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Proposal for an ITDE Program
by
Adrienne Fuller
IDT 8012
Management and Evaluation of ITDE Programs
Dr. Michael Simonson
Nova Southeastern University
August 12, 2017
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Certification of Authorship
Submitted to: Dr. Michael Simonson
Student’s Name: Adrienne Fuller
Date of Submission: August 12, 2017
Purpose and Title of Submission: Proposal for an ITDE program
Certification of Authorship: I hereby certify that I am the author of this document and that any assistance I received in its preparation is fully acknowledged and disclosed in the document. I have also cited all sources from which I obtained data, ideas, or words that are copied directly or paraphrased in the document. Sources are properly credited according to accepted standards for professional publications. I also certify that this paper was prepared by me for this purpose.
Student's Signature: Adrienne Fuller
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Introduction
“School Board of Broward County (Broward County Public Schools, 2017e) is the sixth
largest school district in the nation and the second largest in the state of Florida” (para. 1).
Broward schools believe that investments in safety, music & art, athletics, renovation, and
technology (SMART), will lead to lead to SMART students (BCPS, 2017g). The strategic plan
for the school district has three goals to provide high quality instruction, continuously improve,
and effectively communicate (BCPS, 2016a). BCPS is committed to embracing technology and
ensuring that all stakeholders benefit from the resources. The intent of this proposal is to provide
background information about the ITDE departments of the Broward County Public School
System. This paper will discuss the status quo of the ITDE units, describe the players that
makeup the ITDE unit, describe the need for change within the unit, explain the suggested
change, provide organizational charts for the unit, and describe the proposed staffing needs for
the change.
Background & Demographic Information
Workplace
BCPS has been in existence since 1915 and became the first school district in the state of
Florida to receive full accreditation back in 1962 (BCPS, 2016b). Based on the enrollment for
the 2016-2017 school year BCPS served over 270,000 students. “BCPS serves a diverse student
population, with students representing 208 different countries and 181 different languages”
(BCPS, 2017e, para. 1). BCPS consists of over 300 schools, nearly 30% charter schools, 40%
elementary, 11% middle, 10 high, and the remaining 9% are combined schools or centers (BCPS,
2016b). BCPS employs nearly 33,000 people with approximately 45% of them being
instructional staff. In addition to serving over 270,000 students and employing over 33,000
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people, BCPS also serves about 175,000 people in the technical schools and the adult and
community schools (BCPS, 2016b).
BCPS strives to educate students to prepare them for the future by providing many
programs such as magnet programs to help students prepare for college and careers (BCPS,
2016b). BCPS provides global experiences for students exposing them to international business
practices, teaching, hospitality and tourism, and so much more. BCPS makes technology a top
priority for the district and they provide support for students and families. The online platform
provides opportunities for the needs of students to be met on an individual basis. Students are
also able to set educational and career goals using some of the technology tools provided through
the BCPS. BCPS leaders are determined to reach all students and help them strive for greatness.
BCPS formed a strategic performance management team that began operations in the 2016-2017
school to begin tracking and monitoring improvements across the school district (BCPS, 2017e).
When it comes to improving communication, BCPS (2016a) desires to “focus on three main
areas: external communications; internal communications, and marketing our schools, programs
and initiatives” (p. 40). BCPS wishes to effectively communicate goals and initiatives to all
stakeholders and remain connected to help improve the overall perception of the school district
(BCPS, 2016a).
ITDE unit
“Technology is one of the cornerstones of the SMART initiative. The work to improve
technology infrastructure and provide new devices in schools is already underway” (BCPS,
2017g). BCPS received close to $80 million dollars to use for any technology needs within the
district from the Bond Program that was voted on and approved back in 2014 (BCPS, 2017g).
According to BCPS (2016a) every school in the county offers activities and courses related to
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computers. BCPS has two departments related to ITDE, the Information and Technology (I&T)
department and the Innovative Learning department. The Information and Technology (I&T)
department of the BCPS is responsible for providing services for the entire school district that
are technology and communication based (BCPS, 2017c). The innovative learning department
seeks to help students strive for success using their unique innovative abilities, collaborating
tools, and using digital tools and resources (BCPS, 2017d).
