Competitive Purchasing of Technology

The intention of state purchasing guidelines is pretty simple – to ensure a competitive bidding process for significant technology purchases (normally over $5000.00). But complying with purchasing guidelines can be time consuming and difficult.

What’s a school to do?

The answer to this question varies with each financial manager. And sadly we have seen a few clever attempts to circumvent purchasing guidelines as we have bid competitively on posted items. But for purposes of this article, we will assume that your brother-in-law is not part of the equation, that you are not getting kickbacks from favorite vendors, and your IT provider has an arm’s length relationship with your financial manager. With few exceptions, we have observed great integrity with the charter schools and managers we have had the pleasure of serving.

However, the sheer volume of purchasing in a school can lead to unintended purchasing that is less than compliant. Here is a suggestion that we have found to be pretty simple and complies with the intent of purchasing guidelines.

Disclaimer: I do not pretend to know every states purchasing guidelines and this may technically not comply with the rules of your state. Check with your local state office of education.

First, let’s illustrate an important concept and consider a story of two guys selling watermelons.

Two men formed a partnership. They built a small shed beside a busy road. They obtained a truck and drove it to a farmer’s field, where they purchased a truckload of melons for a dollar a melon. They drove the loaded truck to their shed by the road, where they sold their melons for a dollar a melon. They drove back to the farmer’s field and bought another truckload of melons for a dollar a melon. Transporting them to the roadside, they again sold them for a dollar a melon. As they drove back toward the farmer’s field to get another load, one partner said to the other, “We’re not making much money on this business, are we?” “No, we’re not,” his partner replied. “Do you think we need a bigger truck?”

What does this have to do with technology? More than you might imagine.

Margins for most technology purchases are razor thin and the marketplace is very opaque, meaning you can in an instant determine the best price for nearly anything digital. Just do a quick search on Amazon or eBay. By taking this small step, the chances of overpaying significantly for technology is reduced greatly. Know what it is you are purchasing.

So why not purchase from an online venue such as eBay, Amazon, or others? Good question; and the answer is you just might! Especially for the occasional one or two items that are primarily consumer electronics/technology. However, using eBay or Amazon becomes more problematic when you need a specific type of technology, a specific quantity (often large), and with the manufacturers warranty included (or extended warranty if you choose).

Furthermore, it is a little difficult for most schools to actually specify the correct solutions, they need. That is presumably why you have technology managers in your organization. The biggest mistake we see with respect to purchasing is what to purchase rather than how to purchase, or from whom. And then there is the installation and management of that technology going forward.

But I digress…

One of the simplest ways we have found to provide our schools with a competitive bid is to take three simple steps:

1. Identify clearly what technical solution is required (this is the most important step).
2. Utilize a technology distributor that represents a large variety of vendors.
3. Arrange for a cost plus, or percentage of invoice markup for your purchases.

Let’s look at an example of how this works:

 

Assume that a school administrator comes to us with a requisition for new desktops for all staff members. Specifications are agreed upon in advance and would include features such as form factor, operating system, memory, and storage requirements. Added to that feature list is a general idea on the budget available.

 

Our next step is to provide our distributors with those specifications and obtain competing quotes from their list of vendors. Now if you are dealing with a single vendor, your purchasing program will break at this point. So be sure you deal with a distributor’s representative, not a single vendor’s representative.

 

We work with two of the largest technology distributors in the US and, with few exceptions, receive a wide variety of products that match the required specifications. We then select based primarily upon price (all other considerations being equal). The school is then presented with our recommendations and the PO is obtained, the invoice is marked up the agreed upon amount, and the items are ordered.

This simple process provides our partner schools with a fair and competitive bid for items requested. The cost plus markup scheme can be easily audited to verify fair pricing and we provide the interface for warranty claims, service, etc.

 

One of our competitors claims to sell hardware at cost to their customer schools. Perhaps this is to offset the high fees charged for services, or perhaps they just need a bigger truck!

What we have here is a failure… of Leadership

One of my favorite lines comes from Paul Newman, in the movie Cool Hand Luke. It is similar to this weeks blog title, and most of you over 40 have probably heard it. Newman repeats the phrase, “What we have here is a failure to communicate!” He repeats it often and until his eventual demise.

I substitute the word Leadership, because communication is the single most important aspect of the Holy Grail called leadership.

This is not an article criticizing anyone in leadership at any school. Leadership is a tough business, a worthy objective, and a never ending quest. It is very hard work for most of us average folks who don’t possess the skills of (pick your favorite leader).

And I hesitate writing about leadership, because I have my own failings. But I’ll do it anyway – mostly because I can, and also because I believe there are a few key ways that leadership can be enhanced in the area of Information Technology in a Charter School.

It’s pretty simple, really. Somebody has to be in charge and everybody needs to follow. How you get there is not so simple.

We recently had an exceptionally talented teacher approach us about a new online learning system that she was excited to share with others. Fair enough, we always welcome new ideas and ways of improving things. Problem is, she wanted us to essentially pressure the other staff members into seeing the world in her particular view. Of course we could have pushed her agenda and made it difficult to use other similar services had we been so inclined, but that would be a conflict of interest and contrary to sound and ethical leadership.

Do you have similar challenges in your organization? We frequently see these shooting stars of good ideas hurling across the proverbial campus sky, only to flash one last time and crash to the earthy reality of resistance to change and failure to get people on board. Change is hard and change requires leadership.

Again, this is not about criticism, but better ways of doing things.

May I suggest a very old fashioned approach to this very common problem? We have observed positive results at schools that have implemented these ideas.

It starts with a committee, okay if the label of a committee is a turn-off, try “focus group” or “change engineers” or whatever you like. But assemble a group of enthusiastic individuals - preferably volunteers who enjoy technology – to meet as a Technology Advisory Committee. Include one or more individuals from the following stakeholder groups – students, teachers, parents, administrators/BOD, and IT.

Establish a set time to meet and give it a high priority, perhaps even throw in some perks for participation.  Don’t waste time or meet without an agenda, be organized and serious. Then begin the process of listening to ideas, problems, suggestions, and challenges and collectively formulate a game plan that is agreed upon by the group. Don’t rush things. If more information is required, delay a decision rather than rushing forward for the sake of decisiveness.

When ideas are vetted in a fair and open manner, the best ideas will ultimately bubble to the top. A wise leader can encourage this process by maintaining order, giving all stakeholders a fair voice, and ensuring the dialogue does not become personal or vindictive.

You should observe three important principals in these interactions:

1. Most good ideas come from the troops – teachers and students are where the rubber meets the road. They often have great ideas that bubble up because they are the primary consumers of IT.
2. Wisdom and perspective comes from experience –administrators will guide the conversations to avoid the pitfalls of policy limits, government mandates,  and budget realities.
3. Practical aspects of implementing are best addressed by your IT managers – building upon existing infrastructure is often a necessary compromise with new ideas.

Individual efforts, by any one group alone will never win the day. There has to be an agreed upon direction, with buy-in from all the stakeholders after vigorous debate, and a practical implementation plan put together that doesn’t completely undo the infrastructure already established.

Is your school missing the proverbial forest for all of the trees when it comes to Information Technology? Do you apply the same seriousness to deploying IT assets as you do financial assets?
Or is the culture at your school focused on position, power plays, and pet projects? 

By implementing regular Technology Advisory Committee meetings you are more likely to have a single, rational, and agreed upon process to determine what is best for the school.

Summary

It is possible to provide concise leadership in the area of technology. In our view it starts at the top by establishing a Technology Committee, with representatives from each stakeholder group. The committee meets regularly and deliberately to evaluate the desires and needs of the students through the advocacy of teachers, tempered with the wisdom and experience of the administrators, and guided by IT.
 
