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Measuring Your Investment in Technology

Measuring Your Investment in Technology.

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Measuring Your Investment in Technology

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  1. Measuring Your Investment in Technology In the rapidly changing world of technology, schools struggle to measure the success of current initiatives while planning for necessary upgrades and new acquisitions. Discover a series of essential questions designed to assess a school’s investments in technology and to help plan strategically for the future. PRESENTED BY David Chottiner, Shady Side Academy (PA); James Garcia, The Webb School (TN); Susan Kearney, St. Paul’s School (MD); Patricia Marshall, Ranney School (NJ); Matt Sigrist, The Peck School (NJ)

  2. Essential Questions • Does this initiative advance our mission? • Does this initiative enhance our learning goals? • Have we effectively planned a rollout strategy? • Do we have adequate support in place? • How do we measure success?

  3. Does this initiative advance our mission?

  4. Mission Centered Purpose; Technology as an Accelerator of Message 1. Defining unique purpose of independent schools, (mission centered) 2. Defining our schools’ unique purpose 3. Pathways to meet mission; students/people, tradition, vision,values tools and facilities (marketing leverage)

  5. David Chottiner, Academy Director of Programs Shady Side Academy (founded in 1883) Pittsburgh, Pennsylvania Enrollment, 936 (Junior, Middle and Upper Schools) Faculty, 117 Student-Faculty Ratio, 8: 1 Average Class Size, 13 Shady Side Academy Mission Shady Side Academy offers an exceptional PK-12 academic and balanced educational experience by challenging each student torealize his or her potential in a stimulating and nurturing environment.

  6. James Garcia, Dean of Students/Director of Residential Life, English Dept. The Webb School, (founded in 1870) Bell Buckle, TN Enrollment, 300 Day/Boarding students Faculty, 47 The Webb School Mission Our mission is to turn out young people who are tireless workers, and who know how to work effectively; who are accurate scholars; who know the finer points of morals and practice them in their daily living; who are always courteous.

  7. Susan Kearney, Head of Institutional Initiatives • St. Paul’s School (founded in 1849) • Baltimore, Maryland • Enrollment, 755 (Lower, Middle and Upper Schools) • Faculty, 110 • Student-Faculty Ratio, 8:1 • Average Class Size, 15-17 • St. Paul’s School Mission • Seek truth, knowledge and excellence; live by faith, compassion and integrity

  8. Patricia Lee Marshall, Associate Head of Academic Administration/Lower School Head Ranney School (founded in 1960) Tinton Falls, NJ Enrollment, 820 (Lower, Middle and Upper Schools) Faculty, 93 Student to Faculty Ratio, 9:1 Average Class size, 13

  9. Ranney School Mission • Ranney School provides students with an exemplary, well-rounded education, one that promotes the development of every child’s intellectual, personal, creative and moral promise. By serving a diverse community that values a rigorous, wide-ranging program of study, Ranney students are inspired to reach their full potential. Guided by dedicated and compassionate professionals, the Ranney experience is distinguished by the heartfelt bond between student and teacher — the hallowed principle celebrating the unique nature of every child. In an environment with contemporary learning resources, students learn the value of contributing to their local and global communities through leadership and service. The school’s motto — Knowledge, Vision, Honor — is as much an aspiration as it is a social imperative, one that informs the thinking and actions of our students. Awakening students’ intellectual potential and encouraging them to communicatewith confidence in their own unique voice remains fundamental to the Ranney experience. The ultimate success of our students is the result of a simple yet powerful mission–promise: every child is known and valued.

  10. Matt Sigrist, Head of the Upper School The Peck School (founded in 1893) Morristown, NJ Enrollment, 337 students, k-8 Faculty, 56 Student to Faculty Ratio, 6:1 The Peck School Mission We believe that, in life, knowledge must be guided by values. Through a commitment to character formation and a rigorous and inspirationalacademic program, The Peck School strives to build in each student the capacity for disciplined learning and consideration of others. With dedicated faculty and families, we prepare our students to succeed in secondary school and to lead healthy, productive, and principled lives.

