The document outlines a plan to promote green chemistry education in New England through various initiatives at primary, secondary, and higher education levels. It involves maintaining an engaged community through professional development opportunities and resources, assessing educational needs, and creating new curriculum materials. The goal is to prepare a workforce grounded in green chemistry principles and make the region a leader in sustainability education.
The Performance Incentive Fund (PIF) awarded $2.5 million total to 18 public colleges and universities in Massachusetts to support projects advancing the goals of the Vision Project, including improving college graduation rates, student learning outcomes, workforce development, and closing achievement gaps. The majority of proposals focused on improving college graduation rates. Projects funded included expanding student support services, redesigning developmental and STEM courses, implementing intrusive advising and learning communities, and strengthening transfer pathways. Funding amounts ranged from $53,800 to $233,417 per institution.
The Board of Trustees approved the final draft of the Charting the Future document on November 20th. The Chancellor is seeking student feedback on priorities for implementing the plan over the next 3-4 years and will release the implementation strategy at the January Board meeting.
The Division of Teaching, Learning and Instructional Leadership consists of three bureaus: Bureau of Education Standards & Certification, Bureau of Teaching and Learning, and the Bureau of School & District Improvement.
Wildwood's mission is to achieve high academic success for all students and prepare them for future challenges. The document outlines Wildwood's goals in the strategic areas of student achievement, equity and communication. It discusses increasing academic rigor, implementing interventions, and closing achievement gaps. It also covers initiatives to promote cultural competence, strengthen parent engagement, ensure accountability, and maintain financial stability. Student test score data is presented showing performance on reading and math WASL exams from 2005 to 2009.
Wildwood's mission is to achieve high academic success for all students and prepare them for future challenges. The document outlines Wildwood's goals in the strategic areas of student achievement, equity and communication. It discusses increasing academic rigor, implementing interventions, and closing achievement gaps. It also covers initiatives to promote cultural competence, strengthen parent engagement, ensure accountability, and maintain financial stability. Student test score data is presented showing performance on reading and math WASL exams from 2005 to 2009.
The document provides information about Cambridge International Examinations (CIE) implementation in Bermuda public schools. It outlines the ministry's mission to deliver a rigorous international curriculum using CIE assessments. Key steps included introducing CIE exams in 2009 and establishing performance targets to increase the percentage of students achieving proficiency. The ministry provides resources and training to help teachers implement CIE and support students' progress, monitored through periodic CIE exams.
Development of distance education programs at the university of nebraska–linc...Dillard University Library
Ìý
The document outlines a 4-year strategic plan for developing distance education programs at the University of Nebraska-Lincoln. It recommends assessing faculty support needs, niche markets, and resources to support existing and new programs. It also recommends developing a market strategy targeting in-state and out-of-state students, identifying programs with large out-of-state markets, and annually providing development grants. The plan projects enrollment increases of 10% annually on average over 4 years, with most growth in masters programs and new certificates.
The AISD Strategic Plan 2010-2015 outlines the district's mission, vision, values, and goals. The mission is to provide a high-quality educational experience that inspires students to contribute positively to society. The vision is for AISD to be nationally recognized for instilling a lifelong passion for learning. The goals are for all students to perform at or above grade level, eliminate achievement gaps, and graduate ready for college and career. The plan identifies measurable outcomes to track progress and strategies like providing a rigorous educational program, building community relationships, ensuring effective teachers, and aligning resources to priorities.
The document outlines a strategic plan from the New England Green Chemistry Education Sub-Group to advance green chemistry education in the region. It identifies six key themes - Community, Assessment, Public Relations, Fundraising, Education, and Educational Resources - and objectives under each theme. Theme leaders will be identified to champion objectives and recruit teams to implement tactics to achieve the one-year strategic plan of making the New England region a leader in green chemistry education.
This document outlines Forsyth County School District's strategic plan for 2017-2022. The plan was developed through reviewing data, focus groups, and surveys. It builds on previous strategic plans by further defining the district's vision, mission, beliefs, and continuous improvement process.
The plan contains three goal areas: learning and growth, culture and climate, and operational excellence. Each goal area has multiple performance objectives and initiatives to achieve the desired results. Initiatives include improving student achievement, building staff capacity, fostering social-emotional growth, developing cultural strategies, and managing financial and facility resources to support growth. The plan is intended to guide the district through the next five years.
