1. The Trinity iPad Project A case for change

2. History Government pledges funding to give access to a computer for every student in Years 9 – 12 Government required strategic plan outlining how these computers would meet curriculum deliverables On-cost funding established to pay for accessories and support Trinity received funding for 335 computers

3. Trinity’s viewpoint Deliberately hasn’t pursued a notebook programme in the past Prefers the use of desktops Has a very exactly list of technical specifications for notebooks Association of Independent Schools has guidelines for minimum requirements

4. Knowing a change intervention was necessary In July 2010, 220 Windows-based notebooks were deployed in mobile trolleys around the school Use was not as high as anticipated due to the physical size of the trolleys

5. Possible Alternatives Desktops Notebook (Trolleys) Notebook (Student Issued/take home) Handheld/Mobile Technology

6. Preferred Solution The Apple iPad was found to best meet our needs, and would deliver other value adds InternalExternal Strengths Backing from CEO Implementing “must have” technology Student body excited Staff enthusiastic Meets requirements Will tie in well with launch of Intranet Will enable more communication with Students Opportunities Support from manufacturer Cutting edge technology Marketing advantage over every other school “Trinity” will be discussed amongst peers Weaknesses New technology is untested IT Staff unfamiliar with product Potential for loss and damage is higher Cost compared to regular Notebook Potential for misbehaviour in class higher Untested approach to learning Licensing model of software delivery (per user) Threats Students a target when in transit with device First institution to try this technology Device in limited supply Short time between inception and deployment

7. Major operational change requirements System Changes iPads Wireless Network Intranet Internet (filtering) Domain (active directory) restructure Core switch upgrade Wireless WAN connection upgrade between campuses Pedagogical Changes Andragogical Changes

8. External Expertise Involvement Intranet Development Active Directory restructure Linux firewalls and Routing Core Switch upgrade Apple iPad Configuration and deployment

9. Costing Student iPad and software provided by Federal government Contractor labour provided by on-cost funding from the NSSCF It was decided to give all staff an iPad to ensure they were using the same technology as the students

10. Cost/benefit Analysis CostsUnitEntryExtended Implementation PlanningHours2009,000 Contract LabourDollars80,000Provided via on-cost funding Internal Implementation LabourHours24010,800 Training cost – Staff (inc Intranet) Dollars5,000 Training cost - StudentDollars00 Capital CostsDollars93,500 SoftwareDollars9,000Provided via on-cost funding Damage/LossDollars9,350 Implementation Cost127,650

11. Cost/benefit Analysis CostsUnitEntryExtended Benefits E-Delivery rather than printDollars/Year50,000 Improved efficiency and reliability information delivery Dollars/Year35,000 (est)35,000 Ability to manage forms delivered electronically Dollars/Year35,000 (est)35,000 Technology LevyDollars/Student100120,000 Total Yearly Benefits240,000

12. Risk Analysis ThreatImpactProbability Delivery of iPads not able to meet deadlineHigh Application delivery to deviceMediumHigh Licensing for site based softwareLowHigh Intranet courseware not completedLow Intranet Build not completedMediumLow Teacher training unable to be scheduledHighMedium iPad configuration not finalisedHighLow Cost of softwareMedium Single sign on securityHigh Ability to set a default imageLowMedium Damage of equipmentHigh Lost/Stolen devicesHigh Synchronisation with multiple machinesHigh

13. Risk Analysis ThreatRisk mitigation strategy Delivery of iPads not able to meet deadline -Establish strong relationship with reseller and Apple -Order product early Application delivery to device -Consult with Apple for best practice -Formalise process for students to follow Licensing for site based software-Work with Apple on similar system as the US Intranet courseware not completed-Not essential for launch Intranet Build not completed-Not essential for launch Teacher training unable to be scheduled-Training set for Staff Development day iPad configuration not finalised-Use of Computers Now technicians to assist Cost of software -Technology Levy introduced -On cost funding providing some funds for years 9-12 Single sign on security-Mandatory password setting through configuration utility Ability to set a default image-Consult directly with Apple Damage of equipment -Spares purchased -Cases purchased for all iPad users Lost/Stolen devices -Treated the same as lost textbooks, students will have to replace Synchronisation with multiple machines-Investigate locking down of ability -Policy of only syncing at home

14. Change Management Process Plan 1.Identification of issue needing intervention 2.Direction outlined by project sponsor 3.Establishment of steering committee 4.Establishment of resources and authority 5.Creation of Project Plan 6.Identification of key issues through stakeholder consultation 7.Setting of timeline and constraints 8.Presentation of project plan 9.Sign off from project sponsor 10.Implementation of Project Plan 11.Monitor of Project Plan 12.Review of Project Plan

