2026基础教育创新驱动力报告-挑战、趋势、技术工具（英文）-

DRIVING

K-12

INNOVATION2026HURDLES•ACCELERATORS•

TECH

ENABLERSK12Insight⃞CoSNisvendorneutralanddoesnotendorseproductsorservices.Anymention

of

aspecific

solution

isfor

contextual

purposes.ThisworkislicensedunderaCreativeCommonsAttribution-NonCommercial-NoDerivatives4.0license.Formore

information

please

refertothe

CreativeCommonswebsite,/licenses/by-nc-nd/4.0/.CoSNwouldliketothankthefollowingsponsorsforsupportingthiswork:2•DrivingK-12

Innovation2026•CoSNFOREWORDK-12education

is

facing

a

pivotal

moment.Around

the

world,educators

and

education

technology

professionals

arenavigatingrapidadvancementsinartificialintelligence(AI),intensifyingcybersecuritythreats,shiftingworkforceexpectations,andevolvingunderstandingsofhowstudentslearnanddemonstrateknowledge.Thisyear’s

Driving

K-12Innovation

initiative’s

Top

Topics

reflect

these

realities

with

clarity

and

urgency.While

our2026Accelerators

remain

unchanged

from

those

of2025,the

landscape

around

them

has

meaningfullyshifted.CriticalMediaLiteracyenters

theHurdleslist

for

the

first

time,highlightingtheglobalimperativeforstudentstonavigateAI-generatedcontent,misinformation,andtheblurredlinesbetweenfactandfabrication.Data&Information

Visualization

joins

the

TechEnablers,signalingagrowingrecognitionthatmakingdatausable

and

actionable

is

essential

for

equity

and

instructional

decision-making.And,for

the

first

time

since2020,

Tools

forPrivacy&SafetyOnlinereturnsasa

TechEnabler,underscoringhowdramaticallycyberrisksanddatagovernanceneedshaveintensified.Designedtohelpschoolsaroundtheworldinnovatewithconfidenceinto2026andbeyond,thisreportoffers

groundedinsightsfromdistrictsofvaryingsizes,instructionalcontexts,andglobalperspectives,showinghowthese

Top

Topics

work

in

concert

to

impact

the

future

of

K-12learning.Mostimportantly,thereportaffirmsasharedtruth:Technology

willkeepaccelerating,butintentionalinnovationinK-12educationdependson

the

strength,creativity,andhumanityof

educators

andIT

leaders.

Thisreportinvitesyoutoleadthatfutureboldlyandresponsibly,andtogether.KeithKruegerCEOCoSN-The

Consortium

for

School

NetworkingWashington

DC,United

StatesABOUTCoSN-THECONSORTIUMFOR

SCHOOLNETWORKINGCoSN,the

world-class

professional

association

for

K-12

EdTech

leaders,stands

at

the

forefront

of

educationinnovation.We

are

driven

by

a

mission

to

equip

current

and

aspiring

K-12education

technology

leaders,their

teams,andschooldistrictswiththecommunity,knowledge,andprofessionaldevelopmenttheyneedtocultivateengaging

learningenvironments.Ourvisionisrootedinafuturewhereeverylearnerreachestheiruniquepotential,guidedby

our

community.CoSN

represents

over14million

students

and

continues

to

grow

as

a

powerful

and

influential

voice

in

K-12education.CoSN

also

provides

opportunities

for

companies

that

support

the

K-12EdTech

community

toparticipateascorporatemembers.DrivingK-12Innovation2026•CoSN

•3CONTENTSAbout

CoSN-The

Consortium

for

School

Networking

...3Foreword

3Introduction

5Methodology

5Top

Topics

for

Driving

K-12Innovation

in20266In

Context

7Bridges(themes)

10Attracting&Retaining

Educators

and

IT

Professionals

12Ensuring

Cybersecurity&Safety

Online

15Critical

Media

Literacy

18Building

the

Human

Capacity

of

Leaders

20Changing

Attitudes

Toward

Demonstrating

Learning

22Learner

Agency

24Generative

Artificial

Intelligence

26Data&Information

Visualization

29Tools

for

Privacy&Safety

Online

31Taking

a

Holistic

View

332026Report

Summary

35Acknowledgements372026Driving

K-12Innovation

Advisory

Board

Members384•DrivingK-12

Innovation2026

•CoSNJump

to

page35-36for

a

convenient,printable

summary

of

the2026Top

Topics.METHODOLOGYSTEP1:

