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Data warehousing requires a clear and overt valuing of data by the district itself, not just the IS director and few people. Everyone in the system must clearly understand the significance of collecting, processing, and using data to better their decision making. This is not a change a technology director or IS director can initiate. It takes enlightened administrative leadership with strong moral purpose to center a system upon daily data-driven practices. Notice the emphasis upon DAILY DATA-DRIVEN PRACTICES. A data warehouse is not confined to a few people responsible for the district's Annual Progress Report (APR) or No Child Left Behind's (NCLB) Adequate Yearly Progress (AYP) Reports. A district administrative team who intentionally and explicitly articulates a vision and an action plan to systematically and systemically use data to improve student learning knows that the IS director is a "high impact player" in the realm of school improvement. They know and expect that the IS director will be able to deliver the life blood of school change, data, to all in uncontaminated and immediate use form.
Teachers, administrators, and parents can then start making decisions about what is best for students based upon sound data, informative reports, and trend tracking charts accessible from the district's data warehouse. Suddenly it is recognized that the district's investment in technology is valued. Once again, as administrators we come to realize its not just the hardware that matters. It's the thoughtware and our ability to collaboratively use data that matters most. |
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