The five goals and associated strategies of this plan are designed to guide the activities of the POGIL Project over the next five years. The plan sets priorities for the Project leadership and staff, members of the POGIL community, and those who are or will become interested in the work of the Project. A shared understanding of where the Project plans to focus its resources (both human and financial) is essential to accomplishing the goals articulated here. It enables individuals and groups to move forward together, to find synergies, and to leverage the considerable talent, creativity, and energy within the Project.
These goals and strategies are consistent with the mission, vision and values of the POGIL Project. However, for practical reasons, they constitute a narrower slice of what might be done to fully realize our vision. They define our immediate future, but not everything the Project will ever focus on.
The successful achievement of the plan’s goals requires participation from a large number of POGIL community members. The POGIL Project will need to leverage existing structures and work-flows within the Project, modify others, and build new ones to effectively expand and sustain the Project. The need to develop a financial plan and identify funding to support the goals and strategies outlined in the plan is an essential part of making the plan “live.”
We will return to the plan annually to frame and prioritize our activities. We also intend to implement strategies to assess our progress on each of the goals.
· Offer workshops to introduce instructors at all levels to POGIL.
· Offer advanced workshops to enhance skills in writing, facilitation and Project leadership.
· Expand and publicize an effective activity feedback process.
· Explore strategies that leverage technology to provide professional development.
· Evaluate the success of workshops, including the impact of these workshops on adoption and continued implementation.
· Identify and market to professional development providers to spread the adoption of POGIL pedagogy.
· Promote participation in regional/national meetings to disseminate POGIL best practices.
· Solicit and compile exemplary POGIL activities for a wide variety of disciplines.
· Encourage POGIL practitioners to author activities and to submit them for endorsement and publication.
· Maintain a list of POGIL authors working in various disciplines to facilitate connections and collaborations among them.
· Maintain a timeline for the development and publication of POGIL materials in targeted disciplines.
· Maintain a clearinghouse of endorsed POGIL activities (both collections and individual activities) that are readily available for publication and adoption.
· Leverage technology to enhance the delivery and use of POGIL materials in diverse course environments.
· Increase the diversity of The POGIL Project community and the students it serves.
· Develop POGIL materials with an awareness that they are reflective of a multicultural society.
· Work in partnership with minority-serving institutions to identify and meet specific needs related to POGIL best practices.
· Identify and decrease barriers for faculty to participate in project activities in an effort to close the achievement gap through POGIL pedagogy.
· Support professional development for The POGIL Project community related to power, privilege, and social justice.
· Identify and, where necessary, develop a set of easily administered instruments that can be used to collect data regarding student attitudes, perceptions of learning gains, and process skill development.
· Develop resources faculty can use to assess process skill development.
· Develop observation protocol(s) to document and characterize classroom practices.
· Encourage and coordinate well-designed studies of student learning and development.
· Support individuals in the community to obtain IRB approval for data collection.
· Continually assess structures and processes to ensure the efficient use of both human and financial resources within the Project.
· Foster an organizational structure that builds community, encourages collaboration and personal growth, and effectively accomplishes the work of the Project. Intentionally leverage technology to those ends.
· Identify and empower human resources within the broader POGIL community to contribute to the activities of the Project.
· Pursue multiple revenue streams to fund Project activities.
· Use effective communication strategies to inform and engage the POGIL community, key audiences, and the broader public.
 This Strategic Plan was constructed and approved by the POGIL Project Steering Committee (PPSC) during 2012 with considerable input from more than 70 individuals from the larger POGIL community. The process began with the construction of a timeline of the Project’s history at the POGIL National Meeting (PNM) in June 2012, which served to articulate “where we’ve been,” so we could envision our future. A series of brainstorming and prioritizing activities during the 2012 PNM produced a draft set of goals, which were refined by the PPSC during the summer of 2012. In September 2012, a large group of active POGIL community members (e.g., recent workshop facilitators, those involved in POGIL grants, etc.) were invited to provide feedback on a draft of the strategic plan. The PPSC made substantial revisions based on this feedback and that from the POGIL Board of Directors. The final version was adopted in January 2013.