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COPYRIGHT 2013DIGITAL PROMISE &
EVOLVING ED-TECHPROCUREMENT IN SCHOOLDISTRICTS
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DIGITAL PROMISE &
THE CHALLENGE
Digital Promise and IDEO workedtogether to explore ways that wecan urther develop the education
technology market in K-12 districts,through evolving the ed-techprocurement process.
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DIGITAL PROMISE &
THE PROCESS
Te IDEO team interviewed 34 individuals, explored existingeducation resources, and sought inspirational best practices tounderstand the barriers and potential solutions in the ed-techspace.
wenty-ve district leaders, ed-tech entrepreneurs, nonprotleaders, and education experts gathered in San Francisco onMarch 28-29 or a workshop.
Te workshop ocused on prioritizing the key barriers,
brainstorming solutions, and developing concepts to test anditerate at the district level.
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IDEO (pronounced eye-dee-oh) is an award-winning
global design rm that takes a human-centered, design-based approach to helping organizations in the public andprivate sectors innovate and grow.
We help organizations build creative culture and theinternal systems required to sustain innovation and launchnew ventures.
W W W . I D E O . C O M
Digital Promise is an independent, bipartisan 501(c)(3)nonprot organization authorized by Congress to spurinnovation in education. Trough its work with educators,technologists, researchers, and leading thinkers, DigitalPromise supports comprehensive research and developmentto improve all levels o education and provide Americans
with the knowledge and skills needed to compete in theglobal economy.
W W W . D I G I T A L P R O M I S E . O R G
ABOUT
DIGITAL PROMISE &
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DIGITAL PROMISE &
TABLE OF CONTENTS
SIX THEMES
THREE FOCUS AREAS
CONTRIBUTORS
EXPANDING POSSIBILITIES
BUILDING SOLUTIONS
ONWARD
APPENDIX
FIVE CONCEPTS
Navigating Possibilities
School Culture
Procurement Regulations
Sustainable Resources
Trust
Connect across districts
Simplifying Procurement 7 Steps to Creative Financing
Ed-Tech Incubator
Open Procurement
Better Planning, Better Process
Connect with entrepreneurs and vendors
Connect within districts
WORKSHEETS
Public Scrutiny
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1DIGITAL PROMISE &
EXPANDINGPOSSIBILITIES
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2DIGITAL PROMISE &
EXPANDING POSSIBILITIES
At the two-day IDEO workshop, districtleaders and education technology expertsdiscussed the major barriers that emergedthrough IDEOs research. We then reviewed
illustrative examples o how industries outsideeducation have successully solved or similarhurdles. We used the inspirational examples
to expand our thinking around potentialsolutions in the procurement process.
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3DIGITAL PROMISE &
EXPANDING POSSIBILITIES
SIXTHEMES
Prior to the workshop, theIDEO team spoke to 34
superintendents, districtleaders, entrepreneurs,and education experts toidentiy common themes inthe procurement process.
Public scrutiny
produces ear andrisk aversion.
Procurement regulationsare cumbersome, andnavigating them isdicult, time consuming,and overwhelming.
Shiting, complex,& limited resources makessustainment a challenge.
School culture can make
or break the uptake o anew ed-tech solution.
Tere are so many choicesout there and the proopoints or solutions arentclear. It is dicult tonavigate the possibilities.
rust amongst peersis high. rust ooutsiders is low.
01
03
05
02
04
06
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4DIGITAL PROMISE &
EXPANDING POSSIBILITIES
THEME 01
PUBLICSCRUTINYPRODUCESFEARANDRISKAVERSION.
I ear making the wrong decisionI dont want to end up on the rontpage.-Superintendent
You have to be careul aboutsaying youre going to take risks, be
experimental and innovative; whenyoure talking about someoneschild, you dont take risks.-Education Expert
Sometimes the status-quois easier and saer than innovation.-Superintendent
Students succeed in spite o whatwe do, not because o what we do.
-Superintendent
Innovation is a last resort. Itoten happens in underperormingschools where there is nothing tolose.
