Cleveland Metropolitan Schools
Department of Technology Strategy Document (DoIT)
February 2015
Introduction
Technology
The Cleveland Metropolitan School District Department of Information Technology (DoIT) strategy document is
designed to be a guideline for success factors and indicators in creating a well-run information technology
organization within the Cleveland Metropolitan School District. The strategy document will identify key strategic
factors that will be specific enough to drive information technology decisions over the next three to five years,
as well as aiding the executives of the district to measure the effectiveness of the information technology
organization and information technology services contributing to the success of the district.
The information technology document is designed to accompany the districts’ educational, business, financial,
and other operational strategies to accomplish the districts overall “enterprise” strategic course. This IT strategy
document is not the IT strategic plan. The strategy will set direction, whereas a strategic plan outlines the
specific initiatives and expenditures over the next few years. The district will need to make decisions about the
future of technology within the district and how best it can be leveraged to meet the academic, business and
financial objectives. The Department of Information Technology (DoIT) strategy is aligned to the successful
implementation of the Cleveland Plan.
The IT strategy supports the five strategic actions in the Cleveland Plan, which will contribute to improved
student achievement demonstrated by an increased mastery of rigorous curriculum learned within dynamic,
contextual learning environment. The challenge facing the Information Technology organization is the creation
of a comprehensive strategic vision of information technology that will define an acceptable standards based,
best practice environment while still permitting decentralized innovation to accommodate the instructional
technology ecosystem.
The lack of a comprehensive strategic information technology vision has resulted in the accumulation of varied
technology organizational structures and a diverse number of architectural platforms and applications that must
be supported to meet day-to-day operational needs. This process has resulted in an information technology
organization supporting structures, technologies and applications that have grown in an independent manner,
and typically not having measured success or effectiveness. This diversity has resulted in increased cost, risk and
reduced ability to rapidly respond to growing needs for technology support within the district.
In an effort to change the direction of information technology within the district, this strategy document will
outline a vision of alignment of personnel into functional areas of coverage for maximization of effectiveness,
creation of new roles to promote an agile organization prepared to partner with executive level, instructional
education, and business operations to achieve the goals of the Cleveland Plan.
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Strategic Actions to support the
implementation of the Cleveland Plan
The CIO will be accountable to the executive leadership of the district in creating and maintaining a partnership
that fosters the district’s strategic mission and meeting the established goals for the inclusion of technology
within the educational processes. This section will include the DoIT vision, high-level goals, and principles that
will make our organization a highly recognized leader in K12 technology departments. Additionally, the CIO will
commit to restoring interdepartmental collaboration as well as the necessary infrastructure to support the
collaborative efforts, which will include technology advisory teams made up of community members, board
members, educators, business leaders, and information technology professionals.
The IT organization must transition from the current “stovepipe/break-fix” role to a performance standards
based organization with an interest in partnering with the executive leadership, business units, and instructional
education of the Cleveland Metropolitan School District to achieve the tenants of the Cleveland Plan.
1. Supporting Quality Schools
 The systems, supports, and maintains the technical infrastructure required to support quality
schools
2. Designing and implementing effective IT governance and financial models to support and sustain the
district’s IT infrastructure
 Governance structures and financial models to support portfolio schools
3. Creating demand for our schools
 IT infrastructure allows portfolio schools to utilize technology for instructional differentiation
4. Strengthening the capacity of teachers and leaders
 Professional Development and digital literacy standards for teachers, leaders and support staff
5. Serving as effective resource stewards
 Shared services, standards and alignment, sustainability strategies that reduce waste and
inefficiencies
CMSD Technology Strategic
Actions
1.
Supporting Quality Schools with
reliable and effective
technology
Key Implementation Initiative
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Critical upgrades to the District’s
network, server, and data
infrastructure
Reliable, consistent and equitable
computer replacement program
Wireless network builds in “legacy”
schools
Upgrade, standardize and maintain
desktop operating systems and office
productivity suites
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Elements of the Cleveland
Plan


Grow the number of highperforming district and
charter schools in
Cleveland and replace
failing schools
Supporting quality
schools requires a
commitment to
operational effectiveness
at the district level that
removes the barriers and
frees teachers and
educators to focus on the
work of educating
students.
2.
3.
4.
Design and implement effective
IT governance, financial models
and technical support to
support and sustain the
district’s IT infrastructure
Creating demand for our
schools – reliable technology
and robust and nimble IT
infrastructure allows portfolio
schools to utilize technology for
instructional differentiation
Strengthening the capacity of
teachers and leaders –
professional development

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IT Governance structure
Financial Model (cost allocation)
IT Staff
Technical Support
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Instructional technology
Assessment (NWEA)
Career and Technology education
New and Innovative Schools


