Operating & Strategic Planning

For those invested in educational innovation across Massachusetts, MassCUE is a resource-rich, vibrant network of educators, who provide New England’s premiere educational technology conference; provides ongoing, high-quality professional learning opportunities; fosters collaboration and builds community connection in physical and virtual spaces; recognizes innovation, excellence and courage through awards, grants, scholarships and publicity; advocates for strategic policies and programs; and partners with other organizations to further its shared objectives. MassCUE develops a Yearly Operating Plan, as well as a long-term Strategic Plan. (Strategic Plan coming soon)

Annual Reports

For the fiscal years:

Operating Plan 2018-2019

Established as the blueprint for engagement, MassCUE’s strategic plan sets our governing plan, as follows:

Core Values

MassCUE abides by these standard operating principles to guide our culture of innovation and commitment to excellence for the future of educational technology in Massachusetts.

MassCUE prides itself as an organization, who:

  • Informs stakeholders and members with clarity, timelines and relevance
  • Provides a variety of high-quality, value-added services and programs
  • Partners and collaborates with organizations who are seeking a similar vision, creativity and high-quality services for the field of educational technology
  • Operates effectively and efficiently

Strategic Goals

Action Item Responsibility Timeline Evidence
  1. To offer more grants, scholarships, and learning opportunities to our membership
  2. Inspire and Educate Building, District, and State leaders through strategic partnerships 
  3. To attract new and future educators
  4. To recognize achievements of MassCUE Members
  5. Better Communicate about Membership Benefits 
  6. Continue to unify and expand the mission via the website, social media, and marketing materials 
  7. Expand our Professional Development Opportunities 
Grants, DOC, PD, Awards & Recognitions, Influence & Advocacy & Communications Committee July 2018- June 2019
  • Increased Grants & Scholarships 
  • Increased PD Offerings for Leadership 
  • Communicated Membership Benefits through Social Media, Website, EdCamps, Strategic Partnership Events & Conferences 
  • Continued Recognition of Pathfinders, Administrators and Featured Educators, Explore other avenues for recognitions 
  • Increased Communications to higher ED organizations 
  • Continued Coordination of Social Media, Web Presence, and Marketing Materials with Social Media Ambassador and Marketing Assistant  
  • Increased content and traffic to the website and through social media  
Action Item Responsibility Timeline Evidence

1. Design and publicize PD opportunities

  • MassCUE4You
  • Learning Tours
  • Strands within the conferences
  • MassCUE Central
  • F2F & Online Workshops and Events 
Professional Development, Communications & Conference Committees Ongoing
  • Professional Development offered
  • Calendar of events published Evaluations
  • Expansion of Learning Tours
  • Create strands for conference workshops

2. Expand and diversify membership and participation

  • SIG groups
  • Regional Ambassadors
  • Subject Areas
  • Demographic
  • New Teacher Program
SIG and Development & Outreach Committees Ongoing
  • All SIG groups identified actively meeting and reporting back
  • SIG presence at Fall Conference
  • Develop at least 1 region and identify ambassadors
  • Feature Diverse Subject areas

3. Increase the variety of Grants/Scholarships/Sponsorships offered to membership 

Grants and Finance Committees Ongoing
  • Greater variety of opportunities offered 
Action Item Responsibility Timeline Evidence

1. Establish strategic partnerships for mutual benefits

  • Pursue potential affiliations with like-minded organizations to eliminate redundancy, enhance productivity and ensure flexibility for growth
  • Maintain corporate partnerships
  • Sponsor events/opportunities and PD offerings for members

2. Continue to work and collaborate with ISTE, SEDTACOSNDESE, MTA, MASS, MASCD, MSLA, METAAand other like-minded organizations

Staff, Professional Development, Influence & Advocacy and Vendor Relations Committees Ongoing
  • Forged, signed agreements of new partnerships 
  • Increased presence of new partners at events and conferences 
  • Continued advocacy for state/federal funding for technology. 
  • Increased opportunities for group buys for our members 
Action Item Responsibility Timeline Evidence

1. Continue to review and develop our Financial Structures and Goals

  • Re-evaluate long-term Investment Plan 
  • Develop various financial policies and procedures 
  • Consider best practices for cash flow 
Staff  and Finance Committee Ongoing
  • Provided Monthly Financial Reports to Board with Summary 
  • Continued accountability, accuracy and expediency with billing 

2. To identify, document, and implement operational Board and Committee procedures

  • Update Governing Documents
    • Review Committee Abstracts and Procedures
    • Review guidelines and policies
Executive Director, MassCUE Board, Conference and Bylaws, Policies & Procedures Committees Ongoing
  • Documented operational procedures with timelines and responsibilities 
  • Updated Board Documents 
  • Communicated with the BPP Committee 
  • Policies, Procedures presented to the board for approval 

3. Explore restructuring of the board from a working board to a governing board

  • Research other CUES
  • Determine what is working and what is not working
  • Discuss interaction of volunteers and the board
MassCUE Board Complete by June 2019
  • Established protocols of interactions between volunteers, Board members, and employees  
  • Finalized 3-year Long Range Strategic Plan 

4. Increase non-board members roles on committees

  • Outreach throughout the state
  • Regional events
  • Non-board member recruitment at fall and spring conference
Executive Director, MassCUE Board and Development & Outreach Committee Ongoing
  • Increased participation with committee activities of non-board members 

5. Review and refine roles of committees’ work and board work to determine staffing needs in the future 

MassCUE Board, Staff and Consultant Ongoing
  • Reorganization as determined by the board 


For reference, you may download the entire MassCUE strategic plan for FY2018-19 (Accepted, with amendments).

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