-Education Expert
Districts are much moreevolutionary than revolutionary.
-Entrepreneur
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5DIGITAL PROMISE &
EXPANDING POSSIBILITIES
EXAMPLE A: CARROTMOB
Users vote with their money to change the practices o the businesses
they visit and support in their community.
How might my district leverage publicsentiment to garner long-term support?
How might my district leverageinnovative nancing to reduce risk?
EXAMPLE B: SOCIAL IMPACT BONDSSocial innovation nancing allows the government to partner with ser-
vice providers and private oundations to provide the up-ront costs o
products or services. Taxpayers do not pay or the programs unlesssuccess o the ofering has been demonstrated.
IMAGE SOURCE: HTTPS://CARROTMOB.ORG IMAGE SOURCE: HTTP://PAYFORSUCCESS.ORG
INDUSTRY INSPIRATION
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6DIGITAL PROMISE &
EXPANDING POSSIBILITIES
THEME 02
SCHOOLCULTURECANMAKEORBREAKTHEUPTAKEOFANEWED-TECHSOLUTION.
Theres a atigue aroundprograms... Districts and especiallyteachers have had to try manythings that have ailed so they have
a healthy skepticism.-Superintendent
Teachers are oten nding theirown solutions and want the
autonomy to do so. But right now,they are araid o getting caught.-Education Expert
[Teachers] are not the locus oinormation anymore. How do youbecome the acilitator o allunknown solutions? How does the
teacher remain relevant?-Superintendent
Ensuring teachers can integratesolutions into their classrooms is
one o our biggest hurdles.-Superintendent
Teachers dont have pressure tochange... they arent in regularmarket conditions.-Superintendent
How do I unleash creativity withthe right level o accountability?
-Superintendent
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7DIGITAL PROMISE &
EXPANDING POSSIBILITIES
EXAMPLE A: MY STARBUCKS IDEAA social platorm that allows Starbucks customers to share their product
or service ideas and vote, review, and comment on those o others. The
best ideas rise to the top and Starbucks selectively brings their avoritesto market.
How might my district meaningullyengage end users in the procurement
process: establishing strategies, vettingsolutions, and implementation?
How might my district create a tighterline o communication between end
users and product developers?
EXAMPLE B: QUIRKYIndividual product idea contributions are curated by the Quirky community.Quirky then evaluates, prototypes, and eventually brings the best ideas to
market, leveraging the communitys eedback.
IMAGE SOURCE: HTTP://MYSTARBUCKSIDEA.FORCE.COM IMAGE SOURCE: HTTP://WWW.QUIRKY.COM/LEARN
INDUSTRY INSPIRATION
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8DIGITAL PROMISE &
EXPANDING POSSIBILITIES
THEME 03
PROCUREMENTREGULATIONSARECUMBERSOME,ANDNAVIGATINGTHEMISDIFFICULT,TIMECONSUMING,ANDOVERWHELMING.
I worry about whether or not Imdoing everything right. I have to besure to cross my Ts and dot my Is.-District Staf
Sometimes I get back severalbids with something wrong and
have to start the process again. Iwish vendors would be more detailoriented.-District Staf
RFPs have to have pages and pageso legal documentation... even ourattorney struggles with it.-District Staf
The traditional procurementprocess is time intensive,
bottlenecking the ability to staycurrent with the latest technologiesand curricular oferings.-Superintendent
Which is truly better? Should Ilease or should I buy?-District Staf
I have to ensure any technologyis aligned with the existing
regulations and any uturedemands.-District Staf
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9DIGITAL PROMISE &
EXPANDING POSSIBILITIES
EXAMPLE A:TURBO TAX
Provides step-by-step guidance in navigating complex tax orms.
Experts answer any questions you have on the spot, and the
site automatically checks or errors. Users are not charged until ater
the service is completed.
How might my district create tools thatinstill condence in taking the correct
steps to navigate the complex systemo regulations?
How might my district gain access toand better leverage the procurement
experiences o other districts?
EXAMPLE B: SKILLSHARE
Skillshare is a global marketplace or classes that allows users to learn
real-world skills rom anyone. Teachers have the option o charging or
classes, and Skillshare takes a percentage o ticketed courses.
