TASBnext: Strategic Plan

T E X A S A S S O C I AT I O N O F S C H O O L B OA R D S F I V E -Y E A R ST R AT EG I C P L A N

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TASB Community, Since TASB was established in 1949, our focus has remained the same: helping school boards support the students in their communities. That commitment has never changed.

Even as our services have expanded, our purpose remains clear — promoting educational excellence through strong local governance and helping districts operate more effectively.

While this mission sounds simple and straightforward, this work is only possible because of our member-driven governance structure and our longstanding practice of strategic planning every five years to meet evolving needs.

In 2025, facing significant challenges in public education, our Board took an even deeper approach. Through surveys, interviews, focus groups, and nine strategy sessions, more than 150 staff and school board leaders shared their insights and aspirations.

What emerged is both honest and ambitious. We’re calling it TASBnext.

We heard that members want TASB to show up more in their communities and to build trust by better demonstrating our value as a nonprofit, nonpartisan organization. Your feedback shaped TASBnext, which will serve as our guidepost to be more present, more transparent in our actions, and more responsive to your needs.

We will track our progress on this ambitious plan, hold ourselves accountable on our commitments, and keep you informed along the way.

Thank you for all you do to support Texas public education.

With gratitude and confidence,

TONY HOPKINS TASB President Friendswood ISD Trustee

DAN TROXELL Executive Director Texas Association of School Boards

Our Roadmap Forward Honoring Our Legacy, Embracing the Future

For more than 75 years, TASB has stood as a trusted partner to Texas school boards, championing educational excellence and empowering trustees to serve their communities.

Our legacy is built on a deep commitment to our mission to promote educational excellence through unwavering support of our members and the services and solutions they need to advance strong student outcomes in their districts.

Now, as we look toward the future and the challenges and opportunities facing Texas public education, our new strategic plan, TASBnext, is designed to build on this foundation while driving us forward and strengthening the many ways we support our members and the students and families they serve.

We listened to our members, and our path forward is clear: Build trust, demonstrate the Association’s value, deepen regional and local engagement, and ensure every member understands they have the support of an Association that works to meet their unique needs.

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Key Elements of Our Strategic Plan MISSION Our strong central purpose that explains who we are and why we exist.

CORNERSTONE PRINCIPLES

VISION It represents the aspirational signpost we are working toward.

They represent our members’ core beliefs and the foundational building blocks of the TASB Advocacy Agenda.

OBJECTIVES They detail what will be strengthened or improved along our journey.

IMPERATIVES They provide directions on our roadmap — outlining the specific routes we will take to arrive at our Vision.

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Our Mission The Texas Association of School Boards promotes educational excellence for Texas schoolchildren through the advancement of good governance, valuable learning experiences for school leaders, and public school advocacy. We also provide high-quality services and programs to school districts — helping them operate more efficiently and effectively.

Approved by TASB members at the Sept. 13, 2025, Delegate Assembly

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Our Vision TASB will be the trusted resource for all Texas school districts — recognized as the leader in good governance practices, respected as the premier provider of high-quality services and learning experiences, and valued as a nonpartisan champion of public education.

Approved by the TASB Board of Directors, Sept. 11, 2025

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Our Cornerstone Principles Every Texas student deserves an excellent education in a safe, supportive learning environment.

We advocate for all Texas schoolchildren.

Local, nonpartisan school boards are essential to strong public schools and communities.

We advocate for local governance.

Texas public schools are a smart investment in our state’s future.

We advocate for funding levels that support student success.

Students succeed when school leaders, parents, educators, and community members work together.

We advocate for Texas public school families, respecting the unique needs of each community.

Closing achievement gaps is a responsibility of school leaders and educators.

We advocate for fair access to educational opportunities, resources, and supports for all Texas public schoolchildren.

Public dollars should stay in public schools.

We advocate against the diversion of public funds without the same accountability standards and requirements that apply to public schools.

Effective and transparent school governance drives excellent student outcomes, enriched school experiences, and efficient district operations.

We advocate for access to high-quality services and training that help school boards and their districts be good stewards of taxpayer money.

Approved by TASB members at the Sept. 13, 2025, Delegate Assembly

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CHAMPION STRENGTHEN DELIVER EMPOWER DRIVE 14

Our Strategic Imperatives Five Strategic Imperatives will define TASB’s focus over the next five years. Each imperative represents a vital dimension of our work.

Together, they form a cohesive framework: Success in one area strengthens and enables progress in the others, supporting our Mission and creating a unified path toward our Vision.