This document summarizes the objectives, strategies and activities of several projects aimed at achieving intermediate outcomes related to access, quality, and rights-based education in the Philippines. The projects seek to improve learner retention, transition between school levels, and skills acquisition, as well as ensure safe, inclusive learning for all. Key strategies include aligning curriculum with learning standards, strengthening teacher competencies, enhancing assessment systems, and protecting education investments from natural disasters.
The document discusses the alignment of the MATATAG 4-Point Education Agenda to the Basic Education Development Plan (BEDP) 2030. It provides an overview of the BEDP results framework and implementation strategies to achieve its goals of improving access, equity, quality, and resiliency in basic education by 2030. The strategies are further elaborated in two phases from 2022-2025 and 2026-2030. Key areas of focus for the BEDP include curriculum revision, infrastructure development, learner well-being, teacher support, and partnerships.
Addressing the Achievement Gap in K12 Education.pdfKontent Edge
Ìý
Addressing the achievement gap in K12 education is crucial for ensuring equal opportunities for all students. Kontentedge offers the best online K12 education, providing personalized learning and support. Our programs are designed to close the achievement gap by offering high-quality education, engaging resources, and expert guidance to help every student succeed.
Superintendent performance planning and reviewChris Kennedy
Ìý
The Board and Superintendent will implement the BCSTA's Performance Planning and Review model to evaluate the Superintendent's performance. The review will be related to goals and objectives set by the Board as well as the Superintendent's duties. Four goals are outlined: 1) enhancing technology use for teaching and learning; 2) attracting and retaining high-quality staff; 3) promoting the district's achievements; and 4) fostering support for early learning. Specific strategies are provided under each goal.
The document outlines 6 goals for the Superintendent over a 3-year period from 2021-2023. The goals are related to students, school culture, community, fiscal stability, board relationships, and equity. Each goal includes specific, measurable objectives and proposed data collection tools. The goals are aligned with the district's overall goals of providing equitable access to education, facilitating global awareness and collaboration, and engaging the community. The Superintendent will be evaluated annually based on progress towards these goals.
The orientation document provides information about school improvement plans (SIPs) and the DepEd results framework. It can be summarized as follows:
SIPs lay out the specific interventions and strategies schools will undertake over three years to make teaching and learning more effective and inclusive. Given COVID-19, SIPs will strengthen collaboration for health, WASH, and social protection for students. The DepEd results framework establishes goals and strategies in areas like access, equity, quality, and resilience to achieve the vision of all Filipinos realizing their potential through education. Implementation will occur through aligned plans at the national, regional, division, and school levels to coordinate efforts towards improving basic education in the Philippines.
This document discusses institutional planning in education. It defines institutional planning as a program of development and improvement prepared by an educational institution based on its needs and available resources, with the goal of improving practices. The objectives of institutional planning are to impart realism to educational planning, develop comprehensive improvement programs utilizing optimal resources, and align institutional development with national planning. The document outlines the scope, importance, nature, and stakeholders involved in institutional planning. It emphasizes institutional planning as a continuous cycle of assessment, planning, and action.
The document summarizes the results of a recent evaluation of the library media program at Harlem Middle School using a rubric from the Georgia Library Media Association. Several categories were assessed and most indicators were rated as basic or proficient, with no indicators rated as exemplary. An action plan was developed to improve basic indicators to proficient levels and one proficient indicator to exemplary. The action plan involves the media specialist collaborating more with teachers and offering new activities and events to promote reading and use of resources.
The document outlines South Africa's national strategic objectives for education from 2011-2014, which include improving administration, the curriculum, teacher development, and planning/assessment. It discusses using information and communication technologies (ICTs) to develop knowledge societies and achieving education for all through goals like gender equity and improving quality. Teacher competency standards for integrating ICT into teaching are also presented.
Kennedy Performance Review / Growth Plan - June 2011Chris Kennedy
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This document outlines goals and objectives for the 2011-2012 school year for the West Vancouver School District Superintendent. It includes 4 main goals: 1) Educational Excellence, focusing on technology integration and parent engagement; 2) System Sustainability, including teacher leadership and succession planning; 3) Community Connections, expanding social media and communications; and 4) Personal Stretch Area, fostering early learning support. Specific objectives are outlined under each goal, such as expanding teacher training, formalizing administrator growth plans, and taking the district website to the next level.