INITIALSURVEYTheAdvisoryBoardcompletedaninitialsurveytoselectthetopicsforsubsequentdiscussion.Thissurveynarrowed

down

the

original

list

of

Hurdles

from40to14,Accelerators

from28to12,and

Tech

Enablers

from29

to13.STEP2:

DISCUSSIONSixweeksoffruitfulvirtualconversationfollowedtheinitialsurvey.Eachweek,theAdvisoryBoardrespondedtopromptsandengagedinconversationfocusedononeoftheinitiative’skey

lenses:

Hurdles,Accelerators,

andTech

Enablers.DiscussionopportunitieswereofferedviatheonlineforumandsynchronousZoomcalls.STEP3:

FINAL

SURVEYIn

the

Final

Survey,Advisory

Board

members

voted1

on

the

Hurdles,Accelerators,and

Tech

Enablers

mostaffectingtheirwork.Ofthemanyimportanttopicsconsidered,nineemergedasthetopkeyconsiderationsfordriving

innovation

in

K-12education

in2026.The

Final

Survey

also

helped

describe

the

nature

of

each

topic:thesurmountabilityofHurdles,theintensityofAccelerators,andthetimelinessofTechEnablers.STEP4:SYNTHESIS

WEEKOncetheAdvisoryBoardcompletedtheFinalSurveyandTopTopicswereknown,theywereinvitedtoreturntothe

online

forum

for1.5weeks

of

asynchronous

discussion

to

share

their

perspectives,and

to

comment

on

any

Bridges

(or

themes)they

noticed

from

the2026selected

topics.INTRODUCTIONCoSN’s

Driving

K-12Innovation

initiative

proudly

convenes

an

international

Advisory

Board

of

approximately130+

educationandtechnologyexpertstoselectthemostimportantHurdles(challenges),Accelerators(mega-trends),and

Tech

Enablers(tools)Driving

K-12Innovation

for

the

year

ahead.The

Advisory

Board

engages

in

discussion

via

CoSN’s

online

forum,synchronous

virtual

calls

via

Zoom,and

alsoparticipatesintwosurveystoselectthetopthemesineachcategorythataretransformingteachingandlearning.This

year,the

Advisory

Board’s

work

took

place

over

approximately11weeks.1FinalSurveyMethodology

Update:

Inspired

byfeedbackfrom

pastAdvisory

Boards,the

leadershipteam

decidedto

adjustthevoting

methodthisyear.

In

previousyears,each

Advisory

Board

member

was

asked

to

select

exactly

three

topics

in

each

category:

Hurdles,Accelerators,

and

Tech

Enablers.

In

the

new

voting

approach,each

Advisory

Board

member

was

given

six“points”to

spend

in

each

category(Hurdles,Accelerators,andTech

Enablers).

This

allowed

Advisory

Board

members

toprioritizetheirvotesamongsttopicsbasedonimportance.Forexample,theycouldassignallsix“Hurdles”

pointstoasingle

Hurdle,

spreadthe

points

amongst

sixHurdles,orchooseastrategybetweenthesetwoextremes.DrivingK-12Innovation2026•CoSN

•5TOPTOPICS

FOR

DRIVING

K-12

INNOVATION

IN

20261.

Attracting&Retaining

EducatorsandIT

Professionals2.

Ensuring

Cybersecurity&SafetyOnline3.

Critical

Media

Literacy1.

Building

the

Human

Capacity

ofLeaders2.

Changing

Attitudes

TowardDemonstratingLearning3.

LearnerAgency1.

Generative

Artificial

Intelligence(GenAI)2.

Data&Information

Visualization3.

ToolsforPrivacy&SafetyOnlineTECHENABLERSToolsthatmakenewlearningapproaches

possible,enableschoolstosurmountHurdles,andempowerthemtoleverage

Accelerators

.ACCELERATORSMegatrendsorcatalyststhathelpmotivateandincreasethemomentumof

innovation.HURDLESBarrierstoinnovationandstudentsuccessthatrequireconsideredeffortto

overcome.Most

important

Hurdles,Accelerators,and

Tech

Enablers

for

education

systems

to

address/leverage

in2026**82Advisory

Board

respondents6•DrivingK-12Innovation2026

•CoSN20222023202420252026Attracting&RetainingEducators

andIT

ProfessionalsAttracting&RetainingEducators

andIT

ProfessionalsAttracting&RetainingEducators

andIT

ProfessionalsAttracting&RetainingEducators

andIT

ProfessionalsAttracting&RetainingEducators

andIT

ProfessionalsEnsuringCybersecurity&SafetyOnlineEnsuringCybersecurity&SafetyOnlineDesigningEffectiveDigitalEcosystemsDigitalEquityDigitalEquityDigitalEquityEvolution

