Five-Year Strategic Plan (2026-2030)                                                      

This Strategic Plan was initially crafted with input from SABER stakeholders through a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis as well as focus groups with members, discussions among the Executive Committee and Committee Chairs (i.e., the Steering Committee), and consultations with prior leadership. The plan was fully drafted and refined in 2025-2026 to frame the work of SABER in the context of our organizational mission, values, and resources. The goal of this document is to enable prioritized decision-making regarding continued and coordinated progress toward our organizational goals over the next five years.

SABER’s strategic plan is guided by four priorities.

1. Further promote meaningful and impactful biology education research 

Fostering the growth and professional development of members in conducting meaningful and impactful biology education research is core to SABER. The organization creates spaces for knowledge sharing through our annual and regional meetings and regular online seminars. We aim to strengthen and enhance these offerings, as well as consider new publishing options and the impact of AI and new technologies on biology education research. These efforts will help us continue the collegial dialogue about theories and methodologies as well as avenues for disseminating research results that are critical to our work. 

2. Enhance the quality and value of the member experience

For biology education researchers to invest and re-invest in SABER membership, the return on investment must be evident. SABER membership must offer tangible value to ensure a stable membership and enable active engagement of members over time. Stable membership contributes to the sense of community within SABER and positions the organization to thrive and leverage its position to make a difference in biology education. Active engagement provides avenues to include the voices of all members, which is critical for ensuring a variety of perspectives are brought to bear in biology education research and in organizational decision-making. We will seek new ways to provide benefits to members, including awards and recognitions for members for their research and service to the community. We will also strengthen channels of communication in service of continuous improvement.

3. Strengthen the financial sustainability of the organization

SABER is financially sound. However, steps must be taken to ensure the financial sustainability of the organization for years to come. We will assure SABER’s financial sustainability by establishing membership goals, expanding our development efforts, and continuing to put processes in place that support fiscally responsible decision-making.

4. Further mature the organization’s structure and processes

SABER has grown and evolved substantially since its founding. During this period of growth, SABER leaders and members have worked diligently to further professionalize the organization, especially related to formalizing organizational procedures and communications. Continued professionalization will help to mature SABER as an organization that is well positioned to operate in alignment with its mission, vision, and goals. We will continue to examine our structure and processes in the service of greater communication and coherence across all aspects of our operations. 

Members have access to view the full strategic plan in the Member Area (login required).