Creating the Future: Affiliate Transition Resources

ASCD Affiliate Program 2011

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Constituent Services ASCD 1703 North Beauregard Street Alexandria, VA 22311-1714 April 15, 2011 Dear Affiliate Leader: We have put together a kit of materials and resources that will assist you in completing your 2011 ASCD Affiliation Agreement and your 2011-2013 ASCD-Affiliate Biennial Plan. We hope you will find the kit useful in planning for your work as an ASCD affiliate. In addition to the official affiliation agreement and biennial plan template, we are providing copies of other helpful resource documents that will assist you in your work with your board and in your discussions with ASCD staff regarding your biennial plan. The kit contains the following materials—many of which were shared with you at the February Creating the Future meetings:

• The Affiliation Agreement and Affiliation Agreement steps for completion • The template for your Biennial (two-year) Plan and Biennial Plan steps for completion • Resources to support you in successfully completing your Affiliation Agreement process • Resources to support you in successfully completing your Biennial Plan process • Background readings

We look forward to our work together throughout the process. If at any point you feel you do not have what you need to move forward, or you have specific questions, please do not hesitate to contact us. Sincerely,

Theresa Lewallen, Managing Director

Walter McKenzie, Director

Contents

Documents Page

I. Affiliation Agreement Steps

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II. Affiliation Agreement Document

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III. Biennial Plan Steps

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IV. Biennial Plan Document

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Resources

a. Affiliate Transformation - Steps to Success

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b. Affiliate Study Task Force Recommendations

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c. The New Future of Governance

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d. Structural Comparisons: Working Toward a Transformational Future

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e. Biennial Plan Worksheet

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f. ASCD Resources for Affiliate Planning

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Affiliation Agreement Steps

Signed affiliation agreements are due to ASCD by July 31, 2011. The affiliation agreement is signed by each affiliate only once after receiving approval by a vote of its affiliate board. The agreement formalizes the relationship between ASCD and the affiliate.

• Present the affiliation agreement to your affiliate board.

• Ask your board to consider and approve the affiliation agreement.

• Once your board approves the agreement, have both hard copies signed by your board president and executive director or, if you do not have an executive director, your treasurer

• Mail both signed copies back in the self-addressed stamped envelope.

• ASCD will sign both copies and return one completely signed copy to you for your records.

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Affiliation Agreement ASCD AFFILIATES

This is an Agreement made this ____ day of ________, 201__, by and

between ASCD, a company organized in the Commonwealth of Virginia, with offices located at 1703 North Beauregard Street, Alexandria, VA 22311, and the ASCD Affiliate _______________________ (sometimes referred to herein as the "Affiliate"), located at ________________, _________.

WHEREAS it is recognized that ASCD is a leading nonprofit nonpartisan

membership association headquartered in the United States providing expert and innovative solutions in professional development, capacity building, and educational leadership to educators worldwide, and

WHEREAS ASCD sponsors and encourages the establishment and

development of ASCD constituent groups some of which are known as and referred to as ASCD Affiliates, and

WHEREAS it is in the best interests of ASCD and ______________, a

recognized ASCD Affiliate, and other ASCD Affiliates to enter into this Agreement, an understanding between ASCD and all Affiliates relating to the terms, responsibilities, benefits, and obligations between ASCD and its Affiliates,

NOW, THEREFORE, it is agreed this ___ day of __________, 201__, 1. ASCD recognizes _____________ as an ASCD Affiliate. 2. ASCD agrees that, to the best of its abilities, ASCD will provide certain

resources, including guidance and assistance from ASCD personnel, to the Affiliate so that such Affiliate may best accomplish the goals and requirements set forth in paragraph 3 below.

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ASCD will use its best effort to:

a. Offer professional development opportunities for affiliate leaders.

b. Offer access to joint dues services.

c. Promote membership in affiliates.

d. Foster collaboration, resources sharing, and interaction between affiliate leaders.