of

Teaching&LearningScaling

Innovation&

InertiaofEducation

SystemsScaling

Innovation&

InertiaofEducation

SystemsCriticalMediaLiteracyINCONTEXTThis

report

will

serve

as

your

guide

to

drive

K-12innovation

in2026and

beyond.Taken

together,these

perspectives

reflect

shared

global

priorities

shaping

innovation

in2026.SURMOUNTABILITYOF

HURDLESHow

easy(or

hard)is

it

to

overcome

these

barriers?Here’s

how

the

Ad

Board

ranked

the

difficulty

to

surmount

eachone.(Scores

reflect

the

average

score

out

of5,with1being

the

easiest

to

surmount

and5being

the

most

difficult*):Fromeasiesttomostdifficulttosurmount:•

Critical

Media

Literacy(3.32)•Attracting&RetainingEducatorsandITProfessionals(3.34)•EnsuringCybersecurity&SafetyOnline

(3.6)LESS

DIFFICULTCritical

Media

Literacy

Ensuring

Cybersecurity

&SafetyOnline3.34Attracting&Retaining

EducatorsandITProfessionalsHURDLES

INCONTEXT:TOPTOPICS

FORTHE

PAST

FIVEYEARSDrivingK-12Innovation2026•CoSN

•73.32*82Advisory

Board

respondents3.6MORE

DIFFICULT20222023202420252026Building

the

HumanCapacityofLeadersBuilding

the

HumanCapacityofLeadersBuilding

the

HumanCapacityofLeadersBuilding

the

HumanCapacityofLeadersBuilding

the

HumanCapacityofLeadersChangingAttitudesTowardDemonstratingLearningChangingAttitudesTowardDemonstratingLearningChangingAttitudesTowardDemonstratingLearningLearner

AgencyLearner

AgencyLearner

AgencyLearner

AgencyPersonalizationSocial&EmotionalLearningSocial&EmotionalLearningINTENSITYOFACCELERATORSHow

influential

are

each

of

these

megatrends

or

catalysts

motivating

innovation?The

Ad

Board

ranked

the

Top3Accelerators

by

how

intense

their

impact

on

K-12.(Scores

reflect

the

average

score

out

of5,with1being

the

least

intense

and5being

the

most

intense*):From

least

to

most

intense:•Building

theHumanCapacityofLeaders(3.65)•

Changing

Attitudes

TowardDemonstratingLearning(3.71)•Learner

Agency(3.8)MORE

INTENSELESS

INTENSE3.65BuildingtheHuman

CapacityofLeaders3.71ChangingAttitudesTowardDemonstratingACCELERATORS

INCONTEXT:TOPTOPICS

FORTHE

PAST

FIVEYEARS3.8LearnerAgency8•DrivingK-12

Innovation2026•CoSN*82Advisory

Board

respondentsLearning20222023202420252026Analytics&Adaptive

TechnologiesAnalytics&Adaptive

TechnologiesAnalytics&Adaptive

TechnologiesArtificialIntelligence

(AI)GenerativeArtificial

IntelligenceGenerativeArtificial

IntelligenceGenerativeArtificial

IntelligenceData&InformationVisualizationDigitalCollaboration

EnvironmentsRich

Digital

EcosystemRich

Digital

EcosystemUntetheredBroadband

&ConnectivityUntetheredBroadband

&ConnectivityUntetheredBroadband

&ConnectivityTools

for

Privacy

andSafetyOnlineIMMEDIACY

OF

TECH

ENABLERSHowquicklyarethesetechtoolsbeingincorporatedbyschools?TheAdBoardrankedhowimmediatelyTechEnablers

are

being

adopted

globally.(Scores

reflect

the

average

score

out

of5,

with1being

the

most

immediateadoption;5beingthefurthestawayfromadoption*):Frommostimmediatetoleastimmediateadoption•

