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 several 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.”

“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”

“NBT engages stakeholders to identify issues related to the community's health, education and human service needs. With over 1,000 documented stakeholder partners, representing 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 over 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, Rutgers 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”

“New Brunswick Tomorrow convenes all youth stakeholders in the City of New Brunswick, New Jersey, to identify issues and develop solutions. In delivering solutions, New Brunswick Tomorrow develops partnerships to implement initiatives and develop sustainability strategies. Current accomplishments include the New Brunswick School Based Youth Services Program, Parent Linking Services and Family Friendly Center. These programs are in partnership with New Brunswick Public Schools and New Jersey Department of Children and Families. These programs provide comprehensive supportive services to over 1,000 at-risk youth. Key metrics include: promotion and graduation rates; teen pregnancy prevention and prevention of secondary pregnancies among student-parents.”

“The task force identifies, analyzes and develops solutions to some of the most complex issues facing the city's youth. The 0 to 21 Task Force includes the School Based Youth Services Program (SBYSP): New Brunswick Bridge, a comprehensive social service program located in six schools in the New Brunswick school district. In 2016, 1,359 students were impacted by the program, including 333 students at the Family Friendly Center and 17 infants in the Parent-Infant Childcare Center. The mission of SBYSP is to improve the life prospects of New Brunswick Public School students, with the goal to assure academic success by building on the students' strengths and supporting them in overcoming obstacles. An additional service provided by the program, available only at the High School, is the Parent Linking Program (PLP). The goal of PLP is to have the student-parent graduate high school, and delay a second pregnancy until after graduation. In 2016, 45 students were enrolled in the program.”

“The task force identifies, analyzes and develops solutions to some of the most complex health issues facing our residents. Within the task force, several programs are active: The New Jersey Partnership for Healthy Kids-New Brunswick was formed to reverse the trend of childhood obesity in New Brunswick by improving access to affordable healthy foods and beverages and increasing opportunities for physical activity in the community; New Brunswick Ciclovia, a free, citywide initiative that closes the streets to cars and opens them to people, promotes healthy active living through experiencing New Brunswick's vitality, livability, and diversity in a safe place for people to exercise and play. In 2016, there were over 29,723 participants in the program; Live Well-Vivir Bien New Brunswick is a city-wide campaign to create awareness and inspire residents to actively participate in health and wellness resources available in New Brunswick, ultimately resulting in improved quality of life and other positive outcomes; Diabetes outreach program, a community healthy worker program to identify residents that are diabetic or at high risk of developing diabetes to get them into care. In 2016, over 1,000 families were reached citywide.”

“in the city, with representatives from a variety of city departments (police, fire, code enforcement, health, etc.) come together to develop and implement multi-pronged strategies for families seeking to achieve upward economic mobility as well as an improved living environment. Within this task force, the Esperanza Neighborhood Project is a comprehensive neighborhood improvement and revitalization initiative focused on a 57-block area of New Brunswick, impacting 8,800 residents, had several active programs: The family leadership academy (FLA): a year-long, comprehensive family support program. FLA families participate in group workshops and individualized coaching to set and pursue personalized goals, with an emphasis on financial capability. In 2016, two cohorts were held, graduating 28 families from the program. Neighborhood Building Initiative: Esperanza resident leaders successfully engaged 56 project activities which included 6 neighborhood clean-ups, a public mural project, 3 large-scale community events National Night out, hispanic heritage month and cinco de mayo festival, and encouraged the city to create a New brunswick municipal ID program to benefit and encourage the inclusion of residents who have trouble obtaining a state id., such as undocumented immigrants, homeless individuals, and the elderly. The "Mercado Esperanza" Project: a grassroots outreach effort to support aspiring local entrepreneurs with training and vending opportunities in a vibrant community marketplace.”

“Three other task forces are: 1) The John J. Heldrich Institute for Leadership Development program, focused on building the leadership capacity of individuals in the community that demonstrated an interest inassuming leadership roles. The program to reach this emerging pool of leaders was the program known as "Leadership Tomorrow." This year, we grew our network of leadership graduates to over 135 individuals, with 14 graduates in 2016. The second step in NBT's capacity building strategy was to identify those Leadership Tomorrow graduates who remain committed to the city's revitalization. The program design for implementing this second step is the "Leadership Now!" program, which includes a carefully selected group of Leadership Tomorrow graduates to participate in a program that offered training at a higher intensity level and that focuses on utilizing their leadership capacity to build community. 2) The Evaluation Task Force utilizes a wide range of input including community voices and empirical data to evaluate the effectiveness of NBT's programs. The program includes periodic resident surveys performed by the Eagleton Institute. 3) The New Brunswick Faith-Based Coalition has been engaged in a strategic planning process to identify critical community issues to address. The coalition group includes participation of more than 50 houses of worship in New Brunswick. In 2016, The NBT's efforts with this coalition came to a close.”