NWAIS Strategic Alignment · Examples of strategic alignment 1. Redeﬁning school 2. Library and Ed Tech 3. Maker movement 4. SEL, innovation, and progressive education 5. Data 6

Gabriel LucasCo-Founder, (ATLIS) Association of Technology Leaders in Independent

Schools

2016 NWAIS Institutional Leadership Conference

Finding Strategic Alignment Between Your Investment in Technology and

Your School’s Mission

About meK-12: Attended San Francisco independent schools

Higher ed: Mathematical and Computational Science; Information Systems; Math

Corporate: Financial consulting, data analytics, project management, online math

K-12 work: Math instructor, Director of Academic Technology, Director of Technology

Non-profit: Co-Founder, Association of Technology Leaders in Independent Schools

Business: Principal, Ed Tech Recruiting

Family: Wife from Singapore, two kids in a Mandarin immersion public school

Roadmap

1. Overview of technology strategy

2. Case studies of strategic alignment

3. Case studies of technology department pivoting

4. Realignment and rebuilding

5. Final thoughts, and Q&A

1. Set strategy from the top…

Strategic planMission /Philosophy/Core Values

The Willows Mission StatementAt The Willows, we believe each child brings our community an extraordinary gift: a curious mind, ready to explore and eager to learn. Our

mission is to grow that gift by challenging our students to uncover meaning and significance in the world around them and to become capable, confident individuals who demonstrate character, engagement, and a joyful passion for creative inquiry across a lifetime.

Our PhilosophyThe Willows is committed to a balanced yet demanding progressive curriculum rooted in experiential learning and social values. We teach

and model a zest for learning and the courage to take risks. We challenge children to challenge themselves and set high standards for academic excellence, which they pursue with energy and joy. We nurture a sense of compassion and community that begins at home,

reinforcing what it means to be a respectful, involved citizen-of-the-world. We believe that great minds grow in a near-infinite variety of ways. In the spirit of the willow tree itself, our “great minds” are flexible, resilient, and beautiful at every stage of development.

Core ValuesOur core values provide a basis for all student-learning goals:

Creative Inquiry at Our Core

Creativity is essential to learning at The Willows. We are devoted to cultivating our students’ imagination and helping each child discover his or her unique talents in an atmosphere that embraces questioning and exploration. As students examine new ideas from multiple

perspectives and generate innovative solutions to problems, they learn that every individual voice is important. Creativity is not restricted to the arts; it is an integral part of every discipline. The creative process is central to our teaching: we embrace curricular innovation that

energizes our program, creates a dynamic campus climate, and lends new insights to learning.

1. …while scattering seeds on fertile groundplanting

Trend: Tech leader, integrators, and faculty all need the skills to orchestrate the right balance of constraints and freedom

2. Learn to improvise

Generative discussion

How has {your, someone else’s} school (found / struggled to find) the right improvisational balance for its innovation and technology program?

3. Understand the continuum

IT

Academic Tech

The critical bridgeIT Academic TechSystems

The critical bridge

IT Academic TechSystems

Trend: Systems environment growing in complexity

What’s in each bucket

IT Systems Academic Tech


IT IT / Systems Systems Systems / Acad. Tech

AcademicTech

Trend: Fewer IT-only or academic tech-only technologies

IT / Academic Tech

Classroom technology Makerspaces

Learning centers


IT IT / Systems Systems Systems / Acad. Tech

Academic Tech

Physical servers

Network; Antivirus;

Backup / disaster; Virtual servers

Website management

LMS; SIS;

Online portfolios; Google environment

Faculty training

H e l p d e s k s e r v i c e s ; D e p l o y i n g l a p t o p s / t a b l e t s

Trend: IT and Academic Tech are no longer

endpoints

Another trend: Boundaries are stretching…

Framework for self-assessment

IT Data / Systems Academic Tech

Vision

Direction

Support

Instructional DesignInfrastructure

Trend: Expanding the definitions of IT and Academic Tech to areas far beyond tech

The critical bridge

Infrastructure

Instructional design

The�� expanded�� role�� of�� Ed�� Tech

Generative discussion

How has {your or someone else’s} technology program played a (supporting / limiting) role in the broader areas of infrastructure and instructional design?