IMAGE SOURCE: HTTP://TURBOTAX.INTUIT.COM IMAGE SOURCE: HTTP://WWW.SKILLSHARE.COM/
INDUSTRY INSPIRATION
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10DIGITAL PROMISE &
EXPANDING POSSIBILITIES
THEME 04
THEREARESOMANYCHOICESOUTTHEREANDTHEPROOFPOINTS
FORSOLUTIONSARENTCLEAR.ITISDIFFICULTTONAVIGATETHEPOSSIBILITIES.
Come to me once youre proven.-Superintendent
Its not about how to buy, its about
guring out what to buy... How dowe nd the right, good stuf?-District Staf
I want to be second wave, not rstwave.-Superintendent
Theres a need or an objectivemechanism or guring out whatsworking: which resources covercommon core, which are mostintriguing or students, which providethe most student gain, and which areeasiest or tracking assessments.-District Staf
No one participating as buyersknows whether or not the product isactually going to deliver on the RFP.
Its the best argument that wins, notthe best acts.-Ed-tech Entrepreneur
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11DIGITAL PROMISE &
EXPANDING POSSIBILITIES
EXAMPLE A:RENT THE RUNWAYUsers share pictures and reviews o their rented runway looks. Reviews
ocus on body type and personal characteristics to help users get the
best results.
How might my district easily evaluateour unique needs against the oferings
o a product or service?
How might my district efectively shareexperiences with new technologies
across districts?
EXAMPLE B: FANDANGOThe movie ticketing service integrates both user-generated reviews and
expert reviews to provide a uller picture to prospective moviegoers.
IMAGE SOURCE: HTTP://WWW.RENTTHERUNWAY.COM IMAGE SOURCE:HTTP://WWW.FANDANGO.COM
INDUSTRY INSPIRATION
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12DIGITAL PROMISE &
EXPANDING POSSIBILITIES
THEME 05
SHIFTING,COMPLEX,ANDLIMITEDRESOURCESMAKES
SUSTAINMENTACHALLENGE.
I dont want to give my studentscomputers that next year Im justgoing to have to take away orcan no longer support.
-Superintendent
The cost o access to well-designedprograms is so high. It can be more
than my entire budget or a singlesolution.-District Staf
What does it mean orsustainability i I lease or buy? Onecomes out o my operations budget,the other comes out o capital
expenditures.-District Staf
Theres little volume discountingwith some big technology vendors.
-Education Expert
Budget arent setup to procureapps or ongoing services.-District Staf
Big RFPs can actually shit themarket. Districts could have a lot o
power.-Education Expert
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13DIGITAL PROMISE &
EXPANDING POSSIBILITIES
EXAMPLE A:GROUPONGroupon entices businesses and service providers to ofer lower rates by
guaranteeing they receive volume. Once enough people agree to pur-
chase, the rate is locked in.
How might our districts pool resourcesto leverage our scale?
How might my district rethink ourbudget and investment strategy to
match new demands?
EXAMPLE B:GOOGLE 80/20 RULEGoogle invests in its employees on an 80/20 basisemployees are encour-aged to spend 80% o their time on core projects and 20% on innovation
activities that speak to their personal interests and passions.
IMAGE SOURCE: HTTP://WWW.GROUPON.COM IMAGE SOURCE: KATIE CLARK
INDUSTRY INSPIRATION
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14DIGITAL PROMISE &
EXPANDING POSSIBILITIES
THEME 06
TRUSTAMONGSTPEERSISHIGH.TRUSTOFOUTSIDERSISLOW.
What do entrepreneurs want?They want money.-Education Expert
During pilots, it sometimes eelslike were developing products, not
solutions.-Superintendents
When I started my business, Iwanted to help improve literacy andease assimilation choices inurban schools.
-Entrepreneur
How do I nd out about the latest?I nd out rom my peers.
-Superintendents
This is a business aboutrelationships. Breaking in requires aconsultative salethe sales cyclecan be 2 years.
