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Review of the Strategic Planning Process

Review of the Strategic Planning Process. Science Advisory Committee Meeting June 9, 2004. Purpose of this review… . The Strategic Plan is a vital part of the science reform process The Strategic Plan is reviewed as part of the grant application process

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Review of the Strategic Planning Process

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  1. Review of theStrategic Planning Process Science Advisory Committee Meeting June 9, 2004

  2. Purpose of this review… • The Strategic Plan is a vital part of the science reform process • The Strategic Plan is reviewed as part of the grant application process • Many of today’s attendees were not part of the original LASER team

  3. Strategic Planning Institutes • Original plans for the Beckman@Science programs were written by teams attending multi-day institutes presented by the LASER Institute (Leadership and Assistance in Science Education Reform).

  4. Bonnie Swann, Director of Elementary Curriculum K-6. • Bob Kelly, Science Mentor/Coordinator and an experienced elementary school teacher with demonstrated leadership skills. • Aaron Thompson, an experienced upper elementary school teacher with demonstrated leadership skill. • Laurel Ritter, an experienced primary teacher with demonstrated leadership skill and interest in promoting science in the district. • Dan Gil, Ph. D., principal scientist at Allergan, Inc. who worked with the district to develop community support for science education reform.

  5. At the Strategic Planning Institute… The Institute Goals: • Develop a shared vision of K-8 science teaching and learning • Develop and sustain a corps of science reform leaders

  6. Institute Objectives… • Explore current empirical research on children’s cognitive development and program design • Develop an awareness of organizational systems • Model skills and strategies required to implement systemic change • Follow the NSRC model of systemic change

  7. First Step was to…Develop a Mission Statement • This statement gave the purpose for the existence of the district’s hands-on science program. “The mission of this program is to enrich science education and create scientifically literate students who will rise to the challenges of an increasingly technological future.”

  8. Develop a Vision Statement • A view of the future described in the form of desired results. “Students of the Newport-Mesa Unified School District will leave sixth grade with a powerful, comprehensive, articulated, inquiry-based science experience.”

  9. Critical Success Categories Develop goals, objectives, and activities for each of the five program areas: • Curriculum • Professional Development • Assessment • Materials Support • Administrative and Community Support

  10. Goals… • Describe the elements of the vision grouped by category, and how they will be achieved “Professional Development: All N-MUSD teachers will become knowledgeable in science content and skilled in inquiry-based teaching methodology,”

  11. “Curriculum: Newport-Mesa will develop and implement a well-defined, articulated, standards based curriculum for all NMUSD students.”

  12. Materials Support: • N-MUSD will create a science materials support system that will allow immediate access to inquiry-based, hands-on kits to facilitate continual science education, which supports the California science standards.”

  13. “Assessment: • N-MUSD will assess student learning and program effectiveness using multiple assessment measures.”

  14. “Administrative and Community Support: • N-MUSD will establish a broad base of community involvement and support, integrating input, support and resources for the school board, administrators, parents, local businesses, community leaders, community organizations, universities and secondary schools.”

  15. Objectives… • Translate the goals into specific achievable milestones “Objective 2.1 – Create an educator development program to empower teachers to continually increase their level of scientific knowledge and methodology” Objective 2.2 Establish a continuous support system”

  16. Activities… Should be discrete, measurable elements, each with a responsible “owner” • Activity • Responsible person • Schedule (time-line) • Remarks and progress • Refer to chart on page 2-22 for examples

  17. In conclusion, an effective Strategic Plan is… • Written collaboratively by a team of representatives of all stake-holders • Realistic in its goals and objectives • Specific enough to guide the program • A dynamic, working document that is reviewed and revised annually

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