Cleveland Metropolitan Schools

Department of Technology Strategy Document (DoIT)

February 2015

Introduction

Technology

The Cleveland Metropolitan School District Department of Information Technology (DoIT) strategy document is designed to be a guideline for success factors and indicators in creating a well-run information technology organization within the Cleveland Metropolitan School District. The strategy document will identify key strategic factors that will be specific enough to drive information technology decisions over the next three to five years, as well as aiding the executives of the district to measure the effectiveness of the information technology organization and information technology services contributing to the success of the district.

The information technology document is designed to accompany the districts’ educational, business, financial, and other operational strategies to accomplish the districts overall “enterprise” strategic course. This IT strategy document is not the IT strategic plan. The strategy will set direction, whereas a strategic plan outlines the specific initiatives and expenditures over the next few years. The district will need to make decisions about the future of technology within the district and how best it can be leveraged to meet the academic, business and financial objectives. The Department of Information Technology (DoIT) strategy is aligned to the successful implementation of the Cleveland Plan.

The IT strategy supports the five strategic actions in the Cleveland Plan, which will contribute to improved student achievement demonstrated by an increased mastery of rigorous curriculum learned within dynamic, contextual learning environment. The challenge facing the Information Technology organization is the creation of a comprehensive strategic vision of information technology that will define an acceptable standards based, best practice environment while still permitting decentralized innovation to accommodate the instructional technology ecosystem.

The lack of a comprehensive strategic information technology vision has resulted in the accumulation of varied technology organizational structures and a diverse number of architectural platforms and applications that must be supported to meet day-to-day operational needs. This process has resulted in an information technology organization supporting structures, technologies and applications that have grown in an independent manner, and typically not having measured success or effectiveness. This diversity has resulted in increased cost, risk and reduced ability to rapidly respond to growing needs for technology support within the district.

In an effort to change the direction of information technology within the district, this strategy document will outline a vision of alignment of personnel into functional areas of coverage for maximization of effectiveness, creation of new roles to promote an agile organization prepared to partner with executive level, instructional education, and business operations to achieve the goals of the Cleveland Plan.

Strategic Actions to support the implementation of the Cleveland Plan

The CIO will be accountable to the executive leadership of the district in creating and maintaining a partnership that fosters the district’s strategic mission and meeting the established goals for the inclusion of technology within the educational processes. This section will include the DoIT vision, high-level goals, and principles that will make our organization a highly recognized leader in K12 technology departments. Additionally, the CIO will commit to restoring interdepartmental collaboration as well as the necessary infrastructure to support the collaborative efforts, which will include technology advisory teams made up of community members, board members, educators, business leaders, and information technology professionals.

The IT organization must transition from the current “stovepipe/break-fix” role to a performance standards based organization with an interest in partnering with the executive leadership, business units, and instructional education of the Cleveland Metropolitan School District to achieve the tenants of the Cleveland Plan.

1.  Supporting Quality Schools

·  The systems, supports, and maintains the technical infrastructure required to support quality schools

2.  Designing and implementing effective IT governance and financial models to support and sustain the district’s IT infrastructure

·  Governance structures and financial models to support portfolio schools

3.  Creating demand for our schools

·  IT infrastructure allows portfolio schools to utilize technology for instructional differentiation

4.  Strengthening the capacity of teachers and leaders

·  Professional Development and digital literacy standards for teachers, leaders and support staff

5.  Serving as effective resource stewards

·  Shared services, standards and alignment, sustainability strategies that reduce waste and inefficiencies