-Entrepreneur
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15DIGITAL PROMISE &
EXPANDING POSSIBILITIES
EXAMPLE A:PROCTOR & GAMBLES CONNECT + DEVELOP
P&G posts its specic innovation needs to the Connect + Develop web-
site and allows researchers, academic institutions, and other suppliers to
share their innovations directly with the company.
How might my district better shareour needs with vendors so they
develop more desirable products andimplementations?
How might my district co-create withentrepreneurs and vendors?
EXAMPLE B: URINE COLLECTION IN HOSPITALSA nurse designed a solution or an observed need amongst patients. By
attaching a magnet to the urine container, a patient could hide the jar
saely and out o sight when being visited. The nurse worked directlywith a vendor to bring the solution to market.
IMAGE SOURCE: HTTP://WWW.PGCONNECTDEVELOP.COM IMAGE SOURCE: PETER CAUGHLAN
INDUSTRY INSPIRATION
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16DIGITAL PROMISE &
BUILDINGSOLUTIONS
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17DIGITAL PROMISE &
BUILDING SOLUTIONS
Using the themes and industry examples asinspiration, we developed ve new conceptsthat districts can think about as they work tomake technology purchasing a more ecient,
inormed, and empathetic process.
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18DIGITAL PROMISE &
BUILDING SOLUTIONS
T O P I C
How might mydistrict design a morehuman-centeredprocurement office?
CONCEPT ONE
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19DIGITAL PROMISE &
BUILDING SOLUTIONS
C O N C E P T
SIMPLIFYING PROCUREMENT
Simplifying Procurement demystifies theprocurement process by creating user-centeredtools to spur dialogue with key stakeholders
(vendors, administrators, and teachers), helpingthem navigate the process.
Tools include district-specific maps of theprocurement process and a collection of casestudies and stories that describe how a productor service successfully entered the school
district.
C O N C E P T D E S C R I P T I O N
P O S S I B L E N E X T S T
E P
C O N C E P T S K E T C H
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20DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGINE IFYOURPROCUREMENT OFFICEBECAME THE ULTIMATECUSTOMER-SERVICEEXPERIENCE FOR TEACHERS
AND VENDORS TO GET THESUPPORT THEY NEEDED.
I N S P I R A T I O N
PIKTOCHART.COM, POPCHARTLAB.COM, & SERVICE
EXPERIENCES AT NORDSTROM, SOUTHWEST, & RITZ CARLTON
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21DIGITAL PROMISE &
BUILDING SOLUTIONS
T O P I C
How might my district
tighten the connectionbetween the needs ofour district and thetechnology that startupsare developing?
CONCEPT TWO
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22DIGITAL PROMISE &
BUILDING SOLUTIONS
C O N C E P T
ED-TECH INCUBATORC O N C E P T D E S C R I P T I O N
What if schools were more willing to participate in ed-tech product development, creating mutual ly beneficialrelationships between educators (the end users) and
entrepreneurs (the developers)?
If schools embrace entrepreneurs, startups canhave more direct access to teachers, students, andadministrators, enabling them to develop more relevantproducts. In exchange, students, teachers, and schoolsgain experience with the startup hacker mentality and can
ultimately be provided with discounts or privileged accessto products developed around their spec if ic needs.
P O S S I B L E N E X T S T
E P
C O N C E P T S K E T C H
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23DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGINE IF YOUR CLASSROOMSHELPED ACCELERATE THEUNDERSTANDING OF SCHOOL NEEDS
AND THE DEVELOPMENT OF BETTERLONG-TERM ED-TECH SOLUTIONS.
I N S P I R A T I O N
THE HUB, Y-COMBINATOR,FLASHPOINT, MISSION*SOCIAL
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24DIGITAL PROMISE &
BUILDING SOLUTIONS
T O P I C
How might my district
help procurement officersbetter understand thetrue value (in terms ofprice, quality, and need)of their purchases?