Bonus: A suggested methodology for your periodic TAC meetings:

1. Start Positive: Begin on a positive note.  Report on a new implementation or project that highlights success in your efforts.
2. Train Constantly: Have a 5 minute training session about something really useful that needs wider adoption. It may be the very issue you report on in the first item.
3. Encourage Participation: Have each stakeholder representative review one or two high level technical challenges or ongoing problems. Avoid getting too deep into the details.
4. Find Consensus: Informally poll your group to discover which challenges are your most pressing issues, then discuss it in more detail.
5. Propose Solutions: Encourage each stakeholder to propose a course of action associated with your top issue(s) without interruption.
6. Debate Proposals: Open the proposal up to vigorous, but moderated debate. Explore alternatives, question every aspect of the proposal, review cost/benefits, and consider implementation challenges.
7. Assign Action: Develop an implementation plan or resolution plan for the issue. Complex issues may take multiple meetings to solidify, but act to the extent possible.
8. Require Reports: Make assignments and reports on those assignments the subject of your next meeting – agenda item 1.
9. Repeat as needed: You might need weekly TAC meetings at first. Eventually you should be able to meet just once each month.

To outsource or not to outsource… that is the question

We recently learned that one of our partner schools is proposing to hire full time staff for their IT, finance, maintenance, and other services, which had previously been contracted out. Okay, at first glance this seems like a legitimate management decision, but is it?

While I cannot speak to other types of services, we experienced this exact scenario once before with respect to IT services at a K-6 charter school and it was disastrous.

Several years ago in Texas, a Vice-Principal was hired at one of our partner schools. He quickly determined that his expertise was sufficient to supplant ours and within a few months found a way to eliminate our contract to provide IT support on one day each week. This was a school that we had built from the ground up and was operating with a high degree of efficiency.

I will spare you the details, but by the following year the Vice-Principal was fired, the school was in financial distress (which led to the dismissal of the business manager), and the technology had pretty much been re-outsourced to the Regional Service Center (the state). And the terminated Vice Principal had so maligned our service model in the process of making the case for our contract termination, that we were not considered in rebuilding the infrastructure.

The whole process diminished efficiency, caused significant service disruptions, cost significant sums of money, and accomplished nothing of value.

So are there times when it is a good idea to hire a full time IT administrator for your school? Maybe, but in the dozen years or so we have been doing this we have found very few. For starters, the numbers (as in cost) just don’t add up. Furthermore, the administrative oversight of personnel is not significantly better. And the level of expertise is greatly diminished.

Restated, these are three reasons why outsourcing IT is normally a better idea than hiring full-time: Cost, Control, and Expertise.

Cost

According to a January 2011 survey by PayScale, the average high school principal in the United States earned a total salary package between $68,167 and $101,560. The Bureau of Labor Statistics validates those numbers, finding that administrators at elementary and high school receive an average annual salary of $85,220.

On the other hand, a similar study by the BLS for computer administrators employed in the highest-paying industries, computer equipment manufacturing and securities exchanges, salaries averaged $89,840 and $89,340, respectively. The number was less in the academic world, but not by a large margin. Granted there is a wide range of qualifications for Information Workers, but even non-degreed, yet certified Network Engineers earned up to $56,000 on average.

When competent Information Workers can earn nearly as much as School Administrators, it is difficult to understand the justification to hire a full-time Technology Director at most Charter Schools. This is particularly true when very few schools need full-time IT administrators. They rarely even need full-time technical support.

Our standard management model provides 1 day per week of onsite Network Administration, supplemented by the daily support required for the particulars of a school, either by a less qualified support engineer or a faculty member assigned to technology. The best scenario is having a faculty member assigned to support technology and serve as the point person in IT matters.

Let’s do the math, assuming a 50 week annual contract. A network engineer charging $65.00/hr. at 8 hours per week would cost $26,000. A desktop support technician charging $15.00/hr. for 20 hours per week would cost $15,000.  The total cost is $41,000. And this provides the full range of technical services required for most freestanding Charter Schools.

This is about half of the cost of hiring one competent Computer Administrator. I emphasize competent, because like in the experience described above, hiring to the level of your budget may in fact cause you to hire an incompetent Computer Administrator. The unintended costs of doing so can be enormous.

Control

Not long ago we had to let one of our desktop support engineers go. We were informed that he was not a good fit for one of our schools and our coaching him on his work ethic was not going well.  We reluctantly terminated this employee, only to find that the school had decided to rehire him as their employee instead of ours.

The situation went from bad to worse. Now, not only did we have the same HR problem as before, but now we had less supervisory oversight.

You will in all probability always need to have entry level desktop administration support. This is where competent Computer Administrators get started. Managing desktops, while getting training on network administration and specific line of business applications is the common pathway for information workers. And there is always an abundance of desktop administration to be done in a school.

But having administrative control of information workers is a tricky business. It is crucial that those so employed are extremely trustworthy and able to work well with others. After all, they control all of the access to information resources in the school and can without much difficulty view sensitive documents and even your email communication in many cases.

Having an outside entity manage your Information Systems can provide an important element of integrity into your infrastructure.

Expertise

You don’t hire a doctor full time to evaluate a medical condition and treat it. Nor do you typically hire a CPA full time to do your bookkeeping. And most schools only retain legal counsel for specific compliance or legal matters where specialized knowledge is required.

There are reasons, both economic and practical why outsourcing Information Technology is wise. Obtaining the requisite technical expertise is the most important reason. Some technical expertise is only required once, as in the design of your network or major system implementations. Other technical specialization may be required only intermittently when upgrading servers or network infrastructure. And much technical expertise is only required infrequently, such as network administration.

So why would you hire full-time to the highest level of expertise for those rare occasions when needed if the bulk of your technical support requirements exist at the entry level? This is a classic misallocation of resources.

Summary

At the risk of self-serving, it seems that outsourcing Technology Management is a pretty common sense approach. It costs less, provides more control, and delivers a higher level of expertise. And these are all good things.

But alas, a wise individual once told me “Common sense is not so common”. 

Please call if you would like to discuss the right mix of Information Management and Technical Support resources.

Virtualization - Part 3: Solving the Computer Lab Conundrum

In the two previous articles we explored the concept of Shared Resource Computing, termed virtualization, and described a few ways to deploy virtual machines in your school. Let’s get a little more practical and focus on the benefits of using virtualization in your computer lab.
A computer lab is the one common denominator in virtually (there goes another pun) every school we have managed.  Computer labs come in all sizes, shapes, and conditions. Although universal in usage, they vary widely in functionality, ranging from a collection of mostly broken, outdated computers donated to you after the end of their useful life to a collection of brand new ‘out of the box’ desktops.

Regardless of circumstance, there seems to be 5 universal challenges associated with computer labs:

1. Cost to acquire the hardware, network, and installation
2. Cost to maintain the high usage in a semi-hostile environment
3. Noise and heat levels that can distract students
4. Distractions of an endless variety  (as in the internet) during instruction
5. Consistent computing environment, especially during testing

Managing your computer lab may in fact be the most time consuming technical support requirement in your school. That tends to be the case in schools with higher grade levels (see my previous article about managing computers in a hostile environment). So in addition to reducing upfront costs, reducing ongoing costs will also be of great benefit.

 

There are many virtualization solutions available that address computer desktops (as opposed to servers), but don’t invest a lot of time exploring them.  In my view there is only one solution that adequately addresses the specific challenges associated with the computer lab in education.

 

That solution is Windows MultiPoint Server 2011, a computer operating system designed specifically for the computer lab at your school. It is the only solution that addresses the above listed challenges completely.