This document provides guidance on developing an educational plan, including:
1. It outlines a two-stage process for educational planning - environmental scanning and data collection, followed by setting objectives.
2. For the first stage, it recommends assessing both external factors like community trends as well as internal school resources.
3. The second stage involves identifying gaps, generating strategies, translating strategies into action plans, writing the plan, implementation, and evaluation.
4. It emphasizes the importance of an annual planning process to ensure the school can adapt to changes.
The document outlines a design for a School of Pedagogy that focuses on research-based teaching practices. It includes developing programs around foundations, instructional methods, standards-based learning, differentiation, teacher dispositions, response to intervention, effectiveness, clinical experiences, mentoring, and induction programs. The design also involves assessing needs, designing curriculum around identified understandings and skills, implementing professional development, and collecting data to evaluate effectiveness and improve programs.
This document discusses the importance of educational planning and provides guidance on how to plan effectively. It outlines a 6-stage process for planning: 1) environmental scanning and data collection, 2) setting objectives, 3) generating and selecting strategies, 4) translating strategies into operational plans, 5) implementing the plan, and 6) evaluating and modifying the plan. The planning process should be systematic, realistic, sustained, and revisited annually to ensure the school can adapt to changes. Effective planning helps set priorities, respond to community needs, improve teaching quality, and provide consistency of purpose and direction.
The document discusses professional standards that can be applied to support peer education programs. It identifies three key sources of standards: the Accreditation Association for Ambulatory Health Care, the Council for the Advancement of Standards, and the Standards of Practice for Health Promotion in Higher Education published by the American College Health Association. The document outlines each standard and provides examples of how peer education programs can apply the standards to strengthen programming, collaboration, cultural competence, theory-based practice, and evidence-based practice.
Project OneEducational SystemBinder1. Describe the nature .docxwkyra78
Ìý
Project One
Educational System
Binder
1. Describe the nature of the project that you accomplished.
2. Describe and explain how you used any relevant data to complete your project. (Data could come from research, assessment results, the input from colleagues, parents and/or community members, etc.)
3. What were the financial considerations within the project? What political forces influenced the nature of the project? What cultural aspects of your work setting influenced the project?
4. Using the State learning standards, district goals, and/or community expectations as benchmarks evaluate the effectiveness of your project for improving the educational system where you work.
5. Make specific recommendations for improving upon what you accomplished.
6. Submit a plan for monitoring the impact of your project.
I. Overview
Co-teaching is designed to meet the educational needs of students with diverse learning options. It allows teachers to focus on more intense and individualized instruction in the general education setting for students with special needs. However not all schools have the ability to effectively co-teach and co-plan. Schools are not equipped to offer professional support and co-planning sessions for general education and special education teachers. Not many schools understand effective co-teaching models.
My role is to research effective co-teaching models and present this information to staff during an in-service training.
II. Relevant Data
a. Research co-teaching strategies with documented effectiveness by locating at least 5 recent journal articles.
b. Survey present teachers across two schools (building-wide) and determine what types of co-teaching is implemented in the respective classrooms.
c. Survey student and teacher feedback regarding the effectiveness of present co-teaching design.
d. Assist co-teachers with co-planning sessions and differentiation strategies.
III. Diverse Educational Setting
a. Different grade levels – High school grades 9-12
b. Different disciplines – core content areas (English, Math, Science, History)
c. Work with diverse student populations – General Education, Special Education Students and English Language Learners
IV. ISLLC Standards
a. Standard 2.0: Candidates who complete the program are educational leaders who have the knowledge and ability to promote the success of all students by advocating, nurturing and sustaining a school culture and instructional program conducive to student learning and staff professional growth.
b. Standard 3.0: Candidates who complete the program are educational leaders who have the knowledge and ability to promote the success of all students by ensuring management of the organization, operation and resources for a safe, efficient and effective learning environment.
...
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The document outlines a strategic plan from the New England Green Chemistry Education Sub-Group to advance green chemistry education in the region. It identifies six key themes - Community, Assessment, Public Relations, Fundraising, Education, and Educational Resources - and objectives under each theme. Theme leaders will be identified to champion objectives and recruit teams to implement tactics to achieve the one-year strategic plan of making the New England region a leader in green chemistry education.
