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BOCES Strategic
Plan...a road map for focusing our work efforts
Capital
Region
BOCES
strives
to
offer
efficient
and
comprehensive
support
to
meet
the
needs
of
school
districts
and
students.
In
order
to
clarify
our
daily
and
long-range
efforts,
BOCES
embarked
upon
a
strategic
planning
process
in
1999,
gathering
the
input
of
many
people
who
provided
input
to
the
mission,
vision
and
goals
of
the
organization.
In
June
2000,
BOCES
Strategic
Plan
was
submitted
to
the
BOCES
Board
and
adopted.
Since
that
time,
the
Strategic
Plan
has
served
as
a
guide
for
the
development
of
many
projects
and
business
decisions,
helped
align
our
work
with
state
and
federal
initiatives
and
has
been
helpful
in
explaining
our
work
and
progress
to
educators,
school
districts
and
government.
The
following
is
the
complete
plan.
Capital
Region
BOCES Strategic
Plan
Table
of
Contents:
Forward
by
the
District
Superintendent
Early
in
my
tenure
as
District
Superintendent
of
Capital
Region
BOCES,
I
conducted
an
Entry
Project
to
familiarize
myself
with
the
BOCES.
Results
of
the
project
indicated
a
general
consensus
among
those
I
interviewed
regarding
the
following:
the
need
for
a
vision,
a
perception
that
BOCES
is
expensive,
the
need
to
overcome
the
BOCES
stereotype,
a
need
for
BOCES
to
be
on
the
forefront
of
educational
issues,
and
the
perception
that
BOCES
operates
as
four
separate
programs
rather
than
being
a
unified
organization.
In
order
to
prepare
BOCES
to
fulfill
requests
from
the
State
Education
Department,
and
to
address
the
needs
and
desires
of
customers
and
employees,
I
developed
a
proposal
to
begin
a
year-long,
comprehensive
strategic
planning
process
for
the
BOCES
organization.
In
the
summer
of
1999,
the
BOCES
Board
unanimously
approved
the
proposal.
Overall,
the
Strategic
Planning
process
has
encompassed
the
input
and
efforts
of
more
than
500
people.
Input
was
gathered
from
many
stakeholders
based
on
the
premise
that
the
motivation
to
change
occurs
when
people
are
dissatisfied
with
their
present
situation,
are
envisioning
new
and
better
ways
of
doing
things,
and
are
prepared
to
take
the
first
few
steps
to
make
the
change
happen.
A
smaller
steering
team
was
formed
to
review,
evaluate
and
summarize
information
collected
through
the
strategic
planning
process.
After
many
meetings
and
careful
deliberations,
the
steering
team
developed
a
list
of
ingredients
which
together
form
the
BOCES
Strategic
Plan––a
mission,
vision,
and
a
list
of
values,
practices,
goals
and
objectives.
This
plan
should
be
viewed
as
a
framework
to
guide
further
planning
and
implementation,
rather
than
as
a
complete
roadmap
for
change.
The
framework
constitutes
the
first
step.
The
next
step
occurs
each
year
thereafter
beginning
with
the
District
Superintendent’s
(DS)
staff
retreat
held
annually
in
July.
At
the
retreat,
the
DS
staff
will
establish
several
priorities
using
the
objectives
in
the
plan
as
a
guide.
The
priorities
will
be
either
implemented
through
ongoing
departmental
initiatives
or
through
the
creation
of
action
teams
where
cross-functional,
inter-divisional
work
needs
to
be
done.
The
BOCES
Board
will
monitor
the
overall
effectiveness
of
the
plan
using
the
key
measures
listed
at
the
end
of
the
plan.
I
believe
that
with
this
plan
we
will
have
vision,
a
strategy
to
be
cost
effective,
be
in
the
forefront
of
educational
effort
and
be
unified
in
our
purpose.
With
this
plan,
we
can
truly
begin
to
become
"many
minds
with
one
mission."
Dr.
Barbara
Nagler
District
Superintendent
Capital
Region
BOCES
Acknowledgements
As
with
any
major
endeavor,
many
people
contributed
their
time
and
ideas
to
create
the
BOCES
Strategic
Plan.
Beginning
with
the
introduction
of
the
project
to
the
BOCES
employees
at
Opening
Day
in
September
1999,
and
continuing
through
the
school
year,
the
Strategic
Plan
represents
the
collective
efforts
of
more
than
500
people.
Participants
gave
their
input
by
completing
suggestion
cards,
responding
through
e-mail
to
questionnaires
on
the
BOCES
website,
and
by
attending
evening-long
large-group
input
sessions.
In
addition,
community
business
leaders
gave
their
views
on
the
local
economy
and
job
preparedness
in
a
panel
discussion
moderated
by
Ed
Dague
from
NewsChannel
13.
A
special
note
of
thanks
goes
to
the
facilitator
of
the
entire
project,
Ken
Broadhurst,
for
his
insight
and
ability
to
work
with
large
and
diverse
groups,
and
to
Donna
Trautwein,
Robyn
Giddings,
and
Kristen
Williams
who
served
as
a
writing
team
for
the
plan.