The Status Quo
The I&T department of BCPS researches, designs, implements, monitors, and manages
solutions that are designed to increase student academic success and improve productivity
(BCPS, 2017c). “I&T delivers and supports computer equipment, software solutions,
communications systems, network connectivity, project management, and application hosting
and support services for schools and support operations throughout the school system” (BCPS,
2017c, para. 1). This department has provided and supported tools that aid in classroom
instruction, assessment tools, and virtual instructional tools.
“The Innovative Learning Department is an integral part of Broward County Public
Schools' Learning Division, focusing on supporting and implementing innovations in teaching
and learning to assist BCPS students, teachers, and administrators with transitioning to
personalized learning environments” (BCPS, 2017d, para. 1). In addition to the IT department,
the innovative learning department is also a part of the ITDE efforts for BCPS. The innovative
learning department is divided into five units: instructional material, instructional technology,
gifted & talented, distance learning, and the Broward County school library (BCPS, 2017d). The
instructional materials and digital materials team is responsible for all instructional materials
including the textbook adoption process (BCPS, 2017b). The instructional technology team is
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responsible for providing digital tools and resources and training and support for the digital
resources for all individuals throughout the school district. The gifted & talented team ensures
that the needs of all gifted and talented students within the district are met (BCPS, 2017d). The
distance learning team focuses on webinars and global scholars which connects middle school
students with others across the nation (Innovative Learning, 2017e). The Broward County school
library offers in array of resources not only for librarians but for teachers and students as well
(BCPS, 2017d). The resources are digital tools that can be used for enrichment purposes or as
instructional strategies in the various subject areas.
The Players
The Innovative Learning department for BCPS is a vital part of the learning initiatives for
the district (BCPS, 2017d). This department focuses “on supporting and implementing
innovations in teaching and learning to assist BCPS students, teachers, and administrators with
transitioning to personalized learning environments” (BCPS, 2017d, para. 1). The Innovative
Learning unit of BCPS consists of five units, the instructional technology team, the instructional
materials team, the library media team, the distance learning team and the gifted and talented
team (BCPS, 2017d). This department is currently being led by the visionary leadership of Dr.
Daryl Diamond, who serves as the director of the Innovative Learning department. Dr. Diamond
leads a team of approximately 27 people that have taken on various tasks to aid in the success of
the department through the promotion of innovative learning efforts (Innovative Learning,
2017c). The department is made up of instructional technology specialists, online course
designers, staff developer, project manager, curriculum supervisors, gifted services coordinators,
assistants, and supporting personnel. There are seven instructional technology specialists:
Dominic Church, Sharlene Kellier, Adam Rizza, Dana Rubenstein, Ellen Siversen, Randy
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Stephen, and Rhonda Weimann (Innovative Learning, 2017c). “The Instructional Technology
team works with schools to develop pathways to personalized learning through the digital
classrooms and digital infusion programs” (BCPS, 2017d, para. 2). The next group is the online
course design team. This team consists of four people: Martina Blanco, Claudia Dilgen, Ranald
Marx, and Jarlyn White (Innovative Learning, 2017c). The online course design team assists in
managing instructional materials that promote student achievement, facilitate online course
content, manage digital resources that have purchased by the school district, etc. (BCPS, 2017d).
Neena Grosvenor is over staff development and library media (Innovative Learning, 2017c).
LoriAyn Stickler, serves as the only project manager for technology and instruction. There are
two curriculum supervisors, Lynne Oakvik for the library media unit, and Zuzel Rodriguez for
the gifted and talented unit. Gifted and talented services also has three coordinators, Jacalyn
Schulman, Jacob Aronin, and Cathy Keeler. This department is also supported by a staff assistant
that leads helps with the Global Scholars program and leads videoconferences. Additional
support staff are as follows: Sue Barber (Clerk Specialist III), Desiree Berger (Manager Destiny
& MARC records), Cindy Chaulsett (Secretary), Shernell Dozier (Technical Service Specialist),
Harold Dugue (Micro-Computer Tech Specialist), Dee Moncrief (Instructional Materials
Distribution Facilitator), Ivette Rivera (Office Manager), and John O’Bryan (Training Analyst).