 

Let’s look at each one:

 

1. The cost savings experienced is directly proportional to the number of multi seat sessions you provision per server. We have tested 5:1 (five computing session to one server), but Microsoft advertises up to 20:1. Even at 10:1 you are only buying a fraction of the computer hardware.
2. There are no moving parts in the T200 Zero Clients we recommend, no hard drives, cooling fans, disk caddies, etc. Far fewer parts require far fewer repairs. Your administrative costs for the lab will plummet.
3. Put 25 – 30 computers in an average sized room and you are going to have heating and cooling issues. And the noise level of that environment has never been conducive to instruction and learning.
4. Having tried to instruct adults in technology training with the internet staring them in the face is a challenge. With kids it is nigh unto impossible. With MultiPoint Manager you control access to the internet, and point all computing sessions at once to where you want the students to go.
5. Testing preparation becomes a breeze. You simply sign in differently on testing day and the students are presented with a sterile testing environment, with appropriate controls in place to insure testing integrity.

A worldwide study conducted by Forrester Research concluded the following with respect to Microsoft MultiPoint Server technology:

 

• Teachers and students report that using a Windows MultiPoint Server 2011 station is as good, in terms of speed and performance, as if they were working on a traditional personal computer. 
• Overall student energy and enthusiasm is boosted when more students have a modern computing station to work on, instead of sharing an older machine and dated operating system amongst their classmates or having no computer access in the classroom at all.
• Teachers very much appreciate the administration and monitoring capabilities of the new MultiPoint Manager, with which they can direct and control class and individual students' lessons more effectively. The console is reported to be easy to learn, even for non-English speaking and non-technical instructors. 
• A Windows MultiPoint Server 2011 system is relatively easy to set up and deploy, according to interviewees. This is especially valuable for schools in remote areas where IT skills are scarce.
• Power cost reductions are important in the many areas of the world where electricity is a large line item in the school's budget — assuming it is available. 
• The overall cost savings compared to a traditional PC environment is substantial and analyses of these costs comprise the bulk of this study.  All schools reported being able to re-allocate these savings to other assets for enhancing the education of their students.

So there you have it. A three part series about what you need to know regarding Virtualization. For most of you, the sweet spot will be your computer lab(s). Using virtualization will reduce both the initial and ongoing costs of the computer lab, improve the learning environment, and simplify life for your teachers.

And I will virtually guaranteed (my final pun) you will love it. Our early adopters are already coming back for more.

One final note; in order to use MultiPoint Server 2011, you will need to address your Microsoft software licensing. See my earlier article about this subject.  After all, you don’t expect Microsoft to allow creation of all those virtual computers without licensing them!

Virtualization - Part 2: Which Virtualization Solution Should I Use

Wading through the vast array of virtualization solutions is a challenge and frankly it will mostly be a waste of your time, until you focus on a specific solution needed for your school. I emphasize “specific”, because sometimes the process associated with the high tech virtualization strategy is a very low-tech and practical need to just get something done without an army of Network Engineers and a couple of hours on the phone with technical support.

You can virtualize servers, if you have a need to either consolidate physical hardware or add another server for a specific application. You can virtualize desktops and launch them in thin client sessions to create a sterile computer lab environment (such as required for testing). Or, you might want to use virtualization as part of your backup strategy for mission critical applications, such as computers running your financial software.

Whatever your circumstances, be sure you have a solid business case for implementing a virtualization strategy. Don’t get sucked into the IT department’s love affair with virtualization without a compelling solution attached to it. The one certainty about virtualization is that it will virtually guarantee (another intended pun), that your IT team will be on the payroll for as long as you keep that virtualized environment in place. This is a pretty complex solution, even for those of us in the business.

Here are three very specific examples of where we have used virtualization to the benefit of our school partner:

VoIP Management Server: Due to growing pains, one of our schools needed to setup a remote administration office to accommodate temporary office space during new facility construction. They did not want to spend on infrastructure that would be replaced within a year, and space was very limited.

The VoIP system they setup for the temporary offices required a server for the call manager (PBX functionality).

Using Microsoft Hyper-V technology, we created a VM (Virtual Machine) which had the sole purpose of running the call manager software. There were specific system requirements that differed from the configuration of the host server, otherwise we would not have needed a VM in the first place.

It ran flawlessly for the period of about 24 months (ever heard of construction delays) and then we decommissioned that VM and moved to the new facilities. Mission accomplished.

The business case for this virtualization was temporary computing requirements with the least amount spent on hardware, software, and electricity.

Server Migration: A rather old and inefficient server at partner school needed replacing. Simple enough, right? Well yes, except the school financial system was installed on this server and the orders were to not to interrupt it. It also did after hours synchronizing with a district system, which required point in time coordination.

Quick is not something that can be guaranteed with a single network engineer managing an entire school on one day per week (our model). So we employed a virtualization strategy.

The solution was to configure a VM and work through all of the network connection issues, configuration, and testing. Then at a pre-appointed time we quickly took a snap-shot (image) of the operating server and virtualized it. This VM then ran for a period of several weeks giving us plenty of time to install and configure the new physical server, without pressue on our part or interruption on theirs.

Why did we not simply keep running the financial system as a virtual machine? Good question, although it could have in theory been easily done. There were ownership (as in the district’s property) and licensing issues that drove the decision.

The business case for this virtualization was a time critical server migration. Not just the length of time it took, but the point(s) in time requirement as well.

Computer Lab:  A thoroughly trashed computer lab at one of our partner schools needed replacing, but budgets were very tight. We needed to find a way to refurbish/replace the computer lab for well under $10, 000 with the specific requirement to make them easy to use for state mandated testing.

If you read between the lines, what the administrator was trying to avoid was that very stressful “day of testing” computer problem nightmare you have all experienced.

Our virtualization solution in this situation was Windows MultiPoint server connected by HP Zero Clients. Using MultiPoint server, we were able to reduce the cost of the lab by 75% (we set up in a conservative 5 – 1 ratio) and provide a sterile computing environment on testing day.

The setup was easy, because MultiPoint Server 2011 is designed specifically to recognize and configure the HP Zero Clients. And after downloading the states thin client setup utility, we were able to quickly boot into a “Sterile” testing environment. That is where all computer sessions are identical, locked down, ready for testing, and capable of being administered by a proctor.

The business case for this virtualization was not only cost, but in delivering a sterile computing environment, (as we defined above).

Summary

Virtualization is a mature and well adopted technology used worldwide in a variety of circumstances. It may indeed be appropriate for you to consider. Before doing so, identify a specific computing problem and desired outcomes and a budget before calling your IT provider.

Hopefully your IT provider is wise enough to guide you in selecting your virtualization strategy, software provider, and configuration to accommodate your business case. And if you have a requirements for a temporary, time critical, or specific computing environment; then virtualization is likely a good choice.

And that’s virtually all I have to say about it… until next week. We’ll look a little deeper at virtualizing your computer lab.

Ten cool things you can do with Lync 2010

We just completed our first migration from BPOS to the academic version of Office 365. Okay, so there is no academic version of Office 365, just academic pricing (as in mostly free). At any rate, we were anxious to show the new capabilities to one of our school partners.

Yawn… their lack of enthusiasm was underwhelming.

It turns out that Office Communicator, while present in the school for the past 9 months was rarely if ever used in the day to day operations of running the school. In fact this was the second Unified Communications solution that we enthusiastically rolled out, only to find that the users were universally unimpressed.

No doubt there was a need for better training on our part, but the biggest problem appears to be the lack of understanding about what Lync 2010 (formerly Office Communicator) offers. Most viewed it as a simple Instant Messaging client and never really bothered to even set their status, much less use the other features.

