1. Wayne-Finger Lakes BOCES Atlas Conversion Strategic Plan

2. Strategic Plan Rationale The rationale underlying this transition and conversion strategic plan to Atlas curriculum mapping software is essential for several reasons.

3. Strategic Plan Rationale n Given the complexity of the Wayne- Finger Lakes BOCES program structure, it is necessary to have a common plan that will supply a unified vision and goal.

4. Strategic Plan Rationale n The detailed, but flexible timeline contained in this plan will prove to be an important impetus to keep us on track and motivated to achieve our goal. Without structure, this process can become overwhelming, lose momentum and ultimately fail.

5. Strategic Plan Rationale n The selection of a transition team of strategic individuals, common to both locations and site specific, is an integral key to the success of this endeavor.

6. Transition Leadership Team Role n n Key decision making n n Oversight of the transition to Atlas Curriculum Mapping Software n n Adherence to proposed timeline n n Conflict resolution n n Point of contact with Atlas representatives

7. Transition Leadership Team Members   Our recommendations for a Transition Leadership Team are both general and very specific.

8. Team Organization

9. Site-Specific Atlas System Administrators n The choice of site-specific system administrators and their subsequent training is an important early step. These individuals will serve as the site resource for Atlas communication, software questions and trouble shooting.

10. Transition Leadership Team Training n The training of the entire Transition Leadership Team is necessary for staff modeling and gaining a deeper understanding of the Atlas mapping process and curriculum map elements. n Team training should take place before any other groups are trained so we as a team can exhibit confidence, knowledge and effectively lead the transition.

11. Identification of Program Lists n It is crucial that we create a comprehensive list of CTE programs offered at both Wayne Technical and Career Center and Finger Lakes Technical and Career Center. n From that list, inventory all formats (Mapster, Excel, Word, bound copies, etc.) of current curricular maps and collect in a central location.

12. n These formats have to be pulled together for upload by Atlas onto the website before we can utilize the software. n For those programs that need a curricular map, but none exists, Atlas can create a working template to facilitate the process. Identification of Program Lists

13. Program Naming and Standardization n This list can also be used to determine which programs can be standardized and centralized under one single Atlas map. This will significantly decrease the amount of work required by all involved. n If programs are site-unique, they will be required to have site-specific names on the Atlas website.

14. Prioritization and Submission of Curricular Maps n It is important to prioritize the upload of curricular maps because the process can be time consuming. n Priority should be given to programs currently seeking approval or slated for reapproval in the upcoming academic year.

15. Back-Up and Recovery Policy n To eliminate inadvertent data loss, the team needs to verify the Atlas company policy for data integrity, back-up and recovery. n Wayne-Finger Lakes BOCES Leadership Transition Team should also institute a process for periodic data back-up overseen by the site system administrators as an extra security measure.

16. Atlas Data Upload Verification and Review n After the Atlas upload of individual curricular maps it is imperative that program specific staff verifies and reviews the results of the upload process. The instructors will look for accuracy and maybe more importantly standard alignment with the original curriculum map. It is unknown at this point if any standard alignment discrepancies will arise, but early detection can lead to feedback to Atlas to correct any need for standard additions or modifications.

17. Faculty Training n We feel faculty training should be limited to those instructors who will be integral to the curricular mapping process. This should limit the training to CTE teachers and academic instructors who are associated with the essential and related integration. n Additional individuals can be added if deemed necessary by the Transition Leadership Team.

18. Assign and Register Staff to Atlas Curriculum Maps n As per Atlas procedure, we will be obligated to assign instructors to their associated maps using Atlas’s Faculty Program Assignment CTE Roster. n Administrators are suggested to have read only access.

19. Assign and Register Staff to Atlas Curriculum Maps n We are encouraged to list groups of teachers for collaboration and consensus on site-standardized or multiple class programs. n We also would list teachers who are solely associated to specific maps.

20. Atlas Trouble-Shooting n It would be productive to develop an internal process to identify, report and resolve any problems with the Atlas software or website that might arise as staff begin to construct or edit their specific curricular maps. n It is important for staff to recognize a single point of contact for any communication directly with an Atlas representative to reduce redundancy and confusion.

21. Strategic Plan Timeline

22. Strategic Plan Recommendations (Administrative) n The recognition of the importance of administrative commitment and support. n Necessary to foster the commitment and establish the motivation of the Transition Leadership Team. n There will be necessary requests of time and resources that must be recognized if our transition is to be expeditious, smooth, and complete.

23. Strategic Plan Recommendations (Transition Leadership Team) n The importance of the Transition Leadership Team cannot be underestimated. All members must be committed, trained, motivated, and understand the importance of this endeavor. Without these qualities, it will be a difficult sell to all involved staff.

24. Strategic Plan Recommendations (Transition Leadership Team) n This includes the system administrators, who must be chosen, based on their level of allegiance to this project. They will serve as a primary resource for all staff involved in addition to the primary liaison between staff and Atlas. This latter role is crucial to avoid miscommunication with the Atlas representatives.

25. Strategic Plan Recommendations (Curricular Map Collection n It is highly recommended that the collection of existing maps from both Wayne and Finger Lakes sites begin immediately after the establishment and meeting of the Transition Leadership Team. n This will allow the team to establish a library of maps, which serves three purposes. 1)It allows us to determine where possible gaps exist, 2)Serves as a central repository for submission to Atlas for upload 3)Serves as a central repository for entry into our own back-up system.

26. Strategic Plan Recommendations n It is advisable to train all CTE and academic instructors simultaneously. If training is done otherwise, it could cause a significant increase in the time needed to complete the transition along with a loss of focus and momentum.

27. Strategic Plan Recommendations n Finally, it is recommended that the timeline set forth above be adhered to as closely as possible. n Delays and setbacks are inevitable, however, a flexible timeline is essential to the accomplishment of any project. We have utilized the 2009-2010 Wayne-Finger Lakes BOCES Instructional Calendar to develop our timeline along with our understanding of the time needed for training and the map upload process.

28. Strategic Plan Recommendations n After recognizing that there was a written, monetary commitment to Atlas, we realized our obligation to make full use of its capabilities to enhance instruction, improve standardization of programs where applicable, identify gaps in content, skills, and assessment and provide data needed for program development, modification or enhancement.

29. Strategic Plan Recommendations n We also recognize that to avoid the pitfalls of previous mapping endeavors, a clear, concise, workable strategic plan is essential to success.

30. Written and Presented by: Jeanne Cosat & Michael Tiffany