1. CT High Virtual Academy By Milagros Rivera-Fogg EDU 505 - The Future of Education Associate Faculty Jennifer Wojcik

2.  Every 29 seconds a student drops out of school and the economic impact of a lost education changes the individual’s earning potential (Watson et al., 2008). Watson and his team analyze and discuss the problem of students dropping out of high school, calling it “The Silent Epidemic.”  The CT High Virtual Academy aims to cater and support teens that are at-risk of failing to help them obtain a high school diploma.  Failing one or two classes can occur to students giving up easily and most likely not returning back to school because of embarrassment (Kronholz, 2012).

3. Overview of Scanning and Scenarios  Sobrero (2004) states that “scanning the environment and turning data into usable information gives the organization true data-driven intelligence that can inform scenarios, forecasts, and issue briefs.” When scanning, futurists review trends from current magazines, newspapers, and Websites to scan all indicators likely to indicate changes. Scanning is very useful when attempting to forecast what can affect work, education, and family. Scanning can be challenging to researchers because it is time consuming and difficult, and data is difficult to interpret. Scanning the system history and context is critical for success (Hines, 2006) and can help see persistent problems or trends.  In general, scenarios provide strategies using a highly interactive, intensive, and imaginative process (Mietzner & Reger, 2005). Scenarios help recognize weak signals to better prepare and handle new situations. Scenarios improve communication within organizations. Sharing scenarios among organizations helps the decision-making process improve because it supports coordination and implementation of actions. In addition, it helps adjust a specific problem.

4. Technology  The tablet is portable and can be carried anywhere because it is light in weight, Johnson, Becker, Cummins, Estrada & Ludgate (2013).  Wearable technology is a fairly new item but is appearing in the marketplace as an opportunity to facilitate teaching and learning.  The CT High School Virtual Academy will make certain that this technology is ready and available for students’ success as it will continue to pick up more popularity with more innovations for teaching and learning.

5. Literature Review  Midsize and large businesses are standing strong, productivity is strong, households have less debt, and banks are well capitalized (Conrad, 2011).  Connecticut has more room for growth and export shares climbed from 5% to 7% from 2005 (Conrad, 2011).  President Obama requested that the education budget be increased by 2.5% for 2013 (Burke & Sheffield, 2012).  Public policy may change the way CT High Virtual Academy enroll students; therefore, the academy runs the risk that changes will be made for enrolling new students and the school budget.

6. Demographics  There is an increase of school drop outs and population growth (Betts, Hartman & Oxhold, 2009).  Population growth and overcrowded schools are related to immigrants in the United States (Department of Education, 2000).  According to Yates (2008), the demographic change in the United States will impact funding and expenditures, influence the content of staff development, and preparation.  Lapkoff & Li, (2007) states “Now that Americans are living longer, it is further expected that a baby born in 2004 can live until 78 from 71 years in 1970.”  According to Lapkoff and Li (2007), by 2030 the over-65 population will double or make up to 20% of the population in the United States.

7. Five Challenges 1.The academy will need to maintain a well funded budged to continue providing free technology and incentives. 2.The academy must continue to maintain a 100% graduation rate. 3.The academy must maintain a strong team of counselors who are well trained to help student succeed in the virtual world. 4.The academy will need to overcome and prepare itself from the risk of being part of the Sheff vs. O’Neil lottery pool. 5. Maintain a strong Information and Technology department who can always keep up the school running with the latest technology and software application.

8. Preparing Failure to transfer into a future educational organization will result in lost opportunity to the students, staff, and society. 1.Meet with all staff to help create scenarios, scan trends, and conduct futuring. 2.A discussion with the budget analyst to discuss and plan for expenditures such as incentives, technology, staff payroll, and services for the second language learners. 3.Have a meeting with the city major and all board members to express concerns and have an honest discussion on how the Sheff vs. O’Neill lottery pool will change enrollment, the school, and funding. 4.Preparing and planning all counselors to begin to receive incentives to help maintain a 100% graduation rate while preventing school dropouts at the academy. 5.Meet with the Information and Technology department to discuss technology and learn ways to prepare the academy to move to cloud based.

9. Call to Action Hire the best teachers, purchase the newest tablets, increase the inventory of wearable technology, and begin to plan for additional staff and professional development. A strong PTO must be created to begin raising money because more technology and incentives will be a priority. Organize four family nights per year to help parents and students connect, which will be optional. While more technology is better, it is also important to begin a better counseling committee will help at-risk students through the process of an online education and decrease student dropouts. Hire a strong leader to oversee the academy and has knowledgeable in teaching, research, and service.

10. References Betts, K., Hartman, K., & Oxholm III, C. (2009). RE-EXAMINING & REPOSITIONING HIGHER EDUCATION: TWENTY ECONOMIC AND DEMOGRAPHIC FACTORS DRIVING ONLINE AND BLENDED PROGRAM ENROLLMENTS. Journal Of Asynchronous Learning Networks, 13(4), 3-23 Burke, L.M., & Sheffield, R. (2012). Obamba’s 2013 Educational Budget and Blueprint: A Costly Expansion of Federal Control. Backgrounder. No.2677: Heritage Foundation Conrad, D. (2011). Emerging factors could help economy. Fairfield County Business Journal, 47(44), 5 Hines, A. (2006). Strategic Foresight: The State of the Art. Futurist, 40(5), 18-21. Johnson, L., Adams Becker, S., Cummins, M., Estrada, V., & Ludgate, H. (2013). NMC Horizon Report: 2013 Higher Education Edition. Austin, Texas: The New Media Consortium Kronholz, J. (2012). Getting At-Risk Teens to Graduation. Education Digest, 77(6), 14 Lapkoff, S., & Li, R. (2007). Five Trends for Schools. Educational Leadership, 64(6), 8-15 Mietzner, D., & Reger, G. (2005). Advantages and disadvantages of scenario approaches for strategic foresight. Int. J. Technology Intelligence and Planning, 1(2), 220-239

11. References Sobrero, P. M. (2004) The steps of Futuring. Journal of Extension, 42(3), Retrieved from http://www.joe.org/joe/2004june/comm2.php U. S. Department of Education, (2000). Growing pains: The Challenge of Overcrowded Schools is Here to stay. Retrieved from http://www2.ed.gov/PDFDocs/bbecho00.pdf Watson et al., (2008). Using Online Learning for At-Risk Students and Credit Recovery Promising Practices in Online Learning: North American Council for Online Learning Yates, J. R. (2008). Demographic Imperatives for Educational Reform for Culturally and Linguistically Diverse Students. Multiple Voices For Ethnically Diverse Exceptional Learners, 11(1), 4-12