Maybe I just don’t understand the classroom environment, but the benefits to using Lync 2010 seem remarkably relevant to the classroom.  And I think it would improve communication, discipline, and security in the school immeasurably, here are 10 really cool things you can do in the classroom with Lync 2010.

1. Take attendance. No, not student attendance, but staff attendance! There is no simpler way for your staff to report present and accounted for than by setting their status when they are in their classroom ready for the day. With one quick glance you know the status of your entire organization.

2. Make announcements. Do you take into consideration how distracting the school PA system can be when you are trying to communicate to a small subset of your organization? Using Lync to communicate directly to small subsets can be done with ease and without interruption.

3. Make Phone Calls.  Are you having difficulty justifying the expense of telephones on every teacher’s desk? Use Lync instead, it is a robust VoIP system that takes “zero” real estate (space) on your desk.

4. Direct connect with parents.  Properly configured, Lync 2010 can communicate with virtually every messaging system in existence. Sometimes a quick one-liner is all it takes to resolve an issue about a student, with a parent.

5. Produce instant video recordings. Can’t afford thousand dollar IP cameras, expensive DVR servers, and all the connections? Place inexpensive web-cams on the top of each teacher’s screen and rotate them around when needed. Documenting discipline issues becomes rock solid and the principal can be watching… real time.

6. Hold virtual parent teacher conferences. Do you have difficulty scheduling and managing parent conferences? With Lync you can connect with parents in a video conference on the fly with no advance setup requirements. They can be across town or around the world and still experience face time with your staff.

7. Send lesson materials. Do you ever need a resource, such as a photo or document from the library or resource center right in the middle of class? Reach out to the media specialist and they can deliver that material right to your desktop, you won’t need to leave your desk.

8. Improve team teaching.  Improving teacher utilization is an important part of managing resources and team teaching is often part of the mix. But let’s make it a lot easier. Lync 2010 allows teachers to share their desktops (or portions thereof) with others. Imagine the rich dialogue of interaction if teacher “B” get’s plugged into the classroom with teacher “A” with just the click of a button.

9. Extend your presence via Mobile Phone.  Recently released iPhone, Android, Windows phone apps now let you set your presence on the go, and communicate with your team members via your mobile device. Good idea when you’re out running an errand on school time, not so good on the weekends – but the nice thing is that you can always set your presence, whatever it is you choose to display.

10. Instant Messaging.  Topping off the list, with the most common feature in Lync 2010, is instant messaging. It’s interesting that users who send thousands of texts per month on their cell phones fail to see the benefit of text messaging from their desktop. The difference with Lync is that by setting your status (Busy, Available, Do Not Disturb, Be Right Back, Away, etc.) your team knows whether or not to send a message and may think twice about interrupting you.

These are the immediate things that came to mind with respect to Lync 2010, there are probably a dozen others. From a larger view, the term “Unified Communications” is mostly techno-babble when used outside the technical support community.  But what it really boils down to is a set of software tools that connect people with one another using technology in ways that are convenient, deeply integrated on all devices, and driven by your stated availability.

Summary

Lync 2010 is a core piece of the Office 365 experience and offers significant communication improvements in charter schools. It allows users to communicate with team members in a variety of ways and from a wide variety of devices. By understanding the status of team members, communication can be tailored for the right time and place for delivery.

And for those schools we manage, Lync 2010 is part of our customer service experience… and our status is always “Available”.

What to do now that you have been approved

Congratulations on the state approving your new charter school. Take a deep breath, exhale slowly, and relax. OK, time to get back to work!

No doubt the application was challenging, and by now you have a board and a few eager volunteers to help, let’s take a look at the specific things you should do with respect to technology in order to be ready for opening day.

This is only from the perspective of technology, other things will certainly be required; but there are four key waypoints you should consider during the next year or so.

• Build your communication infrastructure as quickly as possible
• Create your Technology Plan and participate fully in the eRate process
• Ensure your critical network components get included in the construction/remodel
• Install your hardware and software  30-45 days prior to opening

Communication Infrastructure

Think of your new school as a product launch. How quickly you put systems into place that will help you market, build your brand, recruit students, engage the community, and establish management systems will in large measure affect opening day. And while that may seem a long way off, it will happen very quickly.

With the world’s finest set of collaboration tools available and free to any academic organization, your first stop should be at the Microsoft Office 365 website to sign up for a free trial. This cloud based suite of solutions will provide the foundation of a technology infrastructure which will serve you well during this critical start-up phase; and it will continue as the core communications infrastructure for years to come.

Included in the Office 365 offering is:

• Exchange based, SPAM free, secure, and compliant email that works on any device
• Lync 2010 unified communications client, with  live meeting, chat, and file sharing
• SharePoint  for document storage, collaboration, and access control

You’ll also need to decide upon a Charter School Management System, or outsource the business office functions. We believe keeping things in house is the best solution. See our post about Education Resource Management Software( eRM) powered by Microsoft Dynamic CRM.

Technology Plan (for Erate)

You’ve probably written enough plans to last a lifetime during the application process, but it’s time to review that technology plan one more time. It will probably need to be fine-tuned in order to pass the state Erate Plan approver. In a perfect world your application plan, eRate plan, and real life (what you will actually do) plan would be the same, but if they truly are, that would be the exception rather than the rule.

An important aspect of the eRate process is determining your discount rate.  Calculating your discount rate for the first year is a little tricky, since you have no financial measures of your student population.  Normally you measure free and reduced lunch percentages to calculate the eRate discount; and ultimately you should conduct a family survey to determine more accurately your actual discount rate. This will be especially important if you are close to reaching the priority two funding levels, which is the level at which you obtain the most significant reimbursements for eligible technology purchases.

You would be well advised to get some professional help with eRate because the dollars at stake are very significant. We know of one school that incorrectly calculated their discount rate and missed out on getting reimbursed for several hundred thousand dollars of eligible equipment. Ouch …. don’t do that.

One final eRate reminder, work on the front side of the eligible time periods for filing. Don’t even think about waiting until the deadlines loom large. Invariably you will miss something and the deadline will come…. and go, along with your opportunity.

Network Components

Ask any network cable installer about the ideal time to install cabling and they will universally agree that it is before you finish out the walls and ceilings. Waiting until the drywall is in and ceilings are hung will increase your cabling expenses significantly. And it increases the likelihood of damaged or improperly routed cables as well.

Having said that, don’t be too ambitious about the rest of the gear. Patch panels, maybe – but definitely not switches, routers, servers, or access points. Those all come in after finish out and several cleanings. Drywall dust is very destructive to electronics, so be sure to do a thorough cleaning of your server room before installing routers, switches, and servers.

If all of your hardware and software is on premise, you can easily wait until the month prior to opening to install this equipment. Please note that waiting to install the equipment is NOT the same thing as waiting to acquire it. While waiting a little may save a few dollars, waiting too long will ensure you are not ready for opening day.

Final Systems Installation

As you count down the month before opening, there will be plenty of tasks to accomplish. Desktops, laptops, and multipoint lab systems should be installed and tested. Wireless access points will be attached and configured. And the server room will come to life with servers, switches, and a good quality firewall.

See articles about managing desktops, UTM devices, Windows Multipoint, and other items not mentioned here for this final step.

Summary

The common, almost predictable experience we have observed in opening schools, is to wait until the building occupancy permit is issued to begin technology implementation. Don't do that! It will create a very shaky foundation for your information systems because you will be rushed, stressed, and making decisions under a great deal of pressure.