Need for change
The strategic plan for 2016-2017 for BCPS set specific, measurable, achievable, and
relevant goals for the upcoming years to help the school district face their biggest challenge
(BCPS, 2016a). According the Superintendent of BCPS Robert Runcie, “Today, we face our
greatest challenge, which is to achieve consistent, steady and sustainable Districtwide
improvements in teaching and learning, while closing achievement gaps” (BCPS, 2016a, p. 3).
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Mr. Runcie believes that closing the achievement gap must include assisting educators by
providing innovative strategies to help them with the task of educating students. He wants to
ensure that students receive foundational elements and learning tasks where students must use
their problem-solving skills (BCPS, 2016a). Mr. Runcie recognizes that something must be done
to recruit and retain quality educators. He highlights the need for continued excellence in
professional development in addition to other strategies to attract quality educators to the school
district. Mr. Runcie believes that the time has arrived for BCPS to make adjustments to the status
quo of the school district and become innovative with the intent of ensuring that all students
succeed.
Another reason change is needed in the ITDE departments is to help improve or maintain
quality instruction (BCPS, 2016a). The strategic plan for BCPS identifies high quality instruction
as one of the areas that need improvement. Over the next three years BCPS is looking to increase
the percentage of student proficiency in reading and math by approximately four percent for
reading and seven percent for math. This improvement will require the efforts of teachers,
parents, and others within the community. BCPS (2016a) is “committed to working with
families, social organizations and communities to improve the quality of learning that students
experience before they enter school” (p. 20). The improvement is needed primarily in early
childhood education and middle grades education (BCPS, 2016a). BCPS also recognizes that
intensive training is needed for educators and parents in understanding adolescence, creating
rigorous learning experiences, preparing engaging and challenging thematic units, and preparing
students for colleges and careers. BCPS desires to build a culture for the school district that is
college and career driven, but they recognize that training and overall instruction must be set in
order to accomplish this task.
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Another reason why change is needed in the ITDE departments is because BCPS
recognizes the need for improvement in communication with stakeholders (BCPS, 2016a). The
district desires to increase social media engagement with all stakeholders and increase mobile
app downloads. At the time of publication of the BCPS strategic plan 2016-2017, there were
19,000 downloads for the mobile app for the school district, approximately 11,500 likes on
Facebook, and 36,000 followers on Twitter. BCPS employs and serves over 400,000 people with
30,000 of those individuals being employees (BCPS, 2016a). There is a need to improve
communication and engagement between the school district and their stakeholders (BCPS,
2016a).
The need for change is identifiable and the resources lie within the Innovative Learning
department of BCPS that many of BCPS stakeholders are unaware of. There are numerous
resources for teachers, students, parents, and others within the community that are made
available through the Innovative Learning webpage free of charge (Innovative Learning, 2017b).
These resources have been strategically chosen based on the needs of the school district and have
been purchased for usage for the stakeholders. According to Public Agenda (2012) surveys show
“that almost two thirds—65 percent— of parents surveyed said they wished they could be doing
more when it comes to involvement in their child's education and only 34 percent are satisfied
with the way things are” (para. 3). Parental involvement decreases as students move into
secondary schools (Public agenda, 2012). One of the barriers to increasing parental involvement
is parents not being aware of information or the options that are related to the schools. Parents
need additional resources to help their children complete learning tasks and they need to be made
aware of what is going on not only in their child’s school but the school district as well. As a
teacher within the school district, I was unaware of many of the resources made available
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through the Innovative Learning department. A few of the resources I discovered through word
of mouth. The Innovative Learning department provides links for over 10 applications and they
also provide a newsletter that contains information about the department with information about
trainings and other resources that are available (Innovative Learning, 2017d). For example, for
the summer the department compiled over 30 resources for teachers entitled “Teacher Summer
Playground”. These applications were made available but many teachers are unaware that these
resources were provided. If the school district desires to involve the community in helping
improve the achievement gap or if they desire for parents and educators to receive training, then
continued changes are necessary. Change must first begin in this ITDE department.
