THREE YEAR PLAN (2016-2019)

Our three year plan was created to guide CASDA into the future and provide a strategic blueprint for what we would like to accomplish over the next three years. It includes program, organizational and environmental goals aimed at supporting educators at all levels.

PROGRAM GOAL

Offer a full range of professional development opportunities customized to the needs of component districts.

Objective A: Help educators as they adapt to ongoing changes in the educational environment.

 

Strategies:

  • Assist districts as they respond to the demands of the new federal Every Student Succeeds Act (ESSA).

  • Offer technical assistance to the field as it implements changes in state curriculum and testing. 

  • Take leadership in identifying and sharing best practices in the area of student support.  

  • Serve as a Continuing Teacher and Leader Education (CTLE) provider to assist educators in meeting NYS professional development requirements.

  • Implement a comprehensive program of distance learning to assist busy educators in meeting their professional development needs.

Objective B:  Support district instructional improvement efforts to increase student outcomes.  

 

Strategies:

  • Continue to support utilization of classroom, school and district assessment data to inform classroom practices

  • Explore models of technology use that enhance learning and  develop a regional technology “round table” for sharing of best practices in classroom use of technology

  • Implement models of teaching that are inclusive of students with special needs

  • Provide additional focus on early grade best practices and student management


Objective C:  Recognize the increasing diversity in our local schools and proactively support faculty, families and students through partnerships, program options, and a focus on understanding the impact of increasing diversity in schools.

 

Strategies:

  • Explore changes in programming to accommodate shifts in student needs

  • Facilitate partnerships between local community agencies and schools

  • Provide customized support to schools and districts by student subgroup, rather than professional development on “diversity”

  • Continue to support best practices in student engagement and management  in diverse classrooms


Objective D:  Provide research-based, differentiated professional development for faculty based upon district needs.


Strategies:

  • Provide differentiated support for the professional learning community model in addition to supporting building level inquiry models

  • Support new faculty in development of lesson and unit plans aligned with expectations of home district

  • Provide continued support for the understanding and use of revised standards

  • Provide continued exposure and support for models of synchronous and asynchronous professional development through distance learning 


Objective E:  Provide differentiated professional development to administrators on effective elements of building-level instructional leadership.


Strategies:

  • Provide guidance on the creation of building level professional development plans as well as creation of building plans

  • Support novice administrators in the identification and development of instructional leadership dispositions

  • Provide support for supervision of professional learning communities to maximize their impact on student learning

  • Develop  “units” for building leaders to use on PD days or faculty meetings


Objective F:  Provide supportive opportunities in areas of district governance for Superintendents.


Strategies:

  • Act as source of information about  potential impact of ESSA on district policy

  • Continue to provide guidance and support on Superintendent and Board of Education roles

  • Provide guidance on quality hiring practices and mentoring of new faculty

  • Support efforts of Superintendents in strategic planning including consideration of change theories on implementation

  • Management of human and social capital in response to limited resources and funding challenges

ORGANIZATIONAL GOAL

Build CASDA's organizational capacity to ensure its long-term sustainability and vitality.


OBJECTIVE A:   Continue to develop the effectiveness of CASDA's Functional Service Teams.

 

Strategies: 

  • Develop a system for internal sharing among functional service teams and with CASDA administration.

  • Utilize service teams to make recommendations about additional staff needs and to mentor new faculty 

  • Service Teams will serve as the vehicle for collecting data from project leads for CASDA's internal program evaluation

  • Implement a system for archiving all materials developed at CASDA and share with all faculty to build capacity and reduce redundancy in preparation of materials

  • Develop faculty skills in the use of Distance Learning technology


OBJECTIVE B:   Continue to develop the coherence of the organization. 


Strategies:

  • Convene faculty  twice per year

  • Incorporate Visioning exercises with CASDA faculty annually

  • Update faculty about facets of CASDA by disseminating a weekly video by the Executive Director. 

  • Continue to invest in the professional development of faculty and staff  (i.e. book studies, dissemination of research articles)


OBJECTIVE C: Continue to develop and refine the internal system for evaluating the effectiveness of all CASDA projects, services and conferences.


Strategies:

  • Build the capacity of CASDA faculty to design evaluation plans and select assessment tools to monitor progress on contracts

  • Formalize the use of a logic model at the onset of a contract, which will be used to guide data collection

  • Perform a cost-benefit analysis by type of service

ENVIRONMENTAL GOAL

Define and strengthen relationships with member districts and strategic partners.

Objective A: Strengthen and formalize the relationship between the University at Albany School of Education (SOE) and CASDA.

Strategies:

  • Survey, convene and connect the field with the SOE as requested  

  • Seek to close the research-to-classroom gap through design of strategic partnerships among districts, CASDA, and the SOE

  • Take a leadership role in the development of regional centers for leadership, pedagogy and community schools

  • Develop action research projects, sponsor research seminars and author research briefs in partnership with SOE personnel

  • Regularly Involve UAlbany and other area college professors in CASDA activities


Objective B:  Develop strategic partnerships with higher education, SED and professional organizations that enable CASDA to support districts in the Capital Region most effectively.

 

Strategies:

  • Assist rural schools through partnership with the Regional Education Lab and the NYS Rural Schools Association

  • Support school principals through partnership with the College of St. Rose and the Greater Capital Region Principals Center

  • Support teachers through partnerships with the National Board for Professional Teaching Standards, The NYS Council of Educational Organizations and the Greater Capital Region Teacher Center

  • Seek and develop strategic partnerships with other non-profit organizations which support the CASDA mission.


OBJECTIVE C: Further develop marketing strategies and outreach. 

 

Strategies:

  • Target marketing based on needs of district and role

  • Seek sponsors to underwrite CASDA events and service activities

  • Initiate a program of regional professional development offerings

  • Continue to develop electronic outreach to rural districts

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518.442.5045
University at Albany 
1400 Washington Ave
Catskill B27
Albany, NY 12222  

© 2019 Capital Area School Development Association