Step 2: Formalize a plan

This group’s primary deliverable should be a formal implementation plan that maps out a clear path to successful program implementation and measurement. Every school’s needs will be different, but the template below may help you get started.

Technology Implementation Plan

Shared Vision

Articulate the task force’s shared vision for student learning.

Technology

Consider how technology might play a role in supporting the shared vision.

Use Cases

Define a few technology use cases for each discipline, based on industry research and exemplars. These use cases should support your shared vision and clearly offer value to students in unlocking learning.

Devices

Detail a list of the technologies needed to support these use cases.

Budget

Outline the budget required to support the purchase and implementation of these technologies. Assign responsibilities for researching, vetting vendors and executing contracts.

Timeline

Define a timeline for acquiring and integrating these technologies. Clearly identify stakeholders and assign responsibilities and procedures for implementation and ongoing maintenance.

Professional Learning

Professional learning is a strategic imperative to a technology advancement plan. Your task force should create a detailed plan for training and coaching teachers and administrators on how to utilize the new technology in a way that supports your shared vision. Assign responsibilities for communication, development and delivery of each program. The Professional Learning plan should include a systematic approach to Summer workshops and fall and spring semester modeling, teaming and gathering iterative input from the teaching community.

Summer Workshop Days

Detail how the task force will deliver hands-on training and enablement workshops to administrators and teachers, possibly in conjunction with technology consultants or suppliers. These one- or two-day workshops should offer teachers curriculum exemplars and practical classroom resources for their discipline. They should also support teachers in developing, sharing and refining plans for their own lessons.

Fall and Spring Modeling and Team Teaching

These twice-a-year training sessions should reinforce the shared vision and engage educators in dialogue about their experiences. Continue to share exemplars and practical resources. Facilitate teachers in modeling and team teaching utilizing grade-level and subject-area-appropriate strategies and tools.

Metrics

Define how you will measure the success of your program. There are many different ways to measure your success qualitatively and quantitatively, including teacher comfort, adoption and student impact. Leverage existing frameworks, such as the University of South Florida’s Technology Integration Matrix (TIM) or Henrico public schools in Virginia’s Technology Integration Performance Chart (TIPC). These frameworks both create demonstrable examples of what it means for teachers to progress and grow, and as such, they can be helpful for both teachers and administrators in charting and measuring success.

Cultural enablement and incentives

Just like students, teachers need the freedom to experiment with technology implementations and fail forward. Develop a list of cultural core values for your technology program that include embracing failure, encouraging innovation and supporting open sharing of one’s mistakes and lessons learned. Take these core values one step further by developing incentives and contests that reward teacher innovation.

If your school or district was a technology early adopter, it’s not too late to develop a task force and formalize your technology strategy. It simply means you’ll have more lessons learned to pull from and perhaps even greater buy-in from teachers who truly understand the consequences of implementing technology without a clear strategy in place.

And if you’re a teacher or tech employee, don’t wait for administrators to spearhead your school’s strategy – offer to coordinate the task force yourself. Developing a technology implementation strategy can be daunting, but not as daunting as wasting time, money and energy on a program that’s doomed to fail.

About the Author:

Jon Phillips is the managing director of Worldwide Education for Dell EMC.