We speak of planning as though it only requires thought and conversation, it also requires a significant amount of time. Do yourself a huge favor and start the process early... as in yesterday!

Sidebar

One of the tremendous advantages of the cloud is the capacity to build infrastructure off premise and then connect it to the physical facilities when the time comes. This is a sound strategy in launching your new school.

By building your key infrastructure in the cloud (hosted solutions), you will not only have advanced communication abilities during the critical planning year; but, once you are comfortably housed in your new facilities, you will be using a familiar set of tools and features.

Working across town or across the country today might be necessary to get up and running, but across the hall later on will be necessary to operate smoothly and efficiently. And you may ultimately, as many have, decide that leaving your infrastructure in the cloud is a sound strategy.

Congratulations on your approval, feel free to call if you have questions.

How To Completely Undo Your IT Management

Truly this is not an article on how to dismantle the technical support mechanism at your school. It is however, a recounting of actual experiences – some of them unpleasant – that you should avoid; that is if you wish to have a better technical management support mechanism in place.

Although it is less painful to consider other’s mistakes, making them yourself has a silver lining. Your mistakes can always be used to point out a bad example, which can be instructive …. to others.

 Here are five of the most common self-defeating behaviors we have seen while managing charter schools:

1.       Paying for advice, then completely ignoring it
2.       Allowing everyone to develop their own agenda
3.       Making significant technology related expenses without involving IT
4.       Expecting short turnaround times for complex projects
5.       Assuming IT management grasps the political and leadership challenges in your school

Paying an expert for advice, then completely ignoring it

Several years ago a generous benefactor came to the religious community where we rented facilities for a small K-4 charter school. He had a terminal condition and was offering a generous gift of money to buy computers for both the school and the religious community (they had educational activities during the week).  I was asked to advise them about the best use of this generosity.

After considering the budget, the stated educational objectives, the current infrastructure, and the cost of managing the resources going forward; we proposed a solution to buy 20 laptop PC’s.   They would integrate seamlessly into the existing infrastructure at the school and add to the collection of PC’s currently used to form a full computer lab.

Unfortunately, at the same meeting, was an individual who had much greater influence with the kindly old gentleman, who was an unflinching MAC user; who, without any of the above mentioned considerations, persuaded the benefactor in the direction of using Apple Macs instead.

Please don’t misunderstand, I liked the MAC’s just fine, but given all of the other considerations it was not a good choice. Three months later I was asked to purchase software for the school/congregation to turn these perfectly good MAC’s into PC’s so they could be used with the existing systems and processes the rests of the school was using.

Presumably you have a relationship with a trusted technology consultant as part of your IT management. If that is not the case, you might consider making some changes. And when you seek advice, carefully consider completely ignoring it.

Allowing everyone to develop their own agenda

Want to stimulate creativity by engaging all levels of your staff in a brainstorming exercise of new ideas? Watch out! If you do this without a mechanism to vet those ideas, debate those ideas, and build consensus around the winning ideas you might be causing more damage than good. Trying to herd cats seems a helpful illustration of this concept, which has at its root great potential, but undirected creates chaos, division, power struggles, and politics.

We welcome creativity, the introduction of new ideas, insight into new discoveries, and the development of improved technology. We applaud all those who keep striving to do things better.

However, when those expressions of creativity become individual agendas, it can be detrimental to the organization as a whole – unless there is consensus building, implementation planning, and adequate training.

Several years ago an ambitious technology teacher determined that interactive white boards were an essential part of the classroom experience. And she was quite persuasive. The school purchased and installed the technology at great expense. The perfectly functioning whiteboards were rarely used by even the supporters of the technology and never used by those who did not want it in the first place.

When lesson plans and teaching styles have to be adapted to adopt a new technology, the failure rate rises in proportion to the change required. And without significant buy-in, a top down implementation, and significant training these kinds of projects will fail.

If you cannot manage the process of building consensus and properly implementing a project, then at least do it in a pilot program where the technology can be proved, and likely improved upon, without breaking the bank.

Making significant technology related purchases without input from IT

So common is this scenario that you only have to say these two words “Surprise, Surprise!”, and most technicians immediately know they have been handed a poorly specified, often incompatible, or otherwise problematic new piece of hardware or software to install.

“And could you have it installed yesterday?”

Not long ago we reviewed the USAC Form 471 for a small K-4 charter school that had been approved for over $25,000 of servers, switches, wireless controllers, and access points. While the expected reimbursement was exciting and gratifying, the components specified were not appropriate for the size and makeup of the schools infrastructure. It was the equivalent of putting Boeing 777 engines on a Piper Cub.

Granted, there are times when purchasing decisions cannot wait. And perfect scenarios don’t exists in every school where decisions are adequately considered and due diligence provided. And in a large view, this is a process of continual improvement.

Nevertheless, do yourself a huge favor and run technology purchasing past your IT team and avoid the headaches for both of you. There are two benefits in doing this. First, you will have a much greater chance of getting the right equipment and you may also spend less for the solution.

And this is especially germane to new construction or remodeling projects. Finding that you need a dozen new CAT6 network cables installed is exponentially more difficult after that final coat of paint has been applied.

Expecting short turnaround times for complex projects

Whenever I hear the preface of “How soon can you…” I wonder if adequate consideration has been given to a project or purchase. It’s understandable, logistics now make PC’s appear overnight and you can have an entire computer lab sitting in boxes ready for installation in a few days.

But that does not always happen. We recently placed an order for new lab equipment and were given a 10 day delivery notice. Three weeks later part one of two arrived and it was a full month before the final components were delivered.  It was embarrassing for us and understandably frustrating for the school waiting for the project to be completed.

From a cost perspective, rushing a project universally equates to added costs. And inadequate planning is the most common reason for projects to go awry.

Investigate early, specify clearly, and communicate regularly with your provider about order processing, shipping points, tracking numbers, and any known shipping delays.

Assuming IT grasps the political and leadership challenges of your school

Our management model and the model used by many charter schools are to utilize part-time support resources. In fact our most efficient model places support engineers in the school only a few times each week. And presumably that time is spent solving complex technical issues, rather than circumnavigating power struggles, personality clashes, and addressing individual agendas.

In large measure these are the realities of any organization, so one of the most powerful tools we have used to overcome these very normal challenges is to hold periodic (monthly at least) Technology Advisory Committee (TAC) meetings.

TAC meetings are an invaluable source of information for all involved. Problems can be better identified, the merits of proposed projects can be openly debated, and consensus can be built. A well formed TAC will consist of Technology Managers, Administrators, Department Heads, and representatives of other significant stakeholders. Parent and BOD representatives are especially helpful in this exchange and often provide invaluable “end user” insight.

Summary

Placing your technology team into the appropriate organizational level is an important first step in improving your IT management. Consider that most fortune 500 companies now have Chief Information Officers as part of the highest levels of their management team.

Information systems drive so much school activity and management process that you cannot afford to view IT as the guys who fix computers. And tolerating inadequate IT support staff is very costly. If you don't have the level of expertise you need, get it.

For concrete ways to do this, consider making improvements in the five areas listed above. A helpful moniker is “Just do it!”,… not “Let’s undo it”.

Data Management Plan

Sometimes the most basic concepts can really trip you up. That happened last week when a new school was asked to come up with a Data Management Plan for a grant application.

They reached out to us for insight, and here is our take on the subject. If you are struggling to describe a way to corral those wild 1's and zealous 0's, perhaps this will help. Please feedback your insight and suggestions.

Definitions

Data: digital information in any format utilized by a school for the management of people, processes, and things (resources) associated in any capacity with the school.

Management: awareness, oversight, and control of the aforementioned data.