3. As an Affiliate of ASCD, _________agrees that it will use its best efforts to:

a. Promote the ASCD and affiliate purpose of continued improvement of learning, teaching, and leadership.

b. Attempt to improve educational practice and policy through programming, advocacy, and strategic alliances according to ASCD guidelines.

c. Organize itself to meet the needs of ASCD members and other educators locally.

d. Promote participation in ASCD governance and active engagement in the ASCD community.

e. Foster collaboration, resource sharing, and interaction to enhance the vitality and effectiveness of the ASCD community.

4. Recognizing that this Agreement establishes the general obligations and

expectations of both ASCD and the Affiliate, it is contemplated that ASCD may add to this agreement a supplement that sets forth detailed terms and conditions relating to a specific undertaking in which both ASCD and the Affiliate agree to be involved.

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5. The Affiliate recognizes that ASCD, in its Policies and Protocols relating to Constituent Groups, outlines Affiliate Requirements and Responsibilities. The Affiliate agrees to follow those Policies and Protocols which apply to all Affiliates. The Affiliate acknowledges that ASCD may amend its Constituent Group Policies and Protocols and that such an amendment will be applicable to the Affiliate.

6. To maintain its status, the Affiliate specifically agrees to:

a. Carry out its activities consistent with the ASCD Constitution, policies, and protocols.

b. Evaluate the impact of its programs and services annually and to provide end of year financial information and records to ASCD. Although ASCD may request additional information, it is intended by and between the parties that the Affiliate will provide ASCD annual gross revenue and expense information.

c. Operate legally in a financially responsible manner as

defined by ASCD protocols and explained by ASCD personnel. d. Prominently advise and communicate that any publication it

may create, endorse, and/or publish is not an official publication of ASCD and ensure that any of its publications include a visible statement that its publication does not necessarily reflect the views of ASCD.

e. Provide membership lists to ASCD upon request. f. Appoint a paid or volunteer executive director. 7. The Affiliate may contact ASCD Constituent Services with regard to any

question, concern, or information needs. 8. ASCD and the Affiliate recognize that circumstances may arise where it is

necessary that the Affiliate status of ________________ may need to be suspended or terminated. While an egregious situation may require a

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prompt suspension or termination, it is contemplated in the Constituent Groups Policies that any disaffiliation shall be a carefully considered event. Sections 500 of the ASCD Constituent Group Policies and 500 of the ASCD Constituent Group Protocols, as such may be amended from time to time, set forth the standards and procedures by which it is intended that disaffiliation, withdrawal, and termination of Affiliate status shall occur. In the event funds are owed by one party to the other at the time of disaffiliation, withdrawal, or termination of Affiliate status, such funds shall be paid within thirty days of the effective date.

9. ASCD has an interest in protecting its name and reputation. Therefore,

Affiliate shall immediately advise ASCD of any claim made, threatened, or noted against either ASCD or Affiliate. ASCD shall have the right to take control of any issue involving an adverse claim made against ASCD or Affiliate. Affiliate agrees to hold harmless and indemnify ASCD, its governing board, officers, employees, representatives, and agents from and against any and all costs, losses, damages, liabilities, expenses, demands and judgments, including court costs and attorney’s fees, which may arise out of Affiliate's activities as an ASCD Affiliate, except to the extent such may be caused by the fault or negligence of ASCD.

10. Any notice to either party hereunder must be in writing, signed by the party

giving it, and be served either personally or by first-class mail addressed as follows:

Affiliate Contact Name and Address: ASCD Contact Name and Address:

Theresa Lewallen ASCD Constituent Programs 1703 N. Beauregard Street Alexandria, VA 22311-1714 11. This Agreement constitutes the entire understanding between the parties and

can only be amended in a writing signed by each party. 12. This Agreement shall be governed by and construed by the laws of the

Commonwealth of Virginia.

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IN WITNESS WHEREOF, the authorized representatives of the parties have executed this Agreement on this ____ day of _______________, 201___.