CHAMPION

Public Education Through Nonpartisan Advocacy

STRENGTHEN

Member Relationships and Engagement

DELIVER

High-Quality Services and Programs that Evolve with Member Needs

EMPOWER

and Grow our People

DRIVE

Operational Excellence

A Living Plan, Driven by Collaboration TASBnext is designed to be dynamic and responsive. Through regular tracking, reporting, and updating, we will ensure the plan keeps us on track. Here’s a deeper dive into each of the five Strategic Imperatives and related objectives.

Approved by the TASB Board of Directors, Sept. 11, 2025

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CHAMPION

Public Education Through Nonpartisan Advocacy Advocate for public education’s essential role in Texas by supporting strong local governance, amplifying public education successes, fostering trust with legislators and their communities, and empowering members with tools and resources to serve their districts at the local level.

OBJECTIVES • Increase member engagement in advocacy process.

• Empower members to be strong public education advocates.

• Elevate positive narratives about Texas schools.

• Actively counter misinformation about Texas public education, school boards, and TASB. • Improve TASB’s perception as a trusted bipartisan resource on education policy.

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STRENGTHEN Member Relationships and Engagement

Build trust and strengthen relationships with every member by meeting local needs through customized outreach, regional connections, and responsive service. Deepen local engagement and expand visibility to ensure all members view TASB as a trusted resource.

OBJECTIVES • Build and sustain strong trustee outreach across the school board service journey.

• Ensure TASB has meaningful engagement with every district each year.

• Improve quality, coordination, and personalization of member outreach.

• Provide responsive and differentiated support by district size and region.

• Improve member trust in TASB.

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DELIVER

High-Quality Services and Programs that Evolve with Member Needs Provide high-value, high-impact services and programs that evolve with member needs. Demonstrate clear value and return on investment (ROI) to members while balancing TASB’s long-term financial goals and strategic objectives.

OBJECTIVES • Amplify how we demonstrate and communicate the unique value of TASB membership and services.

• Continue to evaluate the value, relevance, and accessibility of TASB events, trainings, and online learning opportunities.

• Establish a process to ensure a business lens on all existing and proposed services and programs.

• Consistently utilize member feedback to adapt services in response to member expectations and market shifts.

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EMPOWER

and Grow our People Invest in the growth and well-being of TASB employees by providing career opportunities, professional development, and meaningful recognition. Foster a supportive, transparent, and collaborative culture that values feedback and learning.

OBJECTIVES • Promote and embed TASB Together: The Way We Work in the Association’s talent and performance model.

• Foster a culture of continuous learning.

• Strengthen performance accountability and recognition efforts.

• Increase opportunities for employee voice and transparency in communication.

• Establish clear career pathways and a strong leadership pipeline.

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DRIVE

Operational Excellence Promote and strengthen how TASB teams work by modernizing systems, fostering collaboration, and clarifying roles and accountability. Increase efficiency and deliver high-quality services to members through purposeful innovation, data-informed decision-making, and financial discipline.

OBJECTIVES • Further modernize and standardize internal processes focused on improving the member experience.

• Strengthen the Association’s data and technology systems to support a shared understanding of members.

• Improve collaboration and accountability across divisions.

• Plan and invest with discipline to advance organizational sustainability and growth.

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Join Us on the Journey

Stay updated on our progress through TASB’s Annual Report in Texas Lone Star magazine, as well as the Member Report included in the Delegate Assembly Handbook.

The next five years will be defined by action, collaboration, and results. Together, we will write the next chapter of TASB’s story — one that honors our legacy and drives us toward a future of opportunity.

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Acknowledgments The work reflected in this document is the result of an intensive 12-month process supported by the TASB Board of Directors, with active participation from board members across the state. We are especially grateful to those members who devoted significant time and leadership to shaping this work by serving on the Subcommittees on Strategic Planning:

Moises Alfaro, Mathis ISD

Tony Hopkins, TASB President, Friendswood ISD

Carlos Bentancourt, Slaton ISD

Mark Lukert, Wichita Falls ISD

Lynn Boswell, Austin ISD

Dan Micciche, TASB First Vice-President, Dallas ISD

Darlene Breaux, Alief ISD

Steven Newcom, Eagle Mountain-Saginaw ISD

Julie Cole, Hurst-Euless-Bedford ISD

Armando Rodriguez, Canutillo ISD

Mary Jane Hetrick, TASB President-Elect, Dripping Springs ISD

Rolinda Schmidt, TASB Immediate Past President, Kerrville ISD

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The following TASB staff also actively participated in the development of this plan, listening intently to feedback from the TASB Board and our members:

