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Information and research on the technology infrastructure nececessary to establish a 21st Century teaching and learning environment.
Updated on Feb 04, 11
Created on Jul 06, 10
Category: Schools & Education
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Thomas Miller's List: aps_Infrastructure
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Jul 01, 10
Moodle Guide for Teachers (graphic)
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Jul 06, 10
Secretary of Education comments on data and assessment.
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For example, the draft technology plan highlights how one district has built an online one-stop shop to connect teaching resources, assessments, and system-wide data. In Virginia's Fairfax County Public Schools, teachers use a Web-based system called the Electronic Curriculum Resource Assessment Tool to create and access lesson plans, worksheets, assessment tools, and other resources tied to district-approved standards.
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Jul 06, 10
The provision of adequate technology infrastructure for online learning is an expense that all institutions need to face, be they school, VET or higher education. There are examples of differing strategies in place throughout the world which can act to inform and guide organizations. The clear signal which comes from much of the literature suggests the need for infrastructure to be tied to the professional development of staff so that decisions are led by pedagogical and educational considerations rather than the technology itself (eg. Jonassen & Reeves, 1996).
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Jul 06, 10
Components of an Online Learning System (p 128-134)
Related Issues (p 134)
Change Management (p 139)
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Jul 06, 10
Tech investements can pay big dividends
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“There are a number of one-time technology investments that make tremendous sense,” Duncan said. Using technology to improve student achievement makes teachers feel almost as if “they’re cracking a code,” he explained. With adequate student data, teachers come to realize that effective instruction is not based on “just a guess or an assumption or a hunch, and all that is being driven by technology.”
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Jul 08, 10
Highlights the importance of staffing in developing 21st century curriculum.
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Hire or Designate a Technology Specialist
The primary responsibility of a technology specialist is to buttress what happens in the classroom. As technology specialist Paulette Williams says, "There should be someone like me in every school." Finding the funding to employ a full-time staff member to shepherd the integration of technology into the curriculum may be difficult, especially during the current economic downturn. So, again, think creatively. Can you reallocate resources, hire someone part time, or find a volunteer?
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Jul 09, 10
Assessment for District Leaders to determine their readiness for effective technology leadership
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Jul 09, 10
CoSN's resources for the 21st Century superintendent leadership.
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Empowering the 21st Century Superintendent
"We have lots of good school districts in our country. We have just a few great school districts. Getting from good to great is a quantum leap. Technology plays such a significant role in that."
Dr. John Morton, Superintendent, Newton (KS) Public Schools
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Jul 19, 10
overview of IT director's going through an open source implementation.
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What 3 things should any president know about information technology?
Presidents should know at what level their IT department is functioning. Is it operational (i.e., just keeping things running), or is it a strategic partner (i.e., helping to transform the institution), or is it somewhere in between the two? If an IT department leans toward the operational end of the scale, a president shouldn't expect it to act like a strategic partner. If the president desires to move the IT department from an operational function to more of a strategic role, that will necessitate an investment of time, resources, and people. And like most investments with solid returns, the transition to a strategic IT department is a process that does not happen overnight.
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Aug 10, 10
How the CIO manages change and builds consensus in governance issues.
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This "lack of control" in no way devalues the critical role of the CIO to the institution. Control is simply an incorrect term—particularly for an environment undergoing constant change. Rather, the role of the CIO is more about managing expectations and shaping the evolution of IT. Rosabeth Moss Kanter1 describes a set of innovation and change skills that have great relevance to the IT environment. A look at how a CIO actually spends his or her time reveals activities such as building coalitions, nurturing teams, communicating with administrators, faculty, and students, and monitoring the environment.
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This "lack of control" in no way devalues the critical role of the CIO to the institution. Control is simply an incorrect term—particularly for an environment undergoing constant change. Rather, the role of the CIO is more about managing expectations and shaping the evolution of IT. Rosabeth Moss Kanter1 describes a set of innovation and change skills that have great relevance to the IT environment. A look at how a CIO actually spends his or her time reveals activities such as building coalitions, nurturing teams, communicating with administrators, faculty, and students, and monitoring the environment.
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Aug 25, 10
In 2002, Harvard Business Review published an article entitled "Six IT Decisions Your IT People Shouldn't Make."1 The authors were not suggesting that IT people should not be involved in decisions about how much is spent on IT or about what security or privacy risks should be accepted. They were saying that these issues should not be left to IT professionals exclusively. The authors were making the point that strategy is defined by the CEO and the primary functions of the organization, not by the IT unit. Therefore, IT leaders need to make sure that IT is part of the discussion, that it is a means for carrying out that strategy.
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In 2002, Harvard Business Review published an article entitled "Six IT Decisions Your IT People Shouldn't Make."1 The authors were not suggesting that IT people should not be involved in decisions about how much is spent on IT or about what security or privacy risks should be accepted. They were saying that these issues should not be left to IT professionals exclusively. The authors were making the point that strategy is defined by the CEO and the primary functions of the organization, not by the IT unit. Therefore, IT leaders need to make sure that IT is part of the discussion, that it is a means for carrying out that strategy.
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It is critical that IT leaders know their IT costs, including the distributive costs outside of the central IT organization. Both operating and capital costs must be clearly understood, and more important, the functions that these expenditures support and how these lead to institutional goals need to be carefully and clearly communicated.
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Aug 25, 10
Top executives often feel uncomfortable making hard choices about information technology. But when they abdicate responsibility, they set their companies up for wasted investments and missed opportunities.
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Aug 25, 10
Clearing House and Resource Center for IT Governance Information
The IT Governance Institute (ITGI) exists to assist enterprise leaders in their responsibility to ensure that IT is aligned with the business and delivers value, its performance is measured, its resources properly allocated and its risks mitigated. -
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More than two decades ago, UBC distributed the bulk of its central IT resources to academic and administrative units. The remaining central IT organization functioned as what is locally known as an ancillary unit, meaning that it received no financial subsidy from the university and was required to fund its operations by "selling" services and by charging for the use of centrally managed infrastructure. Over time, some funding was allocated to central IT core activities such as supporting the data network, but the sales/revenue funding model remained in effect.
This combination of factors — significantly decentralized IT resources and decision-making, together with an IT funding model that was no longer appropriate to needs — led to systemic problems in IT governance, security, life-cycle infrastructure planning, and strategic focus. The new structure is intended to overcome these past challenges. Coupled with a new institutional strategic plan that effectively links budget priorities with strategic objectives, this new structure in IT leadership will be key to future success.
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11 Reasons Advanced Technology Classrooms Fail
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