Strategic Plan 2019-2022

The foundation of CoSN’s NEW strategic plan, approved by the Board of Directors in June 2019, consists of three elements:

CHALLENGE: Technology is an essential element of learning, yet the use and application of it is inequitable.
VISION: CoSN is a community of visionary technology leaders empowering every learner to achieve their unique potential in a changing world.
MISSION: CoSN provides current and aspiring education technology leaders for PreK-12 with the community, knowledge and professional development they need to create and grow engaging learning environments.

Tabs Group

Tab 1

Establishing Direction

The plan’s strategic drivers serve as broad statements of where the organization will place extraordinary focus over the next three years, in the advancement of and guided by CoSN’s Challenge, Vision, and Mission. The strategic drivers are supported, in each case, by a set of initiatives that further define specific areas of work to pursue within the planning horizon.

As the premier educational technology association, CoSN will develop, engage, and empower a diverse and inclusive community through innovative practices and partnerships to drive value for PreK-12 technology leaders. CoSN will strengthen its mission-aligned partnerships with associations, foundations, and corporate partnerships, and advocate for public policies aligned to its goals to support its implementation of this strategic plan.

Building on the CoSN Framework of Essential Skills, CoSN will grow member value through the following strategic drivers and initiatives:

Personalize Member Learning

Develop and deliver timely programs, products, and services to meet members needs

Drive Innovation

Provide thought leadership to incubate and drive innovative practices

Foster Equity, Diversity, & Inclusion

Address systemic barriers by leading and inspiring change

View the complete strategic plan

Tab 2

Development Process

CoSN undertook a thoughtful and intensive process to help inform and facilitate the development of an outcomes-oriented and measurable strategic plan. Four phases of research were conducted as part of the planning process.

Qualitative interviews with 35 CoSN stakeholders (16 volunteer leaders, 16 staff and contractors, and three external industry thought leaders)
Environmental scan with in-depth analysis and comparison of five competitor and peer organizations (two membership organizations, three education non-profits)
Benchmarking interviews with four membership organizations of comparable staff size and relative proximity to the field that have experienced recent periods of organizational growth
Iterative working sessions with both the CoSN Board and strategic planning task forces to refine the strategic plan; conducted January-April 2019

CoSN senior staff and Board distilled key themes and findings, including and in addition to those highlighted here, from each of these project phases, along with ongoing input from CoSN Board leadership, to develop a strategic framework that documents the future strategic direction of CoSN.

Qualitative interviews with 35 CoSN stakeholders (16 volunteer leaders, 16 staff and contractors, and three external industry thought leaders)
Environmental scan with in-depth analysis and comparison of five competitor and peer organizations (two membership organizations, three education non-profits)
Benchmarking interviews with four membership organizations of comparable staff size and relative proximity to the field that have experienced recent periods of organizational growth
Iterative working sessions with both the CoSN Board and strategic planning task forces to refine the strategic plan; conducted January-April 2019

Test

Key Findings

In the process of analyzing the full breadth of research inputs collected during the course of this project, a selection of key findings and strategic implications surfaced. Highlighted below are the key situational insights meant to inform the development of CoSN’s strategic direction.

CoSN is perceived as the premier thought leadership organization serving education technology professionals.
CoSN’s strength lies in its industry expertise and thought leadership initiatives, but the organization could benefit from a clear and cohesive vision and strategy.
Members are generally satisfied with the quality of CoSN’s content, but the opportunity exists to improve the member engagement experience by making content more easily accessible and modernizing its delivery.
Technology is expected to continue to disrupt and shape the environment CoSN and its members operate in (e.g. artificial intelligence, virtual reality, data analytics, privacy and data security, interoperability, infrastructure requirements, etc.).
Barriers exist that limit the equitable use and application of technology in the classroom, and CoSN has a responsibility to address them.
Intentional measures need to be taken to address the lack of diversity in the field of education technology.
Strategic partnerships play a critical role in ensuring CoSN’s ability to meet the needs of its membership and the field at large.

Strategic Plan 2019-2022

Tabs Group

View the complete strategic plan

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