Tools

for

Privacy

and

Safety

Online(2.74)•Data&Information

Visualization(2.89)•

Generative

ArtificialIntelligence(2.96)LESS

IMMEDIATE*82Advisory

Board

respondentsTECH

ENABLERS:TOPTOPICS

FORTHE

PAST

FIVEYEARS2.96GenerativeArtificial

Intelligence2.89

Data&InformationVisualization2.74Tools

for

Privacy

andSafetyOnlineDrivingK-12Innovation2026•CoSN•9MORE

IMMEDIATEBRIDGES(THEMES)The

boundaries

between

Hurdles,Accelerators,and

Tech

Enablers

are

blurring;innovation

increasingly

requires

cross-topic

solutions.Driving

K-12Innovation

Bridges

are

important

themes

that

span

Top

Topics

for

educationinnovation,connecting

today’s

education

challenges

with

tomorrow’s

opportunity.

The2026Bridges

are:EthicalFrameworks&Trustas

Non-NegotiablesInnovationwithoutethicserodestrust,andtrustisthecornerstoneof

safe

digital

learning.CulturalChange>Technical

ChangeThecultureofaschoolsystem

determinesthesuccessofits

technology.Equity&Access

AreKeyInnovationwithoutequityleads

towideninggaps;innovationwith

equitydrivestransformation.10•DrivingK-12

Innovation

2026

•CoSN“

EnsuringCybersecurity

&SafetyOnline,

CriticalMediaLiteracy,andTools

forPrivacy&SafetyOnline.

Ithinktheemphasisonmakingsurestudentsandstaff

knowhowtobedigitallywellandaresupportedwithprofessional

learning

and

resources

to

assist

in

this

is

a

growing

need,”(Nicole

Bond,Lincoln

Intermediate

Unit12,Pennsylvania,UnitedStates).“IlovetheintersectionofDataandInformationVisualizationwithChanging

Attitudes

towardDemonstratingLearning.Ifeducatorsfocusonthedataandmakedata-informeddecisionsabouttheirinstruction,reteaching,classactivities,andindividualizedinstruction,theycanstarttothinkbeyond

a

grade

on

a

piece

of

paper,especially

whenwearetalkingaboutstandards-baseddata.Focusingonthestandardsinsteadoftheprescribedtextbookorworksheethasfarmoreimpactonstudentlearningand

growth.I

have

seen

it

here

in

my

district.Whenteachersstarttoassessthestandardsratherthanright/wrong

answers

on

a

test/quiz,we

have

begun

to

seebetter

decisions

on

what

comes

next.We

are

using

PearAssessmentforcommonassessmentssothatteachers

can

look

at

the

data

together,”(Katie

Harmon,Westhill

CentralSchools,NewYork,UnitedStates).“ThethreeAccelerators,Building

theHumanCapacityofLeaders,Changing

Attitudes

TowardDemonstratingLearning,Learner

Agency,allspeakto

alargertheme/needaroundrecognizingthepoweroflearnersandeducators.Ifyoungpeopleandeducators

were

seen

as

the

capable,curious,creative

leaders

thattheyare,theiropportunitiestoengagetheiragencyanddemonstratetheirskillsandexpertisewouldbebuiltintooureducationsystems.Oursocialandcultural

mentalmodelsaboutstudentsandteachersmakeusthinkthatthesystemwehavenowisnecessaryandthebestoronlyway.Mindsetsandbeliefs

justifythestructuresthatwehave,sowerethosemindsetsandbeliefstochange,thecurrentstructureswouldnolonger

seemviableordesirable,”(KatieKing,KnowledgeWorks,United

States).“Simply

put,innovation

is

built

on

a

foundation

and

ona

purpose

that

is

the

same:people.We

seek,and

weembraceinnovationbecausewebelieveitwillbetterour

lives,and/or

the

lives

of

others

around

us.I

knowthis

is

a

bit

obvious,but

every

single

Hurdle,Accelerator,and

Tech

Enabler

is

about

empowering

and/or

caringforpeople.BothofthesearefocusedonBuildingtheCapacityofHumans.Webuildcapacitythrough

Attracting

&RetainingProfessionals,

teaching/spreadingCriticalMediaLiteracy,buildingupleaders,Changing

Attitudes

TowardDemonstrating

Learning,elevatingLearner

Agency,and

through

AI,

data,andprivacy

tools.Thismakesperfectsense,sinceourworkiscompletelyfocusedonthebenefit

of

humans,”(Craig

Chatham,Lincolnshire-Prairie

View

D103,Illinois,UnitedStates).NOTABLEINTERSECTIONSDuring

Synthesis

Week,Advisory

Board

members

were

asked

to

share

their

insights

on

the2026Top

Topics

andconnect

them.Here

are

some

highlights:DrivingK-12Innovation2026

•CoSN

•11DEFINITIONRecruitingandkeepingschoolstaffisasignificant

problemthat

is

only

growing

for

school

systems.