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Addressing the Achievement Gap in K12 Education.pdfKontent Edge
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Addressing the achievement gap in K12 education is crucial for ensuring equal opportunities for all students. Kontentedge offers the best online K12 education, providing personalized learning and support. Our programs are designed to close the achievement gap by offering high-quality education, engaging resources, and expert guidance to help every student succeed.
Superintendent performance planning and reviewChris Kennedy
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The Board and Superintendent will implement the BCSTA's Performance Planning and Review model to evaluate the Superintendent's performance. The review will be related to goals and objectives set by the Board as well as the Superintendent's duties. Four goals are outlined: 1) enhancing technology use for teaching and learning; 2) attracting and retaining high-quality staff; 3) promoting the district's achievements; and 4) fostering support for early learning. Specific strategies are provided under each goal.
The document outlines 6 goals for the Superintendent over a 3-year period from 2021-2023. The goals are related to students, school culture, community, fiscal stability, board relationships, and equity. Each goal includes specific, measurable objectives and proposed data collection tools. The goals are aligned with the district's overall goals of providing equitable access to education, facilitating global awareness and collaboration, and engaging the community. The Superintendent will be evaluated annually based on progress towards these goals.
The orientation document provides information about school improvement plans (SIPs) and the DepEd results framework. It can be summarized as follows:
SIPs lay out the specific interventions and strategies schools will undertake over three years to make teaching and learning more effective and inclusive. Given COVID-19, SIPs will strengthen collaboration for health, WASH, and social protection for students. The DepEd results framework establishes goals and strategies in areas like access, equity, quality, and resilience to achieve the vision of all Filipinos realizing their potential through education. Implementation will occur through aligned plans at the national, regional, division, and school levels to coordinate efforts towards improving basic education in the Philippines.
This document discusses institutional planning in education. It defines institutional planning as a program of development and improvement prepared by an educational institution based on its needs and available resources, with the goal of improving practices. The objectives of institutional planning are to impart realism to educational planning, develop comprehensive improvement programs utilizing optimal resources, and align institutional development with national planning. The document outlines the scope, importance, nature, and stakeholders involved in institutional planning. It emphasizes institutional planning as a continuous cycle of assessment, planning, and action.
The document summarizes the results of a recent evaluation of the library media program at Harlem Middle School using a rubric from the Georgia Library Media Association. Several categories were assessed and most indicators were rated as basic or proficient, with no indicators rated as exemplary. An action plan was developed to improve basic indicators to proficient levels and one proficient indicator to exemplary. The action plan involves the media specialist collaborating more with teachers and offering new activities and events to promote reading and use of resources.
The document outlines South Africa's national strategic objectives for education from 2011-2014, which include improving administration, the curriculum, teacher development, and planning/assessment. It discusses using information and communication technologies (ICTs) to develop knowledge societies and achieving education for all through goals like gender equity and improving quality. Teacher competency standards for integrating ICT into teaching are also presented.
Kennedy Performance Review / Growth Plan - June 2011Chris Kennedy
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This document outlines goals and objectives for the 2011-2012 school year for the West Vancouver School District Superintendent. It includes 4 main goals: 1) Educational Excellence, focusing on technology integration and parent engagement; 2) System Sustainability, including teacher leadership and succession planning; 3) Community Connections, expanding social media and communications; and 4) Personal Stretch Area, fostering early learning support. Specific objectives are outlined under each goal, such as expanding teacher training, formalizing administrator growth plans, and taking the district website to the next level.
This document provides guidance on developing an educational plan, including:
1. It outlines a two-stage process for educational planning - environmental scanning and data collection, followed by setting objectives.
2. For the first stage, it recommends assessing both external factors like community trends as well as internal school resources.
3. The second stage involves identifying gaps, generating strategies, translating strategies into action plans, writing the plan, implementation, and evaluation.
4. It emphasizes the importance of an annual planning process to ensure the school can adapt to changes.
The document outlines a design for a School of Pedagogy that focuses on research-based teaching practices. It includes developing programs around foundations, instructional methods, standards-based learning, differentiation, teacher dispositions, response to intervention, effectiveness, clinical experiences, mentoring, and induction programs. The design also involves assessing needs, designing curriculum around identified understandings and skills, implementing professional development, and collecting data to evaluate effectiveness and improve programs.
