State Board Report

March 2012

NASBA is beginning a strategic planning process, under the leadership of NASBA Vice President — Strategic Planning & Program Management Ed Barnicott, that will be based on input from the NASBA staff, NASBA Board of Directors, State Boards of Accountancy and other stakeholders. “This is more than an annual refresh on an earlier plan: This will be a ground up building of the plan focused on our mission,” Mr. Barnicott explained. “We want the perspective of all our stakeholders reflected in direction and objectives that NASBA will pursue.”

Mr. Barnicott is working with senior staff and volunteer leadership to create a schedule and milestones for the planning process, which is scheduled to be ready by late March. “The first cycle, to be completed by the end of 2012, will establish a foundation plan that will, based on NASBA’s mission to enhance the work of the State Boards of Accountancy, articulate NASBA’s goals and objectives for the next 3-5 years and beyond,” Mr. Barnicott said. This strategic plan will be kept fresh with annual updates, and then another in-depth review in 3-5 years. “The environment is going to change, and we are going to have to adapt. The goal is to be proactive, not reactive,” he stated. The plan will reflect President Ken Bishop’s “back to our roots” goal of balancing NASBA’s resources so that more are going to services that directly assist State Boards.

Representatives from all of NASBA’s stakeholder groups will be involved in the development of the strategic plan, Mr. Barnicott explained. Several of NASBA’s committees will be sources of input to the work group. As background for the project, he has been studying planning and strategic review efforts NASBA engaged in over the years, including the 1984 strategic planning effort led by Sandra Suran. “When people like Sandra led groups to have NASBA take the time to answer the question ‘Who are we and where do we want to go?,’ significant changes occurred in the organization,” Mr. Barnicott observed. “Action grew out of strategic thinking.” He expects the plan to be more than aspirations and lofty goals: “A high level plan without a specific work plan on how to accomplish the identified goals and objectives is of little value and can lead to frustration for the organization. We want to ensure that we not only plan the trip, but we get in the car, fasten our seatbelts and drive to our destination.”

“All that NASBA does should have a nexus with our mission of assisting State Boards. If there is no nexus, we should probably be asking ourselves why we are doing it,” President Bishop said. “Over the past few years our strategic plans have been operational. In our strategic planning, we are going to talk about the strength of our relationships and what we should be doing. We will still have a business operational plan, but I want everyone involved in revisiting what NASBA does.”

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