Manyeducatorsareexperiencinglowfinancialcompensation,heavyworkloads,and

social

and

emotional

burnout,

causingthemtosetasidetheirpassionforteachingandleave

thefield.

In

addition,

educators

oftenexperiencealackoftrustandrespectfrombothsociety

and

institutional

systems,

undermining

confidence

intheirabilityandcommitmenttosupportstudents’academic,social,andemotionalsuccess.ForITprofessionalsandtechnology-focusededucators,thechallengesare

compounded.

Schools

struggleto

competewithprivatecompaniesthatcanofferhighersalaries,

remotework

options,flexible

schedules,

and

moretimeoff.Atthesametime,thereisacriticalshortage

ofstaff

withthe

expertiseto

integrate

complexlegacyandmodernsystems,ortoteachandsupportstudents

in

rapidly

evolvingfields

like

computerscience.Asexperiencedstaffretire,findingandretainingskilled

professionals,

across

bothteaching

and

technologyroles,hasbecomeoneofthe

most

pressingchallenges

in

education

today.in

recent

years,with

this

year

being

a

record

low.

This

erosionofrespectandbelongingcanbe

justasharmful

astheworkloaditself.ForITprofessionalsandtechnology-focusededucators,

the

pressures

are

even

sharper.Districts

rely

on

staffwhocanintegratecomplexlegacysystemswithmodern

infrastructure,safeguardcybersecurity,supportAI-enabled

learning

tools,and

teach

emerging

fields

likecomputerscience.Yetschoolsmustcompetewithprivate-sectoremployersofferinghighersalaries,remoteworkoptions,

flexibleschedules,andsignificantlymoretimeoff.Asveteranstaffretire,districtsfacethedualchallengeof

replacingtechnicalexpertiseandmaintainingcontinuity

ofoperations.Retainingskilledpeopleacrossbothinstructionalandtechnicalroleshasbecomeoneofthemostpressingandfoundationalissuesineducation

today.Acrossthecountryandaroundtheworld,schoolsystemsareexperiencingunprecedentedchallengesinattractingandretainingbotheducatorsandITprofessionals.“Retaining

educators

and

IT

professionalsrequiresmorethancompetitivesalaries;itdemandsaclimateoftrust,professionalrespect,andcontinuouslearning.Whenschoolsempowerteacherstointegrate

technologycreatively,andITteamstoparticipateininstructionaldesignandstrategicdecision-making,both

groups

see

tangible

impact

in

their

work.This

sense

ofcontribution

is

a

key

retention

factor,”(David

Deeds,Footprints

International

School,Phnom

Penh,Cambodia).As

Deeds

alluded,compounding

that

strain

is

a

growingsensethatsocietyandevenschoolsystemsnolonger

trusteducatorsascapableprofessionals.InarecentGallup

poll,50%of

U.S.respondents

rated

the“honestyandethicalstandardsofhigh-schoolteacher”highor

very

high;however,that

number

has

been

decliningATTRACTING&

RETAINING

EDUCATORSANDITPROFESSIONALSHURDLE

112•DrivingK-12Innovation

2026

•CoSNThisconceptalsoemergedascriticalindistrictsundergoing

leadership

transitions.James“Seamus”Cummins(The

School

District

of

Jenkintown,Pennsylvania,UnitedStates)describedhowhisdistrict

has

had

four

different

elementary

principals

since2017,

eachidentifyingthesameissueupondeparture:“theneed

for

a

cultural

change

in

the

building.”His

districthassincetakenactionandisnowintentionallyfocused

onculturalrestoration."We

are

fortunate

to

have

several

new

members

onourdistrictadminteam,includinganewelementary

principal,whoseprimarygoalistorepairtheculture

and

rebuild

trust

within

the

building,"said

Cummins."Hopefully,restoring

the

climate

will

help

us

retain

notonlyournewprincipalbutalsothemembersofthe

elementaryteachingstaff,strengtheningtheentirecommunityforthelongterm."Additionally,BenBayle(DeKalbCUSD428,Illinois,United