The current organizational structure for BCPS does have a Social Media unit but it is
under the public information department which is responsible for all communications between
the district and news media (BCPS, 2017g). According to BCPS (2017g), “From media releases
to the District's website - to events and press conferences, the Public Information Office
continually looks for ways to engage the community, while sharing the incredible achievements
of Broward County Public Schools” (para. 1). According to the strategic plan for BCPS there is
still a need for improvement in communication and social media presence (BCPS, 2016a). The
department currently solely handles these efforts. To improve in these efforts at a faster pace it
will be beneficial for this department to partner with the Innovative Learning department to
include some educational content. The social media unit is managed by the Integrated Marketing
Communication & Social Media manager who decides the approach the school district will take
as it relates to social media (BCPS, 2017f). This title alone reveals that the purpose of BCPS
social media accounts is to market the school district. Due to the nature of security and privacy I
do feel it is necessary for this unit to remain under the supervision of the Marketing/Social media
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manager and the Chief Public Information Officer but I do feel it is necessary to have a program
that prepares and/or shares instructional strategies and resources on social media platforms.
There is an array of other social media platforms that the school district can explore for adding
this educational piece and allowing the creation of this program through the Innovative Learning
department will benefit all stakeholders of BCPS.
Social media and education
Social media in education is growing in popularity as we move into the future. Jennings
(2017) mentioned in his article about “8 Social Media Accounts to Learn From” that, “Social
media is no gimmick; it’s a direct line to audiences you wouldn’t otherwise reach and mediums
better served to deliver your message than any traditional approach” (para. 1). Many school
districts and schools are on board with increasing social media usage (Jennings, 2017). The
school districts use the social media pages to share a multitude of things from announcements, to
photographs and video clips of various events, to highlighting educational apps. Hughes (2016)
points out in his article on “How Social Media is Reshaping Today’s Education System”, that
social media has gained popularity amongst teenagers with over nine out of 10 of them having at
least one of the social media applications. Students, parents, teachers, and others are using social
media to build relationships, share ideas, share best practices, etc. (Hughes, 2016). Social media
is now being used within classrooms, within local schools, and within school districts around the
world. Although social media has gained popularity, many parents, teachers, students and
community leaders that utilize social media still may be unaware that the school district has
social media pages or for whatever reason they haven’t had the desire to download the
applications, follow, or like the various pages. This is one of the issues that BCPS faces (BCPS,
2016a). It is time to make this connection between BCPS and all stakeholders through the
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engagement of social media. The Innovative Learning department already has the duty of
managing all the instructional resources for the school district and it would be befitting if the
new social media program to be added to this department (BCPS, 2017d).
Suggested change
BCPS is preparing to embark on year two and three of their strategic plan with a goal of
pursuing other opportunities that entail enhanced capabilities and investments and a goal of
making sure that the programs that begun in previous years are on target to reach some of the
challenges the district is faced with (BCPS, 2016a). Based on the goals and areas of need
addressed in the strategic plan for the school district, I am suggesting that adjustments be made
in the Innovative Learning department to include an instructional social media program that
provides information that focuses on innovative learning and teaching methods. This program
will highlight all resources that have been purchased by the school district, provide training
videos on how to use those resources, offer live classroom demonstrations, provide student and
teacher feedback regarding resources, provide support for the utilization of programs, provide
videos and podcasts on effective instructional strategies, offer engaging homework and study
tips, provide blogs, offer resources on how parents can assist students with hw or projects
through the usage of available resources, etc. This program will also help improve the social
media presence for the school district with the intent of increasing the connection between the
school district and all stakeholders. This will be an effective marketing strategy to help in the
efforts to improve how everyone views BCPS.