ASCD By: ___________________________ _______________________, Affiliate By: ____________________________ (Signature and Title) Executive Director or Treasurer By: ____________________________ (Signature and Title) President Approved by action of the Board of Directors of _____________________ (Affiliate) on____________________(date)

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Biennial Plan Steps

Signed Biennial Plans are due to ASCD by July 31, 2011. The biennial plan is the supplement to the affiliation agreement and is developed in conjunction with your affiliate’s strategic plan or futures planning. It does not replace your affiliate planning, but serves as the evidence of co-planning between the affiliate and ASCD called for in ASCD policy for affiliates. The biennial plan identifies opportunities to collaborate with other affiliates and ASCD.

• Review or create your affiliate strategic plan with your affiliate board.

• Use the resources found in this packet to identify opportunities to collaborate with ASCD or other

affiliates.

• With your board, select a maximum of four objectives in your strategic plan you would like to consider for your biennial plan.

• Identify the resources, outcome and completion date for each objective you have selected.

• Contact ASCD Constituent Programs staff to discuss your ideas for inclusion in your biennial plan.

• Come to an agreement with ASCD on the objectives, resources, outcomes and completion dates

for your biennial plan.

• Complete the biennial plan template provided in this packet using the agreed upon information.

• ASCD will sign both copies and return one completely signed copy to you for your records.

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Affiliate: ____________________________

We have discussed this plan and agree to its content to promote our common work and support one another in achieving our goals.

This plan is subject to change based on the needs of the Affiliate and mutual agreement of both signing parties.

Objective Affiliate Activity Delivery Date

Resources Request Outcome Measurement Completion Date

Ex: create succession plan for affiliate leadership

Establish committee to develop affiliate succession plan

5/18/12 Consultation with ASCD staff and DE ASCD

Plan approved by the affiliate board for implementation

11/16/12

_____________________________________ Affiliate Signature ______________ Date

_____________________________________ ASCD Signature ______________ Date

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Resources: Affiliation Agreement

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Affiliate Transformation – Getting Started

Our affiliate will enter into an affiliation agreement with ASCD. Receive a board vote of approval to sign the agreement.

Sign both hard copies and return to ASCD by July 31, 2011. ASCD will sign both copies and return one to for the records.

Our affiliate will co-create a biennial plan with ASCD. Conduct discussions with ASCD to craft the biennial plan. Email completed electronic biennial plan by July 31, 2011.

ASCD will sign completed plan and return it for the records. Our affiliate has an executive director.

If we do not already have an executive director, plan and conduct a search. Include the executive director search in the biennial plan objectives. Communicate with ASCD with questions or for guidance.

Our affiliate will regularly review our biennial plan and strategic plan. If circumstances indicate that changes need to be made to the plan, changes will be made in consultation with ASCD staff. Our affiliate will carry out the objectives and strategies in our biennial plan.

Follow the timeline for completing each objective, utilizing the identified resources and strategies to ensure success.

Our affiliate will evaluate and report on the identified biennial plan outcomes.

Communicate your progress to your membership and to ASCD. Highlight what is working and celebrate your successes. Indicate what you have learned from what didn’t work.

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The Affiliate of the Future: Transaction to Transformation Affiliate Study Task Force Marie Adair, Chairperson, Executive Director, New Jersey ASCD Leslie Andersson, Elementary Principal, Vancouver, British Columbia, Canada Curtis Cain, Assistant Superintendent, ASCD Emerging Leader, Overland Park, Kansas Jane Cobia, Education Management Consultant, Member of ASCD Board of Directors Tony Frontier, Professor, President-elect, Wisconsin ASCD, Cederburg, Wisconsin Mike Hendricks, Superintendent, President of California ASCD, Covina, California Chris Himsel, Superintendent, Pittsboro, Indiana Judy Morgan, Assistant Superintendent, President-elect, New York ASCD, East Syracuse, New York Brian Peterson, Elementary Principal, President-elect of New Mexico ASCD, ASCD Emerging Leader, Las Cruces, New Mexico Yolanda Rey, Executive Director, Texas ASCD, Austin, Texas Claire Struck, Guidance Counselor, Price Laboratory School (recipient of the first Vision in Action: the ASCD Whole Child Award), Cedar Falls, Iowa Alice Wells, Executive Director, Arizona ASCD

