¶ 1 Leave a comment on paragraph 1 0 The Board continued to hone its skills on the Carver model of governance as handbooks were revised. NCFR assets were reported at $1.65 million, a 5% increase over the previous year, due in part to the new journal publishing contract with Blackwell Publishers and royalties remaining from Allen Press. President Gay Kitson supported the Emerging Leadership Training Institute as a means to preparing members for leadership roles in NCFR.
¶ 2 Leave a comment on paragraph 2 0 In June, Steven Worth of Plexus Consulting was hired by the Board to work on a strategic plan for NCFR. Two membership surveys revealed that the core cadre of members were mid- to later career professionals with CFLEs, students, and special interest professionals next. Strengths identified were broad membership appeal, practitioners and academics, diversity, nurturing environment for new professionals, research, TCRM, innovative conferences, multidisciplinarity, a culture of openness, service orientation, primary organization for human development/family science, job referrals, CFLE, legacy core of members, stability, and a leading organization for family scholars.
¶ 3 Leave a comment on paragraph 3 0 NCFR’s vision was described as “To have the field of family science and other family scholarship and practice recognized globally for its contribution to the strength and well-being of families.” The four goals to carry out this mission were listed as: