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He talked about wide hallways where students could gather. He talked about attendance policies which allowed students to sign into classes from elsewhere in the building if that made them more comfortable. He talked about multiple projection screens in every classroom to break "single focus learning." He talked about dropping text books for authentic materials and the acceptance of multiple - and student chosen - ways of demonstrating knowledge. He even talked about having big windows in classrooms both to the outside and the school corridors - "We're not hiding from the world or hiding the world from our students" he told us.

And then we listened to teachers and students, we wandered the building, and we saw. In newly built additions classroom doors were centered on one wall, projectors, aimed from the middle of the ceiling, pointed to two corners. Window walls opened outside, big windows allowed views to/from the halls. In most rooms the two projectors were in use, showing different things. In most rooms, students gathered in clusters, often passing tablet boards around.

All in all what I saw was a 1:1 initiative that had been shaped by a commitment to rethinking school, and centering the form of school on what students need now - collaboration, access to and effective use of global information, trust in students, belief in leveraging the world of today rather than avoiding it, and universal design.

(1) modeling the use of new technologies in communicating to students, teachers and the general public; (2) ensuring that technology becomes integral to teaching 21st-century skills from critical thinking and problem solving to collaboration and information literacy in the classroom; (3) boosting Web 2.0 applications and tools as key components of student learning; (4) offering professional development in these technologies and deploying the online tools that help teachers create learning communities among themselves; and (5) requiring better balanced assessments of student work—including project-based learning enhanced by technology tools—in an age driven by NCLB-oriented testing and better use of data from the assessments to help students improve their performance.

The revised edition also includes a self-assessment for superintendents to evaluate how far their districts have come along the technological curve. CoSN’s CEO Keith Krueger explains that his organization’s research shows that many district leaders are behind that curve, and the new document opens with a letter:

e cautions that the large-scale changes CoSN is advocating are most likely to happen for district leaders who are not engaged in dozens of other initiatives. “Everybody wants the superintendent to be in the middle of everything,” Reeves explains. “The real acid test is whether you can execute the ‘not-to-do list,’” adding that superintendents need to resist establishing too many priorities. Each of the five areas featured in “Empowering the 21st Century Superintendent” includes a set of resources and a series of action steps for superintendents and district leadership teams. For instance, in the 21st-century skills section, leaders are urged to improve their own such skills, create a vision for integrating them into K12 instruction, audit the district’s strategic plan to see which might be missing and adjust professional development accordingly.