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 resident 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 more than 40 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 familys health and well-being, and a childs academic progress and ability to meet their fullest potential. Nbt 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. Uniquely positioned, nbt brings together a diversity of partners committed to 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. For more information on how nbt identifies 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 communitys 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. Our business is about partnerships. We create them by engaging the community in conversations about needs and the development and implementation of programs and policy strategies. To mention a few partners, they 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 citys youth and develop solutions. The 0 to 21 task force includes the school based youth services program (sbysp), also known as the new brunswick bridge - a comprehensive social service program located in four new brunswick schools in the district. In the 2017-2018 academic year, 1,021 students were impacted by the program, including 250 students at the family friendly center and 16 infants in the parent-infant childcare center. These programs provide comprehensive supportive services to over 1,000 at-risk youth. 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 2017, 28 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, including: 1) the build health challenge an outreach effort focused on improving health outcomes by mitigating housing issues facing residents within the esperanza and unity square neighborhoods; two neighborhoods with some of the greatest health and social disparities within the city. Through a resident-led outreach team, housing assessments are conducted to identify housing issues to help mitigate them. The initiative also works closely with institutions to identify necessary system changes that ensure sustainable healthy housing efforts lead to improved health outcomes of city residents. In 2017, over 120 homes were assessed and connected to additional services for mitigating concerns. 2) new brunswick ciclovia - a free, open streets initiative that closes the streets to cars and opens them to people to promote healthy, active living through experiencing new brunswick's vitality, livability, and diversity in a safe place for people to exercise and play. In 2017, over 35,000 residents participated in the open streets program; 3) live well-vivir bien new brunswick - a citywide campaign to create awareness on health priorities, resources and services to inspire residents to live healthier, active lifestyles; ultimately resulting in improved quality of life and other positive health outcomes.”

“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 nbts neighborhood development strategy. Esperanza works with community residents, business people, stakeholders, and collaborating organizations prab, new jersey community capital, and rising tide capital to identify concerns and 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. Nbt's work in neighborhoods is not a single program, but a broad strategy, a way to engage and support our community in long-term, resident-driven neighborhood revitalization.”

“Other task forces are: 1) john j. Heldrich institute for leadership development: as one of the four pillars of our strategic focus areas, we work diligently on developing community leaders. We believe, and evidence supports, that real change in the community is driven from within, and, the more leaders we have, the greater the impact that can be made. Since 2002, nbt has committed to identifying emerging leaders in the community and helping them realize their full potential by providing expert coaching and guidance. Our strategic intent is to build on the leadership capacity of individuals to prepare them, as the next generation of leaders, to sustain the citys revitalization. And, it is through our leadership development program that we, ultimately, create the extensions beyond the organization to carry out our mission of social revitalization, making new brunswick a better place through an interconnected network of informed, effective leaders. Our leadership focus aims to educate, empower and engage talented leaders to create systemic change around new brunswicks most challenging issues. Specifically, to: 1) identify, develop, and support emerging community leaders; 2) engage established leaders in addressing community issues; 3) connect emerging and established leaders to act on key issues, primarily in alignment with our community-impact objectives; and, 4) incorporate the perspectives of community leaders in nbts work . Nbt has had increasing success in supporting community leaders, including leadership tomorrow and leadership now. 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.”