You’ve determined your district or campus needs a technology management system and successfully gained buy-in with a strong business case, so what’s next? With the greatest challenge – the budget – still ahead, you’ll need to thoroughly prepare for common objections and perhaps present new budgeting strategies not previously considered. These approaches will increase the likelihood of securing necessary approvals and resources for the successful implementation of the technology management system.
Step # 3: Overcome Budget & Time Constraints
One of several scenarios often exists when it comes to the purchase of a new software solution.
Scenario #1 – There is no budget.
The greatest challenge with gaining buy-in and purchasing a technology management system can be the lack of budget (especially if the line item has never existed because this type of solution has never been considered). If “new” budget isn’t available, examine ways to identify and repurpose existing spend:
- Wasted Licenses – Are you tracking license purchase and allocation? Are all licenses being utilized? If unused licenses are “eating up” budget, a quick fix could be renegotiating edtech contracts to adjust for appropriate license counts.
- Redundant Applications – Have like products (similar features/functionality aimed at solving the same problem) been purchased within your district? With site-based purchasing, it is common to see multiple software solutions that serve the same purpose, purchased based on preference. Once teachers have integrated these tools into the classroom, it can be difficult for technology leaders to remove them (for fear of conflict between technology and instructional teams). Both tech and instructional leadership teams should recognize the costs associated with these redundant investments (including opportunity costs such as prohibiting the purchase of other necessary solutions).
- Renegotiations – Are contracts revisited and renegotiated each renewal period? Enabling the team with ample time to communicate with vendors and compare pricing prior to renewal can help optimize current spending and free up potential savings.
Allocating resources more effectively and practicing cost-saving measures could free up funds for your technology management system. And if your answers to the above questions indicate wasted licenses, duplicative solutions, and mismanaged contract renewals, the need for a technology management system may be critical.
Scenario #2 – There is no time.
The objection of not having enough time to implement a technology management system is reason enough to implement a technology management system.
- Utilize Technology and Automation – Leveraging technology and automation can streamline processes, reduce manual efforts, and ultimately lower costs. A technology management system can help automate routine tasks (such as the technology approval process) and provide real-time visibility into these processes, expenses, and data that informs decision making, saving valuable time.
- Maximize Capacity and Outcomes – Providing a centralized system and ongoing training for the educational technologies in which you’ve invested will ensure they serve both current educational needs and future demands, supporting sustainable and impactful educational technology use. A technology management system can enable autonomous learning and real-time support of these technologies for all staff, students, and the greater community.
Scenario #3 – We have buy-in, but not enough funds in the technology department.
Don’t let the name fool you…a technology management system’s benefits extend far beyond the technology team. Where “technology” once meant hardware/devices, infrastructure, installed software, etc., today encompasses dozens or even hundreds of digital tools enabling teaching and learning across the district. Vetting, approving, purchasing, implementing, training, adopting, and supporting these tools involves not only the technology team but also curriculum/instruction and business/finance, requiring an enterprise system and collaborative ownership. The optimal display of buy-in and commitment is combined investment by all stakeholders that will benefit from enhanced collaboration, boosted team morale, increased productivity, and shared fiscal responsibility.
Consider one or both of the following options if there is not enough budget remaining for the fiscal year:
- Cross-Departmental Funding – Since the technology management system will serve as an enterprise system for collaboration across multiple departments, consider splitting the cost amongst Instruction/Curriculum, Technology, or Business Office.
- Payment Split/Flexibility – Ask the vendor to accept remaining/leftover funds from the current fiscal year for first payment (now) and funds from the new fiscal budget for the remainder (after July 1).
Scenario #4 – There are too many competing priorities for budget (and time).
Deciding which initiative should take priority can be a daunting task, from both a budgetary perspective and resource commitment. It starts with a holistic view of funds and pending purchase requests for consideration in support of strategic objectives and learning outcomes.
To establish priority and keep momentum:
- Review Current Spend – Are there systems or spreadsheets in place to review current spending across the district? Breaking down technology costs by site or department may help identify areas of greatest need. If there isn’t an easy way for all stakeholders to access this data, a higher priority ranking for a technology management system should be considered. Spend (contract) data for technologies should be as accessible for technology and instructional technology leaders as it is for accounting/finance teams. Informed purchase and budget decisions rely on the accuracy and management of this data.
- Evaluate Outstanding Purchase Requests – Do the appropriate stakeholders (evaluators, approvers, decision makers) have insight into pending purchase requests and the ability to monitor and communicate progress? If technology teams are inundated with a never-ending and convoluted cycle of requests, assigning priority can be nearly impossible. Transparency, consistency, and velocity are the keys to regaining control of the approval and purchase process. If there isn’t an easy way for the appropriate stakeholders to manage this process today – you guessed it – a higher priority ranking for a technology management system should be considered.
- Prioritize Long-term Investments Over Short-Term Fixes – Does your product portfolio contain applications that were short-term fixes and are no longer serving the district’s needs? Is long-term versus short-term return considered in the decision-making process? As a best practice, instructional and technology leaders should prioritize long-term investments that enable growth and scalability in support of greater strategic initiatives (the big picture). Technology management systems provide visibility, cohesiveness, and efficiency that will propel the district forward both in the short and long term.
- Avoid Unnecessary Purchases or Low-impact Initiatives – does your digital ecosystem encompass redundant, poorly adopted, or low impact tools?
Questions that may help avoid these situations:
- Is this purchase necessary?
- Are there tools currently available that meet the same need?
- Does this tool impact more than one classroom, school, or initiative?
Avoiding “shiny, new things” can be difficult, especially while encouraging a culture of innovation and inspiration. Greater accountability and research (as well as identifying an owner/champion) embedded into the process for new purchases can boost any initiative’s chance of success.
Implementing techniques to manage budget and stay on track is imperative to breaking the cycle of budget shortfall. Many cost control measures can be accomplished with a technology management system.
- New Purchase Cost Review (Approval Workflow) – The purchase/approval process should establish priority and confirm budget before extensive evaluation by key personnel. This is made possible when the process is built, guided, and automated through the technology management system.
- Current Cost Review – Tracking technology costs, monitoring fund allocation, and analyzing spending patterns can help minimize budget overruns. Designating ownership to those who champion or “sign off” on each contract – by school/site, department, etc. can help establish shared responsibility for the budget. A technology management system can provide insights into overall spend across the district or cost breakdown by location, vendor, product(s), etc.
- Cost Forecasting – Designating contract ownership will not only establish shared responsibility for the budget but also accountability for future renewal decisions. Tracking and managing contracts (and associated costs) in a centralized system with expiration dates, terms, and other pertinent details eases the renewal process for all stakeholders. Technology management systems not only house this data but also notify contract owners when it’s time to review a contract, with ample time to reconsider and renegotiate.
Investment in Veracity’s Technology Management System is an annual subscription fee with no implementation/integration costs or hidden fees. Staff training can be accomplished in one hour or less. There are no additional hardware or infrastructure expenses or consultation fees. Return on investment – with any technology management system – is dependent upon the team’s commitment to establishing and adopting innovative practices to scale and grow with ever-changing technology and learning needs.