Management

15+ years experience; 8 years Tech Director at Trinity Prep, WP FL; previously corporate tech manager to Large law firm with several offices in Florida MIS; several technical certifications Technology consultant to independent schools seeking to evaluate/assess Long-range planning and design, work-flow effectiveness, management of information services operations.


 * __Managment Presentation

NAIS 2009__**

[|CoSN Essential Skills for Tech Leaders.pdf]
24/7 demands despite increasingly lean budgets: Leverage streamlined solutions, not a break/fix mentality, more than ever importance of hardware refresh policy, energy saving policy clear to community of users, virtualization (server consolidation) can have a substantial impact on TCO: significant energy and resource mgmt.
 * Management Key points**

Move to web vs. onsite hardware/software where feasible, lower administrative costs, seek hosted solutions where applicable; schools smaller than 400 students schools should be seriously considering outsourcing of mail; filter; backup; etc. major impact to overage costs of support (i.e. staff salaries, growing needs, etc.). 24/7 demands despite operating with lean budget parameter

Leverage demand by school constituents for online accessibility; grade reporting; online giving; statements; address changes. Moves the data entry responsibility to the "user" vs. the school admin. Alleviates need to grow staff to supportgrowing demands for information. Provide transparency where feasible; reduces workforce demands (i.e. phone calls, visits, e-mail);

Research indicates that schools benefit least from technologies ability to automate routine tasks! Missing a tremendous opportunity for maximizing efficiency (admissions; business office; development MAJOR impact)... sq. footage savings; staff hires; postage; paper; ink/toner etc

Get out of the office and the nuts and bolts of technical operations and get into departmental meetings. Listen to each departments challenges and find ways, through the use of technology, to assist them in meeting their goals and objectives."

__**Recommended reading for technology leaders:**__
__**Books:**__

Excerpt from Chapter 1: http://www.iste.org/source/orders/excerpts/tdlead.pdf
 * The Technology Director's Guide to Leadership, Don Hall, Published by: ISTE**

**T****he Best Service Is No Service: How to Liberate Your Customers From Customer Service, Keep Them Happy and Control Costs** //(Wiley & Sons, March 2008)//Interview with author,Bill Price, http://www.customerthink.com/interview/best_service_no_service

__**Articles:**__ Educase Review, November/December 2007 http://connect.educause.edu/Library/EDUCAUSE+Review/TheOrganizationoftheOrgan/45222?time=1235410468
 * The Organization of the Organizations: CIOs' Views on the Role of Central IT**

by Ritu Agarwal and Cynthia Beath, Society for Information Management (SIM), 2007 http://www.cioinsight.com/c/a/Leadership/The-Looming-CIO-Shortage/5/
 * Grooming the 2010 CIO**


 * CoSN Framework of Essential Skills for Technology Leaders**
 * Leadership and Vision
 * Planning and Budgeting
 * Team Building and Staffing
 * Systems Management
 * Information Management
 * Business Leadership
 * Education and Training
 * Ethics and Policies
 * Communication Systems


 * Roles of the 2010 CIO**

**Strategist** Innovation catalyst, effective [|business] partner, shaper of mission and vision

**Relationship architect** Relationship builder across and beyond the enterprise, relationship manager

**Leader** Designer, leader, inspirer, developer of people

**Information steward** Guardian of high-quality data and operationally reliable systems, security, privacy

**Integrator** Leader in enterprise-wide integration of processes, information and decision support

**Educator** Missionary who provides insights about key [|information technologies]

**Utility provider** Supplier of solid, dependable and responsive [|IT infrastructure services]

=__**NAIS 2008**__= Several schools are re-thinking the traditional roles of "Technology Director" - the 20th century notion is one who can provide all the technical know-how to make systems work. What's different now? What should schools be considering as they re-think technology leadership in their schools?

__ Prompt Questions: __ 1. ** Without getting too technical, what are some __key challenges__ regarding planning, budgeting and implementation of technology infrastructure that did not exist 10 years ago? **
 * The **__ pervasiveness of information services __**** throughout every aspect of the school ** has transformed the technical services landscape well beyond 10 years ago. The "break/fix" mentality is no longer an option at a thriving independent school which provides expansive technical services. A proactive approach is absolutely necessary in achieving the economies of scale necessary to support institutions whose budget model has not changed much in the last 10 years. Operating within a lean staffing model requires streamlined strategies for supporting the communities hardware, software, and information services needs.
 * The areas most impacted by the embedded nature of information services is tied closely to the use of **__ Internet-based resources __** (web 2.0 tools); library and media services have been transformed with a tremendous emphasis on providing access and support for audio/visual services. Virtually every academic discipline is demanding more access to audio/visual technologies specifically streaming, Internet2, the demand for more and expanding bandwidth is tremendous, together with accessibility to wireless technologies. The importance of considering security and ethical use issues while providing access to services.


 * What is changing? **
 * The role of the information services leader.
 * Reporting/Staffing structure where does library and media services fit into the equation
 * Data driven decision making
 * Privacy, confidentiality, ethical & security issues. Legislative changes on the retention of electronic media
 * Incorporate creative ways to provide budgeting & funding necessary to support the information services of the school.
 * Information services unique ability to enhance physical space needs and provide substantial savings
 * Transparency of data internal vs. external
 * What do school leaders need to be aware of?**
 * **__ IT leaders must be beyond IT __**, strategic thinker, collaborator, communicator, fund-raiser, construction coordinator, financial acumen
 * Reference Critical Questions for School Leaders developed by the NAIS 21st Century Task Force, together with NAIS' Principals of Good Practice for Technology: [|Critical Questions for School Leaders] & [|Principals of Good Practice Technology]
 * Reference The Consortium for School Networking's (CoSN) CTO Essential Skills = http://cosn.org/resources/cto_council/framework.cfm}
 * **__ Re-alignment of organizational structures __**** . ** Schools cannot expect to do business the way they always have and expect different results. Funding for information services will continue to grow... **Re-purpose** existing investments where possible (get the right people on the bus and put them in the right seat - "Good to Great.")
 * Outsourcing maybe a critical consideration.
 * 2. What are some strategies and best practices to deal with these new pressures and changes? **
 * **__ You must have a strategic plan which incorporates information services considerations __**** – ** Incorporate Best Practices as prescribed by NAIS & Answer the Critical Questions for your school
 * **__ Proactive collaboration: __** The idea of with every area of the school by the information services leader is a key strategy. The information services leader's role is to be intimately familiar with how each aspect/area of the school uses data, disseminates information, and to be conversational in each areas primary mission and or goal. Working collaboratively with school leaders (academics; advancement; facilities; library services; media services; admissions; administrative; counseling, etc.). These goals must be clear to the information services leader so that they may properly strategize, diagnose, and implement solutions. Making informed decisions based on a clear understanding of each functional areas expected results and internal challenges.
 * A firm commitment and expectation from information services leaders and staff of ** non-judgmental proactive support ** with a goal of providing ** exceptional "customer" service ** to everyone in the school community.
 * **__ Employ qualified technical staff and invest in them __** with access to growth and development opportunities to succeed in meeting the needs of a dynamic information services landscape! Expect them to return from these opportunities with S-M-A-R-T goals (** S **pecific; ** M **easurable; ** A **chievable; ** R **ealistic; and ** T **imed) wherein specific goals for improvement can be integrated into the institution.
 * CoSN: CTO Clinics; Encourage collaboration and networking with other CTO/CIO's and school leaders.
 * **__ Commit to Data Driven Decision Making __** through the use of surveys, encourage pilot projects,evaluate progress and target interventions that improve the outcome.

__Original Notes Below__ //**existing**//