And
finally,
in
recognition
of
the
many
meetings
and
hours
dedicated
to
compiling
the
plan,
the
Strategic
Planning
Steering
Team
deserves
special
recognition.
Members
of
the
team
are
as
follows:
Jim
Alcombright,
Pat
Allen,
Brian
Backus,
Mary
Breeyear,
Ken
Broadhurst,
Barbara
Burnham,
Judy
Cox,
Chris
D'Alessandro,
Charles
Dedrick,
Audrey
Farnsworth,
Robyn
Giddings,
Denise
Graminski,
Tracy
Gyoerkoe,
Daniel
Haggerty,
Paul
Hasler,
Deven
Horne,
William
Hostetter,
Gary
Jones,
Peter
Kopcha,
Lynne
Lenhardt,
Dorie
McArthur,
Alan
McCartney,
Richard
Medved,
Barbara
Nagler,
Stormy
Shayne,
Louise
Spofford,
Jerome
Steele,
Donna
Trautwein,
Kristen
Williams,
Fran
Wilson,
Sigrid
Wood,
MarySusan
Valachovic,
John
Yagielski,
Rachel
Yamin
Strategic
Plan
Mission
The
purpose
of
the
Capital
Region
BOCES
is
to
provide
educational
leadership,
services
&
support
to
meet
the
needs
of
our
students
and
school
districts.
Vision
We
will
be
leaders
for
educational
excellence.
Values
Values
are
strongly
held
beliefs
about
the
work
that
we
do
at
BOCES.
It
is
expected
that
everyone
working
at
BOCES
commit
to
these
values
and
incorporate
them
into
their
everyday
work.
-
Students
first
-
High
expectations
and
standards
-
Customer-driven
quality
services
-
Value
and
respect
every
student,
customer
and
employee
-
Global
and
creative
thinking
-
Honesty,
Integrity,
Pride
-
Teamwork
-
Commitment
to
professional
development
for
all
employees
-
Open
communication
-
A
quality,
supportive
learning
and
work
environment
Practices
The
following
are
the
things
that
employees
need
to
do
in
order
to
incorporate
the
Values
into
everyday
behavior:
-
Using
quality
indicators
and
processes
to
evaluate
and
improve
services,
e.g.,
benchmarking,
self-evaluation,
accreditation
Goals
and
Objectives
Each
year
in
July,
the
District
Superintendent’s
staff
will
establish
several
priorities
for
each
Strategic
Goal
using
the
objectives
listed
under
each
goal
as
a
guide.
Priorities
will
be
implemented
through
departmental
initiatives
or
through
cross-functional,
inter-divisional
action
teams.
The
BOCES
Board
will
monitor
the
overall
effectiveness
of
the
plan
using
the
key
measures
listed
at
the
end
of
the
plan.
Strategic
Goal
#
1
Focus
our
resources
and
energies
to
assure
that
all
students
meet
higher
standards.
Objectives
(Priorities
to
be
determined
annually)
-
Strengthen
our
abilities
to
collect,
analyze,
and
use
data
to
improve
student
achievement,
and
evaluate
programs
and
services.
-
Build
understanding
and
support
for
alternative
educational
programs
and
options,
e.g.,
Regents
Technical
Diplomas,
and
thematic
academies
Strategic
Goal
#
2
Align
our
organization's
resources,
structures,
and
processes
to
support
our
mission,
goals
and
priorities.
Objectives
(Priorities
to
be
determined
annually)
Create
an
integrated,
organization-wide
system
of
planning
and
delivering
services,
e.g.,
service
teams.
Develop
a
communication
and
information
processing
system
that
is
accessible
to
all
employees,
and
fosters
efficient
internal
operations
and
service
delivery.
Strategic
Goal
#
3
Initiate
partnerships
to
support
our
mission,
goals
and
priorities.
Objectives
(Priorities
to
be
determined
annually)
Key
Measures
The
following
is
a
list
of
high-level
measures
that
will
be
used
by
the
BOCES
Board
of
Education
and
BOCES
Administration
on
an
ongoing
basis
to
assess
the
progress
of
achieving
the
goals
set
forth
in
this
plan.
The
intent
of
defining
key
measures
is
to
identify
those
things
that
are
the
most
important
measures
of
progress
to
achieve
the
plan.
A
key
component
of
this
plan,
is
the
evaluation
of
data.
Each
major
initiative
requires
a
cycle
of
planning
implementation,
and
evaluation.
Many
factors
will
be
measured
for
priorities
that
are
set.
•
Number
of
students
meeting
NYS
Standards
•
Number
of
NYS
graduates
with
Regents
Diplomas
•
Number
of
NYS
graduates
w/Regents
Technical
Diplomas
•
Attendance
Rates
•
Dropout
rates
•
Cost
competitiveness
of
services
•
Customer
Satisfaction
–
Internal
and
External
•
Student
placement
rates
after
graduation
•
Number
of
students
attaining
a
credential
•
GED
completion
rates
|
About
BOCES 