This is an image of The Leading Edge, Questar III's new framework for successAs part of its opening day program for staff on September 1, Questar III introduced The Leading Edge, a new framework for goal-setting, innovation
and growth in the rapidly changing and
increasingly complex field of public education.

The Leading Edge defines Questar III’s planning, strategy and communication by answering the following questions:

  1. Why do we exist? (Moral Imperative)
  2. How do we behave? (Values)
  3. What do we do? (Platform)
  4. How do we succeed? (Anchor Strategies)
  5. What are the most important things to do right now? (Thematic Goals)

The most fundamental of these questions – why we exist – focuses on Questar III’s moral imperative, or what compels us, as individuals and a cooperative, to act.

Questar III District Superintendent Dr. Gladys I. Cruz said the core purpose of the BOCES is not to sell services or generate revenue, but rather something larger and more transformational.

“Our staff, whether they are in a classroom, office or the field, are part of something special. We are changing lives, realizing dreams and doing together what can’t be done alone. That is the power of our work and the essence of the BOCES,” Cruz said.

The Leading Edge initially focuses on four thematic goals for the organization, with timelines ranging from six months to two years. This includes:

  • On-boarding Staff to The Leading Edge
  • Developing the Capacity of Employees
  • Improving Programs and Services
  • Building and Maintaining Facilities

It also outlines values and outcomes that shape Questar III and how it behaves as an educational service agency.

Planning started in June with the executive leadership team and continued in July and August with the administrative leadership team, which includes directors and principals.

The teams read “The Advantage,” a best-seller by Patrick Lencioni, that makes a case that organizational health surpasses all other disciplines as the greatest opportunity for improvement and competitive advantage. Lencioni says answering the questions above provides clarity for achieving long-term, sustainable success.

Cruz said she wanted to initiate a more engaging and meaningful planning process that will contribute to a stronger, more collaborative and dynamic organization.

“We are seeking to tap the full of each employee so, together, we can strengthen and improve our award-winning organization. Ultimately, we are seeking to build a culture of innovation and excellence that continuously asks and answers: What am I doing today so that our clients and our students make us their first choice?”

Please visit for more information.

Share This