• Providetechnicalsupportandtrainingtoaffiliatestaff,management,andleaders to strengthen affiliates’ capacity to achieve financial stability and substantial fiscal health.

4 Leadership Development

1 In partnership with governance and affiliates, develop and enhance mem- 4,805,942 4,805,942 bers’ capacity to lead relevant and thriving Associations and measurably advance the organization’s Strategic Objectives by effectively expanding the use of NEA’s Leadership Competency Framework.

• Assistinbuildingstrongcommunicationsoperationsanddevelop,refine,and deliver aligned message and communications training and strategies for local affiliates, state presidents, and NEA members, as well as partners, to ensure we are speaking in one voice on our strategic priorities to advo-cate for students and professionals and to grow and strengthen the union.

• Designanddeliverleadershipcompetency-basedcontentandexperiencesfor state affiliate Vice Presidents to grow their individual leadership knowl-edge, skills, and abilities and leverage the partnership that creates opportu-nities for state-based leadership development work.

• DevelopandimplementanassessmentofexistingNEAleadershipdevel-opment activities to increase collaboration and alignment of the NEA Leadership Competency Framework. Partner with state and local affili-ates to adapt and adopt the NEA Leadership Competency Framework to strengthen existing leadership development opportunities for members to create a stronger, more diverse network of leaders to increase organiza-tional capacity at the state and local level.

31


4 Leadership Development 2018–2019 2019–2020

• Develop,implement,andevaluateanassessmentofexistingNEAleader-ship development activities to increase collaboration and alignment of the NEA Leadership Competency Framework and provide feedback to program staff and association leadership.

• ImplementNEABoardtrainingsanddialoguetoenhanceoverallknowl-edge, skills, and abilities of NEA Board of Directors to position them to contribute to the overall growth and strength of the Association.

• Plan,create,anddeliver,incollaborationwithgovernanceandNEAcontent departments, one annual National Leadership Summit that is based upon the NEA Leadership Competency Framework and that serves to partner with state and local affiliates to identify leaders and prepare them with the knowledge, skills, and abilities necessary to lead relevant and thriving Associations.

• UtilizingonlinelearningmodulesandassessmentsviatheLearningManagement System (LMS), assist NEA leaders across the enterprise to strengthen their individual leadership using the Leadership Competency Framework to measure their existing skills, abilities, and knowledge. Track member engagement and usage of the assessment tools to provide data to the NEA enterprise to serve as a resource to state and local affili-ates, and to inform the organization’s leadership content and resources.

• Withafocusonidentifyingandengagingearlycareereducatorsandemerging leaders, conduct the Minority and Women’s Leadership Training Seminar programs with a competency-based focus, to prepare educators of color and women educator leaders to be powerful advocates for their students, their professions, their Association, and to organize around issues impacting their schools and communities.

5 Partnerships

1 Improve the Association’s ability to have optimal impact, reach, and influ- $ 7,455,263 $ 7,455,263 ence through its external partnerships.

• Investinandfosterdomesticandinternationalalliancesandrelationshipsthat promote, protect, and defend public education, strong educator voice, democracy unions, and social and economic justice.

• Provideaffiliateswithresources,tools,andguidancedesignedtoidentify,cultivate, and manage strategic alliances at the national, state, and local levels.

• Provideresources,toolsandguidancedesignedtoidentify,cultivate,andmanage strategic alliances at the national, state, and local levels.

• UseresourcesandprocessestoobjectivelyexaminethealignmentofNEA’spartnership strategies and the ‘return on investment’ associated with each partner.

32


5 Partnerships 2018–2019 2019–2020

2 Develop authentic and mutually-reinforcing partnerships with NEA affiliates, $ 83,869 $ 83,869 councils and constituencies in order to co-create and advance a powerful shared agenda and realize our fullest potential as an enterprise.

• Developandimplementprocessesthatfacilitatecollaborativeplanning,effective communications, and meaningful engagement between NEA and affiliates, councils, and constituents.

Direct Cost: $ 89,529,207 $ 86,274,207

Personnel Cost: 19,817,211 19,817,211

Total: $ 109,346,418 $ 106,091,418

33

Enterprise Operations

Ongoing functions across the enterprise that support the strategic objectives, build lasting strength, and sustain the organizational infrastructure.

NEA’s facility services, human resources, communications, technological tools, legal services, and financial management reside in this area. This area also handles improvement and innovation initiatives, strategy development, workplace culture initiatives, financial analyses and risk management, and the integration and leveraging of systems and technology.

Work in this objective includes:

Leadership Services

• Facilitate, support and align well-informed decision-making processes by the NEA Executive Officers,Executive Committee, Board of Directors, Committees and Councils to meet the contemporary and future needs of the organization and its members.

• Support,conduct,andaligntheNEARepresentativeAssemblytoenhanceAssociation-decision-makingtomeet the contemporary and future needs of the organization and its members.

• Facilitatethedevelopment,execution,alignment,andenhancementofNEA’slongtermandtacticalstrategy,using processes to ensure the application of critical analyses and organizational learnings to shape and advance association goals.

• ElevatevoiceandpresenceofNEAleadershipinexternalcommunicationsvehicles,circlesandchannels.

Business and Financial Services

• AdministerandsupportbusinessoperationsacrosstheAssociationtoensuresoundaccountingandfinancialmanagement, along with efficient and effective processes for facilities management, procurement, travel, conferences, printing, and other business services.

• Providerobusthumancapitalmanagement,includingafull-serviceEmployeeandLaborRelationsprogram,to support the strength, skills, success, and well-being of the organization’s workforce.

• Administerandoverseearobustpayroll,benefits,andHRISprogram,ensuringcompliancewithallregulatoryand legislative requirements.

• Providelegaladvice,counseling,complianceassistance,litigation,andadvocacytoolsforNEA,itsaffiliatesand members as well as for the NEA Fund for Children and Public Education.

Information Technology Services

• Provideon-demandhelpdesk/technicalsupporttoallNEACenters,NEAdepartments,andaffiliatesforstaffcomputers, printers, and desktop application.

• Administerandexecuteacomprehensiveandeffectiveinformationsecurityprogram.

• Provide,maintain,andsupportasustainable,secure,compliant,robust,andreliableInformationTechnologyinfrastructure including on-premise and cloud services, operations, wired and wireless networks, servers, telephony, print managed services, and disk storage.

• Manage,administerandmaintainthedatabasesthatunderlieandprovideaccesstoNEAapplicationsandreporting systems.

• Configure, maintain, and support NEA’s accounting, payroll, human resource, and other NEA BusinessOperations systems.

34

Enterprise Operations (continued)

Ongoing functions across the enterprise that support the strategic objectives, build lasting strength, and sustain the organizational infrastructure. (continued)

Enterprise Communications Services

• Perform needs assessment, conceptual planning, research, writing, editing, design, production, andmaintenance services for NEA Today magazine (print, tablet, online and mobile versions) and NEA websites, mobile applications, and emerging digital engagement products and platforms through a content strategy to engage, inform, support, mobilize, and activate NEA members and public audiences.

