Selecting the Right Student Information System For Educational Success

Dr Andy Mifsud, Director Digital Learning Innovation, Barker College Sydney, Australia

Dr Andy Mifsud, Director Digital Learning Innovation, Barker College Sydney, Australia

Selecting a new Student Information System (SIS) is crucial for any educational institution. The process requires careful consideration, thorough evaluation and strategic planning. This article outlines a selection methodology that ensures the chosen SIS aligns with a school's strategic goals, enhances operational efficiency and supports student academic care.

Step 1: Evaluation

The first step in selecting a new SIS involves recognizing the need for change. At Barker College, we first wanted to understand the need for change. We evaluated the extent to which our incumbent SIS met a list of requirements, developed with the assistance of external consultants and validated by our key stakeholders. The comprehensive requirement list reached over 500 individual requirements and was grouped into functional and non-functional areas.

This evaluation helped give us a model of what we deemed to be the requirements for a minimally acceptable product. It uncovered the gap between meeting this objective and the deficient functional and non-functional areas and provided a target for any replacement products.

Step 2: Governance and Leadership

Effective governance and leadership are paramount. The Barker project was led by a Steering Committee and an Implementation Team alongside external specialists and internal assurance teams. The Steering Committee included our Head of School, members of our School Council, and Senior Executive, ensuring that our school leaders were deeply involved in project oversight. This structure ensured comprehensive oversight, risk management and issue resolution.

Step 3: Selection

Methodology

The selection methodology comprised five key phases, prioritizing stakeholder engagement.

“The first step in selecting a new SIS involves recognizing the need for change”

1. Market Scan and School Visit: The project team commissioned a scan of potential products in the market and assessed them based on criteria. Simultaneously, the team contacted and visited several peer schools to understand how systems are being used in similar schools. These two data sources helped determine a short list of contenders.

2. Request for Information (RFI): Shortlisted vendors had to complete an RFI, including rating their compliance with the requirements developed for the evaluation phase.

3. Use-case Scenarios: This asked vendors to demonstrate how their product met a series of use cases developed from our requirements list. Stakeholders for each use case were invited to watch each demonstration and score the product based on the level of compliance and user experience. The data from the RFI and scenarios were thoroughly evaluated and used to determine which two vendors should proceed to the next phase.

4. Competitive Dialogue: The competitive dialogue involved detailed discussions with the top two vendors, spanning two weeks with each vendor. This phase allowed stakeholders to challenge the proposed solutions and ensured a mutually agreeable outcome. During this phase, over 80 stakeholders were involved in one or more meetings while gathering scores and feedback after each session. It was vital in building stakeholder engagement as they actively engaged in co-designing a solution that involved either

a. a change to internal processes,

b. configuration of the SIS,

c. augmentation using other applications,

d. or development of the SIS (that needed to be included in contract negotiations).

This phase provided the selection team with a detailed report on how both products could meet our requirements, ultimately informing our decision.

5. Contract Negotiation: The preferred vendor from the competitive dialogue phase proceeds to contract negotiations. The project thus far helped generate a list of “must have” items that could not be met by changes to process or augmentation.

These items were brought into contract negotiations. Once approved by all levels of governance, the contract was signed and the selection process was complete.

The evaluation phase placed Barker College in a strong position for change, creating a high appetite for transformation among the staff and fostering a deeper understanding of the school's requirements. This readiness for change and strong school leadership and ownership were pivotal. The transition to a new SIS was not viewed merely as an IT project but as a comprehensive whole-school digital transformation.

The competitive dialogue process significantly enhanced stakeholder engagement, allowing vendors and stakeholders to co-design solutions. Barker College's willingness to adapt its processes to achieve desired outcomes was crucial in ensuring the success of the SIS implementation. Moving away from the ‘bestof- breed’ strategy, Barker College prioritized simplicity in using technology. This strategy focused on adapting to the capabilities of the chosen system rather than adding multiple technologies. Native integrations were preferred over bespoke or customized solutions, and configuration was prioritized over customization. It ensured a seamless and efficient implementation, aligning with the school's strategic objectives and enhancing overall operational efficiency.

In conclusion, the careful planning, stakeholder engagement and strategic approach to selecting and implementing the new SIS have positioned the school for continued success. The lessons learned, and the strategies adopted during this process will serve as a model for other institutions embarking on similar digital transformation journeys.