Infrastructure Systems Instructional Design

VisionDirectionSupport

Roadmap






Examples of strategic alignment1. Redefining school

2. Library and Ed Tech

3. Maker movement

4. SEL, innovation, and progressive education

5. Data

6. Research

7. Technology curriculum scaffolding

8. Consortiums

Framework for self-assessment

IT Data / Systems Academic Tech

Vision

Direction

Support

Instructional DesignInfrastructure

1. Redefining school

• What: PK-12 with alternative high school focused on entrepreneurship and apprenticeship; rethinking transcripts and college admissions process (regain control)

• Why: Placement process shackles our schools

• Where: Northeast Ohio

• Who: Scott Looney (Head)

• More: Read Looney’s The Future of Education

Hawken School



The Lovett School



• What: City as Lab, a semester of sophomore year in high school within the city of Atlanta

• Why: Provides students with authentic and practical learning experiences

• Where: Midtown Atlanta

• Who: Laura Deisley (Founding Director of City as Lab, and Director of Innovation for Lovett)

AltSchool



• What: Full-stack education company (not a school!)

• Why: Utilize the power of software and data to deliver and refine personalized learning

• Where: San Francisco and New York

• Who: Alex Ragone (Head of AltSchool in The Village and former Director of Technology at Collegiate School)

• More: Read SSATB’s Sizing Up The Competition

• Operating system • Play list • Programmers

School A: Mid-Range


Vision

Direction

Support

Imagine a strong school that never got on the technology bandwagon. But

they see it coming. Motivation is limited, and the technology director

has a passive leadership style.

What should they do?

School A: Mid-Range• Solid K-8 school

• Veteran technology director

• Tech historically a low priority

• Parents / trustees increasingly dialed into technology

• School “dinged” by accreditation reports for lack of Ed Tech integration

• Recent tech audit; no action taken


Vision

Direction

Support





School A: Mid-Range• Fold this into a larger strategic

plan initiative

• Conduct a program assessment

• Provide a mentor for the technology director

• Tweak hiring practices for faculty

• Pilot an innovation fund

• Get Board and leadership team support for any potential shift


Vision

Direction

Support





Quotes from the Head• “There are more people in our community that have

a solid philosophical understanding of the appropriate balance of tech in the classroom”

• “We need to name our Ed Tech philosophy. It would be a mistake to not get behind it and connect the dots. It's not just black or white, or yes or no.”

Trend: More heads and boards are getting involved

2. Library and Ed Tech

Singapore American School



• What: The Center of Innovation

• Why: Provide a physical space and dedicated set of programs to connect information and innovation, with the aim of having a transformative impact

• Where: Singapore

• Who: Dennis Steigerwald (Coordinator of the Center of Innovation and Technology Department Chair)

Trinity School



• What: Remodeled library and technology center

• Why: Provide an authentic set of connections between multiple departments related to innovation and information

• Where: Atlanta, GA

• Who: Jeff Morrison (Director of Education Technology)

Space

• Library

• Help desk

• Academic tech

• Reception

School B: Rebuild


Vision

Strategic

Tactical

Imagine a school with a technology department that to the rest of school feels broken, underperforming, and

disconnected.


School B: Rebuild• Head hired to turn around an

underperforming school

• Technology department resistant to new vision

• Many faculty members dismissive of Ed Tech

• iPad program with mixed reviews

• IT and systems problems everywhere


Vision

Strategic

Tactical


disconnected.


School B: Rebuild• Order an IT audit and staffing

assessment to get full picture

• Install interim leadership

• Align tech change with overall school change

• Reorganize and retrain technology staff; reassign or counsel out if necessary

• Think out of the box: director, library, registrar, assistant head

• Install technology committees and new oversight procedures


Vision

Strategic

Tactical


disconnected.