CMSD Technology Strategic Actions / Key Implementation Initiative / Elements of the Cleveland Plan
1.  Supporting Quality Schools with reliable and effective technology / ·  Critical upgrades to the District’s network, server, and data infrastructure
·  Reliable, consistent and equitable computer replacement program
·  Wireless network builds in “legacy” schools
·  Upgrade, standardize and maintain desktop operating systems and office productivity suites / ·  Grow the number of high-performing district and charter schools in Cleveland and replace failing schools
·  Supporting quality schools requires a commitment to operational effectiveness at the district level that removes the barriers and frees teachers and educators to focus on the work of educating students.
2.  Design and implement effective IT governance, financial models and technical support to support and sustain the district’s IT infrastructure / ·  IT Governance structure
·  Financial Model (cost allocation)
·  IT Staff
·  Technical Support / ·  Focus district’s central office on key support and governance roles and transfer authority and resources to schools
3.  Creating demand for our schools – reliable technology and robust and nimble IT infrastructure allows portfolio schools to utilize technology for instructional differentiation / ·  Instructional technology
·  Assessment (NWEA)
·  Career and Technology education
·  New and Innovative Schools / ·  Raise student achievement while closing achievement gaps
·  Significantly improve the conditions for learning
4.  Strengthening the capacity of teachers and leaders – professional development / ·  Evaluate Teachers, Leaders, and Staff on digital literacy and technology integration
·  Ongoing Professional Development
·  Full-time, school-based tech integration specialists / ·  Invest and phase in high-leverage system reforms across all schools from preschool to college and career
5.  Serving as effective resource stewards – shared services, standards and alignment, sustainability strategies that reduce waste and inefficiencies / ·  Merge IT services and supports into a single, cohesive department
·  Develop and implement shared services strategies with ITCs, ESCs
·  Develop and implement shared services strategies with county and city government / ·  Focus district’s central office on key support and governance roles and transfer authority and resources to schools

STRATEGIC ACTION #1

Support Quality Schools with reliable and effective technology.

1.  Network and Server Infrastructure

  1. The District’s core network and server infrastructure is essential for all aspects of the district’s operations. The district’s enterprise systems (HR, Financial), student information system, instructional management system, and operational systems (VoIP, nutrition services, transportation, firewall) requires continuous upgrades of technologies on recommended refresh cycles.
  2. Financial commitment to fund continuous upgrades and yearly maintenance
  3. Anticipates lifecycle refresh for server, network and data infrastructure with an anticipated upgrade or enhancement requirement at the midpoint of the equipment’s expected life expectancy.
  4. School Wireless Networks

2.  Classroom Technology Refresh

  1. Computer Replacement Program
  2. To build a bring your own device (BYOD) strategy to minimize the need for a recommended four year replacement cycle, twenty-five percent of the district’s computer technology will be replaced each year. Career and Technology Education computer technology will be refreshed on a three year cycle.
  3. Operating System and Office Productivity Suite upgrades
  4. The District’s current majority OS (Microsoft XP) is unsupported by its manufacturer.
  5. The District will upgrade to Windows OS 7/8/10 and Office 365
  6. Classroom – Instructional Technology
  7. LCD projectors, reinforced sound systems, Interactive boards, audience response systems must be maintained and upgraded on a regular cycle
  8. Video Distribution System
  9. Provides on-net access to instructional video resources
  10. Classroom technology to leverage video distribution system

3.  Data Governance

  1. Aggregate server infrastructure for key data systems
  2. Standardize database infrastructure
  3. Ensure system interoperability (systems must be able to “talk” to each other)
  4. Develop and continually test Disaster recovery plan for mission critical systems

4.  District Operations Infrastructure

  1. Time, Attendance and Reporting
  2. Nutrition Services
  3. Safety and Security
  4. Transportation
  5. Help Desk (and other support groups)

5.  Metrics

  1. Provide schools with metrics and data to support the effective use of technology integration into the classroom
  2. Design and implement the use of technology applications to provide real-time metrics
  3. Computer inventory monitoring
  4. LCD Projector monitoring
  5. Network monitoring and security

STRATEGIC ACTION #2

Design and implement effective IT governance and financial models to support and sustain the district’s IT infrastructure

Governance

Work on establishing a set of Core Technology Values was completed in early 2012 as a component of the implementation of the Transformation Plan. Under direction of Eric Gordon, a cross-functional team of teachers, principals, curriculum, technical and administrative staff developed the Core Technology Values as a foundation for the district’s technology governance.

Core Technology Values;

·  Technology supports the district’s academic mission and is a supplement to good instruction

·  Technology is purposefully employed to realize academic improvements and operational efficiencies

·  Technology systems should provide the “least restrictive”, anytime, anywhere environment for students, teachers and staff while maintaining a secure technology system.