CONCEPT THREE
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25DIGITAL PROMISE &
BUILDING SOLUTIONS
C O N C E P T
OPEN PROCUREMENTC O N C E P T D E S C R I P T I O N
If districts are more transparent about how money isspent on technology, all stakeholders can benefit. Thepublic will know where tax dollars are going, faculty will
better understand the procurement process, and themarket becomes more inclusive and competitive.
In the aggregate, that unlocked information (includingvendor, price, quantity, product details, andcommon core compliance) drastically improves whatprocurement officers and district leaders know about
technology vendors and thei r product offerings,creating smarter demand.
P O S S I B L E N E X T S T
E P
C O N C E P T S K E T C H
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26DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGINE IF YOUR DISTRICT ANDITS CONSTITUENTS COULD EASILYACCESS MORE INFORMATIONABOUT THE ED-TECH MARKETAND IMPLEMENTATION BESTPRACTICES.
I N S P I R A T I O N
DATA.COM, GLASSDOOR.COM, KBB.COM,GAS BUDDY APP
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27DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGEFOR
PLACEMENTONLY
T O P I C
How might my districts
finance group rethinkfunding sourcesand our budgetingpractices to match newdemands?
CONCEPT FOUR
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28DIGITAL PROMISE &
BUILDING SOLUTIONS
C O N C E P T
7 STEPS TO CREATIVE
FINANCINGC O N C E P T D E S C R I P T I O N
7 Steps to Creative Financing is a new process and s et ofbest practices designed to help districts identify the bestmeans to financing ed-tech solutions.
The process focuses on assembling a diverse team ofdistrict stakeholders, end users, and local experts toidentify underlying needs, gather inspirational financesolutions from outside industries, and brainstorm ideasto infuse creative problem so lv ing in financing newtechnologies.
1. Set Vision 4. Brainstorm Solutions2. Build Team 5. Meet the Board3. Build the Case 6. Build Based on Imput
7. Apply Process Elsewhere
P O S S I B L E N E X T S T
E P
C O N C E P T S K E T C H
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29DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGINE IF YOU HAD A BOOKOF INSPIRING WORKAROUNDSOR FINANCE SOLUTIONS THATCOULD HELP YOU RETHINKFUNDING IN YOUR DISTRICT.
I N S P I R A T I O N
LYNDA.COM, INSTRUCTABLES.COM,SKILLSHARE.COM
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30DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGEFOR
PLACEMENTONLY
T O P I C
How might my
procurement officeconnect with teachersand administratorsto enable betterprocurement planning?
CONCEPT FIVE
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31DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGEFOR
PLACEMENTONLY
C O N C E P T
BETTER PLANNING,BETTER PROCESSC O N C E P T D E S C R I P T I O N
Better Planning, Better Process leverages a bottom-upplanning approach by encouraging procurement officers toconnect directly with teachers and administrators.
By proactively asking simple questions (e.g., Are youplanning any pilots this year? Is there any software orequipment that you need?), procurement officers willbe better equipped to plan for and meet the needs ofthei r districts in a timely manner. Simi la rly, open ing upcommunication lines between the procurement office andkey stakeholders will build awareness, understanding,and empathy across these key players.
P O S S I B L E N E X T S T
E P
C O N C E P T S K E T C H
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32DIGITAL PROMISE &
BUILDING SOLUTIONS
IMAGINE IF YOURPROCUREMENT OFFICELEVERAGED A BOTTOM-UP PLANNING PROCESS BYVISITING SCHOOLS REGULARLYTO MEET WITH TEACHERS AND
ADMINISTRATORS.
I N S P I R A T I O N
BOTTOM-UP MANAGEMENT PRACTICESAT NETFLIX, ZUMBA, TOYOTA, & GOOGLE
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ONWARD
O
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34DIGITAL PROMISE &
ONWARD
Based on the conversations and experimentsdeveloped at the workshop, three ocus areasemerged or districts to explore as we evolvethe procurement process.
Each ocus area requires difering levelso stakeholder involvement and support,
allowing experimentation to take place atvarying scales.
ONWARD
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35DIGITAL PROMISE &
ONWARD
3 FOCUSAREAS
Connect with entrepreneurs & vendors
Create new ways or districts and entrepreneurs to engage toincrease the development o relevant products.
