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Texas Social Studies Framework - Department of Geography ...

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Appendix A: How Should Districts Go about the Curriculum Development Task?<br />

district in <strong>Texas</strong>. Cutting corners on the resources<br />

necessary for curriculum development will limit possibilities<br />

for maximizing learning in the classroom.<br />

Identifying the Task Forces or Working Groups That<br />

Will Be Responsible for the Various Curriculum<br />

Development Tasks<br />

Careful consideration needs to be given to the composition<br />

<strong>of</strong> task forces and working groups responsible for<br />

the various curriculum development tasks. Generally<br />

such groups should represent a wide range <strong>of</strong> expertise<br />

and roles within the district. General suggestions for the<br />

composition <strong>of</strong> key groups are as follows:<br />

• The philosophy <strong>of</strong> social studies: curriculum<br />

specialists, central <strong>of</strong>fice administrators,<br />

principals, teachers, parents, and the public<br />

• Needs assessment, current status <strong>of</strong> the social<br />

studies curriculum, and changes necessitated by<br />

the TEKS for social studies and other forces:<br />

curriculum specialists, central <strong>of</strong>fice administrators,<br />

principals, teachers<br />

• General scope and sequence document: curriculum<br />

specialists, central <strong>of</strong>fice administrators,<br />

principals, teachers<br />

• Grade level or course documents: curriculum<br />

specialists, principals, teachers<br />

• Instructional unit documents: curriculum<br />

specialists, teachers<br />

Setting Standards for Quality Control, Process<br />

Monitoring, and Review <strong>of</strong> the Curriculum<br />

In addition to choosing qualified individuals to serve on<br />

groups charged with particular curriculum development<br />

tasks, the leadership team is responsible for providing<br />

the groups with guidance, a time line for their work,<br />

specifications for the content <strong>of</strong> finished products,<br />

suggested formats, and other assistance as needed. In<br />

order to insure good communication between the<br />

leadership team and other work groups, one or more<br />

members <strong>of</strong> the leadership team should serve in a liaison<br />

capacity on each <strong>of</strong> the work groups.<br />

93<br />

93<br />

Making Plans for the Implementation <strong>of</strong> the Curriculum<br />

and the Accompanying Pr<strong>of</strong>essional Development<br />

That Will Be Necessary<br />

The implementation <strong>of</strong> curriculum means change and<br />

change nearly always encounters resistance from people<br />

who feel threatened by it. One <strong>Texas</strong> educator is fond <strong>of</strong><br />

saying, “The only person who likes change is a baby<br />

with a wet diaper.” If classroom educators and other<br />

concerned stakeholders are kept informed <strong>of</strong> the curriculum<br />

development/revision task as it is occurring, if they<br />

participate in the development <strong>of</strong> the curriculum, if they<br />

have had the opportunity to review the various draft<br />

documents and provide feedback, if the curriculum is<br />

presented in such a way that classroom educators can see<br />

how it will help them to be more effective, and if they are<br />

provided with the pr<strong>of</strong>essional development necessary to<br />

make them feel comfortable as they implement the new<br />

curriculum, little resistance to change will be encountered.<br />

If classroom educators are left uninformed, if they<br />

feel their concerns are not being heard, if changes seem<br />

to increase their workloads, or if they feel they are not<br />

prepared to deal with the changes, resistance to change<br />

will be strong and a low level <strong>of</strong> implementation can be<br />

expected.<br />

Establishing the Means for Monitoring Curriculum<br />

Implementation and Ongoing Evaluation <strong>of</strong> the<br />

Curriculum<br />

The job <strong>of</strong> the curriculum leadership team is not over<br />

once curriculum materials have been presented to<br />

classroom educators. It is the responsibility <strong>of</strong> the team<br />

to monitor the implementation <strong>of</strong> the social studies<br />

curriculum, determining whether teachers are using the<br />

grade level or course guide documents, whether they<br />

understand the documents, whether the necessary<br />

resources are available, and whether students seem to be<br />

engaged and learning. An additional concern <strong>of</strong> the<br />

leadership team should involve the collection <strong>of</strong> data<br />

revealing how well the curriculum documents are<br />

meeting expectations: are they clear, are they accurate,<br />

are they comprehensive, are they teacher friendly, are<br />

students meeting expectations. Regular communication<br />

with classroom educators will reveal that even with the<br />

best <strong>of</strong> planning, the new curriculum has shortcomings<br />

and will need to be revised to make it more effective.

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