3. Maker movement

The Willows School



• What: K-8 school

• Why: New school at the forefront of maker and design curriculum

• Where: Culver City, CA

• Who: Lisa Rosenstein (Head of School)

Marymount School of NY



• What: PK-12 school

• Why: At the forefront of FabLab integration and teacher training

• Where: New York, NY

• Who: Jaymes Dec (FabLab Integrator)

Kincaid School




• Why: Traditional school going through a curricular transformation via the design thinking movement

• Where: Houston, TX

• Who: Vinnie Vrotny (CTO)

School C: Bleeding Edge

Imagine a school that has a tremendous maker program, but

teachers lack integration support and just want typing skills taught, while the

last director was polarizing.



Vision

Strategic

Tactical

School C: Bleeding Edge• Fully developed maker space

and program

• Robust technology classes

• Visionary, engaged head on Ed Tech trends and opportunities

• Polarizing technology program: love it or hate it

• Faculty who feel unsupported when integrating technology

• Hard to divest from Director, who built most systems


Vision

Strategic

Tactical





School C: Bleeding Edge• Rely on interim internal leadership

to transition and dial back the emotion

• Pause on new innovative initiatives; let people catch up and buy in

• Augment Ed Tech support as an interim solution before rehiring

• Invest in existing staff to help them step up / evaluate their skills

• Perform a low-cost 360 assessment to gather user / business needs

• Engage in an open discussion with faculty about the efficacy and purpose of tech classes and Ed Tech


Vision

Strategic

Tactical





4. SEL, innovation, and progressive education

Synapse School



• What: K-8 school founded by the founders of Nueva School

• Why: Change makers come out of the intersection of academics, innovation, and emotional intelligence

• Where: Menlo Park, CA

• Who: Jim Eagan (Head of School), Elizabeth Davis (Assistant Head of School and former Director of Academic Technology)

School D: Off the grid


Vision

Strategic

Tactical

Imagine a school that feels cut off from emerging technology trends, has a stalled library program, and hasn’t managed its systems environment

well in the past.


School D: Off the grid• Boarding school with a non-tech

focus

• Small technology department

• Evolution of Director: part-time IT contractor —> network manager

• Running multiple computer science classes

• Bad history with systems migrations

• No 911’s, but no clear vision


Vision

Strategic

Tactical


well in the past.


School D: Off the grid• Conduct a needs assessment of the

technology program

• Reorganize around any open positions

• Require active leadership team engagement

• Bring in outside professional development to faculty and staff

• Redefine the technology director role and reporting structure

• Redefine the librarian role

• Look at HR issues, such as time on campus and work overload


Vision

Strategic

Tactical


well in the past.


5. Data

Walnut Hill School for the Arts



• What: Arts High School

• Why: Head of School connects everything to technology

• Where: Suburbs of Boston, MA

• Who: Antonio Viva (Head of School, and former CIO of Worcester Academy)

Lick-Wilmerding School



• What: High School

• Why: Using data analytics to identify gaps in feeder school programs

• Where: San Francisco, CA

• Who: Eric Temple (Head of School), Mariel Triggs (Math Department)

School E: Big Giant


Vision

Strategic

Tactical

Imagine a school that spends a tremendous amount on technology,

but still has problems throughout the tech vertical and horizontal.


School E: Big Giant• Brand-name school with solid

reputation

• Large technology budget with top systems throughout

• 10+ people working in tech

• Top-notch leadership team unable / unwilling to manage tech

• High-functioning staff and mid-level directors working in silos

• Inconsistent end-user experience with all three areas of technology


Vision

Strategic

Tactical




School E: Big Giant• Get complete leadership team

engagement

• Head of school needs to manage tech hot potato

• Consider a CIO or senior director position

• Do not ignore cultural factors

• Tackle tough personnel situations of poor performance

• Get functional units working toward the same game plan


Vision

Strategic

Tactical




6. Research

American School of Bombay




• Why: Committed to education research, with an emphasis on technology integration