This document discusses the importance of educational planning and provides guidance on how to plan effectively. It outlines a 6-stage process for planning: 1) environmental scanning and data collection, 2) setting objectives, 3) generating and selecting strategies, 4) translating strategies into operational plans, 5) implementing the plan, and 6) evaluating and modifying the plan. The planning process should be systematic, realistic, sustained, and revisited annually to ensure the school can adapt to changes. Effective planning helps set priorities, respond to community needs, improve teaching quality, and provide consistency of purpose and direction.
The document discusses professional standards that can be applied to support peer education programs. It identifies three key sources of standards: the Accreditation Association for Ambulatory Health Care, the Council for the Advancement of Standards, and the Standards of Practice for Health Promotion in Higher Education published by the American College Health Association. The document outlines each standard and provides examples of how peer education programs can apply the standards to strengthen programming, collaboration, cultural competence, theory-based practice, and evidence-based practice.
Project OneEducational SystemBinder1. Describe the nature .docxwkyra78
Ìý
Project One
Educational System
Binder
1. Describe the nature of the project that you accomplished.
2. Describe and explain how you used any relevant data to complete your project. (Data could come from research, assessment results, the input from colleagues, parents and/or community members, etc.)
3. What were the financial considerations within the project? What political forces influenced the nature of the project? What cultural aspects of your work setting influenced the project?
4. Using the State learning standards, district goals, and/or community expectations as benchmarks evaluate the effectiveness of your project for improving the educational system where you work.
5. Make specific recommendations for improving upon what you accomplished.
6. Submit a plan for monitoring the impact of your project.
I. Overview
Co-teaching is designed to meet the educational needs of students with diverse learning options. It allows teachers to focus on more intense and individualized instruction in the general education setting for students with special needs. However not all schools have the ability to effectively co-teach and co-plan. Schools are not equipped to offer professional support and co-planning sessions for general education and special education teachers. Not many schools understand effective co-teaching models.
My role is to research effective co-teaching models and present this information to staff during an in-service training.
II. Relevant Data
a. Research co-teaching strategies with documented effectiveness by locating at least 5 recent journal articles.
b. Survey present teachers across two schools (building-wide) and determine what types of co-teaching is implemented in the respective classrooms.
c. Survey student and teacher feedback regarding the effectiveness of present co-teaching design.
d. Assist co-teachers with co-planning sessions and differentiation strategies.
III. Diverse Educational Setting
a. Different grade levels – High school grades 9-12
b. Different disciplines – core content areas (English, Math, Science, History)
c. Work with diverse student populations – General Education, Special Education Students and English Language Learners
IV. ISLLC Standards
a. Standard 2.0: Candidates who complete the program are educational leaders who have the knowledge and ability to promote the success of all students by advocating, nurturing and sustaining a school culture and instructional program conducive to student learning and staff professional growth.
b. Standard 3.0: Candidates who complete the program are educational leaders who have the knowledge and ability to promote the success of all students by ensuring management of the organization, operation and resources for a safe, efficient and effective learning environment.
...
