In October 2022, the TESOL Board of Directors unanimously voted to ratify a new strategic plan for the coming three years. Compared to development and implementation of previous plans, the approach to development of the TESOL Strategic Direction 2022-2025 is markedly different. The final approved plan, initiated by the 2021-2022 Board of Directors, is a culmination of efforts by a broad array of leaders from TESOL International Association (TESOL). They included the current TESOL Board of Directors, under the leadership of President Joyce Kling, Past President Gabriela Kleckova and President-elect Shelley Taylor, all the leaders of Communities of Practice, Professional Councils and TESOL’s Executive Director Amber Kelleher, and the TESOL Staff.

With the shared goal of adopting an innovative new approach to setting policy and practice, and conducting financial planning within the association, TESOL adopted a flexible “Agile” model to guide the development of our strategic direction. The agile model was driven by focus on TESOL’s mission, vision and values, namely a commitment to professionalism, respect, integrity, and lifelong learning.

From multiple discussions with TESOL leaders, the Board of Directors identified eight priorities for focus during these transitional times. The eight priorities that we have developed for TESOL were selected to support TESOL in continuing to be the trusted global community for knowledge and expertise in English language teaching, and to carefully monitor our stewardship of member interests through the association.

The 8 priorities of our strategic direction

1. Stabilize and support staff
   
   Similar to all associations around the world, post-pandemic administration is a new balancing act of financial oversight and awareness of new modes of business. Recent appointments of an Executive Director and new administrative directors at TESOL has created a need to place focus on supporting all the Association’s staff as they create a cohesive team to address TESOL’s needs in these unprecedented times. We are glad to report a dynamic synergy among the staff, which they are drawing on to develop an in-person and virtual convention this year, plan regional events, further our DEIA mission across all community groups and leaders, and meet TESOL’s technological needs.
   
   
2. Advocate for issues of multilingual learners and the profession
   
   Advocacy for all members of the ELT community has been on TESOL’s priority list for a number of years. The focus in the coming years moves TESOL’s awareness to needs around the globe. As such, TESOL will highlight the needs and interests of multilingual leaners and our membership as their top priority. On a global level, TESOL will seek out ways to lead advocacy efforts across the globe by engaging the ‘glocal’ knowledge of our affiliates. With our combined efforts, we have set the bar high for knowledge and expertise in English language teaching in the global community.
   
   
3. Build member value and engagement
   
   The new strategic direction is wholly stakeholder-focused and is listening deeply to conversations about needs in the TESOL profession as we emerge from the shock of the pandemic and enter a new normal. These include the needs of members whose programs may have shut down or become more precarious, and who are looking to the association to adhere to its mission to champion their professional expertise in English language teaching to speakers of other languages in multilingual contexts worldwide.
   
   
4. Develop a diverse pipeline of leaders
   
   Diversity, Equity, Inclusion, and Access initiatives are at the heart of the strategic direction. They underpin its focus on valuing and seeking diverse new voices that promote equitable representation, and reflect its esteem for inclusive practices that uphold antiracist and antidiscrimination policies and practices within the association and its global partners and sponsors.
   
   
5. Improve efficiencies with TESOL’s communities
   
   Another key focus is on improving communication between communities leading to shared goal-setting and intercommunity problem-solving (be they diverse international affiliates, different professional councils, or a mix of stakeholders). Creative partnerships lead to creative solutions and breaking down walls between groups involved in the same Mission, Vision Statement, Values, and Commitment can only increase efficiencies within the association.
   
   
6. Diversify revenue sources
   
   By not locking ourselves into a pre-set strategic plan, we can look at priorities and respond to evolving (or shifting) dynamics; by being able to change direction as needed, TESOL will be able to pursue lucrative activities and cut back on costly ones that do not promote membership engagement. When an Agile framework is at the heart of Association processes and decision-making, we can monitor priorities, link them to the budget, align staff efforts with areas that best respond to member needs and goals, and place TESOL on nimble, yet still safe footing.
   
   
7. Elevate English language teaching content and research
   
   The preliminary results of the Research Professional Council’s (2022) TESOL Research Priorities Survey 2022 provide a strong starting point for understanding the make-up of the membership, and key issues of importance to them that they feel merit further research to meet their professional needs. It also delineates differences between diverse members’ backgrounds, interests and needs, all of which will enable TESOL to meet member needs in terms of linking teaching, content, and research activities.
   
   
8. Expand TESOL’s global impact
   
   By knowing about and now being able to draw on members’ areas of expertise, by bringing leaders’ voices forward, and supporting staff’s activities to support member wishes in the areas of teaching, content, and research, all the wealth of expertise within the association can be harnessed in joint initiatives that benefit a more global membership. By drawing on their expertise, TESOL will grant space for all voices, and make evidence- and asset-based decisions to grow the association’s global impact.
   
   

To sum up, what is Agile, how is it different and what are its advantages?

Contrary to previous strategic directions, Agile is not set in stone; it is culturally/linguistically responsive in the sense that it is sensitive to local needs and global trends and is in a much better position to be proactive as opposed to reactive – a big plus in a global association that was earlier at the mercy of an unexpected pandemic. TESOL’s Agile strategic direction will guide our mission as long as it benefits us; after that, it will support modifications to help us change course and meet any new, unexpected challenges that come our way; we are not wedded to it for the next few years even if the circumstances change and the strategic direction would no longer meet our needs if it were not responsive.

An Agile model allows us to conduct ongoing formative assessment, track incremental changes, and align our budget with current conditions while remaining forward-thinking and with our fingers on the pulse of changing dynamics. It alters how the Board operates, how it interacts with the leaders, our combined sensitivity to member needs and member voice.

Finally, Agile will enable us to not only talk the talk, but to walk the walk too. It will enable a culture of continuous listening, learning, and putting member needs (including the association’s financial health) at the heart of decision-making. We look forward to taking this journey together!