Partnership+Proposal

August 15, 2008 David Varda – Executive Director Ohio Association of School Business Officials 8050 North High Street Columbus, Ohio 43235 Dear Dave, Currently, OASBO's target audiences are Business Managers, Treasurer's, Food Service and Transportation Directors, etc. I would like to propose a new division. The target audience would include: 1) Key technology leaders (Chief Technology Officers [CTOs], Chief Information Officers [CIOs], Technology Directors, etc.) from school districts and state education agencies across Ohio. 2) Technology leaders and influencers who see the accelerated use of technology as a means to improve teaching, learning, and administrative processes in Ohio. 3) Policy makers interested in technology's role in helping prepare our children to compete in the 21st Century Knowledge Economy. The goals of the new division within OASBO, possibly partnering with the Consortium for School Networking (CoSN) would be: 1) Enable district technology leaders to increase their knowledge and skills within the Framework of Essential Skills of District Technology Leaders (see below); 2) To empower K-12 Ohio technology leaders to participate actively as a key members of their organizations' leadership teams; and 3) To develop the capacity of technology leaders who aspire to accelerate strategic and system-wide uses of technology in their districts. This new division or group would be based on developing mutual understanding, knowledge and fellowship. I know that both you and I are excited to explore the possibility of OASBO expanding its horizon into this area of school business. Please review this information and let me know what our next steps might be to move this idea forward. Sincerely, David W. Hickey – CIO Mason City Schools

1. Leadership and Vision - Works closely with the executive cabinet and stakeholders to create a vision for how technology will support the district's strategic goals; 2. Planning and Budgeting - Works with the instructional and technical teams to identify the steps needed to meet strategic goals and a budget that takes into account the total cost of implementing technology solutions; 3. Team Building and Staffing - Creates and supports cross-functional teams for decision-making, technology support, professional development, and other aspects of the district's technology program; 4. Systems Management - Directs, coordinates, and ensures the implementation of all tasks related to: the development of technical specifications and infrastructure decisions; the selection, purchasing, installation and maintenance of IT; and the integration of technology into every facet of operations; 5. Information Management - Oversees the establishment and maintenance of systems and tools for gathering, mining, integrating and reporting data in usable and meaningful ways; 6. Business Leadership - Serves as a strong business leader who guides purchasing decisions, assists in determining the "return on investment" for all technology implementations, and fosters good relationships with vendors, potential funders, and other key groups; 7. Education and Training - Budgets, plans for and coordinates on-going, purposeful professional development for all staff using new technologies; 8. Ethics and Policies - Oversees the creation, implementation and enforcement of policies and educational programs related to the social, legal and ethical issues involved in technology use throughout the district; 9. Communication Systems - Directs and coordinates the use of e-mail, district web sites, voicemail systems and other forms of communication technology to facilitate decision-making, dialog and effective communication with the community and other key stakeholders //Building Stronger Resources for School District Technology Leaders in Ohio– Linking State & National Resources //  **//Discussion DRAFT //**  **Partnership Proposal ** Working with Ohio District Technology Leaders & the Consortium for School Networking (CoSN) July 22, 2008    This proposal defines how Ohio district technology leaders/CTO’s and CoSN might collaborate to meet the needs of school district technology leaders in Ohio.  While district technology leaders have a variety of titles (district technology coordinator or director, assistant superintendent for technology, district instructional technology director, etc), CoSN generically calls them Chief Technology Officers (or CTO’s). As the educational community matures in its use of technology, districts are increasingly hiring the position of a district-level technology leader/CTO (or having a team of technology leaders in larger districts).  <span style="FONT-FAMILY: 'Verdana','sans-serif'">Historically there has been little professional development for these key district-level educational technology leaders and few places for them to gather in most states. On a national level, this audience is a strategic focus of the Consortium for School Networking (CoSN). <span style="FONT-FAMILY: 'Verdana','sans-serif'"> __<span style="FONT-FAMILY: 'Verdana','sans-serif'">We believe there is a strategic opportunity for district technology leaders/CTOs, either as part of an existing Ohio state organization or in forming a new entity, to partner with CoSN which would serve this key technology leadership constituency __<span style="FONT-FAMILY: 'Verdana','sans-serif'">. <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'">Over the past three years, CoSN has begun building state chapters. Our eight current chapters are located in California, Colorado, Georgia, Louisiana, Maryland, New Mexico, Pennsylvania and Texas, with more coming. In many of the early states we were building new state nonprofits to serve district CTOs, but also have now established successful chapters with existing state organizations such as PAECT in Pennsylvania, CASE in Colorado, and CETPA in California. <span style="FONT-FAMILY: 'Verdana','sans-serif'"> __<span style="FONT-FAMILY: 'Verdana','sans-serif'">Our only requirement for a chapter relationship is that we require a strong, unified dues structure __<span style="FONT-FAMILY: 'Verdana','sans-serif'"> – in other words, when an institutional member (school district or intermediate service agency) joins CoSN (or vice versa, the state chapter), they are required to also join the state chapter. <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'">The reasons for a strong unification model are: ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">CoSN <span style="FONT-FAMILY: 'Verdana','sans-serif'"> can assist CTOs in the creation of new initiatives, improve the communications between local districts and state and national organizations and increase the sharing of information across states. ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">United we are better equipped to offer key services CTOs want and need. ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">CoSN <span style="FONT-FAMILY: 'Verdana','sans-serif'"> understands national context; state associations know state/local context. ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">State associations can leverage the resources and services CoSN already provides (the Compendium, national level advocacy and policy information, the CoSN web site, the member eNewsletters, webcasts, etc.). ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">Builds a stronger advocacy network which can impact decision in Providence and Washington, DC. ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">Given the relatively small audience of CTOs and limited resources, it is more effective to offer one compelling membership package than for our organizations to compete. <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'">We believe there is an ideal opportunity to create a new division in existing state associations, such as OASBO. Typically these organizations are individual membership organizations, and the organization created a new division which is institutionally based (e.g. – school districts). This will be programmatically and financially beneficial to both CoSN and the state organization. It will add value to the state organization by developing deeper resources for key district technology leaders, and leverage resources available from CoSN to help Ohio school district leaders. <span style="FONT-FAMILY: 'Verdana','sans-serif'"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Proposed dues: ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">Large Districts (15,000+ students) <span style="FONT-FAMILY: 'Verdana','sans-serif'">$1,150 ($150 of which will revert back to the Chapter as the state chapter portion of the dues) ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">Medium Districts (2,500-14,999 students) <span style="FONT-FAMILY: 'Verdana','sans-serif'">$850 ($100 of which will revert back to the Chapter) ·  <span style="FONT-FAMILY: 'Verdana','sans-serif'">Small Districts (less than 2,500 students) <span style="FONT-FAMILY: 'Verdana','sans-serif'">$300 ($50 of which will revert back to Chapter) <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Some district technology leaders have a preferred to create a new, free-standing organization to meet their needs. The proposed dues are the same as listed above. <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Another option, which the State of N.M. and Florida are doing, is to do a bulk purchase for all districts in the state at a discounted rate. This could be an excellent use of EETT funds to provide professional development for district technology leaders, and provide a great benefit to Ohio districts. If the State DoE wanted to undertake this sort of effort, it is important there is buy-in from districts, and a plan if any contribution by districts will be needed over time. <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial"> <span style="FONT-FAMILY: 'Verdana','sans-serif'">CoSN <span style="FONT-FAMILY: 'Verdana','sans-serif'"> and the state chapter would execute a letter of agreement outlining services which each organization will provide. CoSN would handle all dues billing for this new CTO Chapter and provide membership reports and remit dues to the state chapter. If desired, the state could contract for minimal staff support from CoSN for additional activities specific to that state.
 * The Framework of Essential Skills of District Technology Leaders includes: **
 * <span style="FONT-SIZE: 14pt; FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Overview **
 * <span style="FONT-FAMILY: 'Verdana','sans-serif'">Our goal is to enable better technology leadership at the district level. **
 * <span style="FONT-SIZE: 14pt; FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Developing State Chapters **
 * <span style="FONT-SIZE: 14pt; FONT-FAMILY: 'Verdana','sans-serif'">Working with Existing State Associations **
 * <span style="FONT-SIZE: 14pt; FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Possible Actions **
 * <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">OPTION 1: Creating a new named division, perhaps the Ohio District Technology Leader/CTO Council, in OASBO. **<span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Membership would be institutionally based for school districts and intermediate service units. This Council would be co-branded as a joint effort of OSBO and CoSN. The purpose of this division would be to meet the needs of school district technology leaders. Once a district joined this division, its technology team would be eligible for all benefits of CoSN and the Ohio District Technology Leader/CTO Council. The key contact on the membership would be the lead technology leader in the district, what is generically called the CTO.
 * <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">OPTION 2: Create a New State CTO Organization **
 * <span style="FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">State Purchase of Memberships for Ohio Districts **
 * <span style="FONT-SIZE: 14pt; FONT-FAMILY: 'Verdana','sans-serif'; mso-bidi-font-family: Arial">Chapter Organization **