·  Technology systems must be enabled to “talk” with each other (system interoperability)

·  Technology systems must be reliable, standardized, and easy to use

·  Technology resources should be equitably distributed to schools, students, teachers, and staff based on identified district priorities and district standards

·  Customized technology solutions to support the differentiated needs for schools, departments and programs are possible with the proper planning, time and resources (staff, budget)

·  Digital Literacy is critical requirement for the effective, efficient and ethical use of technology by all stakeholders (students, teachers, staff)

·  Continuous Professional Development is necessary for the effective and efficient use of technology

·  Cross-functional collaboration and change management are necessary for the planning, implementation, and management of technology systems

·  Evaluation, sustainability and maintenance strategies must be incorporated into the design and implementation of technology systems

·  Evaluation, research and data (metrics) guide technology decision making process

·  Technology is used for improving communication, collaboration and the sharing of information for students, parents, teachers, staff and the greater CMSD community.


Building on the work that was completed in developing the School District Technology Landscape and to realize the benefits of technology in support of the goals of the Cleveland Plan the District will establish a Technology Governance Committee to ensure that the design, implementation and sustainability of technology is grounded in the Core Technology beliefs.

Financial model – balance district technology standards with individual needs of the schools

-  Shared service strategy

-  Schools pay for their differentiated technology, infrastructure impacts and for individualized technical supports

-  Develop and implement a financial strategy that drives decision makers to cost-effective solutions and places a financial premium on “exceptions”.

Technology Staffing

-  Develop unified IT structure that eliminates “IT silos” and creates effective IT service supports that can deliver efficient IT services and supports to schools and administrative departments.

-  Develop differentiated staffing model to ensure that CMSD can attract, hire and retain highly qualified IT professionals

o  Requires an HR evaluation of current IT salaries and the development of a differentiated salary scale for specialized IT positions

o  Requires an investment in IT talent to develop, implement and maintain, large scale IT systems (HR, Finance)

Technical Support

-  Develop Help Desk into a service desk shared service for all CMSD departments

-  Evaluate and size school-based technical support to ensure the best “up-time” that the district can afford

-  Create differentiated technical support model (financial) for portfolio schools that require specific supports

-  Develop site-based programs that engage students in collaborative technical support activities (technician/teacher/student)

STRATEGIC ACTION #3

Creating demand for our schools – reliable technology and robust and nimble IT infrastructure allows portfolio schools to utilize technology for instructional differentiation

Develop impactful, research based strategies to integrate technology to meet curricular goals.

Utilize technology to;

-  To personalize instruction

-  Provide students with authentic experiences

-  Monitor and access student learning and growth

-  Increase student safety and security

-  Strengthen parent engagement (communication, awareness, involvement)

-  Increase inclusion and accessibility for students with special needs

Instructional Directions

-  Increase intra-school video conferencing to increase student access to high quality/high demand instructors

-  Increase student access to online instructional resources, virtual school offerings and credit recover program

-  Develop instructional supports to gather/monitor and provide real time instructional feedback (between students and teachers)

STRATEGIC ACTION #4

Strengthening the capacity of teachers and leaders

1.  Develop tech standards for teachers and staff

·  TDES – include technology integration and technology use competencies into the evaluation process (teachers, leaders and support staff)

2.  Develop comprehensive and ongoing Professional Development for technology integration (teachers, leaders and support staff)

3.  Leverage the newly created Technology Liaison position to assists with the integration of technology in the school

·  Include responsibilities for facilitating online assessment

STRATEGIC ACTION #5

Serving as effective resource stewards – implement shared services, increase technology standards and alignment, and develop sustainability strategies that reduce waste and inefficiencies

In order to meet the every changing dynamics within the educational environment, our information technology organization will be prepared to meet the every growing need of our customers, (i.e. parents, students, CMSD employees) by creating aligned functional teams. The district and information technology organization benefits by building redundancy within the organization, creation of cross functional teams for collaboration, and the extensible knowledge of the enterprise architecture for future projects.