• WorkincollaborationwithotherCentersandwithintheCenterforCommunicationstodevelopstrategicinsights to inform and design effective campaigns and leverage insights to influence key target audiences.

• WorkwithstateandlocalaffiliatestobuildcapacityandcoordinationaroundpositioningtheAssociationasleaders with a unified national voice on key education issues impacting members and students.

35

E1: Enterprise Operations

1 Leadership Services 2018–2019 2019–2020

1 Facilitate, support and align well-informed decision-making processes by $ 9,765,458 $ 9,771,014 the NEA Executive Officers, Executive Committee, Board of Directors, Committees and Councils to meet the contemporary and future needs of the organization and its members.

• ActivelyreviewNEA’spoliciestoensurethattheorganizationhastheprocedure and structural capacity to grow and strengthen membership pursuant to membership strategies.

• Collect,categorize,andarchivealladoptedpoliciesandrelateddecision-making into the electronic policy library in support of their implementation and interpretation. Produce and codify comprehensive analyses of priori-tized policies and make recommendations to governance as appropriate.

• Conductorganizationalself-assessmentsurvey(s)andgathermemberandgovernance feedback regarding representation, functions, and design of NEA governing bodies.

• ConductPresidentandExecutiveDirectorinternalmeetings.

• Engagemultipledepartmentsandstrategicobjectiveareas,tosupporttheOffice of President, by producing written deliverables, video scripts, corre-spondence with members and affiliates, opinion pieces, public hearing testimonies and scripts, blogs, social media content, and briefing guidance that supports meeting the current and future needs of the organization and its members.

• Engage,support,andalignwell-informeddecision-makingbytheExecu-tive Officers and Committee to advance the organization’s present and anticipated needs.

• Engage,support,andalignwell-informeddeliberationsofappointedcommittees and councils to advance NEA’s strategic priorities.

• Facilitate,support,andalignwell-informeddecision-makingbytheBoard of Directors that meets the contemporary and future needs of the organization.

• ManageandaligntheworkofNEA’sofficialgoverningbodiesandadvi-sorycommittees;supportinternalandstate/localaffiliaterequestsforassistance with policy development, analysis, interpretation, and research. Provide analysis and interpretation of Association policies, monitor compliance with Association policies.

• Provideleadership,strategicdirectionandadministrativesupportinorderto ensure that NEA operates in an effective, efficient, and mission-driven manner.

• Providepolicycounselregardingrelationshipswithotherlaborleadersandorganizations, including jurisdictional agreements and shared-member markets.

36



• Provideresearch,resources,counsel,andexpertisetoNEAGovernanceleaders to continue to build strategic relations with Civil Rights (Hispanic, African American, Asian Pacific Islander, and American Indian/Alaska Native), Progressive, and Community Partners and education stakeholders at the national, state, and local level in order to advance a student-centered agenda that leads to empowered educators. This includes supporting NEA governance with engagement of minority principles.

• Provideresources,counsel,andexpertiseinresponsetostandingcommit-tees, governance requests and work related to the Representative Assembly.

2 Support, conduct, and align the NEA Representative Assembly to enhance $ 7,498,416 $ 7,498,416 Association-decision-making to meet the contemporary and future needs of the organization and its members.

• CommitteeonConstitution,Bylaws,andRules.

• CommitteeonProgramandBudget.

• ConventionGuests.

• CredentialsCommittee.

• ElectionsCommittee.

• ExecutestrategiccommunicationprogramsatNEA’sRepresentativeAssembly.

• InformationForumsandTownHalls,webcastswithBoard,DelegateandState Leaders.

• NEA-RetiredMeeting.

• ProvidelogisticalsupportfortheRA.

• RAGovernanceandPolicyAdministrativeSupportServices.

• RAToday/DelegateCommunications.

• ResolutionsCommittee.

3 Facilitate the development, execution, alignment, and enhancement of NEA’s 1,230,215 1,230,215 long term and tactical strategy, using processes to ensure the application of critical analyses and organizational learnings to shape and advance association goals.

• Conducton-goingStrengths,Weaknesses,Opportunities,andThreats(SWOT) analyses that examine the forces affecting NEA, its affiliates, and public education, along with the reactions to and impact of our organiza-tional efforts, in order to develop, refine and align the overall strategy used to achieve the vision and mission.

• ConveneNEAleaders/stafftofacilitatejointprofessionallearningprocesses and to incubate ideas and insights in support of the ongoing stewardshipofNEA’smission,vision,andcorevalues;and,developprocesses to maximize organizational learning in NEA’s relationships with targeted internal and external constituent and professional groups.

• Explore,test,andpilotopportunitiesfortransformationalworkandinno-vation to address changing internal and external circumstances, create new value for Association membership, and align with the NEA mission, vision, and core values.

37



• Integrateandimprovestrategicsystemstosupportthetrackingandanalysis of state and local affiliates’ environment and activities, as well as the identification of promising practices, to promote broad learning and enhance informed programmatic, policy, budgetary, and business deci-sions in alignment with NEA strategy.

• Providestrategicconsultativesupporttoandwithintheenterprise,including conducting a comprehensive review process to adjust, align, and course-correct, to advance both tactical and long-term strategy toward organizational goals.

4 Elevate voice and presence of NEA leadership in external communications $ 363,991 $ 363,991 vehicles, circles and channels.

• Establish,deployandleveragetools,systemsandtrainingstoconceive,measure and execute comprehensive earned media strategies on behalf of the Association’s efforts to target key media, capture media placement, and build media lists including databases, analytics, and technology.

2 Business and Financial Services

1 Administer and support business operations across the Association to 24,884,913 17,272,113 ensure sound accounting and financial management, along with efficient and effective processes for facilities management, procurement, travel, conferences, printing, and other business services.

• BusinessandFinancialServicesPlanningandAdministration.

• DevelopAssociationbudgetsandprovidefinancialanalysistogovernanceand management.

• Executeacomprehensiveinternalauditingprogram.

• Insurance,Treasury,andEnterpriseResourcePlanningServices.

• Managetheagencyfeeactivitieswhichincludecoordinatingtheaudit,preparation of Hudson notices, drafting and reviewing affidavits, and attending agency fee hearings as needed.

• Managetheinternalprocessesfororderingandpurchasingofgoodsandservices to ensure the best value for NEA-funded purchases in compliance with NEA’s procurement policy.

• MembershipServices.

• NEAFundAdministration–PoliticalActionCommittee(PAC).

• Provideawell-maintained,safe,secure,andaestheticallypleasingenviron-ment while optimizing space usage, pursuing increased energy efficiency, and promoting fiscally responsible use of NEA property and equipment.

• ProvideconferenceandtravelrelatedservicestoNEACenters,depart-ments, and meeting attendees.