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Recommendations These recommendations are designed to strengthen the affiliate program through increased capacity within affiliates, improved collaboration between and among affiliates, and clearer understanding of mutual obligations between ASCD and affiliates. The Task Force recommends that:

1. ASCD and each affiliate will enter into a compact of affiliation renewable every five years. The agreement will specify the terms of affiliation and will outline the expectations, roles and responsibilities of the affiliate and ASCD. Each affiliate will maintain an agreed-upon level of activity in order to maintain affiliation with ASCD.

2. Each affiliate have an executive director. The affiliate will determine whether the

executive director position is fulltime, part time, paid or unpaid.

3. ASCD and each affiliate develop a Memorandum of Understanding (MOU) defining expectations, roles and responsibilities between the affiliate and ASCD. Each MOU will describe reciprocal obligations of the affiliate and ASCD, and will be based on the needs and capacity of the Affiliate in order to support affiliate growth. The MOU is agreed upon by the Affiliate Executive Director, the Affiliate President and the Constituent Services Deputy Executive Director for ASCD.

4. ASCD communicate the relationship between affiliates and ASCD to the general

membership through multiple channels.

5. ASCD develop common administrative processes and procedures using technology for implementation by affiliates. Examples include membership databases at the affiliate and ASCD level, surveys, templates for data collection, and social media tools for communication and collaboration.

6. ASCD and the affiliates collaboratively develop a process for accountability and growth

that addresses the six elements of a Knowledge Ecology. 7. ASCD and affiliates collaborate to develop shared language and understanding of the six

elements of a Knowledge Ecology in order to ensure an organization that is flexible and adaptable in the 21st century.

a. Knowledge b. Leadership c. Culture

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d. Collaboration e. Design Principles f. Ecological Principles

8. Communication and transparency become a common thread in the culture of the way we do our work

a. between and among affiliates b. between affiliates and their membership c. between affiliates and ASCD

9. Affiliates collaborate with each other and with ASCD, when appropriate, to address and advance common goals or initiatives tailored to the needs of the state, province, country, or region.

10. Each affiliate extend the ASCD vision and mission in their local context, using ASCD

materials and resources. 11. Affiliate programs, products and services complement and align with ASCD’s mission

and goals. 12. ASCD provide a comprehensive list of ASCD members who reside in the affiliate’s region.

One basic database could be created by ASCD and used by all.

13. Each affiliate increase its awareness of trends and engage in self study using ASCD developed or identified research tools in order to monitor its effectiveness as an affiliate.

The Task Force believes that affiliate leaders, working with ASCD staff, can strengthen the affiliates and the affiliate role within the ASCD community. We look forward to the implementation phase of these recommendations.

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http://www.boardsource.org/Knowledge.asp?ID=1.1390

Knowledge Center

Topic Papers and Articles The New Future of Governance By: Linda C. Crompton

Linda C. Crompton President & CEO BoardSource Washington, DC

Though the economy may be stabilizing, there is no going back to business as usual for the nonprofit sector. Going forward requires us to envision a different future for our organizations. But only those boards that are willing to transform themselves will succeed in transforming their organizations.

Much has been written about the dire state of the financial landscape in which most nonprofits are operating today. Conjecture about increasing regulation is at an all-time high, and expectations for boards to perform are equally high, despite the fact that nonprofit board members are not, for the most part, paid for their efforts. The well-documented "leadership gap," initially fueled by the demographic bulge of baby boomers retiring from their positions, now seems destined to be exacerbated by the disillusionment and apprehension of those who remain or are coming up through the system.

Given all this, it is not surprising that, here at BoardSource, we are constantly being asked to predict the future, as if our work handily provides us with a crystal ball. Every week brings new questions – "What should we, as board members, be doing now?" "How do we provide the right kind of leadership to our organization, given the difficulties management has just keeping the doors open?" And, perhaps most important, "How do we transform our organization to create a successful new future in the face of so many challenges?"

