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Using data from a study of the technology procurement process in 10 of Ontario's publicly funded school districts, this paper examines the use of data-driven exercises to inform educational technology decision-making and spending. The findings show that senior leaders struggle to implement data-driven decision making to support the governance of educational technology acquisitions. An in-depth exploration of the researcher's Strategic Model for Technology Decision-Making reveal promising theory and practice for improving the efficacy of school district technology projects.