• Where: Bombay, India

• Who: Shabbi Luthra (Director of Research & Development, and Technology)

7. Technology curriculum scaffolding

St. Francis Episcopal



• What: K-8 school

• Why: Thoughtful and comprehensive technology scope and sequence

• Where: Houston, TX

• Who: Steve Johnson (Technology Integrator)

8. Consortiums

BlendEd



• What: Consortium of several high schools in the same geographic region

• Why: Provide urban, experiential learning opportunities to students

• Where: San Francisco Bay Area

• Who: The Urban School, The Athenian School, The College Preparatory School, Lick-Wilmerding School, Marin Academy

Hybrid Learning Consortium



• What: Consortium of American and International Schools

• Why: Create a globalized learning community

• Where: Headquarters at The Barstow School in Kansas City, Missouri

• Who: Sarah Hofstra (Director)

Roadmap






Realignment :: House Shopping

Decision #1 Division of leadership

D of T Dir of IT Dir of AT

Gets more complicated with library, registrar, maker

Decision #2 Seniority of leadership

CIOAssistant Head

Director

Coordinator

Head

Decision #3 Vertical span responsibilities

Vision

Direction

Support

Dean of T&L

Dir. of Library

Integrationist

Head

Academic Dean

0.5 FTE faculty x2

CIO

Dir of Library and Ed Tech

Support Team

Assistant Head for

Leadership and

Technology

Tech Coordinator

Director of Innovation

IT Mngr

Ed Tech

Coord.Helpdesk

Trend: New roles / titles

Emerging titles• Assistant Head for {Technology, Leadership, Innovation}

• CIO / CTO

• Director of Educational Innovation

• Director of Technology and Library Services

• Director of Technology and Innovation

• STEAM Coordinator

• Instructional Design Specialist

• Curricular Innovation Specialist

Decision #4 Horizontal span responsibilities

Acad Tech, Systems, IT AV, Website, Dev. DBMaker, Library, Registrar

Core Operations PeripheralAcademic Peripheral

What is right for you?

Trend: Tech span broadening

Space / furniture design

Decision #5 Oversight

Tech Department

CFO Head Academic Leader(s)

Trend: Tech director feels like a child from a broken home

Further reading

• NBOA Net Assets (Sept / Oct 2015)Building a Better Technology Program

A) Financial planning


Vision

Strategic

Tactical

B) Professional development• Tech leader: National listservs (ISED-L) & associations

• Department: $$

• Faculty / staff: On-campus summer institutes

• Leadership team: Learn to manage technology

• Board: Connect all this to the strategic plan

C) Human resources• Exempt / Nonexempt issues

• Faculty vs. staff vs. administrator

• Overtime

• Working remotely

• Job descriptions

• Annual reviews

• 10 month vs. 12 month

• Org chart

D) Counsel

• Hourly support

• Sharing IT professionals

• Regional managed support

• National consulting firms

E) Outsourcing

• IT vs. Systems vs. Ed Tech

Trend: Outsource —> Insource —> Outsource

Trend: Outsource stuff? Yes. Outsource people? TBD

F) Hiring

• Build a farm system

• Know what you’re looking for

• Improve the hiring process

G) Data systems

H) People

Registrar, Librarian, Facilities Director, Controller, Web Manager, Development Database Manager, Enrollment Manager, Communications Director

Roadmap






School culture trumps all

To Rebuild a School Technology Program, Leaders Must First Arrive at Common Ground

NAIS Independent Ideas Blog (Feb 8, 2016)

ATLIS 2017 National Conference

Los Angeles April 23 - 26, 2017 www.theatlis.org

Inform. Connect. Reflect.

Making Magic Happen

Questions?

[email protected]

www.theatlis.org

Documents

NWAIS Strategic Alignment · Examples of strategic alignment 1. Redeﬁning school 2. Library and Ed Tech 3. Maker movement 4. SEL, innovation, and progressive education 5. Data 6