We have found these questions so compelling that we established the theme for our 2009 BoardSource Leadership Forum – "Leading Change in the Emerging Economy" – around them, recognizing that the answers will be found not in the words of experts but in wide-ranging dialogue and debate. And, in the spirit of encouraging generative thinking, as recommended in our popular publication, Governance as Leadership, we proffer the view that, despite the hardship and extra work involved, there is opportunity in these trying times. While it is tempting to focus only on survival and to hope for a fast return to the world we knew, that would close off all other possibilities. As Dov Seidman, the chief executive of an ethics training consultancy, recently wrote in BusinessWeek, "If we return to business as usual too quickly, we will miss the opportunity to create the new habits of thought and behavior that we need to build sustainable economic growth."

In fact, we at BoardSource would take this one step further and suggest that returning to "business as usual" is an illusory option. The scientific theory of entropy tells us that our former operating environment is changing – indeed, has changed – and is already behind us. New forces have emerged: the new administration’s emphasis on volunteerism, which has catalyzed a national service movement; the impact of the next generation not just in that movement but across the sector in a dozen different ways; the creation of whole new entities, such as L3Cs, as recipients of philanthropic dollars; and the well-documented sea change toward greater direct involvement that is sweeping through the philanthropic world. All of these are changing how the nonprofit world will function and be structured and will, of course, have major implications for the role of the boards within that world.

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Because the board is the main entity responsible for supervising and guiding the work of the organization, and good governance is the mechanism that enables the board to be successful in designing the organization’s future, it is the board that must transform itself in order to transform the organization and, indeed, society itself. There has never been a greater need for revitalizing the role of boards and for establishing a new framework for board leadership and never a more urgent time to do it. Today, we issue an invitation to board members and aspiring board members to commit to "transformative governance." The time to embrace it is now.

Transformative governance means engaging in breakthrough thinking that embraces emerging trends and developments and asking the question, "What does this mean for governance?" It means applying new ways of thinking to the principles of governance that have withstood the test of time and expanding the definition of governance to include the elements of leading an organization that is a piece of a whole rather than an end in itself.

For 21 years, BoardSource has consistently been at the forefront of original thinking on governance, particularly in applying that thinking to produce practical, accessible tools and services used by hundreds of thousands of nonprofit organizations across the country. We intend to continue to grow in our understanding of how boards can govern more effectively and to share our knowledge with board leaders across the spectrum of the nonprofit sector. Transformative governance builds on that framework to expand how board members see their roles and how their organizations enact their missions in this new environment.

To begin to understand that environment, we must first understand that no single board is able to deal with the complexity and scale of the problems now faced by the nonprofit sector. They are too great. As David Renz puts it, the future is no longer "the networked organization" but rather "the organization as network." ("Reframing Governance," The Nonprofit Quarterly, Winter 2006.) Instead of a myriad of institutions all operating in isolation from, and often in competition with, each other, the new landscape is likely to resemble a honeycomb with allied entities that share resources.

Leading effectively in this type of environment requires the kind of ability and skill sets demonstrated by younger generations proficient in social networking from an early age. It will be a challenge to others. "Old" sources of power, such as having control over information, quickly disappear when that information becomes largely free. Similarly, "oldstyle" organizations and boards built on mutual back scratching will be replaced by dynamic new groups committed to sharing power and knowledge in order to make a contribution to the whole. Innovative mergers and partnerships are likely to become the rule rather than the exception, requiring cross-sector and multifaceted communication skills from their boards. A focus on individual mission and survival, so urgent over the past few months, will gradually give way to a shared vision of a more coordinated, effective, and sustainable future.

To achieve this, we need board members who are able and committed to rising to this challenge. In this new environment, any board that is homogenous in an ethnic, gender, or generational sense will be at an enormous disadvantage. The speed of new developments in the philanthropic, communication, and other spheres will demand decision makers who can anticipate and interpret those trends. Viewing grantees, members, or other stakeholders through a single lens risks instant irrelevance. While it has long been recognized that boards must be more reflective of their various constituencies, there has been very little real progress in this direction.