Connect within districts
Enable culture change through communication strategies thatbuild empathy, create clarity, and inuse new thinking.
Connect across districts
Leverage the Leagues scale to increase transparency intodistrict purchases and increase district buying power.
01
02
03
ONWARD
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36DIGITAL PROMISE &
ONWARD
With these lenses in mind, howcan your district evolve yourprocurement processes?
ONWARD
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37DIGITAL PROMISE &
ONWARD
Connect with entrepreneurs & vendors
Create new ways or districts andentrepreneurs to engage to increase thedevelopment o relevant products.
What i your district hosted a local education startup on site or a day, aweek, or a month?
What i your district held an inormational call with an educationstartup to discuss your districts unmet product needs?
What i your district collaborated with a neighboring incubator or
supported an entrepreneurial co-location experiment?
01
ONWARD
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38DIGITAL PROMISE &
ONWARD
Connect within districts
Enable culture change throughcommunication strategies that buildempathy, create clarity, and inusenew thinking.
What i your districts procurement ocer shadowed teachers andprincipals to better understand ed-tech needs and which pilots areplanned or underway?
What i your district connected with a local nance expert to understandcreative nancing alternatives in their industry?
What i your district visualized or articulated the procurementjourney through a map, story, or case study to communicate the processto key stakeholders?
02
ONWARD
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39DIGITAL PROMISE &
ONWARD
Connects across districts
Leverage the Leagues scale to increasetransparency into district purchases andincrease district buying power.
What i your district aggregated and shared your purchasing data withappropriate stakeholders?
What i your district proactively shared with another district bestpractices or implementing an ed-tech solution?
What i your district proactively shared with another district what wentwrong in implementing an ed-tech solution?
03
ONWARD
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40DIGITAL PROMISE &
ONWARD
How can your district engagewith these topics?
Tese ideas are or everyone. For guidance inputting any o these concepts in place in yourdistrict, use the accompanying ideation andplanning worksheets in the Appendix. I you arealready working on solutions like these in yourdistrict, Digital Promise would like to hear about it,at [email protected].
APPENDIX
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APPENDIX
APPENDIX
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42DIGITAL PROMISE &
APPENDIX
Contributors
Piedmont City School District (AL) Fulton County Schools (GA) Meridian Joint District No. 2 (ID)
Horry County Schools (NC)Rock Hill School District (SC) Roanoke CountyPublic Schools (VA)
New York CityDepartment o Education
Utica Community Schools (MI) Howard-SuamicoSchool District (WI)
Iowa CityCommunity School District
McAllen IndependentSchool District (X)
U.S. Department o EducationOce o Education echnology
Learning Accelerator IDEO Digital Promise
APPENDIX
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43DIGITAL PROMISE &
APPENDIX
DIGITAL PROMISE &EVOLVING EDTECH
PROCUREMENT WORKSHOP
#1 Concept Development SKETCH
HMW...Who are you designing this for?
Who might use this solution?
What is it?Write a 2-3 sentence description o this
concept. Whats new about this idea?
What excites you about it?
What pain points does it address and
why is this valuable?
A visualization o the concept. You might start with the original
brainstorm post-it sketches. Add more refned drawings
as the concept becomes more concrete.
CONCEPT NAME:
APPENDIX
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44DIGITAL PROMISE &
APPENDIX
DIGITAL PROMISE &EVOLVING EDTECH
PROCUREMENT WORKSHOP
#2-A Concept Refnement
Stakeholder:
Needs:
Stakeholder:
Needs:
Stakeholder:
Needs:
Stakeholder:
Needs:
Yesterday you designed the frst prototype o
a solution to meet one or more o your districts
needs. Since then, you may have started thinking
about the challenges and stakeholders that could be
associated with your solution.
Circle the 1-2 stakeholders that eel most important to address
in order to make your concept work.
Circle the 1-2 challenges that eels most important to address in order to make
your concept work.
Who does this idea touch? Write down each of the stakeholdersconnected to this idea and identify their needs.
