asboa 2013 closing keynote - the new normal

The New Normal

1. Connecting2. Sharing knowledge3. Increasing access

What we do:

“Leadership is a scary thing. There are many people that want to be matadors, only to find themselves in the ring with 2,000 pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar.”

- Steve Farber, Extreme Leadership

IT

K-12 Leadership: A Critical Problem

Shift IT investments.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

95-97%

3-5%

Everything Else IT

How much do we spend on IT?

Gartner 2012 IT Key Metrics Data

How do we spend on IT?

14%

70%

16%

TransformRunGrow

Gartner 2012 IT Key Metrics Data

What are we buying?

15%

17%

18%13%

37%

IT Expenditures

Educational SoftwareNetwork & TelecomHardwareDesktop/Enterprise SoftwareIT Services

Source: 2011-12 Digital School District’s Survey

What are we buying?

10%

25%

30%

30%

5%

What it could be: IT Expenditures

Student LearningTeachingCommunicationsBusiness of EducationIT Support Services

100% fiction

What are doing about it?

From

• Describing technologies supported

• IT language• Generic IT budget lines

To

• Describing services supported

• Educational language• Service-based budgeting

Shift IT assumptions.

Our information is secure.

Free and Open Source Softwareare cheaper and just as good.

We’ve got devices and Google – we’re good to go digital.

What are we doing about it?

http://bit.ly/cloudbriefing

Ask questions

• Why should we do this?• Who is it for?• What will they notice when we do this?• What are the intended outcomes?• How will we know if we’ve achieved those outcomes?• How long will it take to realize those outcomes?• How much will it cost to implement? To sustain?• What are the risks of doing this?• What are the risks of not doing this?• What are other ways we could achieve the same outcomes?

Shift IT decisions.

• Cost effective/Economies of scale

• Consistent implementation• Implementation at scale• Equitability• Shared risk• Organizational learning

• Efficient decision-making• Meets local needs• Implementation at speed• Rapid innovation• Limited risk scope• Short planning cycle

• Bureaucratic• Local needs not fully met• Slow implementation• Higher planning overhead• Higher change management

overhead• Slow to identify and respond to

change challenges

• Cost inefficiency• Pockets of innovation• Innovation does not scale• Inequity• Inconsistent implementation• High local risk• Broader implications not

considered• Pockets of learning• Redundant activities

Downside

Upside Upside

Centralized Site-Based

Downside

• 1 week to 1 year• Not integrated• Narrow scope

Systems of

Innovation• 3-5 years• Gets data from core systems• Broader scope

Common Systems

• 5-10 years• Many systems connect to it• Very broad scope

Core Systems

• Broad strategic impact• Linkage to legislation• Significant risks

Strategic Policy

• Broad, long term operational impact• Impacts jurisdiction, not community• Internal consultation

Administrative Procedure

• Narrow, short to medium term impact

• Describes how IT does something

Operational Procedure

What are we doing about it?

I have a better understanding of what to do

I have a better understanding of IT issues

0% 20% 40% 60% 80% 100%

94%

97%

6%

3%

Agree Neutral

Contact us!

Angie Tarasoff

Senior Manager, Technology Planning and Management

angie.tarasoff@gov.ab.ca

(780)427-0253 toll free in Alberta by calling 310-0000 first

@angietarasoff

http://newernormal.blogspot.com