National
Association for Gifted Children
2004 - 2008 Strategic Plan
BACKGROUND
Having celebrated its Golden Anniversary in 2003, NAGC is now poised
to maximize the next half-century. Using a sophisticated strategic planning
process, the NAGC Board convened in April 2004 to chart a three- to five-year
blueprint for NAGC so that the Association best meets the needs of the
gifted and talented field and the children for whom we advocate.
Specifically, the Plan below will yield a reconfigured NAGC that is significantly
more diverse than at present - one that reflects the broad population
of the United States, that develops alliances with numerous organizations
who share NAGC's interests, and that is streamlined in its ability to
provide services not only to members but also to the field of gifted and
talented as a whole.
Planning is indeed a talent in and of itself, and the application of
planning to NAGC's status as the leading organization devoted to gifted,
talented, and high potential children is sure to yield positive outcomes.
This Strategic Plan will be revisited annually and revised according to
needs and circumstances so that it is an efficacious steering mechanism
for enhancing our efforts.
CORE PURPOSE
To nurture potential giftedness and develop diverse talents.
CORE VALUES
We value individual differences and perspectives, creativity and innovation,
excellence and equity, integrity and credibility, and research-based decisions
and practices.
LONG TERM GOAL
Giftedness and high potential in youth are recognized, universally valued,
actively supported, and developed.
2004-2005 NAGC Goals and Objectives
Goal 1: Public Awareness
The public understands, recognizes, values, and supports high potential
youth.
Objectives
A) Strengthen the NAGC image and clarify key messages.
B) Create strategic partnerships (association and corporate) that enable
NAGC to reach out to key publics and more broadly communicate important
messages related to high potential youth.
C) Enhance public awareness of the diversity of gifted learners, and the
range of strategies that can be used to address that diversity.
D) Enhance public recognition of the needs of high potential students
and their value to the future.
E) Launch a publicity campaign that positions NAGC as the "good housekeeping"
seal of approval and trusted advisor for products and programs that target
high potential youth.
F) Enhance the research base on the importance of developing giftedness.
Goal 2: Legislative Advocacy/Policy Development
NAGC is a leader in the development of and advocacy for public policies
that affect high potential youth.
Objectives
A) Increase clarity of organizational identity and consistency of key
messages used to position NAGC in the public policy arena.
B) Increase awareness among parents and educators of the need for local,
state, and federal legislative advocacy.
C) Increase policy makers' understanding of the issues affecting gifted
and talented youth and increase recognition of the voice of NAGC on behalf
of high potential youth.
D) Enhance federal support for research development, personnel development,
and guaranteed student services.
E) Foster highlighted NAGC collaboration with state associations and state
departments of education to enhance the level of state and local support
for gifted education programs.
Goal 3: Enhanced Competency
NAGC's stakeholders have the knowledge and skills they need to be effective
and successful in their support of high potential youth.
Objectives
A) Prioritize a list of key stakeholder audiences for continuing professional
development.
B) Create outreach that will inform teachers, administrators, parents,
and counselors about the importance of individual differences and differentiation/other
strategies that can be used in response.
C) Increase understanding and usage of NAGC standards by key stakeholder
groups.
D) Provide general education teachers and administrators with baseline
knowledge about the existence and needs of high-ability students.
Goal 4: Information Resources
NAGC will be the national clearinghouse for knowledge about high potential
youth and the field of gifted education.
Objectives
A) Strengthen the systems needed for timely collection and dissemination
of relevant information and a range of products.
B) Increase NAGC's capacity to deliver information and instructional strategies
in multiple formats.
C) Enhance our understanding of the market we serve and our response to
those needs.
D) Promote understanding and use of NAGC products, services, seminars,
and convention.
Goal 5: Leadership Development
NAGC will encourage and develop a broad based pool of prepared leaders
committed to strengthening both NAGC and the field.
Objectives
A) Formalize and support systems to identify and develop potential future
leaders.
B) Expand leadership development efforts to reach beyond the traditional
NAGC mechanisms.
C) Recognize that state affiliate leaders are instrumental in the development
of NAGC.
D) Increase the diversity of those trained for future leadership roles.
E) Formalize models for leadership development and ongoing education,
both internally and externally focused.
Goal 6: Strategic Alliances and Partnerships
NAGC fosters strategic alliances and partnerships with other organizations
in order to nurture high potential youth and develop talent.
Objective
A) Grow existing alliances and prioritize/expand new ones.
Executed properly, this objective links solidly to all other goals in
the plan. Currently, partnerships exist with parent groups such as PTA,
teacher groups such as National Education Association, administrator groups
such as the National Middle Schools Association, and higher education
groups such as the College Board.
The plan's objective is to create more robust alliances with these groups-ones
that incorporate content-sharing, product marketing, advocacy positioning
and membership appeals. Staff is committed to crafting more robust partnerships
with these associations, as well as expand new ones. Prospects include
the American Academy of Pediatrics, the American Psychological Association,
National School Boards Association, National Association of Elementary
School Principals, AVID, International Reading Association, POSSE, and
others.
Goal 7: Organizational Effectiveness
NAGC is an effectively governed, diversely funded, efficiently managed
organization that focuses its resources to address the needs of its growing
membership.
Objectives
A) Strengthen the board's structure and governance processes in order
to enhance its ability to be nimble and flexible.
B) Increase clarity about roles and responsibilities throughout the organization.
C) Obtain additional sources of funding that align with the strategic
direction of NAGC.
D) Strengthen the organizational environment to increasingly support and
encourage staff development and productivity.
E) Strengthen organizational management and processes to optimize financial
health and effective use of resources.
F) Enhance organization-wide communications to facilitate the flow of
ideas and transparent decision-making.
Nancy Green, CAE
Executive Director
ngreen@nagc.org
|
