1 Managing the Business of Technology in SchoolsPam mcLeod, Concord School District Kyle Hancock, Hudson School District
2 Agenda Office Automation Financial Planning and Budgets E-RateData Integrations & Interoperability
3 CoSN Framework of Essential Skills
4 CoSN Framework of Essential Skills“The skill area of Business Management involves managing the budget and serving as a strong business leader who guides purchasing decisions, assists in determining return on investment for all technology implementations, and fosters good relationships with vendors, potential funders, and other key groups.” (source: CETL Study Guide)
5 CoSN Framework of Essential Skills9A – Identify funding sources available to the district and leverage them to meet district and programmatic goals 9B – Develop and manage budgets, both annually and long-range 9C – Develop accurate pricing estimates for technology initiatives by using TCO and VOI 9D – Make effective purchasing decisions following relevant laws, policies, and guidelines 9E – Manage district funds by following basic financial and accounting principles and processes and all regulatory guidelines 9F – Direct, manage, and negotiate with vendors and business partners 9G – Direct, coordinate, and ensure implementation of all tasks related to selection and purchasing (e.g., RFPs, purchasing guidelines) 9H – Budget for ongoing, purposeful professional development for all staff using new technologies (source: CETL Study Guide)
6 Office Automation
7 Office Automation Examples (with sample vendors) Things to considerElectronic requisition workflows (Munis, ProFund, Infinite Visions) Electronic leave request workflows (Munis ESS) Electronic employee data (Munis ESS) – withholdings, paystubs, etc. Online sub management (AESOP) Online PD Tracking (MyLearningPlan) Electronic time cards (TimeClockPlus) Electronic contract signatures (PandaDoc) Smartphone Apps increase efficiency especially for workflows Single sign-on via LDAPS Try to automate data flow between systems – don’t implement electronic time cards and then have the payroll staff manually transcribe them to your ERP Time clocks can use browser, iPad, Smart phone for some employees Find others to take ownership of each system – IT is not going to be the one using it every day Take a break to show some of these systems
8 Printing & Copying PRINTING COPYING Print management No inkjetsCentralized Print policies (PaperCut) Scheduled reports “Follow me” security Job costing Delete unprinted jobs each night Scan to folder (local, GSuite, or Office 365) Scan to OCR Scanning Google Cloud Print / Apple Print Return of the print center?
9 Why Automate? Return on Investment Value of InvestmentManpower savings Staff reductions Increased accuracy of data Less paper Office staff freed up to do more meaningful work Teaching staff appreciates efficiency More sustainable District leadership has more insight into district processes Examples: Workflow approval in an app means that things can move more quickly when someone is on vacation Electronic contracts get returned more quickly and don’t get lost in interoffice mail
10 Financial Planning & Budgeting
11 NH DoE Resources NH Financial Accounting Handbook (1999):https://www.education.nh.gov/data/documents/fin_acct_ha ndbk.pdf Financial Accounting Handbook for LEAs https://www.education.nh.gov/instruction/school_improve/c harter/documents/objectcodelist.pdf Know why your accounts are numbered the way they are (varies a bit by district)
12 ROI, TCO, and VOI ROI = Return on investment$ saved Reduction in staff TCO = Total Cost of Ownership Total Cost of Ownership (TCO) looks at installed (or optionally planned) computer environment costs. Capture and understand all costs incurred for a distributed computing environment for all or a part of the school or district. VOI = Value of investment . VOI captures benefits that cannot be easily measured, such as Increased student performance Efficiency (moving staff from more menial to richer tasks) Enhanced communication to parents/community Greater service to students or staff Example: copiers
13 TCO – Helps Districts Meet Edu GoalsThe bottom line: effective use of technology Tracking tech support Minimize time computers and the network are down Minimize troubleshooting interruptions for teachers Tracking adequacy of professional development Ensure teachers are prepared Ensure teachers are integrating technology into the curriculum Tracking pros and cons of various implementations and support strategies Tracking and understanding the data and the impact and dynamics of the costs to a school or district. TCO helps to answer questions such as: What does it cost us if the network is down for an hour? Should we be accepting donated computers? What are the implications of reducing user support staff? What is the cost/benefit of teacher training?
14 Sustainable ComputingProtecting the environment Reducing waste Lowering district energy expenditures Through Responsible computer purchasing Lowered energy use Ethical disposal – often free for schools Increased use of computers vs. paper Examples: Auto power off equipment Desktops, Projectors Server DPM – Distributed Power Management Only powers on servers when resources needed Reduces power, cooling & extends equipment lifespan Virtual desktops – centralized compute resources Reduces cooling and power needed in computer labs by 50%
15 (Some) Ways to PurchaseAnnual budget Lease $1 buyout Full market value (FMV) 3-4 years is typical Want to own or return at end? Very consistent to budget Trust/Reserve Funds – district puts $ aside each year (NHMA guidance) Bond Issue – as part of a larger project Revenues – using revenues from E-Rate, REAP, etc. Grants – partnering with others for portions of Title I, I.D.E.A., Title IID, REAP, etc.
