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University Begins Search for New IT Leader BUworks, academic technology systems among initiatives

Photo by Kalman Zabarsky

The University has begun the hunt for a new vice president of information systems and technology. A search committee, including faculty and administrators from several departments and disciplines, has been formed, and BU has hired the recruitment firm Korn/Ferry International to conduct the search.

President Robert A. Brown says the position will fill a critical need, as the University’s business and academic technology needs expand.

“The vice president of information systems and technology is responsible for the coordination and leadership of all institutional telecommunications, computing, and software critical to the University enterprise,” Brown says. “He or she also shares responsibility with the University Provost for initiatives in educational technology and makes policies that are implemented by IT professionals working throughout the University.”

The role has been significantly restructured to reflect the University’s expanding IT needs, says Peter Fiedler, BU’s vice president of administrative services and the chair of the search committee. The most significant new initiative is the BUworks project, a two-year plan to revamp all of the University’s budgeting, payroll, procurement, and human resources systems; Fiedler calls it “one of the most ambitious administrative systems projects ever undertaken at Boston University.” The project committee is meeting with other University employees to discuss the functional requirements needed in a new system; once started, the transition is expected to take 24 to 30 months.

The new vice president will also build a close working relationship with the Office of the Provost, which is in the process of rolling out several online course work initiatives, such as iTunes U, ePortfolio, and the course description database that allows for searches of the BU course bulletin. He or she will report directly to Joseph Mercurio, the University’s executive vice president.

Currently, the Office of Information Systems and Technology supervises academic and research computing, the campus network, and phone systems, and has an annual operating budget of $31.2 million.

“We believe this is one of the top technology leadership positions in higher education,” says David Mead-Fox, a senior client partner with Korn/Ferry. “We’ll be looking at all the top institutions right across the country.”

The committee comprises Margrit Betke, an associate professor of computer science in the College of Arts and Sciences; Thomas Bifano, director of the Photonics Center; John C. Henderson, a professor of information systems in the School of Management; Martin Howard, vice president for financial affairs; Robert E. Hudson, the University librarian at Mugar Memorial Library; Thomas J. Moore, associate provost in the Office of Clinical Research; Laurie Pohl, vice president of enrollment and student affairs; Claudio Rebbi, a professor and chair of CAS physics; and Peter Smokowski, associate vice president of administration.

“As the Information Ageevolves, the information-based economy expands, and the world’s populationgrows, the pressure mounts on educators to build new tools and establish newtechniques to make teaching and learning more effective and affordable — notjust incrementally, but by orders of magnitude,” says Michael Krugman, the interim vice president of the Office of Information Technology. “I see the overarchingrole of the VP of IST as ensuring IST is firing effectively, efficiently, and on all cylinders in ourjourney forward together into the 21st century.” 

Jessica Ullian can be reached at [email protected].

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Record Financial Year For University

Record Financial Year for University Bond rating agency Moody’s upgrades BU’s outlook

BU has had a string of record-breaking years financially, generating $157.5 million in operating reserves during fiscal 2024. Photo by Cydney Scott

Boston University ended the last fiscal year with record operating reserves and a record sum of cash gifts from a record number of alumni. Those results cap a string of strong years that have in part led Moody’s Investors Service to revise BU’s rating outlook from “stable” to “positive.”

The University generated $157.5 million in operating reserves when fiscal 2024 closed June 30, a 12 percent increase over the previous year. Those funds support the academic mission of BU, with approximately $100 million earmarked to support physical plant renovations and expansion across the University, such as the Center for Integrated Life Sciences & Engineering and the new studio theater and production and education facility for the College of Fine Arts, says Derek Howe, BU’s vice president for budget and capital planning.

The remainder of these reserves are funds generated as part of revenue-sharing agreements with the University’s various schools and colleges and provide support to the academic and research mission of the University. Examples include upcoming initiatives such as the General Education program, the common core required of undergraduates across all academic programs, starting with the freshman class entering in 2023, Howe says.

“Fiscal 2014, 2024, 2024 were all record years for reinvestment into the University,” he says.

Martin Howard, senior vice president, chief financial officer, and treasurer, says BU’s financial health reflects the University’s growing reputation and increased interest on the part of student applicants—as witnessed by the growth and quality of the undergraduate applicant pool and the recent growth in graduate enrollments—as well as its fundraising and sponsored research funding (which mostly comes from the federal government). More than half of the University’s operating revenues is from net tuition and fees.

