The Mission of CACE is to support and mentor Federal Education Program Administrators and Leaders.
Vision: CACE is Massachusetts’ leading organization for providing high quality professional development, comprehensive resources, support, and guidance to Federal Education Program Administrators and Leaders.
CACE Core Values:
All students…
Have the right to a high quality education
Can learn given equitable access to high quality schools, programs, curriculum, and instruction
Should be celebrated for who they are and represented in the curriculum
Should have access to safe, supportive, and inclusive learning environments
We Believe…
High quality professional development is continuous, content specific, and based on current research
Collaborative leadership is essential to solving problems
Promoting change is fundamental to school improvement and improves learning outcomes
Strong leadership makes a positive impact in education
Professional networking provides opportunities for leaders to share ideas, strategies, and resources
Sharing of resources and exemplars builds consistency and provides equity and access for all students
Nurturing the social/emotional wellbeing of educational leaders is essential to their professional growth and development
Educational leaders deserve to be recognized for their accomplishments
Goal 1: Provide the membership with a variety of high quality professional development opportunities and easy access to comprehensive resources
Rationale: By providing high quality, targeted professional development and resources to the membership, we will support and mentor program administrators and leaders.
Outcome: CACE will provide a variety of high quality professional development opportunities throughout the year to meet the needs of all stakeholders. Online resources will be available through a well-maintained website.
Action Steps:
Date of Completion:
Person(s) Responsible
Budget Implications:
1) Develop a calendar of events that meets the needs of membership throughout the course of the year
Ongoing
Executive Board, Conference Planning Committee, Professional Development Subcommittee
Annual Budget, conference is largest expense
2) Coordinate training and professional development with the Department of Elementary and Secondary Education
Ongoing
Professional Development Subcommittee, President
Annual Budget
3) Develop a collection of resources that can be distributed electronically and posted on website
Ongoing
Professional Development subcommittee and webmaster
Cost of website
4) Create a monthly meeting schedule which incorporates professional development and technical assistance
Ongoing
President
N/A
Goal 2: Expand the membership to include Federal Education Program Administrators from all Title Programs and to represent a minimum of 30% of Massachusetts school districts.
Rationale: Currently, CACE has membership from 85 districts. Because every district receives federal grants and programs, the services offered by CACE would benefit all Massachusetts school districts.
Outcome: The CACE membership will include Federal Education Program Administrators from all Title Programs and represent a minimum of 30% of Massachusetts school districts.
Action Steps:
Date of Completion:
Person(s) Responsible
Budget Implications:
1) Refresh the CACE logo to use in our media platforms
June 2022
Paul Bavuso
Small fee
2) Develop a tagline Contest announced at Conference Cace… Leading all learners into a bright future. Making the CACE for all students
December 2022
Public Relations/MembershipConference Co-Chairs
N/A
3) Develop a plan to reach out to all federal program administrators
August 2022
Public Relations /Membership (Susan Levine, Jeff Sposato, and Paul Bavuso)
N/A
4) Update website and social media platforms
Ongoing
Corresponding Secretary, Membership Committee, Public Relations
N/A
5) Create subcommittees and solicit members to increase active participation in the organization and the Executive Board
June 2022
President
N/A
6) Refresh membership documentation and materials
December 2022
President
N/A
Goal 3: Create and maintain a fiscally responsible budget and a clearly articulated financial management process
Rationale: As CACE continues to grow, having well-articulated general and conference budgets will help guide the decision making process in the future.
Outcome: The financial processes of CACE will be transparent, well-organized, and fiscally responsible.
Action Steps:
Date of Completion:
Person(s) Responsible
Budget Implications:
1) Conduct a comprehensive analysis of the budget process
June 2022
Finance Committee, Treasurer
N/A
2) Identify conference budget, costs, and fees
June 2022
Conference Co-Chairs
N/A
3) Create redundancy in the fiscal management systems by re-establishing the finance committee
April 2022
Finance Committee, Treasurer
N/A
4) Document financial records electronically
January 2023
Finance Committee, Treasurer
Possible cost for software, scanner
5) Identify organizational expenses and evaluate membership fees
Ongoing
Finance Committee, Treasurer
N/A
6) Establish a stabilization fund and set funding goals
Ongoing
Finance Committee, Treasurer
N/A
Goal 4: Align the policies, protocols, and procedures to address the purpose and needs of the organization.
Rationale: The current bylaws do not reflect the updated mission, vision, core values, and goals of CACE.
Outcome: Updated policies, protocols, and procedures will guide the organization’s actions and processes.
Action Steps:
Date of Completion:
Person(s) Responsible
Budget Implications:
1) Review and revise current bylaws and the policy manual
Annually at conference
Policy Subcommittees, Executive Board
N/A
2) Review and revise the current leadership structure of CACE
Annually at conference
Executive Board
N/A
3) Each subcommittee will create a procedural timeline that governs their annual committee work
