The focus of this Change Plan is to find a transparent, sustainable business model for a school district looking to implement a 1:1 technology initiative. The public-school system is a high-performing high school district with two schools, located in an affluent Chicago suburb. The challenges faced by this school district to achieve this business model are characterized in Wagner’s (2006) “As-Is” analysis of the 4 C’s, and highlighted by:
The research design of the Change Plan involves interviews with five current CSBOs in neighboring school districts. These experts explain the basics of financial management including revenue, expenditures, and challenges in the current financial climate. The CSBOs were also be asked about building financial literacy with their administrative teams and how they would make decisions regarding a large ongoing financial commitment such as a 1:1 technology program. Relevant literature presents the current research on school budgeting to further enhance understanding of CSBO responses during the interview process. The data analysis and interpretation use relevant current literature structure and aligns CSBO responses in the areas of school district expenditures, revenue sources, and methods for funding a 1:1 technology initiative.
The Change Plan uses the analysis of Wagner’s (2006) “As-Is” and vision of success through the “To-Be” reflected through the disaggregated categories of culture, content, conditions, and competencies. CSBO interview statements support major themes of this Change 3 Plan such as transforming learning toward more student-centered pedagogy, school community support for the 1:1 program and business model, transparent administrative conversations regarding budget and district priorities and, ultimately, a sustainable 1:1 technology program. The Change Plan analysis concludes with reflective leadership strategies to increase administrative collaboration and community support for a major technological and pedagogical change for schools.
","abstract_html":"<p>The focus of this Change Plan is to find a transparent, sustainable business model for a school district looking to implement a 1:1 technology initiative. The public-school system is a high-performing high school district with two schools, located in an affluent Chicago suburb. The challenges faced by this school district to achieve this business model are characterized in Wagner’s (2006) “As-Is” analysis of the 4 C’s, and highlighted by:</p> <ul> <li>Culture – Very few administrators understand District financial data and trends </li> <li>Context – Administrative communication structures are not always consistent </li> <li>Conditions – Superintendent is retiring in June 2017, and Superintendent and Chief School Business Official (CSBO) hold the most power in the district </li> <li>Competencies – Administrators understand building budget management but not district revenue and expenditures </li> </ul> <p>The research design of the Change Plan involves interviews with five current CSBOs in neighboring school districts. These experts explain the basics of financial management including revenue, expenditures, and challenges in the current financial climate. The CSBOs were also be asked about building financial literacy with their administrative teams and how they would make decisions regarding a large ongoing financial commitment such as a 1:1 technology program. Relevant literature presents the current research on school budgeting to further enhance understanding of CSBO responses during the interview process. The data analysis and interpretation use relevant current literature structure and aligns CSBO responses in the areas of school district expenditures, revenue sources, and methods for funding a 1:1 technology initiative.</p> <p>The Change Plan uses the analysis of Wagner’s (2006) “As-Is” and vision of success through the “To-Be” reflected through the disaggregated categories of culture, content, conditions, and competencies. CSBO interview statements support major themes of this Change 3 Plan such as transforming learning toward more student-centered pedagogy, school community support for the 1:1 program and business model, transparent administrative conversations regarding budget and district priorities and, ultimately, a sustainable 1:1 technology program. The Change Plan analysis concludes with reflective leadership strategies to increase administrative collaboration and community support for a major technological and pedagogical change for schools.</p>","abstract_has_math":false,"creators":["Marassa, Michael"],"institution":null,"degree_name":"Ed.D. Doctor of Education","degree_level":"Dissertation - NLU Access","degree_discipline":"Educational Leadership","degree_department":null,"school":null,"contributors":["Tina Nolan","Elizabeth Minor"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2017,"date_issued":"2017-12-01T08:00:00Z","date_published":"2017-12-01T08:00:00Z","updated_at":"2026-07-24T03:20:44Z","subjects":["School Finance","Sustainability","1:1","Educational Leadership","Other Business"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.nl.edu/diss/295","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Tina Nolan","Elizabeth Minor"]},{"key":"dc:creator","label":"Author","values":["Marassa, Michael"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2018-04-17T07:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Educational Leadership"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation - NLU Access"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ed.D. Doctor of Education"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["School Finance","Sustainability","1:1","Educational Leadership","Other Business"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.nl.edu/diss/295"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The focus of this Change Plan is to find a transparent, sustainable business model for a school district looking to implement a 1:1 technology initiative. The public-school system is a high-performing high school district with two schools, located in an affluent Chicago suburb. The challenges faced by this school district to achieve this business model are characterized in Wagner’s (2006) “As-Is” analysis of the 4 C’s, and highlighted by:
The research design of the Change Plan involves interviews with five current CSBOs in neighboring school districts. These experts explain the basics of financial management including revenue, expenditures, and challenges in the current financial climate. The CSBOs were also be asked about building financial literacy with their administrative teams and how they would make decisions regarding a large ongoing financial commitment such as a 1:1 technology program. Relevant literature presents the current research on school budgeting to further enhance understanding of CSBO responses during the interview process. The data analysis and interpretation use relevant current literature structure and aligns CSBO responses in the areas of school district expenditures, revenue sources, and methods for funding a 1:1 technology initiative.
