Strategic Plan
Our Purpose: Why we exist
Every educator engages in effective professional learning every day so every student achieves.
(
Learn more about our purpose.) Read the
NSDC 2009-10 Annual Report.
Beliefs: What we stand for
- Every student learns when every educator engages in effective professional learning.
- Schools' most complex problems are best solved by educators collaborating and learning together.
- Remarkable professional learning begins with ambitious goals for students.
- Professional learning decisions are strengthened by diversity.
- Sustainable learning cultures require skillful leadership.
- Student learning increases when educators reflect on professional practice and student progress.
Strategic Priorities
NSDC has followed its adoption of an ambitious new purpose with an equally ambitious five-year strategic plan to guide its work in achieving that purpose.
“We believe that a strategic plan can have a powerful impact on shaping an organization’s work. But too many organizations adopt strategic plans and leave them on a bookshelf. We intend to have our strategic plan be a living document that will give focus to our work for the next five years,” said Executive Director Stephanie Hirsh.
The Board of Trustees adopted the strategic plan during its summer meeting.
Priority 1: Affecting the Policy Context
Assumption:
- Good policy promotes good practice.
- Strategy:
- NSDC will advance effective policies at the federal, state/provincial, and local levels.
Goal:
- By 2012, an increasing number of NSDC members will report that NSDC's federal, state/provincial, and local policy efforts have improved the quality of professional learning they experience in their schools.
Action Plan:
- In 2009-10, NSDC will codify and disseminate its legislative agenda and execute it primarily by engaging with House and Senate members to introduce legislation to amend ESEA to support effective professional learning and by mobilizing its members and leaders to advocate for policies to support effective professional learning. NSDC will form a coalition with other organizations and individuals to advance effective professional learning in legislation. Using the A-Team strategy, NSDC engage local leaders in the process of interacting with their members of Congress to support effective professional learning.
Priority 2: Documenting the Evidence
Assumption:
- Leaders will implement professional development that evidence indicates will produce the results they desire.
Strategy:
- NSDC will commission a study(ies) to examine the evidence regarding the impact of professional learning on student achievement, the relationship between NSDC's standards and the evidence, and areas requiring further exploration and research.
Goal:
- By 2012, an increasing number of NSDC members will report that access to evidence that links effective professional learning to student learning has resulted in increased support for and quality of professional learning.
Action Plan:
- NSDC will, in partnership with the School Renewal Network at Stanford University and under the leadership of Linda Darling-Hammond, complete Phase 2 and launch Phase 3 of the State of Professional Learning Study. Once Phase 2 is completed, NSDC will engage in dissemination processes and focus efforts on how affiliates can use information from Phase 2 to support revisions in both policy and practice within their local jurisdictions and in states and provinces. NSDC will launch its Research Committee focused on establishing a research agenda in professional learning. The Evidence Database that summarizes key research in professional learning will be designed and launched. Lastly, NSDC will launch the revision/update of the Standards for Staff Development.
Priority 3: Narrowing the Achievement Gap
Assumption:
- Effective professional learning is essential for improving student learning in lower-performing schools.
Strategy:
- NSDC will launch a national movement to enlist schools, particularly those serving low-performing students, to embrace NSDC's purpose.
Goal:
- By 2012, an increasing number of schools, particularly those serving low-performing students, report commitment and actions that advance NSDC's purpose and improve student learning.
Action Plan:
- In 2009-10, NSDC will refine the curriculum for the Learning School Alliance, implement the curriculum in a series of monthly webinars designed for each cohort of schools, and provide ongoing coaching and support to LSA members. The 2010 summer conference program for LSA members will be designed for implementation at the conference in Seattle. NSDC will undertake a comprehensive, external evaluation of the Learning School Alliance program, beginning in 2009-10 with the development of the program’s logic model and first-stage data gathering. NSDC will continue to work with the Big 35 and SEA networks to direct attention to helping urban members to narrow the achievement gap. NSDC conferences will increase session offerings addressing this priority.
Priority 4: Developing School Leaders
Assumption:
- Knowledge, skill, and will of school leaders are essential to improving professional learning and student achievement.
Strategy:
- NSDC will initiate and lead networks and programs focused on improving performance of school leaders.
Goal:
- By 2012, an increasing number of members report that participation in selected NSDC networks and/or programs has improved teaching and learning in their schools.
Action Plan:
- For FY10 NSDC staff and leaders will continue to focus on developing the Council’s commitment to serve and develop school leaders. Special initiatives to address this priority will include assessing and considering expansion of NSDC’s Learning School Alliance sponsored by MetLife Foundation; launching of a comprehensive e-learning agenda through NSDC Learning Exchange; and showcasing leadership development resources and research as a result of support from The Wallace Foundation to disseminate THE PRINCIPAL STORY, publish a special leadership issues of NSDC newsletters and JSD, and offer a leadership track at NSDC’s Annual Conference in St. Louis.
Priority 5: Engaging Thought Leaders
Assumption:
- Educators are influenced by individuals and organizations with whom they have ongoing and trusting relationships.
Strategy:
- NSDC will strategically engage individuals and organizations to advance NSDC's purpose.
Goal:
- By 2012, an increasing number of organization and individual thought leaders will be able to describe NSDC's influence on their views and practice of professional learning.
Action Plan:
- NSDC’s efforts to influence thought leaders will continue the use of several ongoing strategies from last year, including discussions with National Advisors, membership in the Learning First Alliance, frequent blog postings, and interviews with thought leaders in JSD. NSDC leadership will continue to represent the organization at meetings and conferences of other organizations. An additional strategy for 2009-10 includes the transformation of JSD to a bimonthly publication.
