Action

Rationale (Why Is This A Good Action to Take?)

Logistics:  Who, With/For Whom, When, Where, How

Expected Results

Increase membership for 2010 – 2011
Target Areas:

1. Focus on NSDC members or attendees that are not CSDC members.

Need data from Ann Knapp and/or NSDC

 Need baseline of current membership

3. Develop a CSDC Facebook site for attracting new members.                

Develop network to promote and share quality practices

Work with Ron Dries on the structural process for using Facebook
CSDC board identify purpose and responsibilities of Facebook page
Identify a CSDC member to oversee /monitor Facebook

Increase awareness of CSDC influence on quality PD

Explore partnerships and the development of an alliance
Target areas:

1. Develop common understanding of what the purpose and processes would be for developing alliances.

Strengthen Partnerships/Alliance- Strengthen Influence 

Offering insights and opportunities for dialogue and expand the connections between organizations.

Dialogue and discussion with BOD and outreach team

Awarding the O’Rourke Prize
Target:

1. Transition the focus of the O’Rourke prize from sole focus on an individual to either an individual or a collaborative group – aligning more to the NSDC definition and communities of practice.

2. Explore the possibility of expanding the award to individuals or groups with Mrs. O’Rourke

3. Provide updates to application process

4.Assure requirements for application align to NSDC, CSDC and O’Rourke expectations and intended purpose

5.Consider convening a panel of members to promote and review applications to broaden interest in award.

Honor Quality in Professional Development

Members of outreach to meet with Mrs. Ann O’Rourke to explore ideas for transitions.

Develop appropriate marketing materials and application criteria and process.

Consider asking NSDC to acknowledge the winners of prize in their publications

Increase interest and influence of receiving O’Rouke prize

Develop a proposal for a more comprehensive, aligned support branch of CSDC  

1.Explore the types of opportunities that support quality professional development while considering the developmental needs of educators, educational systems, research on best practices and research on diffusion of innovation.

2.Work with all CSDC action teams to assure such a proposal is aligned to the direction of the political action, communication, outreach and study teams.

3.Develop a budget and cost/fee structure that considers start up costs, administrative and communication / marketing costs, sustainability, effectiveness assessment and quality oversight.

4.Utilize budget line item  “Transitional Administrative Support Reserve Fund” ($3000.00) from the 2010 – 2011 budget for The Center for Strategic Quality Professional Development to support the development of this proposal.

5.Explore similar support systems offered by other affiliates (i.e. Minnesota) to identify possibilities and considerations.

6.Consider ways to develop and promote communities of practice in fee structures (consortiums, teams coming together etc.)

Engage Schools, Districts and Organizations – Engage in Quality Professional Development

Transition The Center for Strategic Quality Professional Development to a continuum of support and opportunities for engaging in and learning from quality professional development. 

Sue Johnson as the director of The Center for Quality Professional Development will facilitate the development of the proposal relying on data collected through The Center, with input from Consultants at the Center and from the Outreach team.

A proposal will be submitted to the CSDC board of directors for consideration.

NSDC Expectations

Questions Related to the NSDC Expectations

What Your Group Will Do

1. Understanding and communicating the NSDC purpose.

How is your affiliate informing its members, other educators, and key policy makers and opinion leaders about the rationale for this purpose?

Increasing membership
Developing common “influential” language talking points to be used when interacting with other influential’s and opinion leaders

2.  Gathering and examining evidence.

How is your affiliate gathering and examining local evidence and using national evidence to make the case for professional learning?

Utilizing data from prior CSDC supported learning opportunities and NSDC insights  to drive long range planning for CSDC continuum of services

3.   Supporting and sharing effective practices.

How is your affiliate showcasing examples of effective professional learning and supporting those who want to increase the effectiveness of their professional learning to improve student success?

Enhance partnerships with other educational organizations to utilize CSDC expertise and knowledge of quality PD to develop and implement professional learning for educators across the state. 

Develop a proposal focused on a continuum of supports for professional learning of educators that provide diverse opportunities to match learning needs with effective practices.

4.  Outreach and influence.

How is your affiliate leveraging your influence with thought leaders and decision-makers who impact professional learning?  How are you changing the conversation about professional learning?

Develop partnerships with other educational organizations (who wield influence on decision makers) to influence and support effective professional learning for their members and establishing new ways of working together to address the learning needs of all educators.

5.  Affiliate organization and structures.

How are you organizing and developing affiliate leaders and services to ensure uninterrupted attention to your strategic plan and the greatest benefits from your expertise?

Increase membership, and expand availability of participation in the organization by maximizing use of resources and 21st century networking.