Letter from the Executive Director
On behalf of the CCOSA Executive Committee and CCOSA Team, thank you for taking the time to read CCOSA’s Strategic Plan, that will guide our work over the next several years. We are proud to serve Oklahoma’s school leaders and the school teams you lead. This plan builds on the strength of CCOSA’s legacy while providing clear direction for where we are headed as an association.
As the educational landscape continues to shift and evolve, one thing will remain constant— our commitment to leadership growth, professional excellence, and service to our members. CCOSA will always honor its tradition of excellence while focusing on preparing today’s school leaders to meet the challenges of tomorrow with confidence, integrity, and vision.
Meaningful progress does not happen in isolation. That is why this strategic plan was developed with the input and engagement of our members from across Oklahoma, along with guidance from AASA. We are grateful to all who contributed their time, insight, and voice to this process. This plan reflects our belief that every leader and every voice matters, and that CCOSA is strongest when members across all roles and regions are connected, supported, and engaged.
Through deeper member engagement, expanded professional learning, stronger advocacy, and more intentional communication, this plan provides clear direction for how we will advance CCOSA’s mission, vision, and values and strengthen our collective leadership impact. The strategies outlined in this plan are not aspirational alone—they are actionable commitments that will guide our decisions, investments, and partnerships over the next several years.
The future is bright for CCOSA and for the school leaders we serve. We are inspired by the growth, resilience, and dedication demonstrated by our members in every district and community. Our promise is to remain public education advocates and a learning organization—continually growing, adapting, and striving for excellence—so that we can support Oklahoma’s school leaders as they lead with purpose and make a lasting difference for students and communities across our state.
Together, we lead.
Respectfully,
Pam Deering, Ph.D. CCOSA/OASA Executive Director
“I
Mission and Vision
CCOSA MISSION
To promote quality administrative leadership for Oklahoma schools through professional development, legislation, and member services.
CCOSA VISION
As the state’s preeminent membership association for school administrators, CCOSA serves as Oklahoma’s most active and trusted voice in education policy, practice and leadership, informing and shaping public policy and public opinion to ensure Oklahomans have the best public school system available.
believe it is essential to be an active part in our professional organization to grow my leadership, network with other leaders across the state, and advocate for public education in Oklahoma.”
—Oklahoma Central Office Administrator
Strategic Planning Process
The strategic planning process facilitated with CCOSA was intentionally designed by AASA to balance clarity, inclusivity, and action. The work centered on engaging CCOSA leadership and membership in a structured yet flexible process that elevated shared priorities while honoring local context.
The process began with contextualizing and listening, leveraging tools such as ThoughtExchange to gather broad input, surface patterns, and identify areas of convergence across the membership. This was followed by guided facilitation sessions that helped leaders move from input to insight—clarifying core challenges, opportunities, and strategic challenges facing districts across Oklahoma.
The leadership collaboratively refined priorities, articulated clear strategic choices, and identified the conditions required for success. The process emphasized focus over volume, ensuring the final plan was both aspirational and operational.
Throughout, the facilitation prioritized:
• Leader voice and ownership.
• Data-informed decision making.
• Alignment between strategy, services, and implementation.
• Clear next steps to move from plan to action.
The result was a strategic plan that reflected the collective wisdom of CCOSA’s membership and positioned the organization to take immediate, aligned action in support of Oklahoma’s school leaders.
“I joined CCOSA for the training I felt I would need as an administrator.”
—Oklahoma Principal
Overview of Priorities
PRIORITY 1: MEMBER ENGAGEMENT
CCOSA will cultivate a vibrant and connected membership community that values collaboration, storytelling, and shared leadership. By strengthening regional networks and increasing opportunities for meaningful engagement, CCOSA will ensure every member feels seen, supported, and empowered to contribute to the collective success of Oklahoma’s educational leaders.
PRIORITY 2: PROFESSIONAL LEARNING
CCOSA will deliver relevant, accessible, and future-focused professional learning that meets the needs of educational leaders across Oklahoma. Through high-quality topics, flexible delivery models, and strategically located experiences, CCOSA will empower members with the knowledge, skills, and mindsets to lead innovative learning communities.
