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New technology director outlines 90‑day plan; IT rotation schedule credited for reducing support tickets
Summary
The district's technology lead presented a 90‑day onboarding plan Jan. 8 that emphasizes stakeholder interviews, system assessments and quick wins such as a school rotation schedule for technicians. The presenter said ticket volume fell from a peak near 120 to around 50 after early process changes.
The Pullman Public Schools technology lead presented his 90‑day onboarding and action plan at the Jan. 8 board meeting, describing priorities for stakeholder engagement, system assessment and short‑term operational changes.
"I essentially broke up my plan into 30‑day chunks," Tyler told the board, laying out three phases: listen and learn (days 1–30), assess and plan (days 31–60), then execute and optimize (days 61–90). Early deliverables included stakeholder meeting summaries and a SWOT analysis; later work focuses on project prioritization, communication plans, and a KPI dashboard to track IT performance.
Tyler described several "quick wins" already implemented: a school rotation schedule assigning a specific technician to each building on a regular cadence; cleaning and consolidation of tech storage areas; and changes to ticket assignment so incoming requests receive an assigned owner. He said those steps gave the team clearer ownership and contributed to a drop in support ticket backlog: "At its peak, we were sitting somewhere around 120 tickets. We got that as low as, I think, around 50," Tyler said, noting ticket volume rose slightly after the winter break.
The technology lead also cited longer‑term projects underway or in planning, including a transition from Skyward to Cumulative, updates to the high‑school "beyond plan" systems, and creation of teams for multi‑month initiatives. He emphasized documentation and knowledge‑sharing tools (OneNote, Notion and similar) to reduce single‑person knowledge silos.
Board members asked for operational details — how knowledge will be shared, how ticket ownership works, and what constitutes the district's primary IT strengths and weaknesses. Tyler identified staff expertise and institutional knowledge as a major strength and noted that some systems had grown organically without centralized documentation, which he called a remediation priority.
Why it matters
District technology underpins classroom instruction, assessment, and communication. The rotation schedule and ticket triage are intended to improve response times and predictability for school staff.
What’s next
Tyler said he will share stakeholder deliverables and SWAT analysis with board members on request, complete the KPI dashboard and continue implementing quick wins while launching longer‑term migration projects.
