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 Directors and are appointed by the Chair. The Board of Directors has adopted the practice of assessing compensation for every staff position to assure consistency and competitiveness with the market. Typically, a market review occurs every three years with the Board of Directors securing the services of an independent salary and benefits compensation firm. Typically, the firm's responsibility is to collect data from multiple reliable sources and match them as best as possible to the organization's job descriptions in order to establish salary ranges for each position and to recommend the types of benefits that are customarily offered to staff. This information is provided in the form of a report to the Governance Committee. The organization's compensation philosophy is supported by the independent salary and benefits compensation firm's report. To date, the Governance Committee's philosophy has been to manage base salary compensation toward the midpoint 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 that includes 360" input. 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.”

“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”

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

“NBT engages stakeholders to identify issues related to the community's health, education and human service needs. With over 1,000 documented potential stakeholder partners, over 200 local social programs, and many funding partners, the need to convene partners to find solutions is great. Uniquely positioned, NBT brings together a diversity of partners to dialogue and take action on community development needs. This process has been used successfully for almost 40 years, building a community that continues to move New Brunswick's people forward. IDENTIFY NEEDS: NBT uses data from resident surveys and input from partners in the field. Whether it's the Center for Public Interest Polling, Center for State Health Policy, or the Bloustein Center for Survey Research, NBT collaborates with firms that are independent, objective and well established. Additionally, our community partners help us to make sense of survey findings by lending us their significant experience in the field. By combining both data and stakeholder experiences, a clear picture of community needs emerges. ENGAGE THE COMMUNITY: NBT facilitates a community-participatory planning process, engaging diverse stakeholders and residents to develop strategies for action. Task forces, coalitions, workgroups and other community forums are commonly used to build consensus. Equally important, however, is the engagement of NBT by the community. Because of our expertise, reach in the community and leadership, the community engages our organization to address issues, some of which may not show up on surveys. We've learned that effective community engagement works both ways. GROW PARTNERSHIPS: NBT develops specific initiatives aimed at engaging youth in programs, improving neighborhoods and developing resident access to health and wellness resources. These initiatives work best through partnerships that bring their talent, resources and experiences. Guided by a logic model developed in partnership with over 120 stakeholders, NBT makes and leverages investments in partnerships in order to help residents and neighborhoods move forward. ASSESS AND LEARN: NBT and its partners serve the community best when we learn from our investments. Evaluations and assessments are routinely conducted to understand where we've made strides in addressing community challenges and where we need to make adjustments to deepen our impact. This is how our partnerships achieve success. Please see our website at www.nbtomorrow.org”