• Providehighquality,efficient,effective,andaccuratefinancialaccounting,reporting, and compliance services for NEA and its related entities.

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2 Business and Financial Services 2018–2019 2019–2020

• Providequality,cost-effectiveprinting,copying,shipping,andmailingservices to support NEA’s strategic objectives.

• Year2(2019–2020)requiredprogrammaticcostreductionsduetoaddi-tional projected membership loss.

2 Provide robust human capital management, including a full-service $ 5,258,120 ($ 2,354,680) Employee and Labor Relations program, to support the strength, skills, success, and well-being of the organization’s workforce.

• Administerorganizationalrecruitment,retention,andpositionclassifica-tions to appropriately staff the organization in support of our Strategic Objectives. Work to fully staff the organization at a contracted level by 2020.

• CoordinateandadministertheNEAInternProgram,offeringopportuni-ties for higher education students to build skills and knowledge in support of their educational needs. Provide an annual report outlining the Stra-tegic Objectives that were met, numbers of students retained, ethnic and demographic data on intern groups, number of disciplines addressed, and appropriate university data.

• Coordinateanddeliverstaffeducation,professionaldevelopment,andtuition reimbursement in compliance with established Department of Labor policies and collective bargaining agreements. Ensure that profes-sional development opportunities are aligned to support the work of the NEA Strategic Objective and Enterprise Operations. Develop and imple-ment a full spectrum training program for NEA management staff.

• Developandimplementperformancereviewprocessesforstaffandmanagement with outcomes tied to developed skill and leadership competencies.

• Fosteremployeeengagementandsupportemployeerecognitiontomain-tain organizational effectiveness and positive workplace morale.

• Maintainaninterest-basedlaborrelationsprogram,includingcontractnegotiations, joint-labor management committee meetings, and grievance and arbitration processing with a focus on addressing concerns or issues at the lowest level.

• Provideandpromoteanemployeewellnessprogramtoimproveemployeehealth and morale. Perform ergonomic assessments and promote in-house wellness opportunities.

• Provideexecutivecoaching,mentoring,andfacilitationsupporttounitsand Centers to promote synergy and positive working relationships. Develop in-house staff mediation and facilitation skills to provide a full range of services by 2020.

• WorkwithCenterleadershiptoassureahighlyeffectiveandefficientemployee/management team, aligned with NEA’s priorities and need for a streamlined workforce, by implementing workforce and talent manage-ment processes that identify needed skills, provide skill development plans, and fill capability gaps with strategic hiring practices.

• Year2(2019–2020)requiredpersonnelcostreductionsduetoadditionalprojected membership loss.

39


2 Business and Financial Services 2018–2019 2019–2020

3 Administer and oversee a robust payroll, benefits, and HRIS program, $ 3,369,927 $ 3,369,927 ensuring compliance with all regulatory and legislative requirements

• Coordinatetimelycompletionofbenefitplanauditsandprepareandfilerequired reports to the Department of Labor, Internal Revenue Service, and other regulatory agencies.

• MaintainHumanResourceInformationSystems(HRIS).Ensureaccuracyof personnel files, manage reporting and data analysis of employee infor-mation to ensure compliance with state and federal regulations. Maintain electronic or paper records for all current and past employees. Begin implementation and data integration into a new HRIS by 2020.

• Manageandadministerabroadbenefitsprogramforemployees,retirees,and identified state affiliates ensuring compliance with regulations, legislation, and contractual obligations. Solicit Request for Proposals from benefits providers by 2020 to identify if there are costs saving through other providers.

• Reconcileandadministerthepayrollprocess,ensuringcompliancewithall legislation and tax laws. Develop and implement an automated checks and balances system by 2020.

4 Provide legal advice, counseling, compliance assistance, litigation, and 1,020,015 1,020,015 advocacy tools for NEA, its affiliates and members as well as for the NEA Fund for Children and Public Education.

• MaintaintheNationalOrganizationofLawyersforEducationAssociations(NOLEA) group site as a resource and communications network for attor-neys nationwide, organize annual meeting of NOLEA attorneys, provide NOLEA attorneys with resources and analysis on cross-cutting issues of significance such as charter schools, vouchers, Every Student Succeeds Act, and new federal mandates.

• Providelegaladviceandcomplianceassistancewithmembershipsignup,security of membership information, document management, and the collection fair share fees in accordance with established legal requirements.

• Providelegalandpolicysupporttogovernance(e.g.,ExecutiveOfficers,Executive Committee, Board, Representative Assembly and committees) at the national and state level.

• ProvidepolicysupporttotheNEAFundforChildrenandPublicEduca-tion and Federal Election Commission matters.

3 Information Technology Services

1 Provide on-demand help desk/technical support to all NEA Centers, NEA 3,400,773 3,400,773 departments, and affiliates for staff computers, printers, and desktop application.

• ProvideITservicesandsupporttoNEAHeadquartersandStateAffili-ates, standardizing operations and maintenance, process, and procedure. Providing mobile device management, desktop support services, standard software support, and asset management, with customer service being a primary objective.

40


3 Information Technology Services 2018–2019 2019–2020

2 Administer and execute a comprehensive and effective information security $ 1,999,636 $ 1,999,636 program.

• Developpolicies,procedures,andstandardstoaddresstheintegrity(management and protection) of information (data) and to address the security of IT infrastructure and enterprise systems. Manage the cyber security, incident response, forensics, end-user security awareness, and quality assurance processes to protect NEA’s information resources against security breaches and other threats. Establish and implement quality assurance and security standards for both in-house developed and “off the shelf” (OTS) business applications and systems.

3 Provide, maintain, and support a sustainable, secure, compliant, robust, 3,697,042 3,697,042 and reliable Information Technology infrastructure including on-premise and cloud services, operations, wired and wireless networks, servers, telephony, print managed services, and disk storage.

• Design,develop,modernize,andmaintainNEA’stechnologyinfra-structure environment encompassing cloud computing, cloud services, networking, datacenter, core services, servers, storage, disaster recovery, print managed services, and unified communications including telephony and video communications. Manage and monitor the operations that support NEA production services.

4 Manage, administer, and maintain the databases that underlie and provide 1,407,627 1,407,627 access to NEA applications and reporting systems.

• MaintainandmanageaccesstoNEAdatabasemanagementsystemssupporting organizational database management needs and activities. Provide convenient and secure access to mission critical data.

5 Configure, maintain, and support NEA’s accounting, payroll, human 5,705,980 5,705,980 resource, and other NEA Business Operations systems.

• Configure,support,andmaintaincommerciallyavailableapplicationsto meet NEA’s business needs whenever practical and develop custom software solutions to support NEA business activities that cannot be adequately or cost-effectively addressed by commercial software.

4 Enterprise Communications Services

1 Perform needs assessment, conceptual planning, research, writing, editing, 5,727,680 5,727,680 design, production, and maintenance services for NEA Today magazine (print, tablet, online, and mobile versions) and NEA websites, mobile applications, and emerging digital engagement products and platforms through a content strategy to engage, inform, support, mobilize, and activate NEA members and public audiences.