 

Overview

Data management planning addresses three core components:

1. Ownership and oversight: Managing both the data and the resources that control information systems;
2. Data Security and compliance: Protecting  privacy, controlling access, and securing resources from within and without;
3. Data retention, archiving, backup and disaster recovery planning: Assuring data access in any circumstance for the timeframes specified by law and by policy.

These three core components are intentionally broad to address the wide variety of choice associated with implementing information systems which house, transport, and protect data. However, there are basic standards driven by industry, law, and state education agency guidelines that should be considered standard practice, as individual school boards implement policy.

The purpose of this document is to set forth broad concepts associated with Data Management Planning for Charter Schools and to provide a basic checklist to identify weakness.

Ownership and Oversight

Schools should have direct ownership or contractually delegated control of all resources which are used to store, route, and distribute data. Common examples of these resources are domain names, web hosting accounts, email systems, and hosted applications that store data in the cloud.

The seemingly small matter of legal ownership can cause enormous challenges if mismanaged. It is very common for well-intended parents, volunteers, or even board members to have control of these resources.  However, it can be very difficult to regain control of these resources if problems arise or relationships sour.

Imagine the damage a disgruntled former staff member or parent could inflict if they own your domain name, website hosting account, email system, or other hosted application. Don’t laugh, we have seen it happen.

Checklist:

• Do a simple ”who is” query on the internet and determine who is the registrant of your school's domain name. Is that individual or company still associated with your school? And do you have long-term confidence in that relationship? Is the address and contact information current?
• Determine who hosts your school website. Who owns the hosting account, who has access to control the web server (usually a control panel)? This is not the same as access to the website itself.
• Evaluate the email accounts used to communicate with students, parents, and the community. If your teaching staff is using Hotmail, Yahoo, Gmail, or other consumer based email system you have no control over the contents of those systems. In any kind of Open Records query or legal discovery, you will be unable to search messages without the express permission of the owner of that email account. This could be both embarrassing and costly.
• Review any hosted (Cloud) applications such as a backups, management systems (eRM or IEP), or desktop management systems. Do you have ownership of those accounts and termination processes when managed by a service provider?
• Determine who owns your social media accounts. If it is not you or someone in your organization, takes steps now to gain control of those accounts.

Data Security and Compliance

Fundamental to managing data is controlling access to that data in order to comply with privacy laws, ensure integrity in the education process, protect students and staff from data breaches, restrict sensitive or confidential information to authorized users, and provide safeguards for financial transactions. Infrastructure choices will impact these objectives and should be considered well in advance of any solution implemented.

Many of these challenges can be avoided by using the built in security and access controls provided in a  Microsoft Active Directory based network. But primary schools may find this security model too complicated. Other solutions may need to be considered.

Email systems should have central administrative capacity as well as the ability to do Open Records requests or legal discovery searches. These systems also need to be capable of addressing the wide range of employee changes without difficulty. Confidential email messages need to be archived and retained for the appropriate periods of time, and email destined for former staff needs to be redirected to an administrative user or replacement email account.

Computers and users need to have several layers of security protection starting at the perimeter and ending on the device in order to protect the data sets being accessed. This starts with a CIPA compliant firewall and is enhanced with added layers of protection through security updates or patches and anti-malware services (virus, spyware, malware protection).

Checklist:

• Review the age and feature set of your firewall, new generation firewalls (termed Unified Threat Management devices) provide a wide range of security services that directly impact data management. One of the foundation services is Child Internet Protection Act (CIPA) compliance, which is a basic  component of eRate funding eligibility.
• Review your device based security services (Virus and Malware protection) and consider enforcing security compliance as a condition of internet access. This is a simple process with new generation UTM devices (firewalls).
• Consider implementing Active Directory services into your network environment if you are not doing so already. Couple this with group policies and automatic security patch updates.
• Avoid using personal email for school business, this not only dilutes your brand, but could be very embarrassing in the event of an Open Records Act inquiry or legal proceding.

Data Archiving, Retention, and Disaster Recovery Planning

The most frequent data management deficiency is the lack of planning for the retention of data and the lack of testing backup systems for the recovery of data and associated information systems in the event of a disaster. Typically, retention planning never happens and eventually, hardware failures always occur. Both deficiencies are an important subject for consideration in a data management plan.

Data retention requirements vary by subject matter and user class, each data set should be identified and described in terms of the following four criteria:

1. File format – the format type used to store the data (Word, Excel, pdf, database, image, etc.);
2. Archive length – the time required to retain data;
3. Storage location – the physical location of the stored data;
4. Access control – the security and user permissions associated with the data.

In a well managed environment, data is centrally managed, automatically backed up, and secured with a reasonable level of password protection and/or encryption. Far too often, we see data scattered across a wide variety of staff resources, poorly structured, improperly secured, and inadequately backed up.

The tasks of data archiving, retention, backup, and disaster recovery planning are really connected components of a well structured data management plan. The simplest and most effective way to address these tasks is to view them as a continuum, or a data life cycle – data is created, stored, then deleted at appropriate times, with appropriate security measures during each phase.

Checklist:

• Take inventory of data associated with your school and describe each data set by the above criteria.
•  Seriously question any tape backup systems that are not managed by a highly competent and trained network engineer – 80% of all tape back-up systems fail during recovery.
• Take advantage of the data retention features found in information systems you use. For example, there is no better email archiving, backup, and security solution than Microsoft Exchange Server – the program used to create the email system. Even better is when the Exchange environment is hosted offsite in Tier 3 data centers hosted by Microsoft.
• Consider a single system to manage this process to the extent possible, it will simplify your planning an  execution.
• Test, test, test – always do a full disaster recovery test to validate your plans and document your processes.

Summary

Data management planning need not be an overwhelming project. Rather it should be the logical conclusion to well-designed information systems. When implementing any technology solution, always consider it in light of your data management requirements. Be sure the system compliments your plan, but does not complicate it.

Keep legal and logical control of your data resources, ensure data is secure from all types of threats, and establish clear policies for data lifecycles – including the destruction of data when appropriate.

Contact us if you need assistance drafting a data management plan specific to your school, which may be required for your initial charter application or a grant.

Driving Efficiencies in Desktop Administration

Let’s do a quick math test to give you an idea of the time typically spent doing routine maintenance on the computers in your school and then discuss ways you can dramatically cut those time requirements. We’ ll use round numbers to make it easy, starting with the assumption that you have 100 computers to manage.

At least once each month, you should be doing software updates, security patches, and system scans – the routine maintenance that keeps computers in optimal shape. Doing this maintenance will help keep your computing experience consistent, remove unwanted virus’ and spy ware programs, and apply the latest improvements in operating system and software program functionality.

In a perfect world this process would be entirely automatic, but there are a number of reasons why automation fails and part of desktop administration is monitoring and resolving those failures, proactively.

Back to the math quiz….

How much time does it take update 100 computers each month? If you do it the old fashion way and allow yourself 20 minutes per computer (that’s optimistic) you are looking at 2,000 minutes – plus travel time (between computers). That is roughly 35 hours; which approximates the amount of time we normally spend in an entire month managing infrastructure at a typical school. Not a sustainable model because there are more tasks required to manage technology resources than just updating computers.

The way to improve desktop administration is a three point approach consisting of automation, reporting, and remote control. These actions should be taken simultaneously and there are a wide variety of solutions to help you.

Whatever system you use, and there are several, you should focus on the following three areas:

1. Automation – implementing automatic updates that work within your security model
2. Reporting – providing a centralized inventory of computers and their current status
3. Remote Control – installing remote control tools for efficient technician access

Automation

At the most basic level, you should set your computers to do automatic updates from Microsoft,  but depending upon security settings or user account privileges, this might not work. Finding the right balance between local user access and security of the environment is tricky, but as it relates to automatic updates it can cause the process to fail.