This suggested change of adding a social media program to the Innovative Learning
department will increase the involvement of parents because now parents will become more
informed about things taking place within the school district since they will now be motivated to
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download the app and follow the social media accounts for the school district. In addition to
being well informed parents, teachers, and students will receive training if needed. There will be
instructional videos posted and links to podcasts and other resources that will be beneficial. This
will hopefully eliminate some of the embarrassment many parents may have when it comes to
helping to educate their children. Once parents begin to use the resources and instructional
strategies that are provided by the school district with their children, this should lead to students
improving academically. Students will also receive training using some of the resources as well,
which will hopefully lead to increased usage and ultimately positively impact their academic
success. Teachers and others within the community will now be informed frequently when new
resources and strategies become available. They will receive information on how to use these
sources within their classrooms, homes, resource centers, churches, community centers, etc. to
help students to reach academic success. This program will also help the marketing department
as they seek to increase communication with stakeholders.
Mission Statements
Current mission statement
“Innovative Learning is committed to empowering all learners to achieve their highest
potential through customized learning, creativity, collaboration, and the infusion of digital tools
and resources” (Innovative Learning, 2017b, para. 1).
New mission statement
Innovative Learning is committed to creatively, collaboratively, and innovatively
empowering all learners to reach their highest potential through customized learning, infusion of
digital tools, internet based applications, and resources (Innovative Learning, 2017b).
Why are changes in the mission statement needed
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The new mission statement is almost identical to the current mission statement. The
department is not being restructured so it was not necessary to change the entire statement. Since
only one program is being added that includes internet based applications it was necessary for
that to be reflected in the new mission statement.
Unit Goals/Objectives
The first goal for the proposed change is to help students reach their highest potential and
build a culture of college and careers (BCPS, 2016a). One objective for this goal is to increase
the amount of training offered for educators. Another objective for this goal is to increase the
amount of resources for parents. The final objective is to increase the amount of advertisement of
resources that are provide by the Innovative Learning department.
The second goal for the proposed change is to increase the social media presence for the
school district (BCPS, 2016a). One objective for this goal is to increase the percentage of social
media engagement. Another objective for this goal is to increase the amount of engaging content
on social media applications for all stakeholders.
The third goal for the proposed change is to increase parental involvement. One objective
is to increase the amount training videos for parents. Another objective for this goal is to increase
the amount of education related web based applications for parents. The final objective for this
goal would be to create a blog with educational strategies and other relevant and engaging
information for parents.
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Organization charts for the unit
Figure 1. Current organization for Innovative Learning. This figure illustrates the original
organizational flow for the Innovative Learning unit. (Innovative Learning, 2017c).
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SUPERINTENDENT OF SCHOOLS
CHIEF ACADEMIC OFFICER
DIRECTORInnovative Learning
TRAINING ANALYST
CURRICULUM SUPERVISORLibrary Media
PROJECT MANAGER
Technology & Instruction
INSTRUCTIONAL TECHNOLOGY SPECIALISTS
ONLINE COURSE DESIGNERS
CURRICULUM SUPERVISOR
Gifted & Talented
GIFTED SERVICES
COORDINATORS
Figure 2. New organization chart for Innovative Learning. This figure illustrates the
organizational structure of Innovative Learning with the new position added. (Innovative
Learning, 2017c).
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Proposed staffing needs for the unit
The new position I would like to propose for staffing needs for the Innovative Learning
unit is an Instructional Social Media Specialist. The instructional social media specialist will
assist the Integrated Marketing Communication & Social Media manager in managing and
updating the social media sites for the school district. This person will share the responsibility for
the growth of BCPS presence on social media sites. This individual will also work closely with
the Technology & Instruction Project Manager regarding the content that should be shared. This
specialist will be expected to research other social media platforms that would be beneficial for
providing instructional resources. The specialist will also search for additional resources for
parents, students, teachers, and any other stakeholders interested in increasing student
achievement. The instructional social media specialist will develop creative ways to showcase
various instructional strategies. This specialist must be prepared to take on any tasks associated
with the promotion of instructional resources via social media.