Rather than wait for the invitation to sit as a lone young person or person of color on an otherwise homogenous board, we know that younger generations are impatiently forming their own organizations and boards and are inclined to view ideas such as investments in human capital, for- and nonprofit blending of financial instruments, and innovative ways to communicate and raise funds as normal and uncontroversial. The kind of mass collaboration made possible by the Internet and demonstrated in the recent presidential election can easily create new forms of relationships, including Web-based networks, which will, in turn, create new forms of governance. Without access or involvement in these kinds of innovations, boards, and their organizations along with them, quickly become isolated and then sidelined.

Dramatic leadership from board chairs and their fellow board members is urgently needed, beginning with the recognition that governance is a performance issue. Earlier definitions that focused on legal and fiduciary requirements still apply, but while compliance and oversight remain essential responsibilities, they are only a starting point. Being prepared to ask the tough questions – whether they concern the rigor of an investment policy or the adequacy of strategic direction being

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provided to the organization – is key, despite the tendency in human behavior toward resigned acceptance of the status quo. If the problems faced by nonprofits today are indeed systemic and structural rather than cyclical and self-correcting (which growing evidence of high levels of unemployment, for example, suggest that they are), then this is the level of thinking that will be required of any board intent on creating new models and solutions. Establishing a culture of inquiry and then continually ensuring that it remains alive and well in board and management discussions will likely be the single most important responsibility of a board chair in the future.

Undertaking the work that lies ahead for nonprofit boards is not for the faint hearted, though the individuals who take on these responsibilities have never fit this description. The challenges to be faced are numerous – we need to have more diversity and inclusiveness at the board table and to accept that our past view of the world will not be restored. The future is going to require massive changes in how our nonprofits operate, resulting in more mergers, dissolutions, and the formation of new types of entities. All will need to be part of a larger whole with greater capacity to resolve our mounting societal problems, regardless of the consequences for individual organizations.

It has recently been said that what the world has experienced over the past 15 months is not so much a financial crisis as a crisis of meaning. Stepping back and widening the context for discussions about recovery in the sector makes it clear that the most rewarding work to undertake over the next few years will be guiding nonprofit organizations to a more sustainable and effective future. And, through transformative governance, the board will lead the movement toward a transformed nonprofit sector.

VOID THE FUTURE ALREADY WRITTEN

Leaders need to approach problems from a new angle — one that is counterintuitive at first glance.

For every problem, there is a future that’s already been written about it. This future includes people’s assumptions, hopes, fears, resignation, cynicism, and "lessons learned" through past experience. It goes beyond what they expect to happen, hope will happen, or think might happen. This future lives at a gut level. We know it will happen, whether we can give words to it or not. We call this the "default future." And all of us live as if that future is preordained. We live into our default futures, unaware that by doing so we are making them come about.

The solution to our problems requires a new kind of leadership, one in which people rewrite the future together. Leaders can take five specific actions to construct a future that causes them and others to live into it:

1. Invite people to articulate the default future. Doing so reduces its impact. 2. Ask yourself and others, do we really want this default future? 3. If not, begin to speculate with others on what future would inspire action for everyone and address the concerns

of everyone involved. 4. Allow people to struggle with whether they are aligned with this new future or not. If not, ask them for a

proposal that inspires them and others. 5. Work until people say, "This speaks for me!" and they commit to it.

Leadership that rewrites the future gets to the heart of performance. The result is not fixing one problem at a time but transforming situations, leading to unprecedented results.

By Steve Zaffron, author of The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life. Zaffron is speaking at the 2009 BoardSource Leadership Forum on November 20.

References Nancy Axelrod, Culture of Inquiry: Healthy Debate in the Boardroom (BoardSouce 2007). Debbe Kennedy, "How to Put Our Differences to Work" Leader to Leader.

Reprinted from the November/December 2009 edition of Board Member, Volume 18, Issue 6. For more information, call 1-877-892-6273 or e-mail BoardSource. BoardSource © 2010. Text may not be reproduced without written permission from BoardSource.