Sponsored research revenue totaled $307 million in fiscal year 2024, a small increase over the previous year. That’s noteworthy “in this extremely competitive environment for research funding,” Howard says. BU’s admission in 2012 to the Association of American Universities, a consortium of 62 leading public and private research universities, bolstered the University’s positioning for research support, he says.

Howe says that BU’s efforts at operating efficiently also played a part in its financial situation, adding, “We are always looking for continuous improvement.”

The University’s financial performance contrasts with that of many peers. “The trends at Boston University are more impressive in the context of stagnant or declining operating trends for many rated institutions of higher education,” says Howard.

Moody’s revised outlook for BU signals the potential for a credit rating upgrade if these financial trends continue. The credit rating measures an institution’s ability to repay borrowed capital; the higher the rating, the easier it is for the University to access debt capital at lower borrowing costs. BU’s current rating is A1. (Moody’s ratings range from Aaa to C, with numbers added within each grade for further differentiation.)

In revising its assessment of the University’s rating outlook, Moody’s report cited BU’s “improved ability to invest in strategic initiatives and grow financial reserves through strengthening cash flow, monetization of real estate, and fundraising combined with a moderate reduction of liquidity risks in its debt portfolio” while noting “its organizational culture of continuous improvement and benchmarking for driving operational efficiencies and strategic use of resources.”

On the fundraising front, BU enjoyed a record $157 million in cash gifts from more than 51,000 donors in fiscal 2024, says Scott Nichols, senior vice president for development and alumni relations. Nichols says fiscal 2023 is off to a hotter than usual start as well. The first quarter of every year, July through September, “is usually the worst of the year for us,” he says. Fundraising during the first quarter in recent years averaged $14 million. This year, he says, BU raised $35 million, with a big boost from two large gifts over the summer of $8 million and $10 million.

Since April 2010, all gifts to the University have been part of its comprehensive Campaign for BU, with a goal of $1.5 billion by its end in 2023. When the last fiscal year closed in June, $1.045 billion had been raised.

Nearly 300,000 gifts have been given to the campaign so far, including 167 gifts of $1 million or more. That exceeds the number of gifts that size given to BU between its founding in 1839 and the start of the campaign, Nichols says.

BU recently made the CASE 50, the list of the world’s top fundraising universities compiled by the Council for the Support and Advancement of Education. To crack the list, schools must meet several criteria, among them having had a $1 billion campaign. That was the University’s original goal, and when it was met in April, the Campaign for BU upped its target.

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Boston University To Open New Lgbtqia+ Student Resource Center

Boston University to Open New LGBTQIA+ Student Resource Center

Boston University has announced it will be opening a professionally staffed resource center for LGBTQIA+ students, to be housed at 808 Commonwealth Avenue, near spaces like the Howard Thurman Center. Photo by Janice Checchio


Boston University to Open New LGBTQIA+ Student Resource Center Will be housed in 808 Commonwealth Ave., near the Howard Thurman Center

The news was announced Thursday in a joint memo sent to the BU community from Jean Morrison, University provost and chief academic officer, and President Robert A. Brown. The center is expected to open at the beginning of the 2023-2024 academic year.

“This is an exciting time for our campus community,” says Morrison, who worked with Brown, the Dean of Students office, BU Student Government, and student groups to bring the center to life.

“Our ability to create spaces where students can feel a sense of belonging, build connection, and enjoy new opportunities for engagement and reflection is central to both our mission and our strategic planning,” Morrison says. “This effort is the culmination of countless hours of conversation around our community and an important step toward our creating a more inclusive and welcoming BU for our LGBTQIA+ students.”

The center, tentatively named the LGBTQIA+ Student Resource Center, will be housed on the second floor of 808 Commonwealth Avenue, near existing spaces like the Howard Thurman Center for Common Ground and the LGBTQIA+ Center for Faculty & Staff. 

“The effort of the LGBTQIA+ Student Taskforce to make the case for establishing the center is inspiring,” Brown says. “I have no doubt that this new resource will make Boston University more welcoming for an important portion of our student body. Placing the center adjacent to the Howard Thurman Center will leverage our substantial investment in community space.”