Evaluate Teachers, Leaders, and Staff
on digital literacy and technology
integration
Ongoing Professional Development
Full-time, school-based tech
integration specialists
Merge IT services and supports into a
single, cohesive department
Develop and implement shared
services strategies with ITCs, ESCs
Develop and implement shared
services strategies with county and
city government

Invest and phase in highleverage system reforms
across all schools from
preschool to college and
career

Focus district’s central
office on key support and
governance roles and
transfer authority and
resources to schools


5.
Serving as effective resource
stewards – shared services,
standards and alignment,
sustainability strategies that
reduce waste and inefficiencies

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
Focus district’s central
office on key support and
governance roles and
transfer authority and
resources to schools
Raise student
achievement while closing
achievement gaps
Significantly improve the
conditions for learning
STRATEGIC ACTION #1
Support Quality Schools with reliable and effective technology.
1. Network and Server Infrastructure
a. The District’s core network and server infrastructure is essential for all aspects of the district’s
operations. The district’s enterprise systems (HR, Financial), student information system,
instructional management system, and operational systems (VoIP, nutrition services, transportation,
firewall) requires continuous upgrades of technologies on recommended refresh cycles.
b. Financial commitment to fund continuous upgrades and yearly maintenance
c. Anticipates lifecycle refresh for server, network and data infrastructure with an anticipated upgrade
or enhancement requirement at the midpoint of the equipment’s expected life expectancy.
d. School Wireless Networks
2. Classroom Technology Refresh
a. Computer Replacement Program
i. To build a bring your own device (BYOD) strategy to minimize the need for a recommended
four year replacement cycle, twenty-five percent of the district’s computer technology will
be replaced each year. Career and Technology Education computer technology will be
refreshed on a three year cycle.
b. Operating System and Office Productivity Suite upgrades
i. The District’s current majority OS (Microsoft XP) is unsupported by its manufacturer.
ii. The District will upgrade to Windows OS 7/8/10 and Office 365
c. Classroom – Instructional Technology
i. LCD projectors, reinforced sound systems, Interactive boards, audience response systems
must be maintained and upgraded on a regular cycle
d. Video Distribution System
i. Provides on-net access to instructional video resources
ii. Classroom technology to leverage video distribution system
3. Data Governance
a. Aggregate server infrastructure for key data systems
b. Standardize database infrastructure
c. Ensure system interoperability (systems must be able to “talk” to each other)
d. Develop and continually test Disaster recovery plan for mission critical systems
4. District Operations Infrastructure
a. Time, Attendance and Reporting
b. Nutrition Services
c. Safety and Security
d. Transportation
e. Help Desk (and other support groups)
5. Metrics
a. Provide schools with metrics and data to support the effective use of technology integration into the
classroom
b. Design and implement the use of technology applications to provide real-time metrics
i. Computer inventory monitoring
ii. LCD Projector monitoring
iii. Network monitoring and security
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STRATEGIC ACTION #2
Design and implement effective IT governance and financial models to support and
sustain the district’s IT infrastructure
Governance
Work on establishing a set of Core Technology Values was completed in early 2012 as a component of the
implementation of the Transformation Plan. Under direction of Eric Gordon, a cross-functional team of
teachers, principals, curriculum, technical and administrative staff developed the Core Technology Values as a
foundation for the district’s technology governance.
Core Technology Values;
 Technology supports the district’s academic mission and is a supplement to good instruction
 Technology is purposefully employed to realize academic improvements and operational efficiencies
 Technology systems should provide the “least restrictive”, anytime, anywhere environment for students,
teachers and staff while maintaining a secure technology system.
 Technology systems must be enabled to “talk” with each other (system interoperability)
 Technology systems must be reliable, standardized, and easy to use
 Technology resources should be equitably distributed to schools, students, teachers, and staff based on
identified district priorities and district standards
 Customized technology solutions to support the differentiated needs for schools, departments and
programs are possible with the proper planning, time and resources (staff, budget)
 Digital Literacy is critical requirement for the effective, efficient and ethical use of technology by all
stakeholders (students, teachers, staff)
 Continuous Professional Development is necessary for the effective and efficient use of technology
 Cross-functional collaboration and change management are necessary for the planning, implementation,
and management of technology systems
 Evaluation, sustainability and maintenance strategies must be incorporated into the design and
implementation of technology systems
 Evaluation, research and data (metrics) guide technology decision making process
 Technology is used for improving communication, collaboration and the sharing of information for students,
parents, teachers, staff and the greater CMSD community.
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Building on the work that was completed in developing the School District Technology Landscape and to realize
the benefits of technology in support of the goals of the Cleveland Plan the District will establish a Technology
Governance Committee to ensure that the design, implementation and sustainability of technology is grounded
in the Core Technology beliefs.
Financial model – balance district technology standards with individual needs of the schools
- Shared service strategy