• AdvancetheAssociation’smission,vision,andgoalswitheditorialcontentin NEA Today to members, education and labor media, policymakers, opinion leaders, and state affiliate communicators in print and digital formats. Expand NEAToday co-publishing with state affiliates in a shared cost fashion.

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4 Enterprise Communications Services 2018–2019 2019–2020

• Establishstrategyandinfrastructurethatwillsupportdigitaladvocacyandorganizing including online organizing platforms, social media advocacy, and online paid promotions.

• RedesignNEA.organdcorrespondingdigitalproperties;includingarefreshed digital content strategy, identification of, and migration to, a new content management system which leverages personalization and inte-grates with NEA360, and a refreshed user experience and look and feel of the new site(s).

2 In collaboration with other Centers and within the Center for Communica- $ 2,172,168 $ 2,172,168 tions to develop and strategic insights to inform and design effective campaigns and leverage insights to influence key target audiences.

• Craft,design,field,analyze,andleveragememberandprospectivememberresearch on behalf of state affiliates and NEA, sharing that information across the larger NEA enterprise, including the development of a polling warehouse to maximize strategic learnings, insights and coordinated strategies by sharing common questions, leveraging trend analysis and findings.

• Craft,design,field,analyze,andmakerecommendationstoinfluencekey audiences, including: parents, legislators, opinion makers to inform strategic direction, messaging strategies, audience targeting, around NEA’s strategic priorities, student success, and sharing that information with appropriate partners as well as the full network of state affiliates to inform and shape collaborative campaigns.

• MaintainthenationalmediaanddigitalpresenceforReadAcrossAmerica(RAA) and assist states and locals in creating and leveraging their RAA events to further the Association’s student-centered, Association-led goals and organizing efforts.

• Plan,execute,andmeasurepaidmediacampaignsforNEAstrategicobjec-tives, student success, the NEA brand, public schools, the education profes-sions, and in coordination of state affiliates, partners, and allies.

• Providefullrangeofcreative,conceptual,strategicartdirection,andplan-ning from event branding to short film production, executive producing, pre and post production, celebrity outreach, as well as using the arts as engagement tool to engage NEA Headquarters, affiliates, and partners to effectively support mission-critical communications.

3 Work with state and local affiliates to build capacity and coordination 17,276,651 16,076,651 around positioning the Association as leaders with a unified national voice on key education issues impacting members and students.

• BuildaNationalCommunicationsnetworkacrossallaffiliatestodrivepublic and member communications in a strategic and concerted fashion.

• NationalMediaFund–Planandexecutestrategiccommunicationsinitia-tives for NEA projects, initiatives, and programs by managing multiple tactics, including paid media, strategic partnerships, sponsorships, and special events across the Center.

42


4 Enterprise Communications Services 2018–2019 2019–2020

• NationalMessageTraining-Develop,refine,anddeliveralignedmessageand media training for local affiliates, state presidents and NEA members, as well as partners to ensure we are speaking in one voice on our stra-tegic priorities to advocate for students and professionals, and grow and strengthen the union.

• Provideafullrangeofcreative,conceptual,andstrategicplanningfromtraditional and interactive design to short film, pre and post produc-tion, as well as using current trends, pop culture and the arts as a tool to engage affiliates, and partners to effectively support mission-critical communications.

• StateMediaGrantsProgram–Provideaffiliatecommunicationsstrategicsupport, training, and services to strengthen affiliate communications capacity.

5 Infrastructure

1 Infrastructure $ 1,831,819 $ 1,831,819

Direct Cost: $ 52,102,767 $ 43,295,523

Personnel Cost: 44,507,664 36,894,864

Total: $ 96,610,431 $ 80,190,387

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Budget Financial Line Item Definitions

Salaries/FringeBenefits–Salary payments to NEA employees and the provision of benefits such as medical insur-ance, life insurance, retirement, post-retirement health care, and payroll taxes (for example, Social Security and unemployment insurance.)

Non-StaffWages–Reflect the salaries of the President, Vice President, Secretary-Treasurer, salaries of state execu-tive directors participating in the Unified State Executive Director Program, and payments for stipends, salary loss, or substitute pay for members of the Executive Committee and Board of Directors.

Travel–Staff–Represents travel expenses incurred by NEA employees on official business, such as transportation, lodging,andmeals;travelcreditallowancespaidforextensivetravelinaccordancewithexistingstaffcontractsorpolicyauthorization;andmovingandrelocationexpenses.

Travel–Non-Staff–Represents travel expenses incurred by non-NEA employees on official business, such as trans-portation, lodging, and meals. This includes travel expenses incurred by the Executive Committee, Board of Direc-tors, members, state and local affiliate governance, and staff.

State and Local Projects – Grants and approved projects for affiliated organizations, including UniServ grants, Uni-fied Legal Services Program reimbursements, Small States Foundation grants, Great Public Schools funding, and cooperative projects.

PublicationCosts–Paper, printing, production, composition, art, and design costs incurred for publications such as NEAToday and specialized constituent publications, research papers, and other reports.

OfficeExpenses–Stationery, office supplies, telephone/communications, photocopy, postage/shipping, and utility costs incurred.

AdministrativeExpenses–Insurance, membership/funding to outside organizations, contributions, and deprecia-tion.

Machinery andEquipment–Personal computers, computer accessories, and items such as mailing equipment, calculators, and equipment rental/repairs.

OutsideServices–Fees paid for professional legal, audit and tax services, consulting services, and building main-tenance. It also includes costs for Educators’ Employment Liability insurance premiums, membership forms and cards, promotional materials, and advertising.

Conference/MeetingExpenses–Facilities, equipment rental, food and beverages, speaker fees, training materials, teleconferencing, and video conferencing.

Recovery–External–Funds received from NEA affiliates (such as expense reimbursements) and from sources out-side the Association.

Contingency Fund – NEA Bylaw requires a contingency reserve of no less than $1,000,000 and no more than 1 percent of the budget.