The new center will serve as a community hub for LGBTQIA+ students at BU. It will offer optional training for BU community members, leadership and career workshops for LGBTQIA+ students, alumni outreach and mentorship opportunities, events, and more. Additionally, the center plans to host an archival library dedicated to LGBTQIA+ history.

“This center will be a place to explore queer ancestry, engage deeply with one another to find a sense of community, workshop opportunities to make society more inclusive at present, and build the scaffolding to improve the future,” says Jason Campbell-Foster, interim associate provost and dean of students. “We are a community that is deeply entrenched in American society, and ensuring students have a respect for that is going to be a vital part of what you can see from the center as well.”

The dean of students will oversee the center’s operations. 

The search for a director and administrative staff will begin this spring. The BU community can expect more details about the center’s offerings once personnel are in place. 

For the students who pushed to bring a center to fruition, this moment marks “legacy-leaving work,” Campbell-Foster says. “What an amazing legacy to leave something at Boston University that will be here forever and will continue to grow and serve students in a way that hasn’t been possible before.

“I want this center to be packed with students, and I want this community to feel more affirmed,” he continues. “That will all be made possible because of student leadership. That’s what I’m most proud of.”

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Linkedin Improves Search Results For Posts

A series of improvements to LinkedIn’s search system for posts will allow it to deliver faster and more relevant results within a simplified user interface.

LinkedIn details the journey of developing new system architecture while explaining the complexity of its old system.

Search results for posts were previously served by two indexes – one for posts in LinkedIn’s main feed and one for articles.

The complex nature made it difficult to build upon, so LinkedIn decided to decouple the two indexes. LinkedIn reveals the entire process in excruciating detail in a new blog post.

Here it is summed up in a diagram:

Much of the information LinkedIn shared is geared toward software engineers. In this post, I’ll skip over the technical details and explain what the changes mean for regular users on LinkedIn.

LinkedIn Post Search Delivers Faster, More Relevant Results

To make search results more relevant, LinkedIn set out to create a system that considers the following aspects:

Relevance of the post to a query

Quality of the post


User intent



LinkedIn is leveraging several machine learning techniques to satisfy searcher expectations to meet these goals for relevance and diversity.

Further, LinkedIn crowdsourced human ratings for search results and leveraged the data to ensure its new system meets a certain threshold for quality.

LinkedIn notes that the crowdsourced human annotation data also provides valuable training data to improve the ranking of results.

New System Vs. Old System

LinkedIn’s new system, powered by machine learning, improves on the old system in the following ways:

Relevance: It enables personalization by leveraging deeper and real-time signals for members’ intent, interests, and affinities.

Diversity: It increases the discovery of potentially viral content for trending queries and reduces duplication of similar content.

Ranking: It utilizes post-related metadata from the index to improve the ranking of posts when blended with other types of results.

Navigation: It has a new user interface that allows people to search for posts from a specific author, posts that match quoted queries, recently viewed posts, and more,

Data Shows New System Is Better

LinkedIn says search results delivered by its new system have increased user satisfaction, reflected by a 20% increase in positive feedback.

Greater diversity of posts from within the searcher’s social network, their geographic location, and their preferred language has led to a 20% increase in messaging within the searcher’s network.

The time it takes to deliver search results has been reduced by ~62ms for Android, ~34ms for iOS, and ~30ms for web browsers.

Future Improvements

LinkedIn shares how it will continue to improve search results for posts. Future updates will involve:

Implementing natural language processing to understand the semantic meaning of queries.

Surfacing fresher results for queries on trending topics, reducing the feedback loop from hours to minutes.

Expanding document understanding capabilities to include handling multimedia content such as images, short-form videos, and audio.

See LinkedIn’s full blog post for all the technical details behind these changes.

Featured Image: /Shutterstock

New #Marketingnerds Podcast: Mark Traphagen Talks Search Marketing In 2024

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In this week’s episode of Marketing Nerds, Mark Traphagen, Senior Director of Marketing at Stone Temple Consulting, spent some time talking to me about what is going to be important to focus on in 2024, for both marketers and businesses. We talk about Mobilegeddon, HTTPS, the evolution of the SEO, the type of content that performs, and much more.

Here are a few of transcribed excerpts from our discussion, but make sure to listen to the podcast to hear everything:

What is going to be most impactful for marketers in 2024?

The first area that I’ll talk about is the mobile ranking changes—what people came to refer to in the industry as Mobilegeddon back in the spring of this year. Our mutual friend, Gary Illyes from Google, cringes whenever anybody says that because it sounds so negative.

