How to get Return on Ed Tech Investments

The Metrics of Business and Education

In business, every leader understands the Key Performance Indicators (KPIs) within the organization. The Return on Investment (ROI) is tracked with every capital outlay as a matter of routine. In education, the importance and tracking of these metrics is sometimes blurry, or lost completely. Here is an example of a school that reduced the operating budget and improved student achievement, certainly two critical KPIs in education. The expenditure in this example has a clear ROI in dollars and student achievement.

Budget down, needs up!

Planning for the 2012-2013 school year was no pleasure. The entire administrative team was brainstorming budget cuts. As the Director of Technology, I was appreciative the administration did not kill the technology budget. School Closures were looming, and the entire community was nervous. One school considered for closure was Washington School, (the oldest continuous school in Arizona). In a creative effort to continue serving his students, veteran Principal Harold Tenney proposed an innovative blended learning model that would keep his school open.

An old dog with a new trick!

Under this blended learning model, a $30,000.00 investment would be made in technology, but a $90,000.00 savings would be realized through staff restructuring. Class size would remain the same and student achievement would increase. This plan clearly had a positive effect on KPI’s (budget, class size and student achievement). The ROI looked promising; $60,000.00 in savings and improving student achievement is a fantastic return. After much lobbying, the plan was approved.

They said yes, now what?

The Principal and staff got busy. A new computer lab was created and some enhancements were made to the Wi-Fi within the school. There were already teachers retiring, so minimal staffing changes had to be made. (Nobody was fired.)

The school transformed from a traditional self contained kindergarten through fifth grade to multi-grade teams. One teacher is responsible for math and science and another for language arts and social studies. There are also academic intervention teachers and para-professionals. Students spend a portion of each day in a computer lab working on math, reading and intervention topics based on teacher direction if necessary. If interventions are not necessary, students can perform directed enrichment activities.

All teachers are using data to make decisions on a regular basis. Students not meeting academic standards are served quickly and correctly. Students who have mastered a topic are not hindered by those still working on a topic. Students are able to work ahead and stay engaged.

Now, a picture of success

The school day looks different for the students, the teacher teams have the opportunity to collaborate and focus on specific content, and students’ needs. Academic intervention is swift and focused through the teachers and para-professionals. Instruction is now far more individualized for each student. Differentiated instruction through this blended learning model is now business as usual.

Scores are up, way up!

State standardized test scores (AIMS) are up 14 points, seven times more than any other elementary school in the district. On-going Math and Reading assessment scores continue to grow at fantastic rates, and parents agree. In a recent survey, parents say the model “has been successful in meeting the academic and social needs of my child” (16% somewhat agree , 84% agree). That’s 100% satisfaction. The school was also recognized with the Arizona School Board Association Golden Bell award.

The lesson

This is an excellent example of how leadership, technology, and a team willing to change, can have a positive impact on all students. Principal Tenney (by his own admission) is not the most adept at the use of technology, but he does understand the importance of meeting learners with tools they understand. Technology alone is never the answer, but technology used by professional educators, a strong leader and a solid plan became a transforming force.

Funding available

One component that makes this model possible is internet bandwidth. The FCC has renewed federal Category 2 E-Rate dollars to support the necessary equipment to deliver bandwidth to the classroom level. Strategic access to this funding makes this model within reach of more schools starting in the 2015-2016 school year.

The program at Washington School saved money while leading to increased student achievement. That’s how to deliver a positive ROI and meets key KPIs our educators care about.

A Long Legacy

Ultimately, Principal Tenney could not save his school forever. Washington School will close in the 2015-2016 school year to save money. The oldest continuous school in Arizona, once a Traditional School, will close as the most innovative school in the district using technology. The district is moving the program to another elementary in the district. Principal Tenney will retire this year having made a positive impact on every student who entered his building and all future students who benefit from the program he fought so hard to implement. It was a privilege to work on this important project with Principal Tenney.

Thank You and Congratulations Principal Harold O. Tenney! (a.k.a. HOT)

Chris Igel is currently serving as the contract Chief Technology Officer for Advanced Data Services, Inc., a consulting company focused on assisting schools in securing and utilizing E-Rate funding. ADS Inc. service offerings include E-Rate management tools (free and subscription), Do It Yourself E-Rate assistance and full service E-Rate consulting. He is also the Founder and Managing Member of The Commonwealth Group LLC, a small consulting firm focusing on making a difference in education and small to mid size companies.

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