New Berlin Information Technology Planning Process
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Transcript of New Berlin Information Technology Planning Process
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Information Technology Planning ProcessThe Stephens Group LLC
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What is the purpose of these work sessions?
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To Create a Combined Information & Technology Literacy Plan
Long Range Library Media
Plan
Technology Plan
Information & Technology
Literacy Plan
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What is the purpose of the plan? Improved Student Achievement
DPI Requirement NCLB Requirement
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How the plan is structured?
Part 1: Executive Summary, Mission/Vision, Introduction, Background
Part 2: Analysis of Previous Plan
Part 3: Current Status
Part 4: Action Plans• Educator Proficiency Action Plan • Effective Teaching & Learning Practices Action Plan• Access to Information & Learning Tools Action Plan• Support Systems & Leadership Action Plan
Part 5: Budget
Part 6: Monitoring & Dissemination
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Mission/Vision of the Plan
District Mission/Vision
Information & Technology
Mission/Vision
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In future planning sessions we will: Study the current information
technology plan Analyze needs assessment data Review relevant research Identify needs Work on Action Plans
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Today we will:
Work on the Mission and Vision for the plan
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Four Pillars
Mission: WHY do we exist? Purpose
Vision: WHAT do we hope to become? Direction
Values: HOW will we fulfill the mission and vision? Commitments
Goals: HOW will we monitor progress?
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Why Do We Need Commitments?
Specific statement of action that will fulfill the mission & vision Embed as questions in hiring process
Contributes to action orientation of a PLC When staff promise to act in a certain way,
it closes the ‘knowing-doing’ gap Staff promises to parents and students
Clarifies each member’s role Veteran teachers meet with new teachers,
Upper classmen meet with freshman
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Tips for Getting the Most Out of These Meetings: Remain open to new technologies Focus on benefits not obstacles Enjoy the expertise of others Stay focused to maximize our limited
time today
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Why Do We Need Commitments? (continued) Provides an effective system of
accountability Leaders can refer back to commitments
when calibration is required vs. “district wants it done this way” or “I am the boss”
Changes the culture of the organization Clarify new behaviors and solicit support
Creates an internal vs. external focus
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Suggestions for Developing Commitments Limit to a reasonable number
Single digits Be explicit and direct
Vagueness invites a wide range of actions Avoid writing statements as beliefs
Focus on actions
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Questions?