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Total Budget Comparisons By Line Item

Modified Proposed ProposedDescription 2017–2018 2018–2019 2019–2020

Salaries/Fringe Benefits $ 116,030,017 $ 104,816,730 $ 97,203,930

Non-Staff Wages 6,055,361 5,136,982 5,142,538

Travel – Staff 8,431,476 6,970,854 6,970,854

Travel – Non-Staff 12,190,457 12,784,038 12,784,038

State and Local Projects 137,323,712 130,681,778 124,931,222

Publication Costs 4,755,706 3,450,375 3,450,375

Office Expenses 7,155,181 6,085,091 6,085,091

Administrative Expenses 19,502,331 17,422,984 17,422,984

Machinery and Equipment 6,534,027 6,278,551 6,278,551

Outside Services 46,837,662 42,639,145 34,066,345

Conference/Meeting Expenses 8,366,348 8,576,625 8,576,625

Recovery – External (9,482,278) (8,360,753) (8,360,753)

Sub-Total $ 363,700,000 $ 336,482,400 $ 314,551,800

Contingency Fund 3,000,000 2,000,000 2,000,000

Total Budget $ 366,700,000 $ 338,482,400 $ 316,551,800

Modified2017–2018

NEAPrograms

30%

State/LocalProjects

38%

Salaries/Benefits

32%

Proposed2018–2019

NEAPrograms

30%

State/LocalProjects

39%

Salaries/Benefits

31%

Proposed2019–2020

NEAPrograms

29%

State/LocalProjects

40%

Salaries/Benefits

31%

Appendices

46

Appendix A: Recoveries

NEA General Fund receives funds from its affiliates, external sources and other NEA Special Purpose Funds. These funds represent such items as advertising in NEA publications and reimbursement of funds advanced on behalf of NEA affiliates. The impact of these recoveries are reflected as a reduction of the total cost within the appropriate activity.

Objective/ Enterprise Operation Category Proposed Proposed No. Description # Tactic Description 2018–2019 2019–2020

3 Advance Racial 1 1 NEA Conference on Racial and $ 110,000 $ 110,000 Justice in Social Justice registration fees Education

3 Advance Racial 1 1 Human and Civil Rights dinner tickets 155,000 155,000 Justice in Education

5 Secure the 1 3 Legal fee reimbursements 975,000 975,000 Environment

5 Secure the 1 3 Educators Employment Liability and 891,780 891,780 Environment Association Professional Liability reimbursements

6 Enhance 1 3 Reimbursements from state affiliates 1,332,473 1,332,473 Organizational for jointly funded executive director Capacity positions

1 Enterprise 1 2 Annual meeting activities 680,000 680,000 Operations

1 Enterprise 2 1 NEA Employee Benefit Plans – 25,000 25,000 Operations cost recoveries

1 Enterprise 2 1 Rental Income 111,000 111,000 Operations

1 Enterprise 2 1 Print Recoveries 550,000 550,000 Operations

1 Enterprise 2 1 Catering and Conference Recoveries 83,000 83,000 Operations

1 Enterprise 2 2 NEA Wellness Programs 19,000 19,000 Operations

1 Enterprise 2 3 NEA Employee Benefit Plans – 253,000 253,000 Operations personnel cost recovery for Human Resources administration

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Appendix A: Recoveries (concluded)

NEA General Fund receives funds from its affiliates, external sources and other NEA Special Purpose Funds. These funds represent such items as advertising in NEA publications and reimbursement of funds advanced on behalf of NEA affiliates. The impact of these recoveries are reflected as a reduction of the total cost within the appropriate activity.

Objective/ Enterprise Operation Category Proposed Proposed No. Description # Tactic Description 2018–2019 2019–2020

1 Enterprise 3 3, 5 NEA Member Benefits and other 1,076,500 1,076,500 Operations Association entities – technology infrastructure support

1 Enterprise 4 1 NEA Today and specialized 1,865,000 1,865,000 Operations constituency publication advertising

1 Enterprise 4 1 National Leadership Summit 234,000 234,000 Operations registration fees

TotalExternalRecoveries $8,360,753 $ 8,360,753

48

Appendix B: Highlights of The NEA Foundation’s Programs

The NEA Foundation is a public charity founded by educators for educators to improve public education for all students. Since our beginning in 1969, the Foundation has served as a laboratory of learning, offering funding and other resources to public school educators, their schools, and districts to solve complex teaching and learning challenges. We believe that when educators unleash their own power, ideas, and voices, communities, schools, and students all benefit.

The NEA Foundation receives contributions from corporations, foundations, and individuals, including educators. We are proud that we have received Charity Navigator’s highest, 4-star rating on financial health, accountability, and transparency for the past eight years, a record that puts us in the top 2 percent of all rated charities. To achieve our mission, we invest in initiatives that support high-quality instruction and provide critical resources to boost student learning.

•Award grants to educators. To improve student learning, we provide grants to individuals and teams of educators to support instructional practice and professional development across all subject areas and grade levels. By directly funding educator-conceived and led projects, the Foundation enables educators to chart their own course to solve teaching and learning challenges. The Foundation gleans knowledge from these grants to share with the field and to inform our broader body of work. Since 2012, we have awarded more than $2.4 million in grants, reaching more than 35,000 educators and 512,000 students in 49 states. Deadlines for applications are February 1, June 1, and October 15.

• Broaden educators’ and students’ perspectives by offering ourGlobal Learning Fellowship. We lead an annual, cohort-based professional development program to provide educators with a blend of online, peer, and field-based learning opportunities to prepare themselves and their students for global citizenship. Fellows share what they learn with educators around the country and world by posting free, adaptable, globally-focused lesson plans online. More than 130 global learning lesson plans are now available, and we are cultivating a network of global education leaders and advocates. Applications open in the Fall.

• Recognizeextraordinaryeducators. We present the Awards for Teaching Excellence at our annual gala to honor the critical work of public school educators. In 2017, we celebrated 43 exemplary educators, with an audience of 3,000 people in Washington, D.C. and online. We invite all state affiliates to nominate one educator by May 1.

•GrowhighqualitySTEMlearningto increaseaccesstoandimprovethequalityofSTEMeducationinunderservedcommunities. The NEA Foundation invests in educator- led and union-supported STEM programming that encourages students to incorporate STEM learning in their daily lives, academic careers, and professional endeavors.

• Expandthepublicationanddistributionofmulticulturalchildren’sliterature to ensure all students see themselves and our diverse world reflected in the books they read. Together with First Book, we helped print and distribute more than 20,000 diverse books to high-needs schools. These resources support educators building lesson plans around critical social-emotional learning concepts, such as empathy, respect, and self-awareness and encourage students to become avid readers and life-long learners.

• Providebreakfast tostudentsso theyarenourishedandreadyto learn. We boost students’ academic performance, health, and behavior by supporting the Breakfast in the Classroom initiative. During the 2016–17 school year, with our Partners for Breakfast in the Classroom, we invested in 57 schools to provide breakfast to more than 16,000 under-served students.