What are some of the challenges that might be associated with youridea? List the challenges your concept might face. Why do these feel likechallenges for your district?
Culture
Funding & Resources
Regulation & Compliance
Stakeholder Buy-in
Other
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Brainstorm diferent ways in which you might address your stakeholders
needs and gain his or her support.
Brainstorm diferent ways in which you might workaround this challenge(s).
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#2-B Concept Renement
Now, partner up with a team to brainstorm solutions
to the challenges and needs you have identied.
The most important stakeholder(s) is _______________________________The biggest challenge(s) is _________________________________________
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#3 Concept Iteration
SKETCH
SUGGESTIONS:
Draw a timeline of your solution. Where and when does your solution come into play? Who interacts with it?
Draw a map of procurement in your district. Where does your solution t on this map?
Now that youve thought about the dierent
constraints and possibilities, what does your idea
look like now? Draw a storyboard or scenario of your
concept in action.
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#4 Next Steps
ROADMAP
Who will you partner with to realize this idea? What does success look like?Take a moment to imagine your idea being successul.
What would the story o success look like or your idea?List metrics that will help you gauge success of your idea.
You may have a set of related ideas and prototypes, some of which seem more futuristic or harder to
implement. Share both the low-hanging fruit and your vision for the future.
Order the steps on chart, showing diferent key dates that you can target to best test, build, and iterate on
your idea. What will you aim to do next week? Next month? Next procurement cycle?
Feedback from the group:
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How Might We Worksheet
Transitioning from challenges towards building
questions we can design solutions for.
Instructions:
Individually select 2-3 HMW questions that feel like an opportunity
youd like to explore for your district. (Feel free to modify or add a
question as needed.)
Then, discuss your selections with your group.
As a group, write the top 3-4 HMWs that youd like to continue
thinking about today on a post-it.
Be ready to share your HMWs with the room.
01.
Public scrutiny produces fear
and risk aversion.
02.
School culture can make or
break the uptake of a new
Edtech solution.
03.
Procurement regulations are
cumbersome, and navigating
them is di cult, time consuming,
and overwhelming.
How might my district provide transparency in
a way that supports my goals?
How might my district create a clear framework in
which stakeholders can innovate?
How might my district better communicate
to our constituents and stakeholders to garner
long-term support?
How might my district build a culture of trust with our
constituents that will support experimentation?
How might my district reinvent the pilot or
evaluation process to reduce risk?
How might my district meaningfully engage teachers
in the procurement process: establishing strategies,vetting solutions, and implementation?
How might we create a tighter line of communication
between procurement o cers and teachers?
How might my district create a safe space for teachers
to innovate in the classroom?
How might my district provide more flexibility to
teachers and principles in deciding which solutionsfit them best?
How might my district formalize grassroots pilots?
How might my district gain access to and
better leverage the procurement experiencesof other districts?
How might my district create a process to ensure
confidence that I am taking the correct steps when
navigating the complex system of regulations?
How might my district work with vendors in a way
that shares the burden of compliance with them?
How might my district create a more streamlinedapproach to our procurement procedures?
How might we creatively interpret regulations in
a new way?
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04.
There are so many choices out there
and the proof points for solutions
arent clear. It is di cult to navigate
the possibilities.
05.
Shifting, complex, and limited resources
makes sustainment a challenge.
06.
Trust amongst peers is high.
Trust of outsiders is low.
How might my district design for better feedback of
what is and isnt working?
How might my district eectively share experiences
with new technologies across districts?
How might my district easily evaluate our unique
needs against the oerings of a product or service?
How might our districts create a safe space to test
and validate the newest edtech?
How might my district rethink our budget to match
new demands?
How might our districts pool resources to leverage
our scale?
How might my district rethink time as a resource so
that we are making the most of it?
How might our districts support each other in
vendor negotiations?
How might my district better share our needs with
vendors so they develop more desirable products
and implementations?
How might my district better understand the needs
of the vendors?
How might my district better leverage the vendor
relationships of other districts to build trust?
How might my district design a faster feedback
mechanism for piloting?
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