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Knowledge Ecologies: Creating a Network environment

Hierarchy Network

Static Dynamic

Intrinsic Extrinsic

Structured Organic

Authority Autonomy

Certainty Tension

Silos Connections

Centralized Outer parameters

Top-down Free-flowing

Looking within Reaching outward

Managed and created Nurtured and fostered

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Applying the Knowledge Ecology Framework to the ASCD Affiliate Program

TRANSACTIONAL PRESENT TRANSFORMATIONAL FUTURE

Goals (Action Oriented) Drivers of Change (Results Oriented)

Responsible to continue current practices Responsible for innovative solutions to member needs

Board of Directors Engagement based on needs.

Hierarchical leadership Leadership by talent

Meetings Flexible access through technology

Limited coordination or sharing of resources between affiliates Sharing and coordination between affiliates

Check list of jobs & tasks (minutes, reports) Ongoing engagement (research, sharing)

One-time meetings and conferences Continuous and purposeful dialogue among members/affiliates before and after major meetings

Knowledge as power Shared power through collective access to knowledge

Traditional roles of governing body and executive director Flexible, ad-hoc teaming, supported by an executive director

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Resources: Biennial Plan

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Biennial Plan Worksheet

This worksheet is offered as an exercise in preparing to complete your Biennial Plan. You may complete it for your own use or share it with ASCD in discussing your Affiliate needs.

1. Rank from 1 (you area most in need of development to 7 (your area in which you are strongest): ___ Communications – serving as the “go-to” source for information in your region

___ Generative – building capacity for your organization’s future

___ Governance – providing policy and planning for your organization

___ Influence – serving as a voice of advocacy for educators in your region

___ Leadership – managing your organization’s membership and resources

___ Membership – recruiting, retaining, engaging and empowering educators in your region

___ Programs, Products and Services – benefits that add value to being a member

2. For your number 1 area in need of development, identify one realizable objective you would like to accomplish by June 2013 and write it here: ______________________________________________________________________________ ______________________________________________________________________________ 3. For your number 1 area in need of development, look up the kinds of services offered on your ASCD Resources for Affiliate Planning document and list three resources that you may wish to negotiate into your Biennial Plan: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 4. On the back of this sheet, repeat steps 2 and 3 for your number 2 area in need of development, so that you will have them available in your planning discussions with ASCD.

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ASCD Resources for Affiliate Planning The biennial plan includes a set of action-oriented goals using a combination of resources from ASCD, other affiliates or constituent groups, and additional sources of support. This list is representative of what ASCD can offer for inclusion in your plan. An affiliate’s individual plan will be co-created with ASCD and will include the resources specific to assist the affiliate meet its goals.

Communications Communications planning and development Communications strategy and implementation Adobe Connect training ASCD EDge training Social Media training Virtualizing publications and communications

Generative ADC Assessment Developing a Generative Vision Identifying and Forming Partnerships Web presence development

Governance Affiliate Audit Board development Building Standing Committees to Support Board Work Constitution/Governance assessment Fiscal Consultation Succession planning

Influence Policy/Influence planning and development Policy/Influence strategy and implementation Healthy School Communities planning and development Healthy School Communities strategy and implementation Whole Child program planning and development Whole child strategy and implementation Common Core planning and development Common Core strategy and implementation

Leadership Leadership development Mentoring Seed Grants

Membership Membership planning and development Membership strategy and implementation

Programs, Products and Services Professional development planning and development Professional development strategy and implementation Conference planning ASCD Online Professional Development as a revenue stream ASCD Professional Development as a revenue stream ASCD Publications as a revenue stream Authors’ Forum Resource Speaker Traveling Exhibit/ASCD Materials

Please see subsequent pages for descriptions of menu offerings

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Communications

Communications planning and development Develop a comprehensive communications plan that aligns closely with your affiliate goals. Communications strategy and implementation Develop implementation strategies that will ensure the success of your comprehensive communications plan. Adobe Connect Pro training Receive Board and staff training on using Adobe Connect Pro to promote affiliate goals; one initial group training and up to two follow-up sessions. ASCD EDge training Receive Board and staff training on using ASCD EDge to promote affiliate goals; one initial group training and up to two follow-up sessions. Social Media training Receive Board and staff training on using social media tools to promote affiliate goals; one initial group training and up to two follow-up sessions. Virtualizing publications and communications Develop a plan and timeline for migrating all of your publications and communications from paper to the Web.