PRIORITY 3: ADVOCACY
CCOSA will elevate the collective voice of Oklahoma’s education leaders to influence public policy and strengthen support for public education. By developing clear, consistent messaging and building members’ capacity to advocate effectively at the local and state levels, CCOSA will position itself as a trusted, solutions-oriented voice in shaping the future of education.
PRIORITY 4: COMMUNICATION
CCOSA will build a coherent, transparent, and engaging communication system that strengthens connections both within the organization and with external audiences. Through strategic messaging, storytelling, and innovative platforms, CCOSA will enhance understanding, trust, and alignment across all stakeholders while amplifying the impact of Oklahoma’s education leaders.
Priorities, Objectives, Strategies, and Key Performance Indicators
PRIORITY 1: MEMBER ENGAGEMENT
CCOSA will cultivate a vibrant and connected membership community that values collaboration, storytelling, and shared leadership. By strengthening regional networks and increasing opportunities for meaningful engagement, CCOSA will ensure every member feels seen, supported, and empowered to contribute to the collective success of Oklahoma’s educational leaders.
Objective 1.1: Strengthen Regional Collaboration
Strategies
• Establish regional networks to foster inter- and intra-region collaboration (i.e., through roundtables, shared learning cohorts, and cross-district projects).
• Launch a “Regional Storytelling Series” to showcase member successes and innovations across regions via social media, newsletters, and events.
KPIs
• % of regions hosting engagement activities.
• Number of cross-region collaborations initiated.
• Member satisfaction rating with opportunities for regional engagement.
Objective 1.2: Grow and Connect Membership
Strategies
• Develop a targeted membership recruitment campaign highlighting the value proposition for each role type (e.g., principals, superintendents, central office administrators, special education directors).
• Implement a membership touchpoint system to track and increase individual engagement (e.g., event attendance, professional learning, advocacy participation).
• Evaluate current tiered membership and affiliate categories to attract broader participation.
KPIs
• Total membership growth rate by type and region.
• Annual renewal rate.
• Number of engagement touchpoints per member per year.
PRIORITY 2: PROFESSIONAL LEARNING
CCOSA will deliver relevant, accessible, and future-focused professional learning that meets the needs of educational leaders across Oklahoma. Through high-quality topics, flexible delivery models, and strategically located experiences, CCOSA will empower members with the knowledge, skills, and mindsets to lead innovative learning communities.
Objective 2.1: Expand and Align Learning Topics
Strategies
• Conduct annual needs assessments to align offerings with emerging issues (e.g., school safety, AI integration, student well-being).
• Establish a rotating advisory group to ensure relevance and coherence across all learning experiences.
KPIs
• % of offerings aligned to member-identified priorities.
• Participant satisfaction rating (≥4.0 average).
Objective 2.2: Increase Accessibility through Location and Delivery
Strategies
• Implement a hybrid professional learning model balancing in-person and virtual options to ensure access statewide.
• Host regional micro-conferences and traveling institutes to reduce travel costs and increase local participation.
KPIs
• Geographic distribution of events (north, south, east, west, Tulsa, central/OKC).
• Attendance growth by region.
• Reduction in average travel distance/time for members.
Objective 2.3: Optimize Delivery Models and Cost Structures
Strategies
• Develop bundled pricing or subscription models for districts to maximize participation.
• Integrate on-demand, asynchronous modules for key leadership competencies.
• Explore sponsorships and grants to offset costs for rural or high-need districts.
KPIs
• % of members accessing on-demand learning.
• Cost per participant reduction.
• Revenue growth from professional learning.
PRIORITY 3: ADVOCACY
CCOSA will elevate the collective voice of Oklahoma’s education leaders to influence public policy and strengthen support for public education. By developing clear, consistent messaging and building members’ capacity to advocate effectively at the local and state levels, CCOSA will position itself as a trusted, solutions-oriented voice in shaping the future of education.
Objective 3.1: Strengthen Messaging and Influence
Strategies
• Develop and deploy a unified advocacy message that highlights the value of public education in Oklahoma.
• Provide members with advocacy toolkits, talking points, and local engagement templates to enhance consistency of message delivery.
• Train “Advocacy Ambassadors” in each region to connect policymakers and educators.
KPIs
• Number of legislative touchpoints or advocacy actions recorded annually.