What that was, for anyone who might not know… It was one of those very surprising and rare times when Google came out and told us something major that they were going to change, they were going to do, before they did it, and then they did it. They said that with the rise of mobile, the fact that they were seeing more and more searches taking place on mobile devices, and the fact that the experience—of course, as we all know—on mobile is very different from desktop, that they felt it was important to their users that sites be mobile-friendly. That sites show up well on a mobile device. It’s a different experience.

Google wanted to incentivize that. The way of doing that was to actually come out and say, “If your site is mobile-friendly, if your site works well, looks good, is easily used, easily viewed, easily navigated on a mobile device—on a smartphone in particular—then we may give you a ranking boost for that on a mobile device.” It’s very shocking when Google does something like that. I always call it Google behavior modification. Sometimes they tell us these things because they want to change our behavior.

What happened when the mobile update was implemented?

One of the questions about mobile, coming back to that, when it first came out and they actually told us the day—again, very unusual and interesting that they told us, “This is the day we’re throwing the switch on.” Once that happened, they said, “Well, actually, it’s going to take a few weeks for all the results to settle in and for it to come to what it’s going to be.” Still, they told us, “As of this day, the mobile ranking update is in effect.”

What we did at Stone Temple Consulting was we were fortunate enough to have taken a large snapshot. We had a set of over 15,000 queries that we had studied. We had taken a chunk of those, looked at those before the mobile update, a few months before it and said, “Here’s where they’re ranking. Here’s where they are.” Then about a month after, when it seemed like everything is probably going to settle in, we took a look at that same group of 15,235 queries.

…The anecdotal things you first heard the weeks after Mobilegeddon was people saying, “It was a big fizz out. I didn’t really see that much change.” But these were all people that were looking at individual results. They were maybe just looking at their own sites and things like that. Some of them saw it, some of them didn’t, so I don’t see that big a change.

But we were looking at, again, this large set of queries. To cut to the chase, what we saw was it did have significant effect. …In our query set, we saw that over 46% of the non-mobile-friendly pages … And I should say, just to be sure, to define that, we were using Google’s designation.

If you’ve searched on a smartphone anytime in the last year, you’ve probably seen sites where Google will put a little tag on the search results that says, “Mobile-friendly.” We don’t know everything that that means, as you were saying earlier. We took that as the evidence. We were going to assume that if Google puts a tag on there, this is a site that the mobile update should effect. What we found again was 46% of the non-mobile-friendly pages—pages that did not have a mobile-friendly tag in the search results—lost rankings over that period of time.

It was all over the map: anything from just a one or two position drop to major dropping, like dropping a page or more, to in some cases disappearing. We didn’t do the stats on that, like down to that level of how many dropped how much. We were just basically looking for, did you go up or go down? We want to have a big enough sample knowing that there were other updates that happened during that time, so certainly not everything in this sample went up or down because of the mobile-friendly update. We saw enough to say it’s definitely statistically significant that far more non-mobile-friendly pages lost ranking than gained it.

The ratio there was like 47% to 19%. 47% lost ranking. Only about 19% gained ranking. On the mobile-friendly pages, it was more split. 30% gained and about 25% lost. Pretty much within the normal fluctuation that you would expect because anybody that watches such rankings know they fluctuate, they go up and down all the time within a certain margin. We felt that this was significant enough to say, yes, the mobile ranking update did have a significant effect. The main effect of it was, non-mobile-friendly pages tend to lose ranking.

How can businesses identify if they’re affected and, if they are, take action to fix it?

You have to think about the experience. Now, more and more, one of the things that many of us in the search engine world are talking is how important user experience is. That is even becoming, in a sense, a ranking factor, because Google is getting better at evaluating that on a machine basis. Looking at a site and saying, “Does this site have the characteristics of a site that users like, enjoy being on, and find friendly?” They are able to measure that and evaluate that. That is going to become more and more of a factor.

Beyond that, as far as the priority of it, I think one factor is thinking, “How important is this to my users?” Then to prioritize it, you should look at your analytics. How much of your traffic is coming from mobile? If you are getting a significant amount of traffic from mobile then this seems like a higher priority. You should also look over time. Look way back, look over early 2024, at least into the present. Are you starting to lose organic search traffic from mobile? If you are, then that may be an indication that this mobile update is impacting your site and you need to do something about it.