Generative

ADC assessment Review the status of your affiliate program with an ASCD staff member and identify areas of growth. Developing a generative vision Review your affiliate mission and vision and identify opportunities to move from transactional to transformative. Identifying and forming partnerships Review the array of potential partners in your region and identify opportunities to expand affiliate influence and effectiveness. Web presence development Review the status of your affiliate Web presence and identify options for enhancing your brand online.

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Governance

Affiliate audit Review your governance structure and identify opportunities to improve the functioning of your affiliate. Board development Work with your board and a member an ASCD staff member to explore effective ways to become a generative organization. Building Standing Committees to Support Board Work Develop a plan that builds on your existing governance structure and work flow to maximize your use of committees to complete the work of your affiliate. Constitution assessment Review your constitution and by-laws and identify suggestions for improvement that build capacity and enhance effectiveness. Fiscal consultation Review your financial structure and practices and identify ways to improve efficiency and accountability for your affiliate. Succession planning Develop a plan that improves upon your existing policy and practice providing for leadership succession.

Influence

Policy/Advocacy planning and development Develop a comprehensive plan advocating for specific policy and programs in your region. Policy/Influence strategy and implementation Develop a timeline and strategies for implementing your policy advocacy plan in your region. Healthy School Communities planning and development Develop a comprehensive plan advocating for Healthy School Communities programs, practices and legislation in your region. Healthy School Communities strategy and implementation Develop a timeline and strategies for implementing your Healthy School Communities plan in your region. Whole Child program planning and development Develop a comprehensive plan advocating for Whole Child programs, practices and legislation in your region.

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Influence (continued)

Whole child strategy and implementation Develop a timeline and strategies for implementing your Whole Child plan in your region. Common Core planning and development Develop a comprehensive plan for advocating for Common Core implementation in your region. Common Core strategy and implementation Develop a timeline and strategies for implementing your Common Core plan in your region.

Leadership

Leadership development Work with your board and a member of Constituent Services to explore effective ways to build leadership capacity in your affiliate. Mentoring Work with a colleague from another affiliate in a mentor-mentee relationship to enrich and enhance your leadership skill set. Seed grants Work with a member of Constituent Services to qualify for a Seed grant targeting advocacy, executive director development or young professionals. Note: Seed grants are of limited availability; your eligibility must be determined before selecting this option.

Membership

Membership planning and development Develop a comprehensive membership plan that aligns closely with your affiliate goals. Membership strategy and implementation Develop implementation strategies that will ensure the success of your comprehensive membership plan.

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Programs, Products, and Services

Professional development planning and development Develop a comprehensive professional development plan that aligns closely with your affiliate goals. Professional development strategy and implementation Develop implementation strategies that will ensure the success of your comprehensive professional development plan. Professional Development and Conference planning Identify strategies for your professional development events that maximize your branding and messaging while closely aligning with affiliate goals. ASCD online professional development as a revenue stream Identify strategies for integrating ASCD online professional development as a revenue stream for your affiliate. ASCD professional development as a revenue stream Identify strategies for integrating ASCD professional development as a revenue stream for your affiliate. ASCD publications as a revenue stream Identify strategies for integrating ASCD publications as a revenue stream for your affiliate. Authors Forum Identify strategies for integrating Authors Forum resources into your comprehensive professional development plan. Resource Speakers Identify strategies for integrating resource Speakers into your comprehensive professional development plan. Traveling Exhibit Request the ASCD traveling exhibit to display at your local professional development events.

ASCD Materials Request materials for use at your meetings and professional development events.

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