Strategic Plan

ACSA embarked on the Strategic Planning process in 2012. A Strategic Planning team developed a draft plan, which was approved by the Board of Directors the following year. The final Strategic Plan contains a new mission statement as well as nine strategies for success, and within each strategy are distinct action plans. The work of Phase 1, which began in 2013 and ended in June of 2015, went far beyond the scope of the initial action plans. This work is outlined in the Phase 1 Implementation Summary. We have now embarked on Phase 2, continuing our work in several key issue areas: education advocacy; learning experiences and professional development; alliances and networks; communications, marketing and branding; technology; and governance and finance.

Read the Strategic Plan

Strategic Plan Implementation

  • Strategy 1: We will be the authoritative advocates for all matters pertaining to education and its leaders.
    • 1.1State and Federal leaders will turn to ACSA for opinions and advice on educational matters.
    • 1.2The organization actively seeks common ground among its members and partners.
    • 1.3ACSA members and our education partners will capitalize and communicate their common voice in Advocating for all students.
    • 1.4The members of our organization are informed, trained and mobilized in advocacy efforts to improve public education.
  • Strategy 2: We will be the premier provider of an array of compelling learning experiences dedicated to developing the capacity of all educational leaders.
    • 2.1Improve collaboration between Education Services and Governmental Relations.
    • 2.2ACSA will provide certificated and classified educational leaders with a wide variety of high quality learning experiences that: are specifically aligned and coordinated throughout the ACSA professional development systems; build on each other and are connected by similar strands; build capacity in both individuals and teams; are relevant to the 21st century learning experiences and applicable to the needs of all educational leaders; and focus on educational equity.
    • 2.3ACSA will collaborate and partner with external agencies to provide learning experiences that connect educational leaders to other resources.
    • 2.4ACSA will create a repository of resources that include mentoring, partnering, collaborating and coaching to support one another.
  • Strategy 3: We will initiate and build dynamic alliances with others of common purpose.
    • 3.1Develop what ACSA can bring to the table rather than "how can ACSA benefit" (it has to be reciprocal).
    • 3.2Continue to participate in coalitions with statewide organizations.
    • 3.3Create a comprehensive marketing campaign that is organizationally friendly and appealing to other groups to make it a win/win situation.
    • 3.4Utilize existing ACSA members to serve as ambassadors to other common groups not currently identified by ACSA.
  • Strategy 4: We will build and maintain vibrant, purposeful networks of educational communities.
    • 4.1The goals and objectives of ACSA Committees and Councils will be aligned with the priorities identified by the ACSA Board of Directors.
    • 4.2Information will be provided to ACSA members based on self-identified areas of interest (e.g., topic, specific job category).
    • 4.3All new educational leaders and aspiring educational leaders are aware of the services of ACSA and the benefits of membership.
    • 4.4Networks are created between ACSA and both traditional and non-traditional groups that support educational objectives and goals (e.g., academics, arts, citizenship, sports).
    • 4.5Members virtually connect with other members as well as a larger community of educational leaders on any topic at any time.
  • Strategy 5: We will be the originator and source for inspiring and creating new concepts of learning and teaching.
    • 5.1ACSA members will become the leaders who advocate and educate others to rethink traditional learning approaches
  • Strategy 6: We will boldly brand and aggressively market our identity.
    • 6.1The general public develops a greater awareness of and appreciation for the role school leaders play in a successful education system.
    • 6.2Policymakers understand the challenges facing school leaders.
    • 6.3School leaders throughout the state receive timely information about ACSA services through a variety of formats.
    • 6.4ACSA has a prominent voice in local communities, the public forum and the education community.
    • 6.5A clearly understood rationale for a dues structure will make membership in the association more marketable.
  • Strategy 7: We will cultivate transformational technology in all aspects of our work.
    • 7.1ACSA and organizations such as TICAL develop stronger partnership/ collaboration to support administrator Professional Development.
    • 7.2Incorporate more technology in ACSA Academies, workshops and conferences.
    • 7.3Develop a Comprehensive Membership Database System.
    • 7.4Develop an ongoing technology professional development program for ACSA staff.
    • 7.5ACSA Staff to develop technology standards.
    • 7.6Update the Association Management System (AMS). [PENDING]
    • 7.7Offer Technology PD at State, Region and Conferences.
    • 7.8Develop a social media job-alike web presence.
    • 7.9Promote ACSA Online Professional Learning Community.
    • 7.10Each Region to post information and resources on the ACSA website.
    • 7.11Design a comprehensive email marketing campaign for State and Region to connect with members.
    • 7.12Develop a comprehensive State, Region and Charter Calendar viewable by members.
    • 7.13Develop a repository web portal.
    • 7.14Pursue an ACSA YouTube, ACSA Slideshare, ACSA TED model.
  • Strategy 8: We will change our organization from its present structure to constantly evolving formations.
    • 8.1The work of the governors task force is ongoing.
  • Strategy 9: Through implementation, ACSA's budget, resources and assets will be aligned to achieve the mission and objectives.
    • 9.1Through active collaboration and engagement of a broad representation of the membership, a budget advisory process will identify, promote and drive the organization with the most effective utilization of resources to meet our top goals and objectives.
    • 9.2A system-wide, two-way, real-time communications program will keep members informed of the budget and strategic priorities and seek continual feedback.
    • 9.3Transparent, user-friendly budget process and materials keep members informed of the budget and achievement of goals and objectives.
    • 9.4All ACSA programs and services are aligned with the strategic plan and measured through a comprehensive budget evaluation process.


In Progress