49

Appendix C: Governance

Proposed Proposed 2018–2019 2019–2020 EXECUTIVECOMMITTEEExecutive Officers’ Salaries $ 809,342 $ 809,342 President $ 293,434 $ 293,434 Vice President 257,954 257,954 Secretary-Treasurer 257,954 257,954 Executive Officers’ Benefits/LivingAllowance/Travel 851,503 851,503Executive Committee Travel 214,740 214,740Executive Committee Release Time 543,490 543,490Executive Committee Benefits 437,142 442,698Executive Committee Support Services 41,140 41,140Executive Committee Official Meetings 1,166,843 1,166,843President’s Meetings/NEA Reps 16,000 16,000 Total–ExecutiveCommittee $4,080,200 $ 4,085,756

BOARDOFDIRECTORSOfficial Meetings $ 2,020,359 $ 2,020,359National Conferences 120,481 120,481Committees 16,008 16,008Directors’ In-State Expenses 300,235 300,235Directors’ Benefits 230,221 230,221 Total – Board of Directors $ 2,687,304 $ 2,687,304

REPRESENTATIVEASSEMBLYAnnual Meeting Administration $ 5,225,186 $ 5,225,186Resolutions Committee 420,576 420,576Constitution, Bylaws and Rules 62,971 62,971Credentials Committee 18,780 18,780Elections Committee 148,763 148,763Committee on Program and Budget 12,578 12,578Pre-RA Retired Meeting 85,000 85,000RA Today, Reports and Administrative 525,090 525,090Convention Guests/Past Presidents 44,000 44,000 Total–RepresentativeAssembly $6,542,944 $6,542,944

OTHERGOVERNANCENational Leadership Conferences $ 2,043,388 $ 2,043,388NEA Board Role & Responsibility Training 201,985 201,985Strategic and Advisory Standing Committees 606,573 606,573 Total–OtherGovernance $ 2,851,946 $ 2,851,946

50

Appendix D: How Your 2018–2020 Dues Dollars Are Allocated

Active Teaching Professionals Proposed Proposed 2018–2019 2019–2020

IncreaseEducatorVoice,Influence,andProfessionalAuthority $ 5.32 $ 5.78Develop and sustain effective structures, processes, and leaders to increase educator influence in decision-making at worksite, district, state, and national levels.

RecruitandEngageNewandEarlyCareerEducators 5.43 5.90Identify, recruit, support, and engage new educators in our Association, and connect them with opportunities for professional learning, leadership, and advocacy.

AdvanceRacialJusticeinEducation 7.79 8.46Support members in advancing racial justice in education and improving conditions for students, families, and communities through, awareness, capacity-building, partnership, and individual and collective action.

ProvideProfessionalSupports 13.40 14.27Build a system of Association-convened, educator-led professional learning and supports for all educators across their career continua to ensure student success.

SecuretheEnvironmenttoAdvancetheMissionoftheNEAanditsAffiliates 22.72 23.56Use all available means, including organizing, legal, legislative, electoral, and collective action, to secure the environment necessary to protect the rights of students and educators, and the future of public education.

LegalandInsuranceSupport 19.38 21.04Implement advocacy programs for members including the Unified Legal Services Program, Fidelity Bond, Association Professional Liability insurance, and a 1 million dollar per member Educators Employment Liability insurance program.

EnhanceOrganizationalCapacity 62.03 65.36Develop and leverage the collective organizational capacity across our Association that is necessary to advance the mission of the NEA and its affiliates, with particular focus on organizing, technology, fiscal health, leadership development, and internal and external partnerships.

EnterpriseOperations 54.80 49.40Ongoing functions across the enterprise that support the strategic objectives, build lasting strength, and sustain the organizational infrastructure.

Contingency 1.13 1.23Provide funding for emergencies at the national, state, or local levels.

$192.00 $195.00

51

Appendix E: How Your 2018–2020 Dues Dollars Are Allocated

Education Support Professionals Proposed Proposed 2018–2019 2019–2020

IncreaseEducatorVoice,Influence,andProfessionalAuthority $ 3.23 $ 3.51Develop and sustain effective structures, processes, and leaders to increase educator influence in decision-making at worksite, district, state, and national levels.

RecruitandEngageNewandEarlyCareerEducators 3.30 3.59Identify, recruit, support, and engage new educators in our Association, and connect them with opportunities for professional learning, leadership, and advocacy.

AdvanceRacialJusticeinEducation 4.73 5.14Support members in advancing racial justice in education and improving conditions for students, families, and communities through, awareness, capacity-building, partnership, and individual and collective action.

ProvideProfessionalSupports 8.13 8.67Build a system of Association-convened, educator-led professional learning and supports for all educators across their career continua to ensure student success.

SecuretheEnvironmenttoAdvancetheMissionoftheNEAanditsAffiliates 13.78 14.32Use all available means, including organizing, legal, legislative, electoral, and collective action, to secure the environment necessary to protect the rights of students and educators, and the future of public education.

LegalandInsuranceSupport 11.76 12.79Implement advocacy programs for members including the Unified Legal Services Program, Fidelity Bond, Association Professional Liability insurance, and a 1 million dollar per member Educators Employment Liability insurance program.

EnhanceOrganizationalCapacity 37.63 39.71Develop and leverage the collective organizational capacity across our Association that is necessary to advance the mission of the NEA and its affiliates, with particular focus on organizing, technology, fiscal health, leadership development, and internal and external partnerships.

EnterpriseOperations 33.25 30.02Ongoing functions across the enterprise that support the strategic objectives, build lasting strength, and sustain the organizational infrastructure.

Contingency 0.69 0.75Provide funding for emergencies at the national, state, or local levels.

$116.50 $118.50

52


Index

Subject Page Objective Subject Page Objective


E1 = Enterprise Operations

Strategic Objectives

S1 = Increase Educator Voice, Influence, and Professional Authority

S2 = Recruit and Engage New and Early Career Educators

S3 = Advance Racial Justice in Education

S4 = Provide Professional Supports

S5 = Secure the Environment to Advance the Mission of the NEA and its Affiliates

S6 = Enhance Organizational Capacity

53

AAffiliateFinancialAssistance(AFA) . . . . . . . . 29 . . . . . . . . S6-1-3AffiliateFinancialForum . . . . . . . . . . . . . . . . . . 28 . . . . . . . . S6-1-2AffiliateLeaders Communication . . . . . . . . . . . . . . . . . . . . . . . . 28 . . . . . . . . S6-1-2AgencyFee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 . . . . . . . . E1-2-1 Hearings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 . . . . . . . . E1-2-1 Hudson Notices. . . . . . . . . . . . . . . . . . . . . . . . . 37 . . . . . . . . E1-2-1AnnualMeeting(RA) Coordination . . . . . . . . . . . . . . . . . . . . . . . . .36 . . . . . . . . E1-1-2 Communication . . . . . . . . . . . . . . . . . . . . . .36 . . . . . . . . E1-1-2 Legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 . . . . . . . . E1-2-4 Policy Support . . . . . . . . . . . . . . . . . . . . . . . .39 . . . . . . . . E1-2-4 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 . . . . . . . . E1-1-1AspiringEducators Campaigns . . . . . . . . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-2 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1Assessment Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 . . . . . . . . E1-1-1 Organization . . . . . . . . . . . . . . . . . . . . . . . . .35 . . . . . . . . E1-1-1 Performance. . . . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-1-1 Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 . . . . . . . . S3-1-3AssociationProfessional Liability Program (APL) . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-3

BBoard of Directors’ Support . . . . . . . . . . . . . . .35 . . . . . . . . E1-1-1BudgetComparisons Line item. . . . . . . . . . . . . . . . . . . . . . . . . . . . .44