States)highlightedthatretentionisessentialnotonlyforstabilitybutalsoforinnovation.“Investinginthehumancapacity,strategicallysupportingandretaining

educatorsbyreducinghurdlesandbuildingpositiveculture…ensures

that

new

technologies

like

AI

areimplementedwithlearneragency,personalization,and

staffwell-beingatthecenter.”Withoutthisfoundation,

schoolsstruggletomaketransformativeinitiativessustainable.Retention

is

not

a

standalone

HR

function

but

a

culturalandstrategicpriority.Whendistrictsinvestinpeople,throughtrust,appreciation,growthpathways,andpositiveclimate,theycreatethestabilityneededtoinnovate,integratenewtechnologies,andsupportlong-

termstudentsuccess.Across

districts,however,leaders

are

proving

thatintentional,people-centeredstrategiescandramatically

improveretention.AdvisoryBoardmemberKellyMay-Vollmar(Desert

Sands

Unified

School

District,California,

UnitedStates)sharedthatherdistrictmaintainsanimpressive96%staff

retention

rate,an

outcome

rooted

in

strategic

culture

building.“We

work

hard

to

ensurethatoursalariesarecompetitive,butwealsobelievethatclimateandculturearethemostimportantfocus,”

said

May-Vollmar.Each

year,May-Vollmar’s

district

sets

a

climate

andculturethemealongsideacademicgoals,ensuringthatstaffexperienceaworkplacethatis“welcoming,

engaging,fun,respectful,ethicalandconsistentlygrowingfromstrengthtostrength.”Thiscommitment

iscoupledwithastrongemphasisonprofessionaldevelopmentandinternalgrowth:“Themajorityofourpromotionsarefrominhouseduetoourfocuson

capacitybuilding…whichdirectlyimpactsretention,”said

May-Vollmar.Thisconnectionbetweencultureandretentionwas

stronglyreinforcedbyAdBoardmemberBeatrizArnillas(1EdTechFoundation,Massachusetts,UnitedStates),who

reflected

on

lessons

learned

while

shewas

employed

at

Houston

ISD

and

their

school

wascollaboratingwiththeteamatMooresvilleGradedSchool

District.“The

first

lesson

they

taught

us:Welcome

all

your

staff

every

day,make

them

feelappreciated,andrespected!”DrivingK-12Innovation2026•CoSN

•13TIPS&RECOMMENDATIONSFROMTHE

ADVISORYBOARDSTRENGTHEN

RECRUITMENTTHROUGH

MISSION-ALIGNED

PARTNERSHIPS“Partnershipswithuniversities,professionalassociations,andeducationaltechnologycommunities

canhelpattractastrongpoolofcandidateswhoarenot

onlyqualifiedbutalignedwiththemissionoftheschool.

Whenrecruitment,professionalgrowth,andrecognition

cometogether,schoolscanbuildstability,creativity,andinnovationacrossbothinstructionalandtechnologyteams,”(LisaGustinelli,St.VincentFerrerSchool,Florida,United

States).INVEST

INSTAFFGROWTH“IhavefoundsomesuccesswithofferingreimbursementsforITcertificationsbutthatalsoopens

thedoortomoreopportunitiesinthefuture.Ibelievewe

havetobeawareoftheopportunitiesoutthereforour

staffandbeveryclearwithexpectationsandcoaching

fortheirnextposition,evenifitmeanswritingaletterof

recommendation

to

the

private

sector,”(Pam

Batchelor,

Wilson

County

Schools,North

Carolina,United

States).USETECHNOLOGYTO

PROTECTEDUCATORS’TIME&

HUMANITY“Wemustleveragetechnologytoautomateadministrationsoteacherscanhumanizeinstruction.The

only

way

to

make

the

job

sustainable

is

to

use

techto

give

them

back

time.…The

strategy

to

retain

teachersistoaggressivelydeploytoolsthathandlethe'machine'

work,freeing

them

for

the

human

work(1-on-1calls,personalizedfeedback)thatbroughtthemtoteaching.

Wemustuseourtechnologytoprotectandenablethat

humanconnection,notburyitinadministrativetasks,”(ZainabAdeel,BayaanAcademy,Maryland,UnitedStates).14•DrivingK-12Innovation2026

•CoSNFormanydistricts,thechallengebeginswithstaffing

andcapacity.AdvisoryBoardmemberElizabethFreeman(Cedar

Grove-Belgium

School

District,Wisconsin,United

States),a

superintendent

at

a

smallruralWisconsindistrict,mentionedthat