Strategic Plan

Purpose

The Renaissance Group (TRG) is a national consortium of colleges, universities and a professional organization, with a major commitment to the preparation of educational professionals; one in every ten teachers is educated in Renaissance institutions. The Renaissance Group espouses a set of operating principles to guide its pursuit of quality and best practices in teacher education. These guiding principles affirm the importance of the education of teachers as an all-campus responsibility, a campus culture that values and models quality teaching, the creation of partnerships with practicing professionals, the extensive use of field experiences in diverse settings, the adherence to high standards and accountability, a focus on student learning, the effective use of technology, and the development of teachers as creative and innovative leaders. Through its active commitment to these principles, The Renaissance Group strives to be a proactive force for the improvement and reform of education, locally, regionally and nationally. These operating principles form a strong foundation for the achievement of the The Renaissance Group’s vision, mission, and strategic goals.

Mission

The Renaissance Group promotes exemplary practices, partnerships and leadership that ensure high levels of learning for all students in America’s schools.

Vision

The Renaissance Group member institutions will be exemplars for P-16 collaboration, noted for their impact on student learning and leadership in professional education for America’s schools.

Goals

The Renaissance Group will achieve its mission and vision through a strategic focus on two goals.

I. Improve student learning in low-performing schools.

The vast majority of schools in America are doing an admirable job of preparing students for life and careers. However, with the current focus on standards and assessment-based accountability systems for schools, the American public and policy makers have expressed noticeable distress and disenchantment with the perceived inadequacies of some of the nation’s schools to effectively educate the next generation of students. Low-performing schools are characterized by a chronic inability to meet state student learning standards. Thus, increasing student learning in these schools is the primary challenge facing educators throughout the United States. Renaissance Group institutions recognize this challenge and will undertake initiatives to improve learning for all students.

Measures of Accountability

Every Renaissance Group institution will develop a sustained partnership with at least one low-performing school and document the results that have a positive impact on the school, including increases in student performance in relation to state student learning standards.
Renaissance institutions will increase the number and percentage of underrepresented teachers and administrators.
Renaissance institutions will increase the supply of teachers and administrators.
Renaissance institutions will improve the retention of new and effective teachers in partner schools.
The curriculum and field experiences in every Renaissance institution will prepare all teacher candidates to work effectively in low-performing schools.
The Renaissance Group, as a consortium, will identify, summarize, and report exemplary practices in Renaissance institutions that improve student learning in low-performing schools.

II. Identify, develop, document and disseminate exemplary practices for the initial preparation and ongoing professional development of educators.

Although a distinct and primary focus should be to improve low-performing schools, Renaissance Group institutions must also have a strategic initiative to ensure that the best models of research and practice (successes) are described and replicated among The Renaissance Group members and across the nation.

Measures of Accountability

Renaissance institutions will evaluate continuously the standards for preparation of pre-service and continuing professional educators that determine student learning and teacher effectiveness.
Every Renaissance institution will demonstrate the effectiveness of their practices in preparing pre-service and continuing professional educators.
Renaissance institutions will increase international and intercultural experiences for faculty and students in teacher education programs.
The Renaissance Group, as a consortium, will serve as a catalyst for obtaining external support for collaborative initiatives that improve student learning.

Strategic Plan Update (December 2, 2010)

The Renaissance Group, building from two decades of leadership in teacher education, seeks to provide relevant and meaningful service to our members and partners. As we embrace the changes of the 21st century, TRG will endeavor to achieve its mission and vision through a strategic focus on three goals.

I. TRG will provide enhanced benefits for member institutions.

Measures of Performance

Develop a timely and relevant “signature project”
Facilitate a process whereby member institutions collaborate in the collection and sharing of relevant legislation, data, grant ideas, best practices, etc.
Represent the membership in a strengthened alliance with Department of Education
Provide pre-NCATE reviews for member institutions
Facilitate communication between member institutions and P-12 programs to ensure congruence with current educational demands
Re-evaluate the conference structure and content to provide greater incentive for involvement by university presidents, legislators, school superintendents, and other stakeholders

II. TRG will develop a common set of criteria that define a TRG teacher education program graduate and guide TRG institutions in decision-making.

Measures of Performance

Identify quantity, quality, and nature of the expectations for graduation such as academic field preparation, clinical/classroom based experiences, practicum/student teaching experiences, internship, and graduation requirements across institutions

III. TRG will create a broader marketing plan to increase visibility across multiple educational communities.

Measures of Performance

Clarify and strengthen the mission and vision statement to reflect the evolving purpose of the organization
Create appropriate media that will be versatile and highly visible such as publications, DVDs, social networking, brochures, etc.
Partner with affiliate members to have a common voice in educational policy development