Proposed budget
Description Current Budget (per year) New Budget (per year)Instructional Media Services (BCPS) 21,912,544.00$ ISM Specialist salary 65,000.00$ Social media certification 500.00$ Additional social media applications (including blog site) 6,000.00$ Training videos (12 videos) 24,000.00$ End of year total 21,912,544.00$ 22,008,044.00$
This proposed budget includes the existing budget for Instructional Media services for the
entire school district. The funds in this department will be support this change in the ITDE unit.
The new budget includes the salary for the new proposed position, the cost for training, the cost
of creating training videos, and the cost of obtaining additional social media applications. The
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additional expenses have been added to the existing budget to produce the total proposed
budget.
Public relations plan
The suggested change for the innovative learning department will impact the Innovative
Learning department and the E-communications team in the Public Information department. The
Innovative Learning department of BCPS desires to help all learners reach their highest potential
through the inclusion of digital tools, applications, and resources (Innovative Learning, 2017b).
The goals that have been established to achieve this mission is to help students reach their
highest potential, increase social media presence, and increase parent involvement (BCPS,
2016a). In an effort to achieve the goals that have been established, a new position has been
created in the Innovative Learning department. The new position is Instructional Social Media
(ISM) Specialist. The entire Innovative Learning department will need to be informed of this
change with clear directives being given to the Project Manager of technology and instruction.
The ISM specialist will report directly to the Project Manager of technology and instruction. The
Chief Academic Officer will also need to meet with the Chief Public Information Officer to
describe the need for change, share suggested changes, share how the marketing and
communications department will benefit from this change, and request feedback. With the
support of the Chief Public Information Officer, he will then notify the director of Marketing and
Communications of the upcoming changes in the Innovative Learning department. The director
of Marketing and Communications will then meet with the manager of Integrated Marketing
Communications and Social Media to explain the upcoming changes. The director of Innovative
Learning will need the support of the manager of Marketing and Communications to aid in
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reaching the set goals. The Chief Academic Officer will be the person responsible for
implementing the public relations plan.
The Innovative Learning department desires to increase the amount of resources for
parents, increase the amount of training offered for educators, and increase the amount of
advertisement of these resources that are provided by the Innovative Learning department. The
ISM specialist will work with the Project manager of Technology and Instruction to research
new educational resources for parents and prepare a list to be shared on social media accounts
within three months. The ISM specialist will meet with the manager of Integrated Marketing
Communications once a month to compile creative ways to advertise resources using BCPS
social media accounts. The ISM specialist will work with the Innovative Learning team over a
period of six months to increase the amount of training for educators and advertise these
trainings via BCPS social media accounts. The team will meet once a month to discuss training
opportunities and ways to advertise these trainings with a goal of increasing the number of
educators participating in the trainings being offered.
Through the modification that is taking place, the Innovative Learning department seeks
to increase the percentage of social media engagement and increase the amount of engaging
content on social media applications for all stakeholders. The ISM specialist will partner with the
manager of Integrated Marketing Communications within the first month to establish a
percentage goal for increasing BCPS social media engagement over the next six months. The
evaluate the numbers quarterly to monitor the progress. In addition to establishing a percentage
goal, they will also create an ongoing list of ways to creatively engage stakeholders through the
social media applications.
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The Innovative Learning department also seeks to increase the amount training videos for
parents, increase the amount of education related web based applications for parents and create a
relevant engaging blog for parents, through the changes that are being made. The ISM specialist
will work with the department team to create monthly educational training videos for parents.
The ISM specialist will ensure that the training videos are promoted via BCPS social media
accounts. The ISM specialist will continuously research new education related web based
applications for parents. Each month at least one new application will be featured via BCPS
social media accounts. The ISM specialist will begin the process of creating a blog for parents of
BCPS students. The ISM specialist will meet with the Innovative Learning team to brainstorm
topics for the blog and a projected launch date. The goal will be to launch the blog within six
months of the first meeting date.