• % of districts using standardized messaging materials.
• Satisfaction rating with advocacy training and resources.
Objective 3.2: Build Capacity for “How-To” Advocacy
Strategies
• Launch an Advocacy Academy offering tiered learning (beginner to advanced) on policy engagement and communication with legislators.
• Host “Policy to Practice” sessions after each legislative session to help members translate policy changes into district action steps.
KPIs
• Number of participants completing Advocacy Academy sessions.
• Number of local advocacy initiatives or community forums launched by members.
• Measured growth in member confidence to engage in policy advocacy (via annual survey).
“The information gained at CCOSA trainings and workshops is very valuable.”
—Oklahoma Superintendent
PRIORITY 4: COMMUNICATION
CCOSA will build a coherent, transparent, and engaging communication system that strengthens connections both within the organization and with external audiences. Through strategic messaging, storytelling, and innovative platforms, CCOSA will enhance understanding, trust, and alignment across all stakeholders while amplifying the impact of Oklahoma’s education leaders.
Objective 4.1: Strengthen External Communication
Strategies
• Develop a cohesive brand and message strategy that elevates the organization’s statewide visibility.
• Build partnerships with media outlets and education allies to amplify success stories.
KPIs
• Media mentions and reach metrics per quarter.
• Growth in social media engagement and followers.
Objective 4.2: Enhance Content and Delivery Channels
Strategies
• Redesign newsletters and digital publications to feature storytelling, quick insights, and calls to action.
• Segment communications by audience (region, role, interest) for greater personalization.
• Ensure all CCOSA associations are providing newsletters at least quarterly and are aligned with CCOSA’s digital brand and platform.
KPIs
• Open/click-through rates by communication type.
• Member satisfaction with communication relevance.
Objective 4.3: Improve Internal Communication
Strategies
• Develop internal communication protocols to streamline updates between CCOSA departments and regional affiliates.
• Implement a centralized member portal or intranet for sharing resources and updates in real time.
KPIs
• % reduction in redundant communications.
• Portal usage analytics (logins, downloads, feedback).
• Staff satisfaction with internal communication processes.
Acknowledgments
CCOSA extends sincere thanks to our members and the CCOSA Executive Committee, whose feedback and guidance helped shape this strategic plan. We are also grateful to our partners at AASA—Dr. Kris Gilmore, Dr. Colon Lewis, and Erica Siddle—for their collaboration and expertise throughout the process. Finally, we appreciate the CCOSA Leadership Team for their commitment and contributions in developing this plan and advancing our shared vision.
CCOSA MEMBERS
CCOSA EXECUTIVE COMMITTEE (CEC)
Laura Bullock, CCOSA Chairperson
Michelle Dalton, CCOSA Vice Chairperson
Dale Spradlin, OASA President
Dr. Stacey Butterfield, OASA President-Elect
Joe Ballard, OASSP President
Blaine Wise, OASSP President-Elect
John Potter, OMLEA President
Skeeter Sampler, OMLEA President-Elect
Amy Estes, OAESP President
Dr. Ryan Glaze, OAESP President-Elect
Leslie Burnett, ODSS President-Elect
Scott Farmer, PAC Representative
Dr. Gregg Garn, Higher Education Liaison
CCOSA STAFF
Dr. Pam Deering, CCOSA/OASA Executive Director
Derald Glover, OASA Assistant Executive Director
Dr. Glen Abshere, OAESP Executive Director
Chris LeGrande, OASSP/OMLEA Executive Director
Andrea Kunkel, CCOSA General Counsel and ODSS Executive Director
Dr. Jeanene Barnett, Director of Education Policy, Research, and TLE
Kathy Dunn, Director of Professional Learning, State and Federal Programs
Paige Kelpine, Director of Communications
Cynda Kolar, Business Manager
Blair Gradel, Membership Coordinator
Kasiah Mims, OASA Executive Assistant
Lynne White, OAESP Executive Assistant and Assistant to the TLE Director
Catherine Goree, OASSP/OMLEA/ODSS Executive Assistant
Jen Knight, Executive Assistant
“I knew that there was a lot of support/resources for special education and wanted to be a part of that.”
—Oklahoma
Special Education Director