  11. Mission, Marketing, MessageTechnology as Accelerator • Values and outcomes (enduring overtime) • Curriculum (“the competitive edge”) • Teachers as Experts (modern and relevant) • Students (shaping young people for tomorrow) • Facilities and Programs (state of the art and cutting edge)

  12. Does this initiative enhance our learning goals?

  13. Implementation of Technology in the Classroom - Identifying Goals for Implementation - Support school’s mission/curriculum - Latest technology - Appease parents - Admissions - Educating our Students -“Our students know more than we do.” - Classroom time - Special programming

  14. Impact of Technology on Students How do we measure the educational impact of technology on our students? Is it possible? What skills are we trying to teach? - Research - Management - Publishing - Communication

  15. Impact of Technology on Policy What school policies need to change? - Acceptable Use Policy - School’s Responsibilities - Honor Code

  16. Have we effectively planned a rollout strategy?

  17. Strategic Rollout - Context How can we coordinate the rollout of this initiative with others to ensure they work in tandem and avoid conflict or initiative fatigue? • Initiative Fatigue: Tech Initiatives vs. Major Institutional Change • TECH ON TECH Conflict: • Cognitive Overload -Have you equipped employees with the mental models to understand the functionality of the technology?

  18. Strategic Rollout - People Role Definition: Software/Hardware maintenance Training CheerleadingFeedback and Adjustments It’s the people, not the Technology! • Teachers willing to collaborate • Teachers willing to commit to professional development • Teachers willing to coach/mentor other teachers • Teachers willing to share and encourage others to learn from their experiences

  19. Strategic Rollout - Communication Must be Intuitive and Focused on Added Value: • Student learning • Work-flow efficiency Modeledwith commitment and consistency from Admin and Faculty Leaders Feedback Loops To change is to improve, to be perfect is to change often Winston Churchill

  20. Strategic Rollout - Costs Have all costs been accounted for? • Capital Expenditures • hardware, software, hidden vendor costs • Support and Ongoing Maintenance - • technology ops v. academic tech • Professional Development

  21. Do we have adequate support in place?

  22. Design and commit to support for faculty professional development • Communicate priority - mandates from leaders, tie to evaluation • Create time - late start, professional days, blow up schedule • Invest money- substitutes, off site training, trainers/integrators, evaluate spending ratios (ie PD v. tech) • Assign responsibility - PD and Academic Technology support

  23. How do we measure success?

  24. ROI v. VOI Business model v. education model Investment in tech v. investment in people Data/scores v. creativity and innovation student learning - Costs v. value proposition

  25. Essential Questions • Does this initiative advance our mission? • Does this initiative enhance our learning goals? • Have we effectively planned a rollout strategy? • Do we have adequate support in place? • How do we measure success?

  26. Resources Forget ROI, Here’s the 5-Step Tech Investment Plan Districts should be using”, Keith Krueger, CoSN, 6/30/13 Are Schools Getting a Big Enough Bang for Their Education Technology Buck? Ulric Boser, Center for American Progress, 6/4/13 Transforming Classroom Practice: Professional Development Strategies in Educational Technology, Arlene Borthwick and Melissa Pierson, ISTE, 2008. Simplified ROI: Measuring What Matters Most. Howard Prager and Susan Vece, Chief Learning Officer, November 2009. When Mission and Market Forces Intersect: How Independent Schools Navigated Economic Uncertainty. Barry Gilmore and Matthew Rush. Independent School, 2011. The Value of Teaching and Learning Technology: Beyond ROI. Jonathan D. Mott and Garin Granata. Educause Quarterly, Number 2, 2006. New Educational Wealth as a Return on Investment in Technology. William H. Graves. Educause, July/August 2002. Bright Bytes, a company specializing in tech implementation strategies and survey instruments.

  27. Contact information David Chottiner, dchottiner@shadysideacademy.org James Garcia, jgarcia@webbschool.com Susan Bond Kearney, skearney@stpaulsschool.org Patricia Marshall, pmarshall@ranneyschool.org Matthew Sigrist, msigrist@peckschool.org

  28. Rate this session 2014 NAIS Annual Conference Mobile App Go to the workshop listing, click on the ACTIONS tab and choose “Rate Session” to provide valuable feedback…

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