The ICM specialist will have a challenging role of working with others to reach the goals
that the department have established. Due to the challenging tasks that are forthcoming, the ICM
specialist will need to have virtual meetings via Skype and phone conferences, in addition to
face-to-face meetings. The ICM specialist will be evaluated once a year by the Director of
Innovative Learning. Surveys for all stakeholders will be given via BCPS social media
applications, the BCPS website, and the Innovative Learning blog to offer feedback on the
continuous changes.
Professional development/Training
The ICM specialist will need to undergo training and obtain a certification in social
media marketing to gain or enhance skills that are necessary for the job. The ICM specialist will
take the social media certification training through Boot Camp digital (Boot camp digital, 2017).
The social media certification is 30 module training course that focuses on enhancing social
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media marketing skills such as blogging, social media planning, success tips, rules of social
media engagement, etc. The specialist will have a maximum of three months to complete this
certification. The cost of this program is $497 (Boot camp digital, 2017).
Timeline
Month Week Description Performed by
August Week 1 Inform Innovative Learning department about upcoming changes
-addition of new staff member
-provide clear directives for project manager of technology and instruction
Chief Academic Officer
Week 2 Meet to discuss the need for change in the Innovate Learning department-share suggested changes-share how marketing and communications department will benefit from change-request feedback
Chief academic officer and Chief
public information officer
Week 2 Create a proposal of changes to submit to BCPS superintendent of schools for approval -Upon approval notify Chief Public Information Officer of approval
Chief Academic Officer
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Week 3 Discuss upcoming changes for department
Chief Academic Officer and Manager of Integrated Marketing
Communications (IMC)
Week 3 Advertise position for an Instructional Social Media (ISM) Specialist
Chief Academic Officer
Week 3 Create an implementation plan
Chief Academic Officer
September Week 2 Hire ISM Specialist Chief Academic Officer
Week 3 Begin social media certification modules
ISM specialist
October Week 1 Compile creative ways to advertise resources using BCPS social media accounts
Establish a six month percentage goal for increasing BCPS social media engagement
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders
ISM specialist and IMC manager
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through the social media applications
Week 2 Create additional training for educators -advertise these trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Innovative Learning Team (including ISM specialist)
Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
ISM specialist and others from
Innovative Learning team
November Week 1 Compile creative ways to advertise resources using BCPS social media accounts
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders through the social media applications
ISM specialist and IMC manager
Week 2 Create additional training for educators -advertise these
Innovative Learning Team (including ISM specialist)
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trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
ISM specialist and others from
Innovative Learning team
December Week 1 Compile creative ways to advertise resources using BCPS social media accounts
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders through the social media applications
ISM specialist and IMC manager
Week 2 Create additional training for educators -advertise these trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Innovative Learning Team (including ISM specialist)
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Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
ISM specialist and others from
Innovative Learning team
January Week 1 Compile creative ways to advertise resources using BCPS social media accounts
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders through the social media applications
ISM specialist and IMC manager
Week 2 Create additional training for educators -advertise these trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Innovative Learning Team (including ISM specialist)
Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
ISM specialist and others from
Innovative Learning team
Week 4 Begin quarterly feedback via survey social media apps,
ISM specialist and IMC manager
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website, blog
February Week 1 Compile creative ways to advertise resources using BCPS social media accounts
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders through the social media applications
ISM specialist and IMC manager
Week 2 Create additional training for educators -advertise these trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Innovative Learning Team (including ISM specialist)
Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
Brainstorm topics for blog and choose a projected launch date
ISM specialist and others from
Innovative Learning team
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Week 4 Begin creating content for a blog for parents of BCPS students
ISM specialist
March Week 1 Compile creative ways to advertise resources using BCPS social media accounts
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders through the social media applications
ISM specialist and IMC manager
Week 2 Create additional training for educators -advertise these trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Innovative Learning Team (including ISM specialist)
Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
ISM specialist and others from
Innovative Learning team
April Week 1 Compile creative ways to advertise resources using BCPS social media
ISM specialist and IMC manager
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accounts
Evaluate the percentage goals for social media engagement
Create an ongoing list of ways to creatively engage stakeholders through the social media applications
Week 2 Create additional training for educators -advertise these trainings via BCPS social media accounts
Discuss training opportunities and ways to advertise these trainings
Innovative Learning Team (including ISM specialist)
Week 3 Create a monthly educational training video for parents-promote on BCPS social media accounts
ISM specialist and others from
Innovative Learning team
Week 4 Evaluate ICM specialist
Director of Innovative Learning
team
Decision makers
This proposal was designed to discuss the need for change within the ITDE unit for
BCPS. This proposal would need to be submitted to the BCPS Superintendent of Schools for
approval. Since the proposed changes will impact multiple departments, this proposal would first
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need to be reviewed by the Chief Academic Officer and the Chief Public Information Officer
before submitting to school superintendent. The chief officers will be able to modify any
information before submitting the final proposal to the superintendent of schools.