15. Timeline

16. Approvals Necessary Legislative Educative Social School

17. Communication Plan WHO (Audience)WHAT (Message)HOW (Medium)WHEN HOW WELL (Feedback Mechanism) Management Team Initial BriefingFace to faceJuly 2010Direct Feedback Updates Email; Morning Briefing announcements OngoingDirect Feedback Head of Departments Initial BriefingFace to faceJuly 2010Direct Feedback Updates Email; Morning Briefing announcements OngoingDirect Feedback Training SchedulingEmailSeptember 2010 Updates via Director of Teaching and Learning Steering Committee Initial BriefingFace to faceAugust 2010Direct Feedback Regular Communication briefs relating to on-going project issues Email; Committee meetings OngoingDirect Feedback Establishment of scope, high level implementation plan, milestones and progress reports Face to face; Email; Committee meetings August/Septembe r 2010 Direct Feedback Other staff Regular briefings and update sessions Email; Morning Briefing announcements Ongoing Direct Feedback; Satisfaction Surveys; Head of Department Parents and Students Regular briefings and update sessionsEmail; Newsletters; Noticeboards OngoingDirect Feedback; Satisfaction Surveys

18. Training Schedule DateTrainingTrainerTarget GroupTime and Location Friday 17 th SeptemberTrain the TrainernSynergy ICT Support (Danon-Baird, Hall, Nair, Hassall, Mae, Barnes, Klein) All Day F1.2 Tuesday October 5 th Intranet OverviewnSynergy Preparatory and Junior School Staff TBA Intranet OverviewnSynergySenior School Staff 9:00am Assembly Hall Wednesday October 6thIntranet OverviewnSynergySenior School Staff 9:00am Assembly Hall Friday October 8thApple iPad ICT Support Danon-Baird, Barnes, Klein Yr 12 Teachers During Year Group Meetings Before Lunch and 1 st Half Lunch Populating Team Sites ICT Support Hassall Hall Nair Modern Languages Drama Creative Arts During Year Group Meetings Before Lunch and 1 st Half Lunch Friday October 15 th Apple iPad ICT Support Danon-Baird, Barnes, Klein Yr 12 Teachers During Year Group Meetings Before Lunch and 1 st Half Lunch Populating Faculty Collaboration Sites ICT Support Hassall Hall Nair Klein Information Services Modern Languages Drama Creative Arts TESS During Year Group Meetings Before Lunch and 1 st Half Lunch Thursday October 21 st Apple iPad and Intranet Overview Apple Aust ICT Support Danon-Baird, Barnes Yr 12 Parents7:00pm Wilson Hogg Assembly Hall

19. Embedding the Change Checklist for managing the change

20. Monitor, Review and Modify ObjectiveTarget Person Responsible Review Period Goal Period Lower paper consumption Reduce handouts by 1,000 sheets of paper per student Chris Barnes6 months1 year Reduce amount of textbooks issued Convert all textbooks to electronic format where legal Carmel Galvin; Geoff Mills 6 months1 year Damage/loss is limited to acceptable levels Replacement of devices limited to 10% in 1st year, 8% in 2nd year and 5% in 3rd year Daniel Wallbank1 year3 years Integrate with new Trinity Intranet iPad devices are able to support in-browser editing and file access Evan Hughes2 months4 months Faculty collaboration sites and virtual classrooms allowing for online learning All departments have a strong presence on the intranet allowing for relevant materials to be accessed by students Chris Barnes6 months1 year Record book and calendar delivered to the iPad’s calendar or live.edu site Conversion of record book to ebook and iCal format Evan Hughes3 months6 months

21. The Truth Do as I say, not as I do Trinity’s official response is that parents do not dictate how the school educates its boys The school does not feel the need to have to explain itself in regards to teaching methodologies

22. Actual Process The CEO fell in love with his iPad Announced to Student body that he was going to give them an iPad Told staff of this but was met with the WIFM principle in regards to change Announced to Staff that they would also receive an iPad Decided to involve the IT department

23. Implementing a project with no plan Early discussions with Apple suggested getting hold of 360 iPads cannot be guaranteed So I ordered first, and asked questions later. I figured the major requirement of handing out an iPad, is actually having an iPad to hand out. As I was now Australia’s largest iPad purchaser, I was prioritised Stock arrived, much earlier than anticipated

24. My Office (1 month ago)

25. My Office (now)

26. Change management process formalised Had to start writing the process as if it was being evaluated, yet the decision had already been made, and product delivered The change management process plan should have been written by a committee, rather than just one person An iPad committee was eventually established Change management plan submitted to the iPad steering committee and CEO on the 14-September-2010 by Daniel Wallbank