In an enterprise the size of a charter school, the single biggest problem we see (in terms of wasted resources) is having an open desktop security policy, with local install permissions. Managing this is the first order of business when struggling to gain control of computer administration costs.

With no security (access control) in place you will quickly find every single computer in a different state. There will be different backgrounds or wallpaper, butterfly or alligator pointers, and a wide variety of default program settings, browser toolbars, and freeware (accompanied by malware) installed.

The conflict between automatic updates and access control is best managed by a programs such as  System Center Essentials, Windows InTune, or other third party desktop administration tools that provide sufficient security access to accomplish the automatic updates required, with no intervention on your part. The sooner you get control of your desktops – the sooner your support costs will plummet.

In order to measure the success of your update automation, you’ll need some kind of centralized reporting tool.

Reporting

Quickly evaluating the state of your desktop computers is the essential job of a reporting tool. Rather than waiting for a user to call the help desk to address a computer issue, a good reporting tool will notify your help desk well in advance of a pending computer problem.

Applying support resources in advance is almost always more efficient than resolving a problem after the issue has caught the attention of an end user.  And sophisticated reporting tools are both inexpensive and quite robust.

Not only will a reporting tool disclose the state of your computers, with respect to software updates; it will also report impending hardware failures, disk space limitations, device driver conflicts, and other developing problems. And often these are represented in very clear color coded graphs and charts to not only give you a realistic overview of system health, but allow you to drill down to details of a given issue.

Remote Control

Simply stated, Remote Control is the ability for your technical support team to reach across the limitations of physical space and control your computer.  This allows technical support to happen as though the support engineer were sitting physically at your desktop, when in fact they are on the other side of the building, city, or country for that matter.

But there is much more to the advantage of remote control than remote access. Most remote control solutions are Internet browser based and as such, a support engineer can open multiple support sessions at once – as many as a dozen or more, depending upon bandwidth, browser limitations, and the ability to keep track of a large number of simultaneous support sessions. This is the model of efficiency.

In a recent upgrade scenario involving a major Windows Service Pack, we measured the time to do it manually vs. remotely. The time required on site was more than four times greater than doing so remotely.  One significant benefit that is often overlooked with remote support is the ability to provide support services while the class is in session, which is not practical on site.

One of my favorites remote tools is LogMeIn.com, a free browser based program that works well, is easy to install, and can be configured by having end users click on a link within an email message and follow a short installation routine. There are many others that work equally well.

Summary

An efficient desktop management model looks at your infrastructure once each day to view the state of computers. It proactively manages required updates, mostly through automation, but manually if required;  then resolves any computer errors using remote tools that do not interrupt your class.

Our experience suggests that by investing 20 – 30 minutes each day, you can proactively manage 100 computers. That of course does not include repairing intentional damage caused by students, catastrophic hardware failures, or major operating system upgrades, which require physical access.

Want to improve the score on your math quiz stated above? With automation, reporting, and remote administration your total will be a little more reasonable than what you are doing now.  Contact us if you would like a free recommendation on the automation, reporting, and remote support tools that will best suit your situation.

Managing Computers in a hostile computer lab

OK, so the notion of a hostile environment may be a stretch, but hear me out on this one. Jr High and high school students are not always the sweet and innocent models of decorum we would like. But having been there once,  I  understand. Managing computers in a lab can be frustrating, but with a little forethought you can keep your sanity.

Whether it’s showing off, flirting with a classmate, or just plain horsing around; stuff happens in the computer lab. Keys get popped off of keyboards, mice get ripped free of their chords, and the best one I’ve seen yet is a perfectly sized slice of baloney in the DVD drive. Being able to laugh about it is probably a good place to start.

However, if the problems are getting a little overwhelming with your resource constrained staff, here are some suggestions that might help.

Start with the right equipment

To the extent possible, use desktop computers in student labs, rather than laptops. They cost less to buy, are less expensive to repair, and tend to grow legs less often.  For real savings and administrative advantages, see the article about Multipoint Server in a computer lab, it will reduce the cost of the lab by 75%.

Desktops can often be mounted in cages that prevent physical access, which is an important step in your attempts to secure a computer.

Keep the network simple

Whenever possible, use a wired network connection for student labs. The bottleneck of twenty simultaneous You Tube videos will always impact a wireless network more adversely than a wired network. And wired adapters are much more reliable, given the security protocols passwords, keys, etc. that accompany WiFi.

Once configured, wired network devices rarely need management and access to the hardware is less apparent. In fact normal access is preventable through group policy settings. Speed is much faster on a wired network where even the very fastest wireless internet connection is about half the speed.

Provide Adequate Supervision

Adequate supervision is paramount in a computer lab. And this is the most common challenge we observe. If your staff is unwilling to provide accountable supervision and you as an administrator are unwilling to require it, then you might want to consider a teachers aid or parent volunteer. Even a non-technical individual can readily discern when a student is dismantling a computer.

It makes little sense to assign the task of student-sitting to your desktop or network support engineer. In a well managed environment,  they  are better utilized spending time resolving more complex issues.

Install video surveillance

This may seem  an overreach, but there may in fact be a very good case for this – especially in those schools with high risk populations  or special education requirements. Not only will this reduce vandalism, but in extreme cases may provide a solid defense against litigation. And there may be other very good reasons for videos surveillance.

Just knowing the possibility of videos recording exists can change behavior.

If you elect to use video surveillance, be sure to use digital cameras that are correctly specified as to focal length, field of view, and pixels per foot.  In most cases you can use your existing network infrastructure and Power Over Ethernet to eliminate much of your installation costs.

Summary

Remember that the only way to completely secure a computer is to prevent physical access to the computer.  Even the most hardened computer can be compromised if a student is given access to the physical device. By rebooting a computer with a bootable USB device, a very secure computer can be easily compromised by a clever student hacker.

So start with the right equipment, improve your supervision – either in person or by camera – and be suspicious if you see a student in the lunch room with a baloney sandwich, without the baloney.

Managing Website Content - good, better, best

Managing public website content in the dynamic environment of a charter school is enormously time consuming. If you think otherwise, then your school’s website is most likely out of date and in need of an overhaul. A quick poll of your site’s users will likely confirm this, and probably tell you more than you care to know. Even the best and most popular websites face constant scrutiny from one set of stakeholders or another—who each inevitably have website suggestions but often little understanding of the costs attached to those suggestions.

Because charter schools have so many requests for content updates, accompanied by all the usual interruptions and stretched staff assignments, this task can quickly get overwhelming.

The purpose of this article is to explore three methods that we have used to manage website content, each with varying degrees of success. Pros and cons exist with each method, but no solution at all will ultimately cost you much more in wasted administrative resources. In fact, your public facing website can actually reduce the amount of administrative effort required to run your school, but only if done thoughtfully and consistently.

Before we address the methods, let’s quickly review the basic categories, and samples of content, that you ought to be familiar with, as explained below:

• Contact and directory information that bypass admin resources to every extent practical. This category includes phone, fax, email (forms-based), maps, organizational charts, and department information.
• Notifications that are legally required in order to comply with board and other necessary public notices. These can include board minutes, policy manuals, student handbooks, and health notifications.
• News and activity information to inform the community about all school related activities, including academics, events, calendars, community engagement, fundraisers, school plays, projects, and field trips.
• Social media and buzz to generate excitement, awareness, and sense of community. This involves using platforms like Facebook, Twitter, LinkedIn, and other media associated with the school’s hub of activity.