16 Purchasing Vendor Relationships Negotiation skills:Get technical input from vendor Define a process for handling a non-performing vendor Be straightforward and firm Negotiation skills: What did other districts pay? Know your vendor – pricing may be fixed Multiple years = lower price (maybe) Purchase near end of month/quarter/year Involve your BA or Supt Multiple quotes should be standard practice Software Subscriptions: Align with your FY Keep a calendar of renewal dates Check for discounts and or group buys (Ex: NHSTE Microsoft EES Agreement) Annual subscriptions = budget consistency Equipment: buying, leasing, bonds, trusts Sole source vendors (e.g., Apple) – you may need a “sole source” letter
17 Purchasing More EfficientlyP-Cards: Highly recommended by NHASBO Managed by your Business Office Limit varies by staff member Cash back to district Enables IT to be more responsive, especially when small items are needed! Other: Amazon Corporate Account Online portals (e.g., Dell Premiere, Connection)
18 Bids RFI = Request for Information: obtain more details before writing an RFP RFP = Request for Proposals RFQ = Request for Quote Bids Usually a Board Policy requiring Board approval of the RFP and the result Often the Superintendent or Business Administrator can waive requirements – must do in advance Don’t allow vendor to write the RFP District’s attorney may have language to include Walkthrough – just one Distribute widely Months of planning is required! Examples: Telephone systems RFP w/ Questionnaire
19 Vendor Registrations Vendors can “register” a potential sale with manufacturers This can sometimes preclude other vendors from offering pricing on the same model This is standard on many high end items (servers, switches, wireless equipment) This offers the first vendor to “register” the lowest pricing. Other vendors can sometimes beat pricing with other special incentives. Vendors often register sales at the first hint of a possible project. Work with good vendors who do not falsely register sales months in advance
20 State and National ContractsIf the State of NH or Consortiums of States have entered into a purchasing contract, you can take advantage of those contracts. Recommendation: ask to write into your Board Policy (e.g., Oyster River). Examples: NASPO (WSCA) State of NH NHSTE PEPPM TIPS-USA
21 The Future? Real-Time Visualization of Budget/Finance DataWith Microsoft PowerBI
22 E-Rate
23 E-Rate Funding CATEGORY ONE CATEGORY TWO Connectivity, such asBroadband Telecommunications – phased out Websites – no longer Connectivity, such as WiFi Networking Building Infrastructure Examples: Ethernet / fiber cabling Switches Wireless APs and Controllers UPS’
24 E-Rate Funding Discounts vary by F&R percentage and district locationConcord: 60% Alton: 60% Hudson: 45% Price highest criteria in evaluating proposals Small districts: it’s not that hard to DIY E-Rate Work with your BA Using Consultants: Check references! (ask around) Work on % or flat fee Know your deadlines, don’t just hand it off Districts often handle the bidding, while consultant handles paperwork Districts still need to advertise bids, especially to get good vendor responses
25 Category Two Lessons LearnedBudget as if you are not receiving the funds, or wait for approval. Approvals can take more than a year! Allocation capped over 5 years per enrollment (if included in federal budget) Allocation is by student and the building enrollments The Category 2 budget system was created as a two-year pilot program. There is no guarantee as to how Category 2 funds will be allocated and prioritized from FY2017 and beyond. E-Rate labels their FY differently: our FY17 is E-Rate FY16. Request more than you need – vendors may only honor pricing on quantities requested. Request excess, no commitment is necessary by the district. Hudson completed all projects in summer. Approval not received until February.
26 Category Two Lessons LearnedBudget as if you are not receiving the funds, or wait for approval. Approvals can take more than a year! Allocation capped over 5 years per enrollment (if included in federal budget) Allocation is by student and the building enrollments The Category 2 budget system was created as a two-year pilot program. There is no guarantee as to how Category 2 funds will be allocated and prioritized from FY2017 and beyond. E-Rate labels their FY differently: our FY17 is E-Rate FY16. Request more than you need – vendors may only honor pricing on quantities requested. Request excess, no commitment is necessary by the district. Hudson completed all projects in summer. Approval not received until February.
27 Real life examples: Concord - FY15 Concord - FY16Wireless controllers (dual) District-wide ethernet cabling High school WAPs District-wide WAPs High School Ethernet Cabling (some) Enterprise UPS’ AirWave Reporting (no longer eligible) (still not approved) Hudson - FY16 Hudson - FY17 District wide WAPs District-wide WAPs High School & 2 Elementary cabling Elementary Ethernet cabling Two chassis switches Four chassis switches ~$65k received in funding
28 Data Integration & Interoperability
29 Interoperability True interoperability of devices is difficult to obtain Integration means data can be transferred from one system to another Examples: When teachers request a sub in AESOP, the data is then transferred regularly via CSV export/import to MUNIS (ERP) When hourly staff clock in via TimeClockPlus, scripts run nightly and automated the data flow between TCP and MUNIS SchoolMessenger scripts run nightly to import lunch balances from MealsPlus and bus routes from VersaTrans, so that automated calls can be made on those selection criteria Use Pentaho to automatically create / disable computer accounts for new / separated staff
30 Data Integration Recommendations Standardize on Active DirectoryKeep data consistent and fields populated Use paid or free tools like Clever or Pentaho Takes time to setup but it is time well invested. Standardization Automation keeps data clean Makes data useable in different systems Can be very difficult to achieve. There are lots of “special” cases in schools When standardizing plan for exceptions (they will happen)