New Brunswick Tomorrow

“The governance committee of new brunswick tomorrow is responsible for facilitating the organization's compensation review process. Its members are comprised of trustees and are appointed by the chair. The board of trustees have adopted the practice of assessing compensation for every staff position to assure consistency and competitiveness with the market. The organization's compensation philosophy has been to manage base salary compensation toward the midpoint of the market to assure that the minimum salary compensation for each position meets the midpoint of the salary range. If the salary level does not meet the midpoint, the governance committee makes incremental and reasonable adjustments as long as the organization's financial position and the staff performance warrants. The governance committee also considers merit increases on an annual basis utilizing established performance benchmarks. In terms of executive compensation, the organization offers the president an employment contract that describes all the terms and benefits. The organization's chair is responsible for setting the performance benchmarks for the president and performing an annual review. The chair reports the results of the annual review to the governance committee and to the board of directors. Any salary and benefit adjustment or merit increase is considered at this time. In terms of staff compensation, the president is responsible for managing the governance committee's established process for reviewing and assessing staff performance. The president presents mid-year and final year staff performance evaluations to the governance committee. The review is based upon performance factors and employee performance objectives. The review also includes written feedback from the employer and supervisor and an employee development plan to support performance. The chair of the governance committee finalizes the review by signing all of the documents. Any salary and benefit adjustment or merit increase is considered at this time.”

“Presented to the finance committee and reported to the board of directors for its approval.”

“The organization monitors the conflict of interest policy annually by having board members sign a new policy.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon written request to management.”

“An audio recording is made of each executive board meeting and committee meeting. From the recordings, the minutes are drafted and reviewed by the nbt president. The minutes are voted upon at the subsequent respective meetings. The approved minutes are filed accordingly.”

“For 50 years, new brunswick tomorrow has driven social revitalization for the city of new brunswick by taking on the issues that matter most to city residents and families. Our mission is to improve the quality of life for all who call new brunswick home. We are a social impact organization, committed to moving people forward by addressing the human issues that impact us all, including: the vibrancy of neighborhood; a family's health and well-being, and a child's academic progress and ability to meet their fullest potential. Nbt's holistic approach includes engaging stakeholders to identify issues related to the community's health, education and human service needs. With over 1,000 documented potential stakeholder partners, representing over 200 local social programs, and many funding partners, the need to convene partners and find solutions is great. Nbt brings together a diversity of partners committed to take action on community development needs. This process has been used successfully for 45 years, building a community that continues to move new brunswick's people forward. For more information on how nbt 3identifies community needs, engages the community, grows partnerships, and program details on key issues, visit our website at www.nbtomorrow.org”

“Through a shared value of community and partnership, we bring diverse interest to the table to inspire people and mobilize resources to strengthen our community. Working side-by-side with committed partners, we focus on setting goals, turning goals into plans, and plans into action, ultimately helping residents improve their quality of life. To do this work, we foster partnerships with institutions and community organizations that promote upward economic mobility, self-sufficiency and personal dignity for all. Nbt serves as a catalyst in developing and supporting solutions that strengthen our community by: 1) identifing social needs, driven by both data and the community's insights; 2) bringing people and resources together, inspiring action and accountability; 3) collaboratively devising solutions, leading social change citywide; and, 4) building capacity to maintain meaningful community impact. To realize this, nbt utilizes task forces as vehicles for convening partners committed to resolving the issues that affect families and individuals the most. Partners include: residents, educators, religious leaders, hospital representatives, elected and appointed officials, corporate leaders and academia, that serve on our task forces, including: 1) health task force - to improve health outcomes for all by promoting healthy, active lifestyles, preventing diseases, and increasing access to health services. 2) neighborhood task force (formerly, family task force) - to improve neighborhoods by fostering safe and desirable conditions, community support services, rich cultural offerings, economic opportunities, and the ability to connect with one another. 3) 0-21 task force (formerly, youth task force) - to improve youth outcomes by focusing on youth, ages 0-21, to be supported in safe and healthy environment to achieve high levels of education, employment and self-sufficiency as adults.”

“New brunswick tomorrow convenes all youth stakeholders in the city of new brunswick, new jersey, to identify issues that affect our city's youth and develop solutions. Theo to 21 task force includes the bobadilla summer soccer academy, a 5-week summer camp for youth, ages 7-15. The camp focuses on strengthening soccer skills of the participants, and has an emphasis of community wellness, with fitness activities intensifying during the latter half of the summer. While campers walk away with memories of a fun summer, we see deeper growth in skills they achieved in discipline, commitment, teamwork, fitness, and communication. In 2024, we had over 140 students participate daily and employed 12 high school students. Additionally, we provided financial support for higher education through a partnership with new brunswick education foundation to implement training and leadership development workshops for high school avid students, focused on college and career pathways. A key initiative of this exciting partnership are 10 annual scholarships that nbt sponsors through generous donations for the nbef scholarship program. This year at the awards gala, nbt accepted the outstanding community partner award from the new brunswick education foundation, recognizing nbt for its leadership and service in impacting the lives of new brunswick's youth and their families.”

“Through the health task force activities, responded to health needs related covid, the flu, rsv, and food security, and more. Though the community has largely moved on from the covid-19 pandemic, there have been surges of new variants over the last year creating the need for a continued response. Accordingly, we coordinated local vaccine and testing providers to provide continued awareness of the effects of covid-19, while also offering flu and rsv vaccines. Nbt organized and promoted daily static and/or pop-up clinics for residents and facilitated about 20 vaccine clinics, providing technical support to over 90% of all popup clinics throughout the city. As a result, vaccines were administered citywide. Traditional, face-to-face, community outreach is critical in reaching our residents; especially for the dissemination of health information and resources. Throughout the year, the health team attended a total of 50 health-outreach events, and engaged in several door knocking campaigns, reaching over 2000 residents. Digital communication also plays a large role in reaching our target audience. Every digital platform received an increase in followers, engagement, and reach (with thousands of views and unique impressions).”

“Through the neighborhood task force activities, nbt fosters connections with and among neighborhood residents and local business people, building a social infrastructure to identify concerns and effectively advance solutions that maximize neighborhood potential. A primary program area is the esperanza neighborhood project - a comprehensive neighborhood improvement and revitalization initiative focused on a 57-block area of new brunswick, and the centerpiece of nbt's neighborhood development strategy. Esperanza works with community residents, business people, stakeholders, and collaborating organizations to advance solutions to maximize neighborhood potential, particularly in the areas of neighborhood conditions, economic opportunity, housing, and family services. Through this task force, nbt develops and implements multi-pronged strategies for families seeking to achieve upward economic mobility, and an improved living environment. In 2024, nbt distributed over $150,000 in down payment assistance for first time homeowners, and launched hub city housing to develop affordable housing opportunities in distressed neighborhoods. Nbt's work in neighborhoods aims to support our community in long-term, resident-driven neighborhood revitalization.”

“Other task force activities include: new brunswick community survey: nbt regularly commissions surveys, the latest being the 2024 new brunswick community survey. This data informs nbt's planning and action, focusing resources on several important priorities to address new brunswick's health and human service needs. This is also an area of growth for nbt - - to strengthening metrics to go beyond data based on programming outcomes (strategies), to encompass a greater understanding on the impact nbt has on the community (results). Over the last year, we worked with eagleton and about 25 selected community and expert partners to vet and deploy an effective survey tool for making improvements and capturing meaningful impact. In 2025, nbt will host a series of community forums and communications to share survey results.”

“Description:other professional fees total fees:266693”