When transformation is afoot, you know it is happening and you work collaboratively and passionately to support it. Read Kevin Schwartz's story on Austin ISD's initiative.
Kevin Schwartz serves as the Technology Officer for Learning and Systems for Austin ISD, a district of 83,000 students. He brings a CETL certification and 20+ years of experience in K-12 to the district’s challenge to, “Reinvent the Urban Education Experience.” Beyond Austin ISD, he invests his professional energy in CoSN and the TX K-12 CTO Council. Currently, he is the Past Chair of the Council and actively serves on the CoSN SEND and SmartIT committees. Kevin has been named as Winner of the TEAM Award in 2013 and the Grace Hopper Award as the Outstanding CTO in Texas in 2016. Kevin is a frequent presenter and a consultant to school districts that seek transformational changes in learning through technology. He serves on multiple industry CIO Advisory Panels. Kevin can also be found on Twitter at @AISD_Reinvent
Creating the learning experiences our students must have requires reflection. Read Kevin Schwartz' post on how new perspectives can help us to see challenges and priorities with fresh eyes.
How do you define technology? Kevin Schwartz explores the true meaning and application of the word technology in schools.
The right technology supports goals of all kinds. Look at the analysis of Disruption vs. Stability from the perspectives of learners.
How can we best foster and support change in schools? Read Kevin Schwartz's insights and discussion of Artifacts and Absolutes.
Personalized Learning can reach easily across many subject areas. Hear about how an interest in roller coasters inspired true personalized learning.
Districts must take a look at the ever expanding role of Technology Directors. Learn about the CETL certification by COSN and how it can support change in schools.
Technology integration frameworks come together in support of student personalized learning in this post.
When it comes to decision making, school technology leaders must inevitably weigh factors both from inside and outside of their district. Read about how this district was able to stay on course for the strategic plan as they pondered changes from outside their district.
Monitoring results – and costs – might be important but how often are the questions about a program’s effectiveness really an excuse for avoiding change?