With a 22-year history as a member of ASCD, I have watched ASCD grow and grow. For a time, the Association was like Lewis Carroll's Alice in Wonderland, not knowing where to go with its newfound growth. In the early 1980s, ASCD approached its 40th anniversary with the goal of achieving a membership milestone of 40,000. The milestone was easily achieved, and like Topsy in Uncle Tom's Cabin, ASCD's growth exploded, with membership nearing 200,000 as the Association settled into its 50s.
During my membership tenure, ASCD has outgrown three headquarters facilities and just recently moved to a new home designed for future growth. Many positive indicators—including continuous membership growth, increased publication sales, record-breaking attendance at conferences, and a growing number of invitations to help set the educational agenda—lead us to believe that we are on the right course. With this kind of evidence, we must be doing something right, so let's just keep on doing the same old thing. Not!
Crafting a Strategic Plan
Michael Fullan is often quoted as saying that "change is inevitable, but growth is optional." In the early 1990s, recognizing that the dynamics of the Association were indeed changing, ASCD's leadership took steps to further formalize its long-range planning process. Gathering the best and brightest from among ASCD constituent groups, and seeding this working group with recognized leaders in education, ASCD crafted a strategic plan to lead the Association into the 21st century. A set of belief statements was agreed upon that recognized as fundamental ASCD's concern for all people, both individually and collectively, and that also recognized the potential and power of a healthy organization. With this set of belief statements as a solid foundation, a mission statement was adopted that asserted ASCD to be "a diverse international community of educators, forging covenants in teaching and learning for the success of all learners."
Members involved in Association governance, in concert with ASCD staff, moved to live out the beliefs and mission by developing plans to achieve a set of six goals by the year 2001. ASCD quickly recognized that strategic planning was not merely an event but a dynamic process: continuous improvements to the strategic plan were vital to maintaining the Association as a leader recognized for its efforts to enhance teaching and learning for improved student development and achievement. Toward that end, strategic planning continued, this time concentrating on a shorter time span than the initial five-year planning effort.
A New Vision
Using the latest in decision-making technology, ASCD staff, with representatives from the ASCD officers and Executive Council, reviewed the work of the past and the progress that had been made. It was clear that the beliefs and mission of the Association were indeed sound, but as we looked to the future, the vision was changing. Whereas the original vision focused on ASCD's becoming a world leader among professional organizations and supporting educators' efforts to develop learning environments where diverse learners could all succeed, the new vision took a slight turn.
Using more powerful language, ASCD has set itself apart from other professional associations by declaring that it will work to make a difference for all children by serving those who shape their learning. Because today's children will mature in an ever-changing world, ASCD will focus its efforts on being a powerful advocate—and resource—for excellence and equity in education. This new vision further pledges ASCD's support for developing partnerships that advance teaching and learning worldwide, as well as committing the Association to live its beliefs through its actions, products, and services.
Four new goals now command the attention of ASCD's staff and governance. According to these goals, ASCD will
- Be the catalyst for change toward excellence and equity in education for the common good
- Develop the leadership of educators to enhance student potential and improve student achievement
- Engage in collaborative relationships that improve teaching and learning worldwide
- Exercise wise stewardship of its resources in accordance with ASCD's beliefs and values
With its governance system of checks and balances, ASCD is aware that it needs not only to plan but also to monitor implementation, with attention paid to measurable outcomes. As an example of ASCD monitoring itself, this year the ASCD Review Council will explore the question, What is the most effective allocation of resources between revenue-generating and non-revenue-generating programs, products, and services to ASCD members, including affiliates, and nonmembers? Such examination of whether ASCD is "walking its talk" can only lead to a stronger organization dedicated to continuous improvement.
Recognizing that we are all members of an international community of educators, we are demonstrating that by working together to make ASCD's vision a reality, we can make a difference in the lives of children of the world.