CCampaigns Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 . . . . . . . . S5-1-1 Ballot Measure . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 Drop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1 Electoral . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-2 Issue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-2

Issue Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . 23 . . . . . . . . S5-1-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 . . . . . . . . S5-1-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 . . . . . . . . S5-1-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 . . . . . . . . S5-1-1 Legislative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-2 Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 Organizing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Paid media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 . . . . . . . . E1-4-2 Policy changes . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Practice changes . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Targeted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1CollaborativeInitiatives Campaigns. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 . . . . . . . . E1-4-2 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 . . . . . . . . S6-5-2 Structures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 ………….. . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3CollectiveBargaining Developments . . . . . . . . . . . . . . . . . . . . . . . .10 . . . . . . . . S1-1-1 Language . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 . . . . . . . . S5-1-1 Public pensions . . . . . . . . . . . . . . . . . . . . . . .28 . . . . . . . . S6-1-2 Technical information . . . . . . . . . . . . . . . . .28 . . . . . . . . S6-1-2 Without Agency Fee . . . . . . . . . . . . . . . . . . .10 . . . . . . . . S1-1-1Communications Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 . . . . . . . . S6-1-2 Message alignment. . . . . . . . . . . . . . . . . . . . . . 30 . . . . . . . . S6-4-1 Mission-critical. . . . . . . . . . . . . . . . . . . . . . . . . 41 . . . . . . . . E1-4-2 National Media . . . . . . . . . . . . . . . . . . . . . . . . . 41 . . . . . . . . E1-4-3 NEA Today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 . . . . . . . . E1-4-1 RA Today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2 Read Across America Outreach And events . . . . . . . . . . . . . . . . . . . . . . . . . . 41 . . . . . . . . E1-4-2 Representative Assembly. . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2 Targeted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 . . . . . . . . S6-1-2 Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-2 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1 Video . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 . . . . . . . . E1-3-3CommunitiesofColor Capacity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-2 Economic justice. . . . . . . . . . . . . . . . . . . . . . . . 18 . . . . . . . . S3-1-4 Family and community Engagement . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-2 Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1

Index


54

Racial justice . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-3 Social justice . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1Conferences and Trainings Aspiring Educators . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-1 ESP conference . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-2-2 Higher Education . . . . . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1 Conference on Racial and Social justice. . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Leadership Summit. . . . . . . . . . . . . . . . . . . .31 . . . . . . . . S6-4-1 Minority and Women’s Leadership Training . . . . . . . . . . . . . . . .31 . . . . . . S6-4-1 National Organization

of Lawyers for Education Associations (NOLEA) . . . . . . . . . . .39 . . . . . . . . E1-2-4

Retired. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1

DDefinitions Budget financial line item . . . . . . . . . . . . . .43DigitalEngagement Best practices . . . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 Enterprise tools . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1DigitalPlatforms Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 On-line organizing . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 Professional collaboration. . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1Digital Strategies Aligned content . . . . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-2-1 Local electoral work . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 National electoral work . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 State electoral work . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 . . . . . . . . S5-1-2

EEarlyCareerEducators Advocacy webinars . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-2 Campaigns . . . . . . . . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-2 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Fellow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Institute . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Leadership model . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Strategic planning . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 . . . . . . . . S2-1-2EmployeeBenefitProgram . . . . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-3EducationInternational Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 . . . . . . . . S6-5-1

EducationSupportProfessional Quality Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-1-1 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-2 Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-2-1 Mentoring. . . . . . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-1-1 National Conference. . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-2-2 Organizing campaign . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1 Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . .21 . . . . . . . . S4-3-1 Professional support. . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-1-1 Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-2 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-2-1EducatorsEmployment

Liability(EEL)Insurance. . . . . . . . . . . . . . .24 . . . . . . . . S5-1-3ElectronicPolicyLibrary . . . . . . . . . . . . . . . . . . 35 . . . . . . . . E1-1-1EnterpriseOperations . . . . . . . . . . . . . . . . . . . . . 33ESPConference . . . . . . . . . . . . . . . . . . . . . . . . . .20 . . . . . . . . S4-2-2EveryStudentSucceedsAct(ESSA) Communication tools . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Digital tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Leadership development . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Organizing campaigns . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Understanding . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1ExecutiveCommitteeSupport . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-4ExecutiveOfficersSupport . . . . . . . . . . . . . . . .39 . . . . . . . . E1-2-4

FFidelityBondProgram . . . . . . . . . . . . . . . . . . .24 . . . . . . . . S5-1-3

GGovernance . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49GreatPublicSchools Activism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 ESSA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Leadership development . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Organizing campaigns . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3GrowthandStrength Campaigns. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Community School Pillars . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 GPS Indicators . . . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1 Organizing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3

HHCRAwardsProgram . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1Healthcare Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-3 Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-3 Legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 . . . . . . . . S5-1-1

Index



E1 = Enterprise Operations

Strategic Objectives

S1 = Increase Educator Voice, Influence, and Professional Authority

S2 = Recruit and Engage New and Early Career Educators

S3 = Advance Racial Justice in Education

S4 = Provide Professional Supports

S5 = Secure the Environment to Advance the Mission of the NEA and its Affiliates

S6 = Enhance Organizational Capacity

55

Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-3 Wellness Program . . . . . . . . . . . . . . . . . . . . . . 38 . . . . . . . . E1-2-2HigherEducation Advocate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1 Conference. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1 Digital platform . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1HowYourDuesDollarsareAllocated Active teaching professionals . . . . . . . . . . .50 Education support professionals (ESP) . . .51

IInformationForumsandTownHalls . . . . . . . 36 . . . . . . . . E1-1-2InternalAuditing . . . . . . . . . . . . . . . . . . . . . . . .37 . . . . . . . . E1-2-1Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53

KK–12 Data analytics . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1 Engagement program . . . . . . . . . . . . . . . . . . . 13 . . . . . . . . S2-1-2 Recruitment program . . . . . . . . . . . . . . . . . . . 13 . . . . . . . . S2-1-2 Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1

LLGBTQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-1LocalPresidentsReleaseTimeSupport. . . . . .28 . . . . . . . . S6-1-3

MMembership Information . . . . . . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-4MembershipServices . . . . . . . . . . . . . . . . . . . . . . 37 . . . . . . . . E1-2-1MemberData Assessment tools. . . . . . . . . . . . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1MemberEngagements Coordination. . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1Membership Campaigns . . . . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Collaboration. . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Deep engagement . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1

Grassroots partners . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Policy change . . . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Practice change . . . . . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Racial justice issues. . . . . . . . . . . . . . . . . . . .16 . . . . . . . . S3-1-1 Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1Messaging Communications . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-3 Counsel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-3MinorityCommunity Digital outreach . . . . . . . . . . . . . . . . . . . . . . . . 13 . . . . . . . . S2-1-2 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1MissionStatement. . . . . . . . . . . . . . . . . . . . . . . . .1