Thoughts on HTTPS and its impact in 2024?

Yeah…that was another one that they announced. They didn’t quite announce as clearly as they did the mobile-friendly update, but as you said, they hinted at it. They said, “We may start giving a little boost to pages.” That set off a big—you and I both remember it—big for people thinking that this is going to be a huge update and it’s going to have an effect. Once they said, “Yeah, we are starting to do that,” we studied it, Marcus Tober at Searchmetrics studied it…bottom-line was, at least initially, we could not discern any significant boost.

There were small things here and there but again not enough was able to separate from the general noise of the general fluctuations of the search results. …Eric Enge from Stone Temple was on a panel with somebody from Google who was very much involved with the Https movement within Google.

That’s where the quote came from where he said, “Well, it’s basically a tie breaker.” That could be one way that we are using it. That’s not a major ranking boost, but all of the things being equal. We have two sites that are pretty equal but this one is secure, this one is not. We are probably going to give the nod and the ranking to the secure site. I do think it will become more important. They haven’t stopped talking about it.

The evolution of the SEO in 2024

It has always been a part of our philosophy at Stone Temple Consulting, but we are seeing more and more with our clients, a lot of what we have to do is education. Education and helping them with that decision-making, the priority setting, through talking about it. It’s not just a matter anymore of doing it and saying, “Okay, here are some basic technical problems your site has. This is what you have to do to fix them,” but it’s looking at all these things we’ve been talking about. We haven’t even hit some of the other big things that are happening and have to be thought about.

We have to be an ally because otherwise—if we are working with a large brand and their SEO or marketing department—we just throw all these recommendations at them and they feel overwhelmed. They only have so much budget; they only have so much man power. What we have to do is help them to prioritize, help them to assess, “What is most impactful to us and our users? What should we be giving resources to first?” That’s becoming almost as important, maybe as important, as any of the technical things that we help them to do.

Let’s talk about content

I think we are seeing a maturing … It’s interesting to watch this, in the years that I’ve been in the industry. I know you’ve seen it too over time. There’s different waves of things come in. They are “the new thing”, they are exciting—whether it’s social media or whatever it is. For hours everybody just does it because that’s what everybody is doing. “You’ve got to do social media; just do social media.”

There comes a certain point a few years in where there’s a maturing that starts to happen. People realize, “Okay, we’ve got to talk about where are we really getting value from this and how much time are we spending on it—what are we getting in return for that?” I think we are seeing that with content now. There has been a lot of talk; it probably started with Mark Schaefer’s Content Shock article.

Like a lot of people, I don’t agree with everything in that. I think that he has some points—there’s no denying that the amount of content that’s thrown at us is increasing. I don’t see it as a zero-sum game, as he portrays it. On the other hand, it’s undeniable that it’s getting harder and harder to get your stuff noticed. …I don’t think ever it was really easy, but it’s certainly harder now to get anything out there that’s going to get mass attention and have huge amounts of eyeballs on it, huge amounts of people talking about it, sharing it, and that sort of stuff.

A more recent wakeup call on that was this big study that came out from BuzzSumo in partnership with Moz a few months ago that was quite eye-opening.

What they basically said was that, they looked at 100,000 random posts. These are posts from all different kinds of sites, high authority, low authority, big well known, little known, all over the map. They said that 75% of those pages, those blog posts they looked at, had zero external links to them. 75% had zero external links. Even among the 25% that had any links at all, most of them had only very few like a handful scattering and most of those weren’t from very authoritative sites.

There’s one-percenters club here, the rich of the rich. There’s only a very small amount of content out there, relative to all the content that’s published, that gets links. The other thing is that it’s also true of social shares, always a hard word for me to say that most of those, 75% of them, had 39 or fewer shares total of any social network. The bottom-line of their study was, there’s tons of content being published and most of it is not getting seen or not getting any real results.

Real Quality Content

Those things can help but… if you get down out of the stats and look at the actual posts, they are having the most significant effect on things that are great. You are really saying something of substance. There’s no magic tricks. Just like we learned with SEO, right? It’s not just sprinkling some fairy dust on your social post and then they start to work.

You have to keep in mind that any of these engagement studies are always correlation studies, they are just correlating presence of the hashtag or presence of an image or whatever it might be to increase engagement, increase shares, that sort of thing. You have to ask yourself, is it possible all these results that we are seeing point this way—that the kinds of posts that are really excellent, extraordinary, and above the average content, also can possibly tend to do those other things as well. There people are paying attention.