TASB Staff Gina Abdur-Rahman, Department Director, Planning and Research Mary Barrett, AED, Risk Management Services Joy Baskin, AED, Policy and Legal Services Jackie Berzin, Supervisor, Event Operations Amanda Bigbee, Division Director, Policy Service Brian Bolinger, AED, Business Services

Brett Gordon, Department Director, RMS Technology Programs Nicole Green, Supervisor, Event Planning and Programming Cole Hentschel, Director, Investment and Public Finance Services, First Public Sarah James, Senior Communications Specialist, HR Services

Rosa Brown, Division Director, RMS Sales and Marketing Michelle Johnson, People Officer Rena Brubaker, Division Director, Finance Operations George Kazanas, Division Director, Executive Search and Field Services Sara Butler, Department Director, Communications Amy Campbell, Division Director, HR Services

Karlyn Keller, Division Director, Special Education

Katherine Care, Division Director, Underwriting and Program Administration

Chris Knauf, Division Director, Enterprise Strategy and Data

Casey Clark, Division Director, Technology

Robert Long III, Division Director, Board Development Services

Jeff Clemmons, Division Director, Facility Services Carolyn Counce, AED, Member Services Colleen Crawford, Division Director, Human Resources Tammy Davis, Chief Compliance Officer, First Public Tiffany Dunne-Oldfield, Deputy Executive Director Susan Elliott, Director, Curriculum and Instructional Design Janina Flores, Division Director, Risk Solutions Hiawatha Franks, Risk Management Claims Officer Brianna Garcia, Department Director, Communications Teresa Gardner, Division Director, IT Project/Portfolio Manager Dax Gonzalez, Division Director, Governmental Relations

Ruben Longoria, Director, Federal Affairs, Governmental Relations Cesar Lopez, Division Director, Business Services Sales and Marketing Amy Magee, Division Director, Community College Services Krista Marx, Senior Organization Learning and Development Specialist, HR Bill Mastrodicasa, Managing Director, First Public Steven McArthur, AED, Chief Financial Officer Cristina McKee, Meeting Planner II, Events Lindsay McPheeters, Lead Attorney, Legal Services Matt Mitchell, Senior Communications Specialist, Communications and Content 29

Acknowledgments The following TASB staff also actively participated in the development of this plan, listening intently to feedback from the TASB Board and our members:

TASB Staff Guillermo Pallares, Division Director, Strategic Initiatives and Operations

Corin Silva, Division Director, BoardBook

Kelly Panfilli, Division Director, Board and Management Services

Leslie Story, Director, Legal Services

Erika Payne, Executive Assistant, Office of Deputy Executive Director LyAnn Peterson, Department Director, Digital Experience Anisa Pope, Department Director, Enterprise Information Management Kristi Powell, Division Director, Finance Compliance Chris Ramirez, Manager, Design Services Kelly Rasti, AED, Governmental Relations Arturo Salinas, Division Director, Cooperative Purchasing Cassandra Sanchez-Barrera, Senior Marketing Specialist, Organizational Marketing Abby Sandlin, Communications, Marketing, and Events Officer Ryan Scharffenberger, Division Director, Brand and Marketing Denise Schulz, Senior Communications Specialist, Communications and Content Alicia Schwarzlose, Division Director, RM Administration and Board Services Jacy Selcoe, Staff Attorney II, Legal Services Todd Shade, Division Director, RM Marketing and Strategic Partnerships Andrea Sheehan, AED, Corporate Counsel Leanne Shipper, Business Technology Program Manager, Business Services Management 30

Jackie Clark Spencer, Division Director, Events Paul Taylor, Division Director, RM Legal and Regulatory Affairs Shannon Thomas, Instructional Designer, Board Development Services Mark Tilley, Division Director, Legal Services Trent Toon, Director, Insurance and Employee Benefits Services, First Public Dan Troxell, Executive Director Christina Velasquez, Department Director, Communications, Marketing, and Events Administration Laurie Vondersaar, AED, Data and Information Technology Kathy Wetzel, IT Emeritus Advisor Chris Willy, Division Director, IT Operations and Security Sylvia Wood, Division Director, Communications and Content

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©2025. Texas Association of School Boards, Inc. All rights reserved.

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