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References
Boot Camp Digital. (2017). Social media certification at your pace. Retrieved from
https://bootcampdigital.com/online-social-media-certification/#1484343950550-
b4b69b76-1033
Broward County Public Schools. (2016a). Broward county public schools: Strategic plan.
Retrieved from http://browardschools.com/SiteMedia/Docs/Info/pdf/2016-BCPS-Strat-
Plan.pdf
Broward County Public Schools. (2016b). Empowering students, strengthening communities.
Retrieved from http://browardschools.com/SiteMedia/Docs/Info/pdf/BCPS-Community-
Brochure.pdf
Broward County Public Schools. (2017a). Broward county public schools. Retrieved from
http://www.browardschools.com/Home
Broward County Public Schools. (2017b). Department units. Retrieved from
http://innovativelearning.browardschools.com/department-units/
Broward County Public Schools. (2017c). Information technology department. Retrieved from
http://www.browardschools.com/departments/it
Broward County Public Schools (2017d). Innovative learning. Retrieved from
http://browardschools.com/departments/innovative-learning-and-arts
Broward County Public Schools. (2017e). Learn more about broward county public schools.
Retrieved from http://browardschools.com/About-BCPS
Broward County Public Schools. (2017f). Public information office. Retrieved from
http://browardschools.com/About-Us/Departments/Public-Information-Office
Broward County Public Schools. (2017g). SMART technology. Retrieved from
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http://browardschools.com/Web/Smart-Needs-it#.WV1ooYWcHIU
Hughes, Brian. (2016). How social media is reshaping today’s education system. Retrieved from
https://www.entrepreneur.com/article/273044
Innovative learning. (2017a). Innovative learning. Retrieved from
http://innovativelearning.browardschools.com/
Innovative learning. (2017b). Our mission and vision. Retrieved from
http://innovativelearning.browardschools.com/our-mission/
Innovative learning. (2017c). Our team. Retrieved from
http://innovativelearning.browardschools.com/our-team/
Innovative learning. (2017d). Summer 2017 newsletter. Retrieved from
https://browardschools.instructure.com/courses/226922/pages/summer-2017-newsletter
Innovative learning. (2017e). Webinars. Retrieved from
http://innovativelearning.browardschools.com/webinars/
Jennings, John. (2017). 8 Social media accounts to learn from. Retrieved from
https://www.skyward.com/discover/blog/skyward-blogs/skyward-executive-blog/april-
2017/8-top-school-district-social-media-accounts
Public Agenda. (2012). Parents want to be involved in children’s education yet don’t understand
key factors affecting public education quality. Retrieved from
https://www.publicagenda.org/pages/engaging-parents
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Appendix
Instructional Social Media (ISM) Specialist
The Innovative Learning unit of the Broward County Public School System is seeking an
Instructional Specialist with social media expertise. The ISM specialist must be organized,
efficient, and creative. Skills in research are necessary for this position. Responsible for assisting
in the management and updating of BCPS social media applications with instructional and
training content. Responsible for assisting others within the unit with tasks associated with the
development of training videos. Assist with finding additional social media platforms that are
beneficial for instructional resources. Assist in finding resources for parents, students, and
teachers. Responsible for assisting others within the unit find strategies that will help increase
student achievement.
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