This list is intentionally given in order from the least to the most frequently updated category, and roughly parallels with semi-annual, monthly, weekly, or daily updates. And correspondingly, this list is given from most to the least restrictive category, with respect to content review and approval. Keep this in mind as we outline the methods of managing content, because different kinds of content require different publishing processes, and have different shelf lives.

One last thing before we discuss methods—all content should take the shortest path possible from the time of its creation to its publication. For example, if a calendar of events has three separate approval processes to go through, and faces any delays that sometimes happen in life, then you may as well forget about it. By the time the event is posted and published, it could long since be over. Another example is homework assignments or study guides submitted by teachers for the website. Systems need to be in place for allowing and training staff to easily save a document in a format they understand (Word, Excel, PDF, etc.) and then quickly publish the document to the website, without a lengthy approval process or any difficult technical steps.

Easier said than done? Perhaps. But with even modest training, any of these three methods below will provide this functionality. I’ve labeled them as Good, Better, and Best.

Good Use whatever they are comfortable with.

With so many web publishing options available, it is quite possible that members of your staff already have a blog, a personal home page, a Facebook page, or a website devoted to their work. These are often personalized very well, and reflect the passion and interest of the individual authors. Allowing this kind of content management comes at a very low initial cost, a reasonably high participation rate, and can be quite effective. We’ve seen some that are excellent, both artistically and functionally.

However, it’s important to understand the risks associated with this model. The primary risk is content control, lack of oversight, and possible legal issues. These kinds of resources are universally owned by the individuals creating them. Inappropriate use could be embarrassing to the school, provide misinformation, and potentially create liabilities that you feel are unacceptable. And without the cooperation of any of your particular staff members, an offensive website cannot easily be taken down, especially if you have adopted a precedent of allowing this kind of online creativity over a long period of time.

Artistically speaking, your website may end up looking like a virtual flea market. But the good thing is that there will be accurate content readily available.

Better Use a centralized content management system.

Most schools use this model to manage website content, and for good reason. Using a content management system is an efficient way to build a website that contains most of the features you need, with some type of password protected area that allows a management interface to add, remove, or modify content. Because most content management systems are built with a template framework, information on new pages gets formatted in a similar fashion as other pages, giving the site a more uniform feel. While this can make creating content easier, it can also create limitations in the design elements and artistic expressions you may wish to use.

With a modest amount of training, users can add, remove, and edit content in areas of the website where they have responsibility to do so. And some content management systems have thousands of appliciations or utilities that you can easily set up to do a wide range of tasks, like updating your Facebook page, sending out newsletters, or creating extensive directories.

Many charter schools have used such a method, normally powered by Joomla, an open source content management system. But while many of our schools use this model, we’ve experienced only modest success in those cases where there is not a single website content manger on site.

Simple means different things to different individuals, and some CMS interfaces can be difficult to use or require in-depth training for staff and faculty. As you have likely experienced, often any kind of barrier or perceived difficulty may pretty much stop users from updating content on the school website, simply because they are not motivated to do so. Functionally, you will have a uniform looking website, but the amount of fresh content will depend upon how motivated and reasonably trained users are. Note: This takes more than one individual to work successfully, unless that individual devotes significant time to content management.

BestMicrosoft Sharepoint: a public website that is connected to your internal documents.

Sharepoint is a very popular Microsoft technology that manages website content through a simple Internet Explorer interface. It’s based upon the permissions you as a user are granted on the site. It bridges the gap between whichever document is sitting on your desktop waiting to be shared and the ability to upload that document to your public facing website. In the simplest of terms, any staff member with permission to do so can create a document, save it to a specific folder on their desktop, and then synchronize it to the school’s public website.

Sharepoint provides a uniform and artistically appealing framework that easily synchronizes documents from desktops with the public facing website. By allowing the creators of your most frequently changed content to publish their materials directly to the website, you will ensure that your content is always up to date.

Admittedly, there are some underlying assumptions in this model, namely the required server and software infrastructure. But this infrastructure is not terribly expensive, especially when bundled with your annual school agreement license for Microsoft technologies. It is interesting to note that the Live@edu services I recently wrote about (which provides free email, document storage, and web pages for students) utilizes Sharepoint as a usable framework. Schools adopting the Live@edu services could more easily transition to the Sharepoint services for managing website content because of the initial familiarity with the technology and interface.

Summary

Managing content on your school website is a very large undertaking, and a process best accomplished by a method that delegates content creation to the responsible authors and where strict oversight is not required. Schools that can reduce the number of steps from content creation to online publication will have greater success in creating a dynamic public website.

And remember that content on the Internet is King! Even an imperfect looking website that has great resources—meaning fresh, accurate, relevant, and accessible content—will give you high marks when users to go answer the question, “How’s our school’s website?”

Finally, it is possible to use all three of the above models simultaneously to manage your website. You don't just have to use one model. Keeping all content resources within the framework of your site will give it a more uniform look.

Good, better, best,
Never let it rest;
Until your good is better,
And your better is your best.

Please let us know if you would like additional information about managing your website content more efficiently by using Sharepoint at your school.

Just the FAX, please...and keep it green!

The widespread adoption of the fax machine in the 1980’s revolutionized communication of images. By using a relatively inexpensive facsimile machine one could transmit document based images over a basic telephone line.

Fax machines have since become common in organizations worldwide and provide a significant role in office communication.  However, according to GreenFax (www.greenfax.com), government research has shown that fax machines consume 200 billion pages of paper each year in the United States alone. If just five percent of this were done paperless, it could save up to 1 million trees a year.

So, how can you Fax more responsibly? It’s actually quite easy…

Think about using email instead of physically mailing a letter. In a similar manner, paperless faxing  (also termed Internet faxing or electronic faxing) has many advantages and features that a normal fax machine does not have, with only a few challenges that are easy to overcome.

The fundamental principle with paperless faxing is simply to keep the document in a digital format to the extent possible, only printing it when necessary. This might be easier than you imagine. Let’s break it down into two broad categories – inbound fax and outbound fax.

Inbound Fax:

Documents being sent to you are already in an electronic format, usually in a file format called .tif or .tiff (tagged image file format).  You know the process well. A sender places the document on a fax machine (scanner) and it is converted into an image file and transmitted electronically over a telephone line; and your fax machine interprets the electronic file and reconstitutes it into a printed image.

What if we just delivered that electronic image into your email inbox instead? Then you could read the fax and act upon in before printing it. Better yet, you could send it to the person in your organization that specifically needed the information – and keep a copy if you like.
 
Outbound Fax:

Many documents you fax outbound originate as digital images or files. They often consist of letters, memo’s, drawings, etc. which you are manipulating in one way or another on a computer device. Why then would you take the time to print the document on paper only to turn around and convert it back into an electronic image for transmission? This is a waste of both time and precious resources!

A simpler approach might be to just send the document directly from your workstation in one of the following ways:

• Attach the document to an email message and fax it to an electronic fax service
• Upload the document to a web based electronic fax service
• Print the document to a virtual fax printer setup on your computer
• Select send Internet Fax from within your Microsoft Word or Excel program

We know there are times when an electronic transmission of a fax will not do. Required signatures, notes on originals, and expediency are all valid reasons to not use electronic means of faxing. But like so many good ideas, just knowing the options and making a choice is a place to start.

If you would like to explore how your school can do more than pay lip service to the “Green” movement, and actually save some trees. Contact us for a demonstration on how you can begin using a paperless fax system in your organization. It costs about the same as a ream of paper per month, so it is pretty much a free solution!

For an interesting history about the development of the fax machine, go here: http://www.ideafinder.com/history/inventions/fax.htm