Action Planning

Question

“I’m just starting my job as the new Science, Technology, Engineering, and Math (STEM) director for my school district,” said a colleague at an event earlier this summer. “I’ve been spending a lot of time wondering what I should do.”

Are you in this situation?

Scenario

Congratulations! You’ve been selected as the new director for STEM, CTE, and Advanced Academics. You will be meeting soon with district leaders to outline your 90-day plan to ensure success for students.

The leaders in your district anticipate that your plan will explain your vision for STEM, college readiness, and potential partnerships, and also blend technology into the program.

Regrettably, everyone is on a tight schedule, so you will have approximately 10 minutes to amaze them.

“The first 90 days of any job is crucial. It’s the standard grace period for new employees and the time during which first impressions are made,” writes Melissa Llarena in Forbes.

No 90-day plan can succeed without relationship and trust-building conversations, technology infrastructure, and collaborative movement forward.

Key Elements

This actual scenario presented to incoming director candidates requires you to develop a 90-day plan that will ensure student success. Some of the key elements of the scenario include:

​1. Propose a p​lan outlining key action steps to be completed in the first 90 days.

2. Develop ​programs and partnerships to enhance STEM opportunities (PREP, etc).

3. Promote ​the development of the 21st century learner by integrating technology in content area lessons.

Action Steps

When crafting this sample 90 day plan, I organized the plan using a cycle centered around four action steps.

Actions were organized according to first 30, then 60, then 90 days.

Action Planning

Action Step #1: Plan

This step involves generating leads with stakeholders, reviewing past actions and programs, moving forward after conducting needs assessments, and visioning

Action Step #2: Make

Propose a plan, develop a website that facilitates communication, and share resources with greater breadth in support of plan goals and strategies

Action Step #3: Collaborate

Connect and develop partnership strategies with internal partners, external partners, and programs, including non-profit and for-profit entities

Action Step #4: Tools

Decide on logistics and benchmark tools to be used in supporting movement towards plan goals while inventorying existing technology available

How might you improve your own vision for STEM , or strengthen #stem efforts in your organization?

Answer here.

Add a Sticky Note

Vision for STEM & College Readiness

“My vision for the STEM Center is to provide a place for students to wonder, experiment, and be exposed to technologies, ideas, and careers they have never thought of,” says Joy Schwartz.

Students (and staff) will have the opportunity to develop STEAM skills and become "college ready" through the strategic application of technology across all fields of endeavor.

This vision is founded on a curriculum-based approach to making and STEM/STEAM where the tools used are multipurpose and flexible in their use all the way from beginners to advanced learners. STEM/STEAM learning flows from this hands-on approach to integrating the physical and digital world in curriculum-based projects.

A Broader Vision: Career Pathways

Career and Technology Education (CTE) programs are revamping how they approach teaching and learning. Less focused on teaching discrete skills in isolation, CTE programs are relying on career pathways.

These pathways help contextualize technical skills in job certifications and internships.

Some school districts, like Sabine Pass ISD, are enabling students to earn valuable certifications and participate in internships in Science, Technology, Engineering, and Mathematics (STEM) fields.

  • Advanced Placement (AP) with AP Examinations to earn dual or concurrent college credit through affiliated colleges/universities
  • Career and Technology Articulation Program Development with local colleges/universities/organizations
  • Support programs like Duke Talent Search (and Talent Identification Program) for 4th-5th grade, as well as 7th grade students
  • Plan, implement and support programs such as UIL, Destination Imagination, university open houses, Texas Future Problem Solving, STEM Scouts, and Girls Who Code.

Accelerate Student Growth with Technology in Core Content

Strategies

  • Perform district-wide benchmark assessment for technology infrastructure and instructional integration (e.g. Brightbytes Clarity) in collaboration with appropriate district departments (e.g. Curriculum and Technology)
  • Incorporate H.E.A.T. Walkthrough components into classroom walkthrough assessments, and provide professional learning opportunities for administrators and leadership
  • Discuss blended learning approaches and identify critical infrastructure (e.g. available technology, learning management systems, available deployment of tools (e.g. Google Suites for Education) to match usage across all departments and campuses
  • Showcase implementation of new approaches through face to face, online self-paced learning events, and webinars for professional learning
  • Identify and articulate professional learning and certification expectations for all staff groups (e.g. Paraeducators, Teachers, Administrators, Nursing) that enhances technology skills
  • Provide 100% online staff development courses (as funds allow) on critical topics such as Sexual Harassment, Child Abuse, Bullying, Digital Citizenship, Responsible Use Agreement, etc. within 30 days of beginning work in the District. Staff are expected to annually "refresh" their training