Part of the benefit of jumping forward with a 1:1 iPad deployment like we have tried is that we get the opportunity to impart knowledge to other districts looking to do a similar initiative. While that might not seem like a benefit, it actually also means we can make some mistakes because there is not a long history of this type of deployment in the world. Many districts have had 1:1 Laptop projects, which we have benefited from and could easily be applied to this list I’m about to share. However, for the sake of our specific district, and the questions I get from other districts on a daily basis, I’m going to break down the ten things you should NOT do when implementing a 1:1 iPad program.
1. Do NOT wait until the last minute to give them to staff.
Due to the timing of our bond package and when funds could become available, we didn’t actually have iPads in hand and branded until mid-July. That means many teachers only got to experience the iPads in their hands for one month or less. Not ideal when trying to make your staff comfortable. Perfect world they could have them a year to a semester ahead of time. Or at least before the summer starts.
2. Do NOT expect it to go perfectly on the first day students get them.
We planned the launch day as perfectly as we could have, but there are always a couple of issues to deal with. We had iPad cases held up in customs at DFW airport, so we had to fill a last-minute order of 1500 cases the night before. We crashed our Casper server 3 hours into the first day as hundreds of kids were downloading their apps at the same time. Both of those issues are fixable, but you can’t always anticipate those things during planning.
3. Do NOT roll out all your apps at the same time on the same day.
See item #2 above. If you are doing a 1:1 model like ours, where the end-user gets the apps, you don’t want to force-feed all your apps down on the same day. This is especially true with larger apps like Garageband, which we left off the initial day list and released it on the weekend, when kids could download it from their own bandwidth at home. This spreads the downloads out over time so you don’t have 1500 kids downloading a 1.7 GB app during 3rd period.
4. Do NOT try and control everything about the iPad.
There are several models out there for deployment of apps – A personal model, an institutional model, and a layered model being the most common. The beauty and educational relevance of these devices is the personalization of learning that can happen. That is null and void the second you turn this into just another “system” to manage through your technology department. These are NOT PC’s. Do NOT try and manage them as such. You destroy the value-add by doing that. Because of age restrictions with Apple IDs, you can only have students 13+ manage those accounts. I encourage you to do that (this is the personal model). Students under 13, you’re likely to be forced to use some version of the other two models. In the personal model, the worst thing that can happen is they walk away with an app like Keynote. God forbid they actually want to use an educational tool to make presentations after they graduate.
5. Do NOT expect teaching to change immediately.
I have long been preaching the SAMR model by Dr. Ruben Puentedura as how teaching should progress in a 1:1 (or any) environment. Apple has also relied heavily on this model and I figure they know what they are talking about. Teachers can’t be expected to change the way they teach overnight. However, most of the tools we’ve given them in the past (Smartboards, document cameras, etc) were teaching tools. This tool is in the hands of kids, which means it’s student-driven. Teachers and students will lean heavily on substitution in the SAMR model to start, but have patience. Redefinition of teaching and learning does NOT happen overnight.
6. Do NOT assume the entire community will be on board.
As great as the idea behind personalized learning can be, it can be a pretty severe mind-shift for those lay-people in the community. Add on top of that, budget cuts with staff time, and you can see how this can quickly turn into a no-win scenario. It’s important to stress what the goals are in all of this and also to get both parents and teachers working with you to find solutions to little problems. However, that doesn’t mean you give them the option to not participate. The most successful 1:1 programs have a universal understanding and expectation across the district about what can and should be accomplished. In the community, there is a common misconception that an iPad isn’t a computer. If you pass a bond to buy computers, you need to make sure they understand that these are in fact tablet computers. The other item to stress is that this is a powerful classroom tool that now takes the place of the textbook, calculator, dictionary, etc. It might not do everything, but for the cost and what it will do, it’s well worth the investment.
7. Do NOT evaluate the program solely with test scores.
It may be the easiest and most publicized metric to measure kids with, but it’s far from the most accurate when you are talking about changing the culture of learning and customizing a student’s school experience through a 1:1 program. Engagement, motivation, collaboration, communication and the desire to dig deeper into subjects were all items we measured through anonymous student and teacher surveys. With all of those improvements, it’s what happens next when the student goes on to college and post-college life, that’s a thousand times more important than how they did on a random test. This item is closely tied to item 6 above when talking to the community about how the program is going.
8. Do NOT limit staff training to the summer.
Due to budgetary cuts, our high school teachers lost an extra planning period which was considered “PLC time”. This time was framed around Dufour’s Professional Learning Communities and allowed for same-subject area teachers to have a common planning time to grow and learn. On top of that, we cut back our instructional technologists across the district. Both of these factors could have killed the program and definitely kept us from transforming teaching and learning as much as we would have liked. The research of Robert Marzano and the findings in Project Red talk about how one of the key traits to successful implementation of 1:1 is a monthly training at minimum lead by the Principal and key leaders to give teachers the tools they need. Research also suggests that teachers will ultimately determine the success of the program, so it’s worth investing in them. We have seen the error in our ways and will implement back some PLC Time next year as well as add some support staff.
9. Do NOT expect email to be the best option for submitting work
Being paperless has been a great cost savings for us. We’ve cut back on paper use by 22% in the first few months and that’s only with 2 grade levels having 1:1 technology. While that’s a great cost-savings, management of all those digital files can be an issue for teachers. They no longer have to tote 187 papers back and forth to school, but now all of those papers will crowd their inbox of their email. Teachers at our high school have figured out how to use Gmail’s filtering to help with this organization, but ultimately, a good content management system is needed. We just purchased our system (eBackPack) to put in place for next year, and hope that not only will paper be saved, but also time.
10. Do NOT let fear overcome your mission
Everyone will go through a point in time where they doubt the idea of a 1:1 iPad program working. They’ll think it’s a fad. They’ll think it’s a waste of money. They’ll complain about having to change. All of these and hundreds of other concerns will be raised throughout the implementation process. It is easy to get dismayed by the loud minority of critics out there. If there is any hope of your program being successful, the core team of administrators, teachers and students need to be on the same page, speaking the same message. That message is plain and simple: This is not a technology expense, it’s an investment in our students and their future.