They are going to have good images, they are going to use hashtags, and they are going to craft their posts very carefully. It may…not just the presence of a hashtag or an image or something as it is that a lot of those posts are just by people paying more attention and putting more care into their content.

What are the key takeaways from Stone Temple Consulting studies?

The lesson we’ve been learning there is, even when Google does something that seems to be hurting us, or taking away our traffic, or are going after something where we’ve gotten traffic in the past, you can be smart and savvy and you can—instead of just complaining about it and whining about it—find ways to help Google out with that. That actually drive traffic to you. These rich answers are one of those areas.

Let me give you one more. We have said it but I want to reemphasize it. If you are going to be in the content game at all, think about emphasizing quality over quantity. I think there’s still a reward for being consistent. I don’t believe the old chestnut about content that says, “the most important thing is just to be churning something out three time times a week,” applies at all anymore or has any value. Having a few really amazing pieces that become the definitive answer, the definitive resource for whatever the question out there might be, is far more valuable than being able to produce 75, 80, 100, 150 articles all over the place.

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Student Privacy Begins With This Simple Strategy

Giving students a Chromebook, tablet or other digital device to take home lets them continue their learning online once the school day ends. But turning the traditional classroom into a 24/7 learning environment, where students learn partly online using a blended or flipped classroom model, creates challenges for school IT leaders tasked with safeguarding student privacy and information.

The flipped classroom model has turned the traditional classroom “into one without walls,” writes Alan Joch for EdTech Magazine. According to chúng tôi 78 percent of teachers now use a flipped learning model of some kind. But every connection point to a school’s network or cloud-based education service is a potential security vulnerability.

To combat these potential vulnerabilities, Joch writes that K-12 leaders should consider investing in a “security as a service” solution, which offers “a practical way to access the latest security applications and expertise, all for a predictable monthly fee.” These solutions typically include central consoles for monitoring the latest security threats — as well as tools for setting up virtual LANs and encrypting sensitive data.

Trusted Learning Environment Seal

According to the Consortium for School Networking (CoSN), schools must have concrete policies in place to protect student data, and they must communicate those practices clearly to parents in order to earn their trust. In partnership with AASA, the School Superintendents Association, the Association of School Business Officials International (ASBO) and ASCD, CoSN has developed a new program that recognizes school systems for implementing student data privacy measures that meet high standards around five core areas: leadership, classroom, data security, business and professional development.

To meet these standards, CoSN recommends that school districts perform regular audits of their data security practices and publicly share the results of these efforts. They also should establish purchasing procedures that make sure their ed tech vendors are safeguarding student information. Schools meeting these requirements will be able to display the Trusted Learning Environment (TLE) Seal, signifying their commitment to protecting student privacy.

Keeping Software Updated

Another key aspect of keeping student data secure is making sure all devices have the latest software updates applied, says Amy McLaughlin, director of IT operations for the Oregon Department of Education.

“Old, unpatched systems are more vulnerable to security risks,” McLaughlin says. “And having the ability to shut down a device that is lost is also important. Make sure your students and teachers know who to contact if their device is lost, so you can remotely shut it down so somebody else isn’t using that device and its credentials to gain access to your network.”

Using a mobile device management solution allows school IT staff to push out updates to student devices from a central console and shut them down remotely, making it much easier to manage security. With Chromebooks, IT staff can do this through the Chrome management console.

User Education Is Most Important

According to McLaughlin, the most important aspect of data security is user education — and student privacy should begin with teaching students what it means to connect to a network and have a username and password. “I think the training and the education should come before the technology,” she says. “When we give students a username and password, we should be telling them to keep this information private and to change their password regularly. I’ve seen instances where teachers hand out a username and password to every child in the classroom, and every child’s password is the same — or it’s easy to guess based on the construct.” McLaughlin notes that students and teachers should also know that “when they walk away from a device, they need to lock their system so somebody else can’t access it using their credentials.”

McLaughlin concludes: “A lot of the things that schools should be doing are very simple. The technology part of data privacy and security is easy; it’s the human element that is most challenging. The earlier students can learn good digital citizenship and management, the better.”

Learn about more ways to ensure your students’ data is always kept safe and secure here.

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