Barbara Delivers Customized Partnerships with Aplomb

Inside AASA

When Tammy Barbara’s plate overflows and another project comes her way, she adroitly pivots to Plan B, reshuffles the workflow and keeps all parties abreast of the new priorities. Her skillfulness as AASA’s associate executive director and chief partnership officer to deliver on time with a positive customer experience is a point of considerable pride.

Barbara is driven by a “can do” mentality and a knack for recognizing where work processes and communication could be improved. Her expertise as a marketer and program manager has enhanced AASA’s operations when the Leadership Network, membership and sponsorships were expanding rapidly. She has worked for eight years at AASA.

Hired initially as the executive officer in 2016, she has managed high-level planning and implementation of special projects to increase quality and consistency. Over time, corporate partnerships became a larger share of her responsibilities.

Liz Griffin, managing editor for School Administrator, recently interviewed Barbara. Her responses have been edited for clarity and length.

What defines your roles at AASA?

Barbara: As an associate executive director, I am a member of the senior leadership team, which is composed of the executive director’s direct reports. Each of us contributes to AASA’s mission, strategy development, organizational planning and execution. As a team, we collaborate on achieving the goals of the organization.

In my role as chief partnership officer, I lead the creation and execution of partner strategies and engagement plans for increasing revenue and diversifying revenue sources.

What is your professional background?

Barbara: For 26 years previously, I worked in customer relationship marketing and was responsible for large account acquisition and management. I specialized in start-up and turnaround situations. I focused on quality customer care, program management and marketing strategy, creation and execution. My experience spanned industries from automotive to health care to nonprofit organizations.

What surprises potential AASA partners during conversations?

Barbara: Many prospects and even some legacy partners are stunned that we have opportunities other than the National Conference on Education. AASA’s partnership opportunities include more than 10 cohorts, six academies and the National Superintendent Certification Program®.

Partners can support events for the Association of State Executives and AASA advocacy work. The array of choices allows potential partners to find the best fit for their needs and budget.

How has AASA improved in its customer care practices?

Barbara: The key to major account management is knowing how to get things done well, on time and within budget, all with a smile on your face. You need to be solution-minded and understand the end goal of your clients. Faced with new clients, you are given a grace period to learn their industry but from day one, you must be able to execute the work.

Initial conversations with partners and staff revealed several priorities including consistent communication, a better contract management system and a better way to ensure AASA was fulfilling its responsibilities. I created a method of recording all partnership contracts and communicating with staff about new and renewing work. I also cataloged all partnership opportunities and benefits into a 23-page document for easy review.

How do you create an excellent experience for partners?

Barbara: As a department of one with the responsibility to raise significant revenue for AASA, I knew I needed help to create the best experience for our members and our partners. I hired an outside consultant, Leigh Hines, to handle follow-through on partnership obligations — from ads and e-blasts to webinars and focus groups. Her help with the details frees up my time to develop new opportunities and cultivate prospects.

What do our partnership numbers reveal?

Barbara: In FY 2023, we had 16 new partners. In FY 2024, we had 33 new partners and retained 28 legacy partners. I exceeded the FY ’24 partnership revenue budget by more than 10 percent and have committed to an FY ’25 partnership revenue target that is even larger.

Partnership revenue is one of the four main funding sources for AASA. The other three sources are membership dues, the National Conference on Education and professional development participation fees.

Who are our partners?

Barbara: We have more than 70 partners (outside of pure advertising or conference exhibitors) with services ranging from software and hardware to purchasing support and retirement planning. A few of our largest strategic partners are Sourcewell, Apptegy, Lifetouch, Audio Enhancement and Corebridge Financial.

Sourcewell, AASA’s government cooperative procurement partner, has supported AASA since 2008. This partnership strengthens our advocacy efforts, National Conference on Education and focus groups. Annually, AASA and Sourcewell team up to fund over $80,000 in the Helping Kids Mini-Grants program to help with weather events, disasters or other specific needs in school districts.

New for 2024, Sourcewell is joining Corebridge Financial as a partner for our National Superintendent of the Year Program®.

Apptegy supports the National Superintendent Certification Program®, focus groups, the National Conference on Education plus our collaboration with NSPRA on Leadership in School Communications.

Audio Enhancement participates in the Large Countywide and Suburban District Consortium, each focus group and supports school safety initiatives.

Lifetouch, AASA’s official photographer, also supports the National Superintendent Certification Program®, the National Conference on Education, School Administrator magazine and the Large Countywide and Suburban District Consortium.

Every partner’s support is important, and I offer our heartfelt thanks for helping make our work possible.

What is a unique partnership opportunity?

Barbara: If you’re looking at superintendent exposure, our focus groups are probably the only time you’ll get to spend three days with 50 superintendents who are actually there to talk to you!

Twice a year, we gather superintendents with 10 partners. We would be remiss to gather that many superintendents and not use one of the focus group sessions to learn how we can better support our members.

Over the three days, superintendents share the challenges they face in conversations with peers and partners. Partners value learning about the wide-ranging concerns and needs superintendents are facing. Superintendents find it is a phenomenal networking opportunity.

Inside AASA is an occasional column about principal employees and priorities of the association.