The Change Plan uses the analysis of Wagner’s (2006) “As-Is” and vision of success through the “To-Be” reflected through the disaggregated categories of culture, content, conditions, and competencies. CSBO interview statements support major themes of this Change 3 Plan such as transforming learning toward more student-centered pedagogy, school community support for the 1:1 program and business model, transparent administrative conversations regarding budget and district priorities and, ultimately, a sustainable 1:1 technology program. The Change Plan analysis concludes with reflective leadership strategies to increase administrative collaboration and community support for a major technological and pedagogical change for schools.
"]},{"key":"dc:title","label":"Title","values":["Change Leadership Project Plan: District Financial Transparency and Sustainable 1:1 Business Model"]}]}],"canonical_facts":{"dc:contributor":["Tina Nolan","Elizabeth Minor"],"dc:creator":["Marassa, Michael"],"dc:date.available":["2018-04-17T07:00:00Z"],"dc:description.abstract":["The focus of this Change Plan is to find a transparent, sustainable business model for a school district looking to implement a 1:1 technology initiative. The public-school system is a high-performing high school district with two schools, located in an affluent Chicago suburb. The challenges faced by this school district to achieve this business model are characterized in Wagner’s (2006) “As-Is” analysis of the 4 C’s, and highlighted by:
The research design of the Change Plan involves interviews with five current CSBOs in neighboring school districts. These experts explain the basics of financial management including revenue, expenditures, and challenges in the current financial climate. The CSBOs were also be asked about building financial literacy with their administrative teams and how they would make decisions regarding a large ongoing financial commitment such as a 1:1 technology program. Relevant literature presents the current research on school budgeting to further enhance understanding of CSBO responses during the interview process. The data analysis and interpretation use relevant current literature structure and aligns CSBO responses in the areas of school district expenditures, revenue sources, and methods for funding a 1:1 technology initiative.
The Change Plan uses the analysis of Wagner’s (2006) “As-Is” and vision of success through the “To-Be” reflected through the disaggregated categories of culture, content, conditions, and competencies. CSBO interview statements support major themes of this Change 3 Plan such as transforming learning toward more student-centered pedagogy, school community support for the 1:1 program and business model, transparent administrative conversations regarding budget and district priorities and, ultimately, a sustainable 1:1 technology program. The Change Plan analysis concludes with reflective leadership strategies to increase administrative collaboration and community support for a major technological and pedagogical change for schools.
"],"dc:identifier":["https://digitalcommons.nl.edu/diss/295"],"dc:subject":["School Finance","Sustainability","1:1","Educational Leadership","Other Business"],"dc:title":["Change Leadership Project Plan: District Financial Transparency and Sustainable 1:1 Business Model"],"thesis:degree_discipline":["Educational Leadership"],"thesis:degree_level":["Dissertation - NLU Access"],"thesis:degree_name":["Ed.D. Doctor of Education"]},"updated_at":"2026-07-24T03:20:44Z"}