NNationalCouncilofStateEducation

Associations(NCSEA) . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1NationalCouncilofUrbanEducation

Associations(NCUEA) . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1NationalOrganizationofLawyersfor

EducationAssociations(NOLEA) . . . . . . .39 . . . . . . . . E1-2-4NEA360 Analytic infrastructure . . . . . . . . . . . . . . . . . . 29 . . . . . . . . S6-2-1 Business process . . . . . . . . . . . . . . . . . . . . . . . . 29 . . . . . . . . S6-2-1 Development . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 . . . . . . . . S6-2-1 Enterprise adoption process . . . . . . . . . . . . . . 29 . . . . . . . . S6-2-1 Learning solution . . . . . . . . . . . . . . . . . . . . . . . 29 . . . . . . . . S6-2-1 State affiliate assessment and adoption . . . . 29 . . . . . . . . S6-2-1NEACompetencyFramework . . . . . . . . . . . . . . 12NEAFoundation(NFIE) . . . . . . . . . . . . . . . . . . . 48NEAFundforChildrenandPublic

Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-4NEA-NCSEASharedPriorities . . . . . . . . . . . . . 27 . . . . . . . . S6-1-1NEARetired . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2NEA Today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 . . . . . . . . E1-4-1NEAVision,MissionandValues. . . . . . . . . . . . . 1

OOn-lineProducts Assessments . . . . . . . . . . . . . . . . . . . . . . . . . .31 . . . . . . . . S6-4-1 Learning modules . . . . . . . . . . . . . . . . . . . . .31 . . . . . . . . S6-4-1Organizing Aspiring Educators . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-1 Campaigns . . . . . . . . . . . . . . . . . . . . . . . . . . .11 . . . . . . . . S1-1-3

Index


56

On-line platforms . . . . . . . . . . . . . . . . . . . . .41 . . . . . . . . E1-4-1 Models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 . . . . . . . . S2-1-2 Paid promotions . . . . . . . . . . . . . . . . . . . . . .41 . . . . . . . . E1-4-1 Social Media Advocacy . . . . . . . . . . . . . . . .41 . . . . . . . . E1-4-1 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 . . . . . . . . S1-1-1OrganizingBestPractices . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1

PPartnershipsandCollaborations NEA-NCSEA . . . . . . . . . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1 NEA-NCUEA . . . . . . . . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1Pension Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 . . . . . . . . S3-1-4 Assistance. . . . . . . . . . . . . . . . . . . . . . . . . . . .28 . . . . . . . . S6-1-2 Legislative analysis . . . . . . . . . . . . . . . . . . . .23 . . . . . . . . S5-1-1 Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 . . . . . . . . S6-1-2 Technical assistance . . . . . . . . . . . . . . . . . . .23 . . . . . . . . S5-1-1Policy Developments . . . . . . . . . . . . . . . . . . . . . . . . . . 35 . . . . . . . . E1-1-1 Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 . . . . . . . . E1-1-1Professional Practice Leaders . . . . . . . . . . . . . . 10 . . . . . . . . .S1-1-1Programs Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 . . . . . . . . S2-1-2 Recruitment. . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 . . . . . . . . S2-1-2PublicationsConstituency Advocate . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 . . . . . . . . S6-1-1 NEA Today . . . . . . . . . . . . . . . . . . . . . . . . . . .40 . . . . . . . . E1-1-4

RRACommunications . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2RAMeetingCoordination . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2RacialJustice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15RacialJusticeinEducation Campaigns. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Collective action . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Communication strategies . . . . . . . . . . . . . . . 18 . . . . . . . . S3-1-3 Communication tools . . . . . . . . . . . . . . . . . . . 17 . . . . . . . . S3-1-2 Counsel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 . . . . . . . . S3-1-3 Grass root partners. . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Leadership development . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Member engagement . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Membership growth . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1ReadAcrossAmerica Media outreach . . . . . . . . . . . . . . . . . . . . . . .41 . . . . . . . . E1-4-2Recoveries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46ReportoftheProgramandBudget

Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5RepresentativeAssembly Standing committees . . . . . . . . . . . . . . . . . .36 . . . . . . . . E1-1-1 Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 . . . . . . . . E1-1-1

RetirementBenefitsProgram . . . . . . . . . . . . . . 39 . . . . . . . . E1-2-3Retired Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 . . . . . . . . E1-1-1InformationSecurityProgram Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 . . . . . . . . E1-3-2

SSmallStatesFoundation . . . . . . . . . . . . . . . . . .28 . . . . . . . . S6-1-3SocialJustice Campaigns. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Collective action . . . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 ESP’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 . . . . . . . . S4-3-1 Grass root partner . . . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Leadership development . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Member engagement . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1 Membership growth . . . . . . . . . . . . . . . . . . . . 16 . . . . . . . . S3-1-1SocialJusticePartners Minority leadership training . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1 Women’s leadership training . . . . . . . . . . . . . 31 . . . . . . . . S6-4-1StandingCommitteesoftheBoard . . . . . . . . .36 . . . . . . . . E1-1-1StateAffiliatesGrant Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 . . . . . . . . E1-4-3StrategicObjectives . . . . . . . . . . . . . . . . . . . . . .28StrikeLoanPolicy. . . . . . . . . . . . . . . . . . . . . . . .28 . . . . . . . . S6-1-3Strength,Weaknesses,Opportunities

AndThreats Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-3

TTeachingandLearningIssues Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3 Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 . . . . . . . . .S1-1-3Trainings UniServ. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 . . . . . . . . S6-1-2

UUnifiedLegalServicesProgram(ULSP) . . . . . 24 . . . . . . . . S5-1-3UnifiedStateExecutiveDirector

Program(USEDP). . . . . . . . . . . . . . . . . . . . .29 . . . . . . . . S6-1-3UniServFundProgram . . . . . . . . . . . . . . . . . . . . 29 . . . . . . . . S6-1-3

VVisionStatement . . . . . . . . . . . . . . . . . . . . . . . . . .1

WWebcasts Board of Directors . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2 Delegates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2 State Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 . . . . . . . . E1-1-2

23937 0618 hls

National Education Association

The National Education Association is the nation’s largest professional employee organization, representing 3 million elementary and secondary teachers, higher education faculty, education support professionals, school administrators, retired educators, and students preparing to become teachers.

NEA Executive Officers

Lily Eskelsen García, President

Rebecca S. Pringle, Vice President

Princess R. Moss, Secretary-Treasurer

John C. Stocks, Executive Director

Reproduction: No part of this report may be reproduced in any form without written permission from NEA, except by NEA affiliated associations and mem-bers. Address inquiries to NEA Executive Office, 1201 16th St., N.W., Washington, DC 20036-3290; (202) 822-7000.

Published June 2018

Copyright © June 2018 by the National Education Association

All Rights Reserved

2018-2020Strategic Plan and BudgetPresented to the Representative Assembly July 2018

23937.0618.vn

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