- Schools pay for their differentiated technology, infrastructure impacts and for individualized technical
supports
- Develop and implement a financial strategy that drives decision makers to cost-effective solutions and
places a financial premium on “exceptions”.
Technology Staffing
- Develop unified IT structure that eliminates “IT silos” and creates effective IT service supports that can
deliver efficient IT services and supports to schools and administrative departments.
- Develop differentiated staffing model to ensure that CMSD can attract, hire and retain highly qualified IT
professionals
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o
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Requires an HR evaluation of current IT salaries and the development of a differentiated salary
scale for specialized IT positions
Requires an investment in IT talent to develop, implement and maintain, large scale IT systems
(HR, Finance)
Technical Support
- Develop Help Desk into a service desk shared service for all CMSD departments
- Evaluate and size school-based technical support to ensure the best “up-time” that the district can
afford
- Create differentiated technical support model (financial) for portfolio schools that require specific
supports
- Develop site-based programs that engage students in collaborative technical support activities
(technician/teacher/student)
STRATEGIC ACTION #3
Creating demand for our schools – reliable technology and robust and nimble IT
infrastructure allows portfolio schools to utilize technolog y for instructional
differentiation
Develop impactful, research based strategies to integrate technology to meet curricular goals.
Utilize technology to;
- To personalize instruction
- Provide students with authentic experiences
- Monitor and access student learning and growth
- Increase student safety and security
- Strengthen parent engagement (communication, awareness, involvement)
- Increase inclusion and accessibility for students with special needs
Instructional Directions
- Increase intra-school video conferencing to increase student access to high quality/high demand
instructors
- Increase student access to online instructional resources, virtual school offerings and credit recover
program
- Develop instructional supports to gather/monitor and provide real time instructional feedback (between
students and teachers)
STRATEGIC ACTION #4
Strengthening the capacity of teachers and leaders
1. Develop tech standards for teachers and staff
 TDES – include technology integration and technology use competencies into the evaluation process
(teachers, leaders and support staff)
2. Develop comprehensive and ongoing Professional Development for technology integration (teachers,
leaders and support staff)
3. Leverage the newly created Technology Liaison position to assists with the integration of technology in the
school
 Include responsibilities for facilitating online assessment
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STRATEGIC ACTION #5
Serving as effective resource stewards – implement shared services, increase technology
standards and alignment, and develop sustainability strategies that reduce waste and
inefficiencies
In order to meet the every changing dynamics within the educational environment, our information technology
organization will be prepared to meet the every growing need of our customers, (i.e. parents, students, CMSD
employees) by creating aligned functional teams. The district and information technology organization benefits
by building redundancy within the organization, creation of cross functional teams for collaboration, and the
extensible knowledge of the enterprise architecture for future projects.
The introduction and utilization of the Information Technology Service Management (ITSM) framework within
the district computing infrastructure will provide consistent and comprehensive documentation of best
practices. ITSM can be defined as a systematic approach to planning, delivery and support/control of
information technology systems involved in business operations. ITSM is focused on customer and business
processes to achieve operational excellence. The framework provides a systematic and professional approach
to the management of IT services for the following benefits:
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Reduced costs
Improved IT services through the use of proven best practice processes
Improved customer satisfaction through a more professional approach to service delivery
Standards and guidance
Improved productivity
Improved use of skills and experience
Improved control of delivery of third party services through the specifications of ITSM framework as the
standard
Gartner Consulting Group Analysis
A school district's IT organization faces many responsibilities, initiatives and proposed projects that originate
from the technology organization, from education stakeholders, and government mandates at the state or
federal level. Unless the CIO fully recognizes and understands the rewards and risks of all activities, the IT
organization and the school system — and, significantly, the CIO — will miss the opportunity to align planning
and budget preparation, presentation and defense with the reality of their technology environment. Such
missed opportunities have a habit of "exploding in the face" of responsible parties. In "Introducing the
Educational Technology Opportunity Matrix," Gartner defined the development of a risk-vs.-reward examination
of the IT organization's portfolio through the use of a three category matrix. This three-category rubric, with a
scale of 0 to 3, is used to place each system, responsibility or initiative on a four-quadrant grid. The four
quadrants identify each entry as belonging in the Hot Zone, the Maintenance Zone, the "Low-Hanging Fruit" or
the Opportunity Zone (see Figure 1.)
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Recognize and understand the risk and reward parameters of their IT environment,
Prioritize activities and plan to mitigate risk while promoting reward, and
Communicate departmental planning and budgeting messages to decision makers and other
stakeholders.
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