When the winners of the sixth annual Digital School Districts Survey were announced last week, I was happy to see that the Clark County School District in Nevada, from which I recently retired, was tied for third.

How such a large school district –– the fifth largest in the country with more than 300,000 students –– was able to overcome the problems and issues endemic in such a huge and sometimes bulky enterprise is a fascinating story that cannot be told in a brief blog such as this. Yet, it is possible to take this complex story and parse it down to a single word: collaboration.

Without a doubt, other factors lead to the Clark County School District’s success as well. Incredible growth over a 20-year period provided new funds and buildings, and an influx of staff and citizens with new ideas certainly helped. Similarly, a “can do” attitude and a general belief in the capabilities of technology encouraged the district to move forward in its technology initiatives.

But all would have been for naught without the high level of collaboration found throughout technology implementation.

When I say “high level,” I not only mean a great deal of collaboration, but also imply that collaboration needs to start at the top with the board of school trustees and the superintendent. Without their support over the years as they worked through issues with both technology and instructional staff, a strong technology program could not have occurred.

Even when the technology issues may have befuddled them, or when vendors claimed they were treated unfairly, those at the top understood the need to get additional information before making a rash decision.

Other areas of support are necessary for a strong technology program, but these are often overlooked when passing out the accolades. Ever try to implement a district–wide technology program without the assistance of the facilities department? Yes, they can get under your skin sometimes, but over the years, I have found that they generally come through when the going gets tough.

I know that a few weeks ago, I wrote about some of the problems technology leaders have with purchasing departments. But once again, I challenge you to find an effective large–scale technology program that succeeded without the assistance of the folks in that department.

When all is said and done, nothing is probably more important than the collaboration between the technology staff and the instructional side of the house. Working with the curriculum department and the individual schools keeps the technology department honest and in focus with the mission of any and every school district: student learning.

One of the proudest moments in my long career was when a technology auditor evaluated the technology department as part of a legislative–mandated audit of the district. She informed me that the relationship between the technology division and the instructional staff was one of the best she had ever seen and that she was going to include that as a formal commendation in the audit report.

These are just a few of the many areas of collaboration that helped the district's technology program receive the digital schools’ honor. While rapid growth, available resources and a belief in technology were all essential for reaching that level, nothing was more important than collaborating at every level of the enterprise.