Project OneEducational SystemBinder1. Describe the nature .docxwkyra78
Ìý
Gc Ed Net Ne Strategy Map Revised 20101222
1. Fundraising Green Chemistry Education Network - New England Education – Primary, Secondary and Higher - provide resources, opportunities, strategies and tools to educators at all levels Public Relations: Promotion, Awareness and Outreach C-1 Maintain an Inventory of community members C-2 Promotion, Recruitment & Conversion C-3 Empower Individuals with Tools & Resources C-4 Foster Professional Development C-5 Create GC Regional Centers of Excellence PR-1 Plan Events to Organize & Coordinate Regional Events for Awareness and PR PR-2 Develop and Continually Refine Marketing Strategy PR-3 Develop Media Kit F-1 Create Mechanism to Categorize & Prioritize Active Projects F-2 Maintain an Inventory and Calendar of Request for Proposals F-3 Actively Match Projects to Opportunities E-1 Evaluate, Refine, Advocate, & Infuse GC in State Standards & Accreditation E-3 Infuse Textbooks E-2 Enable a green mentoring hierarchical system E-6 Involve Students in GC Development, Recruitment, and Advocacy E-4 Service Learning E-5 Undergraduate Research Level Specific Educational Resources LSER-1 Involve Students in GC Development, Recruitment, and Advocacy LSER-2 Create new, level specific educational resources. LSER -3 Disseminate and train educators (professional development) LSER-4 Facilitate Publication of Educational Resources for Professional Development While Enabling Dissemination Positioning Statement: The EPA has targeted region 1 to be a national leader in green chemistry and sustainability education, outreach and workforce preparation, We are members of a regional taskforce charged with identifying, developing and supporting a stakeholders group focused on meeting the needs of society today without compromising the resources of tomorrow. Core Purpose: Prepare a workforce grounded in the principles of green chemistry in order to meet the needs of the populace. E-7 Workforce Development Community : Build a vibrant self-sustaining green educational community Assessment : Measure and leverage impact A-1 Develop Methods for Detailed and High Level Assessment A-2 Champion methods to encourage and accelerate innovation
2. C-1: Maintain an inventory of community members – Collect and maintain contacts of community members in green chemistry education in New England C-2: Promote green chemistry education in New England, recruit and convert new community members through professional development training, awareness and PR initiatives. C-3: Empower individuals with tools and resources – Provide access to tools and resources for educators at all levels to ensure easy adoption of green chemistry into classrooms and laboratories C-4: Provide professional development for educators of all levels on the content and curriculum of green chemistry in order to disseminate and recruit new members of the community. C-5: Create regional centers of excellence that can act as hubs for green chemistry information, training & dissemination. Each Center would be connected to local community members in their region. LSER-2: Create new, level specific educational resources – Address knowledge gaps and create new, level specific educational resources to be provided to educators PR-1: Plan regional events for the awareness and dissemination of green chemistry education. For example, hosting a green chemistry science fair, development of region 1 EPA green chemistry challenge awards, coordinating an event to coincide with Earth Day festivities or National Chemistry week, etc. PR-2: Develop, continuously refine and update a marketing strategy to effectively disseminate information about green chemistry educational events, curriculum, and resources and to a wide audienc e and ensure the most current information and strategies are being used. F-1: Create mechanism to categorize and prioritize active projects – An accounting mechanism for prioritizing and categorizing projects, along with a tracking system for the projects, allowing to track current active projects, future projects and past projects. A-1: Develop methods for detailed and high level assessment – Design and implement means for assessing the impact of green chemistry education on students of all levels. LSER-1: Inventory and assess gaps in current resources – Assess needs for each educational level to determine the current state of resources and the gaps that need to be filled. LSER-4: Facilitate the creation & dissemination of educational resources, while also providing a mechanism for educators to publish the new educational resources in peer reviewed journals to enable professional development PR-3: Develop media kit - Develop a media kit that can be used to promote the activities of the Education Sub-Group. F-2: Maintain inventory/calendar of Requests for Proposals (RFPs) – Inventorying calls for proposals and funding opportunities and keeping an up to date calendar of deadlines for funding opportunities. F-3: Actively Match Projects to Opportunities – Using the list of prioritized projects, along with the inventory and calendar, match funding opportunities with projects. A-2: Find ways to encourage innovative solutions for green chemistry education at all levels and ways to accelerate the innovation process and leverage resources. LSER-3: Disseminate and train educators (professional development) – Provide level specific training to educators on green chemistry content and resources. E-7: Workforce Development – Incorporate green chemistry into educational and training programs to train students for jobs in green chemistry and sustainable sciences. E-1: Evaluate, refine, advocate, and infuse GC in state standards and accreditations – Determine the best path forward for adoption and inclusion of green chemistry into state education standards and accreditations. E-2: Infuse Textbooks – Work with educators whom are adopting and incorporating green chemistry into textbooks and work to infuse green chemistry into textbooks at all levels. E-3: Develop and disseminate a mentorship program for students at all academic levels, beginning with middle school students through professional scientists. Each level would ideally mentor the level preceding theirs. E-4: Engage and involve students in recruiting other students, developing mentoring programs, coordinating advocacy programs, and other programs that allow for the advancement and dissemination of green chemistry. E-5: Service Learning – Create green chemistry service learning projects as part of a students learning to create a sense of service, to give back to the surrounding community, and to help to inform and educate community members about green chemistry. E-6: Undergraduate research – Engage undergraduate students in research projects on green chemistry topics.